Proposed Capital Asset Management and Investment Program 2015—2019

PROPOSED CAPITAL ASSET MANAGEMENT AND INVESTMENT PROGRAM 2015—2019

Tri-County Metropolitan Transportation District of Oregon

This page left intentionally blank. PROPOSED CAPITAL ASSET MANAGEMENT & INVESTMENT PROGRAM TABLE OF CONTENTS 1. Introduction A. Introduction ...... 9 B. Capital Budgeting Policies and Approaches ...... 10 C. Reader’s Guide ...... 11 D. Summary of Capital Asset Management & Investment Program by Asset Category ...... 13 2. State of Good Repair A. Overview...... 17 B. FTA State of Good Repair Program ...... 17 C. Current State of Good Repair ...... 17 D. Transit Asset Management Plan...... 19 E. State of Good Repair Projects ...... 19 3. Vehicles A. Fixed Route Buses ...... 23 i. Drop Down Chains ...... 28 ii. Hybrid Buses for Expansion ...... 29 iii. Additional CAD/AVL Equipment (40) ...... 30 iv. Merlo CNG Fleet Conversion ...... 31 B. Light Rail Vehicles ...... 32 i. Rail Maintenance Equipment ...... 44 C. ATP/LIFT Vehicles ...... 45 D. Non‐Revenue Vehicles ...... 49 E. Other Vehicle Projects i. Positive Train Control ...... 52 ii. Transit Ad Bus Frames ...... 53 iii. TVM Maintenance – Additional NRVs ...... 54 iv. WES DMU Fleet Increase (2 additional) ...... 55 v. On Board Energy Storage ...... 56 F. Vehicle Summary ...... 57 4. Maintenance of Way A. Track and Structures ...... 61 B. Overhead Catenary System ...... 66

Page ‐ 3 PROPOSED CAPITAL ASSET MANAGEMENT & INVESTMENT PROGRAM C. Signals ...... 69 D. Substations ...... 73 E. FEM Communications ...... 77 F. Maintenance of Way Projects i. Conversion of MAX Track Switches to Powered Operation for Service Quality ...... 79 ii. Ruby Junction MOW Training Module ...... 80 G. Maintenance of Way Summary ...... 81 5. Facilities – Customer and Operations A. Customer Facilities i. Bus Stop Development Program ...... 85 ii. Customer Information Services ...... 91 iii. Portland Mall Shelters ...... 92 iv. Bike Parking Modernization ...... 93 v. East Portland Active Transportation to Transit Project: Bike Parking ...... 94 vi. Westside Bike & Rides: Bike Parking ...... 95 vii. Bike to Transit ...... 96 viii. Blue Line Station Rehabilitation (formerly “Renew the Blue”) ...... 97 ix. Bus On‐Street Maintenance ...... 99 x. E‐Paper Pilot ...... 100 xi. Lloyd District Transit Tracker Enhancements ...... 102 xii. Park & Ride Signage Share ...... 103 xiii. Respond to ADA Audit ...... 104 B. Operating Facilities i. Facilities Management ...... 105 a. Facilities Management Summary ...... 109 b. Facilities Management Projects ...... 110 ii. Environmental a. Storm Water UIC Program ...... 155 b. All Facilities Maintenance Environmental ...... 157 iii. Line 8s Bu Turnaround & Layover Facility ...... 158 iv. Orenco Station Platform Upgrades ...... 159 v. Ruby Junction Building Reuse ...... 160

Page ‐ 4 PROPOSED CAPITAL ASSET MANAGEMENT & INVESTMENT PROGRAM vi. Union Station Area Bus Layover ...... 161 vii. Rail MOW Central Shop Co‐Location ...... 163 viii. Center Street Building – End of Life Maintenance ...... 164 ix. Center Street Building – First Floor Remodel ...... 165 C. Facilities – Customer & Operations Summary...... 166 6. Technology Systems A. Operations Control & Communications Equipment i. Bus Dispatch System ...... 171 ii. LIFT Dispatch System ...... 171 iii. Rail Control & SCADA Systems ...... 172 iv. Radio & Microwave Communication Systems ...... 173 B. Fare Systems i. Electronic Fare Collection (eFare) System ...... 174 ii. Farebox System ...... 174 iii. Ticket Vending Machine (TVM) System ...... 175 iv. Bus Transfer Printer ...... 175 v. Fare Revenue Equipment ...... 175 vi. Fare Sales Systems ...... 176 vii. Fare Systems Summary ...... 177 viii. Fare Equipment ...... 178 C. Security Equipment Systems i. Networked CCTV Systems ...... 181 ii. Vehicle‐Borne CCTV Systems ...... 182 iii. MAX Intrusion Detection System ...... 183 iv. TriMet Facilities Access Control System (TRACS) ...... 183 D. Technology Equipment Systems i. Desktop Systems ...... 184 ii. Server Systems ...... 186 iii. Cable Plant ...... 187 iv. Data Communications ...... 187 v. Voice Systems ...... 188 vi. IT Security ...... 189

Page ‐ 5 PROPOSED CAPITAL ASSET MANAGEMENT & INVESTMENT PROGRAM vii. Communications Environment Systems ...... 190 viii. Finance and Administration Systems ...... 191 E. Other Technology System Projects i. Project Management (Prolog) Database Replacement ...... 192 ii. Information Governance Initiative ...... 193 iii. Real Time GPS Location for LRVs ...... 195 iv. Transit Tracker Displays ...... 196 v. webMMIS Bus Maintenance Hardware ...... 198 vi. Digital Sign CPU Retrofit ...... 200 F. Technology Systems Summary ...... 201 7. New/Improved Service A. BRT First Corridor ...... 207 B. East Portland Access to Employment and Education ...... 208 C. Southwest Corridor Project Development ...... 210 D. Steel Bridge/Rose Quarter Capacity & Reliability – 4 Tracking ...... 212 E. Tigard Park & Ride Expansion ...... 214 F. Willamette Shore Trolley Program ...... 215 G. STIP ‐ Barbur‐99W Corridor Safety & Access to Transit TriMet ...... 216 H. STIP ‐ Highway 8 Corridor Safety & Access to Transit TriMet ...... 217 I. STIP ‐ Powell‐Division Corridor Safety & Access to Transit TriMet ...... 218 J. New/Improved Service Summary ...... 219 8. Appendices A. Combined Summary ...... 223 B. Fixed Route Buses (tables 1A, 1B, 1C, 12A, 12B) ...... 225 C. Light Rail Vehicle Components (table 2B) ...... 246 D. Non‐Revenue Vehicles (tables 12C, 16A, 16B) ...... 249 E. Facilities Management ...... 264 F. Technology Equipment Systems ...... 271 9. Matrices A. FY2015 Capital Program ‐ Projects ...... 301 B. FY2015 Capital Program ‐ Carryovers via FY14 ...... 303

Page ‐ 6 SECTION 1 – INTRODUCTION

This page left intentionally blank. Capital Asset Management & Investment Program Introduction Proposed FY15‐FY19

TriMet Proposed FY2015 ‐ FY2019 Capital Asset Management and Investment Program

Introduction TriMet operates four MAX lines on a 52‐mile light rail system, 79 bus lines, 14.7‐mile WES Commuter Rail and paratransit service for people with disabilities. For the sixth year in a row TriMet has surpassed 100 million boardings. TriMet is a capital intensive agency with $2 billion of capital assets, primarily buses, light rail vehicles and light rail right of way. Continuously investing in capital maintenance and replacement is critical to operating safe, reliable, efficient and financially sustainable service. Funds are always limited, so TriMet emphasizes cost‐effectively extending the useful life of equipment, vehicles, and facilities.

Althoughh muc of the focus has stayed with vehicles and the right of way, this year’s capital plan increases attention to facilities management. Over the years buildings have aged, elevators are nearing end of life and platforms have outgrown their capacities. FY15 will mark the beginning of program budgets for elevators and platforms but the programs will extend well into the future.

While the Capital Asset Management and Investment Program covers just the next five years, most of TriMet’s assets have very long lives requiring continual on‐going or preventive maintenance to maintain in “as new condition” throughout life. Some assets, like light rail vehicles are replaced every 35‐40 years, buses are replaced every 15 years. Stations and other facilities are refurbished but not replaced. To maintain our capital assets in a state of good repair, TriMet will invest approximately $90 million a year on average net of grants in capital replacement (the capital budget) between FY15 and FY30 and will additionally invest roughly $70 million a year, or approximately 20% of the operating budget, in the maintenance of capital assets (FY14$). TriMet’s capital asset management and improvement program is forecast for each asset class for the next 20 to 30 years, depending on the asset, and included in the agency’s financial forecast.

The plan ties together the on‐going maintenance of capital assets (operating budget) and the replacement and repair of the same assets (capital budget) replacement, including backlogs, where they exist. It presents plans to bring assets up to a State of Good Repair. It explains how each asset class is maintained throughout its life and how an asset’s condition is continually evaluated and maintained throughout its life.

It is important to note that funding has not been identified for all capital projects, and some projects may be considered discretionary (indicated by a lower priority level). All costs shown in the Capital Asset Management and Investment Program are 2014 dollars.

Page ‐ 9 Capital Asset Management & Investment Program Introduction Proposed FY15‐FY19 Capital Budgeting Policy TriMet views its capital projects as either additions to the capital plant or as rehabilitation and replacement of the existing capital. All projects are considered for funding; however, cost effective capital maintenance, replacement and safety are highest priority.

The following prioritization level (in order) is the criteria sTriMet use to evaluate proposed projects.

State of Good Repair (SGR) – high, medium, low Safety (S) – high, medium, low Legal Contract, Mandate, Obligation (CMO) – high, medium, low Service Delivery (SD) – high, medium, low Efficiency (E) – high, medium, low Expanded Service (ES) – high, medium, low

Projects with high state of good repair and safety scores receive highest priority. Expanded Service projects are lower priority and usually require new revenue to move forward. Each project is evaluated to ensure the best and most efficient use of public funds.

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.

Page ‐ 10 Capital Asset Management & Investment Program Introduction Proposed FY15‐FY19 Capital Budgeting Policy (continued) . TriMet will need to evaluate funding sources in future years for light rail fleet additions, long‐term maintenance facilities growth and ultimately the replacement of the Type I LRVs (beginning FY2027).

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 CAMP and sets priorities for capital spending. The Information Technology Committee (ITC) plans and sets priorities for IT capital spending. This input is provided to the Capital Committee at Budget time.

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.

Reader’s Guide This document is broken into five asset categories with multiple sub categories. Throughout each of the sections you will find common terms and subheadings. Here are some of those headings and a brief description of each:

Asset Category – identifies an asset category.

Asset Management Goal – the goal for a particular asset class, representing a state of good repair.

Key Asset Management Performance Indicators/Goals – performance indicators that measure the State of Good Repair. States a target and/or objective.

How Assets are Maintained and Condition Evaluated – explains how the asset is maintained and how the condition assessment is done.

Condition Scale – defines the condition of the asset on a scale of 1‐5 with 1 not needing replacement and 5 meaning it’s out of service or a 1‐5 scale further defined in the asset category.

Mid‐Life Overhaul Program – describes the mid‐life overhaul program of that particular asset.

Asset Replacement Criteria – states when the asset will be replaced.

Additional Analysis – all additional information needed to meet asset management goal.

Page ‐ 11 Capital Asset Management & Investment Program Introduction Proposed FY15‐FY19 Reader’s Guide (continued) Not all sections follow the previously listed format; however, each replacement program is generally explained in the sections of this document. Another common theme found is this document, are projects that represent level of service investments, new to the CAMP or have been chosen to be featured for various reasons. Following is brief outline of those common terms and a brief description of each:

‐ Top section – includes project name, project class, project ID (if known), projected start & end dates, budgeted department, priority, project type and project manager (if known).

‐ Project Description – contains a detailed description of the project.

‐ Project Justification – the necessity of the project and reason why the project is a priority over others.

‐ Status – this section briefly explains if a project is being carried over and/or provides an updated status of a multi‐year project.

‐ Fiscal Projection – funding and cost of the project in the 5‐year window.

Page ‐ 12 Capital Asset Management & Investment Program Introduction Proposed FY15‐FY19 Summary of Capital Asset Management & Investment Program by Asset Category

Category Type FY2015 FY2016 FY2017 FY2018 FY2019 5 ‐Yr Total Vehicles 63,798,547$ $ 44,333,866 $ 27,155,239 $ 30,809,385 $ 19,284,577 $ 185,381,615 Maintenance of Way 6,207,032 3,637,500 8,390,300 7,726,500 5,920,000 31,881,332 Facilities ‐ Customer & Operations 18,407,693 22,206,804 17,657,045 16,660,507 18,249,663 93,181,712 Technology Systems 40,222,694 19,906,671 7,913,986 5,282,088 3,550,195 76,875,634 New ‐Improved Service 566,390 8,592,618 10,118,332 6,750,000 60,800,000 86,827,340 Total $ 129,202,356 $ 98,677,459 $ 71,234,902 $ 67,228,481 $ 107,804,435 $ 474, 147,634

Proposed FY 2015 Capital Asset Management & Investment Program Technology Systems New ‐Improved 31.1% Service 0.4%

Vehicles 49.4%

Facilities ‐ Customer & Operations 14.2% Maintenance of Way 4.8%

Page ‐ 13

This page left intentionally blank. SECTION 2 – STATE OF GOOD REPAIR

This page left intentionally blank. Capital Asset Management & Investment Program State of Good Repair Proposed FY15‐FY19 Overview Signed into law on July 6th, 2012 was the Moving Ahead for Progress in the 21st Century Act (MAP‐21) which established new Federal Transit Administration (FTA) programs and made changes to existing FTA programs, all in an effort to improve efficiency and provide significant funding increases specifically for improving the state of good repair of the nation’s transit systems.

MAP‐21 furthers several important goals of the Department of Transportation, including safety, state of good repair, performance, and program efficiency. The Act also puts new emphasis on restoring and replacing the Nation’s aging public transportation infrastructure by establishing a new State of Good Repair formula program and new asset management requirements. In addition, it aligns Federal funding with key goals and tracks progress towards these goals. Finally, MAP‐21 improves the efficiency of administering grant programs by consolidating several programs and streamlining the fixed guideway capital investment grant program.

The new law focuses on the following areas: ‐ Safety Authority ‐ State of Good Repair and Asset Management ‐ Streamlining and Program Efficiency ‐ Formula Funding and MAP‐21 Discretionary Programs ‐ Impacts of the 2010 Census for FTA’s Fiscal Year 2013 Apportionments

Each of the focus areas offers structure to enhance, improve and prioritize elements of the nation’s transit infrastructure. In particular, the new structure and guidelines brought on by MAP‐21 will allow TriMet to better its infrastructure and give customers service and safety they’ve become accustomed to.

FTA State of Good Repair Program Throughout MAP‐21, State of Good Repair is referred to as both a concept and a formula for funding. Conceptually, the FTA wants transit agencies to improve its infrastructure for both safety and reliability and ensure assets are in a state of good repair. More specifically, MAP‐21 has set aside apportionments based on a State of Good Repair Program Formula.

The State of Good Repair Program (formerly known as the fixed guideway modernization program) includes the following transit modes: Rapid rail (heavy rail), commuter rail, light rail, hybrid rail, automated guideway, trolleybus (using overhead catenary), aerial tramway, cable car, inclined plan (funicular), passenger ferries and bus rapid transit. Additionally, fixed route bus services operating on high‐occupancy‐vehicle (HOV) facilities are also funded through a separate tier of this formula.

Specific capital projects that may use this funding include projects necessary to maintain fixed guideway systems in a state of good repair, including projects to replace and rehabilitate: rolling stock, track, line equipment and structures, signals and communications, power equipment and substations, passenger stations and terminals, security equipment and systems, maintenance facilities and equipment, operational support equipment (computer hardware and software), development and implementation of a transit asset management plan, and other replacement and rehabilitation projects FTA determines appropriate.

Page ‐ 17 Capital Asset Management & Investment Program State of Good Repair Proposed FY15‐FY19 Current State of Good Repair For the most part TriMet has been maintaining a State of Good Repair with its assets. Transit assets are evaluated on a regular basis and replaced/reconditioned as necessary. Despite the proactive approach taken, there are still areas in need of improvement or in need of funding. The State of Good Repair formula funding will help ensure TriMet’s infrastructure is safe and reliable, but additional funds will also be needed.

TriMet has a large number of projects that maintain or replace assets to keep them in a State of Good Repair. In fact, in FY15 65% of the capital program budget will be directed on SGR projects, with an additional 24% direct to agency efficiencies.

The below illustration gives a breakdown of the prioritization projects:

FY2015 Prioritization Categories Efficiency, $27,584,409 , 24.26% Expanded Service, $100,000 , 0.09% Mandate, $4,603,103 , 4.05%

Safety, $4,606,766 , 4.05%

Service Delivery, $2,828,400 , 2.49% State of Good Repair, $73,973,620 , 65.06%

Page ‐ 18 Capital Asset Management & Investment Program State of Good Repair Proposed FY15‐FY19 Transit Asset Management Plan Another element of MAP‐21 and a requirement of the State of Good Repair Program is developing a Transit Asset Management (TAM) plan. Although the FTA is developing the specifics of what will need to be included in the plan elements required at this time will include a capital asset inventory, condition assessment, decision support tools, and prioritization of capital investments. Once the FTA establishes a rulemaking all recipients of State of Good Repair Formula Program will need a TAM plan in place.

State of Good Repair Projects TriMet has over forty projects focused on improving assets to a state of good repair. Not all of these projects will be funded by the State of Good Repair Formula Program (which primarily focuses on rail modes of transportation), but all are necessary of improvements.

Maintaining and/or rehabilitating assets to a state of good repair will not happen overnight and not all projects have been identified at this time, however, over the last couple of years TriMet has continued to identify these areas. Last year, a program was developed for Light Rail Vehicle Component Replacements and further development of the Maintenance of Way infrastructure. This year, facilities management folks began developing an elevator maintenance program and in the next few years will development a Platform End of Life program. Look for continued development of programs similar to this in the near future!

An elevator in need of replacement/refurbishment at the Sunset Garage.

Page ‐ 19

This page left intentionally blank. SECTION 3 – VEHICLES

This page left intentionally blank. Capital Asset Management & Investment Program Vehicles Fixed Route Buses

Vehicles – Fixed Route Buses

Asset Management Goal The goal for Bus Maintenance Asset Management is to provide clean, reliable transportation to our customers in the Portland Metropolitan Area which incorporate Multnomah, Washington and Clackamas counties. Maintaining a consistent fleet age, preventive maintenance program and planned obsolescence are cornerstones to having a maintainable fleet that meets our objective.

Key Asset Management Performance Indicators/Goals Key performance indicators for maintaining our assets can be found in our Bus Fleet Management Plan. Additional indicators for tracking asset condition are age of the chassis not to exceed 16 years, engine mileage not to exceed 375,000 miles and transmission mileage not to exceed 250,000 miles. It is at the component’s defined age or mileage that reliability begins to fall steeply and repair costs climb rapidly. In the case of engines and transmissions, components are replaced to ensure reliability of the coach. When a vehicle is at or over 16 years of age, the vehicle is then a candidate for replacement.

How Assets are Maintained & Condition Evaluated Routine maintenance and component replacement can be found in TriMet’s Bus Fleet Management Plan. Many components on a bus are designed to be replaced at certain intervals defined by the original equipment manufacturer (OEM) and are not taken into account in vehicle assessment. Other items that do not have a pre‐determined OEM replacement time table are initially replaced upon failure, later through agency experience and analysis of the component, a preventive maintenance program is developed to replace the component before actual failure.

The criteria for asset condition is based upon multiple key performance indicators of equipment reliability, life cycle, equipment obsolescence and cost. Assessment and monitoring of all assets are conducted through the Maintenance Management Information System (MMIS). Extensive analysis and trending are done to the critical components identified in this document to support business decisions for re‐investment in or retirement of a vehicle. Primary components that are monitored for condition are as follows:

Engine

The engine provides the power for vehicle locomotion. Engines are critical to a vehicle’s reliability and also a significant cost driver in maintaining a bus. A bus will typically go through one engine re‐power in its lifetime. Given TriMet’s current circumstances, we will have several fleets go through a 2nd engine re‐power in order to maintain vehicle reliability and meet agency needs vehicle replacement cycles. Current analysis shows that an average diesel engine will last between 350,000 and 400,000 miles regardless of model. Assessments will be weighed against our experience with engine life.

Page ‐ 23 Capital Asset Management & Investment Program Vehicles Fixed Route Buses How Assets are Maintained & Condition Evaluated (continued) Transmission

The transmission transfers power from the engine to the wheels, physically applying the engine’s torque to the ground allowing a vehicle to move. Transmissions represent another significant cost. Current analysis shows a transmission lasting 200,000 to 250,000 miles on average. Typically, a bus will go through 3 or4 transmissions in its service life. With newer buses, TriMet has been able to secure a warranty lasting 300,000 miles or 5 years on new transmissions. Assessments will be weighed against TriMet’s experience with the transmission life at 250,000 miles.

Chassis / Body

The chassis is the body of the bus. This provides the foundation for all the components to mount onto and work off of. The chassis itself is traditionally never replaced during a bus’ service life. FTA specifies that a bus should last 12 years in transit service. TriMet specifies that a chassis lasts for a minimum of 15 years. Due to the recent economic distress of the nation, TriMet has had to delay purchasing of new fleets for several years. This has put TriMet in the position of having chassis that are well beyond 15 years of age. TriMet’s current goal is to have a bus last 16 years before retirement. With the elevated average fleet age, new points of failure are being identified on the older fleets. Evaluations will be weighed against the 16 year goal of vehicle replacement.

Condition Scale All assessments are done through a survey using data from MMIS. The ratings are done as an aggregate of a given fleet. When vehicles are actually retired, they are “Cherry‐Picked” from a fleet in order to retire the buses that are truly in the worst shape and avoid re‐investing capital while the buses in fairer shape are allowed to continue in service.

Current Grading Scale is as follows: 1 – New (less than a year old) 2 – Good 3 – Fair nearing end of life (about two‐thirds the way to end of life) 4 – Asset is at projected end of life 5 – Asset is obsolete and difficult to maintain / Asset is more than one year or 40,000 miles beyond projected end of life

Page ‐ 24 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Condition Scale (continued) The table that follows is a current evaluation of components of the active bus fleet:

Fleet Engine Transmission Chassis 1400 3 4 5 1601‐1630 3 3 5 1631‐1643 3 5 5 1700‐1817 3 2 5 1900 3 5 5 2000 4 4 4 2101‐2160 3 3 4 2161‐2165 3 4 4 2201‐2258 4 2 4 2259‐2318 2 2 4 2500 3 3 3 2600 2 3 3 2700 2 2 3 2800 2 2 2 2900 3 3 2 3001‐3051 2 2 2 3052‐3055 1 1 1 3101‐3170 1 1 1

Hybrid Buses TriMet has limited experience with hybrids and the different architectures of a hybrid powertrain. Powertrain is the component(s) of a vehicle that provides locomotion/thrust. In the future, the hybrid powertrain will be graded as part of a bus’ engine. With many future technologies on the table in regards to powering transportation (everything from using Biofuels or synthetic gases to power traditional combustion engines to electric and even hydrogen power), TriMet is embarking on testing a fully electrified architecture on several buses. These buses referred to as “Hyper Hybrids” are series‐hybrid vehicles in which the electrical architecture is tapped to power all of the accessories on the bus. This allows the bus to function without the engine running in certain situations, essentially allowing the bus to operate like a battery electric vehicle (BEV). In essence, the vehicles are BEV’s but instead of having a large battery pack, a diesel powered generator is used as the power source combined with regenerative braking and a smaller battery pack. This gives TriMet the opportunity to test and gain experience working with an electrical powertrain architecture and verify whether full‐electric vehicles should be incorporated in TriMet’s future fleet plans.

Page ‐ 25 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Bus Replacements Due to TriMet’s financial situation for the past few years, bus replacements have been deferred. However, the deferment of bus replacement has increased maintenance costs and reduced equipment reliability. Keeping obsolete equipment in a running state has also proven challenging. To counter‐act the increasing maintenance costs and obsolescence of TriMet’s old fleet, bus purchasing has resumed at a sustainable pace that will bring TriMet’s average fleet age down to approximately 8 years by 2017. Replacement is being currently being done at an accelerated pace of 60 buses a year for 2 more years. This pace will eventually be slowed down to an even pace of 40 buses per year to minimize TriMet’s exposure to obsolete equipment and logistical hurdles, such as fleet‐wide recalls and buses needing replacement of major components at the same time.

Page ‐ 26 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Fixed Route Bus Summary Fix route bus fiscal needs are broken into four general categories: ‐ Fixed Bus Route Replacements – includes all bus replacements ‐ Fixed Bus Route Components – includes all components of current bus fleet ‐ Bus Maintenance Shop Equipment > $5,000 – includes equipment such as cranes, lifts/hoists, parts cleaner/washers, presses, forklifts, etc. ‐ Bus Maintenance Shop Equipment ≤ $5,000 – includes equipment such as battery chargers, air guns, pressure washers, welders, etc.

A detailed breakdown of the categories may be found in the Appendix section of this document under Fixed Route Buses. Projects are included on subsequent pages. .

Page ‐ 27 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Fixed Route Buses – Drop Down Chains

Project Name: Drop Down Chains for 183 Low‐Floor Buses Project ID: 4068 Project Class: Vehicles Priority: SGR ‐ High Start Date: FY13 Completion Date: 6/30/15 Project Type: Operating Budgeted Dept: Bus Maintenance Project Manager: Nielsen PROJECT DESCRIPTION Purchase and installation of one set of drop‐down chains for each low‐floor bus ($3,500 per set) as follows: Fleet 56 (New Flyer 2801‐2839) = 39 buses FY15 Fleet 54 (New Flyer 2601‐2655) = 55 buses FY15

PROJECT JUSTIFICATION If buses were chained via traditional methods, it would cost $141,700 ($650 per set) for a one‐year, one event total of $159,535. If additional snow/ice events occur the total goes up by $17,835 for each additional event, and that's only if chains don't have to be replaced.

Drop down chains are easy to install on the bus, maintenance is minimal and activating and deactivating the chain system is done by the Operator through a switch on the dashboard. These systems are currently used on school buses during moderate snow/ice events and are now available for use on transit buses. Retrofitting our existing 2900, 2800, 2700, 2600 and 2500 series bus fleets (183 buses, since 35 2900s were in FY13) with this drop down chaining system will save labor, possibly save Workers’ Compensation claims, chain and chain repair costs, and will produce a rate‐of‐return on investment during the fourth year of operation (if during the first four years, a winter similar to that of 2008 is experienced, the rate‐of‐return would be realized during the second or third year of operation).

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 329,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 329,000 $ 329,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 329,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 329,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 329,000 Other Source $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ TBD $ 329,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 329,000

Page ‐ 28 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Fixed Route Buses – Hybrid Buses for Expansion

Project Name: Four (4) 40’ Hyper‐Hybrid Buses for Expansion Project ID: 4071 Project Class: Vehicles Priority: SGR ‐ High Start Date: 2/1/2013 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Bus Maintenance Project Manager: Haley PROJECT DESCRIPTION Purchase of four (4) 40’ Hybrid Low‐Floor buses. These buses will be an enhanced generation of hybrid buses (“hyper‐hybrid”). Estimated cost per bus is $716,500.

PROJECT JUSTIFICATION These additional 4 “hyper‐hybrids” will be funded by $2,500,000 in FTA FY11 Clean Fuels funds, with expected delivery in early FY17.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 2,866,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,866,000 $ 2,866,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,866,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ 2,292,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,292,800 TriMet Share $ 573,200 $ ‐ $ ‐ $ ‐ $ ‐ $ 573,200 OtherTBD Source $$ ‐‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $ 2,866,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,866,000

Page ‐ 29 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Fixed Route Buses – 40 Additional CAD/AVL Equipment Sets for Spare and Expansion

Project Name: 40 Additional CAD/AVL Equipment Sets for Spare and Expansion Project ID: TBD Project Class: Vehicles Priority: SGR ‐ High Start Date: TBD FY15 Completion Date: FY15 Project Type: Capital Budgeted Dept: Bus Maintenance Project Manager: Haley PROJECT DESCRIPTION Purchase of 40 additional CAD/AVL equipment sets. With recent fleet expansion and the need to keep vehicles in service, it has been deemed that we have insufficient spare quantities to meet the needs of bus maintenance. Additional radios would allow for faster acceptance of new buses into service and provide ample spare equipment to keep buses in service and prevent the need to cannibalize existing installs to keep other vehicles in service.

PROJECT JUSTIFICATION Current equipment spare ratio is under 5%. We have also had several weeks worth of delay in commissioning new buses due to insufficient radio equipment availability. Maintenance has had to resort to cannibalizing contingency vehicles of their equipment in order to keep the active fleet in service. All of the aforementioned has resulted in additional labor costs to keep our fleet service ready. Bus maintenance typically has spare ratios between 10% and 20% for most equipment. This range has proven as a sufficient float in regards to sending parts out for warranty, commissioning new vehicles, or even routine maintenance/repairs. Having 40 additional radio sets will bring maintenance up to approximately 10% for a spare ratio.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 Other Source $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ TBD $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000

Page ‐ 30 Capital Asset Management & Investment Program Vehicles Fixed Route Buses Fixed Route Buses – Merlo CNG Fleet Conversion

Project Name: Merlo CNG Fleet Conversion Project ID: TBD Project Class: Vehicles and Facility Priority: E – Low Start Date: 7/1/2016 Completion Date: 6/30/2018 Project Type: Capital Budgeted Dept: TBD Project Manager: TBD PROJECT DESCRIPTION Should TriMet decide to move forward in the implementation of a natural gas fleet, this project shall convert Merlo’s Diesel bus fleet over to CNG. In order to facilitate the move to CNG, Merlo’s fuel house will need to be modified with CNG pumps and associated ancillary equipment. Merlo’s shop facilities will also have to be fitted with methane detection at all service bays, along with automatic door opening and emergency ventilation fans. There is a price increase when specifying a bus for CNG fuel as well.

PROJECT JUSTIFICATION Currently, TriMet is performing analysis to the practicality and return on investment in regards to converting Merlo’s fleet to run on natural gas versus diesel. Should TriMet find the analysis in favor of natural gas and choose to move forward with implementation, it will be due to a savings in overall operating costs. Current project cost estimates are as follows:

Maintenance Facility: $1,300,000 Fueling Infrastructure: $2,500,000 ‐ $3,500,000 Total Incremental Cost for 130 buses: $70,000 x 130 buses = $9,100,000 Total Project Cost: $12,900,000 ‐ $13,900,000

STATUS Currently, this project is still in the analysis and vetting stage. It will take multiple years to complete this project due to logistical limitations on bus acceptance and actual studies and construction of new fueling infrastructure.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ 13,900,000 $ ‐ $ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ 13,900,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ ‐ Other SourceTBD $ $‐ $ ‐ $ ‐ $ ‐ $ ‐ 2,780,000$ $ ‐ 11,120,000$ $ ‐ ‐ $ ‐ 13,900,000 $ ‐ $ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ 13,900,000

Page ‐ 31 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Asset Category – Vehicles ‐ Light Rail Vehicles (LRVs)

Background Tri‐Met has a fleet of 127 vehicles for its MAX (Metropolitan Area Express) light rail system. The fleet consists of 101 low floor cars and 26 high floor cars. A vehicle chronology follows:

Type‐1 Fleet‐26 The Type‐1, 26‐vehicle fleet began serving passengers on a 15‐mile line between Portland and Gresham in September 1986. These are Bombardier vehicles, designed by BN of Belgium. Bombardier, the principal shareholder of BN, assembled Tri‐Met’s vehicles in Barre, Vermont. The cars are electrically propelled (DC switched resistance drive) to a maximum design speed of 55 miles per hour, are constructed of Corten steel, and have bi‐ directional operating capability. They are designed with operator cabs at both ends to allow bi‐directional operation. The cars are 100% high floor with door step wells.

Type‐2 Fleet‐52 The Type‐2, 46‐vehicle fleet entered service between August 1997 and September 1998. This fleet entered service in conjunction with an 18‐mile system expansion to the West. These were North America’s first low floor light rail vehicles. Siemens Duewag of Germany designed the cars, with final assembly in Sacramento, California. They are designed with operator cabs at both ends to allow bi‐directional operation. The 92‐foot long cars are air‐ conditioned and Siemens Duewag’s model SD 660 vehicle.

The cars are constructed of low alloy high tensile (LAHT) steel, and designed for a top speed of 55 miles per hour with electric propulsion (AC drive) with regenerative braking. The cars are double articulated and can be operated in train sets of up to four, but are limited to two due to the length of MAX stations. These cars can be used in any combination of Type 1, Type 2 or Type 3 vehicles. Along with passenger/operator‐activated bridgeplates on the center four doors, the low floor design allows full wheelchair access. The low floor section encompasses 70% of the vehicle, which is supported by a non‐powered truck in the center articulation section.

Prior to 1998 there were too few vehicles to keep pace with growing ridership. In response to these ridership trends and in consideration of the rare opportunity to purchase a small number of cars, TriMet’s Board exercised an option (in the Westside vehicle contract) to purchase 6 additional vehicles put in service in 2000 and 2001. These were also Type‐2 Siemens SD 660 vehicles.

Type‐3 Fleet‐27 The Type‐3 fleet was ordered in 2000 in the way of 17 vehicles and was for the Interstate MAX, Yellow Line, opening. In 2002, 10 option vehicles were ordered for system ridership growth, 7 of those for Interstate MAX through 2020 as stated in the North Corridor FEIS. These 27 vehicles are the same as Type 2’s except they are equipped with automatic passenger counters and Thermoking instead of Sutrak HVAC equipment.

In October 2010 TriMet was awarded a $4.2M TIGGER II Grant to develop and install energy storage systems on its Type‐3 fleet to improve efficiency of regenerative braking. The .7 KW capacitor based systems are going into service on all 27 vehicles over the years of 2012 and 2013.

Page ‐ 32 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Background (continued) Type‐4 Fleet‐22 The Type‐4 fleet was ordered in 2006. The order was for 21 vehicles and they were for the I‐205/Portland Mall, Green Line extension. An option for 1 more vehicle was exercised in 2008 for a total of 22. These are Siemens S70 vehicles that have a design speed of 65mph but are limited to 55mph for the TriMet MAX system. The car body is constructed of LAHT steel with an outer cladding of fiber reinforced plastic (FRP). The cab ends are enclosed by a fiberglass mask.

Type 4 vehicles are not backward compatible with the previous fleet in terms of the ability to train‐line electrically with Type 1, 2 and 3 vehicles. Therefore, they are not able to run coupled together as trains with the existing Type 1, 2 or 3 vehicles in revenue service. Type 4 vehicles are single‐ ended (have a control cab only at one end) which means they will be run as two‐car trains, since the ends of the existing and planned lines do not have loops. Single‐ended cars were selected because they have 5% greater passenger capacity.

Type‐5 Fleet‐0 The Type‐5 fleet was ordered in April 2012. The order is for 18 Siemens S70 vehicles. These vehicles are similar to the Type‐4 vehicles, but with less tapered windshields and cab ends, a few inches longer in the low floor section and a SD660 center section and truck. These vehicles are for the Portland Milwaukie, Orange Line which will start service in September 2015.

Asset Management Goal (State of Good Repair) Maintain a fleet of light rail vehicles that are safe, clean, and reliable, to meet service requirements. This is accomplished through an annual replacement schedule using criteria of the original equipment manufacturer (OEM) recommendations, as well as, age and experience of equipment.

Reliability Train failures can disrupt service and cause delays in the scheduled service. The term Service Related failure is used to define which failures are used to calculate the mean distance between failures (MDBF). TriMet defines this as any LRV system failure that may result in a service delay, even if it didn’t. This service related failures measure is based on the number of times particular symptom code are used to log in a repair on the pending work list.

How Assets are Maintained & Condition Evaluated The light rail operating and maintenance program reflects industry best practices. Maintenance is conducted at two modern facilities, one, Ruby Junction, 13 miles east of Portland and the other, Elmonica, 10 miles to the west of Portland. Rather than conduct major vehicle overhauls at mid‐life or periodically, Tri‐Met follows the practice of progressive overhauls by subsystem as indicated by failure rate analysis for each subsystem.

Tri‐Met's overall LRV maintenance program consists of seven distinct, but mutually supportive maintenance work programs: preventive maintenance, running repairs, component rebuild, progressive overhaul, scheduled maintenance, modifications (product improvements), and equipment engineering analysis and training.

Preventive Maintenance (PM) inspections, including correction of defects found, are performed on a consistent schedule based on mileage. PM inspections vary in frequency and are scheduled at intervals between of 4,500 miles, and 81,000 miles. Any periodic, scheduled inspection and

Page ‐ 33 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) maintenance tasks with intervals greater than 81,000 miles are performed under the Progressive Overhaul program. TriMet’s goal is to complete at least 80% of PM inspections on time. The actual monthly rate is usually above 90%.

Running Repairs diagnose and correct defects on vehicles identified during revenue service and reported to LRV Maintenance by Transportation personnel. Vandalism and accident repairs are also classified under the Running Repairs program.

The component (or unit) rebuild program refers to repairable equipment removed and replaced on the vehicle. Such equipment components or subsystems are rotated through the component rebuild section of LRV Maintenance in appropriate cycles so as to maintain availability of rebuilt or repaired components to meet running repair requirements for removal and replacement of such components. This allows much faster return of defective vehicles to service.

Other scheduled maintenance tasks that are outside of preventive maintenance or progressive overhaul and are scheduled from time of completion, from measured wear limit or by seasonal requirements are captured under scheduled maintenance. Maintenance tasks such as wheel truing, car floor height adjustment and brake disc truing are examples of scheduled maintenance.

Modifications are product improvements made to (1) increase vehicle reliability by decreasing failure and wear rates, (2) increase maintainability by easing or decreasing maintenance tasks, and (3) increase customer service by improving vehicle amenities or comfort. Vehicle reliability and maintainability modifications are an ever‐present element of the LRV maintenance program, and arise out of continuous analysis by equipment engineering staff, maintenance supervisors and technicians. Introduction of a new‐type vehicle fleet to operate in train consists with existing vehicle types can also require considerable modifications to existing vehicle types.

Equipment engineering analysis and training functions are provided through a 4‐member staff unit working in a team effort with maintenance supervisors and technicians, continuously analyzing failure data among component subsystems, refining maintenance techniques (e.g., procedures and training, including PM program effectiveness), and developing product improvement modifications. The equipment engineering staff is dual‐function, by also serving as LRV maintenance trainers. Training program elements include (1) initial training of apprentices from TriMet's maintenance helper classification to become LRV maintenance technicians (30‐month program of classroom and on‐the‐job training), (2) technician recurrent training, and (3) training of technicians and apprentices on modifications, new or revised maintenance procedures, and new types of LRVs or maintenance equipment.

The condition criteria are based on the operational goals of the equipment, including reliability, life cycle, appearance and cost. Both the on‐board vehicle equipment and the maintenance support equipment are included, but in separate assessments. The assessment and monitoring of the condition initially follows the original equipment manufacture (OEM) recommendations, and then varies with experience and age of the equipment. An evaluation is performed on most vehicle equipment at the first OEM predetermined overhaul interval. The data gained from the evaluation is weighed against the OEM recommendation and then developed into a program. The vehicle equipment is evaluated as follows:

Page ‐ 34 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) Car Body

The car body evaluation interval is established by a combination of appearance, OEM recommendation, and PM defect evaluation. The extent of the overhaul is determined by the car body evaluation. It includes the exterior car shell, roof, under car frame, and step wells. This is usually performed one time at mid‐life of the vehicle. The evaluation is weighed against the OEM recommendations and the overhaul plan is developed and performed on the fleet.

Truck to Car Body Connection

The Type‐1, 2, 3 slewing ring connection to the car body is lubed and rotated on a scheduled interval for both the inner and outer races. An evaluation is performed after the inner and outer race clocking has gone through one complete rotation. The evaluation is weighed against the OEM recommendations. In the case of the Type ‐ 1, 2, 3 slewing rings, replacement is necessary at this interval.

The Type‐4 uses a king pin bushing arrangement instead of a slewing ring. At the OEM recommended interval, the bushing is evaluated. The evaluation is weighed against the OEM recommendations and the overhaul plan is developed and performed on the fleet.

Page ‐ 35 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) Trucks

In the Portland Oregon climate and MAX system operating environment, the truck frame and bolster will outlast the car without the need of overhaul. Paint touch up is performed as needed. The rest of the components mounted to the truck have their own individual overhaul schedules. Because of the extensive truck removal/install/disassembly labor, truck component overhauls are bundled with tire replacement when practical.

Before and After

Gear Box

Gear lube samples are monitored for rising particulate counts in bearing and gear metals within the Preventive Maintenance (PM) program. At first OEM overhaul interval or at a high gear lube particulate count, two gear boxes are sent to the OEM for evaluation. If the evaluation result doesn’t recommend overhaul, none is done. This process is repeated until the OEM recommends an overhaul. Materials are acquired and an overhaul program is developed and performed on the fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled.

Traction Motors

In most cases the armature (DC motor) or rotor (AC motor) bearings set the overhaul interval for traction motors, although the motors are also monitored through the reliability and preventive maintenance program. At each OEM scheduled bearing replacement interval, two traction motors are sent to a certified motor repair shop for evaluation and recommendations. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled.

Page ‐ 36 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) Hydraulic Friction Brake Actuators

The friction brake actuators are monitored through the reliability program, and hydraulic fluid samples for rising particulate counts in seal material and pump gear metals within the Preventive Maintenance (PM) program. At the first OEM overhaul interval, or at high particulate count, or at an indication in the reliability monitoring, two units are either evaluated in house or are sent to the OEM for evaluation. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding experienced interval to the overhaul completion mileage for the first component overhauled.

Rubber Vulcanized Truck Components

The rubber vulcanized truck components consist of the primary suspension, T‐1 secondary suspension, and axle coupling elements. Each of these has a different duty cycle and therefore different overhaul schedule. The condition is monitored through measurements and inspection inside and outside of the preventive maintenance program. At the point where the condition is approaching the condemn criteria, the overhaul interval is established and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding experienced interval to the overhaul completion mileage for the first component overhauled.

Axle Bearings

The axle bearings on all of the fleets are overhauled at the OEM recommended interval. An evaluation is done by the bearing manufacture on one of the bearings only to ensure that normal wear has occurred. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled.

Tires and Friction Brake Disc

Both the brake discs and tires have a minimum thickness of metal allowed to safely operate in service. The brake discs and tires are re‐ profiled or machined several times during their service life at predetermined intervals until enough metal has been removed to reach the condemning limit in metal thickness. At this point the disc or tire has to be replaced with a new one and the process starts over. The overhaul, which is the replacement of these components, is performed as needed; however, the wear rate is relatively the same across each fleet and each fleet start accumulating mileage at about the same time, so the overhaul comes due within a narrow window of time on the same fleet.

Page ‐ 37 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) Couplers

The couplers are monitored through wear measurements within the preventive maintenance program. They are also monitored through the reliability program. Very little weight is placed on the OEM recommended interval, because the other two monitoring systems work well to identify the overhaul need.

Before and After

Doors

Doors are monitored through the PM program and the reliability reporting program. An evaluation can be triggered by either of these or by the OEM recommended overhaul interval, whichever comes first. Two doors are evaluated to determine the extent of the overhaul. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled.

Hydraulic Friction Brake Pump Units

The friction brake pump units are monitored through the reliability program, and hydraulic fluid samples for rising particulate counts in seal material and pump gear metals within the Preventive Maintenance (PM) program. At the first OEM overhaul interval, or at high particulate count, or at an indication in the reliability monitoring, two units are either evaluated in house or are sent to the OEM for evaluation. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the experienced interval to the overhaul completion mileage for the first component overhauled.

Page ‐ 38 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles How Assets are Maintained & Condition Evaluated (continued) Bridgeplates

Bridgeplates are monitored through the PM program and the reliability reporting program. An evaluation can be triggered by either of these or by the OEM recommended overhaul interval, whichever comes first. One car set (four bridgeplates) is evaluated to determine the extent of the overhaul. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled.

Pantograph

Type 1 pantographs are on a ten year overhaul program schedule. The Type 2 and Type 3 pantographs are on an eight year overhaul program schedule. Type 4 Pantographs are monitored through the PM program and the reliability reporting program. An evaluation can be triggered by either of these or by the OEM recommended overhaul interval (eight years), whichever comes first. The evaluation will be weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled. HVAC

The Type 1 HVAC units were installed as part of a fleet retrofit prior to the arrival of the Type 2 vehicle. Both the Type 1 and Type 2 fleets are equipped with a Sutrak HVAC unit, and these units initially experienced a very high rate of compressor failures. To correct these failures several modifications were made to the Sutrak unit and the compressors were upgraded to a more reliable model. All HVAC units are monitored through the PM program and the reliability reporting program, and fleet overhaul intervals are based on data collected from these programs.

Overhaul TriMet's LRV maintenance program seeks to keep current with the entire scope of vehicle maintenance requirements, and therefore seeks to avoid requirements for mid‐life remanufacturing for its LRVs. Accordingly, long‐cycle tasks (beyond the 81,000 PM program cycle) are also scheduled based on continuing fleet condition assessment and design of overhaul campaigns.

Each overhaul campaign bundles multiple overhaul tasks which are due, for simultaneous performance on each vehicle cycled through the campaign, for efficient overhaul program production. This progressive overhaul approach was recognized by USDOT in a 1995 report as best‐practice in the rail transit industry, preferable to mid‐life vehicle remanufacturing in terms of keeping the fleet continuously in service at a higher spare ratio and in minimizing fleet life‐cycle total cost.

Page ‐ 39 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Condition Scale The fleet condition is rated against TriMet goals for serviceability, reliability, appearance, wear, and predetermined life cycle. The condition assessment is rated on a scale of 1‐5 as follows:

1 – Like new condition with routine cleaning and preventive type maintenance required, may still be under warranty. 2 ‐ Good Condition with routine cleaning and preventive type maintenance required 3 – Fair and serviceable condition, within range of mid‐life, with routine cleaning and some extensive maintenance or overhaul required. 4 – Poor condition, still serviceable, but near end of service life, with major maintenance, overhaul or replacement required. 5 – Replacement or overhaul needed immediately. Equipment is not serviceable.

The following is the condition rating of the LRV Equipment: TRUCK to CAR CAR BODY BODY LRV Condition LRV Condition Type Rating Type Rating I 2 I 3 II, III 3 II, III 4 IV 2 IV 2

TRUCKS Hydraulic Friction Rubber Vulcanized Tires and Friction Gear Box Traction Motors Axle Bearings Brake Actuators Truck Components Brake Disc LRV Condition LRV Condition LRV Condition LRV Condition LRV Condition LRV Condition Type Rating Type Rating Type Rating Type Rating Type Rating Type Rating I 3 I 3 I 3 I 3 I 2 I 3 II, III 4 II, III 3 II, III 3 II, III 3 II, III 3 II, III 3 IV 2 IV 2 IV 2 IV 2 IV 1 IV 3

CAR SYSTEM Hydraulic Friction Couplers Doors Bridgeplates Pantograph HVAC Brake Pump Units LRV Condition LRV Condition LRV Condition LRV Condition LRV Condition LRV Condition Type Rating Type Rating Type Rating Type Rating Type Rating Type Rating I 2 I 4 I 3 I NA I 3 I 3 II, III 4 II, III 4 II, III 3 II, III 3 II, III 3 II, III 3 IV 2 IV 2 IV 2 IV 2 IV 3 IV 2

Page ‐ 40 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Light Rail Vehicle Replacements LRVs have significantly longer life cycle than that of buses, with an expected useful life cycle of 36 and 41 years depending on type of LRV.

TABLE 2A. VEHICLES SYSTEMS - LIGHT RAIL VEHICLES

OPTIMUM/ MINIMUM LEVEL OF FY15-FY19 PROJECT TOTAL YEA R OF ACTION FY CURRENT REPLACEMENT 1 COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL ITEM REQUIRED MANAGER FLEET PURCHASE NEEDED NEEDED AGE FY15 CYCLE LIGHT RAIL VEHICLES Griffiths Type 1 LRVs (Banfield LRT) 26 1986 Replace 2027 29 41 1 SR/ELA $0 $0 $0 $0 $0 $0 Type 2 LRVs (Westside LRT) 46 1998 Replace 2034 17 36 1 SR/ELA $0 $0 $0 $0 $0 $0 Type 2 LRVs (Airport MAX) 6 2000 Replace 2036 15 36 1 SR/ELA $0 $0 $0 $0 $0 $0 Type 3 LRVs (Interstate MAX) 27 2004 Replace 2040 11 36 1 SR/ELA $0 $0 $0 $0 $0 $0 Type 4 LRVs (I-205/Mall) 22 2009 Replace 2045 6 36 1 SR/ELA $0 $0 $0 $0 $0 $0 127 GRAND TOTAL VEHICLE SYSTEMS. . . . $0 $0 $0 $0 $0 $0 Light Rail Vehicle Component Replacements

Table 2B Estimated Replacements Estimated Replacement Costs Rebuild Item Fleet Unit Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 FY15‐FY19 Total

Totals Type 1208 263 238 254 238 $ 653,900 $ 505,120 $ 443,580 $ 501,180 $ 443,580 $ 2,547,360 Type 2/3 1,148 659 525 322 312 $ 4,067,450 $ 1,824,130 $ 1,412,310 $ 1,071,700 $ 1,011,700 $ 9,387,290 Type 4128 165 71 123 179 $ 374,000 $ 507,550 $ 237,700 $ 582,700 $ 453,700 $ 2,155,650 Total 1,484 1,087 834 699 729 $ 5,095,350 $ 2,836,800 $ 2,093,590 $ 2,155,580 $ 1,908,980 $ 14,090,300

Assumed Maintenance Budget Baseline (3% inflation)$ 1,701,170 $ 1,752,205 $ 1,804,771 $ 1,858,914 $ 1,914,682 $ 9,031,743 Net Additional LRV Component Overhaul Total $ 3,394,180 $ 1,084,595 $ 288,819 $ 296,666 $ ‐ $ 5,064,259

Car Count Average Per Car Type 1 26 8.00 10.12 9.15 9.77 9.15$ 25,150 $ 19,428 $ 17,061 $ 19,276 $ 17,061 $ 19,595 Type 2/3 79 14.53 8.34 6.65 4.08 3.95$ 51,487 $ 23,090 $ 17,877 $ 13,566 $ 12,806 $ 23,765 Type 4 22 5.82 7.50 3.23 5.59 8.14$ 17,000 $ 23,070 $ 10,805 $ 26,486 $ 20,623 $ 19,597 Average 11.69 8.56 6.57 5.50 5.74$ 40,121 $ 22,337 $ 16,485 $ 16,973 $ 15,031 $ 22,189

Page ‐ 41 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Light Rail Vehicle Equipment >$5,000

TABLE 13A. OPERATIONS - CAPITAL LIGHT RAIL SHOP EQUIPMENT (>$5,000) OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL RUBY JUNCTION CAPITAL LRV Truck Overhaul Area Grove Dake Axle Press Recondition 2015 1984 31 10/20 3 S $10,000 $10,000 Penn Tire Press Recondition 2015 1984 31 10/20 2 S $5,000 $5,000 Forklift Hyster Replace 2015 1984 31 10/20 4Total LRV Truck ELA Overhaul Area. $35,000 . . . $35,000 $50,000 $0 $0 $0 $0 $50,000 LRV Component Rebuild Grove Monitor Simulator #3, also used on shop floor Recondition 2016 2003 12 5/10 4 ELA $5,000 $5,000 OmegaSonics Ultrasonic cleaner Replace 2015 2005 10 5/10 4Total LRV ELA Component Rebuild. $15,000 . . . $15,000 $15,000 $5,000 $0 $0 $0 $20,000 Training/Engineering Grove Thermal Array Recorder 9000 # 7058258 Replace 2018 2003 12 5/10 3Total Training/Engineering. ELA . . . $30,000 $30,000 $0 $0 $0 $30,000 $0 $30,000 OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL Shop Floor/Facility Grove Pad force tester Replace 2017 2004 11 10/20 3 ELA $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Portable Jacks - Washtronics Recondition 2015 2001 14 10/20 2 S $5,000 $5,000 Floor/upholstery cleaner-Everest 408HP Recondition 2015 2009 6 10/20 2 ELA $5,000 $5,000 Floor/upholstery cleaner-Prochem Performer 405 Replace 2015 2008 7 10/20 4Total ELA Shop Floor/Facility. $27,000 . . . $27,000 $72,000 $0 $5,000 $0 $0 $77,000 Ground Floor Tool/Storeroom Grove Monitor Simulator #1 Recondition 2015 1986 29 10/20Total 4 Ground Floor ELA Tool/Storeroom. $5,000 . . . $5,000 $5,000 $0 $0 $0 $0 $5,000 Ruby South/Body Shop Grove Body Shop Air Man Lifts Recondition 2015 2009 6 10/20 2 S $5,000 $5,000 Body Shop Air Man Lifts Recondition 2015 2009 6 10/20 2 S $5,000 $5,000 Metal Break Manual Replace 2015 1986 29 20/30 4 S $10,000 $10,000 Metal Muncher Iron Worker 49T #32071188 Recondition 2015 1989 26 20/30 2Total Ruby S South/Body Shop. $5,000 . . . $5,000 TOTAL RUBY CAPITAL.$25,000 . . . $0 $0 $0 $0 $25,000 $167,000 $5,000 $5,000 $30,000 $0 $207,000 OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL ELMONICA CAPITAL Blair TOTAL ELMONICA CAPITAL. . . . $0 $0 $0 $0 $0 $0 GRAND TOTAL LIGHT RAIL SHOP EQUIPMENT (>$5,000). . . . $167,000 $5,000 $5,000 $30,000 $0 $207,000 Page ‐ 42 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Light Rail Vehicle Equipment ≤$5,000

TABLE 13B. OPERATIONS - OPERATIONS LIGHT RAIL SHOP EQUIPMENT (<=$5,000) OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL RUBY JUNCTION OPERATIONS LRV Truck Overhaul Area Grove Total LRV Truck Overhaul Area. . . . $0 $0 $0 $0 $0 $0 LRV Component Rebuild Grove EH Unit Tester (Yel. Suitcase)-KNORR #6098379 Recondition 2018 2003 12 5/10 3 ELA $5,000 $5,000 Drill Press Dayton 20" #29 Replace 2015 2001 14 10/20 3 S $3,000 $3,000 Total LRV Component Rebuild. . . . $3,000 $0 $0 $5,000 $0 $8,000 Training/Engineering Grove Total Training/Engineering. . . . $0 $0 $0 $0 $0 $0 OPTIMUM PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT LEVEL OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL Shop Floor/Facility Grove Re-Rail equip Recondition Bi-Yearly 2007 8 2/5 2 S $5,000 $5,000 $10,000 Pressure Washer AMC Replace 2020 2008 7 5/10 3 ELA $5,000 $5,000 Hegenschiedt #100-745 Recondition Yearly 2006 9 30/40 2 ELA $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 Total Shop Floor/Facility. . . . $5,000 $10,000 $5,000 $15,000 $5,000 $40,000 Ground Floor Tool/Storeroom Grove EH Unit Tester (Yellow Suitcase) #001 Knorr Recondition 2018 1998 17 10/20 3 ELA $5,000 $5,000 Total Ground Floor Tool/Storeroom. . . . $0 $0 $0 $5,000 $0 $5,000 Ruby South/Body Shop Grove Harz. Band Saw- Jet Replace 2015 2000 15 10/20 4 S $3,000 $3,000 Total Ruby South/Body Shop. . . . $3,000 $0 $0 $0 $0 $3,000 TOTAL RUBY OPERATIONS. . . . $11,000 $10,000 $5,000 $25,000 $5,000 $56,000 OPTIMUM PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT LEVEL OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL ELMONICA OPERATIONS Blair Elmonica Hegenscheidt Recondition Yearly 2000 15 15/20 2 SR, RoD $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 Re-Rail equip Recondition Bi-Yearly 2003 12 2/5 2 S $5,000 $5,000 $5,000 $15,000 TOTAL ELMONICA OPERATIONS. . . . $10,000 $5,000 $10,000 $5,000 $10,000 $40,000

GRAND TOTAL LIGHT RAIL SHOP EQUIPMENT (<= $5,000). . . . $21,000 $15,000 $15,000 $30,000 $15,000 $96,000

Page ‐ 43 Capital Asset Management & Investment Program Vehicles Light Rail Vehicles Light Rail Vehicle Projects – Rail Equipment Maintenance

Project Name: Rail Maintenance Equipment Project ID: 7504 Project Class: Vehicles Priority: SGR ‐ High Start Date: Continuous Completion Date: Continuous Project Type: Capital/Operating Budgeted Dept: Rail Equipment Maintenance Project Manager: Grove PROJECT DESCRIPTION 1) Upgrade Blowdown Turntable (Ruby) ‐ $73,000 (FY2016) 2) Cleaner Cart Shed (Ruby) ‐ $20,000 (FY 2015) 3) Aqueous Parts Cleaner (Elmo) ‐ $15,000 (FY 2015) 4) Upgrade girders & install 7 ½ ton crane on M6 Ruby ‐ $100,000 (FY 2017) 5) T‐4 Yellow suitcase Friction brake tester for rebuild Area (Ruby) ‐ $35,000 (FY2018) 6) Additional contingency amount ‐ $3,000 FY 2015, $5,000 FY 2018, $40,000 FY 2019 PROJECT JUSTIFICATION 1) Ruby Blowdown Turntable is now used on a daily basis for Truck work. All cleaning is being done in the blowdown due to the amount of dirt/grease on Trucks and their components. Currently it takes a couple of Technicians or the Power Pusher with a long bar to rotate it. We average about 1 request a year to get the Turntable working, and the repair work has gotten less and less effective in reducing resistance. 2) The cleaner cart shed is needed to keep carts out of the weather at Ruby Junction. If this provided as part of the Ruby Expansion for Orange Line, it won’t be needed in this budget. 3) Needed to clean parts for Elmo overhaul program. 4) Ruby Truck work has grown to require more area. To accommodate expanding truck shop into M5n at Ruby, a 2nd 7 ½ tone crane is needed. 5) Needed ability to test T‐4 friction brake EHU’s in Rebuild Area. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 40,000 $ 291,000 $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 40,000 $ 291,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 38,000 $ $ 73,000 ‐ $ $ 100,000 ‐ $ $ 40,000 ‐ $ $ 40,000 ‐ $ $ 291,000 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 40,000 $ 291,000

Page ‐ 44 Capital Asset Management & Investment Program Vehicles ATP‐LIFT Vehicles Asset Category – Vehicles – ATP‐LIFT Vehicles

ATP‐LIFT Replacements

TABLE 3A. ATP/LIFT VEHICLE REPLACEMENT & EXPANSION

ATP BUSES - ACTIVE FLEET FLEET FY BUS FLEET BUS MAKE & AGE END FY REPLACE NBR BUILT LENGTH SIZE DESCRIPTION 2015 END FY CURRENT 2015 2016 2017 2018 2019 23 1998 24 22 Ford Eldorado 17 2008 0 0 0 0 0 0 24 1999 24 49 Ford Eldorado 16 2009 0 0 0 0 0 0 25 2000 24 27 Ford Eldorado 15 2011 0 0 0 0 0 0 26 2001 24 33 Ford Eldorado 14 2011 0 0 0 0 0 0 27 2002 24 45 Ford Eldorado 13 2012 0 0 0 0 0 0 28 2003 24 8 Ford Eldorado 12 2013 0 0 0 0 0 0 29 2005 12 15 4 Door Sedan 10 2010 0 0 0 0 0 0 30 2006 24 39 Ford Eldorado 9 2013 0 0 0 0 0 0 31 2007 24 49 Ford Eldorado 8 2015 49 0 0 0 0 0 32 2008 24 1 Ford Eldorado 7 2016 1 1 0 0 0 0 33 2008 24 50 Ford Eldorado 7 2016 50 50 0 0 0 0 34 2011 15 Dodge Vans 4 2016 15 15 0 0 0 0 35 2011 24 15 Chevy ElDorado 4 2019 15 15 15 15 15 15 36 2011 23 1 Supreme Hybrid 4 2019 1 1 1 1 1 1 37 2011 23 26 Chevy ElDorado 4 2019 26 26 26 26 26 26 38 2012 23 84 Chevy ElDorado 3 2020 84 84 84 84 84 84 39 2013 23 27 Cut Away 2 2021 27 27 27 27 27 27 40 2015 24 49 Cut Away 0 2023 49 49 49 49 49 41 2016 24 51 Cut Away 0 2024 51 51 51 51 42 2016 15 Vans 0 2021 15 15 15 15 Fleet Size 268 268 268 268 268 268

Weighted Fleet Age 3.32 2.52 3.52 4.52 5.52

NOTE: "Fleet Size" reflects original size of the fleet and "Current" reflects fleet status asPage of the ‐ 45 end of FY14. Capital Asset Management & Investment Program Vehicles ATP‐LIFT Vehicles ATP‐LIFT Replacements (continued)

Minimum Service Expansion Buses (0% ) Expansion in Peak Pullout Expansion in Fleet Requirements Total Peak (221 as of 11/13) Spares (20%) Total Fleet Requirement 2015 2016 2017 2018 2019 WD Ridership % Increase 0.2% 0.2% 0.2% 0.2% 0.2% Peak Pullouts 224 225 225 226 226 Spare Ratio** 19.64% 19.11% 19.11% 18.58% 18.58% Total Fleet Requirement 268 268 268 268 268

Replacement Bus 0 49 51 0 0 Replace Vans 0 0 15 0 0 Expansion Bus 00000 Expansion Van 00000 Total Vehicle Purchase 0 49 66 0 0

Note: ** Does not reflect separate spares for bus and van fleets.

Page ‐ 46 Capital Asset Management & Investment Program Vehicles ATP‐LIFT Vehicles ATP‐LIFT Replacements (continued)

TABLE 3B. ATP/LIFT CAPITAL REQUIREMENTS - VEHICLES

ATP/LIFT VEHICLES - CAPITAL REQUIREMENTS

BUS MAKE & # OF YEAR REPLACEMENT FY15-FY19 DESCRIPTION VEHICLES NEEDED CYCLE FY15 FY16 FY17 FY18 FY19 TOTAL BDS Components/Installation Replacement Buses 24 FT Paratransit Vehicles 49 2015 6 Years $4,385,500 $4,385,500 24 FT Paratransit Vehicles 51 2016 6 Years $4,564,500 $4,564,500 24 FT Paratransit Vehicles 0 2017 6 Years $0 24 FT Paratransit Vehicles 0 2018 6 Years $0 $0 24 FT Paratransit Vehicles 42 2019 6 Years $3,985,800 $3,985,800 Replacement for Sedans Passenger Van 15 2016 5 Years $727,500 $727,500 Passenger Van 0 2017 5 Years $0 $0 Passenger Van 0 2018 5 Years $0 $0 Total Replacement $4,385,500 $5,292,000 $0 $0 $3,985,800 $13,663,300 Expected Expansion Buses 24 FT Paratransit Vehicles 0 2015 6 Years $0 $0 24 FT Paratransit Vehicles 0 2016 6 Years $0 $0 24 FT Paratransit Vehicles 0 2017 6 Years $0 $0 24 FT Paratransit Vehicles 0 2018 6 Years $0 $0 24 FT Paratransit Vehicles 0 2019 6 Years $0 $0 Expected Expansion Vans Passenger Van 0 2015 5 Years $0 $0 Passenger Van 0 2016 5 Years $0 $0 Passenger Van 0 2017 5 Years $0 $0 Passenger Van 0 2018 5 Years $0 $0 Passenger Van 0 2019 5 Years $0 $0

Total Expected Expansion $0$0$0$0$0$0

Total ATP/LIFT Requirements $4,385,500 $5,292,000 $0 $0 $3,985,800 $13,663,300

Page ‐ 47 Capital Asset Management & Investment Program Vehicles ATP‐LIFT Vehicles ATP‐LIFT Vehicle Equipment >$5,000

TABLE 17A. LIFT SHOP EQUIPMENT (>$5,000)

OPTIMUM PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT FY15-19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY14 CYCLE COND. 2015 2016 2017 2018 2019 TOTAL

ATP/LIFT MAINT SHOP EQUIPMENT Trimble Forklift, Caterpillar T80-D Replace 2016 1985 29 20 2 $30,000 $30,000 Brake Lathe, (Ammco) Replace 2017 1999 15 10/15 1 $6,000 $6,000 Engine Analyzer Replace 2018 2007 7 10/15 1 $0 Front End Alignment Machine Replace 2018 2001 13 10/15 2 $0 Lift (4) Ea. Mohawk 25K Cap-W/2 Elect Hyd Jacks Replace 2017 1991 23 10/15 2 $40,000 $40,000 Lift, Gray TNT-550-Air-End Replace 2017 1993 21 10/15 2 $9,000 $9,000 Lift, One (1) Mohawk Replace 2017 2001 13 6/10 1 $0

TOTAL ATP. . . . $0 $30,000 $55,000 $0 $0 $85,000

ATP‐LIFT Vehicle Equipment ≤ $5,000

TABLE 17B. LIFT SHOP EQUIPMENT (<=$5,000) OPTIMUM PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT FY15-19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY14 CYCLE COND. 2015 2016 2017 2018 2019 TOTAL

ATP/LIFT MAINT SHOP EQUIPMENT Trimble Shop Air Cond, Viper 150-048-000 Ref. Rec. Replace 2021 2013 1 6/10 1 $0 Diagnostic Tech 2 w/CADI Mod Replace 2021 2013 1 6/10 1 $0 Air Compressor 80 Gal Upright Replace 2017 1991 23 10/15 2 $2,000 $2,000 Air Cond., Robinair 34700 Ref. Rec. Replace 2014 1995 19 6/10 3 $0 Jack, Transmission W/Adapter (Gray HTJ-1000) Replace 2017 1993 21 6/10 2 $2,500 $2,500 Oil Storage 550 Gal Cap-Acc AC0055OUIAI Replace 2017 2000 14 6/10 1 $4,000 $4,000 Oil Waste Tank, 250 Gal Replace 2017 1997 17 10/15 1 $2,500 $2,500 Tire Balancer, Hofmann Replace 2016 1999 15 6/10 2 $5,000 $5,000

TOTAL ATP. . . . $0 $5,000 $11,000 $0 $0 $16,000

Page ‐ 48 Capital Asset Management & Investment Program Vehicles Non‐Revenue Vehicles

Asset Category – TriMet Non‐Revenue Vehicles (NRV)

Asset Management Goal It is the mission of NRV maintenance to provide safe, clean, and reliable vehicles, in the most cost effective manner for our customers. This is accomplished through a comprehensive preventative maintenance program that requires practical planning and coordination of available resources.

Key Asset Management Performance Indicators/Goals Our goal is to provide a framework to continually explore improving NRV maintenance and implementation of best practices through:  Maximizing the use of existing resources to increase service and extend vehicle life.  Create effective employee forums that draw out the best thinking from staff.  Work in full partnership with the Original Equipment Manufacturers (OEM) to implement system efficiencies.  Sustain a work environment that continually finds ways to improve maintenance repair and processes.  Leverage and capitalize on new technologies.

How Asset is Maintained & Condition Evaluated Utilizing TriMet’s Maintenance Management Information System (MMIS), preventative maintenance intervals are determined and scheduled based the OEM recommended PM periods and the vehicle operating conditions. To ensure that reduced number reactive repairs are performed, the PM schedule listed below is used. Our objective is to have all NRV maintenance and repairs scheduled rather than unscheduled.

Preventative Maintenance Schedule Inspection Type Miles A level PM 5,000 B level PM 50,000

Low Mileage Use Vehicles Inspection Type PM Generated Based on Date A level PM Every 365 days B level PM Every 5 years

Department of Environmental Quality (DEQ) tests are performed on each gasoline powered non‐revenue vehicle on a semi‐annual basis. The MMIS is set up so that each vehicle comes due for a DEQ inspection on the first of the month that corresponds with the last number of the vehicle’s license plate number.

Page ‐ 49 Capital Asset Management & Investment Program Vehicles Non‐Revenue Vehicles Condition Scale The condition rating scale is as follows:

1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation High Economic Life of the Asset Medium Level of Service Investment High

Asset Replacement Criteria The NRV Maintenance Equipment Replacement and Repair Capital Program Tables that list all NRV assets are reviewed quarterly to determine condition and cost to procure. Factors and criteria used to establish asset replacement:

 Current condition, i.e. replacement of TriMet non‐revenue vehicles (NRVs) is based on condition, not age or mileage.  Equipment is unsafe to operate.  Maintenance costs substantially exceed replacement cost.  OEM replacement cycle.  Acquisition of additional NRVs is based on compelling justification of need, such as associated with major expansion of TriMet service/operation.  Requests for replacement or acquisition of TriMet NRVs are jointly decided by the Executive Director ‐ Operations and the Executive Director ‐ Finance and Administration.  Budgeting for replacement or acquisition of TriMet NRVs is through TriMet's annual budget development process, including capital asset management & investment program (CAMIP.) annual update.

Procedure: NRV Replacement or Acquisition Request

1. A Non‐Revenue Vehicle Action request is prepared and submitted to the Executive Director ‐ Operations. For poolcar NRVs, the NRV Action request is prepared solely by the Bus Maintenance department. For department‐assigned NRVs, the NRV Action request is

Page ‐ 50 Capital Asset Management & Investment Program Vehicles Non‐Revenue Vehicles Asset Replacement Criteria (continued) prepared collaboratively by the Bus Maintenance department and the respective user department. The NRV Action request includes: . Part A ‐ subject NRV data . Part B ‐ subject NRV condition assessment . Part C ‐ subject NRV photographs . Part D ‐ replacement/acquisition vehicle information . Part E ‐ replacement/acquisition vehicle cost and funding (budget) information . Part F ‐ evaluation of alternatives to vehicle replacement/acquisition

2. Executive Director ‐ Operations approves or disapproves NRV Action request. If approved, the NRV Action request is forwarded to the Executive Director‐ Finance and Administration. If approved by the Executive Director‐ Finance and Administration, the requested NRV replacement or acquisition (including disposal of the existing NRV, if applicable), is performed by Bus Maintenance.

3. Approval of a NRV Action request will likely be delayed if funding for the NRV replacement or acquisition has not yet been budgeted. Part E of such non‐budgeted NRV Action requests should include a proposed TriMet budget transfer, in order for the request to be approvable.

Non‐Revenue Vehicle Replacements Summary Non‐revenue vehicle fiscal needs are broken into three general categories:

‐ Non‐Revenue Vehicles > $5,000 – includes the replacement of non‐revenue vehicles ‐ Non‐Revenue Vehicles ≤ $5,000 – mostly includes components for major repairs ‐ Non‐Revenue Shop Equipment – includes equipment such as lifts/hoists, tire balancer, drill press, tire mounting machine, etc.

Total VEHICLES FY15 FY16 FY17 FY18 FY19 FY15-FY19 Non‐Revenue Vehicles Non‐Revenue Vehicles > $5,000$ 1,619,000 $ 1,807,000 $ 1,183,000 $ 200,000 $ 533,000 $ 5,342,000 Non‐Revenue Vehicles ≤ $5,000 70,400 91,700 103,500 72,300 36,500 374,400 Non‐Revenue Shop Equipment > $5,000 52,000 ‐ ‐ ‐ 15,000 67,000 Non‐Revenue Shop Equipment ≤ $5,000 10,500 ‐ 3,000 ‐ ‐ 13,500 $ $ 584,500 $ 5,796,900 Non‐Revenue Vehicles Subtotal$ 1,751,900 $ 1,898,700 $ 1,289,500 272,300

A detailed breakdown of the categories may be found in the Appendix section of this document under Non‐Revenue Vehicles.

Page ‐ 51 Capital Asset Management & Investment Program Vehicles Positive Train Control Vehicle Projects – Positive Train Control

Project Name: Positive Train Control Project ID: 7563 Project Class: Vehicles Priority: M ‐ High Start Date: 7/1/2014 Completion Date: 12/31/2015 Project Type: Capital Budgeted Dept: Capital Projects Project Manager: Heilig PROJECT DESCRIPTION The Rail Safety Act of 2008 mandates the US Department of Transportation through the Federal Railroad Administration (FRA) to implement Positive Train Control (PTC) on all railroads which operate passenger or commuter rail service by 2015. TriMet’s final Positive Train Control Development Plan (PTCDP) was reviewed with FRA in late February 2012 and submitted in April. FRA responded in September. TriMet prepared a revised draft and responded to requests for clarification and re‐ submitted the PTCDP in October 2012. TriMet received FRA Type Approval of the proposed PTCDP on April 15, 2013, and has completed the draft technical specifications. TriMet issued a Request for Proposals for Systems Integrator on November 5, 2013. Proposals are due in late December 2013. TriMet expects to award a contract in the first quarter of calendar 2014.

PTC regulations require a train control system that prevents accidents which are primarily caused by human error, including train‐to‐train collisions, overspeed derailments, incursions into established work zone limits, and the movement of a train through a switch that is in the improper position. These safety features are ensured by signal and communication systems that monitor and control train movements to prevent human factor errors. PROJECT JUSTIFICATION Development of protocol specifications for and installation of the PTC system is a federal safety mandate.

Engineering resources provided by existing Capital Projects’ systems engineering staff. STATUS Project has been drawn out due to delays in FRA approvals. Completion date adjusted to December 31, 2015.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 3,516,967 $ 3,516,967 Current Year $ 483,033 $ 3,500,000 $ ‐ $ ‐ $ 3,983,033 $ 4,000,000 $ 3,500,000 $ ‐ $ ‐ $ ‐ $ 7,500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2018 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 4,000,000 $ 3,500,000 $ ‐ $ $ ‐ $ ‐ $ ‐ $ ‐ 7,500,000$ ‐ Other TBDSource $ $ ‐ $‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 4,000,000 $ 3,500,000 $ ‐ $ ‐ $ ‐ $ 7,500,000

Page ‐ 52 Capital Asset Management & Investment Program Vehicles Transit Ad Bus Frames Transit Ad Bus Frames

Project Name: Transit Ad Bus Frames Project ID: TBD Project Class: Vehicles Priority: M ‐ Medium Start Date: 7/1/2014 Completion Date: ongoing Project Type: Capital Budgeted Dept: Customer Information Services Project Manager: Wilson, P. PROJECT DESCRIPTION Purchase frames that hold ads on the sides and backs of buses.

1. S‐150‐DX‐R 30'' x 144'' Showcase Frame, King size, Series SS‐418, Extruded Aluminum, Anodized, With Two Lock‐Rite Corner Keeper System for right side loading: 170 @ $93.69 = $15,927.30 2. S‐150‐DX‐L 30'' x 144'' Showcase Frame, King size, Series SS‐418, Extruded Aluminum, Anodized, With Two Lock‐Rite Corner Keeper System for left‐side loading: 170 @ $93.69 = $15,927.30 3. S‐150‐AFC‐R 21'' x 70'' Showcase Frame, Series Ss‐418, Extruded Aluminum, Anodized, With One Lock‐Rite Corner Keeper System for right side Loading. 170 @ $75.91 each, $12,904.70

SUBTOTAL: $44,759.30 plus approx $2,000 shipping = $46,759.30

$5,000 estimated per year for continued replacement/repair (operating) PROJECT JUSTIFICATION The frames are necessary to implement TriMet’s transit advertising program that generates $3.2M to $3.7M per year. Our contract with Lamar Advertising requires that TriMet provide the frames. These frames will replace old frames (operating) as well as purchase new ones to be installed on new buses (capital). STATUS ‐ There will be possible carryover as the purchase of new and replacement of old is an ongoing process

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 46,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 46,800 $ 46,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 46,800

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2018 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 46,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 46,800 Other Source $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ TBD $ 46,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 46,800

Page ‐ 53 Capital Asset Management & Investment Program Vehicles TVM Maintenance – Two Additional NRVs Vehicle Projects – TVM Maintenance 2 Additional Non‐Revenue Vehicles

Project Name: TVM Maintenance – 2 Additional NRVs Project ID: TBD Project Class: Vehicles Priority: E – Med/High Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Operations Project Manager: Tucker PROJECT DESCRIPTION To add two additional Non‐Revenue Vehicles to the Fare Equipment Maintenance (FEM) Technicians Fleet.

PROJECT JUSTIFICATION With the currently fleet size (6) and current FEM staffing levels (10), not all technicians can respond simultaneously. FEM dispatches existing NRVs and technicians as efficiently as possible, but given the random nature of TVM repairs, this is not always achievable. This creates a situation where technicians are performing less critical work in the shop, while other technicians traverse the alignment addressing repairs, leaving TVMs out of service for longer periods of time. The longer the TVM is in need of repair, the more customers it will impact. TVM reliability is directly linked to the Agency’s goal of improving customer service.

With the opening of the PMLR line in 2015 and the addition of new fare equipment with eFare, the FEM technicians’ workload will increase significantly over the next few years. As such, the efficiencies created by the addition of two NRVs for FEM will generate short term benefits that are only multiplied in the years ahead. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000 $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000 Other Source $ $ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 50,000 ‐ 50,000

Page ‐ 54 Capital Asset Management & Investment Program Vehicles WES DMU Fleet Increase Vehicle Projects – WES DMU Fleet Increase

Project Name: WES DMU Fleet Increase from 4 Cars to 6 Project ID: TBD Project Class: New/Improved Service Priority: SD ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Capital Projects Project Manager: Heilig PROJECT DESCRIPTION This project would exercise an option available to TriMet to purchase additional diesel multiple‐unit (DMU) heavy rail vehicles for the Westside Express Service (WES), under a DMU procurement contract issued December 2010 by the Sonoma‐Marin Area Rail Transit District (SMART) to Nippon Sharyo U.S.A., Inc. The proposed project would exercise an option for 2 additional DMUs for the WES fleet, increasing the fleet from 4 to 6. Although the latest date the purchase option may be exercised is January, 2016 (five years from the effective date of the SMART contract) ), it is in TriMet's best interest to exercise the option upon adoption of the FY15 budget (7/1/14), so that the 2 additional DMUs will be delivered to TriMet in FY16. PROJECT JUSTIFICATION Since service began in Feb. 2009, WES has operated with 4 DMUs: 3 powered cars, and 1 trailer. The cars are operated in 3 trains as required for the 32 daily one‐ way trips, 2 as singles, and one as a 2‐car unit (powered car & trailer). Although 2 rail diesel cars (RDC) were acquired in 2010 from the Alaska Railroad to serve as a spare train, those 1953 units function only as a back‐up spare train in case one of the 3 DMU power cars is unavailable, and are not serviceable as a regular part of the WES fleet for the long term. WES was originally planned to operate with 3 DMU trains with each as a 2‐car consist, with the future acquisition of 2 additional trailers. WES ridership is increasing, and will require that each train be operated be a 2‐car consist. Based on the ridership growth between 2010 and 2013 all 3 trains will need to be 2‐car consists in 2016. Based on average daily peak loads 1 of the 32 daily trips requires a 2‐car train now. In 2016, 8 to 13 of the 32 daily trips will require a 2‐car train and most of these are for consecutive trips. The proposed exercise of the SMART contract option for 2 additional DMUs would result in those 2 cars operating as a married‐pair 2‐car consist; while TriMet's 4 DMUs originally purchased from Colorado Rail Car would then operate in two 2‐car consists. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 2,000,000 $ 4,000,000 $ 2,500,000 $ ‐ $ ‐ $ 8,500,000 $ 2,000,000 $ 4,000,000 $ 2,500,000 $ ‐ $ ‐ $ 8,500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 2,000,000 $ 4,000,000 $ 2,500,000 $ ‐ $ $ ‐ $ ‐ 8,500,000$ ‐ Other Source $ $ ‐ 2,000,000$ $ ‐ 4,000,000$ $ ‐ 2,500,000$ $ ‐ ‐ $ ‐ $ 8,500,000

Page ‐ 55 Capital Asset Management & Investment Program Vehicles On‐Board Energy Storage Vehicle Projects – On‐Board Energy Storage CARRYOVER

Project Name: On Board Energy Storage Project ID: 7570 Project Class: Vehicles Priority: SGR ‐ High Start Date: 7/1/2011 Completion Date: 12/31/2014 Project Type: Capital Budgeted Dept: Capital Projects Project Manager: Grohs PROJECT DESCRIPTION This project purchases energy storage units for installation on approximately twenty‐seven (27) of TriMet’s eligible light rail vehicles. These units release stored energy upon acceleration, using and capturing close to 100% of the power generated by braking trains. The contract includes installation and testing of the units.

PROJECT JUSTIFICATION This activity is funded entirely by Transit Investment and Greenhouse Gas and Energy Reduction (TIGGER). The project is expected to conclude by the end of June 2014; however, funds remaining will be carried over to purchase spare parts.

STATUS Remaining funds would be used for training and parts. The FY2014 budget included a $350,000 carryover, this is the remaining portion of that carryover

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 85,000 $ 85,000 Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 85,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 85,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2018 Total 5‐Year Cost Federal Share $ 85,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 85,000 TriMet Share $ ‐ $ ‐ $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 85,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 85,000

Page ‐ 56 Capital Asset Management & Investment Program Vehicles Summary Vehicle Summary

Total VEHICLES FY15 FY16 FY17 FY18 FY19 FY15-FY19 Fixed Route Buses Fixed Route Bus Replacements $26,340,001 $26,670,000 $17,830,000 $17,830,000 $13,410,000$ 102,080,001 Fixed Route Bus Components $853,548 $1,178,821 $1,988,825 $1,044,470 $1,000,477 6,066,142 Bus Shop Equipment > $5,000 326,000 434,000 172,000 42,000 211,000 1,185,000 Bus Maintenance Shop Equipment ≤ $5,000 183,000 147,750 120,095 103,950 37,800 592,595 Project ‐ Drop‐Down Chains (94 buses) 329,000 ‐ ‐ ‐ ‐ 329,000 Project ‐ Hybrid Buses forCAD/AVL Expansion Equipment 2,866,000 600,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,866,000600,000 ProjectProject ‐ Additional ‐ Merlo CNG Fleet Conversion ‐ ‐ 2,780,000 11,120,000 ‐ 13,900,000 Fixed Route Buses Subtotal$ 31,497,549 $ 28,430,571 $ 22,890,920 $ 30,140,420 $ 14,659,277 $ 127,618,738 No LRV Replacements Until 2027 Light Rail Vehicles Light Rail Vehicle Replacements Light Rail Vehicle Components$ 3,394,180 $ 1,084,595 $ 288,8195,000$ 296,66630,000$ ‐ $ ‐ 5,064,259207,000 Light LightRail Shop Rail ShopEquipment Equipment > $5,000 ≤ $5,000 $167,000 $21,000 5,000 15,000 15,000 30,000 15,000 96,000 Rail Equipment Maintenance 38,000 73,000 100,000 40,000 40,000 291,000 Light Rail Vehicles Subtotal$ 3,620,180 $ 1,177,595 $ 408,819 $ 396,666 $ 55,000 $ 5,658,259

ATP/LIFT Vehicles ATP‐LIFT Vehicle Replacements $4,385,500$ 5,292,00030,000 $ 55,000 ‐ $ ‐ ‐ $ 3,985,800 ‐ $ 13,663,30085,000 LightLight Rail Rail Shop Shop Equipment Equipment > ≤ $5,000$5,000 ‐‐ 5,000 11,000 ‐ ‐ 16,000 ATP/LIFT Vehicles Subtotal$ 4,385,500 $ 5,327,000 $ 66,000 $ ‐ $ 3,985,800 $ 13,764,300

Non‐Revenue Vehicles Non‐Revenue Vehicles > $5,000$ 1,619,000 $ 1,807,000 $ 1,183,000 $ 200,000 $ 533,000 $ 5,342,000 Non‐RevenueShop Equipment Vehicles ≤ >$5,000 $5,000 52,000 70,400 ‐ 91,700 ‐103,500 ‐ 72,300 15,000 36,500 67,000374,400 Non‐RevenueNon‐Revenue Shop Equipment ≤ $5,000 10,500 ‐ 3,000 ‐ ‐ 13,500 Non‐Revenue Vehicles Subtotal$ 1,751,900 $ 1,898,700 $ 1,289,500 $ 272,300 $ 584,500 $ 5,796,900

Page ‐ 57 Capital Asset Management & Investment Program Vehicles Summary Vehicle Summary

Total VEHICLES FY15 FY16 FY17 FY18 FY19 FY15-FY19 Other Projects Positive Train Control$ 483,033 $ 3,500,000 $ ‐ $ ‐ $ ‐ $ 3,983,033 Transit Ad Frame on Bus 46,800 ‐ ‐ ‐ ‐ 46,800 TVM Maintenance ‐ 2 Additional Vehicles 50,000 ‐ ‐ ‐ ‐ 50,000 WES Additional 2 DMUs 2,000,000 4,000,000 2,500,000 ‐ ‐ 8,500,000 Other Projects Subtotal$ 2,579,833 $ 7,500,000 $ 2,500,000 $ ‐ $ ‐ $ 12,579,833

Funding Sources $ ‐ $ (3,576,458) $ (14,552,879) GrantsTriMet$ (6,227,909) (37,607,053)$ (4,748,512) (39,585,355)$ (27,155,239) ‐ (30,809,385) (15,708,119) (150,865,151) Funding Sources Total $ (43,834,962) $ (44,333,866) $ (27,155,239) $ (30,809,385) $ (19,284,577) $ (165,418,030)

VEHICLES CURRENT YEAR TOTAL $ 43,834,962 $ 44,333,866 $ 27,155,239 $ 30,809,385 $ 19,284,577 $ 165,418,030

Carryovers Bus Shop Equipment > $5,000 $ 109,521 $ ‐ ‐ $ ‐ ‐ $ ‐ ‐ $ ‐ ‐ $ 6,860109,521 Ruby/ElmonicaBus Maintenance Type 4 Shop LRV FallEquipment Protection ≤ $5,000 368,200 6,860 ‐ ‐ ‐ ‐ 368,200 Light Rail Shop Equipment > $5,000 8,000 ‐ ‐ ‐ ‐ 8,000 Non‐Revenue Vehicles > $5,000 872,526 ‐ ‐ ‐ ‐ 872,526 On‐Board Energy Storage 85,000 ‐ ‐ ‐ ‐ 85,000 Positive Train Control 3,516,967 ‐ ‐ ‐ ‐ 3,516,967 ReplacementsRail Maintenance (FY14 Equipment Order) 12,855,001 18,676 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12,855,00118,676 Bus ReplacementsBus (FY13 Order) 2,122,834 ‐ ‐ ‐ ‐ 2,122,834 VEHICLES CARRYOVER TOTAL $ 19,963,585 $ ‐ $ ‐ $ ‐ $ ‐ $ 19,963,585

VEHICLES GRAND TOTAL $ 63,798,547 $ 44,333,866 $ 27,155,239 $ 30,809,385 $ 19,284,577 $ 185,381,615

Page ‐ 58 SECTION 4 – MAINTENANCE OF WAY

This page left intentionally blank. Capital Asset Management & Investment Program Maintenance of Way Track & Structures

MOW Track & Structures

Asset Management Goal Maintain light rail track that is safe, clean, and reliable, to meet service requirements. Maintaining a positive draining infrastructure is key to the condition of the track.

Key Asset Management Performance Indicators/Goals Measurement of PM compliance that is above 80% for completion percentage indicates that the system is operational without any immediate defects that require trains to be re‐routed. When measurement is below 80% on a consistent month to month basis, the State of Good Repair becomes questionable and replacement/improvements need to be addressed.

How Asset is Maintained & Condition Evaluated Assets in this discipline are mechanical and not electrical in nature. The PM routine is visual inspection and adjustment of the mechanical attributes of the switches. In order to assess condition and determine replacement/rehabilitation times accurately, measurement of all aspects of the rail has been performed by a geometry car. This measurement will be performed every two years to determine the rate of wear of the rail and to analyze various conditions of the rail structure such as line and grade, rail wear and movement and structural condition of the ballast infrastructure.

Additionally, preventive maintenance is done on the following schedule:

Maintenance Activity Equipment Unit Bi‐ Weekly Girder Rail Inspections 11.6 Miles Bi ‐Weekly Yard/T‐Rail Inspections 90.4 Miles Monthly Riding Inspection Trail Rail N/A Weekly Riding Inspection girder Rail N/A Weekly Switch Cleaning 45 locations Monthly Track Switch Inspection 137 locations Monthly Lube Machine 33 locations Quarterly T‐Rail Expansion Jt Inspection 8 locations Quarterly Yard Switch Inspection 40 locations Quarterly Track Switch Inspection 177 locations Semi‐Annual Exp Joint Inspection Girder Rail 6 locations Annual Road Crossing Inspections 154 locations 3‐year Electronic Rail Inspection N/A

Page ‐ 61 Capital Asset Management & Investment Program Maintenance of Way Track & Structures Condition Scale The condition rating scale is as follows: 1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

The condition of the track and switch inventory is: Blue Line (East) ‐ Condition 3 CBD ‐ Condition 4 Blue Line (West) ‐ Condition 3 Red Line ‐ Condition 3 Yellow Line ‐ Condition 2 Green Line ‐ Condition 2

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation High Economic Life of the Asset Medium Level of Service Investment Low

Mid‐Life Overhaul Program Switch mechanisms in paved track locations are overhauled when condition warrants.

Asset Replacement Criteria The condition of track and track structure dictates the replacement/improvement schedule.

Additional Analysis . Approximately 5%‐10% of all track and track related equipment is in poor condition.

Page ‐ 62 Capital Asset Management & Investment Program Maintenance of Way Track & Structures Examples of Track

Page ‐ 63 Capital Asset Management & Investment Program Maintenance of Way Track & Structures Track & Structures Project

TABLE 10. OPERATIONS - LIGHT RAIL TRACK AND STRUCTURES OPTIMUM LEVEL ACTION FY CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED CONSTRUCT NEEDED NEEDED AGE FY15 CYCLE COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL TRACK AND STRUCTURES 111.0 Grade Crossings/Street Inter Varies 10/15 2 S $0 6 Pedestrian Crossings (z xings) 1986 Replace Varies Varies 25 2 S $100,000 $100,000 28.6 Embedded Track (miles) 1986 Projects Varies S $0 Yamhill/Morrison & 1st Avenue 1986 Replace 2018 29 Varies 3 S $450,000 $450,000 11th Avenue Terminus 1986 Replace 2015 29 25 3 S $581,942 $750,000 $1,331,942 No. 7 (Under Morrision Bridge) 1986 Replace 2015 29 25 3 S $221,411 $437,500 $658,911 No. 9 (1st Avenue & Davis) 1986 Replace 2015 29 25 3 S $221,411 $437,500 $658,911 No. 13 (Rose Quarter) 1999 Replace 2015 16 25 3 S $581,942 $1,000,000 $1,581,942 No. 17 (Lloyd Center) 1998 Replace 2020 17 25 4 S $0 Skidmore EB Curves 1986 Replace 2015 29 20 3 S $30,000 $300,000 $330,000 No. 223 (Hatfield Gov. Center) 1996 Replace 2019 19 25 3 S $125,000 $500,000 $625,000 No. 221 (Hatfield Gov. Center) 1986 Replace 2019 29 25 3 S $85,000 $125,000 $500,000 $710,000 No. 113 (Jeld Wen) 1996 Replace 2019 19 25 3 S $175,000 $500,000 $675,000 No. 115 (Jeld Wen) 1996 Replace 2019 19 25 3 S $70,000 $175,000 $750,000 $995,000 No. 15 (Lloyd Center) 1986 Replace 2018 29 25 3 S $70,000 $175,000 $750,000 $995,000 Rail Grinding 1 Maintain Annual Varies 3 Varies S $250,000 $275,000 $300,000 $375,000 $375,000 $1,575,000 80.2 Ballasted Track (miles) Varies Projects Varies S $0 Surfacing and Lining Varies Maintain Bi-annual Varies Varies Varies S $500,000 $500,000 97th Avenue Curves 1986 Replace 2015 29 Varies 3 S $175,000 $175,000 Banfield Curves Varies Replace 2017 27 Varies 3 S $325,000 $325,000 97th Avenue Crossing Panels 1986 Replace 2020 29 Varies 4 S $100,000 $100,000 Gateway Bus Crossing Panels 1986 Replace 2020 29 Varies 3 S $150,000 $150,000 Eastman Parkway Crossing Panels Varies Repair 2016 14 Varies 3 S $175,000 $175,000 Roberts Crossing Panels 1986 Repair 2018 29 Varies 2 S $100,000 $100,000 Main Crossing Panels 1986 Repair 2018 29 Varies 2 S $100,000 $100,000 Cleveland Crossing Panels 1986 Repair 2018 29 Varies 2 S $100,000 $100,000 Bus Bridges for Track Reconstruction Projects Annual $80,000 $40,000 $40,000 $40,000 $40,000 $240,000 Optical Rail Measurement 2 Maintain 2015 Varies Varies S $80,000 $100,000 $180,000 32 Bridge Structures 3 Varies Insp/Repair Annual Varies 70/100 1 S $70,000 $80,000 $85,000 $110,000 $120,000 $465,000 217 Track Switches 1986 Replace Varies Varies 5/10 2 S $0 38 Rail Lubricators 4 Replace 2015 Varies 5 S $50,000 $75,000 $125,000

TOTAL TRACK AND STRUCTURES. . . . $2,591,706 $1,645,000 $3,650,000 $2,750,000 $2,785,000 $13,421,706

Notes: 1. Grinding of approximately 1/3 of track-mileage annually to remove corrugation and reduce noise and vibration. 2. Measure and map condition of rail infrastructure, for comparision with such measurement FY12, to inform wear analysis and replacement planning. 3. Cyclical bridge, tunnel, and wall inspections, to assure safety, including repairs as necessary. FY18 - PMLR structures added to the Required Structures to Inspect list. 4. Purchase 2 lube machines/year for 3 years to replace worn equipment at strategic locations.

Page ‐ 64 Capital Asset Management & Investment Program Maintenance of Way Track & Structures

Track and Structures Equipment

TAB LE 1 4 A. MOW EQUIP MENT INVENTORY AND REP LACEMENT P LAN Plan for FY = 2015 EST. LEVEL ACTION FY YEA R OF CURRENT DESIGN OF FY15-19 ITEM REQUIRED NEEDED NEEDED PURCHASE AGE FY15 LIFESPAN COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL TRACK EQUIP MENT TRAILER AIR COMPRESSOR/TRACK REPLACE 2001 1986 29 15 3 ELA $3,500 $3,500 ABRASIVE RAIL SAW/TRACK REPLACE 1997 1987 28 10 3 ELA $2,500 $2,500 PROFILE RAIL GRINDER/TRACK NONE 2014 2004 11 10 2 ELA $4,000 $4,000 NOISE MONITOR/ENG NONE 2008 1993 22 15 3 ELA $2,000 $2,000 LINK GAUGE/TRACK NONE 2009 1994 21 15 3 ELA $1,000 $1,000 SLOT GAUGE/TRACK NONE 2009 1994 21 15 3 ELA $900 $900 BORE GAUGE/TRACK NONE 2009 1994 21 15 3 ELA $1,200 $1,200 BORE GAUGE/TRACK NONE 2010 1995 20 15 3 ELA $1,200 $1,200 TIE TAMPER/TRACK NONE 2008 1998 17 10 3 ELA $3,500 $3,500 TIE TAMPER/TRACK NONE 2008 1998 17 10 3 ELA $3,500 $3,500 GENERATOR/TRACK NONE 2008 1998 17 10 3 ELA $3,000 $3,000 GENERATOR/TRACK NONE 2008 1998 17 10 3 ELA $3,500 $3,500 HYDRAULIC RAIL DRILL/TRACK NONE 2008 1998 17 10 3 ELA $3,500 $3,500 HYDRAULIC RAIL SAW/TRACK NONE 2008 1998 17 10 3 ELA $3,500 $3,500 GRAFFITI SODA BLASTER/TRACK NONE 2008 1998 17 10 2 ELA $4,000 $4,000

TOTALS FOR TRACK EQUIPMENT . . . $7,500 $11,000 $14,800 $7,500 $0 $40,800

Page ‐ 65 Capital Asset Management & Investment Program Maintenance of Way Overhead Catenary System

Overhead Cantenary System (OCS)

Asset Management Goal Maintain light rail an OCS system that is safe, and reliable to meet service requirements. Diligent visual inspections, measurements and adjustments keep the system operational at all times during revenue service.

How Asset is Maintained & Condition Evaluated The equipment in this discipline is mechanical and reacts to the environment similar to track materials. Visual inspections are constant in this discipline and adjustments and torque checks of the hardware keep the asset in operating condition.

An analysis has been performed on the entire system that incorporated wear rates and percentages of wear in the contact wire. When wire has worn more than 30% of its profile it needs to be replaced. This provides a baseline condition for the system. We will perform this analysis again in two years and develop wear patterns and strategize as to where and when wire will need to be replaced. The outcome of this analysis will be reflected in Table 11 as a 5 year program for replacement

Structural condition of the poles that support the system is good; however there are some H‐poles on the original Banfield alignment that have considerable amount of rust built up on them. We are removing rust and applying rust prohibitive material to slow down the migration of rust. This activity is being completed between normal PM activities.

Additionally, preventive maintenance is done on the following schedule:

Maintenance Activity Equipment Unit 5 Year Inspection System Inspection Every 5 Year Detailed Inspection Annual Tunnel Inspection 1 Annual Steel Bridge Inspection 1 Annual Rolling Inspection Entire System 120 Miles Monthly Walking Inspections 120 Miles Biennial Yard Inspections Elmonica and Ruby Junction Trimester PCS Inspections 15 miles Triennials PCS Inspections 15 miles Monthly Steel Bridge Inspection 1

Page ‐ 66 Capital Asset Management & Investment Program Maintenance of Way Overhead Catenary System Condition Scale The condition rating scale is as follows: 1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

The OCS system condition is: Blue Line (East) ‐ Condition 4 Blue Line (West) ‐ Condition 3 Redline ‐ Condition 3 Yellow Line ‐ Condition 2 Green Line ‐ Condition 2

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation High Economic Life of the Asset Medium Level of Service Investment Medium

Asset Replacement Criteria The condition the OCS system dictates the replacement/improvement schedule.

Additional Analysis . None of the entire OCS system is considered to be in “poor” condition.

Page ‐ 67 Capital Asset Management & Investment Program Maintenance of Way Overhead Catenary System OCS Program

TABLE 11A. OPERATIONS - LIGHT RAIL OVERHEAD CATENARY SYSTEM OPTIMUM LEVEL ACTION YEA R CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED NEEDED NEEDED AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL OVERHEAD CATENARY SYSTEM 108.8 Overhead Catenary System As Needed Varies 2 S $0 (track-miles, including yards) 1 As Needed Varies Varies See Note 1 S $80,000 $80,000 $160,000 OCS Wire Measurement Service2 Overhead Contact Wire Replacement Varies Varies 30/40 See Note 2 S $150,000 $500,000 $500,000 $500,000 $1,650,000 3 Replace 60 rod insulators Replacement Varies Varies 15/20 See Note 3 S $20,000 $20,000 $20,000 $20,000 $80,000 4 Replace Insulators Replacement Varies Varies 15/20 See Note 4 S $20,000 $20,000 $20,000 $20,000 $80,000 5 Surge Arrestors Replacement Varies Varies 25 See Note 5 S $30,000 $30,000 $60,000

TOTAL OVERHEAD CATENARY SYSTEM. . . . $300,000 $570,000 $540,000 $620,000 $0 $2,030,000

NOTES: 1. Retain services to measure and map condition of OCS Wire infrastructure. Will assist in wear analysis and replacement planning. 2. Replace worn contact wire Cleveland To Lloyd Center. Anticipate 20-30 year lifespan before 30% wear. FY15 - Design Plans developed for wire replacements. FY16 - Begin replacements on Eastside system. 3. The existing Rod Insulators are failing. Project completion in FY14. 4. Replace existing equipment with new, easy to install insulators. 5. Replace surge arrestors that were installed on original Banfield Project.

OCS Equipment Replacement

TAB LE 1 4 A. MOW EQUIP MENT - OCS Plan for FY= 2015 EST. LEVEL ACTION FY YEA R OF CURRENT DESIGN OF FY15-19 ITEM REQUIRED NEEDED NEEDED PURCHASE AGE FY15 LIFESPAN COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL OCS EQUIP MENT POWER CRIMPER TOOL/OCS REPLACE 2010 2000 15 10 2 ELA $0 CABLE CRIMPER/OCS NONE 1996 1986 29 10 2 ELA $0 PORTABLE GENERATOR/OCS NONE 1996 1986 29 10 2 ELA $0 6-TON RATCHET HOIST/OCS NONE 2001 1986 29 15 2 ELA $1,500 $1,500 3-TON RATCHET HOIST/OCS NONE 2002 1987 28 15 2 ELA $1,000 $1,000 POWER SPRAYER & TANK/OCS NONE 2000 1990 25 10 2 ELA $0 CABLE STRAIGHTENER/OCS NONE 2018 1993 22 25 2 ELA $4,000 $4,000 MAJOR MEGGER INS. TEST UNIT/OCS NONE 2008 1993 22 15 2 ELA $0 BURNDY WIRE CRIMPERS/OCS NONE 2010 1995 20 15 2 ELA $0 POWER CRIMPER TOOL/OCS NONE 2008 1998 17 10 2 ELA $0 UTILITY LINE TRACER/OCS NONE 2013 1998 17 15 3 ELA $3,000 $3,000 BURNDY PRESS/OCS REPLACE 2010 2000 15 10 2 ELA $0 ELECTRIC POWER BURNDY PRESS NONE 2010 2006 9 4 2 ELA $0 OCS DC HI-VOLTAGE TESTING UNITS REPLACE TBD 1998-2003 7-12 8 4 ELA $3,500 $3,500 TOTALS FOR OCS EQUIPMENT . . . . $2,500 $3,000 $3,500 $4,000 $0 $13,000

Page ‐ 68 Capital Asset Management & Investment Program Maintenance of Way Signals

MOW Signals

Asset Management Goal Maintain a signal system that is safe and reliable, to meet service requirements.

With each expansion of our system comes new and improved technology. As part of keeping the system in a “State of Good Repair” upgrades are needed to keep the entire railroad functioning as an integrated system. For example, the signal system has transitioned from chart recorders with readouts on chart paper installed in the signal rooms to Programmable Logic Controllers (PLC’s) that record data electronically that can be retrieved at a remote location on a personal computer. All of the disciplines in MOW have experienced the same type of transitions in technology as additional Line Sections are built and incorporated into our revenue system.

How Asset is Maintained & Condition Evaluated Assets in this discipline are heavily electronic in nature and have technology that requires high expertise in programmable logic troubleshooting. The Signal system has seen the largest leap in technology since the opening of the Banfield Light Rail in 1986. Management of the asset requires knowledge by the maintainer and the support of engineering to work through the defects as they happen.

The gate mechanisms are being replaced at a rate of 4‐5 per year until we have all east side mechanisms replaced. We are about 3‐5 years away from replacing Westside mechanisms and longer for newer portions of the system.

Power switch machines are currently on a schedule to be rebuilt by the manufacturer at the rate of 6 per year. The re‐build process is equivalent to purchasing new and is more economical. None of the function of the machine is compromised following the rebuild.

Relays are tested and repaired all year long. They are in a 4 year cycle that tests all 4,625 relays. We have found through use and number of cycles that some of the critical applications need to be tested more frequently. Every two years instead of every four years. We are currently adjusting our MMIS program to address the recommended changes from Engineering.

Additionally, preventive maintenance is done on the following schedule:

Page ‐ 69 Capital Asset Management & Investment Program Maintenance of Way Signals Condition Scale

Maintenance Activity Equipment Unit Weekly Crossing Inspection 38 Gated Monthly Power Switch Inspection 177 Units Monthly Ground Inspections 156 Locations Quarterly Signal Room/Switch Maintenance 200 Houses Semi‐Annual Steel Bridge Maintenance 1 Bridge Annual Relay Testing 4625 Units Annual Route Locking/Interlock Test N/A Annual Switch Heaters 61 Units Annual ATS Trip Testing N/A Annual Signal Lens Cleaning N/A Annual Case Cleaning N/A Ten‐Year Cable Meggering 3 Yr Rotation

Condition Scale The condition rating scale is as follows: 1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

The signal system condition overall is a Condition 3. Rapidly changing technology and aging equipment, accounts for the general condition of the system.

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation High Economic Life of the Asset Medium Level of Service Investment High

Mid‐Life Overhaul Program Currently the only mid‐life overhaul program is focused on powered switch machines, both in ground switches and open track switches.

Page ‐ 70 Capital Asset Management & Investment Program Maintenance of Way Signals Asset Replacement Criteria The condition of signals equipment dictates the replacement/improvement schedule.

Additional Analysis . Approximately 20% of the assets in the Signal system are considered to be in poor condition. These components are being replaced as quickly as possible and are being prioritized based on the numbers of trips and location of the equipment.

Signal Projects

TABLE 11B. OPERATIONS - LIGHT RAIL SIGNALS OPTIMUM LEVEL ACTION YEA R CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED NEEDED NEEDED AGE FY15 CYCLE COND CRITICALITY 2015 2016 2017 2018 2019 TOTAL SIGNALS Wayside Signaling System As Needed Varies Varies 2 S 1 Rebuild Varies Varies 10/15 See Note 1 S $30,000 $60,000 $60,000 $60,000 $210,000 Power Switch Machines (Open Track) 1 Power Switch Machines (Paved Track) Rebuild Varies Varies 10/15 See Note 1 S $30,000 $60,000 $60,000 $60,000 $210,000 2 Gate Mechanism As Needed Varies Varies 6/7 See Note 2 S $30,000 $60,000 $60,000 $150,000 3 Battery Replacement Replacement Varies Varies 10 See Note 3 S $50,000 $75,000 $125,000 4 Relay to PLC Replacement Varies Varies See Note 4 S $75,000 $125,000 $200,000 $300,000 $700,000 5 Recurrent Training Replacement Varies See Note 5 S $30,000 $30,000 $30,000 $90,000 6 Interogators Replacement Varies Varies 10 See Note 6 S $75,000 $50,000 $50,000 $175,000 TOTAL SIGNALS. . . . $195,000 $275,000 $345,000 $410,000 $435,000 $1,660,000

NOTES: 1. Rebuild 20 in ground H&K Switch machines. 4 per year/5 year program. 2. Replace existing Model 75 equipment with new, Model 95 Gate Mechanisms. 3 per year/4 year program. 3. Replacement cycle for battery backup in Signal Rooms and bungalows. 4. Replace old style relays with new PLC technology. FY17 - Begin transition. FY16 - Design and develop systemwide plan. 5. Retain services for recurrent Relay Testing Training and Signal School for Journeyworkers who did not attend during Apprenticeship. 6. Develop & acquire replacement interogators to replace existing outdated and failing equipment.

Page ‐ 71 Capital Asset Management & Investment Program Maintenance of Way Signals Signal Equipment

TAB LE 1 4 A. MOW EQUIP MENT - S IGNALS Plan for FY= 2015 ACTION FY YEA R OF CURRENT EST. DESIGN LEVEL OF FY15-19 ITEM REQUIRED NEEDED NEEDED PURCHASE AGE FY15 LIFESPAN COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL S IGNAL EQUIP MENT UTILITY LINE TRACER/SIG REPLACE 1996 1986 29 10 2 ELA $4,000 $4,000 EARTH TO GROUND TESTER/SIG REPLACE 2003 1993 22 10 2 ELA $0 SCOPEMETER/SIG REPLACE 2009 1999 16 10 2 ELA $3,000 $3,000 SCOPEMETER/SIG REPLACE 2009 1999 16 10 2 ELA $0 POWER SUPPLY/SIG REPLACE 2009 1999 16 10 2 ELA $3,000 $3,000 POWER SUPPLY/SIG REPLACE 2009 1999 16 10 2 ELA $0 ELECTRIC BURNDY PRESS REPLACE 2012 2007 8 5 3 ELA $2,500 $2,500

TOTALS FOR SIGNAL EQUIPMENT . . . . $0 $4,000 $6,000 $2,500 $0 $12,500

Page ‐ 72 Capital Asset Management & Investment Program Maintenance of Way Substations

MOW Substations

Asset Management Goal Maintain light rail substations that are safe, clean, and reliable, to meet service requirements.

How Asset is Maintained & Condition Evaluated Cleanliness of the equipment is a primary concern for maintenance of the substations. It is imperative that a dust free and clean environment is maintained. Visual inspections are performed as equipment is disassembled and cleaned.

Maintenance Activity Equipment Unit Weekly 58 Locations Monthly 58 Locations Monthly Unit Substations 5 Locations Semi Annual 58 Locations Semi Annual Unit Substations 5 Locations Annual 58 Locations Annual Unit Substations Monthly Wash Park 2000KVa Annual Wash Park 2000KVa ‐ Meggering Tri‐Annual Systemwide Annual Transfer Trip

Page ‐ 73 Capital Asset Management & Investment Program Maintenance of Way Substations Condition Scale The condition rating scale is as follows: 1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

The Substation condition overall is between a Condition 2 and Condition 3.

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation Medium Economic Life of the Asset Medium Level of Service Investment Low

Mid‐Life Overhaul Program After 30,000 operations the circuit breakers are given complete overhauls.

Asset Replacement Criteria The condition of the substations dictates the replacement/improvement schedule.

Additional Analysis . None of the substations in the system are considered to be in poor condition.

Page ‐ 74 Capital Asset Management & Investment Program Maintenance of Way Substations Substation Projects

TABLE 11C. OPERATIONS - LIGHT RAIL SUBSTATIONS OPTIMUM LEVEL ACTION YEA R CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED NEEDED NEEDED AGE FY15 CYCLE COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL SUBSTATIONS 48 TES Substations As Needed Varies 2 S 1 Rebuild Varies Varies Varies See Note 1 S $100,000 $100,000 $125,000 $175,000 $500,000 Type 1 Substation Retrofit 2 Transformer Replacement As Needed Varies Varies Varies See Note 2 S $75,000 $250,000 $325,000 3 Battery Replacement Replacement Varies Varies 7/8 See Note 3 S $25,000 $50,000 $50,000 $125,000

TOTAL SUBSTATIONS. . .$200,000 . $400,000 $125,000 $225,000 $0 $950,000

NOTES: 1. Retrofit 13 Type 1 Eastside substations with PLC Technology to integrate with SCADA like all other equipment. 2. Replace existing transformers as they fail. Failure rate appears to be one every five years based on history of Blue Line Transformers. 3. Replacement cycle for battery backup in Substations.

Substation Equipment

TAB LE 1 4 A. MOW EQUIP MENT - S UB S TATIONS Plan for FY= 2015 EST. LEVEL ACTION FY YEA R OF CURRENT DESIGN OF FY15-19 ITEM REQUIRED NEEDED NEEDED PURCHASE AGE FY15 LIFESPAN COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL SUBS EQUIPMENT CHART RECORDER/SUBS REPLACE 2008 1998 17 10 2 ELA $0 CHART RECORDER/SUBS REPLACE 2014 2004 11 10 2 ELA $9,000 $9,000 MEGGER, BM-11D/SUBS REPLACE 2014 2004 11 10 2 ELA $0 MEGGER, BM-11D/SUBS REPLACE 2015 2005 10 10 3 ELA $3,000 $3,000 B.I.T.E. TESTER, AVO BIDDLE/SUBS REPLACE 2011 2001 14 10 2 ELA $0 B.I.T.E. 2 TESTER, AVO BIDDLE/SUBS REPLACE 2014 2004 11 10 2 ELA $4,250 $4,250 HIGH VOLTAGE AMP. & PARTS/SUBS REPLACE 2017 1997 18 20 2 ELA $0 IR THERMOMETER/SUBS REPLACE 2007 1997 18 10 2 ELA $1,500 $1,500 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000 FLUKE 123 DIGITAL MULTIMETER REPLACE 2010 2006 9 4 3 ELA $2,000 $2,000

TOTALS FOR SUBS EQUIPMENT . . . . $13,250 $3,000 $6,000 $7,500 $0 $29,750

Page ‐ 75 Capital Asset Management & Investment Program Maintenance of Way FEM Communications

MOW – Field Equipment Maintainer – Communications

Asset Management Goal Maintain Communications equipment that is reliable and meets service requirements.

The Digital Information Display equipment, maintained by Communications, consists of Solari signs and digital reader boards that transit information to the customer at various locations throughout the bus and rail system. The LED Daktronics signs have met their useful life and funding to replace them is being requested.

The agency has a large inventory of camera equipment in the ROW and at Park and Rides. All of these cameras require preventative maintenance. The cameras are split into two technologies, digital and analog. The analog units are aged and have met their useful life. A replacement plan is being developed to replace the analog equipment with digital units. The replacement program will span up to three years and will develop a priority rating for cameras needing upgrades first.

How Asset is Maintained and Condition Evaluated The PM routine is visual inspection, cleaning of cameras and maintaining server connections at all communication equipment installations. Technology is rapidly changing in this discipline so keeping equipment up to date and assuring replacement equipment is readily available in case of failure is constant.

Maintenance Activity Equipment Unit A Inspection Room/Cases Comm 65 Locations B Inspection Room/Cases Comm 65 Locations C Inspection Tunnel Room/Cases 65 Locations D Inspection Tunnel Equipment E Inspection Equipment G Inspection PLC Inspections 50 Locations H Inspection TTY Phones on Bridges 52 Locations J Inspection Equipment K Inspection Cameras 680 Total

Page ‐ 76 Capital Asset Management & Investment Program Maintenance of Way FEM Communications Condition Scale The condition rating scale is as follows: 1 – Asset is newly put into service and warranty is in effect. 2 – Warranty has expired and no defects/wear has been identified during PM cycle 3 – Slight wear evident, PM cycle shows no defects 4 – Excess wear, defects require attention beyond PM cycle 5 – Asset is out of service and can no longer function safely

The Communications system is at a Condition 2.

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation Medium Economic Life of the Asset Low Level of Service Investment Low

Mid‐Life Overhaul Program Cad/AVL project replacing much of the equipment for radio communication while system converts to a 700 MHz format. System will be TriMet owned and no longer supported by COP and their 800 MHz system.

Asset Replacement Criteria The condition of Communications equipment dictates the replacement/improvement schedule.

Additional Analysis . None of the Communications equipment is in poor condition.

Page ‐ 77 Capital Asset Management & Investment Program Maintenance of Way FEM Communications Communication Equipment

TABLE 14D. MOW EQUIPMENT INVENTORY AND REPLACEMENT PLAN Plan for FY= 2015 ACTION FY YEA R OF CURRENT EST. DESIGN LEVEL OF FY15-FY19 ITEM REQUIRED NEEDED NEEDED PURCHASE AGE FY15 LIFESPAN COND. CRITICALITY 2015 2016 2017 2018 2019 TOTAL COMMUNICATIONS EQUIPMENT TRIANALYZER BATTERY TESTER NONE 2014 1999 16 15 3 ELA $0 TRIANALYZER BATTERY TESTER NONE 2014 1999 16 15 3 ELA $0 RADIO SERVICE MONITOR MODEL R-2670 NONE 2015 2000 15 15 3 ELA $0 RADIO SERVICE MONITOR MODEL R-2670 NONE 2012 1997 18 15 3 ELA $0 ONEAC TELESTAR MC600 REPLACE 2014 2003 12 5 5 ELA $40,000 $40,000 MAJORPOWER THS 90/48 CHASSIS/RECTIFIER REPLACE 2015 2008 7 5 5 ELA $36,000 $36,000 TEKRANGER2 MODEL TFS-3031 OTDR REPLACE 2015 1997 18 18 5 ELA $10,000 $10,000 FIS MINI-OTDR NONE 2016 2006 9 10 3 ELA $0 BITE BATTERY TESTER REPLACE 2015 2004 11 10 4 ELA $8,500 $8,500 $17,000 WRS1001 RESOLDER STATION NONE 2015 2005 10 10 3 ELA $0 SCOPEMETER model 123 NONE 2015 1997 18 18 3 ELA $0 SCOPEMETER model 123 NONE 2015 1997 18 18 3 ELA $0 CABLEMETER DSP-100/SR NONE 2015 1997 18 18 3 ELA $0 CABLEMETER DSP-100/SR NONE 2015 1997 18 18 3 ELA $0 DIGITAL O-SCOPE MODEL TDS-360 NONE 2015 1998 17 17 3 ELA $0 FIBER POWER METER MODEL FOT-30A (4) REPLACE 2016 1997 18 18 4 ELA $8,000 $8,000 GOODALL BATTERY CHARGER REPLACE 2016 1997 18 15 5 ELA $110,000 $110,000 $220,000

TOTALS FOR COMM. EQUIPMENT . . . . $204,500 $126,500 $0 $0 $0 $331,000

Page ‐ 78 Capital Asset Management & Investment Program Maintenance of Way Conversion of MAX Track Switches Maintenance of Way Projects – Conversion of MAX Track Switches

Project Name: Conversion of MAX Track Switches to Powered Operation for Service Quality Project ID: TBD Project Class: MOW Priority: SGR ‐ High Start Date: 7/1/2015 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Rail MOW Project Manager: Griffiths PROJECT DESCRIPTION Conversion of manual MAX track switches to powered operation for service quality at the following locations: SW 11th Terminal power track 3 (1A) ‐ $600,000 (FY16), Fair Complex pocket track (201B, 203A, 203C, 205B) ‐ $3,700,000 (FY17), Hollywood pocket track (21A, 23B, 23C, 25A, 25C, 27B) ‐ $3,700,000 (FY18), Beaverton pocket track (155A, 155C, 157A) ‐ $2,700,000 (FY19), Lloyd Center (19A, 19B, 21A, 21B) ‐ $3,000,000 (FY20), First & Davis ‐ $3,500,000 (FY20). PROJECT JUSTIFICATION SW 11th Terminal – staging trains for special events, remove breakdown trains from busy mainline operations, essential if Type 4 trains are not allowed to overhang the sidewalk on track 1. (Medium/High) Fair Complex – Allows short line peak trains to turn before Hillsboro saving train‐hours and allows for Red Line extension to Fair Complex since Willow Creek pocket track was not constructed. Facilitates extra service for special events, eastbound turn‐backs from service would be facilitated when traffic accidents occur in downtown Hillsboro, store put‐in trains for terminal service, facilitate single tracking operations for track/OCS maintenance. (Medium/High) Hollywood – staging trains for special events, flexibility to turn back service, winter operation turn‐back if Gateway is iced over, remove breakdown trains from busy mainline operations, stage gap trains. (Medium) Beaverton – during a tunnel incident trains would be turned back westbound for service, staging for special events, easier to remove breakdowns trains from service, facilitates manual block operation for mainline. (Medium) Lloyd Center – flexibility for single‐track operations due to accident/Track‐OCS maintenance, improved customer service during accidents or track way maintenance. (Low) STATUS – Currently in FY14, LTK Engineering Services is evaluating MOW infrastructure and the planned approached for addressing State of Good Repair. Results of the evaluation should be available at the end of FY14.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 600,000 $ 3,700,000 $ 3,700,000 $ 2,700,000 $ 10,700,000 $ ‐ $ 600,000 $ 3,700,000 $ 3,000,000 $ 2,700,000 $ 10,700,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ TriMetTBD Share $ $ ‐ $‐ $ 600,000 $ ‐ 3,700,000$ $ ‐ 3,700,000$ $ ‐ 2,700,000$ $ ‐ 10,700,000$ ‐ Other Source $ $ ‐ ‐ $ 600,000 $ 3,700,000 $ 3,700,000 $ 2,700,000 $ 10,700,000

Page ‐ 79 Capital Asset Management & Investment Program Maintenance of Way Ruby Junction MOW Training Module Maintenance of Way Projects – Ruby Junction MOW Training Module

Project Name: Ruby Junction MOW Training Module – Additional Funding Project ID: TBD Project Class: MOW Priority: SD ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Rail MOW Project Manager: Kindig PROJECT DESCRIPTION Construct Track, OCS, Signals and comm. Components in area to use for training purposes. During FY14 we have completed the design effort and are working with the CMGC Track Rehab contractor to develop a final cost for construction. As we are working through the pricing process we are also formulating the materials list and labor tasks for TM forces to participate. The current budget has supported the design effort at $122,000 and will support the Pre‐Construction Service cost of the CMGC Contractor. We have a cost estimate from CP that is very conceptual and includes allocations for risk, change orders and escalation. All important items that make up a cost estimate and in this case these items represented a budget that put this effort out of reach. This project is important and vital to the MOW training program. The additional funding is required to assure all disciplines are represented in this effort and construction can be completed as designed.

PROJECT JUSTIFICATION Bus and REM have vehicles that are out of service as training devices for immediate use when training apprentices in certain component repairs. Construction of this module would give MOW Training staff the ability to have hands on maintenance and repair activities of important components that are in service on the operating railroad all of the time. MOW does not have the ability to remove, replace, rebuild or adjust equipment that is not in service. On the job training is an important aspect of apprenticeship training but in MOW there is a risk involved if a switch machine or gate mechanism is repaired and not able to go back into service. It becomes an operations emergency. This module will provide out of service equipment to train on without the risk of service disruptions. This would enhance the MOW apprenticeship program and provide the ability to reduce the length of apprenticeship programs and OCS and Signals.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 Other Source $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ TBD $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000

Page ‐ 80 Capital Asset Management & Investment Program Maintenance of Way Summary

MaintenanceMaintenance of Way Summary of Way

Total FY15 FY16 FY17 FY18 FY19 FY15‐FY19 MOW Program Track & Structures $2,599,206 $1,656,000 $3,664,800 $2,757,500 $2,785,000 $13,462,506 Overhead Catenary System $302,500 $573,000 $543,500 $624,000 $0 $2,043,000 Signals $195,000 $279,000 $351,000 $412,500 $435,000 $1,672,500 SubstationsMOW Programs Subtotal $213,250 $403,000 $131,000 $232,500 $0 $979,750 FEM Communications $204,500 $126,500 $0 $0 $0 $331,000 $3,514,456 $3,037,500 $4,690,300 $4,026,500 $3,220,000 $18,488,756 MOW Projects Conversion of MAX Track Switches $0 $600,000 $3,700,000 $3,700,000 $2,700,000 $10,700,000 Ruby Junction MOW TrainingMOW ProjectsModule Subtotal $500,000 $0 $0 $0 $0 $500,000

$500,000 $600,000 $3,700,000 $3,700,000 $2,700,000 $11,200,000 Funding Sources GrantsFunding Sources Total $0 $0 $0 $0 $0 $0 TriMet ($4,014,456) ($3,637,500) ($8,390,300) ($7,726,500) ($5,920,000) ($29,688,756) MOW CURRENT YEAR TOTAL ($4,014,456) ($3,637,500) ($8,390,300) ($7,726,500) ($5,920,000) ($29,688,756)

$4,014,456 $3,637,500 $8,390,300 $7,726,500 $5,920,000 $29,688,756

Carryovers Light Rail Track & Structures & Structures (operating) $ 125,000 42,576 $ ‐ ‐ $ ‐ ‐ $ ‐ ‐ $ ‐ ‐ $ 125,00042,576 RubyMOW Junction‐Track MOW & Structures Training (capital) Module 500,000 1,125,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500,0001,125,000 SteelMOW Bridge ‐ Track Improvements 400,000 ‐ ‐ ‐ ‐ 400,000 MOW CARRYOVER TOTAL $ 2,192,576 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,192,576

MOW GRAND TOTAL $ 6,207,032 $ 3,637,500 $ 8,390,300 $ 7,726,500 $ 5,920,000 $ 31,881,332

Page ‐ 81

This page left intentionally blank. SECTION 5 – FACILITIES CUSTOMER AND OPERATIONS

This page left intentionally blank. Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program

Bus Stop Development Program ‐ Bus Shelters and Amenities TriMet is committed to a program of increased distribution of bus stop shelters based on: ‐ 50 or more daily boardings ‐ Significant use of the stop by persons in wheelchairs ‐ Transfer location ‐ Stops near principal attractions, institutions, schools or senior centers ‐ Stops where there is an opportunity to attract new ridership from nearby or new development

There are nearly 180 bus stop locations with 50 or more daily boardings without shelters. TriMet has scaled back a program of 50 new bus shelters annually to 15‐20 new shelters annually dependant on funding and site prep availability. The cost of one installed shelter is approximately $5,000.

TriMet makes every effort to locate bus stops and shelters within the public right of way or to secure dedicated easements with new development. As TriMet places new bus shelters in needed, but logistically difficult locations, right of way easement or acquisition is increasingly required. In some instances these easements are required for existing shelter locations where property owners otherwise require the removal of shelters. Easement cost for further improvement of bus stops is estimated at up to $75,000 annually.

Bus Stop Development Program ‐ ADA Access Improvements In addition to the placement of bus shelters, TriMet is improving bus stops by constructing wheelchair access and other sidewalk and pedestrian improvements that integrate stops with the streetscape. While most of these improvements are in the form of pavement, bus stop lighting may be added along with customer information, benches and trash containers. These amenities are placed in accordance with TriMet bus stop guidelines and opportunities as they arise. Improvements will be focused on frequent bus stops and service improvement focus areas in accordance with the Transit Investment Plan.

While there is a theoretical point at which this program would conclude, the great need for bus stop access improvements, particularly in suburban areas, suggests that this program will be on‐going for programming purposes. These improvements will be combined and leveraged where possible with collateral sidewalk and crosswalk improvements supported by local jurisdictions and private development.

Bus Stop Development Program ‐ Bus Stop Sign and Pole Replacement To make bus stops more attractive, easier to identify, consistently placed and outfitted with scheduling information, TriMet is replacing existing bus stops signs and poles with a new design. The new design incorporates a two‐sided half‐circular sign with new TriMet logo, flag‐mounted on a dark blue hexagonal shape pole. The sign has clear, easy to understand information for passengers that builds customer confidence in using the system and should help attract new riders. Information on the new signs and poles will include larger route numbers, zone and destination information. A reflective coating will improve visibility and identification for both driver and passenger. Separate blades will denote special service “brands.”

Designed to be adaptable to many conditions and locations, the new sign will be easier to update and maintain. Additionally, the signs will include a printed bus schedule holder, sized for the number of routes serving the stop. The new signs are being deployed on a route‐by‐route basis in step with the TIP and development of Frequent Service Corridors. All stops will receive new signs.

Page ‐ 85 Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program Bus Stop Development Program ‐ Streamline This program was initiated in the Fall of 1998 as a partnership with the City of Portland has now been more integrated into the work plan as we look to the suburban communities for new applications of signal priority system for transit vehicles. Overall, the program seeks to improve the operating efficiency of high‐ridership, high‐frequency routes using a range of tools including: (1) Signal priority treatment, (2) bus stop re‐spacing to standards, (3) bus queue‐jump lanes, (4) curb extensions, (5) route simplification, (6) limited bus lanes and (7) right‐turn‐only, except bus treatments. The program also included strategic passenger amenity improvements (signs and shelters) and improved customer information to match with stops relocation and/or consolidation.

In FY05 the program was overlaid with the Frequent Bus Corridor service development program to include bus stop amenities, bus stop thinning, sign and pole replacement and in some instances route simplification and crosswalk and sidewalk improvements. Streamline has now become more “operational hotspot” based, rather than being confined to line‐by‐line implementation. Streamline efforts have been extended to jurisdictions outside the City of Portland, requiring some new budget allowance for signal priority/Opticom installations. Current expansion efforts have been targeted along frequent service corridors in Gresham.

While the Streamline program is largely invisible to the riding public, transit riders’ benefit from more reliable service and improved travel times. The program has high recognition and support among jurisdictional partners.

Bus Stop Development Program ‐ Solar Lighting Bus riders are very conscious of the security provided by lighting at bus stops. While conventional streetlights can often be found near bus stops, many stops remain poorly illuminated.

The cost of “hard‐wiring” a bus shelter or bus stop area is significant and impractical in many locations. Hard‐wired installations cannot be relocated without repeating the cost. TriMet has installed the latest generation of solar lighting systems at bus stops at over 380 bus shelters and 65 bus stops along the system. Pole mounted LED lighting units will be expanded to other well‐used stops (without shelters) throughout the systems where direct power connections are impractical.

Page ‐ 86 Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program Bus Stop Development Program Summary

Facilities - Customer & Operations - Bus Stop Development FY FY15 FY16 FY17 FY18 FY19 2015-2019 TOTALS New Shelters Forecast 15 15 15 15 15 75

Operating Program Project Planning FTE Positions (6.0 - 8.0) - included in baseline operating budg $ 565,285 $ 740,850 $ 763,076 $ 785,968 $ 809,547 $ 3,664,725

Operating Program Total (included in baseline operating budget) $ 565,285 $ 740,850 $ 763,076 $ 785,968 $ 809,547 $ 3,664,725

Capital Program New Shelters & Amenities$ 175,000 $ 182,000 $ 189,280 $ 196,851 $ 204,725 $ 947,856 Pavement, pedestrian and ADA Improvements $ 250,000 $ 260,000 $ 270,400 $ 281,216 $ 292,465 $ 1,354,081 Bus Stop Signs and Poles/Solar Lighting $ 80,000 $ 83,200 $ 86,528 $ 89,989 $ 93,589 $ 433,306 Transit Safety Enhancements $ 80,000 $ 83,200 $ 86,528 $ 89,989 $ 93,589 $ 433,306 Streamline/TSM Treatments$ 100,000 $ 104,000 $ 108,160 $ 112,486 $ 116,986 $ 541,632

Capital Program Total$ 685,000 $ 712,400 $ 740,896 $ 770,532 $ 801,353 $ 3,710,181

Bus Stop Development Total $ 1,250,285 $ 1,453,250 $ 1,503,972 $ 1,556,500 $ 1,610,900 $ 7,374,906

Funding Sources Regional MTIP (89.73%)$ 34,063 $ - $ - $ - $ - $ 34,063 TriMet General Funds$ 650,937 $ 712,400 $ 740,896 $ 770,532 $ 853,882 $ 3,728,647

Funding Sources Total $ 685,000 $ 712,400 $ 740,896 $ 770,532 $ 853,882 $ 3,762,710 Note: Starting in FY16 additional STIP funding may be available.

Page ‐ 87 Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program

Neighborhood Shelters BUS SHELTERS INSTALLED ON-STREET

TABLE 4A. CUSTOMER FACILITIES AND AMENITIES - BUS SHELTERS

RETIRE Yr Purchased QT SHELTER TYPE END FY 2015 2016 2017 2018 2019

1991 205 Shelters A,B 2011 150 150 150 150 150 1992 130 Shelters A,B,AX,BX 2012 120 120 120 120 120 1993 119 Shelters A,B,AX,BX 2013 115 115 115 115 115 199436SheltersA,B,AX,BX20143030303030 1995 30 Shelters A,B,BB,AX,BX,LL 2015 30 30 30 30 30 199635SheltersA,B,AB,AX,BX,TL20163535353535 199840SheltersA,B,AX,BX20184040404040 200050SheltersA,B,AX,BX20205050505050 200170SheltersA,B,AX,BX20217070707070 2002 100 Shelters A,B,AX,BX 2022 100 100 100 100 100 200340SheltersA,B,AX,BX20234040404040 200450SheltersA,B,AX,BX20245050505050 200525SheltersA,B,AX,BX20252525252525 200635SheltersA,B,AX,BX20263535353535 200735SheltersA,B,AX,BX20273535353535 200835SheltersA,B,AX,BX20283535353535 2009 35 Shelters A,B,AX,BX,2BXW 2029 35 35 35 35 35 201035SheltersA,B,AX,BX20303535353535 201120SheltersA,B,AX,BX20313030303030 201215SheltersA,B,AX,BX,2BX20322020202020 201315SheltersA,B,AX,BX,2BX20331515151515 201415SheltersA,B,AX,BX20341515151515 201515SheltersA,B,AX,BX20351515151515 2016 15 Shelters A,B,AX,BX 2036 0 15 15 15 15 201715SheltersA,B,AX,BX20370 0151515 2018 15 Shelters A,B,AX,BX 2038 0 0 0 15 15 2019 15 Shelters A,B,AX,BX 2039 0 0 0 0 15

TOTAL YEAR END SHELTERS 1,125 1,140 1,155 1,170 1,185 T 21 21 21 21 21 REPLACEMENT FOR DAMAGED 6 6 6 6 6

SERVICE EXPANSIONPage ‐ 88 1515151515

TOTAL SHELTER REQUES Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program Neighborhood Shelters

TABLE 4B. CUSTOMER FACILITIES AND AMENITIES - BUS STOPS & SHELTERS

NEIGHBORHOOD BUS SHELTERS

OPTIMUM/ CURRENT MINIMUM PROJECT ACTION YEAR AGE REPLACEMENT FY2015-2019 ITEM REQUIRED MANAGER NEEDED NEEDED FY2015 CYCLE COND. 2015 2016 2017 2018 2019 TOTAL

Neighborhood Shelters Replacement Replacement for Damaged Shelters Park, Y. Replace annual n/a 10/year damaged $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Approx. 10 shelters annually Total Replacement $30,000 $30,000 $30,000 $30,000 $30,000 $150,000

Neighborhood Shelters Refurbishment Shelters - approx. 1,100 installed on-street Refurbish, incl. Painting, roof replacement, Park, Y. Refurbish annual 21 yrs n/a 3 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 glass/film replacement, bench repair, etc. $0 Refurbish Shelter Electrified Lighting Papadopoulos, E. Replace annual 3 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 Refurbish Shelter Trash Receptacles Cook, E Replace annual 3 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Refurbish Bus Stop Signs, Poles & Assemblies Papadopoulos, E. Replace annual 3 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Refurbish Solar Lighting Papadopoulos, E. Replace annual 3 $12,000 $12,000 $20,000 $20,000 $20,000 $84,000

Total Refurbishment $100,000 $100,000 $108,000 $108,000 $108,000 $524,000 GRAND TOTAL $130,000 $130,000 $138,000 $138,000 $138,000 $674,000

Page ‐ 89 Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program Bus Shelters

TABLE 4C. CUSTOMER FACILITIES AND AMENITIES - BUS SHELTERS OPTIMUM PROJECT ACTION FY CURRENT REPLACEMENT FY15-FY19 ITEMS REQUIRED MANAGER NEEDED NEEDED AGE FY15 CYCLE COND. 2015 2016 2017 2018 2019 TOTAL

MALL SHELTERS - South Mall (Qty 11) 37 Panels Vandal-film application Ronan Replace 2015 3 $900 $900 $900 $900 $900 $4,500 Roof & Windscreens Caulk repair Ronan Repair 2015 37 15/20 3 $400 $400 $400 $400 $400 $2,000 Electrical System No scheduled maintenance in 5-year window.

MALL SHELTERS - Central Mall (Qty 25) 37 Panels Vandal-film application Ronan Replace 2015 3 $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 Roof & Windscreens Caulk repair Ronan Repair 2015 37 15/20 3 $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Electrical System No scheduled maintenance in 5-year window.

MALL SHELTERS - North Mall (Qty 7) 37 Panels Vandal-film application Ronan Replace 2015 3 $600 $600 $600 $600 $600 $3,000 Roof & Windscreens Caulk repair Ronan Repair 2015 37 15/20 3 $300 $300 $300 $300 $300 $1,500 Electrical System No scheduled maintenance in 5-year window.

MALL SHELTERS - Cross Mall (Qty 9) 37 Panels Vandal-film application Ronan Replace 2015 3 $700 $700 $700 $700 $700 $3,500 Roof & Windscreens Caulk repair Ronan Repair 2015 37 15/20 3 $350 $350 $350 $350 $350 $1,750 Electrical System No scheduled maintenance in 5-year window. PSU SHELTERS (Qty 4) No scheduled maintenance in 5-year window. GRAND TOTAL BUS SHELTERS . . . . $6,250 $6,250 $6,250 $6,250 $6,250 $31,250

Page ‐ 90 Capital Improvement Program Facilities – Customer & Operations Customer Information Services CIS Systems Customer information on the Blue, Red and Yellow line platforms is displayed in 2‐ or 4‐sided “pylons.” These pylons are faced with heavy enamel panels and doors, which are subject to vandalism and vehicle collisions. These funds are designed as a resource for repair and replacement of these structures, as well as other on‐street customer information. Customer Information Modernization

Many of TriMet’s transit centers and visitor destinations are 14‐25 years old and have had no significant maintenance of improvements. Customer information displays at these locations have likewise lacked refurbishment or modernization. This funding would pay for targeted annual projects at the following locations:  FY2014 Rose Quarter TC: Install super bay signs at bus stops, construct centrally‐located information kiosk, wayfinding signage  FY2015 Washington Park: Replace information displays in both lobbies near platforms, replace porcelain enamel w/ more durable, less‐ expensive material  FY2016 Oregon City TC & Washington Square TC: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate maps & schedules; potentially add LCD display.  FY2017 Beaverton TC & Sunset TC: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate maps & schedules  FY2018 Parkrose TC & downtown St Johns: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate maps & schedules.  FY2019 – To be determined. CUSTOMER FACILITIES & AMENITIES - CUSTOMER INFORMATION & TTO

OPTIMUM/ CURRENT MINIMUM ACTION YEAR AGE REPLACEMENT 2015-2019 ITEM REQUIRED NEEDED NEEDED FY2014 CYCLE CONDITION 2015 2016 2017 2018 2019 TOTALS CUS TOMER S UP P ORT FACILITIES & EQUIP MENT

Customer Info Equipment Replacement Replace 2015-2019 21 10/10 5,000 5,000 5,000 5,000 5,000 $25,000

Document Services Laminator (Copy Center) Replace 5/7 New GBC Power Punch + Binder (Copy Center) Replace 5/7 Good Folder Duplo D-590 (Copy Center) Replace 2017 New 5/7 New

Customer Information Modernization Replace 2015-2019 1 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Postage Machine w/meter Replace 2017 New 5/6 New $25,000 $25,000

TOTAL $55,000 $55,000 $55,000 $80,000 $55,000 $300,000

Page ‐ 91 Capital Asset Management & Investment Program Facilities – Customer & Operations Portland Mall Shelters Portland Mall Shelters

Project Name: Portland Mall Shelters Project ID: TBD Project Class: Facilities Priority: ES ‐ Low Start Date: 7/1/2016 Completion Date: 12/31/2016 Project Type: Capital Budgeted Dept: Capital Projects Project Manager: Hastings PROJECT DESCRIPTION The I‐205/Portland Mall Green line Light Rail Project deferred some shelters on SW Fifth Avenue until those platforms would be used by passengers boarding to go farther south than Portland State University.

PROJECT JUSTIFICATION The platforms on SW Fifth Avenue will be used by boarding as well as de‐boarding passengers when Portland‐Milwaukie Light Rail Project opens in September 2015.

STATUS Dialog with the City of Portland is taking place to determine if project will be pursued. (Possible use of Associate Transit Improvement Grants, formerly Transit Enhancement Funds.)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 500,000 $ 250,000 $ ‐ $ ‐ $ 750,000 $ ‐ $ 500,000 $ 250,000 $ ‐ $ ‐ $ 750,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ 448,650 $ 224,325 $ ‐ $ ‐ $ 672,975 TriMet Share $ ‐ $ 51,350 $ $ 25,675 $ $ ‐ $ ‐ $ ‐ $ ‐ $ 77,025 ‐ Other TBDSource $ $ ‐ $‐ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ 250,000 $ ‐ $ ‐ $ 750,000

Page ‐ 92 Capital Asset Management & Investment Program Facilities – Customer & Operations Bike to Transit Facilities Bike Parking Modernization

Project Name: Bike Parking Modernization: Strategic Upgrades Project ID: TBD Project Class: Facilities Priority: ES ‐ Low Start Date: 1/1/2014 Completion Date: 6/30/2015 Project Type: Operating Budgeted Dept: Planning & Policy Project Manager: Owen, J. PROJECT DESCRIPTION This project will make strategic bike parking upgrades at twenty MAX light rail and WES commuter rail stations, identified in planning efforts to‐date that see the most demand for bike parking, where a more advanced bike parking technique is needed. Stations highlighted for these improvements include Goose Hollow, Jeld‐ Wen Eastbound platform, Hollywood TC, Rose Quarter TC, Barbur TC, Quatama, NE 60th, NE 82nd, Gresham Central, Hillsboro Central, Gateway TC, Beaverton Creek, Clackamas TC, Tualatin WES, Millikan Way, E 122nd, Lloyd Center, Expo Center, Rosa Parks, and Hall/Nimbus WES.

PROJECT JUSTIFICATION More advanced solutions to bike parking are needed at popular rail stations. Long waiting lists for traditional bike lockers over the past few years deter customers, and a greater need for efficiency in serving our customers accessing our system by bike remains. This project will make key, strategic upgrades to the twenty most popular stations for access by bike.

STATUS This project will begin in FY14 using Transit Enhancement funding, $131,880 in planned expenditures

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 176,400 $ ‐ $ ‐ $ ‐ $ 176,400 $ 176,400 $ ‐ $ ‐ $ ‐ $ ‐ $ 176,400

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 176,400 $ ‐ $ ‐ $ ‐ $ ‐ $ 176,400 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ 176,400 $ ‐ $ ‐ $ ‐ $ ‐ $ 176,400

Page ‐ 93 Capital Asset Management & Investment Program Facilities – Customer & Operations Bike to Transit Facilities East Portland Active Transportation to Transit: Bike Parking

Project Name: East Portland Active Transportation to Transit Project: Bike Parking Project ID: TBD Project Class: Facilities Priority: ES ‐ Low Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Operating Budgeted Dept: Planning & Policy Project Manager: Owen, J. PROJECT DESCRIPTION Bike parking at Gateway TC, mostly grant funded, with a match from TriMet.

Background: The City of Portland has been awarded a grant from the 2011 Regional Flexible Fund allocation through Metro, called East Portland Active Transportation to Transit for a total project of $ 4,200,000. For the majority of funds awarded to this grant project, the City will: build sidewalk infill identified in TriMet’s Pedestrian Network Analysis; build a north‐south low‐stress bicycle spine in East Portland around 122nd Avenue; and build an east‐west bikeway leg that connects to Gateway TC. The City will improve access to get to the transit center, and TriMet will provide enhanced bike parking at the station on TriMet property. The grant has been awarded to the City, and in FY 15 the funds will be transferred from the City to TriMet to deliver the bike parking component.

Specifics: TriMet will design, contract, install, and maintain enhanced bike parking that will be on TriMet property at Gateway TC. TriMet’s match of $25,675 will leverage approximately $400,000 total value for enhanced bike parking in this project. The enhanced bike parking is planned to be either: A) within the Park and Ride garage, or B) on the eastbound and westbound platforms where the existing bike parking is, or C) combination of both parking garage and platforms.

PROJECT JUSTIFICATION Customers accessing transit via bicycle is a growing mode, and this project aims to make it safer and easier to do so and to accommodate more bike parking. More, higher quality, bike parking is needed than is currently provided, especially at Gateway TC which is a high demand location due to its proximity to I‐205 bike path and the new access the City will be constructing with their project, to provide a more secure bike parking option for transit customers. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ 374,325 $ ‐ $ ‐ $ ‐ $ ‐ $ 374,325 TriMet Share $ 25,675 $ ‐ $ ‐ $ ‐ $ ‐ $ 25,675 TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000

Page ‐ 94 Capital Asset Management & Investment Program Facilities – Customer & Operations Bike to Transit Facilities Westside Bike & Rides

Project Name: Westside Bike & Rides: Bike Parking Project ID: TBD Project Class: Facilities Priority: ES ‐ Low Start Date: 9/1/2014 Completion Date: 6/30/16 Project Type: Operating Budgeted Dept: Planning & Policy Project Manager: Owen, J. PROJECT DESCRIPTION TriMet submitted a grant application for Connect Oregon V called “Westside Bike & Rides: Access to Jobs”. Award notification by the State is expected to be August of 2014, with more detail scoping following and actual funding availability (if successful) ready for FY16 implementation. This form documents both the TriMet match and the total project to ensure we are ready in the case that the grant is awarded.

The project includes planning and constructing enhanced bike parking at Goose Hollow MAX station, and a new trail crossing along with enhanced, secure bike parking at Beaverton Creek MAX station. Total project cost is $1.9 million. TriMet pledged to provide a match of $ 160,000, and Washington County pledged to match with $ 250,000, shown in “Other Source” below. All money awarded is expected to flow through TriMet. PROJECT JUSTIFICATION Customers accessing transit via bicycle is a growing mode, and this project aims to make it safer and easier to do so and to accommodate more bike parking. The Westside tunnel carries the highest number of bicycles on board MAX, which during the peaks limits space for passengers. Higher quality bike parking is needed than is currently provided, to provide a more secure bike parking option for transit customers as well as to encourage some bicycle riders to store their bicycles instead of bringing them on MAX through the tunnel. This project will be carried out in close cooperation with Nike for connections to Beaverton Creek MAX.

* Other Source below in Revenue Plan is project match from Washington County Major Streets Transportation Improvement Program (MSTIP) Opportunity Fund. STATUS Grant application is awaiting decision – expected Aug 2014.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 250,000 $ 1,665,572 $ ‐ $ ‐ $ 1,915,572 $ ‐ $ 250,000 $ 1,665,572 $ ‐ $ ‐ $ 1,915,572

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ 188,459 $ 1,317,113 $ ‐ $ ‐ $ 1,505,572 TriMet Share $ ‐ $ 24,016 $ 135,984 $ ‐ $ ‐ $ 160,000 Other Source $ ‐ $ 37,525 $ 212,475 $ ‐ $ ‐ $ 250,000 TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 250,000 $ 1,665,572 $ ‐ $ ‐ $ 1,915,572

Page ‐ 95 Capital Asset Management & Investment Program Facilities – Customer & Operations Bike to Transit Facilities Bike to Transit Facilities

Project Name: Bike to Transit Facilities Project ID: 2902 Project Class: Facilities Priority: SGR ‐ Low Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Planning & Policy Project Manager: Owen, J. PROJECT DESCRIPTION Purchase and installation of bike racks, lockers and signage at MAX stations and Transit Centers. Starting in FY2016, 3% inflation is assumed to keep pace with materials and services inflation.

PROJECT JUSTIFICATION Each year, the Bike Program requests bike racks, lockers, and signage which are hard to project and often too small to add to the CAMIP as individual projects and would otherwise be funded out of Park & Ride and bus stop projects. Ongoing projects that will require investment in FY15 include installation of bike racks and bike lockers when demand exceeds bike parking capacity at MAX stations and Transit Centers as well as way finding, regulatory and informational signage.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 25,000 $ 25,750 $ 26,523 $ 27,318 $ 28,138 $ 132,728 $ 25,000 $ 25,750 $ 26,523 $ 27,318 $ 28,138 $ 132,728

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 25,000 $ $ 25,750 ‐ $ $ 26,523 ‐ $ $ 27,318 ‐ $ $ 28,138 ‐ $ $ 132,728 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 25,000 $ 25,750 $ 26,523 $ 27,318 $ 28,138 $ 132,728

Page ‐ 96 Capital Asset Management & Investment Program Facilities – Customer & Operations Blue Line Station Rehabilitation Blue Line Station Rehabilitation (Formerly “Renew the Blue”)

Project Name: Blue Line Station Rehabilitation (Formerly “Renew the Blue”) Project ID: 4073 Project Class: Facilities – Customer & Operations Priority: SGR ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2019 Project Type: Operating Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Batty PROJECT DESCRIPTION TriMet has had past project efforts called “Renew the Blue”. Renew the Blue has evolved to be an umbrella term used to describe all the investments made in the light rail system in the eastside of the service area—the oldest parts of the light rail system. Those investments are currently being made through several projects.

This project, the Blue Line Station Rehabilitation Project will provide state of good repair and safety and security improvements at light rail platforms from Hollywood to Gresham, excluding the Rockwood, Gresham Civic, and Gresham Central platforms (each recently improved)

Examples of improvements at each station are: Pedestrian Crossing Safety Platform Edge Tile Renewal Lighting (New Fixtures) Additional Lighting Improving site lines: Landscape, demo, replace Shelter Renewal Remove Old Lift Building Relocate TVM’s/Access Control Paving Clean/Spot Repair

The current estimate for the overall Program, including escalation, is $12.3 million. This project was initiated in FY14 with estimated spending to be near $206,000.

Before and After

Page ‐ 97 Capital Asset Management & Investment Program Facilities – Customer & Operations Blue Line Station Rehabilitation Blue Line Station Rehabilitation (Formerly “Renew the Blue”)

Project Name: Blue Line Station Rehabilitation (Formerly “Renew the Blue”) Project ID: 4073 Project Class: Facilities – Customer & Operations Priority: SGR ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2019 Project Type: Operating Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Batty PROJECT JUSTIFICATION The Eastside stations were the first stations to be operational several years back and are showing signs of aging. Safety and Security is the primary focus for TriMet riders and this expanded Renew the Blue program will put the focus back on safety and security elements. In addition, modest aesthetic enhancements and general repairs are included. Improving these facilities in this way has the potential of also increasing rider satisfaction and thereby ridership. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 2,256,726 $ 2,256,726 Current Year $ 206,274 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,256,726 $ 9,852,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,256,726 $ 12,108,726

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐$ TriMet ShareOther$ Source2,463,000$ $ 2,463,000‐ $ $ 2,463,000 ‐ $ $ 2,463,000 ‐ $ $ 2,256,726 ‐ $ 12,108,726 ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,256,726 $ 12,108,726

Page ‐ 98 Capital Asset Management & Investment Program Facilities – Customer & Operations Bus On‐Street Related Maintenance Bus On‐Street Related Maintenance

Project Name: Bus On‐Street Related Maintenance Project ID: 5563 Project Class: Facilities Priority: S ‐ High Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Bus Stop Development Project Manager: Park PROJECT DESCRIPTION Repair of pavement at bus stops is required to reduce wear on buses and to assure their ability to align with sidewalks for the boarding riders. Deteriorated pavement detracts from the appearance of bus stop and layover locations and is likely to be an unacceptable condition for the local jurisdiction. Replacement of asphalt with concrete pad costs in the range of $20,000 ‐ $30,000 per site. This cost may or may not be shared.

PROJECT JUSTIFICATION TriMet receives requests from partner jurisdictions to cover the cost or a portion of the cost for extraordinary street repair at heavily used bus stops or bus layover locations. While TriMet continues to assert that street repair is the responsibility of jurisdictions, there are justifiable instances where the bus‐caused impact is extraordinary. TriMet has established a rule‐of‐thumb where TriMet participation may be negotiated where 150 or more buses are using a stop daily.

While this is maintenance related, the maintenance is within the public right‐of‐way and therefore, not carried into replacement tables. Repairs are regarded as one‐ time‐only, but some replacement cycle might need to be considered. While this improved pavement may deteriorate over time, any repair or replacement of these bus stop pads will be managed from this budget.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 100,000 $ 100,000 $ $ 100,000 ‐ $ $ 100,000 ‐ $ 100,000 $ $ 500,000 ‐ OtherTBD Source $ $ ‐ ‐ $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000

Page ‐ 99 Capital Asset Management & Investment Program Facilities – Customer & Operations E‐Paper Pilot E‐Paper Pilot

Project Name: E‐paper Pilot Project ID: TBD Project Class: Facilities ‐ Customer & Operations Priority: LSI ‐ Low Start Date: July 1, 2014 Completion Date: June 30, 2016 Project Type: Operating Budgeted Dept: Customer Information Services Project Manager: Vitko PROJECT DESCRIPTION

This proposed CIS pilot project is to install electronic paper displays (e‐paper) at approximately 10 locations that represent different environments, accessibility, preferred uses, size, etc. It is proposed in two phases: Phase 1‐FY15: Pre‐design/design and prototype preparation/production, requires no IT support (Project Class: Facilities‐Customer & Operations) Phase 2‐FY16: Internal & external testing, requires IT/IT contractor support (Project Class: Technology)

E‐paper can be described as being similar to an e‐reader. It is a B&W digital screen that looks similar to regular paper. There are also color screens being researched. E‐paper requires very little electricity to operate. However, the ability to change the presented information can be done remotely and in relative real‐time. This saves printing costs, installation costs, allows more timely, accurate information to be displayed, and there is potential for ad sales revenue in the future.

At this time, there is only one known transit agency testing e‐paper as customer information. They are located in the UK and will allow us access to their pilot results, if we proceed with testing. TriMet could potentially be the first US transit agency to take on this innovative and cost‐saving approach to customer information. PROJECT JUSTIFICATION

A priority of Customer Information Services (CIS) is to deliver timely, accurate and relevant information to riders via static and dynamic content channels proving customers what they want and need, when they want it. The pilot would test the viability of introducing e‐paper into our on‐street customer information displays at bus shelters and rail platforms. This would allow us to update schedule information remotely, in real time, as well as create other useful dynamic content (including service alerts and emergency information) for our riders at the point of access. The objective is to determine if this is ready for everyday use and if it would indeed enhance the customer experience with more accurate, timely, useful, and responsive information.

STATUS ‐ N/A

Page ‐ 100 Capital Asset Management & Investment Program Facilities – Customer & Operations E‐Paper Pilot

E‐Paper Pilot (continued)

Project Name: E‐paper Pilot Project ID: TBD Project Class: Facilities ‐ Customer & Operations Priority: E ‐ Low Start Date: 7/1/2016 Completion Date: 6/30/2018 Project Type: Operating Budgeted Dept: Customer Information Services Project Manager: Vitko

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 80,000 $ 40,000 $ ‐ $ 120,000 $ ‐ $ ‐ $ 80,000 $ 40,000 $ ‐ $ 120,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 80,000 $ 40,000 $ $ ‐ $ ‐ 120,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 80,000 $ 40,000 $ ‐ $ 120,000

Page ‐ 101 Capital Asset Management & Investment Program Facilities – Customer & Operations Lloyd District Transit Tracker Enhancements Lloyd District Transit Tracker Enhancements

Project Name: Lloyd District Transit Tracker Enhancements Project ID: 5599 Project Class: Facilities Priority: CMO ‐ Medium Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Bus Stop Development Project Manager: Park/Vitko PROJECT DESCRIPTION Lloyd District TMA and PDC have committed funding totaling $204,500 to complete upgrade electrical connections to bus shelters and install real time arrival information for 12 shelters along NE Multnomah and two MAX platforms at NE 7th Avenue. Additional $30,000 funding has been programmed by Lloyd TMA in FY14 to expand real time arrival information and cellular data service fees to 4 more shelters.

PROJECT JUSTIFICATION Lloyd District TMA and PDC have committed funding totaling $234,500 for this project. Additional funding will be allocated by Lloyd TMA to extend cellular data service fees beyond FY2017.

In FY2011, electrical connection work was completed, along with design, fabrication and installation of all bus and rail real time flat screen reader boards. Once reader boards are energized, Lloyd TMA will directly pay annual cellular data service fees (estimated at $10,000) for a five year period.

In FY2014, work will commence on design, fabrication, electrical connection and installation of real time flat screen reader boards at 4 more shelters within the Lloyd District. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ $ ‐ $ $ ‐ 15,000$ $ ‐ 15,000$ $ ‐ 75,000 Other TBDSource $ $ 15,000 $‐ $ 15,000 ‐ $ 15,000 ‐ $ ‐ $ ‐ $ ‐ $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000

Page ‐ 102 Capital Asset Management & Investment Program Facilities – Customer & Operations Park & Ride Signage and Shared Use Support Park & Ride Signage and Share Use Support

Project Name: Park & Ride Signage and Shared Use Support Project ID: 5588 Project Class: Facilities Priority: E ‐ Medium Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Bus Stop Development Project Manager: Park PROJECT DESCRIPTION This project facilitates the continuing development of shared‐use park and ride lots – along with an effort to improve monument and pathfinder signage for all existing TriMet lots. This is consistent with the finding of the recent Park and Ride Policy Committee that shared‐use lots need to be promoted.

PROJECT JUSTIFICATION These improvements will be low investment and high return by optimizing use of exiting lots and locating new cost‐effective shared lots. Some of the funds will be used to make modest lot improvements (sealing, striping, etc.) to shared lot properties.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 25,000 $ $ 25,000 ‐ $ $ 25,000 ‐ $ $ 25,000 ‐ $ $ 25,000 ‐ $ $ 125,000 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000

Page ‐ 103 Capital Asset Management & Investment Program Facilities – Customer & Operations Respond to ADA Audit Respond to ADA Audit CARRYOVER

Project Name: Respond to ADA Audit Project ID: TBD Project Class: Facilities Priority: CMO ‐ Low Start Date: 7/1/2013 Completion Date: 6/30/2018 Project Type: Operating Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Batty PROJECT DESCRIPTION TriMet must comply with the requirements of the Americans with Disabilities Act (ADA). The Federal Transit Administration’s Office of Civil Rights regularly audits TriMet’s facilities and vehicles. FTA identified a series of improvements to bring stations into conformance with current application of the federal regulations. Most are modest improvements to sidewalks, ramps, telephones and striping. Currently only a draft Audit report is available from the FTA. TriMet is proceeding with those audit findings that are clear, but currently waiting the final Audit report as a way to clarify draft findings that TriMet feels are less clear and/or applicable.

PROJECT JUSTIFICATION TriMet is required to conform with the provisions of the ADA.

STATUS Annually prioritize projects.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 100,000 $ 100,000 Current Year $ ‐ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000

Page ‐ 104 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Introduction Power, lighting, fuel dispensing, fleet maintenance equipment and other systems (structural and mechanical) must function in order to keep TriMet fleets functional. Elevators are vital for customer access and building systems provide suitable and healthy working environments for TriMet staff. Most people notice systems only when something loses function or is unreliable. TriMet Facilities Division’s challenge (and opportunity) is in finding the balance to minimize significant disruptions and maximize lifecycles while prioritizing existing funding and replacement needs.

Compared to eastern transit systems, the bulk of TriMet’s fixed assets are young, having been built in the last forty years. Most of our assets have a lifecycle of 30 or fewer years (often based on wear or driven by changes in various codes). TriMet is moving into a period where it expects to see maintenance requirements and system disruptions increasing as our oldest assets are due for replacement. In many cases deferral is a viable option, but ill increase overall lifecycle costs and increase the maintenance backlog in future years. Current bus hoist replacement work is an example of an end‐of‐lifecycle replacement program, whereas, proposed facilities upgrades to the Center Street Operations building is an example of timing upgrades to make use of efficiencies provided by coincident PMLR work to the building.

Facilities are broken into the following categories and discussed individually throughout the remainder of the section: Building Area/Component Electrical Equipment & Systems HVAC Equipment & Systems Lifting Equipment & Systems Plumbing Systems Safety/Hazmat Systems Site/Property Improvements Other Systems & Equipment

Facilities Management ‐ Building Area/Component This asset category covers our main buildings and includes such items as: Roofs Windows Battery Rooms Repair Bays Stairwells Carpet Walls Welding Areas Lobbies

Life cycle length for building components range from a few years (surface paint) to 100+ years (structural frame). Generally, items in this category having a short life cycle are not critical and items with higher criticality have a longer life cycle.

Inspections and/or privative maintenance are schedule for more critical assets (i.e., roofs, wall sealants, stair treads, garage doors). Items with low criticality are typically retained beyond their useful life, so long as no hazard is created (i.e., carpeting).

Page ‐ 105 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Electrical Equipment & Systems This asset category includes: Lighting Standard Electrical System Building Emergency Generators Solar Cell Systems Uninterruptable Power Supply (UPS)

Life cycle length varies from 2 – 30 years depending on the asset. Shortest life cycle items (i.e., light bulbs) have scheduled replacement campaigns. Most critical components are UPS and generators, which are on routine maintenance schedules and include servicing contracts with knowledgeable firms. TriMet’s Information Technology division owns and maintains the UPS.

Replacement is scheduled based on useful life and maintenance history. Of our main sites, only Elmonica is without a generator, TriMet’s current Continuity of Service planning will evaluate emergency power supply needs and may lead to possible resizing of backup power needs in upcoming years.

Facilities Management ‐ HVAC Equipment & Systems This asset category includes: Boilers Condensers Exhaust Fans Roof Top Units (RTU) Radiant Heaters HVAC Control Systems Fan Building Louvers HVAC Unit Filters Server Room Cooling (Lieberts)

Life cycle length varies from months up to 20 years depending on the asset. Shortest lifecycle items (filters) have scheduled replacements; all HVAC items have established inspection/maintenance frequencies provided by staff with access to contractors for significant repair issues.

Replacement is based on maintenance history and useful life.

Facilities Management ‐ Lifting Equipment & Systems This asset category includes: Elevators & Material Lifts Vehicles Hoists Fixed Cranes Portable Manlifts

Of facility asset categories, this category has the greatest proportion of higher criticality assets. Elevators in particular may be in locations where they are the only option for ADA access and have no redundancy. In order to meet licensing requirements, elevator inspections, repair and maintenance monitoring is handled through contracts with experienced elevator firms. Cranes also have State required crane inspections through a certified inspection firm. All assets in this category undergo periodic inspections and maintenance.

TriMet is carrying out useful life assessments on elevators in order to begin programming replacements (elevator life is typically 30 years or less, our oldest elevators are about 35 years).

Page ‐ 106 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Other Systems & Equipment This asset category includes: Brake Lathes Dynamometers Bus Cleaning Vacuums (Cyclones) Snow Plow Milling Machines Wastewater Treatment System Bus Wash Racks Compressed Air Systems Pressure Washing Equipment

For budget purposes this is a combination of smaller asset categories including; compressed air systems; cleaning equipment, metal fabrication and other fixed equipment needed for fleet maintenance and repair. Many items in this category may be owned by other departments with facilities providing maintenance directly or through specialty contracts. Lifecycles vary based on the specific asset and for equipment is typically most impacted by user handling. Compressed air systems power tools in all shops; Energy Trust evaluations are underway to identify systems modifications that could result in significant energy savings.

Facilities Management ‐ Plumbing Systems This asset category includes: Water Heaters Drinking Fountains Plumbing Fixtures Storm Drains Irrigation Systems Icemakers Fire Hydrants Piping

Lifecycle length varies from 5‐30+ years depending on the asset. Many items in this category have scheduled maintenance; lower risk and low access systems (underground drain lines) are addressed as needed.

Facilities Management ‐ Safety/Hazmat Systems This asset category includes: Fire Alarm Systems Fire Suppression Systems Fixed Fall Arrest/Restraint Systems Gas Sensors/Detectors Exit Lighting Roof Smoke Vents Safety/Guide Railings Aerosol Can Disposal Unit

This asset category includes all fixed safety systems. These are typically OSHA or federal/local code requirements. These assets often play a critical function for safety. Lifecycle length varies from 5 – 30 or more years depending on the asset. Most items in this category have scheduled inspections/maintenance.

Update/improvement requirements are typically required only when a facility is updated, however, modern safety improvements may warrant installation regardless of code requirements.

Page ‐ 107 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements This asset category includes: Rail Platforms Pavement & Sidewalks Landscaping Bus Stops Transit Centers Secondary Buildings Signs & Shelters Fencing & Gates Pavement Markings

This is the largest facilities asset category, covering a large number of sites throughout our service area. For example, we maintain over 7,000 bus stops and 100 rail platforms. Asphalt pavement owned by TriMet exceeds three million square feet. Lifecycles vary from a few to 30+ years, some items (such as pavements) are largely dependent on construction quality and consistent periodic maintenance practices in order to reach the planned lifecycle length.

Facilities Management – Regular Maintenance

Facilities Regular Maintenance FY15 FY16 FY17 FY18 FY19 FY15 ‐ FY19 Total Building Area$ 256,000 $ 359,500 $ 553,000 $ 97,500 $ 93,500 $ 1,359,500 Electrical System $ ‐ $ 70,000 $ 265,000 $ ‐ $ 40,000 $ 375,000 HVAC System$ 442,000 $ 40,000 $ 40,000 $ ‐ $ ‐ $ 522,000 Lifting System$ 27,000 $ 27,000 $ 48,509 $ 27,000 $ 7,000 $ 136,509 $ 626,000 Other System$ 16,000 $ 110,000 $ 500,000 $ ‐ $ ‐ Plumbing System $ ‐ $ 60,000 $ ‐ $ ‐ $ ‐ $ 60,000 Pump & Dispensing System$ 77,000 $ 77,000 $ 77,000 $ 77,000 $ 77,000 $ 385,000 Safety‐Hazmat $ ‐ $ 6,193 $ ‐ $ 6,193 $ ‐ $ 12,386 Site‐Property$ 482,067 $ 270,082 $ 284,222 $ 235,709 $ 283,567 $ 1,555,647 $ 5,032,042 Total $ 1,300,067 $ 1,019,775 $ 1,767,731 $ 443,402 $ 501,067

A detailed breakdown of the categories may be found in the Appendix section of this document under Facilities Management.

Page ‐ 108 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Projects

Facilities Management Projects FY15 FY16 FY17 FY18 FY19 FY15 ‐ FY19 Total Building Area$ 1,088,336 $ 4,284,789 $ 1,316,363 $ 5,653,257 $ 5,086,409 $ 17,429,154 Electrical System $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ HVAC System$ 147,939 $ 537,993 $ 175,993 $ 479,816 $ ‐ $ 1,341,741 Lifting System$ 399,240 $ 6,084,088 $ 3,486,088 $ 2,503,853 $ 3,811,720 $ 16,284,989

Other System$ 350,000 $ 500,000 $ 500,000 $ ‐ $ ‐ $ 1,350,000 Plumbing System $ ‐ $ ‐ $ 300,000 $ 700,000 $ 700,000 $ 1,700,000 Pump & Dispensing System $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Safety‐Hazmat $ ‐ $ ‐ $ 99,758 $ 115,079 $ ‐ $ 214,837 Site‐Property$ 1,986,592 $ 2,711,314 $ 3,258,396 $ 2,500,000 $ 2,500,000 $ 12,956,302 Total $ 3,972,107 $ 14,118,184 $ 9,136,598 $ 11,952,005 $ 12,098,129 $ 51,277,023

Facilities Management – Combined Regular Maintenance & Projects

Facilities Management FY15 FY16 FY17 FY18 FY19 FY15 ‐ FY19 Total Building Area$ 1,344,336 $ 4,644,289 $ 1,869,363 $ 5,750,757 $ 5,179,909 $ 18,788,654 Electrical System $ ‐ $ 70,000 $ 265,000 $ ‐ $ 40,000 $ 375,000 HVAC System$ 589,939 $ 577,993 $ 215,993 $ 479,816 $ ‐ $ 1,863,741 Lifting System$ 426,240 $ 6,111,088 $ 3,534,597 $ 2,530,853 $ 3,818,720 $ 16,421,498 $ 1,976,000 Other System$ 366,000 $ 610,000 $ 1,000,000 $ ‐ $ ‐ Plumbing System $ ‐ $ 60,000 $ 300,000 $ 700,000 $ 700,000 $ 1,760,000 Pump & Dispensing System$ 77,000 $ 77,000 $ 77,000 $ 77,000 $ 77,000 $ 385,000 Safety‐Hazmat $ ‐ $ 6,193 $ 99,758 $ 121,272 $ ‐ $ 227,223 Site‐Property$ 2,468,659 $ 2,981,396 $ 3,542,618 $ 2,735,709 $ 2,783,567 $ 14,511,949 $ 12,599,196 $ 56,309,065 Total $ 5,272,174 $ 15,137,959 $ 10,904,329 $ 12,395,407

Page ‐ 109 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Complete List of Projects

life Total FY15‐FY19 Bus/Rail Condition Useful ITEM LOCATION Project mgr (typ) FY15 FY16 FY17 FY18 FY19 Center Admin Coooling Tower CENTER ADMINISTRATION B Papadopoulos 3 15 $148,393 $376,100 $524,493 HVAC ‐ Battery Rm Ventilation evaluate/improve CENTER MAINT B Papadopoulos 2 n/a $147,939 $537,993 $685,932 ROOF Center NRV (full replacement) CENTER NRV BLDG B Papadopoulos 3 20 $30,000 $40,000 $70,000 IMPROVEMENT ‐ Bay utility relocations Bay M4E ELMONICA R Papadopoulos n/a n/a $33,623 $33,623 IMPROVEMENT ‐ Maintenance Materials Lift (5E) ELMONICA R Papadopoulos n/a 30 $148,007 $337,964 $485,971 IMPROVEMENT ‐ railing repainting interior ‐ new color ELMONICA R Papadopoulos n/a 10 $59,063 $59,063 IMPROVEMENT ‐ supervisor office relocation ELMONICA R Papadopoulos n/a 15 $29,375 $105,203 $134,578 HVAC ‐ Welding area Upgrade ELMONICA R Papadopoulos n/a 20 $27,600 $103,716 $131,316 RefurbishBUS HOISTS Replacements MERLO ADMINISTRATION MERLO MAINTENANCE B Papadopoulos B Papadopoulos 3 15 3 30 $220,000 $111,000 $446,640 $407,000 $230,000 $518,000 $896,640 ROOF ‐ full replacementINTERIOR NELA ATP B Papadopoulos $80,000 $650,000 $730,000 INTERIOR Refurbish OPS (admin, bullpen, restrooms) POWELL B Papadopoulos 3 15 $350,016 $350,016 Bathroom refurbishing POWELL ATP B Papadopoulos 3 $93,775 $163,365 $257,140 IMPROVEMENT ‐ TEI & Master Plan ‐ new construction POWELL B Papadopoulos 3 50 $129,851 $477,822 $607,673 IMPROVEMENT Mezzanine Gates RUBY NORTH R Papadopoulos $99,758 $115,079 $214,837 Maintenance Pit handrail remodeling RUBY NORTH & ELMONICA R Papadopoulos 2 $35,000 $115,000 $150,000 Ruby North Refurbish/Restack ‐ Major Remodel RUBY NORTH B Papadopoulos $442,619 $3,398,357 $4,903,764 $4,903,764 $13,648,504 IMPROVEMENT ‐122nd/Ash Training Center TRAINING CENTER ‐ 122nd/Ash B Papadopoulos n/a $300,000 $1,500,000 $1,800,000 LANDSCAPING/hardscape plaza remodel pavement TRANSIT TRANSIT CENTER CENTER GRESHAM Hollywood/NE CENTRAL 42nd B B Papadopoulos Papadopoulos 3 3 27 $236,121 $70,000 $858,396 $400,000 $1,094,517 $470,000 IMPROVEMENTLANDSCAPING ‐ Replace rehabilitation storm drain and TERMINUS JACKSON R Papadopoulos 3 $556,303 $556,303 Platform Refurbishment TRANSIT CENTER ‐ Oregon City B Papadopoulos n/a $25,000 $60,000 $500,000 $585,000 PLATFORM SURFACE ‐ Replace Sunset T/C TRANSIT CENTER ‐ SUNSET R Papadopoulos 3 onetime $1,405,289 $1,405,289 IMPROVEMENT ‐ station finishes & landscaping PLATFORMS ‐ WASHINGTON PARK R Papadopoulos 3 30 $2,045,193 $2,045,193 Elevator End of Life replace/refurbish Various locations R & B Papadopoulos 3 $179,240 $5,637,448 $3,256,088 $2,355,846 $3,473,756 $14,902,378 PLATFORM end‐of‐life/refurbishment program PLATFORMS MAX B Papadopoulos 3 $2,500,000 $2,500,000 $5,000,000 Asset Mgt tools/etc N/A R & B Papadopoulos $350,000 $500,000 $500,000 $1,350,000 IMPROVEMENT Platform RP valve retrofits restrooms PLATFORMS VARIOUS locations MAX R R Papadopoulos Papadopoulos n/a $113,850 $117,835 $300,000 $122,000 $700,000 $126,227 $700,000 $130,645 $1,700,000 $610,557 IMPROVEMENTINTERIOR ‐ Refurbish‐ build permanentLayover & Crew operator/others Rooms VARIOUS locations ‐ Bus & Rail R & B Papadopoulos 3 15 $52,000 $52,000 $52,000 $52,000 $52,000 $260,000 Project Total $3,972,107 $14,118,184 $9,136,598 $11,952,005 $12,098,129 $51,277,023

A detailed breakdown of each project listed above is included on the subsequent pages.

Page ‐ 110 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ HVAC Systems – Detailed Projects

Project Name: Center Admin Cooling Tower (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2016 Completion Date: 6/30/2018 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Replacement of Cooling Tower at Center Admin Building.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

In response to FTA Map 21, FM is incorporating asset management principals into maintenance programs. Replacement of critical infrastructure at end‐of‐life and in poor condition minimizes potential for significant disruption and/or impacts to our facilities. The cooling Tower at Center Admin is beyond its useful life (15 years) and showing significant wear issues. The unit is large enough that replacement should be planned – waiting for failure will compromise our ability to provide HVAC for the building.

STATUS This project is in future years to evaluate the impact of failure and the influence of a second cooling tower at the same location.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 148,393 $ 376,100 $ ‐ $ 524,493 $ ‐ $ ‐ $ 148,393 $ 376,100 $ ‐ $ 524,493

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 148,393 $ 376,100 $ $ ‐ $ ‐ 524,493$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 148,393 $ 376,100 $ ‐ $ 524,493

Page ‐ 111 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management

Facilities Management ‐ HVAC Equipment & Systems – Detailed Projects

Project Name: Center Maintenance Battery Room Ventilation – Improve/Eval Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Evaluate Center Street Maintenance Building Battery Charging Room and adjacent machine/gear rebuild work area, then design and construct HVAC modifications.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life  Criticality  Operations Improvement Operating/Maintenance Efficiencies  Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

The ventilation system of the Center Street maintenance building battery charging room may not be adequate to vent gases produced by stored batteries and those being charged. Also, there is no ventilation at the adjacent machine/gear rebuild work area for removing air born cleaning solvents being blown from parts as they are cleaned.

Page ‐ 112 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ HVAC Equipment & Systems – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 44,625 $ 147,939 $ 537,993 $ ‐ $ ‐ $ ‐ $ 685,932 $ 44,625 $ 147,939 $ 537,993 $ ‐ $ ‐ $ ‐ $ 685,932

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ $ 44,625 ‐ $ $ 147,939 ‐ $ $ 537,993 ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 685,932 ‐ OtherTBD Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 44,625 $ 147,939 $ 537,993 $ ‐ $ ‐ $ ‐ $ 685,932

Page ‐ 113 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Center Maintenance NRV Roof (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐Medium Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Images of current condition of Center Maintenance Non‐Revenue Vehicle roof.

Page ‐ 114 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Center Maintenance NRV Roof (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT JUSTIFICATION

 MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

The Center NRV building roof is failing. The roof is approximately 34 years old and due for replacement.

Delaying roof replacement would increase overall lifecycle costs with added damage and repair work until replacement can be completed.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 30,000 $ 40,000 $ ‐ $ ‐ $ 70,000 $ ‐ $ 30,000 $ 40,000 $ ‐ $ ‐ $ 70,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 30,000 $ 40,000 $ ‐ $ $ ‐ $ ‐ $70,000 ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 30,000 $ 40,000 $ ‐ $ ‐ $ 70,000

Page ‐ 115 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Elmonica Maintenance Bay (M4E) Utility Relocation Project ID: TBD Project Class: Facilities Priority: S ‐ Medium Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Operating Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Relocation of lighting and piping in Elmonica Maintenance Bay (M4E).

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality  Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

M4E was built as part of an expansion project and was not constructed to the same specifications as the rest of the shop. Specifically, the lighting fixtures, electrical conduits and piping are mounted 4 ¼ inches lower than TriMet’s standard pit. This causes mechanics to have to duck lower to maneuver under the rail support structure to work in the under car area in between the rails. This is not only inconvenient and uncomfortable, but has caused several injuries to mechanics. Relocating the lighting and piping would eliminate these concerns. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 33,623 $ ‐ $ ‐ $ 33,623 $ ‐ $ ‐ $ 33,623 $ ‐ $ ‐ $ 33,623

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 33,623 $ ‐ $ ‐ $ 33,623 OtherTBD Source $$ ‐‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $$ ‐ ‐ $ ‐ $ ‐ $ 33,623 $ ‐ $ ‐ $ 33,623

Page ‐ 116 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Lifting Systems – Detailed Projects

Project Name: Elmonica Maintenance Materials Lift (5E) (New) Project ID: TBD Project Class: Facilities Priority: E ‐ Low Start Date: 7/1/2017 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Installation of new Lift that holds 2500 lbs. capacity at Elmonica.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality  Operations Improvement Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

Install a 2500 lbs capacity materials lift in the southeast corner of Maintenance 5E light rail vehicle bay. The proposed lift would be used to move equipment between the ground floor and the pit level. The stairway in adjacent area may need to be relocated or reduced in width.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ ‐ $ 148,007 $ 337,964 $ 485,971 $ ‐ $ ‐ $ ‐ $ 148,007 $ 337,964 $ 485,971

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ ‐ $ 148,007 $ 337,964$ $ ‐ 485,971$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 148,007 $ 337,964 $ 485,971

Page ‐ 117 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Elmonica Railing Repainting Interior – New Color Project ID: TBD Project Class: Facilities Priority: S ‐ Low Start Date: 7/1/2017 Completion Date: 6/30/2018 Project Type: Operating Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Repainting of Elmonica shop safety rails.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality Operations Improvement Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Elmonica’s shop safety rails are painted red and this makes it difficult to locate a fire extinguisher, high voltage emergency shut off, alarm pull, and/or shop power shutoff, because they are all painted red as well. Changing the color of the railing to either blue or green would make it much easier to find this equipment/shut offs during an emergency. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ ‐ $ 59,063 $ ‐ $ 59,063 $ ‐ $ ‐ $ ‐ $ 59,063 $ ‐ $ 59,063

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ ‐ $ 59,063 $ ‐ $ 59,063$ Other SourceTBD $ $‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 59,063 $ ‐ $ 59,063

Page ‐ 118 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Elmonica Supervisor Office Relocation Project ID: TBD Project Class: Facilities Priority: E ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Design and construction of new supervisor office at Elmonica location.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

The REM supervisor’s office is currently on the second floor. Having the office on the second floor creates a situation where it is more difficult for mechanics to communicate with their supervisor, and for supervisors to properly oversee the work of their subordinates. Moving the office to either of the proposed areas would alleviate most, if not all, of these concerns. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 29,375 $ 105,203 $ ‐ $ 134,578 $ ‐ $ ‐ $ 29,375 $ 105,203 $ 134,578

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 29,375 $ 105,203 $ ‐ $ 134,578$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 29,375 $ 105,203 $ ‐ $ 134,578

Page ‐ 119 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ HVAC Equipment & Systems – Detailed Projects

Project Name: Elmonica Welding Area Ventilation Project ID: TBD Project Class: Facilities Priority: S ‐ Low Start Date: 7/1/2016 Completion Date: 6/30/2018 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Installation of ventilation hoods at Elmonica welding area.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality  Operations Improvement Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

Elmonica’s rebuild and fabrication area does not have a ventilation system for the removal of the fumes and smoke that are generated during welding and cutting. To address this, a ventilation hood needs to be installed to exhaust the smoke and fumes to the outside of the shop. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 27,600 $ 103,716 $ ‐ $ 131,316 $ ‐ $ ‐ $ 27,600 $ 103,716 $ ‐ $ 131,316

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 27,600 $ 103,716 $ $ ‐ $ ‐ 131,316$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 27,600 $ 103,716 $ ‐ $ 131,316

Page ‐ 120 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Lifting Equipment & Systems – Detailed Projects

Project Name: Bus Hoist Replacements ‐ Merlo Project ID: 4547 Project Class: Facilities Priority: SGR ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION This project continues replacement of bus hoists at Center, Merlo and Powell garages. To date, three hoists have been replaced at Center and two lifts are in progress at Powel. Six additional hoists replacements are included in this program: FY14‐Center Bay 27&28; FY15‐Merlo Bay 8; FY16‐Merlo Bays 9&10; FY17‐Center Bay 7 PROJECT JUSTIFICATION MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality  Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Hoists being replaced are equipment from original building construction and are past their useful life (30 years). Technological improvements include:

 Remote control ability allowing mechanic to more effectively position lift height;

 Hydraulic fluid reduced from 50 gallons to 7 gallons; No opportunity for hydraulic fluid leaks underground (a common issue with old‐style lifts); Scissor type design.

Page ‐ 121 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Lifting Equipment & Systems – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ 216,640 $ ‐ $ 1,113,280 $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ 216,640 $ 1,113,280

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

TriMet Share $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ 216,640 $ ‐ $ 1,113,280 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ 216,640 $ ‐ $ 1,113,280

Page ‐ 122 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Merlo ‐ Refurbish Admin/Operator Report Area Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2016 Completion Date: 6/30/2018 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Refurbish interior at Merlo facility.

PROJECT JUSTIFICATION  MAP 21/Asset Management Lowest Lifecycle Costs  End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

The Merlo Operations Building was constructed in 1979. The offices, bathrooms and operator report area are in need of upgrades and new finishes. Design and construction would follow comparable upgrades at Center and Powell where a new concept for the operator report area will be established. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 111,000 $ 407,000 $ ‐ $ 518,000 $ ‐ $ ‐ $ 111,000 $ 407,000 $ 518,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 111,000 $ 407,000 $ ‐ $ 518,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 111,000 $ 407,000 $ ‐ $ 518,000

Page ‐ 123 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Nela Roof – Full Replacement (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

The Nela Lift building roof is beyond useful life and is failing. Delaying roof replacement would increase overall lifecycle costs with added damage and repair work until replacement can be completed

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 80,000 $ 650,000 $ ‐ $ ‐ $ 730,000 $ ‐ $ 80,000 $ 650,000 $ ‐ $ ‐ $ 730,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 80,000 $ 650,000 $ ‐ $ $ ‐ $ ‐ 730,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 80,000 $ 650,000 $ ‐ $ ‐ $ 730,000

Page ‐ 124 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Powell Interior Refurbish OPS (admin, bullpen, restrooms) Project ID: 4574 Project Class: Facilities Priority: SGR – Medium/Low Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Upgrade/refurbish offices, bathrooms and operator report area in addition to enlarging the meeting room at Powell Street.

Current layout and condition of Powell bullpen and restrooms.

PROJECT JUSTIFICATION MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Powell is the oldest bus facility. The offices, bathrooms and operator report area are in need of upgrades and new finishes. In addition, the existing single meeting room is insufficient and needs to be enlarged by relocating the north wall. Design in FY2014 would be paired with Center operator report area design work to allow rollout of new concepts at Powell.

Page ‐ 125 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,016 $ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,016

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 96,258 $ $ 350,016 $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 350,016 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,016

Page ‐ 126 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Powell LIFT Bathrooms (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality Operations Improvement Operating/Maintenance Efficiencies Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

The Powell LIFT building was constructed in 2002 and occupied January 11, 2003. The women’s restroom contains two toilet stalls; the men’s restroom contains one toilet stall and one urinal. At the time of construction, approximately 110 staff worked out of the facility. Over the last ten years the number of employees at this LIFT facility has increased by 55% placing heavy demands on both restrooms. Assumes design work done in FY14, construction in FY15 Replace vinyl flooring and baseboards with product designed for high traffic: Vinyl flooring in both restrooms is separating at the center seam and where the flooring meets the walls. Finish is entirely worn off in several areas, especially bad in the men’s restroom, and can no longer be cleaned properly Replace painted stalls with stainless or rust proof variety. Adjust partition‐to‐wall attachment points so that they will be anchored to a wall stud: Painted stall walls and doors have begun rusting heavily in spots and can no longer be cleaned properly. Stall walls are not anchored at a stud, requiring repeated work requests to reattach stalls to the walls in both restrooms. Stall doors do not align correctly so doors cannot be secured for privacy. Repair walls/Install wall protection: Walls around paper towel dispensers need repainting or repair due to being repeatedly splashed with water. Walls around urinal are in very poor condition and need a waterproof surface installed that is easy to clean and will maintain its finish. Shower stalls: Create a floor slope for the shower stall in each restroom to prevent water from exiting the shower area and damaging the floor. STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 93,775 $ 163,365 $ ‐ $ ‐ $ 257,140 $ ‐ $ 93,775 $ 163,365 $ ‐ $ ‐ $ 257,140

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 93,775 $ 163,365 $ ‐ $ $ ‐ $ ‐ 257,140$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 93,775 $ 163,365 $ ‐ $ ‐ $ 257,140

Page ‐ 127 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Powell ‐ TEI & Master Plan Update – New Construction Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Update master plan, design and construct TEI facility and operator showers.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality  Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Powell TEI is housed in a trailer. The trailer has exceeded its useful life and experiencing worsening maintenance issues related to trailer construction. In addition, showers at Powell require walking through maintenance work areas, therefore, inaccessible for operators. A permanent building housing TEI and showers is proposed. Finding a site for a new facility need to be addressed as do other needs at Powell. The first year of this project is a master plan update process.

Page ‐ 128 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ ‐ $ 607,673 $ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ ‐ $ 607,673

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ $ 60,000‐ $ $ 129,851 ‐ $ $ 477,822 ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 607,673 ‐ OtherTBD Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ ‐ $ 607,673

Page ‐ 129 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Safety/Hazmat– Detailed Projects

Project Name: Ruby North Mezzanine Gates (New) Project ID: TBD Project Class: Facilities Priority: S ‐ High Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Replacement of two Mezzanines Gates at Ruby North.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

Older maintenance Mezzanines at Ruby North need more secure access systems. The safety cable systems have been difficult to use effectively and as newer mezzanines have been built they have been fitted with a more effective design. This proposal updates the older mezzanines by replaces all safety line hooks with a fixed connection on the fall protection and installs gates in 2 locations along each mezzanine platform.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 99,758 $ 115,079 $ ‐ $ 214,837 $ ‐ $ ‐ $ 99,758 $ 115,079 $ ‐ $ 214,837

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ 99,758 $ 115,079 $ $ ‐ $ ‐ 214,837$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 99,758 $ 115,079 $ ‐ $ 214,837

Page ‐ 130 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Ruby North Pit Handrail Remodeling (New) Project ID: TBD Project Class: Facilities Priority: S ‐ Medium Start Date: 7/1/2015 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

The design of stairway railing in the LRV maintenance pits can pinch fingers due to limited space. Railings need to be redesigned and brought up to current standards to reduce injury potential. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 35,000 $ 115,000 $ ‐ $ ‐ $ 150,000 $ ‐ $ 35,000 $ 115,000 $ ‐ $ ‐ $ 150,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 35,000 $ 115,000 $ ‐ $ $ ‐ $ ‐ 150,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 35,000 $ 115,000 $ ‐ $ ‐ $ 150,000

Page ‐ 131 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects

Project Name: Ruby North Refurbish/Restack (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ Low Start Date: 7/1/2014 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION – see justification below. PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program  Work Environment Improvement  Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

In response to FTA Map 21, Facilities Management is incorporating asset management principals into maintenance programs. For many facilities systems and components most are at or beyond useful life at 30 years of age. Assets of low criticality may continue until failure, however if the component is part of a building at end of useful life, lowest life‐cycle costs will typically be realized by carrying out full replacements as part of a major building remodel. This minimizes temporary fixes

Ruby Junction North building was constructed in 1984, almost 30 years ago. Like Center Street, the building has numerous systems which are at end of life and should be replaced and improved (HVAC, windows, fire suppression, ADA, etc). While some items might wait until failure or beyond, others (HVAC for example) should be replaced before failure to minimize functional disruption. In addition most finishes need to be replaced or refurbished. Recent work for rail expansion has triggered various improvement/reconfiguration requests and a move out of some staff presents a potential opportunity to work floor by floor to refurbish and restack (reconfigure) space. Initial work will include assessment to identify space efficiencies, potentially including training (and REM) need currently under consideration for space elsewhere. Efficiencies are gained in tackling end‐of‐life work and space remodeling. Some current issues/needs include: Replace end‐of‐useful life and building systems; Server room ‐ enlarge & redesign to correct deficiencies, improve energy efficiency and meet current & long term needs; Control/Dispatch ‐ design for back‐up status (functionality/maintainability); Station agents and staff offices; Security/Access – various hallway/access remodels including control and operator sign‐in; Create more training space (avoid partial location into a recently acquired RJ building); Evaluate/reconfigure Stores to better match current function; Evaluate for more REM space (can Unit Rebuild be accommodated?); Inefficient space layout – reconfiguring to create more usable space and more efficient use of space; Align Rail Trans office space with workforce; Address minor functionality issues; ice machine, locker room, lunch room, operator break room, quiet room, etc. FY15‐16 – evaluation/design; FY18– phased construction; FY19– phased construction

This project now includes forecasted dollars from Ruby North – Server Room Remodel – Energy Trust Eligible (FY16 ‐ $26,100, FY18 ‐ $64,620).

STATUS – N/A

Page ‐ 132 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Building Area/Component – Detailed Projects (continued)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 442,619 $ 3,398,357 $ ‐ $ 4,903,764 $ 4,903,764 $ 13,648,504 $ 442,619 $ 3,398,357 $ ‐ $ 4,903,764 $ 4,903,764 $ 13,648,504

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 442,619 $ 3,398,357 $ $ ‐ $ 4,903,764$ $ ‐ 4,903,764$ $ ‐ 13,648,504$ ‐ Other TBDSource $ $ ‐ $‐ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 442,619 $ 3,398,357 $ ‐ $ 4,903,764 $ 4,903,764 $ 13,648,504

Page ‐ 133 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Bus Training Base ‐ 122nd/Ash Transit Center (New) Project ID: TBD Project Class: Facilities Priority: S ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality  Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

Bus training currently occurs in various bus yards. Over time constraints to yards and additional bus maintenance needs have caused difficulties and inefficiencies for both Maintenance and Training. TriMet owns underutilized property at SE 122nd and Ash which is suitable for a bus training facility. This project proposes evaluation followed by design and construction for a dedicated training facility. Reactivating the site with a small building and regular training will reduce inappropriate activities occurring at the unused site and reduce current maintenance liabilities, both issues of concern to adjacent neighbors. STATUS Site is still being evaluated.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 300,000 $ 1,500,000 $ ‐ $ ‐ $ 1,800,000 $ ‐ $ 300,000 $ 1,500,000 $ ‐ $ ‐ $ 1,800,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 300,000 $ 1,500,000 $ ‐ $ $ ‐ $ ‐ 1,800,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 300,000 $ 1,500,000 $ ‐ $ ‐ $ 1,800,000

Page ‐ 134 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Gresham Central Landscape/Hardscape Remodel (New) Project ID: TBD Project Class: Facilities Priority: S ‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

Current condition of the surface at Gresham Central plaza surface.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies  Community Request Improvement/New Asset

In 2012 a small amount of funding was provided to refurbish the Gresham Central plaza surface: the wet area was not adequate supporting the grass and grasscrete pavers. Subsequently TriMet and City of Gresham identify serious safety concerns regarding misuse of the plaza and as a result the funding was used for removal of existing artwork.

In addition to the plaza surface this project includes additional safety improvements (positive pedestrian guidance/control) and landscaping improvements in and around the plaza area.

Page ‐ 135 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 236,121 $ 858,396 $ ‐ $ ‐ $ 1,094,517 $ ‐ $ 236,121 $ 858,396 $ ‐ $ ‐ $ 1,094,517

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 236,121 $ 858,396 $ ‐ $ $ ‐ $ ‐ 1,094,517$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 236,121 $ 858,396 $ ‐ $ ‐ $ 1,094,517

Page ‐ 136 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Hollywood Transit Center ‐ Paving & Storm Drainage Project ID: TBD Project Class: Facilities Priority: SGR ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Replacement of storm drains line and repaving of Hollywood Transit Center.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality Operations Improvement  Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Approximately 2/3 of the pavement at Hollywood Transit Center is asphalt pavement at the end of its useful life. Pavement needs to be removed and replaced to restore useful life with reasonable maintenance. An existing poorly functioning storm drain line would be replaced at the same time. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 70,000 $ 400,000 $ ‐ $ ‐ $ 470,000 $ ‐ $ 70,000 $ 400,000 $ ‐ $ ‐ $ 470,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 70,000 $ 400,000 $ ‐ $ $ ‐ $ ‐ 470,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 70,000 $ 400,000 $ ‐ $ ‐ $ 470,000

Page ‐ 137 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Jackson Terminus Landscape Rehab (New) Project ID: TBD Project Class: Facilities Priority: CMO‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Overgrown vegetation at Jackson Terminus in addition to attracting nuisance complaints.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies  Community Request Improvement/New Asset

Shortly after Jackson Terminus was completed, the landscaped area was turn over to a private construction firm to use as a staging site for construction of a nearby building. The area was inaccessible for landscape maintenance and was not maintained. No refurbishing was required of the contractor upon departure. In addition, through land use, the adjacent site utilized the area for smoking and dog walking areas, supplying benches, cigarette urns and dog waste stations. The site became an attractive nuisance with large amounts of dog waste and cigarette butts throughout the landscape area. This project will renew the landscaping and add features to limit access for dogwalking and other activities not central to TriMet services.

Page ‐ 138 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 556,303 $ ‐ $ ‐ $ ‐ $ ‐ $ 556,303 $ 556,303 $ ‐ $ ‐ $ ‐ $ ‐ $ 556,303

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 556,303 $ ‐ $ ‐ $ ‐ $ ‐ $ 556,303 Other Source $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ TBD $ 556,303 $ ‐ $ ‐ $ ‐ $ ‐ $ 556,303

Page ‐ 139 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Oregon City Transit Center (New) Project ID: TBD Project Class: Facilities Priority: CMO‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION The Oregon City Transit Center was built in the later 1980’s, no significant refurbishing work has occurred since then. Oregon City is working on a Connective Corridor project in support of mixed use development and regionally connected transit. An earlier phase of construction is complete and the next proposed phase includes the Transit Center within its boundary, and would focus on accessibility, bicycle facilities, and safety improvements. Oregon City has been pursuing grant funding and we may be able to leverage funding and/or construction efficiencies for refreshing the Transit Center. Transit Center work is anticipated to include: end‐ of‐life systems replacements, site modifications to match current operating needs, and updating/refurbishing of finishes and furnishings. The project is proposed in multiple phases with project development in FY15. This first year includes scope development and work with Oregon City to explore timelines and any shared funding opportunities. It would also finalize a cost and timeline for design/construction, which are current shown as placeholders in FY 16 & 17

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality  Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement  Construction/Work Disruption Efficiencies  Community Request Improvement/New Asset

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 25,000 $ 60,000 $ 500,000 $ ‐ $ ‐ $ 585,000 $ 25,000 $ 60,000 $ 500,000 $ ‐ $ ‐ $ 585,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 25,000 $ 60,000 $ 500,000 $ ‐ $ $ ‐ $ ‐ 585,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 25,000 $ 60,000 $ 500,000 $ ‐ $ ‐ $ 585,000

Page ‐ 140 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Sunset Transit Center ‐ Platform Pavers Replacement Project ID: 4648 Project Class: Facilities Priority: SGR – Medium/High Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Batty PROJECT DESCRIPTION Paving surface replacement at the Sunset LRT Platforms.

PROJECT JUSTIFICATION  MAP 21/Asset Management Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Platform surfaces at Sunset Transit Center are pavers mortared to a concrete base. Failure appears to be a result of lack of below surface drainage combined with impacts of using de‐icing chemicals plus unit construction that transfer train vibration to the platform. The surface is sloped toward the track and pavers are slowly migrating into the trackway. To address the problem the pavers and mortar must be removed, drainage issues addressed and the surface rebuilt. Construction to begin towards end of FY2014 with bulk of work summer of 2015 to be completed prior to PMLR opening. Budget updated from FY13/14 due to better information about potential temporary service requirements (bus bridges) to support construction.

Page ‐ 141 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Sunset Transit Center ‐ Platform Pavers Replacement Project ID: 4648 Project Class: Facilities Priority: SGR – Medium/High Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Batty STATUS $742,000 of cost estimate in FY15 is for Bus Bridging. The cost estimate is included here but will be moved to operating for the adopted budget.

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ ‐ $ 268,332 $ ‐ $ ‐ $ ‐ $ 268,332 Current Year $ 295,452 $ 1,405,289 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,405,289 $ 295,452 $ 1,673,621 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,673,621

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,673,621 ‐ TriMetOther Share Source$ $ 295,452 $‐ 1,673,621$ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 295,452 $ 1,673,621 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,673,621

Page ‐ 142 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Washington Park – Station Finishes & Landscaping Project ID: TBD Project Class: Facilities Priority: SGR – Medium/ High Start Date: 7/1/2015 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Replace and upgrade selected finishes and elements at LRT platforms at Washington Park.

The platform areas at Washington park were constructed in 1997. Finishes have been durable but not designed for regular effective cleaning. In order to restore Washington Park as a flagship station, finishes need to be replaced and upgraded. This work will include a significant design process to work with internal and community stakeholders. Design and permitting is proposed for FY14 with construction to occur after the PMLR opening.

Page ‐ 143 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Washington Park – Station Finishes & Landscaping Project ID: TBD Project Class: Facilities Priority: SGR – Medium/ High Start Date: 7/1/2015 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos STATUS The FY16 budget amount currently includes $500,000 for Bus Bridging.

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ ‐ $ 654,032 $ ‐ $ ‐ $ ‐ $ 654,032 Current Year $ 654,032 $ ‐ $ 2,045,193 $ ‐ $ ‐ $ ‐ $ 2,045,193 $ 654,032 $ 654,032 $ 2,045,193 $ ‐ $ ‐ $ ‐ $ 2,699,225

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ $ 2,045,193 ‐ $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,699,225 ‐ TriMetOther Share Source$ $654,032 $‐ $654,032 ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 654,032 $ 654,032 $ 2,045,193 $ ‐ $ ‐ $ ‐ $ 2,699,225

Page ‐ 144 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Lifting Systems – Detailed Projects

Current condition of some elevators.

Poor lighting is evident at the Sunset Garage elevators.

Page ‐ 145 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Lifting Systems – Detailed Projects

Project Name: Elevator End of Life Replacement/Refurbish (New) Project ID: TBD Project Class: Facilities Priority: SGR ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security  Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

As of 2013 TriMet maintains 24 elevators and 3 material lifts providing building access, passenger access and freight movement. Typical life expectancy is 25‐30 years, actual useful life can vary widely. In support of Map‐21 and asset management activities our elevators were evaluated for actual useful life considering: Age, Code status, Status of life cycle, Required level of maintenance, Operation, Frequency of use, Environmental conditions, and Use of new technology. Based on the evaluation 12 elevators are due for major work in the next 2‐5 years, 3 more are due in 6‐9 years and 4 will come due in 10‐15 years. In many cases elevators are the sole ADA access, by upgrading elevators at or near end‐of‐useful life, TriMet minimizes overall long term costs and maintains service at a higher level. Process will include evaluation of potential changes from hydraulic to machine room‐less (MRL) or hole‐less systems.

Work may require adjacent architectural changes, code upgrades, technological improvements and consideration for alternative site services during construction. This multi‐year program includes a program development phase, design and construction. Based on target end‐of‐life years. Delay of this program would result in higher overall life‐cycle costs and reduced elevator reliability. This will become an ongoing program with 1 or more elevators in design or construction each year. End‐of Useful life report is available

STATUS – Possible Bus Bridging costs yet to be determined.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 179,240 $ 5,637,448 $ 3,256,088 $ 2,355,846 $ 3,473,756 $ 14,902,378 $ 179,240 $ 5,637,448 $ 3,256,088 $ 2,355,846 $ 3,473,756 $ 14,902,378

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 179,240 $ $ 5,637,448 ‐ $ $ 3,256,088 ‐ $ $ 2,355,846 ‐ $ $ 3,473,756 ‐ $ $ 14,902,378 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 179,240 $ 5,637,448 $ 3,256,088 $ 2,355,846 $ 3,473,756 $ 14,902,378

Page ‐ 146 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Site/Property Improvements – Detailed Projects

Project Name: Platform End of Life/Refurbishment (New) Project ID: TBD Project Class: Facilities Priority: SR, RoD – High Start Date: 7/1/2017 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality  Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security  Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

Original platforms have reached typical end‐of‐life (30 years) and beyond. At this age basic systems will have been compromised and are no longer reliable. Full refurbishment in line with end‐of‐life as an asset management principle should result in long‐term lowest life‐cycle costs and minimize unplanned service disruptions. From this point on more platforms will reach end‐of‐life, resulting on an ongoing platform refurbishing program. That will continue and ultimately repeat refurbishing work as the cycle continues. At the same time, work will trigger ADA and other upgrades which will modernize our platforms and improve service to our customers

The first year of this program will establish base asset management & program requirements and develop a functional scheduling approach considering minimizing light rail service impacts STATUS Actual program costs to be evaluated in FY15‐FY16.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ ‐ $ 2,500,000 $ 2,500,000 $ 5,000,000 $ ‐ $ ‐ $ ‐ $ 2,500,000 $ 2,500,000 $ 5,000,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ ‐ $ 2,500,000 $ 2,500,000$ $ ‐ 5,000,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,500,000 $ 2,500,000 $ 5,000,000

Page ‐ 147 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Other System Improvements – Detailed Projects

Project Name: Strategic Asset Management Program Development (New) Project ID: TBD Project Class: Facilities Priority: E ‐ Medium Start Date: 7/1/2014 Completion Date: 6/30/2017 Project Type: Operating Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION In response to FTA Map 21, Facilities Management is incorporating asset management principals into maintenance programs. Facilities Management is estimated to have 30,000 assets. A very small portion of these assets are in MMIS and most of those assets are lacking base information such as age and relative condition. In addition, assets have varying criticality and may fit into different models for evaluation and lifecycle management. This project is intended to develop resources to support capital and maintenance forecasting in support of TriMet asset management programming. First two years of the project are exclusively consultant and possible contract staffing work (data collection/entry); third year would include hardware purchases  Identify strategic approach to growing FM asset management program  Identify most effective evaluation/life cycle tracking models for Facilities‐type assets  Provide resources for entry of assets into MMIS  Identify efficiencies and purchases support tools (eg GPS, RFID, handheld field entry devices)

These efforts will provide a foundation for long term facilities asset management in line with MAP 21 and provide flexibility to be responsive over time to agency goals and budget. PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life  Criticality Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset In response to FTA Map 21, Facilities Management is incorporating asset management principals into maintenance programs. Facilities Management is estimated to have 30,000 assets. A very small portion of these assets are in MMIS and most of those assets are lacking base information such as age and relative condition. In addition, assets have varying criticality and may fit into different models for evaluation and lifecycle management. STATUS – N/A

Page ‐ 148 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Other System Improvements – Detailed Projects

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 350,000 $ 500,000 $ 500,000 $ ‐ $ ‐ $ 1,350,000 $ 350,000 $ 500,000 $ 500,000 $ ‐ $ ‐ $ 1,350,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 350,000 $ 500,000 $ 500,000 $ ‐ $ $ ‐ $ ‐ 1,350,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 350,000 $ 500,000 $ 500,000 $ ‐ $ ‐ $ 1,350,000

Page ‐ 149 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management – Plumbing System – Detailed Projects

Project Name: Platform RP Valve Retrofit (New) Project ID: TBD Project Class: Facilities Priority: CMO ‐ Low Start Date: 7/1/2016 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life Criticality Operations Improvement Operating/Maintenance Efficiencies Safety/Security Ongoing Program Work Environment Improvement Construction/Work Disruption Efficiencies  Community Request  Improvement/New Asset

City of Portland Water Bureau is requiring different backflow vales at all platforms where power washing occurs (excluding the Yellow line, which is up to code). Because pressure washing systems can introduce chemicals into the water supply, acceptable backflow valves must meet a higher standard than those supplied for irrigation meters. Significant impacts include that the valve must be above ground level and therefore will require heat to avoid freezing and bursting potential.

We have several platforms where water service was compromised and the City will not allow service to resume until the backflows are changed. As part of this project it would be desirable to work out a timeline/agreement with the Water Bureau to allow platforms to remain online and to phase in retrofits over time. Costs shown are based on an informal estimate. STATUS Possible there may be some negotiation with the City of Portland, reducing costs or eliminating the project.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ 300,000 $ 700,000 $ 700,000 $ 1,700,000 $ ‐ $ ‐ $ 300,000 $ 700,000 $ 700,000 $ 1,700,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ $ 300,000 $ $ 700,000 $ ‐ $ 700,000 $ ‐ 1,700,000$ ‐ OtherTBD Source $ $ ‐ $‐ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 300,000 $ 700,000 $ 700,000 $ 1,700,000

Page ‐ 150 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Build Permanent Operator/Others Restrooms Project ID: 5614 Project Class: Facilities Priority: E ‐ High Start Date: Ongoing Completion Date: Ongoing Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Scott, R. PROJECT DESCRIPTION FY14 will be used to identify and evaluate all potential locations, determine feasibility (for example, whether land is needed and can be obtained) and prioritize based on feasibility/cost. FY15 and on the plan will be to replace one event‐style Porta‐Potty unit with a walk‐in restroom each year.

NE 42nd Ave/Halsey St.

PROJECT JUSTIFICATION MAP 21/Asset Management Lowest Lifecycle Costs End of Useful Life  Criticality  Operations Improvement  Operating/Maintenance Efficiencies  Safety/Security  Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request  Improvement/New Asset

Scattered throughout Trimet’s 575 square mile service area and 93 bus lines are 19 operator restrooms that are maintained as permanent TriMet assets for exclusive bus operator use. Most are strategically located at transit centers to serve multiple bus routes and many operators. These important assets are maintained by TriMet to provide a safe, clean and secure area for operators and other TriMet field staff. At this time, not all locations have needed restrooms or have temporary Porta‐ Potty facilities.

Page ‐ 151 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 193,420 $ 113,850 $ 117,835 $ 122,000 $ 126,227 $ 130,645 $ 610,557 $ 193,420 $ 113,850 $ 117,835 $ 122,000 $ 126,227 $ 130,645 $ 610,557

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 130,645 $ 610,557 TriMet Share $ 193,420 $ 113,850 $ 117,835 $ 122,000 $ 126,227 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 193,420 $ 113,850 $ 117,835 $ 122,000 $ 126,227 $ 130,645 $ 610,557

Page ‐ 152 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Project Name: Operator Layover Refurbishing Project ID: TBD Project Class: Facilities Priority: SGR ‐ Medium Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Facilities Management Project Manager: Papadopoulos PROJECT DESCRIPTION Refurbishing of Bus & Rail Operator Layover facilities.

An example of outdated and high level of wear found at some layover locations across the district.

PROJECT JUSTIFICATION  MAP 21/Asset Management  Lowest Lifecycle Costs  End of Useful Life Criticality Operations Improvement Operating/Maintenance Efficiencies Safety/Security  Ongoing Program  Work Environment Improvement Construction/Work Disruption Efficiencies Community Request Improvement/New Asset

TriMet has 24 Bus & Rail Operator Layover facilities, which typically includes a small break room plus bathrooms. These facilities sustain a high level of wear and need periodic refurbishing every 7‐10 years to restore surfaces and provide minor needed upgrades. Sunset and Gresham Central layovers were completed in 2013; an ongoing program will require refurbishing of 2‐3 layovers every year. FY14 funding is targeted for an evaluation of layovers with recommendations and prioritization.

Page ‐ 153 Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management Facilities Management ‐ Building Area/Component – Detailed Projects

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 260,000 $ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 260,000

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 52,000 $ 260,000 TriMet Share $ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 260,000

Page ‐ 154 Capital Asset Management& Investment Program Facilities – Customer & Operations Environmental

Environmental ‐ Storm Water Underground Injection Control (UIC) Program The Oregon Department of Environmental Quality (DEQ) and the Environmental Protection Agency (EPA) oversee and enforce environmental rules regarding the installation and operation of underground injection control (UIC) devices, also known as ‘drywells.’ Unlike many storm water devices, which drain to surface water (streams or creeks), UICs discharge water from paved areas to groundwater. The UIC rules are more stringent than other Clean Water Act standards because the intent is to protect groundwater as drinking water source and must, instead, comply with the Safe Drinking Water Act.

TriMet currently owns and operates over 140 drywells, which have been inventoried and registered with DEQ. A preliminary assessment begun in 2002 revealed that many of TriMet’s drywells, installed 30 or more years ago, were built without pre‐treatment, drain poorly, and do not meet basic design and operation criteria.

As a result, in 2003, TriMet applied to DEQ for an area‐wide permit to cover all TriMet UICs. This permit, when issued, would provide a legal shield from third‐party lawsuits related to groundwater protection, and would allow TriMet to develop a staged approach to fixing non‐compliant UICs. With this permit also comes increased monitoring, maintenance and management of these systems. Many local municipalities with large numbers of UICs also applied for a permit.

Since applying for this permit, DEQ has struggled with funding the UIC program as well as working through the many issues applicants and other interested parties had (e.g., Oregon DOJ, EPA, environmental advocacy groups) around the implementation and compliance implications of the permit templates that were developed. In 2012, DEQ had turnover in management and staff working on their UIC program, which resulted in a paradigm shift of sorts and a revised permit template that resolved many of the remaining issues TriMet and others had with the permit. DEQ has since issued several permits to other county and city governments. The major capital improvements originally anticipated should no longer be needed so future funding was reduced. Consulting and construction work are still anticipated when the permit is issued, though the exact scope is unclear at this point. There has been no clear timeline set for TriMet’s permit issuance.

Environmental ‐ Storm Water UIC Program ‐ Impact to the Budget The work for this program can be broken down as follows:

1. Permit application submittals and negotiations with DEQ to permit issuance 2. Preparation and submission of permit‐required plans (e.g., System‐Wide Assessment, UIC Management Plan, Sampling & Analysis Plan, Decommissioning Plan) 3. Ongoing annual monitoring, sampling, analytical analyses, and reporting 4. Capital repairs , including planning, design and construction

Page ‐ 155 Capital Asset Management& Investment Program Facilities – Customer & Operations Environmental Environmental ‐ Storm Water UIC Program ‐ Impact to the Budget In FY14 (a carryover from FY13), the following tasks with their estimated costs anticipated:

Legal assistance with DEQ negotiations $ 40,000 Consulting assistance with Plans, DEQ negotiations $ 30,000 Capital improvements $ 40,000 Annual monitoring and sampling $ 40,000 $ 150,000

Due to the uncertainty of this program these costs could begin in FY14 or FY15.

Environmental ‐ Storm Water UIC Program Summary

Project Name: Storm Water Underground Injection Control (UIC) Program Project ID: 7568 Project Class: Facilities Priority: S ‐ High Start Date: Ongoing Completion Date: 6/30/2018 Project Type: Operating Budgeted Dept: Safety & Security – Environmental Services Project Manager: Colleran

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ ‐ $ 1,500,000 $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ ‐ $ 1,500,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 250,000 $ 500,000 $ $500,000 $ $250,000 $ ‐ $ ‐ $ ‐ 1,500,000$ ‐ Other TBDSource $ $ ‐ $‐ $ ‐ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ ‐ $ 1,500,000

Page ‐ 156 Capital Asset Management& Investment Program Facilities – Customer & Operations Environmental Environment Projects – All Facilities Maintenance Environmental

Project Name: All Facilities Maintenance Environmental Project ID: 4557 Project Class: Facilities Priority: SGR ‐ High Start Date: Ongoing Completion Date: Ongoing Project Type: Operating Budgeted Dept: Safety & Security – Environmental Services Project Manager: Oremland PROJECT DESCRIPTION Upgrades and repairs to environmental infrastructure and equipment as a result of regulatory requirements, changes or unplanned failure. Systems include storm water, wastewater, underground and above ground tank and piping systems, air quality systems and others. Additionally, new focus is needed for stormwater bioswale maintenance and upgrades, due to their specialized environmental function, visibility, and increasing regulatory obligations. Bioswale maintenance and improvement landscapers have been contracted to fill this gap and addition funding is required for this new program.

Planned projects include: AST tank inspections and upgrades Tank monitoring system upgrades Stormwater swale improvements, increased maintenance

PROJECT JUSTIFICATION Upgrades and repair are necessary as a result of regulatory requirements, changes and/or unplanned failure. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 125,000 $ $ 125,000 ‐ $ $ 125,000 ‐ $ $ 125,000 ‐ $ $ 125,000 ‐ $ $ 625,000 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000

Page ‐ 157 Capital Asset Management & Investment Program Facilities – Customer & Operations Line 8 Bus Turnaround & Layover Facility Line 8 Bus Turnaround & Layover Facility Partial Carryover

Project Name: Line 8 Bus Turnaround & Layover Facility Project ID: TBD Project Class: Facilities Priority: E ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Capital Projects – Bus Stop Development Project Manager: Baldwin PROJECT DESCRIPTION Acquire property, design and construct a combined layover, turnaround and restroom facility, for bus line 8. Facility will be located in NE Portland near the current line 8 layover. PROJECT JUSTIFICATION Providing a centrally located layover facility saves TriMet an estimated $500K annually in operating costs when compared to our old location on Middlefield Rd and Vancouver Way. It is cost neutral (save utilities and cleaning) when compared to our current layover on Dekum (that we will be vacating due to neighborhood opposition and lack of a secured restroom). The transitory nature of many of our layovers and restroom agreements with local businesses is frequently problematic. Changes are often made on the fly in response to changing development patterns, unhappy neighbors, cancelled restroom agreements etc. Building a facility provides permanence, enhancing operational consistency and improving schedule reliability. A guaranteed restroom enhances operator safety and comfort.

In concert with Real Property and Service Planning, we are currently searching for available properties that both meet operational and circulation requirements and are appropriately located to maximize routing efficiency. The search process should produce 2 or 3 viable options for advancement in 2014.

FY 2014 – Select site. Initiate property acquisition and preliminary design maintain ($150k in 2014 budget for conceptual design, environmental work, etc.) FY2015 – acquire ROW, advance design and permits. FY 2016 – Construction STATUS Narrowing process has been completed. Public outreach underway. Conceptual design initiated. Budget increase requested. Total: $2,097,000 (from $900,000)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 250,000 $ ‐ $ ‐ $ ‐ $ 250,000 Current Year $ 700,000 $ 1,147,000 $ ‐ $ ‐ $ ‐ $ 1,847,000 $ 950,000 $ 1,147,000 $ ‐ $ ‐ $ 2,097,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 950,000 $ 1,147,000 $ ‐ $ ‐ $ ‐ $ 2,097,000 TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Other Source $ 950,000 $ 1,147,000 $ ‐ $ ‐ $ ‐ $ 2,097,000

Page ‐ 158 Capital Asset Management & Investment Program Facilities – Customer and Operations Orenco Station Orenco Station Safety Updgrades

Project Name: Orenco Station Platform Upgrades Project ID: TBD Project Class: Facilities Priority: S ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2016 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Saporta PROJECT DESCRIPTION Safety and security improvements at Orenco Station Platform.

PROJECT JUSTIFICATION The projects includes safety and security improvements and some refurbishing at Orenco Station. Improvements include such things as lighting upgrades, crossing safety improvements and railings. This work will coincide with new, public improvements at Orenco Station by the City of Hillsboro and new apartment buildings by private developers. The City improvements include a new public plaza and road adjacent to the station and further described in an Intergovernmental Agreement between the City of Hillsboro and TriMet. Private developers are building over 1000 new housing units in the vicinity by 2015. This includes redevelopment of TriMet’s surface Park and Ride into a structured Park & Ride with 225 apartment units above it.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 203,280 $ 377,130 $ ‐ $ ‐ $ ‐ $ 580,410 $ 203,280 $ 377,130 $ ‐ $ ‐ $ ‐ $ 580,410

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 203,280 $ 377,130 $ ‐ $ ‐ $ ‐ $ 580,410$ Other SourceTBD $ $‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ ‐ $ 203,280 $ 377,130 $ ‐ $ ‐ $ ‐ $ 580,410

Page ‐ 159 Capital Asset Management & Investment Program Facilities – Customer & Operations Ruby Junction Reuse Ruby Junction Reuse (Hughes, Fugman Acquisitions) w/ CRC Project

Project Name: RJ building reuse (Hughes, Fugman acquisitions) With CRC Project Project ID: TBD Project Class: REM Priority: E ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Facilities Management Project Manager: Griffiths, J. PROJECT DESCRIPTION Two properties have been acquired at Ruby Junction west of Eleven Mile Ave. for light Rail projects (PMLR and CRC) that include buildings that will not be demolished. This project is to modify these buildings for reuse by TriMet maintenance. It includes upgrading building systems to meet TriMet’s usual safety, security and sustainability standards for similar facilities. The main buildings are the former Hughes construction building, about 10,000 square feet on 2 floors acquired for the CRC project and the former Fugman “Parts and Pieces” building, about 10,000 square feet on one level acquired for the PMLR project. There is also a house and garage on the Hughes site. This project assumes that CRC will reduce the size of both these buildings to facilitate the completion of the west LRV storage yard in 2017. Improvements will be made to both buildings but only to the portions of the buildings to remain.

PROJECT JUSTIFICATION With the expansion of the MAX system, PMLR and CRC, space needs for maintenance activities are also increasing. There is no longer room to expand maintenance activities within the Ruby Main and Ruby South shops. Reusing existing vacant buildings is the most economical way to meet REM’s growing need for unit rebuilding and LRV parts storage space.

STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000

Page ‐ 160 Capital Asset Management & Investment Program Facilities – Customer & Operations Union Station Area Bus Layover & Turnaround Union Station Area Bus Layover and Turnaround

Project Name: Union Station Area Bus Layover and Turnaround Project ID: TBD Project Class: Facilities Priority: E ‐ Low Start Date: 7/1/2016 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Lehto PROJECT DESCRIPTION  Design for 40’ bus vehicle  Overlay pavement that is not reconstructed to limits in sketch  Design Pavement Section: 18” Aggregate, 6” ATB, 8” AC  Road widths to stay the same  All sidewalks on Union Station side of NW Station Way will remain  No signalization other than signage required at turnaround  Improvements limited to turnaround and up to 250’ in each direction  Building facade will need reconfiguration due to amount of sidewalk being approaching the turnaround removed for turnaround  Street section currently not adequate to support additional bus traffic.

Project Scope: Design/Construct intersection of NW Station Way and NW Marshall Street to accommodate a Bus Turnaround and parking for Mall Operations. Design incorporates two levels of improvements, full street reconstruction of the intersection to support bus movements, and an AC overlay to the limits of construction. Work also includes relocation/adjustment of effected utilities, drainage improvements, and restriping of the existing streets. Some enhancements may be required to the existing building façade following the construction of the new curb line at the south corner. PROJECT JUSTIFICATION Bus capacity at North Terminal and adjacent on‐street spots was reduced from 23 (20 on site, 3 on street) to 9 buses due to the Portland Mall project. This capacity will meet needs at startup, but it requires interim on‐street layover location for buses (e.g., SW Broadway and W Burnside) and on‐street dwell locations for pullouts from garages (e.g., on Burnside Bridge, at NW Everett and Broadway). On‐street locations are subject to removal due to impacts on adjacent uses and traffic/security conditions. Therefore, it is good to have a more permanent solution. In addition, space is needed for special events and bus chaining during inclement weather. As the area around North Terminal redevelops, there would likely be interest in moving the bus layover. The proposed location is between railroad tracks and a parking garage. Restroom and break room would be provided in the Smart Park garage.

STATUS – Development in the area has changed the availability of space and turnaround options for buses. Additional analysis must be conducted to identify the needs and timing for those needs, alternatives to meet those needs, and a preferred alternative to pursue. $125,000 in OTO TriMet General Fund for FY16 is requested to support this study for design and analysis support to supplement staff. Construction cost is assumed, not based on an actual estimate. Date of FY2017 assumes pursuit of Connect Oregon or similar funds which TriMet would need to match (20% match shown for planning purposes).

Page ‐ 161 Capital Asset Management & Investment Program Facilities – Customer & Operations Union Station Area Bus Layover & Turnaround Union Station Area Bus Layover and Turnaround (continued)

Project Name: Union Station Area Bus Layover and Turnaround Project ID: TBD Project Class: Facilities Priority: LSI ‐ Low Start Date: 7/1/2016 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Lehto

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ ‐ $ 125,000 $ 2,000,000 $ 2,125,000 $ ‐ $ ‐ $ ‐ $ 125,000 $ 2,000,000 $ 2,125,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ ‐ $ ‐ $ 125,000 $ 400,000$ $ ‐ 525,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ 1,600,000 $ 1,600,000 $ ‐ $ ‐ $ ‐ $ 125,000 $ 2,000,000 $ 2,125,000

Initial sketch concept for turnaround location:

Page ‐ 162 Capital Asset Management & Investment Program Facilities – Customer & Operations Rail MOW Central Shop Co‐Location Rail MOW Central Shop Co‐Location CARRYOVER

Project Name: Rail MOW Central Shop Co‐Location Project ID: TBD Project Class: Facilities – Customer & Operations Priority: E ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Capital Projects Project Manager: Unsworth PROJECT DESCRIPTION The Portland‐Milwaukie Light Rail Project provided the impetus to review the location of rail maintenance of way facilities and dispatching time required. As described below, the original location was not pursued and other choices are under review.

PROJECT JUSTIFICATION A more central location will improve response time for incidents along the alignment.

STATUS TriMet initially selected a location near the Portland‐Milwaukie Light Rail Project alignment in southeast Portland. The City of Portland expressed concern regarding land dedicated to parking and a one‐story building in the central eastside poised for re‐development. TriMet studied the questions raised and decided to continue searching for a suitable location.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 2,631,612 $ 2,631,612 Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,631,612 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,631,612

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 2,631,612 $ ‐ $ ‐ $ ‐ $ $ ‐ $ ‐ 2,631,612$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 2,631,612 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,631,612

Page ‐ 163 Capital Asset Management & Investment Program Facilities – Customer & Operations Center Street Building – End of Life Maintenance Work Center Street Building – End of Life Maintenance Work CARRYOVER

Project Name: Center Street Building – End of Life Maintenance Work Project ID: 4644 Project Class: Facilities Priority: SGR ‐ High Start Date: 7/1/2013 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Bradley PROJECT DESCRIPTION Building façade, replacement of all of the windows, greater fire suppression, additional HVAC and electronic equipment  Construction ‐ $2,216,745  Soft Costs ‐ $465,516  Contingency ‐ $737,622  Escalation ‐ $0

PROJECT JUSTIFICATION The Center Street building is in need of additional maintenance work as part of the remodel. The remodeling work is expected to be completed by the end of February 2014. However, some deferred work may be done in FY 2015. The $100,000 includes carryover from the prior year.

STATUS Center Street is scheduled to be re‐occupied in the first quarter of 2014. After employees move in, additional work may be required.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 100,000 $ 100,000 Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 100,000 $ ‐ $ ‐ $ ‐ $ $ ‐ $ ‐ 100,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000

Page ‐ 164 Capital Asset Management & Investment Program Facilities – Customer & Operations Center Street Building – First Floor Center Street Building – First Floor CARRYOVER

Project Name: Center Street Building – First Floor Project ID: 4645 Project Class: Facilities Priority: E ‐ Medium Start Date: 7/1/2013 Completion Date: 6/30/2015 Project Type: Capital Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Bradley PROJECT DESCRIPTION Remodel of the Bull Pen, Lobby Area and East End Entrance  Construction ‐ $1,226,696  Soft Costs ‐ $480,276  Contingencies ‐ $565,541  Escalation ‐ $68,175

PROJECT JUSTIFICATION With the new 200‐space parking lot being built to the northeast of the Center Street building, the entry door on the east end of the building will become a significant entry point for the building. This entry, the lobby and bull pen need to be modified to respond to and support the PMLR project remodeling. This request covers design and construction costs to occur in step with PMLR remodeling work. STATUS The first floor will be the last portion of the Center Street remodeling work to be completed. Employees are scheduled to move back into the building in the first quarter of calendar 2014. Once employees are back in the building additional work may be required. The $150,000 represents carryover from the prior year.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 150,000 $ 150,000 Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 $ ‐ $ ‐ $ ‐ $ 150,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000

Page ‐ 165 Capital Asset Management & Investment Program Facilities – Customer & Operations Summary Facilities – Customer & Operations

Total Facilities ‐ Customer & Operations FY15 FY16 FY17 FY18 FY19 FY15-FY19 Customer Facilities Bus Stop Development $ 685,000 $ 712,400 $ 740,896 $ 770,532 $ 801,353 $ 3,710,181 Neighborhood Shelters Replacement 30,000 30,000 30,000 30,000 30,000 150,000 Neighborhood Shelters Refurbishment 100,000 100,000 108,000 108,000 108,000 524,000 Bus Shelters (Facilities Maintenance) 6,250 6,250 6,250 6,250 6,250 31,250 Customer Information Services 55,000 55,000 55,000 80,000 55,000 300,000 500,000 250,000 ‐ ‐ 750,000 Portland Mall Shelters ‐ Bike Parking Modernization ‐ Strategic Updates 176,400 ‐ ‐ ‐ ‐ 176,400 East Portland Active Transportation to Transit: Bike Parking 400,000 ‐ ‐ ‐ ‐ 400,000 Westside Bike & Rides ‐ 287,525 1,628,047 ‐ ‐ 1,915,572 Bike to Transit Facilities 25,000 25,750 26,523 27,318 28,138 132,729 Blue Line Station Rehabilitation 206,274 2,463,000 2,463,000 2,463,000 2,256,726 9,852,000 On‐Street Maintenance 100,000 100,000 100,000 100,000 100,000 500,000 Bus E‐Paper Pilot ‐ ‐ 80,000 40,000 ‐ 120,000 Lloyd District Transit Tracker 15,000 15,000 15,000 15,000 15,000 75,000 Park & Ride Signage Share 25,000 25,000 25,000 25,000 25,000 125,000 Rail Pedestrian Safety Enhancements 200,000 500,000 500,000 ‐ ‐ 1,200,000 100,000 400,000 Respond to ADA Audit ‐ 100,000 100,000 100,000 Customer Facilities Subtotal $ 2,023,924 $ 4,919,925 $ 6,127,716 $ 3,765,100 $ 3,525,467 $ 20,362,132

Page ‐ 166 Capital Asset Management & Investment Program Facilities – Customer & Operations Summary Facilities – Customer & Operations (continued)

Total Facilities ‐ Customer & Operations FY15 FY16 FY17 FY18 FY19 FY15-FY19 Operating Facilities Facilities Management Building Area/Components$ 1,344,336 $ 4,644,289 $ 1,869,363 $ 5,750,757 $ 5,179,909 $ 18,788,654 Electrical Equipment & Systems ‐ 70,000 265,000 ‐ 40,000 375,000 HVAC Equipment & Systems 589,939 577,993 215,993 479,816 ‐ 1,863,741 Lifting Equipment & Systems 426,240 6,111,088 3,534,597 2,530,853 3,818,720 16,421,498 Plumbing Systems ‐ 60,000 77,000 300,000 77,000 700,000 77,000 700,000 77,000 1,760,000385,000 Pump &Safety/Hazmat Dispensing Systems Systems 77,000 ‐ 6,193 99,758 121,272 ‐ 227,223 Site/Property Improvements 2,468,659 2,981,396 3,542,618 2,735,709 2,783,567 14,511,949 Other Equipment & Systems 366,000 610,000 1,000,000 ‐ ‐ 1,976,000 Facilities Management Subtotal$ 5,272,174 $ 15,137,959 $ 10,904,329 $ 12,395,407 $ 12,599,196 $ 56,309,065

Environmental All FacilitiesStorm Maintenance Water UIC Program Environmental$ 125,000 250,000$ 125,000 500,000$ 125,000 500,000$ 125,000 250,000$ 125,000 $ ‐ 625,0001,500,000 Environmental Subtotal$ 375,000 $ 625,000 $ 625,000 $ 375,000 $ 125,000 $ 2,125,000

Other Projects Line 8 Bus Turnaround & Layover Facility 700,000 1,147,000 ‐ ‐ ‐ 1,847,000 Orenco Station Platform ‐ Safety Upgrades 203,280 376,920 580,200 RJ Building Reuse 500,000 ‐ ‐ ‐ 125,000 2,000,000 ‐ ‐ 2,125,000500,000 Operating FacilitiesUnion Subtotal Station Area Bus Layover $ 7,050,454 $ 17,286,879‐ $ 11,529,329 ‐ $ 12,895,407 $ 14,724,196 $ 63,486,265

Funding Sources Grants$ (408,388) $ (225,984) $ (1,279,588) $ ‐ $ ‐ $ (1,913,960) TriMet (8,665,990) (21,980,820) (16,377,457) (16,660,507) (18,249,663) (81,934,437) Funding Sources Grand Total $ (9,074,378) $ (22,206,804) $ (17,657,045) $ (16,660,507) $ (18,249,663) $ (83,848,397) $ $ 22,206,804 $ 17,657,045 $ 16,660,507 $ 18,249,663 $ 83,848,397 FACILITIES ‐ CUSTOMER & OPERATIONS CURRENT YEAR TOTAL 9,074,378

Page ‐ 167 Capital Asset Management & Investment Program Facilities – Customer & Operations Summary Facilities – Customer & Operations (continued)

Total Facilities ‐ Customer & Operations FY15 FY16 FY17 FY18 FY19 FY15-FY19 CARRYOVERS All Facilities Maintenance Environmental$ 65,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 65,000 Blue Line Station Rehab (formerly 'Renew the Blue ' 2,256,726 ‐ ‐ ‐ ‐ 2,256,726 Bus On‐Street Related Maintenance 21,109 ‐ ‐ ‐ ‐ 21,109 Bus Shelter Replacement 213,000 ‐ ‐ ‐ ‐ 213,000 Center Street Building ‐ End of Life Maintenance Work 100,000 ‐ ‐ ‐ ‐ 100,000 First Floor 150,000 ‐ ‐ ‐ ‐ 150,000 Center Street Building ‐ Eastside MAX Projects 1,155,501 ‐ ‐ ‐ ‐ 1,155,501 Facilities ‐ Bus Transit Centers and Park & Rides Maint. 15,000 ‐ ‐ ‐ ‐ 15,000 Facilities ‐ Concession Services Development ‐ Beaverton 32,000 ‐ ‐ ‐ ‐ 32,000 Facilities ‐ Light Rail Stations, P&R, TC Maintenance 80,000 ‐ ‐ ‐ ‐ 80,000 Facilities ‐ MAX, WES, Shops Maintenance ‐ Elmonica 95,768 ‐ ‐ ‐ ‐ 95,768 ‐ Ops & Admin Fac ‐ Center Maintenance 84,863 ‐ ‐ ‐ ‐ 84,863 Facilities Facilities ‐ Ops & Admin Fac ‐ Merlo Admin 43,954 ‐ ‐ ‐ ‐ 43,954 Facilities ‐ Ops & Admin Fac ‐ Merlo Maintenance 99,876 ‐ ‐ ‐ ‐ 99,876 Facilities ‐ Ops & Admin Fac ‐ NW Nela ATP 18,548 ‐ ‐ ‐ ‐ 18,548 Facilities ‐ Ops & Admin Fac ‐ Powell Maintenance 159,169 ‐ ‐ ‐ ‐ 159,169 Facilities ‐ Painting Interior Various Loacations 330,169 ‐ ‐ ‐ ‐ 330,169 Facilities ‐ Permanent Operator Restrooms at End of Route 139,955 ‐ ‐ ‐ ‐ 139,955 Line 8 Bus Turnaround & Layover Facility 250,000 ‐ ‐ ‐ ‐ 250,000 Neighborhood Shelter Refurbishment 8,998 ‐ ‐ ‐ ‐ 8,998 Neighborhood Shelter Replacement 41,996 ‐ ‐ ‐ ‐ 41,996 5,036 Park & Ride Signage & Shared Use Support 5,036 ‐ ‐ ‐ ‐ Rail MOW Central Shop co‐location 2,631,612 ‐ ‐ ‐ ‐ 2,631,612 Rail Pedestrian Safety Enhancements 162,839 ‐ ‐ ‐ ‐ 162,839 Respond to ADA Audit 100,000 ‐ ‐ ‐ ‐ 100,000 Stormwater UIC Permit 149,832 ‐ ‐ ‐ ‐ 149,832 Sunset Transit Center ‐ Platform Pavers Replacement 268,332 ‐ ‐ ‐ ‐ 268,332 Washington& OPERATIONS Park ‐ Station CARRYOVER Finishes & TOTAL Landscaping$ 9,333,315 $ 654,032 ‐ $ ‐ ‐ $ ‐ ‐ $ ‐ ‐ $ ‐9,333,315 654,032 FACILITIES ‐ CUSTOMER FACILITIES ‐ CUSTOMER & OPERATIONS GRAND TOTAL $ 18,407,693 $ 22,206,804 $ 17,657,045 $ 16,660,507 $ 18,249,663 $ 93,181,712

Page ‐ 168 SECTION 6 – TECHNOLOGY SYSTEMS

This page left intentionally blank. Capital Asset Management & Investment Program Technology Systems Operations Control & Communication Systems

Technology Systems – Operations Control & Communication Systems

Bus Dispatch System Beginning in FY09 ‐ TriMet began replacement of the failing and rapidly aging Bus Dispatch System. The replacement of the dispatch system is concurrent with replacement and narrow banding of the radio systems mandated by the Federal Communications Commission (FCC). The new Computer Aided Dispatch (CAD)/Automatic Vehicle Location (AVL) system in undergoing final pilot testing and installation of the entire bus fleet. Final cutover is scheduled to occur in the spring 2013. Warranty payments will be made over the next three fiscal years. Condition of asset is new.

Qty YEAR REPLACE- FY OF ACTION YEAR MENT FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS

Bus Dispatch System and TriMet Radios System replacement program contract - fixed route & radios $ 385,000 $ 385,000 $ 385,000 $ 1,155,000 program management/eng. svcs. (consultant + staff) [CAD/AVL servers & workstations listed in IT Foundation] Bus Dispatch System Equipment

Equipment will be inventoried upon completion of the project

BUS DISPATCH TOTAL $ 385,000 $ 385,000 $ 385,000 $ - $ 1,155,000 LIFT Dispatch System The LIFT/MDT project is upgrading the dispatch system for LIFT vehicles. Installation and completion of pilot will occur in the spring of 2013. Warranty payments will be made over the next three fiscal years. Condition of asset is new.

Qty YEAR REPLACE- FY OF ACTION YEAR MENT FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS

Paratransit Improvements LIFT MDT, Dispatch & Communications System $ 72,000 $ 72,000 $ 72,000 $ 216,000

Equipment will be inventoried upon completion of the project.

LIFT DISPATCH TOTAL $ 72,000 $ 72,000 $ 72,000 $ - $ 216,000

Page ‐ 171 Capital Asset Management & Investment Program Technology Systems Operations Control & Communication Systems Rail Control & SCADA Systems The Rail Control & SCADA Systems are broken up into four areas or specific projects. Below is a breakdown of the areas/projects with information or notes that relate to the table that follows:

 MAX Fiber Optic Cable System – Power supplies and batteries are replaced as need as part of the maintenance budget. SONET equipment is in process of being decommissioned and funded by the CCTV in order to better support IP network.

 Tunnel Radio System – Bi‐Directional Amplifier system is being replaced as part of BDS/Radio Replacement project and has an estimated 20 year life. Completion of this element expected in FY2013.

 MOW Type 1 Substation Transition to Ethernet – An engineering study is needed to determine cost and time frame to connect type 1 substations to the Ethernet Network. The connection is needed to provide remote management capabilities that are not currently available.

 MAX Orange Line Improvements – Orange line costs to be updated as contracts bid and are awarded.

Qty YEAR ACTION REPLACE- FY TECHNOLOGY EQUIPMENT SYSTEMS OF NEEDED YEAR MENT 2015-2019 PURCHASE NEEDED CYCLE FY15 FY16 FY17 FY18 FY19 TOTALS RAIL CONTROL & SCADA SYSTEMS MAX Fiber Optic Cable System Communications Node Power Supplies (44/7/12) 63 1998/02/05 $ - Communications Node Batteries (110/20/30) 160 1998/02/05 $ - Fiber Optic Cable 1998/02/05/09/14 $ - SONET Ethernet Equipment 43 2007 10yr $ - MAX Fiber Optic Cable System Total $ - $ - $ - $ - $ - Tunnel Radio System Bi-directional Amplifier Modification 2012 20 yr $ - Tunnel Radio System Total $ - $ - $ - $ - $ - REPLACEMENT TOTAL (TriMet Capital Funds) $ - $ - $ - $ - $ -

IMPROVEMENT

MOW Type 1 Substation Transition to Ethernet No projects at this time $ - MOW Type 1 Substation Transition to Ethernet Total $ - $ - $ - $ - $ - MAX Orange Line improvements Control Center Relocation (Estimated amount only) $ 500,000 $ - $ 500,000 AIM Upgrade--ARINC Contract (Estimated amount only) $ 500,000 $ 500,000 Orange Line Comm Contract (Bid Prices--Siemens Contract) $ 1,380,000 $ 1,840,000 $ 3,220,000 MAX Orange Line improvements Total $ 2,380,000 $ 1,840,000 $ - $ - $ 4,220,000

RAIL CONTROL & SCADA SYSTEMS TOTAL $ 2,380,000 $ 1,840,000 $ - $ - $ 4,220,000

Improvement Total TRIMET CAPITAL (Orange Line) $ 2,380,000 $ 1,840,000$ $ - $ - $ 4,220,000$ 6,600,000 RAIL CONTROLREPLACEMENT AND SCADA& IMPROVEMENT SYSTEMS TOTALTOTAL (TriMet Capital Only) $ 2,380,000 $ 1,840,000 $ - $ - $ 4,220,000$ - The PMLRMAX GRANT Orange FUNDING Line Improvement project is not part of the Capital Program appropriations$ 2,380,000 as 1,840,000 it is PMLR funded, but listed here as it is a part of the Rail Control & SCADA Systems.

Page ‐ 172 Capital Asset Management & Investment Program Technology Systems Operations Control & Communication Systems Radio & Microwave Communication Systems The Microwave Systems category of Technology CAMIP encompasses the wireless communication equipment that transports radio traffic between TriMet buildings & tower sites. The radio system services used by field personnel and TriMet service vehicles requires the microwave system in order to deliver those services. Condition of equipment is based on age.

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT FY ITC Subcategory: MICROWAVE SYSTEMS YEAR OF ACTION YEAR MENT AGE CONDITION FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS

Center - Microwave Backhaul to Council Crest - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Center - Microwave Backhaul to Mt. Scott - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Council Crest - Microwave Backhaul to Center - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Mt. Scott - Microwave Backhaul to Center - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Mt. Scott - Microwave Backhaul to Ruby - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Ruby - Microwave Backhaul to Mt. Scott - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Mt. Scott - Microwave Backhaul to Bald Peak - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Bald Peak - Microwave Backhaul to Mt. Scott - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Mt. Scott - Microwave Backhaul to Powell - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Powell - Microwave Backhaul to Mt. Scott - Harris Constellation Microwave Switch 1 2000 Replace 2015 14 13 5 $40,000 $ 40,000 Center - Microwave Backhaul - Constellation Microwave Switch Spares 1 2000 Replace 2015 14 13 5 $60,000 $ 60,000 Center - Microwave Backhaul - Constellation Microwave Switch Migration Equipment 1 2000 Replace 2015 14 13 5 $20,000 $ 20,000 Power and Antenna Equipment Varies N/A Replace 2016 Varies Varies Varies $0 $10,000 $10,000 $10,000 $10,000$ 40,000 MICROWAVE SYSTEMS TOTAL $ 480,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 520,000 Improvement Project TriMet requires a second microwave connection from Council Crest microwave tower site to an existing TriMet site where TriMet's network currently exists. Currently Council Crest only connects to Center Street, so this improvement would provide a 2nd path from Council Crest to Washington Park communication facilities. This insures that if the connection between Center and Council Crest fails, the Council Crest radio tower site will remain operational via the 2nd Washington Park microwave connection. This provides more reliability for the new radio system installed as part of the CAD/AVL project and other agency communications that use the Council Crest tower site as a communication point.

IMPROVEMENTS ITC Subcategory: MICROWAVE SYSTEMS FY15 FY16 FY17 FY18 FY19 2015-2019 New Council Crest to Washington Park Microwave Connection $25,000 0 0 0 $25,000

Page ‐ 173 Capital Asset Management & Investment Program Technology Systems Fare Systems

Technology Systems – Fare Systems

Fare Systems consist of a wide variety of components and software and are broken down into five different discipline areas as described in each of the headings below.

Electronic Fare Collection (eFare) System TriMet is replacing its twenty five year old, nineteenth century technology fare collection system with an account based electronic fare collection system that reduces reliance on mechanical equipment like transit vending machines and fare boxes. Customers will be offered stored value accounts and the ability to load transit fares onto cards by smart phone, at retail stores, and online. Payment will be made when customers tap a validator (low cost equipment with no moving parts and commercial off the shelf technology) on buses and at light rail stations.

Unbanked, under‐banked, or micro purchase customers will be able to load accounts with cash and even pay for one ride at a time at multiple retail locations. There will be no fees for customers to load accounts. Extended use contactless cards will be widely distributed throughout the region. Initially, cards will be free. The system will automatically calculate a maximum adult fare of $5 a day and $100 a month (today’s fare levels). Transferring will be managed electronically.

TriMet will be the first agency in America to invest in an account based contactless electronic fare system that eschews expensive capital equipment to collect fares. We estimate that we have cut system replacement costs in half with this approach. Instead of purchasing new bus fareboxes at a cost of $10 million, TriMet has refurbished its twenty eight year old fareboxes for $3.2 million. Instead of purchasing new transit vending machines (TVMs) at a cost of $20 million, TriMet will retrofit and simplify the TVMs it already has for a cost of approximately $1 million.

TriMet decided on the electronic account based approach after determining that it cost $.27 to collect each dollar of fares from TVMs and cash collection from fareboxes is $.10 of every dollar collected, while sales costs at retail outlets are $.05 on each dollar collected. and even credit card fees are less than 4%.

TriMet expects that the annualized cost of the new system will be paid for by reductions in cash collection costs, and fare revenue loss caused by paper transfers and other fare instruments that can be fraudulently duplicated and are difficult for bus operators to read.

The budget includes costs of integrating CTRAN and Streetcar’s systems; TriMet is working with both agencies on payment terms.

Farebox System TriMet replaced the fareboxes on its fixed‐route bus fleet in FY12, including a current‐technology farebox revenue accounting system back‐end. In FY13, the bus fareboxes was supplemented by a transfer/fare receipt printer, replacing tissue‐paper cutter‐bar transfers used previously. The future eFare system as installed on TriMet buses will "stand‐alone" from the farebox, and the farebox/transfer printer system will be retained as the fare collection system for fixed‐route bus riders who pay cash.

Page ‐ 174 Capital Asset Management & Investment Program Technology Systems Fare Systems Farebox System (continued) Due to the recent investment in renewal/upgrade of the bus farebox system, no capital replacement needs are forecasted for the system through FY18.

Ticket Vending Machine (TVM) System TriMet has 225 TVMs installed at 86 MAX light rail and 5 WES stations. In FY13, 120 of the oldest TVMs ("Type 3") were replaced with refurbished "Type 6" TVMs. The remaining 105 TVMs were procured in 2008 and consist of 36 "Type 5" TVMs installed at Mall and I‐205 MAX stations, and 69 "Type 4" credit/debit card‐only TVMs. The Type 5 and 6 TVMs accept cash and make change, as well as credit/debit card payment. (Type 4 card‐ only TVMs are used only at platforms where a Type 5 or 6 full‐service TVM is also available.) Associated with each TVM, is an electro‐mechanical validator unit used to validate advance‐purchased paper ticket fares. This type of fare product will no longer be used when eFare begins operation, meaning that the current‐era validator units will be removed.

Replacement of the current‐generation TVM system is envisioned subsequent to the eFare implementation, potentially with a smaller, lower‐ maintenance type of TVM designed to vend single fares for occasional riders. This may be budgeted and expensed under the eFare project. During the FYs14‐18 period, renewal/upgrade investment in the current TVM system will be needed for a TVM operating system upgrade, and to replace old, failing vaildator units.

Bus Transfer Printer New bus transfer printers were installed and connected through the new CAD/AVL system. Printers were operational in early FY14 on all 620 fixed route TriMet buses .These printers will be used in place of paper tissue transfers, and will allow transfer times to be controlled from time of issue, reducing fare leakage. The paper stock will also contain a security feature, in addition to the Day Code, to reduce counterfeiting.

Fare Revenue Equipment Collecting, counting, and controlling cash requires the appropriate equipment. TriMet’s money room and TriMet Ticket Office uses currency and coin counters and verifiers to accurately count bills and coins received through bus fareboxes, on‐street sales, TVMs and the TriMet Ticket Office sales counters.

Money Room Equipment: 2 Cummins Jet Scan currency counters 2 Cummins Jet Sort double pocket currency counters 4 Glory single pocket currency counters 1 Jet Sort coin separator 1 de Larue coin separator 2 Glory coin verifiers

Page ‐ 175 Capital Asset Management & Investment Program Technology Systems Fare Systems Fare Revenue Equipment (continued) In FY14, TriMet will implement an open source revenue component tracking system to track location of all TVM revenue components for internal controls. This system will use barcode technology to check these components in and out of maintenance, the money room and the revenue collection contractor.

Fare Sales Systems TriMet supports several consumer and institutional sales programs, each with its own in‐house sales system and database. Most of these systems will be replaced with the eFare system consolidating systems, providing seamless support of our riders. It will also support account based fares, allowing multiple media types to be used as valid fare. The open source point of sale system at the TriMet Ticket Office was deployed in FY08, and with Windows XP’s support expiring, the system will need software and hardware upgrades FY14, including PC, monitor, and operating systems.

Fare sales come in many types and quantities. Many of these transactions involve purchasing online, by mail, at Ticket Vending Machines (TVMs), employers, schools, the TriMet Ticket Office (TTO) along with a few others. Essentially, fare sales can be broken into two

Page ‐ 176 Capital Asset Management & Investment Program Technology Systems Fare Systems Fare Systems Project Summary

FY FARE SYSTEMS FY15 FY16 FY17 FY18 FY19 2015‐2019 TOTALS Fare System Program

A. MAX VALIDATORS REPLACEMENT ‐ 227$ 60,000 $ 60,000 allow for replacing 20 failing units per year, $3,000 ea.

B. TVM/PAPER VALIDATORS ‐ 37 to be funded through PMLR$ 1,671,300 $ 1,671,300

C. Clackamas Town Center TVM Civil Work$ 20,000 $ 20,000 $ $ ‐ $ 1,751,300 Fare System Program Total $ 1,751,300 $ ‐ $ ‐ ‐ Fare System ‐ E‐Fare D. ELECTRONIC FARE SYSTEM (Total Cost) $ 17,504,500 $ 15,438,000 $ 3,920,000 $ 1,470,000 $ ‐ $ 38,332,500

Consultant Services$ 890,000 $ 735,000 $ 400,000 $ 2,025,000 Platform Site Preparation$ 896,000 $ 3,584,000 $ 4,480,000 System Integrator Contract$ 14,500,000 $ 9,570,000 $ 2,900,000 $ 723,526870,000 $ 23,152,84027,840,000 TriMetTriMet ‐ ‐ StreetcarGeneral Pass Fund Thru 12,058,771 792,001 7,958,789522,720 2,411,754158,400 47,520 1,520,641 CTRAN 1,331,399 878,723 266,280 79,884 2,556,286 Portland Arial Tram 317,829 209,767 63,566 19,070 610,232 TVM Retrofit$ 580,000 $ 952,000Ongoing$ 145,000Operating costs thereafter. $ 1,677,000 Retail Network Contract$ 5,000 $ 45,000 $ 50,000 Fare Gate Pilot Ongoing Operating Cost ‐ To start late FY15 ‐ $ 500,000 $ 500,000 Estimated around $400k. CustomerCall Center Call Testing Center 50,000 $ $ 50,000 ‐ TriMet TicketCustomer Office eFare Point of Sale$ 150,000 $ 150,000 $ 100,000 $ 400,000 Miscellaneous Costs$ 433,500 $ 402,000 $ 375,000 $ 100,000 $ 1,310,500

TRIMET E‐FARE ‐ General Fund$ 14,826,844 $ 13,630,289 $ 3,305,918 $ 870,596 $ 32,633,648 TRIMET E‐FARE ‐ PMLR 17,764 14,670 7,984 500,000 ‐ $ 540,418 OTHER PARTICPATING AGENCIES E‐FARE 2,659,892 1,793,041 606,098 110,328 0$ 5,169,359

Total of Electronic Fare Collection System$ 17,504,500 $ 15,438,000 $ 3,920,000 $ 1,480,924 $ ‐ 38,343,424

Total Fare Revenue System $ 19,255,800 $ 15,438,000 $ 3,920,000 $ 1,480,924 $ ‐ $ 40,094,724

Page ‐ 177 Capital Asset Management & Investment Program Technology Systems Fare Systems

Asset Category – Technology Systems ‐ Fare Systems ‐ Fare Equipment

Priority To be determined by the Capital Committee.

Asset Management Goal Maintain Fare and Communications equipment that is reliable and meets service requirements.

Fare machine types are as follows Type 4’s (Credit Card only), Type 5’s, Type 6’s and Type 7’s. In FY14, all type 3s were replaced with type 6s. The replacement fleet will improve reliability and reduce labor time spent repairing the old fleet and the components within the machine.

How Asset is Maintained and Condition Evaluated Assets in this discipline are mechanical and not electrical in nature. The PM routine is visual inspection and adjustment of the mechanical attributes of the switches. In order to assess condition and determine replacement/rehabilitation times accurately, measurement of all aspects of the rail has been performed by a geometry car. This measurement will be performed every two years to determine the rate of wear of the rail and to analyze various conditions of the rail structure such as line and grade, rail wear and movement and structural condition of the ballast infrastructure.

Page ‐ 178 Capital Asset Management & Investment Program Technology Systems Fare Systems How Asset is Maintained and Condition Evaluated (continued) Maintenance Activity Equipment Unit G Inspection PLC Inspections 50 Locations H Inspection TTY Phones on Bridges 52 Locations J Inspection Equipment K Inspection Cameras 524 Total

Monthly TVM 220 Locations Annual TVM 220 Locations

The fare system is between a Condition 3 and Condition 4. At the completion of the replacement program of the Type 3 TVM’s the condition will be between Condition 2 and Condition 3. The replacement program was completed July 2013.

Level of Criticality The level of criticality for this discipline is applied to the following items:

Safety High Service Reliability, Risk of Degradation Medium Economic Life of the Asset Low Level of Service Investment Low

Mid‐Life Overhaul Program Mid Life overhaul (replacement) of the Type 3 ticket machines was completed in FY14. Components within the TVM, ie Bill Acceptor, Coin Mechanisms and printers go through a mid‐life overhaul.

Asset Replacement Criteria The condition of Fare equipment dictates the replacement/improvement schedule.

Page ‐ 179 Capital Asset Management & Investment Program Technology Systems Fare Systems

Additional Analysis . None of the Fare equipment is in poor condition.

Fare Equipment

TABLE 14B. FARE REVENUE CAPITAL EQUIPMENT INVENTORY AND INVESTMENT PLAN EST. PROJECT ACTION FY YEA R OF CURRENT DESIGN FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY14 LIFESPAN COND. 2015 2016 2017 2018 2019 TOTAL

FARE EQUIPMENT Tuck er PANASONIC LAPTOP REPLACE 2014 2009 6 5 VERY GOOD $1,500 TOP MAX EPROM BURNER REPLACE 2016 2001 14 15 GOOD $3,600 $3,600 PACE MBT250 SMD WORKSTATION REPLACE 2014 2004 11 10 GOOD $2,200 HUNTER PULSE GENERATOR REPLACE 2017 2002 13 15 GOOD $3,500 $3,500 WELLER DS800 SOLDER STATION REPLACE 2024 2014 1 10 VERY GOOD $1,500 BRANSON SONIC CLEANER REPLACE 2017 2002 13 15 VERY GOOD $1,200 $1,200 GRAND TOTAL -- FARE EQUIPMENT. . . . $0 $3,600 $4,700 $0 $13,500

Page ‐ 180 Capital Asset Management & Investment Program Technology Systems Security Equipment Systems

Technology Systems – Security Equipment Systems

Networked CCTV System The networked CCTV system was installed primarily on MAX light rail platforms, but also at TriMet operating facilities, over a period of years beginning in 1997. Early installations were performed under the Westside light rail project and covered all elevator‐equipped MAX stations. The Interstate MAX project funded CCTV installations at its stations. Beginning in 2005, a series of annual Homeland Security grants were used to install CCTV at all other MAX stations; this program was completed in 2013. In addition, the Mall/I‐205 MAX project included local funding for CCTV at Mall MAX stations.

All installations prior to mid‐2012 were analog technology, whereas installations after mid‐2012 are digital IP technology. A new, ongoing program of system upgrade will be needed going forward, providing for end‐of‐life replacement of prior‐technology components (e.g. analog) with current‐ technology components (digital IP), and will include installations of additional CCTV cameras as‐needed for security enhancement.

TABLE SECURITY EQUIPMENT SYSTEMS OPTIMUM ITEM REQUIRED ACTION FY YEA R OF REPLACEMENT FY15-FY19 (information as of 12/2013) QUANTITY NEEDED NEEDED PURCHASE CYCLE COND 2015 2016 2017 2018 2019 TOTAL Networked CCTV System System 2014+ Go o d -2 CCTV cameras on-line at light rail stations and park-rides1 975 1997 to 2013 10/15 Upgrade1 ongoing to Fair-3 CCTV cameras on-line at TriMet facilities 145 CCTV Encoders 152 CCTV Servers 46 CCTV viewing stations 2 10

West Ring - Network Upgrades for IP $380,000 $380,000 West Ring - Camera Replacements/Additions $200,000 $200,000 West Ring - Recording Capacity Increases $180,000 $180,000 East Ring - Network Upgrades for IP $325,000 $325,000 East Ring - Camera Replacements/Additions $300,000 $300,000 East Ring - Recording Capacity Increases $210,000 $210,000 North Ring - Network Upgrades for IP $295,000 $295,000 North Ring - Camera Replacements/Additions (FY20) $0 North Ring - Recording Capacity Increases (FY20) $0 South Ring - Network Upgrades for IP (not including PMLR's $0 network upgrades) (future FYs) South Ring - Camera Replacements/Additions (not including $0 PMLR's approx. 225 cameras) (future FYs) South Ring - Recording Capacity Increases (not including $0 PMLR's increases) (future FYs) Total Networked CCTV System. . . . $1,000,000 $380,000 $0 $510,000 $0 $1,890,000 NOTES: 1. All 86 stations as of December 2013, which includes tunnel & bridge portals have on‐line cameras. 2. CCTV viewing stations include:2 – Security Department, 2 – Claims, 1 per Bus Transportation Garage, 1 per REM Facility, 1‐ Bus Maintenance.

Page ‐ 181 Capital Asset Management & Investment Program Technology Systems Security Equipment Systems Vehicle‐Borne CCTV Systems In the late 1990's, TriMet installed CCTV on an initial fleet of buses and on its LRV fleet at the time. Subsequently, CCTV was included in orders of new replacement buses, and procurement of additional LRVs under light rail extension projects, as well as on the WES DMU vehicles.

All vehicle‐borne CCTV installations prior to 2013 are analog technology, whereas all installations after 2012 will be digital IP technology. The digital IP technology offers the ability to off‐load incident video from a specific bus or LRV via yard wi‐fi, more efficiently than the traditional data‐pak process, and in the future is expected to enable secure live‐streaming of incident video to responding police cars. Moreover, after 2013, suppliers of vehicle‐borne CCTV systems will no longer support analog technology legacy equipment. Therefore, a multi‐year project to replace/upgrade TriMet's vehicle‐borne CCTV equipment systems is needed over the FYs15‐19 period. (TriMet's oldest CCTV‐equipped buses will not be included in the project, since they will be replaced during this time period with new buses equipped with new digital IP CCTV.)

A project implementation plan, system requirements and cost estimate report was delivered 10/2013. Order of magnitude cost estimate for the project is $15,517 per bus x 336 buses, and $21,626 per LRV x 105 LRVs, for replacing analog CCTV with digital IP equipment, and replacing current coax cabling with CAT‐5 cabling; total $5,213,712 bus + $2,270,730 MAX = $7,484,442 total, over FYs15‐19.

TABLE SECURITY EQUIPMENT SYSTEMS PROJECT YEA R OF M ITEM REQUIRED QUANTIT MANAGE ACTION FY PURCHAS CURRENT REPLACE FY15-FY19 (information as of 12/2013) Y R NEEDED NEEDED E AGE FY15 MENT COND 2015 2016 2017 2018 2019 TOTAL Vehicle-Borne CCTV Systems System 2014+ Good-2 to 2,250 1999 to 2013 15 to 1 10/15 CCTV Cameras (Bus)1 Upgrade1 ongoing Fair-3 On-board CCTV recorders (Bus) 551 $1,269,815 $1,496,888 $1,496,888 $1,496,888 $1,723,963 $7,484,442 CCTV Cameras (LRV)2 963 On-board CCTV recorders (LRV) 127 CCTV Cameras (WES)3 28 On-board CCTV recorders (WES) 4 Data-Paks 740 CCTV viewing stations - see list under Networked CCTV System Total Vehicle-Borne CCTV Systems. . . . $1,269,815 $1,496,888 $1,496,888 $1,496,888 $1,723,963 $7,484,442 NOTES: 1. CCTV cameras installed on fixed‐route bus fleet (as of 12/2013, 551 of 622 active fleet buses are equipped with CCTV, with 3 to 7 cameras per bus). 2. CCTV cameras installed on light rail vehicle fleet (all 127 LRVs are equipped with CCTV, with 4 to 10 cameras per LRV, including rearview). 3. CCTV cameras installed on WES vehicle fleet (4 of 6 WES vehicles are equipped with CCTV, with 7 cameras each including rearview).

Page ‐ 182 Capital Asset Management & Investment Program Technology Systems Security Equipment Systems MAX Intrusion Detection System Current‐era best‐technology for intrusion detection systems are CCTV‐based intelligent video systems. This will be the type of intrusion detection system installed on the Willamette River Transit Bridge and Harbor Structure under the PMLR light rail extension project. Replacement/upgrade of TriMet's existing Robertson Tunnel MAX intrusion detection systems is planned for FYs15‐16 ($120,000), while the Vanport Bridge intrusion detection system is plan for FY15.

TABLE SECURITY EQUIPMENT SYSTEMS OPTIMUM ITEM REQUIRED ACTION FY YEA R OF REPLACEMENT FY15-FY19 (information as of 12/2013) QUANTITY NEEDED NEEDED PURCHASE CYCLE COND 2015 2016 2017 2018 2019 TOTAL MAX Intrusion Detection Systems System Good-2 8 2016 1999 to 2009 10/15 $60,000 $60,000 $120,000 Robertson Tunnel Intrusion Detection1 Upgrade to Fair-3 Vanport Bridge Intrusion Detection 2 2 $28,000 $28,000 I-205/Division Undercrossing Intrusion Detection 3 2 Total MAX Intrusion Detection Systems. . . . $88,000 $60,000 $0 $0 $148,000 NOTES: 1. Robertson Tunnel Intrusion Detection includes infrared motion detectors, logic controller, alarm lights and audio, interface to Rail OCC, supplemented by CCTV; at each of 8 tunnel portals. 2. Vanport Bridge Intrusion Detection includes infrared laser scanning detection, alarm lights and audio, interface to Rail OCC, supplemented by CCTV; at each end of bridge. 3. I‐205/Division Undercrossing Intrusion Detection includes infrared laser scanning detection, alarm lights and audio, interface to Rail OCC; at each end of the undercrossing.

TriMet Facilities Access Control System (TRACS) "Add and Replace": Equip additional doors and gates at TriMet facilities, as‐needed to improve security. Replace end‐of‐life components of the TRACS system as‐needed.

TAB LE S ECURITY EQUIP MENT S YS TEMS OPTIMUM ITEM REQUIRED ACTION FY YEA R OF REPLACEMENT FY15-FY19 (information as of 12/2013) QUANTITY NEEDED NEEDED PURCHASE CYCLE COND 2015 2016 2017 2018 2019 TOTAL TriMet Facilities Access Control System (TRACS) Add and 2014+ Door and gate TRACS readers 373 Replace ongoing 1997 to 2012 10/20 good-2 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 TRACS Server 1

Total TriMet Facilities Access Control System (TRACS). . . . $20,000 $20,000 $20,000 $20,000 $20,000 $100,000

Page ‐ 183 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems

Technology Systems – Technology Equipment Systems

Desktop Systems The Desktop Systems are broken up into five areas. Following is a brief description of each area along with planned replacements or upgrades. In the tables that ensue, all condition assessments are based on age of asset or using the following scale:

1 – New or Excellent 2 – Good 3 – Fair 4 – Aging 5 – Replace or Retire

Personal Computer Desktops & Monitors & Networked Printers

Personal Computers (PCs) and Monitors for agency staff are replaced on a five year cycle. Each year 200 PCs, approximately 50 monitors and 25 printers are replaced by IT technicians. New systems usually mean greater memory capacity and improved speed as technology advances. Monitors and printers are replaced when failure occurs or repair is no longer cost effective. Condition of asset is directly linked to age of asset.

ITC Functional Area Category: IT FOUNDATION FISCAL FISCAL REPLACE- FY ITC Subcategory: DESKTOP COMPUTING QTY ACTION YEAR YEAR OF CURRENT MENT CONDITION FY15 FY16 FY 17 FY18 FY19 2015-2019 NEEDED NEEDED PURCHASE AGE CYCLE TOTALS

DESKTOP SYSTEMS Desktop PC's - estimated replacement cost $ 900 ea. 1000 Upgrade 2015 on going 2010-2013 1 to 5 years 5 years 5 to 1$ 180,000 $ 180,000 $ 180,000 $ 180,000 $ 180,000 $ 900,000 Desktop Monitors - estimated replacement cost $200 ea. 1000 Upgrade 2015 on going 2010-2013 1 to 5 years 5 years 5 to 1$ 14,000 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ 70,000 Network Printers 140 Replace 2015 on going 2010-2013 1 to 5 years 5 years 5 to 1$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 TV Monitor Replacement - estimated 1000 ea. 20 Replace 2015 on going 2010-2014 1 to 5 years 5 years 5 to 1$ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 16,000 Desktop Systems Total $ 244,000 $ 248,000 $ 248,000 $ 248,000 $ 248,000 $ 1,236,000

Rail Control Desktops

Rail Control systems, like agency systems, are on a 5 year replacement schedule. The rail system, due to its critical function, has additional requirements. Remote systems are provided at rail stations for operators to report for work and print out train orders. Special monitors for training and control stations are used to display the unique rail control system.

Page ‐ 184 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems Desktop Systems (continued)

Rail Control Desktops PC's ( P4 2.4 GHZ's ) Rail Control $800 ea. 19 Upgrade 2018 2013 1 5 years 1$ 15,200 $ 15,200 PC's ( P4 2.4 GHZ's ) Remote Workstations $800 ea. 15 Upgrade 2018 2013 1 5 years 1$ 12,000 $ 12,000 Tools Laptop 1 Upgrade 2018 2013 1 5 years 1$ 1,500 $ 1,500 Remote Workstation Monitors 19 Replace 2021 2012 2 9 years 2 $ - Samsung 570DX 17 Replace 2015 2008 6 7 years 5$ 128,000 $ 128,000 46" Samsung overview 2 Replace 2017 2009 5 8 years 3$ 3,000 $ 3,000 30" Samsung overview 2 Replace 2017 2009 5 8 years 3$ 2,500 $ 2,500 23" Training Room Monitors 16 Replace 2015 2008 6 8 years 5$ 12,800 $ 12,800 20.1" Rail Control Dual Monitors 31 Replace 2022 2013 1 9 years 1 $ - Remote Workstation Printers - 600.00 each 15 Replace 2018 2013 1 5 years 1$ 9,000 $ 9,000 Training room/Control Printers 1000.00 each 4 Replace 2018 2013 1 5 years 1$ 4,000 $ 4,000 Rail Control Desktops Totals $ 140,800 $ - $ 5,500 $ 41,700 $ - $ 188,000 CCTV System Desktops Systems specific to monitoring the CCTV cameras are provided in Dispatch and Control as well as at various security locations. These systems are on the same 5 year replacement schedule as agency systems.

CCTV System Desktops PC's ( P4 2.4 GHZ's ) Dispatch/Control 9 Replace 2019 2014 0 5 years 1 $ 10,000 $ 10,000 20.1" LCD Monitor 18 Replace 2019 2014 0 5 years 1 $ 14,400 $ 14,400 CCTV System Desktops Totals $ - $ - $ - $ - $ 24,400 $ 24,400

Maintenance System Desktops Maintenance systems are used for vehicle diagnosis and viewing of the online parts catalog. Items are on a 5 year replacement schedule.

Maintenance Desktop Systems PCs on Carts - 800.00 each 10 Replace 2016 2010 4 5 years 4$ 8,000 $ 8,000 Maintenance Laptops (1500.00 ea) 18 Replace 2018 2013 1 5 years 1$ 27,000 $ 27,000 Maintenance Laptops (1500.00 ea) 20 Replace 2019 2014 0 5 years 1 $ 30,000 $ 30,000 Maintenance Laptops (1500.00 ea) 18 Replace 2015 2009 5 5 years 5$ 27,000 $ 27,000 Maintenance Laptops (1500.00 ea) 27 Replace 2016 2010 4 5 years 4$ 40,500 $ 40,500 Maintenance Laptops (1500.00 ea) 15 Replace 2017 2012 2 5 years 2$ 22,500 $ 22,500 Maintenance Desktop Systems Total $ 27,000 $ 48,500 $ 22,500 $ 27,000 $ 30,000 $ 155,000 ITC Functional Area Category: IT FOUNDATION FY ITC Subcategory: DESKTOP COMPUTING FY15 FY16 FY 17 FY18 FY19 2015-2019 TOTALS DESKTOP SYSTEMS TOTAL$ 411,800 $ 296,500 $ 276,000 $ 316,700 $ 302,400 $ 1,603,400

Page ‐ 185 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems Server Capital TriMet's Servers are the foundation for all the applications and data that make the agency run. Major applications and systems that run on these servers include Oracle HR and Payroll, Oracle Financials and Accounts Payable, Maintenance Management Information System (MMIS), Facilities Management Information System (FMIS), AIM ‐ Rail Control, Dispatch (CAD/AVL), Exchange Email, Hastus Scheduling, LIFT Reservation, Mapping applications, Web services, Intranet services, CCTV and storage for all the data these systems produce. Most of the equipment is on a 5 year replacement schedule.

SUMMARY OF SERVERS FY15 FY16 FY17 FY18 FY19 FY2015-2019 TOTALS Oracle Database Servers$ - $ 165,000 $ 23,500 $ 2,000 $ 368,000 $ 558,500 Oracle Development Servers - 14,000 15,000 - - $ 29,000 SQL and IIS database server 10,000 - - - - $ 10,000 Application Servers - - 7,000 11,500 - 18,500 ATIS- trip planner - - - 19,600 - $ 19,600 Hastus - - - 9,000 - $ 9,000 Tabs + - - - 12,000 - $ 12,000 Trapeze4 - PASS 26,000 - - - 8,000 $ 34,000 Fare Systems - 21,250 25,000 - 6,500 $ 52,750 Rail Control System (AIM) 16,000 21,000 - 4,500 30,000 $ 71,500 Rail Communication Servers - - - 20,000 - $ 20,000 Rail Large Panel Overview Servers - - - 30,000 - $ 30,000 Rail Terminal Servers - - - 27,000 - $ 27,000 Rail Time Servers 7,000 - - - - $ 7,000 Rail Audio / Video - - - - 7,000 $ 7,000 CCTV Storage Systesm - 180,000 - - - $ 180,000 CCTV Digital Video Recorders - - 36,500 31,500 - $ 68,000 Network Backup 330,000 18,000 206,500 - 9,000 $ 563,500 File Storage - - - 300,000 384,832 684,832 Domain Controllers 20,000 - - 5,000 6,000 $ 31,000 Faxing - - 6,000 5,500 - $ 11,500 Security System 6,500 - - 5,000 - $ 11,500 Virtual Servers - - 87,500 220,500 - $ 308,000 E-Mail systems 20,000 6,000 42,000 24,000 - 92,000 IT Infrastructure and Monitoring - 32,000 35,000 27,000 - $ 94,000 TriMet Web - - - 36,000 - $ 36,000 GIS - 12,000 - 30,000 - $ 42,000 TriNet - - 7,000 7,000 7,000 $ 21,000 Server Rack Support 30,000 - 39,000 - - 69,000 SERVERS TOTAL$ 465,500 $ 469,250 $ 530,000 $ 827,100 $ 826,332 $ 3,118,182

Page ‐ 186 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems A more detailed breakdown of the servers may be found in the Appendix section of this document under Technology Equipment Systems. Cable Plant Cable plant covers all low voltage wiring in TriMet facilities and network cabling that link the facilities together in a communications ring. The yearly budget allotment is earmarked for maintenance, repair and improvement.

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- FY ITC Subcategory: CABLE PLANT YEAR OF ACTION YEAR MENT 2015 - 2019 PURCHASE NEEDED NEEDED CYCLE 2015 2016 2017 2018 2019 TOTALS

Cable Plant Cable Plant Voice & Data - Core Systems Varies Varies Replace 2015 Varies$ 100,000 $ 100,000 $ 80,000 $ 80,000 $ 80,000 $ 440,000 Cable Plant TOTAL $ 100,000 $ 100,000 $ 80,000 $ 80,000 $ 80,000 $ 440,000

Data Communications Routers, switches and wireless access points are what allows the various elements (PCs, telephones, fax machines, printers) of the WAN and LAN to "talk" to each other. Replacement schedules on these devices vary from 4 years to 10 or more years.

SUMMARY OF DATA FY15 FY16 FY17 FY18 FY19 2015-2019 COMMUNICATIONS TOTALS Switches & Routers$ 370,200 $ 177,200 $ 793,000 $ 459,900 $ 57,000 $ 1,857,300 Remote Access 56,000 6,000 6,000 6,000 6,000 80,000 Wireless Network 126,100 115,000 36,000 6,000 27,000 310,100 Management Tools 35,000 30,500 9,000 - - 74,500 Other Data Services - - 2,200 - 10,000 12,200 Improvements $100,000 $100,000 $0 $0 $0 $200,000 DATA COMMUNICATIONS TOTAL$ 687,300 $ 428,700 $ 846,200 $ 471,900 $ 100,000 $ 2,534,100

A more detailed breakdown of the servers may be found in the Appendix section of this document under Technology Equipment Systems.

Page ‐ 187 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems

Voice Systems In 2008, TriMet replaced their voice system with VOIP technology. This equipment provides all telephone, voice mail and voice recording to the agency. Condition is based on age.

ITC Functional Area: IT FOUNDATION Qty FISCAL REPLACE- CURRENT FY ITC Subcategory: VOICE SYSTEMS YEAR OF ACTION YEAR MENT AGE CONDITION FY FY FY FY FY 2015-2019 PURCHASE NEEDED NEEDED CYCLE 2015 2016 2017 2018 2019 TOTALS

Telephone Service Center - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2015 6 6 5 $19,000 $19,000 Center - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2015 6 6 5 $19,000 $19,000 Center - Telephone Service - Cisco Unified Communications Manager 1 2014 Replace 2020 5 0 1 $0 Center - Telephone Service - Cisco Unified Communications Manager 1 2014 Replace 2020 5 0 1 $0 Nela - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2015 6 6 5 $19,000 $19,000 Nela - Telephone Service - Cisco Unified Communications Manager 1 2014 Replace 2020 5 0 1 $0 Ruby - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2015 5 6 5 $19,000 $19,000 Ruby - Telephone Service - Cisco Unified Communications Manager 1 2014 Replace 2020 5 0 1 $0 VOIP Phones & Analog Converters N/A N/A Replace 2015 N/A $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Port/Memory Expansion Varies N/A Upgrade 2015 N/A $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Total Telephone Service: $116,000 $40,000 $40,000 $40,000 $40,000 $276,000

Voicemail Service Center - Voicemail - Cisco Unity Voice Mail Server 1 2014 Replace 2020 5 0 1 $0 Total Voicemail Service: $0 $0 $0 $0 $0 $0

Other Voice Services Center - 238-RIDE & CAB - Cisco 7845 IPCC IVR 1 2014 Replace 2020 5 0 1 $0 Center - 238-RIDE & CAB - Cisco 7845 IPCC IVR 1 2014 Replace 2020 5 0 1 $0 Center - Emergency Responder Service - Emergency Responder Appliance 1 2011 Replace 2017 5 3 2 $3,800 $3,800 Center - Emergency Responder Service - Emergency Responder Appliance 1 2011 Replace 2017 5 3 2 $3,800 $3,800 Center - Call Reporting - Call Detail Reporting Software 1 2014 Replace 2020 5 0 1 $0 Center - Telephone Recording - Carin Audio Recording Software 1 2009 Replace 2020 10 5 2 $0 Center - Telephone Recording - Carin Audio Recording Storage System 1 2009 Replace 2015 5 5 5 $10,000 $10,000 Center - Telephone Recording - Carin Central Audio Recording Server 1 2009 Replace 2015 5 5 5 $8,000 $8,000 Center - Telephone Recording - Carin Local Audio Recording Server 1 2009 Replace 2015 5 5 5 $8,000 $8,000 Center - Telephone Recording - Carin Local Audio Recording Server 1 2009 Replace 2015 5 5 5 $8,000 $8,000 Nela - Call Center ACD - Cisco 7845 IPCC IVR 1 2014 Replace 2020 5 0 1 $0 Nela - Call Center ACD - Cisco 7845 IPCC IVR 1 2014 Replace 2020 5 0 1 $0 Nela - Call Center ACD - Wallboard Displays 4 2009 Replace 2015 5 5 4 $2,000 $2,000 Total Other Voice Services: $36,000 $0 $7,600 $0 $0 $43,600 Voice Systems TOTAL $152,000 $40,000 $47,600 $40,000 $40,000 $319,600

Page ‐ 188 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems IT Security The security category of Technology CIP encompasses the firewalls which protect our network and sensors for intrusion detection. Condition of equipment is based on age.

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT FY ITC Subcategory: IT SECURITY YEAR OF ACTION YEAR MENT AGE CONDITION FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS

Center - Comm System Security - Cisco Access Control System SW 1 2014 Replace 2020 5 0 1 $ - Center - Comm System Security - Cisco Access Control System SW 1 2014 Replace 2020 5 0 1 $ - Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Comm System Security - Cisco ASA 5540 Firewall 1 2009 Replace 2018 8 5 3 $ 11,000 $ 11,000 Center - Comm System Security - Cisco ASA 5540 Firewall 1 2009 Replace 2018 8 5 3 $ 11,000 $ 11,000 Center - Comm System Security - Cisco IPS 4240 Module 1 2004 Replace 2015 10 10 5$ 7,200 $ 7,200 Center - Comm System Security - Cisco IPS 4240 Module 1 2004 Replace 2015 10 10 5$ 7,200 $ 7,200 Center - Comm System Security - Cisco MARS Security Appliance 1 2014 Replace 2020 5 0 1 $ - Center - Comm System Security - Cisco Security Manager SW 1 2014 Replace 2020 5 0 1 $ - Center - Internet Security - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 6 4 $ 27,000 $ 27,000 Center - Internet Security - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 6 4 $ 27,000 $ 27,000 Center - Internet Security - Cisco ASA 5540 Firewall 1 2006 Replace 2015 8 8 5$ 11,000 $ $ 11,000 $ 5,000 Center - Internet CenterSecurity - PCI- Cisco System ASA Security 5540 Firewall - Cisco ASA 5510 Firewall 1 2006 1 Replace 2009 2015 Replace 8 2018 8 8 5 5$ 11,000 3 $ 5,000$ 11,000 $ 5,000 Center - ITS NetworkCenter Security - Remote - Cisco Access IPS Services4240 Module - Cisco PIX 525 firewall 1 2010 1 Replace 2010 2021 Replace 10 2019 4 8 3 4 3 $ $ 11,000 - $ 11,000 Center - PCI SystemCenter Security - Remote - Cisco Access ASA Services 5510 Firewall - Cisco PIX 525 firewall 1 2009 1 Replace 2010 2018 Replace 8 2019 5 8 3 4 3 5,000 $ 11,000 $ 11,000 Holladay - Intrusion Prevention - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 6 4 $ 27,000 $ 27,000 Nela - Intrusion Prevention - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 6 4 $ 27,000 $ 27,000 Ruby - Comm System Security - Cisco ASA 5520 Firewall 1 2009 Replace 2018 8 5 3 $ 8,000 $ 8,000 Ruby - Comm System Security - Cisco ASA 5520 Firewall 1 2009 Replace 2018 8 5 3 $ 8,000 $ 8,000 Ruby - North - Comm System Security - Cisco IPS 4240 Module 1 2010 Replace 2021 10 4 3 $ - Center - Spare - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Center - Spare - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 5 3 $ 1,000 $ 1,000 Security Device Memory Upgrades Varies N/A Upgrade 2014 N/A N/A N/A$ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 IT Security TOTAL $ 41,400 $ 5,000 $ 5,000 $ 73,000 $ 135,000 $ 259,400

Page ‐ 189 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems Communications Environment Systems TriMet has a substantial investment in technology and technological equipment. Environmental monitoring equipment is needed to ensure that this investment is protected from overheating, water, and power disruptions. The Net Guardian provides an alert system notifying personnel when a threat is perceived. UPS unit ensure that power continues in the event of a power loss to facilities. Condition is based on age.

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- FY ITC Subcategory: COMMUNICATION ENVIRONMENT SYSTEMS YEAR OF ACTION YEAR MENT CURRENT CONDITION 2015 - 2019 PURCHASE NEEDED NEEDED CYCLE AGE 2015 2016 2017 2018 2019 TOTALS

Environmental Monitoring Center - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Elmonica - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Holladay - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Merlo - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Nela - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Powell - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Ruby - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Washington Park - Alarm Reporting - Net Guardian 1 2014 Replace 2014 11 0 1 $ - Total Environmental Monitoring: $ - $ - $ - $ - $ - $ -

Power Systems Center - Enterprise UPS - Powerware 9315-160 UPS 1 2014 Replace 2027 12 0 1 $ - Center Maint. - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Distribution Center - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 5 4 $ 1,000 $ 1,000 Elmonica - Enterprise UPS - APC SURT6000RMXLT3U UPS 1 2009 Replace 2022 12 5 2 $ - 6th St. Facilities Maint. - Enterprise UPS - APC SUA750XL UPS 1 2013 Replace 2022 8 1 1 $ - Gresham Parking Garage - Alignment UPS - Dual-lite DL1.25K UPS 1 1998 Replace 2007 8 16 5$ 1,250 $ 1,250 Holgate - Enterprise UPS - APC SURT3000XLT UPS 1 2009 Replace 2018 8 5 4 $ 3,000 $ 3,000 Holladay - Enterprise UPS - Best Unity UPS 1 1996 Retire 2009 12 18 5 $ - Merlo Admin - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Merlo ATP - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Merlo Fuel/Wash - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Merlo Maint. Electrical Room - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Merlo Maint. Sup. Office - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 5 4 $ 1,000 $ 1,000 Nela - Enterprise UPS - MGE 72-169802-42 UPS 1 1998 Replace 2011 12 16 5$ 80,000 $ 80,000 Powell Admin - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Powell Admin Lunchroom - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 5 4 $ 1,000 $ 1,000 Powell ATP - Enterprise UPS - APC SUA3000XL UPS 1 2005 Replace 2014 8 9 5$ 3,000 $ 3,000 PSU Turnaround Comm Room - Rail UPS - Liebert BSTC !1KVA UPS 1 2013 Replace 2022 8 1 1 $ - Ruby North - Enterprise UPS - Powerware 9315-80 UPS 1 2014 Replace 2025 10 0 1 $ - Ruby North - Rail UPS - Powerware 9315-50 UPS 1 2000 Replace 2013 12 14 5$ 100,000 $ 100,000 Ruby South - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 5 4 $ 2,500 $ 2,500 Ruby West - Enterprise UPS - APC SUA750XL UPS 1 2009 Replace 2018 8 5 4 $ 750 $ 750 Transit PoliceSunset - ParkingEnterprise Garage UPS -- AlignmentAPC SUA2200XL UPS - Emergi-Lite UPS 277SG UPS 1 1 2009 Replace 1998 Replace 2018 2007 8 8 5 16 4 5$ 7,000 $ 2,500 $ $ 2,500 7,000 TTO - EnterpriseSunset Station UPS -- APCPlatform SUA2200XL UPS - Powerware UPS PLUS 36 UPS 1 1 2010 Replace 2008 Replace 2019 2021 8 12 4 6 3 3 $ 2,500 $ $ 2,500 - WilsonvilleTMC Maint. - Enterprise - Enterprise UPS UPS- APC - APCSUA750XL SU1000XL UPS UPS 1 1 2009 Replace 2009 Replace 2018 2018 8 8 5 5 4 4 $ 1,000$ 750 $ $ 1,000 750 Zoo - Headhouse UPS - Powerware Plus 160 UPS 1 2003 Replace 2016 12 11 5 $ 128,000 $ 128,000 UPS Unit Network Monitoring Feature Varies N/A Upgrade 2014 N/A$ 15,000 $ 15,000 Battery Replacement/ Expansion Varies N/A Upgrade 2014 N/A$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 Total Power Systems: $ 216,250 $ 138,000 $ 10,000 $ 38,500 $ 12,500 $ 415,250

Communications Environment TOTAL $ 216,250 $ 138,000 $ 10,000 $ 38,500 $ 12,500 $ 415,250

Page ‐ 190 Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems

Finance and Admin Systems The Finance and Admin Systems are broken up into four project areas. Following is a brief description of each project area along with a brief description:

Agency Copier Capital Lease – The existing contract expires 1/31/2015. The new four year contract may include two additional copiers from TMC.

Qty YEAR REPLACE- FY FINANCE AND ADMINISTRATION SYSTEMS OF ACTION MENT 2015-2019 PURCHASE NEEDED CYCLE FY15 FY16 FY17 FY18 FY19 TOTALS

Agency Copier Capital Lease Replace 45$ 380,000 $ 380,000

FINANCE & ADMINISTRATION SYSTEMS TOTAL $ 380,000 $ - $ - $ - $ - $ 380,000

HR Systems No requested projects for FY15.

Page ‐ 191 Capital Asset Management & Investment Program Technology Systems Project Management (Prolog) Database Replacement Project Management (Prolog) Database Replacement w/ CRC

Project Name: Project Management (Prolog) Database Replacement Project ID: TBD Project Class: Technology Priority: E ‐ Medium Start Date: 1/1/2014 Completion Date: 6/30/2016 Project Type: Operating Budgeted Dept: Capital Projects Project Manager: Tribbett PROJECT DESCRIPTION Capital Projects uses the Prolog system to manage field activities and cost reporting responsibilities for major capital projects. Prolog is approximately 13 years old; TriMet has customized it to suit our needs. However, it will no longer support projects once the Portland‐Milwaukie Light Rail Project is complete. TriMet is retaining consultant services to assist in the development of criteria and a subsequent RFP to select a new system.

PROJECT JUSTIFICATION The Columbia River Crossing (CRC) Project will require detailed reporting for Full Funding Grant Agreement (FFGA) elements and compatibility with the Oregon Department of Transportation’s systems. A portion of the new system will be eligible for reimbursement through the FFGA for the CRC project. The expanded State of Good Repair and other programs under MAP‐21 will require similar detailed reporting.

STATUS – If CRC does not move forward, TriMet would have a FY16 cost of $45,000 with a yet undetermined cost in a future year.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 30,000 $ 300,000 $ ‐ $ ‐ $ ‐ $ 330,000 $ 30,000 $ 300,000 $ ‐ $ ‐ $ ‐ $ 330,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ 240,000 $ ‐ $ ‐ $ ‐ $ 240,000 TriMet Share $ 30,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000 Other Source $ ‐ $ $ 60,000 ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 60,000 ‐ TBD $ 30,000 $ 300,000 $ ‐ $ ‐ $ ‐ $ 330,000

Page ‐ 192 Capital Asset Management & Investment Program Technology Systems Information Governance Initiative Technology System Projects – Information Governance Initiative

Project Name: Information Governance Initiative Project ID: TBD Project Class: Legal/Deputy General Manager’s Office Priority: LSI ‐ High Start Date: 9/1/2014 Completion Date: 6/30/19 Project Type: Capital Budgeted Dept: Legal Services/Office of the General Manager Project Manager: TBD PROJECT DESCRIPTION This project will support the purchase and implementation of an enterprise content management system (“ECM”). Some benefits of an ECM and possible ECM functionalities TriMet might utilize include, but are not limited to:  Manage records throughout their complete life cycle (from creation/capture and use to final disposition);  Incorporate legal retention requirements (records are scheduled for retention upon entry into the system; automated review and disposition of records);  Serves as a single repository for records (reduces the duplication of records within the agency; users can access records via the ECM, thus reducing users’ desire to store duplicate work copies in hardcopy files or on shared network files);  Facilitate the search and retrieval of records (records within the system can be searched by full‐text, classification/tags, etc, making it easier to find records for public records and legal discovery requests, and for daily business use).  Improve workflow and efficiencies (imaging and workflow components of an ECM can automate routine tasks and improve efficiencies).

PROJECT JUSTIFICATION In May 2013, an independent review by the law firm of Stoll Berne was initiated after separate media reports charged that TriMet was not forthcoming with public records and that TriMet hid documents in a federal court case. While Stoll Berne concluded that TriMet did not purposely hide documents in lawsuits and that the agency approaches public records requests with good faith, it made several recommendations for improvement, including a large investment in an infrastructure needed to manage, search and produce documents and information in response to public records and litigation discovery requests. Stoll Berne also recommended that TriMet continue to explore and implement an agency‐wide records management system and/or protocol for managing documents.

In response, TriMet launched Phase I of its Information Governance Initiative and employed the services of IMERGE Consulting to survey TriMet’s records and recordkeeping practices and to make recommendations on how the agency may better manage its records and information. IMERGE will also develop a high‐level taxonomy to enable staff to better organize and classify agency records in a standardized manner, along with requirements for an Enterprise Content Management System (“ECM”). An ECM is a software system that allows for the creation, indexing, management, and retrieval of documents in various formats (including image files) through a single interface.

Expected FY2015 costs include (A Bud5 has been submitted for additional FTEs to support the system):

Software = $600,000 Hardware, network and power = $250,000 System Implementation Services = $100,000 Training =$50,000 Integration Services =$100,000 Professional Services =$100,000 Capitalized Labor (and/or add FTEs) =$200,000 Contingency =$100,000

Page ‐ 193 Capital Asset Management & Investment Program Technology Systems Information Governance Initiative Technology System Projects – Information Governance Initiative (continued)

Project Name: Information Governance Initiative Project ID: TBD Project Class: Legal/Deputy General Manager’s Office Priority: E ‐ High Start Date: 9/1/2014 Completion Date: 6/30/19 Project Type: Capital Budgeted Dept: Legal Services/Office of the General Manager Project Manager: TBD PROJECT JUSTIFICATION (continued)

Implementation is expected to occur over a 5‐year period and will require additional FTEs (System administrator/troubleshooter, business analyst, and 0.5 developer) and ultimately 1‐2 business analysts on an on‐going basis. STATUS A carryover of costs may be needed while we continue to investigate the scope and requirements of an ECM procurement and implementation.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 1,500,000 $ 400,000 $ 400,000 $ 400,000 $ 300,000 $ 3,000,000 $ 1,500,000 $ 400,000 $ 400,000 $ 400,000 $ 300,000 $ 3,000,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 1,500,000 $ $ 400,000 ‐ $ $ 400,000 ‐ $ $ 400,000 ‐ $ $ 300,000 ‐ $ $ 3,000,000 ‐ OtherTBD Source $ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,500,000 $ 400,000 $ 400,000 $ 400,000 $ 300,000 $ 3,000,000

Page ‐ 194 Capital Asset Management & Investment Program Technology Real Time GPS Location – LRVs Vehicle Projects – Real Time GPS Location – LRVs

Project Name: Real Time GPS Locations for Light Rail Vehicles Project ID: TBD Project Class: Light Rail Vehicles/IT Priority: SGR ‐ High Start Date: 7/1/2014 Completion Date: 9 months after NTP Project Type: Capital Budgeted Dept: Information Technology Project Manager: O’Connor PROJECT DESCRIPTION Upgrade existing Co‐pilots PC (currently used for automatic passenger counting) on LRV’s to include Cellular card, and antenna for real time GPS position transmission. Add Co‐Pilots PC’s with cell card to LRV’s that do not have Co‐Pilots for real time GPS position transmission.

Capital Cost: $1,139,661.15 (Operating cost: $8 per month per cell card. $1,016 per month for 127 LRV. $12,192 per year for 127 vehicle fleet.) Integration w/ Rail Control (AIM) System: $100,000.

PROJECT JUSTIFICATION Current LRV position transmission is based on track based solutions that provide vehicle locations within geographically large signal blocks. GPS locationing of the light rail vehicles would provide vastly superior vehicle position in real time, greatly improving customer service information and vehicle positions for Control. GPS on LRV would provide a second vehicle position source , which is important when field devices fail. Currently, field devices in the downtown core are inoperable and vehicles are not tracking.

Additional potential benefits:  Installation of Co‐Pilot PC’s to light rail vehicles that currently do not have automatic passenger counting , would greatly reduce the cost of adding automatic passenger counting to those vehicles in the future.

STATUS – N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 1,239,661 $ ‐‐ $ ‐$ $ ‐ $ 1,239,661 $ 1,239,661 $ ‐‐ $ ‐$ $ ‐ $ 1,239,661

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐‐ $ ‐$ $ ‐‐ $ TriMet Share $ 1,239,661 $ ‐‐ $ ‐$ $ ‐ $ 1,239,661 Other Source $ ‐ $ ‐‐ $ ‐$ $ ‐‐ $ TBD $ ‐ $ ‐‐ $ ‐$ $ ‐‐ $ $ 1,239,661 $ ‐‐ $ ‐$ $ ‐ $ 1,239,661

Page ‐ 195 Capital Improvement Program Technology Systems Transit Tracker Displays Transit Tracker Displays

Project Name: Transit Tracker Displays ‐ Blue and Red Lines Project ID: 6021 Project Class: Technology Systems Priority: SD ‐ High Start Date: 7/1/2011 Completion Date: 10/31/2016 Project Type: Capital Budgeted Dept: Customer Information Services Project Manager: Vitko PROJECT DESCRIPTION

A priority of Customer Information Services (CIS) is to deliver timely, accurate and relevant information to riders via static and dynamic content channels proving customers what they want and need, when they want it. This current CIS project is to install digital information displays at MAX platforms not currently fitted with electronic displays. Installation order is prioritized by ridership and concurrent construction for possible installation cost savings.

There are about four (4) baseline installation plans, with the majority, 21 signs, falling into the least expensive prototype ($8,000), three (3) landed in the most expensive prototype ($20,000), and 16 have been identified to be postponed until CY15 to be folded into the eastside station rehabilitation project currently underway (~$3,000 installation). By coordinating the projects the agency will save at least $180,000 and only delay installation at those locations by about 6 months. The increasing cost by prototype arises from the station having different constraints, permits needed, amenities, etc.

With design‐build documents in hand and 36 Solari display sign in storage, we are prepared to move forward quickly with installation. However, the remaining FY14 budget of $190,000 only allows for us to install about 16 signs. CIS intends to buy an additional 21 Solari display signs to fulfill the needed stock for the complete retrofit build out. Remaining requested funds will be used to complete installation of the remaining 41 signs.

Breakdown: Fiscal Year Budget/Estimate Design Remaining Signs Installations FY14 $235,000 $45,000 $190,000 5 16 FY15 $287,000 $0 $287,000 0 20 FY16 $270,000 $0 $270,000 16 21 Totals $792,000 $45,000 $747,000 21 57

Page ‐ 196 Capital Improvement Program Technology Systems Transit Tracker Displays Transit Tracker Displays (continued)

Project Name: Transit Tracker Displays ‐ Blue and Red Lines Project ID: 6021 Project Class: Technology Systems Priority: LSI ‐ High Start Date: 7/1/2011 Completion Date: 10/31/2016 Project Type: Capital Budgeted Dept: Customer Information Services Project Manager: Vitko PROJECT JUSTIFICATION Currently, in the TriMet system, we have a mixed collection of digital information displays and over half the stations do not have any type of digital display. These signs display the TransitTracker function and an information panel most of the time, but the primary purpose is to relay timely information about service impacts and emergencies to our riders allowing them safe and reliable travel. The importance of the signs to the customer is evident by the demand for more and the level of complaints when just one fails. Completion of this project is crucial given the early grant funds, written promises to the public, and our dedication to putting safety and the customer first.

STATUS N/A Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 287,000 $ 270,000 $ ‐ $ ‐ $ ‐ $ 557,000 $ 287,000 $ 270,000 $ ‐ $ ‐ $ ‐ $ 557,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 287,000 $ 270,000 $ ‐ $ ‐ $ ‐ $ 557,000$ Other SourceTBD $ $‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ ‐ $ 287,000 $ 270,000 $ ‐ $ ‐ $ ‐ $ 557,000

Page ‐ 197 Capital Asset Management & Investment Program Technology Systems webMMIS Bus Maintenance Hardware Technology System Projects – webMMIS Bus Maintenance Hardware

Project Name: webMMIS Bus Maintenance Hardware Project ID: TBD Project Class: Technology Systems Priority: E ‐ High Start Date: 7/1/2014 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: Information Technology Project Manager: TBD PROJECT DESCRIPTION Purchase and deploy computer hardware required as part of the transition of Bus Maintenance to the web based MMIS application. PROJECT JUSTIFICATION A major goal of the webMMIS project is the elimination of duplicate manual entry as well as paper copies of repair work. Currently mechanics record repair work data by hand on paper. With the implementation of webMMIS mechanics will enter their repair work data directly into webMMIS via computer workstation. This will eliminate a large quantity of data entry work currently performed by maintenance clerks.

As Bus Maintenance prepares to move from MMIS to webMMIS additional PC terminals must be installed on the shop floor at Powell, Merlo and Center garages. These additional PCs will allow mechanics to update their repair work directly into webMMIS instead of on paper.

Each PC workstation will include these costs Computer hardware (PC, monitor, mouse) $800 Wiring (Electrical, Network) $1,200 Workstation enclosure $250 Total: $2,250 The PC recommended for this project is a thin client ASUS EB1503. This PC is very small and is currently used in the agency as a digital signage PC. The small size will reduce the footprint of the workstation on the shop floor. These PCs are also approximately $250 less expensive than the standard desktop, and they use less energy. Wiring for electrical and network will likely need to be run to the workstation location. Our shops are not currently wired for extensive PC use. Workstation enclosures are recommended to enclose the PC and monitor to protect the systems from dirt and dust which shortens the life and reliability of electronic equipment.

The project will supply 1 PC workstation for every 2 maintenance bays in use. Center 20 Merlo 12 Powell 8 Total 40

The estimated cost to purchase 40 workstations is $90,000.

Page ‐ 198

Capital Asset Management & Investment Program Technology Systems webMMIS Bus Maintenance Hardware Technology System Projects – webMMIS Bus Maintenance Hardware (continued)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 90,000 $ ‐ $ ‐ $ ‐ $ 32,000 $ 122,000 $ 90,000 $ ‐ $ ‐ $ ‐ $ 32,000 $ 122,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 90,000 $ ‐ $ ‐ $ ‐ $ 32,000 $ 122,000$ Other SourceTBD $ $‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ ‐ $ 90,000 $ ‐ $ ‐ $ ‐ $ 32,000 $ 122,000

Page ‐ 199

Capital Asset Management & Investment Program Technology Systems Digital Sign CPU Retrofit Technology System Projects – Digital Sign CPU Retrofit CARRYOVER

Project Name: Digital Sign CPU Retrofit Project ID: 1133 Project Class: Technology Systems Priority: E ‐ Medium Start Date: 7/1/2013 Completion Date: 6/30/2014 Project Type: Capital Budgeted Dept: Information Technology Project Manager: Vitko, I. PROJECT DESCRIPTION

Equipment upgrade for Solari Digital Information Displays—retrofit CPUs

PROJECT JUSTIFICATION

TriMet is adding 54 Digital Information Displays over three years in a project to ensure that electronic messaging is available at all MAX platforms. In order to improve performance and presentation of customer information, the new displays and all future purchases will include a significant upgrade to the CPUs and server software. The current supply of 92 displays requires a major CPU retrofit in order to gain the benefits seen in the new displays; without the upgrade they will continue to encounter problems with graphics and video presentation of messaging and customer information.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Carryover $ 92,730 $ 92,730 Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730 $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 92,730 $ ‐ $ ‐ $ ‐ $ $ ‐ $ ‐ $92,730 ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ 92,730 $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730

Page ‐ 200 Capital Asset Management & Investment Program Technology Systems Summary Technology Systems Summary

Total TECHNOLOGY SYSTEMS FY15 FY16 FY17 FY18 FY19 FY15-FY19 Operations Control & Communication Systems Bus Dispatch System$ 385,000 $ 385,000 $ 385,000 $ ‐ $ ‐ $ 1,155,000 Bus Dispatch System (capitalized labor/fringe) 74,499 ‐ ‐ ‐ ‐ 74,499 FMIS/MMIS (capitalized labor/fringe) 37,232 ‐ ‐ ‐ ‐ 37,232 LIFT Dispatch System 72,000 72,000 72,000 ‐ ‐ 216,000 Rail Control & SCADA System (non‐PMLR) ‐ ‐ ‐ ‐ ‐ ‐ 10,000 10,000 10,000 10,000 545,000 Radio & Microwave Communications System 505,000 Operations Control & Communication Systems Subtotal$ 1,073,731 $ 467,000 $ 467,000 $ 10,000 $ 10,000 $ 2,027,731

Fare Systems Fare Equipment $ ‐ $ 3,600 $ 4,700 $ ‐ $ ‐ $ 8,300 Clackamas Town Center TVM Civil Work 20,000 ‐ ‐ ‐ ‐ 20,000 SystemElectronic (capitalized Fare Collection labor/fringe) System 72,34316,950,244 15,031,733 ‐ ‐3,730,598 ‐ 998,000 ‐ ‐ 72,34336,710,575 MAX ValidatorsE‐Fare Replacement 60,000 ‐ ‐ ‐ ‐ 60,000 Fare Systems Subtotal$ 17,102,587 $ 15,035,333 $ 3,735,298 $ 998,000 $ ‐ $ 36,871,218

Security Equipment Systems Networked CCTV System$ 1,000,000 $ 380,000 $ ‐ $ 510,000 $ ‐ $ 1,890,000 Vehicle‐Borne CCTV Systems 1,269,815 1,496,888 1,496,888 1,496,888 1,723,963 7,484,442 148,000 MAX Intrusion DetectionTriMet Facilities Systems Access Control Systems (TRACS) 88,000 20,00060,000 20,000 ‐ 20,000 ‐ 20,000 ‐ 20,000 100,000 Security Equipment Systems Subtotal$ 2,377,815 $ 1,956,888 $ 1,516,888 $ 2,026,888 $ 1,743,963 $ 9,622,442

Page ‐ 201 Capital Asset Management & Investment Program Technology Systems Summary Technology Systems Summary (continued)

Total TECHNOLOGY SYSTEMS FY15 FY16 FY17 FY18 FY19 FY15-FY19 Technology Equipment Systems Desktop Systems$ 411,800 $ 296,500 $ 276,000 $ 316,700 $ 302,400 $ 1,603,400 Server Capital 465,500 469,250 530,000 827,100 826,332 3,118,182 Cable Plant 100,000 100,000 80,000 80,000 80,000 440,000 Data Communications 687,300 428,700 846,200 471,900 100,000 2,534,100 Voice Systems 152,000 40,000 47,600 40,000 40,000 319,600 IT Security 41,400 5,000 138,000 5,000 10,00073,000 38,500 135,000 12,500 259,400 415,250 CommunicationsFinance Environmentand Admin Systems Systems 216,250 380,000 ‐ ‐ ‐ ‐ 380,000 Human Resource Systems (capitalized labor/fringe) 30,502 ‐ ‐ ‐ ‐ 30,502 POS/POD Reduced Fare (capitalized labor/fringe) 118,533 ‐ ‐ ‐ ‐ 118,533 TOSI/ROSI (capitalized labor/fringe) 31,623 ‐ ‐ ‐ ‐ 31,623 Technology Equipment Systems Subtotal$ 2,634,908 $ 1,477,450 $ 1,794,800 $ 1,847,200 $ 1,496,232 $ 9,250,590

Other Projects 400,000 400,000 400,000 300,000 3,000,000 ProjectInformation Management Goverance (Prolog) Initiative Database 1,500,00030,000 300,000 ‐ ‐ ‐ 330,000 Real Time GPS Location for LRVs 1,239,661 ‐ ‐ ‐ ‐ 1,239,661 webbMMIS Bus Maintenance Hardware 90,000 ‐ ‐ ‐ ‐ 90,000 Transit Tracker 287,000 270,000 ‐ ‐ ‐ 557,000 Other Projects Subtotal$ 3,146,661 $ 970,000 $ 400,000 $ 400,000 $ 300,000 $ 5,216,661

Funding Sources $ (240,000) $ ‐ $ ‐ $ ‐ $ (240,000) TriMetGrants $ (24,212,302)‐ (18,265,227) (7,489,306) (5,154,684) (3,550,195) (58,671,715) TriMet (E‐Fare ‐ Streetcar) (792,001) (522,720) (158,400) (47,520) ‐ (1,520,642) TriMet (E‐Fare ‐ C‐TRAN) (1,331,399) (878,723) (266,280) (79,884) ‐ (2,556,286) Funding Sources Total$ (26,335,702) $ (19,906,671) $ (7,913,986) $ (5,282,088) $ (3,550,195) $ (62,988,642) $ $ 3,550,195 $ 62,988,642 TECHNOLOGY SYSTEMS CURRENT YEAR TOTAL $ 26,335,702 $ 19,906,671 $ 7,913,986 5,282,088

Page ‐ 202 Capital Asset Management & Investment Program Technology Systems Summary Technology Systems Summary (continued)

Total TECHNOLOGY SYSTEMS FY15 FY16 FY17 FY18 FY19 FY15-FY19 Carryovers ATP Information System (BDS)$ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 Bus Dispatch Replacement (Fixed Route) 10,854,138 ‐ ‐ ‐ ‐ 10,854,138 Develop & Set‐Up Reorder Point Planning 150,000 ‐ ‐ ‐ ‐ 150,000 Digital Sign CPU Retrofit 92,730 ‐ ‐ ‐ ‐ 92,730 E‐Citation 175,324 ‐ ‐ ‐ ‐ 175,324 Finance/Procurement Digital Imaging System 500,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500,000 350,000 OperatorSelf Training Service Equipment Manager 350,000 100,000 ‐ ‐ ‐ ‐ ‐ 100,000 Union Pay Rates in Oracle Payroll 100,000 ‐ ‐ ‐ ‐ 100,000 Vehicle Borne CCTV Systems 564,800 ‐ ‐ ‐ ‐ 564,800 TECHNOLOGY SYSTEMS CARRYOVER TOTAL $ 13,886,992 $ ‐ $ ‐ $ ‐ $ ‐ $ 13,886,992

TECHNOLOGY SYSTEMS GRAND TOTAL $ 40,222,694 $ 19,906,671 $ 7,913,986 $ 5,282,088 $ 3,550,195 $ 76,875,634

Page ‐ 203

This page left intentionally blank. SECTION 7 – NEW/IMPROVED SERVICE

This page left intentionally blank. Capital Asset Management & Investment Program New/Improved Service Powel – Division HCT Corridor Powell – Division HCT Corridor

Project Name: Powell – Division HCT Corridor Project ID: TBD Project Class: New/Improved Service Priority: ES ‐ Low Start Date: 7/1/2013 Completion Date: 6/30/2021 Project Type: Capital Budgeted Dept: Public Affairs – Planning & Policy Project Manager: Lehto PROJECT DESCRIPTION Powell‐Division Corridor is currently under study for High Capacity Transit (HCT) improvements, led by Metro, in the Powell‐Division Transit and Development Project (http://www.oregonmetro.gov/index.cfm/go/by.web/id/42315). Mode, terminus and alignment will be determined via public process late in FY2015. Until then, we will not know the mode or alignment. For placeholder purposes within the budget, this assumes Bus Rapid Transit service with new, dedicated buses implemented under Small Starts federal program. Under Small Starts program, aT BR project would need to be an all day, every day service, with transit priority treatments, distinctive branding and customer information, including shelters, stop improvements, new buses dedicated to the service, and targeted transit priority treatments. If BRT, the line could also use the PMLR transitway to avoid congestion in tand ou of downtown. Funding is assumed via Small Starts with a total project budget of approximately $102,000,000, with 80% federal, $75,000,000 of which would come from the Small Starts program at FTA.

Concept schedule if BRT: Begin corridor study 2013‐2014. LPA winter, 2014‐15. NEPA work 2016. Apply for Small Starts, 2017. Design/Engineering and start procurement of vehicles 2017‐2018. Receive Grant 2018. Construction 2018‐2020. Begin revenue service Fall, 2020. Federal NEPA process and FTA process may be able to proceed more quickly, which would create earlier service date. A “New Starts” BRT or LRT would take longerd an have higher costs. PROJECT JUSTIFICATION Strong transit demand in the corridor, with potential for significant growth with factors like new housing being developed in the corridor, continued growth in central Gresham and the establishment of a full campus of PCC at 82nd/Division in addition to continued growth in South Waterfront. Note that the majority of the General Fund contribution is assumed to be repurposed funds already budgeted for replacement buses. STATUS Alternatives analyses have begun, with a Locally Preferred Alternative expected to be chosen by the end of Fiscal Year 2015.

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 100,000 $ 500,000 $ 4,000,000 $ 4,000,000 $ 60,000,000 $ 68,600,000 $ 100,000 $ 500,000 $ 4,000,000 $ 4,000,000 $ 60,000,000 $ 68,600,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000,000 $ 50,000,000 TriMet Share $ 100,000 $ 500,000 $ 1,000,000 $ 1,000,000 $ 6,000,000 $ 8,600,000 Other Source $ ‐ $ ‐ $ 3,000,000 $ 3,000,000 $ 4,000,000 $ 10,000,000 TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 500,000 $ 4,000,000 $ 4,000,000 $ 60,000,000 $ 68,600,000

Page ‐ 207 Capital Asset Management & Investment Program New/Improved Service MTIP‐REOF East Portland Access to Employment & Education East Portland Access to Employment and Education

Project Name: East Portland Access to Employment and Education (MTIP – REOF) Project ID: TBD Project Class: New/Improved Service Priority: LSI ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Planning & Policy Project Manager: Lehto PROJECT DESCRIPTION This project makes priority improvements for access to employment, businesses, and education opportunities for low‐income and other populations in East Portland by building and improving sidewalks, crossings, bus stops and operations, bike facilities, and other safety improvements. Transit‐focused elements of the project include sidewalk and crossing improvements for access to transit based on TriMet’s Pedestrian Analysis and the East Portland in Motion strategy. Transit safety, efficiency, and comfort improvements would include crossings, stops, and shelters on high ridership lines and at key destinations, as well as improvements for bus operations, ADA access and safety at select intersections.

PROJECT JUSTIFICATION For many people in East Portland, particularly those who do not have access to a private vehicles, finding safe and accessible modes of transportation are crucial for employment and education. The City of Portland and TriMet will use this additional funding to advance implementation of current plans and address remaining existing deficiencies and make a more complete active transportation network and improve the accessibility, safety, and quality of TriMet service in East Portland.

The elements of the project, estimated expenditures, matching funds and MTIP grant funds are shown below for TriMet and City of Portland: Project Component Total Expenditures Match Funds Grant Funds Access to Transit $ 1,654,050 $154,050 $1,500,000 Safety, Efficiency, Comfort for Transit $2,205,400 $205,400 $2,000,000 Subtotal‐ TriMet $3,859,450 $359,450 $3,500,000 Sidewalk improvements on SE Powell $3,602,521 $335,521 $3,267,000 Neighborhood Greenways connections to $1,654,050 $154,050 $1,500,000 schools, parks, businesses Subtotal‐City of Portland $5,256,571 $489,571 $4,767,000 Total Project $9,116,021 $849,021 $8,267,000

STATUS N/A

Page ‐ 208 Capital Asset Management & Investment Program New/Improved Service MTIP‐REOF East Portland Access to Employment & Education East Portland Access to Employment and Education (Continued)

Project Name: East Portland Access to Employment and Education (MTIP – REOF) Project ID: TBD Project Class: New/Improved Service Priority: ES ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: Planning & Policy Project Manager: Lehto

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 2,508,643 $ 1,350,807 $ ‐ $ ‐ $ 3,859,450 $ ‐ $ 2,508,643 $ 1,350,807 $ ‐ $ ‐ $ 3,859,450

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 233,643 $ 125,807 $ $ ‐ $ ‐ $ ‐ $ ‐ $359,450 3,500,000 Other SourceTBD $ $ ‐ $‐ 2,275,000$ $ ‐ 1,225,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,508,643 $ 1,350,807 $ ‐ $ ‐ $ 3,859,450

Page ‐ 209 Capital Asset Management & Investment Program New/Improved Service Southwest Corridor Southwest Corridor – Project Development

Project Name: Southwest Corridor Project Development Project ID: TBD Project Class: New/Improved Service Priority: ES ‐ Low Start Date: 7/1/2015 Completion Date: Continued Development Project Type: Capital Budgeted Dept: Capital Projects/ Public Affairs Policy & Planning Project Manager: Lehto/Unsworth PROJECT DESCRIPTION This project is currently being led by Metro and involves all of the local jurisdictions in the Southwest portion of the region as well as Washington County and ODOT. At this stage, consistent with normal practice in the region, Metro is the lead and TriMet is a partner on the project. The Southwest Corridor Plan is studying whether to implement High capacity transit service traveling southwest from Portland Central Business District to Tualatin via Tigard. Multiple alignments are under consideration as are two modes: Bus rapid transit, with 50 percent or greater dedicated right of way, and light rail. Route and mode have not been selected. The project is currently in the refinement phase which will be followed by a decision by the Steering Committee on whether to move forward with a DEIS. This project is currently led by Metro and is expected to be eligible for New Starts funds. As with previous projects, if a high capacity project is pursued in this corridor, the majority of capital funds would need to be provided by sources other than TriMet. At least 50% Federal funds are assumed. PROJECT JUSTIFICATION This corridor was designated in 2009 as the as next regional priority for high capacity transit expansion by the Joint Policy Advisory Committee on Transportation and the Metro Council. The corridor, identified as near‐term priority under Metro’s Regional High Capacity Transit System Plan, shows the greatest ridership projections for potential high capacity transit corridors in the region.

STATUS To date, the project has been funded mostly through MTIP funds via Metro. Some of the early years’ expenditures (FY15, FY16, FY17) will be coming from debt service savings due to bonds that were expected to be sold but no longer need to be due to coming in under budget on other capital projects.

It is assumed that a majority of the capital funds needed for this project will come from federal, state and local funds and not TriMet funds. Operating funds for this project would need to come from new resources that will need to be identified as the project moves forward. A plan for funding both capital and operations will begin to be developed in much greater detail if the Steering Committee recommends pursuing a High Capacity Transit project and then has selected a Locally Preferred Alternative which will include mode and general alignment. The assumed timeline for an LPA is early 2017.

Page ‐ 210 Capital Asset Management & Investment Program New/Improved Service Southwest Corridor Southwest Corridor – Project Development (continued)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 2,000,000 $ 2,650,000 $ 2,700,000 tbd$ 7,350,000 $ ‐ $ 2,000,000 $ 2,650,000 $ 2,700,000 $ ‐ $ 7,350,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 1,000,000 $ 1,000,000$ $ 1,000,000$ 1,000,000$ $ ‐ $ ‐ 3,000,000$ 3,000,000 Other TBDSource $ $ ‐ $‐ 1,000,000$ ‐ 1,000,000$ 650,000 $ 700,000 $ ‐ $ 1,350,000 $ ‐ $ 2,000,000 $ 2,650,000 $ 2,700,000 $ ‐ $ 7,350,000 * Future costs for FY19 and beyond depend on regional decision regarding whether to pursue a project as well as preferred mode and alignment

Page ‐ 211 Capital Asset Management & Investment Program New/Improved Service Steel Bridge/Rose Quarter Capacity & Reliability – 4 Tracking Steel Bridge/Rose Quarter Capacity and Reliability – 4 Tracking

Project Name: Steel Bridge/Rose Quarter Capacity and Reliability – 4 Tracking Project ID: TBD Project Class: Facilities Priority: SD ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Operating Budgeted Dept: Planning & Policy / Capital Projects – Operating Projects Project Manager: Lehto/Batty PROJECT DESCRIPTION Background: The Steel Bridge is just over 100 years old and has carried light rail for 27 years. All MAX lines cross this bridge and there are both structural and capacity/reliability issues to consider. Bi‐annual inspections by ODOT so far indicate that the bridge appears to be structurally sound for it’s current use. However seismic stability is not assured as no comprehensive review has been done, the original design did not consider earthquakes to be a risk, and there has been no known seismic retrofit of the bridge. The eastside approach structure, which belongs to TriMet, showed cracking approximately five years ago which was remedied for approximately 15 year span, but will need replacement. As for capacity and reliability, the Steel Bridge carries all four MAX lines so any disruption can affect the entire system. Capacity constraints at this location will create ripple effects throughout the system. Prior analysis indicates that capacity limits are not likely to be reached within current planning horizons but that the trend is in that direction, and that any changes to the Rose Quarter switch and signal system could have significant impacts on the capacity. That prior analysis also indicated that the most promising improvement for long‐term reliability and capacity (short of building a separate bridge) was to 4‐track the Steel Bridge.

Project: This project would begin analysis that would eventually need to address both structural and capacity/reliability questions for the Bridge. This approach takes the capacity/reliability question on first as it is the most amenable and affordable to near‐term analysis. Further engineering analysis will be needed for structural needs (such as the eastside approach) but they have higher up‐front costs and should be guided by a greater understanding of long‐term potential that this analysis would provide. This project specifically would conduct two related analyses of the potential for building 2 additional tracks on the Steel Bridge to enhance capacity and reliability in the highly complex Steel Bridge/Rose Quarter section. Additional tracks would allow more capacity on the bridge, and allow more than one train in either direction to travel within that signal block. This would remove one of the significant restrictions at this critical pinchpoint for the entire MAX system. The analysis would proceed in two steps: 1. Needs and feasibility analysis, assessing schedule and operations needs and potential improvements from 4‐tracking the bridge. This work would take the bulk of FY16 and engage a consultant for support in operational modeling of MAX on the Bridge. Work would involve both Planning & Policy staff, as well as Manager of Rail Operations Planning. The consultant would perform a detailed VISSIM simulation of the bridge in various configurations to identify the level of benefit 4‐tracking could provide. 2. Engineering analysis to identify construction feasibility and create a solid basis on which to develop specific engineering designs and cost estimates for a construction project. Much of this work would be performed by consultants (with PM by staff within Capital Projects). At this point, if further steps are warranted lead of the analysis would be handed to Capital Projects – Operating Projects to manage conceptual engineering work on the bridge itself.

PROJECT JUSTIFICATION The Steel Bridge is a critical pinchpoint for the entire MAX system. Signal and switch delays as well as train congestion at this point threaten the reliability for the entire system. Previous work had identified that the interaction of the Bridge and signal system represent the bulk of the delay and unreliability issues at this point. TriMet needs better information about the potential for 4‐tracking on the bridge to mitigate or eliminate operational and schedule problems at this junction. STATUS Study and Analysis would begin in FY16, to allow time to identify appropriate staff resources.

Page ‐ 212 Capital Asset Management & Investment Program New/Improved Service Steel Bridge/Rose Quarter Capacity & Reliability – 4 Tracking Steel Bridge/Rose Quarter Capacity and Reliability – 4 Tracking (continued)

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 100,000 $ 180,000 $ ‐ $ ‐ $ 280,000 $ ‐ $ 100,000 $ 180,000 $ ‐ $ ‐ $ 280,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 100,000 $ 180,000 $ ‐ $ $ ‐ $ ‐ 280,000$ ‐ Other SourceTBD $ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 180,000 $ ‐ $ ‐ $ 280,000

Operational Engineering Analysis FY16 Analysis FY17

Page ‐ 213 Capital Asset Management & Investment Program New/Improved Service Tigard Park & Ride Expansion – Land Acquisition Tigard Park & Ride Expansion – Land Acquisition

Project Name: Tigard Park & Ride Expansion: Land Acquisition Project ID: TBD Project Class: New/Improved Service Priority: E ‐ Low Start Date: 7/1/2018 Completion Date: 6/30/2019 Project Type: Capital Budgeted Dept: TBD Project Manager: TBD PROJECT DESCRIPTION Acquisition of 0.8‐acre property adjacent to the existing TriMet park and ride lot along Pacific Highway (99W).

PROJECT JUSTIFICATION This acquisition would allow expansion of the existing park and ride lot and land for potential Barbur LRT, but more importantly provides street frontage for the lot, which would be used for an enhanced bus stop and a future High Capacity Transit or Bus Rapid Transit station. This lot now sits below and out‐of‐sight from Pacific Highway. The adjacent site is undeveloped. While this is not an urgent project, it takes advantage of an opportunity and is fully consistent with TriMet’s park and ride policy and the service development plans in this corridor.

This project creates a new “super” bus stop and some additional parking which would have to be maintained. Timing has been moved back to FY2016 to be consistent with schedule for ongoing Southwest Corridor planning efforts led by the region, which includes transit improvements along with all other modes as potential recommendations. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ ‐ $ ‐ $ ‐ $ 750,000 $ 750,000 ‐‐$ $ ‐ $ ‐ $ 750,000 $ 750,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share ‐‐$ $ ‐ $ ‐ $ 750,000 $ 750,000 Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 750,000 $ 750,000

Page ‐ 214 Capital Improvement Program New/Improved Service Willamette Shore Trolley Program Willamette Shore Trolley Program

Project Name: Willamette Shore Trolley Program Project ID: 5581 Project Class: New/Improved Service Priority: S ‐ Low Start Date: 7/1/2014 Completion Date: On‐going Project Type: Operating Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Batty PROJECT DESCRIPTION TriMet participates as a member in the regional efforts of the Willamette Shore Consortium. The mission of the Consortium, under a signed IGA, is to preserve this right of way for future provision of public rail transportation to Lake Oswego from the Riverplace district. Preservation and conversion of this right of way is a regional priority, reflected in the 2020 Regional Transportation Plan. Restoring excursion operations (‘trolley’) to the ROW is considered to be a critical part of that mission and priority.

PROJECT JUSTIFICATION TriMet works with the City of Lake Oswego (LO) who is responsible for maintaining and operating rail transit in this right‐of‐way along the Willamette River. TriMet provides capital project development support, miscellaneous technical support, and real property agent services. Usual annual maintenance includes trestle inspection, track maintenance, tunnel inspection (every 5 years) or other structural and right‐of‐way upkeep. In addition, usual annual activities may include development of more significant maintenance project scopes based, at least in part, on results of periodic inspections.

More substantial trestle and track maintenance work under a funding agreement with LO in FY15‐17 is anticipated.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ 150,000 $ 350,000 $ 250,000 $ 50,000 $ 50,000 $ 850,000 $ 150,000 $ 350,000 $ 250,000 $ 50,000 $ 50,000 $ 850,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ 50,000 $ $ 50,000300,000$ $ 50,000200,000$ $ 50,000 ‐ $ $ 50,000 ‐ $ $ 250,000600,000 OtherTBD Source $ $ 100,000‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 $ 350,000 $ 250,000 $ 50,000 $ 50,000 $ 850,000

Page ‐ 215 Capital Asset Management & Investment Program New/Improved Service STIP – Barbur – Hwy 99W STIP – Barbur – Hwy 99W Corridor & Access to Transit

Project Name: Barbur – 99W Corridor Safety & Access to Transit Project ID: TBD Project Class: New/Improved Service Priority: S ‐ Low Start Date: 7/1/15 Completion Date: 6/30/17 Project Type: Capital Budgeted Dept: TBD Project Manager: Lehto PROJECT DESCRIPTION Improve bus stops, construct sidewalks, enhance crossings, install signal priority and transit operation improvements on and connecting to Barbur‐99W between Portland and Sherwood. Specifically, the project would build bus stop landing pads and shelters and connect bus stops to sidewalks. Rapid flash beacons would be installed to improve safety at non‐signalized crossings. Signal priority and operational treatments would decrease travel times. Pedestrian network and connections to transit and regional trails would be improved in Tigard.

PROJECT JUSTIFICATION Barbur‐99W is 4‐6 lanes with a maximum speed of 45 mph. TriMet lines 12, 64, and 94 serve the corridor with more than 35,000 weekly rides. Sidewalk and basic bus stop amenities are lacking in much of the corridor. Because of high speeds, crossing the corridor to a bus stop can be dangerous and safe bicycle access is limited. As employment and housing in the area grow, traffic congestion will increase, making transit less attractive by slowing travel times and lowering on‐time performance.

TriMet share of total expenditures, STIP funds, and TriMet matching funds are shown. Does not include expenses, STIP funds, or match for respective project partners Tigard and Portland.

STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 825,500 $ 444,500 $ ‐ $ ‐ $ 1,270,000 $ ‐ $ 825,500 $ 444,500 $ ‐ $ ‐ $ 1,270,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 84,779 $ 45,650 $ $ ‐ $ ‐ $ ‐ $ ‐ $130,429 1,139,571 Other SourceTBD $ $ ‐ $‐ $740,721 $ ‐ $398,850 ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 825,500 $ 444,500 $ ‐ $ ‐ $ 1,270,000

Page ‐ 216 Capital Asset Management & Investment Program New/Improved Service STIP – Hwy 8 STIP – Highway 8 Corridor Safety & Access to Transit

Project Name: Highway 8 Corridor Safety & Access to Transit Project ID: TBD Project Class: New/Improved Service Priority: S ‐ Low Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: TBD Project Manager: Lehto PROJECT DESCRIPTION Improve bus stops, construct sidewalks, enhance crossings and install signal priority on and connecting to Highway 8 between 110th Ave. in Beaverton and SW 209th Ave. in Hillsboro. Specifically, the project would build bus stop landing pads and shelters and connect bus stops to sidewalks. Rapid flash beacons would be installed to improve safety and non‐signalized crossings near bus stops and signal and striping improvements would be made to help protect transit customers at signalized crossings. Signal priority and operational treatments at key intersections would decrease travel times.

PROJECT JUSTIFICATION Highway 8 is 5‐7 lanes with a maximum speed of 45 mph. The project area runs through downtown Beaverton and low‐income parts of Aloha, Reedville and Hillsboro. The future South Hillsboro development will bring more than 10,000 new homes and a new town center to the corridor. Sidewalk and basic bus stop amenities are lacking on much of the highway, particularly on the south side of TV Hwy (OR‐8) due to a railroad right of way. Because of high speeds, crossing the corridor to a bus stop can be dangerous and safe bicycle access is limited. As the area grows, traffic congestion will increase, making transit less attractive by slowing travel times and lowering on‐time performance

TriMet total expenditures, STIP funds, and TriMet matching funds are shown. There are no financially contributing partners on this project. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 1,049,100 $ 564,900 $ ‐ $ ‐ $ 1,614,000 $ ‐ $ 1,049,100 $ 564,900 $ ‐ $ ‐ $ 1,614,000

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 107,743 $ 58,015 $ $ ‐ $ ‐ $ ‐ $ ‐ $165,758 1,448,242 Other SourceTBD $ $ ‐ $‐ $941,357 $ ‐ $506,885 ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,049,100 $ 564,900 $ ‐ $ ‐ $ 1,614,000

Page ‐ 217 Capital Asset Management & Investment Program New/Improved Service STIP – Powell‐Division STIP – Powell‐Division Corridor Safety & Access to Transit

Project Name: Powell‐Division Corridor Safety & Access to Transit Project ID: TBD Project Class: New/Improved Service Priority: S Start Date: 7/1/2015 Completion Date: 6/30/2017 Project Type: Capital Budgeted Dept: TBD Project Manager: Lehto PROJECT DESCRIPTION This project makes priority improvements for safety, access to transit and transit operations in the Powell & Division corridors, with current TriMet Frequent Service lines and a designated regional High Capacity Transit development corridor. It will focus on priority safety and access improvements identified by the project partners, adopted plans, and highlighted in TriMet’s Pedestrian Network Analysis. Improved safety, access, operations reliability and travel time provide immediate benefits and set the stage for future anticipated service increases in the corridor. Identified improvements could also be included in the scope of potential Powell‐ Division On‐Street Bus Rapid Transit project, which would present additional chance for using these STIP funds to leverage future improvements.

PROJECT JUSTIFICATION The Powell Blvd (US26) – Division St (“Powell‐Division”) corridor is currently served by frequent service bus lines 4 and 9 and has numerous transfer points for crossing routes. Ridership in the combined corridor averages 71,000 riders per week. There are stretches of roadway without marked crossings, missing sidewalks and inaccessible bus stops. This project aims to enhance crossings in conjunction with bus stop improvements such as improved shelters and lighting to make taking transit a more attractive option. Also, this project aims to upgrade existing marked crosswalks to current standards and treatment technologies, which may include adding rapid flashing beacons where appropriate and supported by existing plans and project partners.

TriMet share of total expenditures, STIP funds, and TriMet matching funds are shown. Does not include expenses, STIP funds, or match for respective project partners Gresham and Portland. STATUS N/A

Expenditure Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Current Year $ ‐ $ 1,259,375 $ 678,125 $ ‐ $ ‐ $ 1,937,500 $ ‐ $ 1,259,375 $ 678,125 $ ‐ $ ‐ $ 1,937,500

Revenue Plan FY2015 FY2016 FY2017 FY2018 FY2019 Total 5‐Year Cost Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ TriMet Share $ ‐ $ 129,338 $ 69,643 $ $ ‐ $ ‐ $ ‐ $ ‐ $198,981 1,738,519 Other SourceTBD $ $ ‐ $‐ 1,130,037$ $ ‐ $608,482 ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,259,375 $ 678,125 $ ‐ $ ‐ $ 1,937,500

Page ‐ 218 Capital Asset Management & Investment Program New/Improved Service Summary New/Improved Service Summary

Total New/Improved Service FY15 FY16 FY17 FY18 FY19 FY15-FY19 Projects BRT First Corridor$ 100,000 $ 500,000 $ 4,000,000 $ 4,000,000 $ 60,000,000 $ 68,600,000 East Portland Access to Employment & Education (MTIP‐REOF) ‐ 2,508,643 1,350,807 ‐ ‐ 3,859,450 Southwest Corridor Project Development ‐ 2,000,000 2,650,000 2,700,000 ‐ 7,350,000 Steel Bridge/Rose Quarter Capacity & Reliability ‐ 4 Tracking ‐ 100,000 180,000 ‐ ‐ 280,000 Expansion ‐ ‐ ‐ ‐ 750,000 750,000 Tigard Park & Ride Willamette Shore Trolley Program 150,000 350,000 250,000 50,000 50,000 850,000 Projects Subtotal$ 250,000 $ 5,458,643 $ 8,430,807 $ 6,750,000 $ 60,800,000 $ 81,689,450

STIP Projects Barbur‐99W Corridor Safety & Access to Transit $ ‐ $ 825,500 $ 444,500 $ ‐ $ ‐ $ 1,270,000 564,900 ‐ ‐ 1,614,000 Highway 8 Corridor Safety & Access to Transit ‐ 1,049,100 Powell‐Division Corridor Safety & Access to Transit ‐ 1,259,375 678,125 ‐ ‐ 1,937,500 STIP Projects Subtotal $ ‐ $ 3,133,975 $ 1,687,525 $ ‐ $ ‐ $ 4,821,500

Funding Sources Grants $ (50,000,000) $ (50,000,000) TriMet (150,000) (2,205,503) (2,529,115) (2,050,000) (6,800,000) (13,734,618) TriMet Other (100,000) (6,387,115) (6,939,217) (4,000,000) (4,000,000) (21,426,332) Sources GrandTBD Total $ (250,000) $ (8,592,618)‐ $ (10,118,332) ‐ $(650,000) (6,750,000) $(700,000) (60,800,000) $ (86,510,950) ‐ (1,350,000) Funding NEW/IMPROVED SERVICE CURRENT YEAR TOTAL $ 250,000 $ 8,592,618 $ 10,118,332 $ 6,750,000 $ 60,800,000 $ 86,510,950

Carryovers Willamette Shore Trolley Program$ 316,390 $ ‐ $ ‐ $ ‐ $ ‐ $ 316,390 NEW/IMPROVED SERVICE CARRYOVER TOTAL $ 316,390 $ ‐ $ ‐ $ ‐ $ ‐ $ 316,390

$ 8,592,618 $ 10,118,332 $ 6,750,000 $ 60,800,000 $ 86,827,340 NEW/IMPROVED SERVICE GRAND TOTAL $ 566,390

Page ‐ 219

This page left intentionally blank. SECTION 8 ‐ APPENDIX

This page left intentionally blank. Capital Asset Management & Investment Program Appendix Summary Combined Summary

Total Capital Asset Management & Investment Program FY15 FY16 FY17 FY18 FY19 FY15-FY19 Vehicles Fixed Route Buses$ 31,497,549 $ 28,430,571 $ 22,890,920 $ 30,140,420 $ 14,659,277 $ 127,618,738 Light Rail Vehicles 3,620,180 1,177,595 408,819 396,666 55,000 5,658,259 ATP/LIFT Vehicles 4,385,500 5,327,000 66,000 ‐ 3,985,800 13,764,300 Non‐Revenue Vehicles 1,751,900 1,898,700 1,289,500 272,300 584,500 5,796,900 Other Vehicle Projects 2,579,833 7,500,000 2,500,000 ‐ ‐ 12,579,833 Vehicle Carryover Projects 19,963,585 ‐ ‐ ‐ ‐ 19,963,585 Vehicles Subtotal $ 63,798,547 $ 44,333,866 $ 27,155,239 $ 30,809,385 $ 19,284,577 $ 185,381,615

Maintenance of Way Track & Structures $2,599,206$ 1,656,000 $ 3,664,800 $ 2,757,500 $ 2,785,000 $ 13,462,506 Overhead Catenary System 302,500 573,000 543,500 624,000 ‐ 2,043,000 Signals 195,000 279,000 351,000 412,500 435,000 1,672,500 Substations 213,250 403,000 131,000 232,500 ‐ 979,750 Communications 204,500 126,500 ‐ ‐ ‐ 331,000 Other MOW Projects 500,000 600,000 3,700,000 3,700,000 2,700,000 11,200,000 MOW Carryover Projects 2,192,576 ‐ ‐ ‐ ‐ 2,192,576 Maintenance of Way Subtotal $ 6,207,032 $ 3,637,500 $ 8,390,300 $ 7,726,500 $ 5,920,000 $ 31,881,332

Facilities ‐ Customer & Operations Customer Facilities$ 2,023,924 $ 4,919,925 $ 6,127,716 $ 3,765,100 $ 3,525,467 $ 20,362,132 Operating Facilities 7,050,454 17,286,879 11,529,329 12,895,407 14,724,196 63,486,265 Facilities Carryover Projects 9,333,315 ‐ ‐ ‐ ‐ 9,333,315 Facilities ‐ Customer & Operations Subtotal $ 18,407,693 $ 22,206,804 $ 17,657,045 $ 16,660,507 $ 18,249,663 $ 93,181,712

Page ‐ 223 Capital Asset Management & Investment Program Appendix Summary Combined Summary (continued)

Total Capital Asset Management & Investment Program FY15 FY16 FY17 FY18 FY19 FY15-FY19

Technology Systems Operations Control & Communications Equipment$ 1,073,731 $ 467,000 $ 467,000 $ 10,000 $ 10,000 $ 2,027,731 Fare Systems 17,102,587 15,035,333 3,735,298 998,000 ‐ 36,871,218 Security Equipment Systems 2,377,815 1,956,888 1,516,888 2,026,888 1,743,963 9,622,442 Technology Equipment Systems 2,634,908 1,477,450 1,794,800 1,847,200 1,496,232 9,250,590 Other Projects 3,146,661 970,000 400,000 400,000 300,000 5,216,661 Technology Carryover Projects 13,886,992 ‐ ‐ ‐ ‐ 13,886,992 Technology Systems Subtotal $ 40,222,694 $ 19,906,671 $ 7,913,986 $ 5,282,088 $ 3,550,195 $ 76,875,634

New Improved Service Other Projects$ 250,000 $ 5,458,643 $ 8,430,807 $ 6,750,000 $ 60,800,000 $ 81,689,450 STIP Projects ‐ 3,133,975 1,687,525 ‐ ‐ 4,821,500 New/Improved Carryover Projects 316,390 ‐ ‐ ‐ ‐ 316,390 New‐Improved Service Subtotal $ 566,390 $ 8,592,618 $ 10,118,332 $ 6,750,000 $ 60,800,000 $ 86,827,340

CAPITAL ASSET MANAGEMENT & INVESTMENT GRAND TOTAL $ 129,202,356 $ 98,677,459 $ 71,234,902 $ 67,228,481 $ 107,804,435 $ 474,147,634

Page ‐ 224 Capital Asset Management & Investment Program Appendix Fixed Route Buses Projected Bus Replacement Schedule

TABLE 1A. FIXED ROUTE BUSES - ACTIVE FLEET 2015 BUS FY BUS FLEET BUS MAKE & AGE REPLACE BUSES FORECASTED FLEET COMPOSITION FLEET ACQ LNGTH SIZE DESCRIPTION FY15 END FY 11/22/2013 2015 2016 2017 2018 2019 37 1991 40 63 Gillig 1400s 24 2015 18 0 0 0 0 0 38 1991 30 30 Gillig 1600s 24 2015 10 0 0 0 0 0 39 1991 30 13 Gillig 1600s 24 2015 6 0 0 0 0 0 40 1992 40 108 FlxMetro 1700's 23 2014 20 0 0 0 0 0 41 1993 30 10 FlxMetro 1900's 22 2015 6 0 0 0 0 0 46 1998 40 22 New Flyer (Low Floor) 17 2015 22 0 0 0 0 0 47 1998 40 60 Gillig 2100s 17 2016 60 25 0 0 0 0 48 1998 40 5 Gillig 2100s 17 2015 5 0 0 0 0 0 49 1999 40 58 New Flyer (Low Floor) 16 2017 58 58 23 0 0 0 51 1999 40 60 New Flyer (Low Floor) 16 2019 60 60 60 43 6 0 52 2001 40 60 New Flyer (Low Floor) 14 2020 59 59 59 59 59 39 54 2003 40 55 New Flyer (Low Floor) 12 2023 55 55 55 55 55 55 55 2004 40 25 New Flyer (Low Floor) 11 2024 25 25 25 25 25 25 56 2006 40 39 New Flyer (Low Floor) 9 2025 39 39 39 39 39 39 57 2009 40 40 New Flyer (Low Floor) 6 2026 40 40 40 40 40 40 58 2013 40 51 Gillig (Low Floor) 2 2029 51 51 51 51 51 51 59 2013 40 4 Gillig (Low Floor BAE Hyb) 2 2029 4 4 4 4 4 4 60 2014 40 70 Low Floor 1 2030 70 70 70 70 70 70 61 2014 40 25 Low Floor 0 2030 0 60 60 60 60 60 62 2015 40 38 Low Floor 0 2031 0 38 38 38 38 38 63 2015 40 4 Low Floor (Super Hybrids) 0 2032 0 4 4 4 4 4 64 2015 30 40 Low Floor 0 2032 0 22 22 22 22 22 65 2016 40 40 Low Floor 0 2033 0 0 60 60 60 60 66 2017 40 40 Low Floor 0 2034 0 0 0 40 40 40 67 2018 40 40 Low Floor 0 2035 0 0 0 0 40 40 68 2019 40 40 Low Floor 0 2036 0 0 0 0 0 30 69 2020 40 40 Low Floor 0 2037 0 0 0 0 0 0 70 2021 40 40 Low Floor 0 2038 0 0 0 0 0 0 71 2022 40 40 Low Floor 0 2039 0 0 0 0 0 0 72 2023 40 40 Low Floor 0 2040 0 0 0 0 0 0 73 2024 40 40 Low Floor 0 2041 0 0 0 0 0 0 74 2025 40 40 Low Floor 0 2042 0 0 0 0 0 0 75 2026 40 40 Low Floor 0 2043 0 0 0 0 0 0 76 2027 40 40 Low Floor 0 2044 0 0 0 0 0 0 77 2028 40 40 Low Floor 0 2045 0 0 0 0 0 0 78 2029 40 40 Low Floor 0 2046 0 0 0 0 0 0 79 2030 40 40 Low Floor 0 2047 0 0 0 0 0 0 Total Fleet Size (Including Expansion or Special Services* Buses) 608 610 610 610 613 617 Page ‐ 225 Capital Asset Management & Investment Program Appendix Fixed Route Buses Projected Bus Replacement Schedule (continued)

ACTIVE FLEET CONTINUED #REF! 610 610 613 617 Weighted Average Replacement Fleet Age At Year End 12.02 9.04 8.33 8.15 7.96 8.13 Low Floor Fleet => 483 585 610 610 613 617 Standard (High Floor) Fleet => 125 25 0 0 0 0 Replacement Buses 60 60 40 37 26 Expansion Buses 00 034 Total Buses Purchased 60 60 40 40 30 Average # of Buses Purchased Annually: 41 Average # of Replacement Buses Annually: 40

Total Fleet Size Including Expansion Buses 610 610 610 613 617

Current FLEET REQUIRED 11/22/2013 2015 2016 2017 2018 2019 Annual Service Expansion => 0.50% 0.50% 0.50% 0.50% 0.50% Weekly Bus Vehicle Hours 36374 36739 36923 37107 37293 37479 Estimated Peak Pullouts 516 516 519 519 522 522 Spares 83 94 91 91 91 95 Total Fleet Required (Excluding Special Services* Buses) 599 610 610 610 613 617

Spare Ratio (based on actual fleet): 17.83% 18.22% 17.53% 17.53% 17.43% 18.20%

Page ‐ 226 Capital Asset Management & Investment Program Appendix Fixed Route Buses Projected Bus Replacement Schedule (continued)

Buses CONTINGENCY FLEET 11/22/2013 2015 2016 2017 2018 2019 Gillig Fleet 37 0 0 0 0 0 0 Gillig Fleet 38 0 0 0 0 0 0 Gillig Fleet 39 0 0 0 0 0 0 Flx Metro Fleet 40 10 0 0 0 0 0 Flx Metro Fleet 41 4 4 0 0 0 0 Flx Metro Fleet 44 0 0 0 0 0 0 Flx Metro Fleet 45 0 0 0 0 0 0 New Flyer Fleet 46 0 0 0 0 0 0 Gillig Fleet 47 0 10 0 0 0 0 Gilligr Fleet Fleet 49 48 0 0 0 0 10 0 0 0 0 0 0 0 CollinsNew Flye Fleet 50 0 0 0 0 0 0 New Flyer Fleet 51 0 0 0 10 10 0 New Flyer Fleet 52 0 0 0 0 0 10 New Flyer Hybrids Fleet 53 0 0 0 0 0 0 Low Floor Fleet 54 0 0 0 0 0 0 Low Floor Fleet 55 0 0 0 0 0 0 Low Floor Fleet 56 0 0 0 0 0 0 Low Floor Fleet 57 0 0 0 0 0 0 Low Floor Fleet 58 0 0 0 0 0 0 Low Floor Fleet 59 0 0 0 0 0 0 Low Floor Fleet 60 0 0 0 0 0 0 Low Floor Fleet 61 0 0 0 0 0 0 Low Floor Fleet 62 0 0 0 0 0 0

Total Reserve Fleet 14 14 10 10 10 10

Page ‐ 227 Capital Asset Management & Investment Program Appendix Fixed Route Buses Bus Replacement Schedule (continued)

TABLE 1B. VEHICLE SYSTEMS - FIXED ROUTE BUSES

CAPITAL REQUIREMENTS OPTIMUM # OF YEA R REPLACEMENT FY15-FY19 ITEM REQUIRED VEHICLES NEEDED CYCLE 2015 2016 2017 2018 2019 TOTAL Replacement Buses Low Floor 40-foot Buses 38 2015 16 Yrs/675,000 $16,796,001 $16,796,001 Low Floor 30-foot Buses 22 2015 16 Yrs/675,000 $9,394,000 $9,394,000 Low Floor 40-foot Hybrid Buses 4 2015 16 Yrs/675,000 $2,866,000 $2,866,000 Low Floor 40-foot Buses 60 2016 16 Yrs/675,000 $26,520,000 $26,520,000 Low Floor 40-foot Buses 40 2017 16 Yrs/675,000 $17,680,000 $17,680,000 Low Floor 40-foot Buses 37 2018 16 Yrs/675,000 $16,354,000 $16,354,000 Low Floor 40-foot Buses 26 2019 16 Yrs/675,000 $11,492,000 $11,492,000 Total Replacement . . . . $29,056,001 $26,520,000 $17,680,000 $16,354,000 $11,492,000 $101,102,001 Expansion Buses Low Floor 40-foot Buses 0 2015 16 Yrs/675,000 $0 $0 Low Floor 40-foot Buses 0 2016 16 Yrs/675,000 $0 $0 Low Floor 40-foot Buses 0 2017 16 Yrs/675,000 $0 $0 Low Floor 40-foot Buses 3 2018 16 Yrs/675,000 $1,326,000 $1,326,000 Low Floor 40-foot Buses 4 2019 16 Yrs/675,000 $1,768,000 $1,768,000 Total Expansion . . . . $0 $0 $0 $1,326,000 $1,768,000 $3,094,000 Procurement Costs Inspections Costs for Bus Buys $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Total Procurement Costs . . . . $150,000 $150,000 $150,000 $150,000 $150,000 $750,000

TOTAL . . . . $29,206,001 $26,670,000 $17,830,000 $17,830,000 $13,410,000 $104,946,001

Page ‐ 228 Capital Asset Management & Investment Program Appendix Fixed Route Buses

Fixed Route Bus – Bus Component Replacements Estimated Replacements Estimated Replacement Costs FY15‐FY19 Total TABLE 1C. VEHICLE COMPONENT REPLACEMENT ‐ FIXED ROUTE BUS ‐ CAPITAL REQUIREMENTS Unit Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 EPA ‐ Engines 2000$20,617 $0$0$0$0$0$0 2101‐2160$17,838 $0$0$0$0$0$0 2161‐2165$17,838 $0$0$0$0$0$0 2201‐2258 $17,250 1 11 $17,250 $189,750 $0 $0 $0 $207,000 2259‐2318 $17,250 8 23 $0 $138,000 $396,750 $0 $0 $534,750 2500 $17,250 1 15 17 9 $0 $17,250 $258,750 $293,250 $155,250 $724,500 2600 $17,250 2 1 10 14 $0 $34,500 $17,250 $172,500 $241,500 $465,750 2700 $17,250 4 7 $0 $0 $0 $69,000 $120,750 $189,750 2800 $17,250 6 1 $103,500 $0 $0 $17,250 $0 $120,750 2900 $20,385 1 36 1 2 $0 $20,385 $733,860 $20,385 $40,770 $815,400 *Engines not available reconditioned yet, used new price 3001‐3051$47,825 $0$0$0$0$0$0 *Engines not available reconditioned yet, used new price 3052‐3055$47,825 $0$0$0$0$0$0 3100$47,825 $0$0$0$0$0$0 $120,750 $399,885 $1,406,610 $572,385 $558,270 $3,057,900

ABE ‐ Alternator Bearing Exchange *pricing updated to reflect contracted bearing exchange 2201‐2258 $500 16 40 17 40 17 $8,000 $20,000 $8,500 $20,000 $8,500 $65,000 2259‐2318 $500 23 33 28 32 28 $11,500 $16,500 $14,000 $16,000 $14,000 $72,000 2500 $500 26 28 31 28 31 $13,000 $14,000 $15,500 $14,000 $15,500 $72,000 at single units 2201‐2258 $80 20 6 $3,198$32,500 $960 $50,500 $0 $38,000 $0 $50,000 $0 $38,000 $4,158 $209,000 *All New Flyers use 2 bags for front suspension 2259‐2318 $80 26 18 6 5 $4,158 $2,879 $960 $800 $0 $8,796 ABR ‐ Front Air Bag Replacement *All Gilligs use 4 bags for front suspension 2500 $80 9 11 30 7 10 $1,439 $1,759 $4,798 $1,119 $1,599 $10,715 *All bags priced 2600 $80 9 20 20 4 10 $1,439 $3,198 $3,198 $640 $1,599 $10,075 2700 $80 3 9 10 3 7 $480 $1,439 $1,599 $480 $1,119 $5,117 2800 $80 14 17 8 4 19 $2,239 $2,719 $1,279 $640 $3,038 $9,915 2900 $80 20 3 23 15 5 $3,198 $480 $3,678 $2,399 $800 $10,555 **Assumed same pricing as flyers 3001‐3051 $80 51 51 $0 $16,312 $0 $0 $16,312 $32,624 **Assumed same pricing as flyers 3052‐3055 $80 4 4 $0 $1,279 $0 $0 $1,279 $2,559 **Assumed same pricing as flyers 3100 $80 70 $0 $0 $22,389 $0 $0 $22,389 **Assumed same pricing as flyers Future 40' $80 60 $0 $0 $0 $19,190 $0 $19,190 **Assumed same pricing as flyers Future Future 40' 30' Hyb $80 22 4 $0 $0 $0 $0 $7,036$1,279 $7,036$1,279 **Assumed same pricing as flyers Future 40' $80 38 $0 $0 $0 $0 $12,154 $12,154 $16,152 $31,024 $37,901 $25,267 $46,217 $156,562

Page ‐ 229 Capital Asset Management & Investment Program Appendix Fixed Route Buses

Fixed Route Bus – Bus Component Replacements (continued) Estimated Replacements Estimated Replacement Costs FY15‐FY19 Total Unit Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 BAV ‐ Brake Application valve 1400 $92 $0 $0 $0 $0 $0 $0 1601‐1630 $92 4 $367 $0 $0 $0 $0 $367 1631+ $92 1 $92 $0 $0 $0 $0 $92 1700 $92 $0 $0 $0 $0 $0 $0 1900 $92 2 $184 $0 $0 $0 $0 $184 2000 $92 $0 $0 $0 $0 $0 $0 2101‐2160 $92 23 $2,112 $0 $0 $0 $0 $2,112 2161‐2165$92 $0$0$0$0$0$0 2201‐2258 $92 17 20 $1,561 $1,836 $0 $0 $0 $3,397 2259‐2318 $92 13 34 11 14 $1,194 $3,122 $1,010 $1,285 $0 $6,611 2500 $92 23 14 21 22 16 $2,112 $1,285 $1,928 $2,020 $1,469 $8,815 2600 $92 14 11 30 14 11 $1,194 $551 $551 $1,194 $551 $4,040 2700 $92 13 6 6 13 6 $826 $643 $1,836 $1,102 $643 $5,050 2800 $92 9 7 20 12 7 $0 $92 $3,306 $275 $92 $3,765 2900 $92 1 36 3 1 $4,683 $0 $0 $4,683 $0 $9,366 **Assumed same pricing as flyers 3001‐3051 $92 51 51 $367 $0 $0 $367 $0 $735 **Assumed same pricing as flyers 3052‐3055 $92 4 4 $0 $4,683 $0 $0 $4,683 $9,366 **Assumed same pricing as flyers 3101‐3170 $92 51 51 $0 $4,683 $0 $0 $4,683 $9,366 40' Hyb $92 4 $0 $0 $0 $0 $367 $367 **Assumed same pricing as flyers Future 40' $92 60 $0 $0 $0 $5,509 $0 $5,509 **Assumed same pricing as flyers Future 40' $92 38 $0 $0 $0 $0 $3,489 $3,489 **Assumed same pricing as flyers Future 30' $92 22 $0 $0 $0 $0 $2,020 $2,020 $14,691 $16,895 $8,631 $16,436 $17,997 $74,650 **Assumed same pricing as flyers Future BRF ‐ Front Brake Relay Valve 1700 $86 $0 $0 $0 $0 $0 $0 *Pricing is assumed to match rear relay valves as front 1900 $86 $0 $0 $0 $0 $0 $0 2201‐2258 $86 1 41 $86 $3,526 $0 $0 $0 $3,612 2259‐2318 $86 3 37 7 5 $258 $3,182 $602 $430 $0 $4,472 2500 $86 3 1 4 41 9 $258 $86 $344 $3,526 $774 $4,988 $0 $0 $0 $0 $0 $0 $602 $6,794 $946 $3,956 $774 $13,072

Page ‐ 230 Capital Asset Management & Investment Program Appendix Fixed Route Buses Estimated Replacements Estimated Replacement Costs FY15‐FY19 Fixed Route Bus – Bus Component Replacements (continued) Total

* pricing not provided for all fleets, assumed same pricing for all other fleets Unit Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 BRR ‐ Rear Brake Relay Valve 1400 $20 $0 $0 $0 $0 $0 $0 1601‐1630 $20 1 $20 $0 $0 $0 $0 $20 1631+ $20 $0 $0 $0 $0 $0 $0 1700 $20 $0 $0 $0 $0 $0 $0 1900 $20 $0 $0 $0 $0 $0 $0 2000 $20 $0 $0 $0 $0 $0 $0 2101‐2160 $20 40 $805 $0 $0 $0 $0 $805 2161‐2165 $20 $0 $0 $0 $0 $0 $0 2201‐2258 $86 2 43 $172 $3,698 $0 $0 $0 $3,870 2259‐2318 $86 7 28 8 5 $602 $2,408 $688 $430 $0 $4,128 2500 $86 2 17 36 6 $172 $1,462 $0 $3,096 $516 $5,246 2600 $86 2122 $0 $172 $86 $172 $172 $602 2700 $86 1 23 1 1 $86 $1,978 $0 $86 $86 $2,236 2800 $86 6 25 3 5 6 $516 $2,150 $258 $430 $516 $3,870 2900 $86 1 3101‐3151 $57 51 3152‐3155 $57 4 3100 $57 51 $2,373 $11,868 $1,032 $4,214 $1,290 $20,777

CCF ‐ Crank Case Filter 2201‐2258 $49 56 56 $2,744 $2,744 $0 $0 $0 $5,488 *Cost is assumed for 2900's on up. 2259‐2318 $49 58 58 58 58 $2,842 $2,842 $2,842 $2,842 $0 $11,368 2500 $49 21 21 21 13 10 $1,029 $1,029 $1,029 $637 $490 $4,214 2800 $49 39 39 39 39 1 $1,911 $1,911 $1,911 $1,911 $49 $7,693 2900 $76 42 43 40 43 41 $3,192 $3,268 $3,040 $3,268 $3,116 $15,884 3001‐3051 $76 50 50 50 50 50 $3,800 $3,800 $3,800 $3,800 $3,800 $19,000 same pricing as 3100 Future 40'3052 Hyb‐3055$5744444 $76 4 4 4 $0$228 $0 $228 $304 $228 $304 $228 $304 $228 $912 $1,140 **Assumed same pricing as 3100 Future 40'3100 $76 $76 70 38 70 38 70 38 70 70 $0 $5,320 $0 $5,320 $2,888 $5,320 $2,888 $5,320 $2,888 $5,320 $8,664 $26,600 **Assumed same pricing as 3100 Future 40' $76 60 60 60 60$21,066 $0 $25,702 $4,560 $27,594 $4,560 $27,430 $4,560 $22,427 $4,560 $124,219 $18,240 **Assumed same pricing as 3100 Future 30' $76 22 22 22 $0 $0 $1,672 $1,672 $1,672 $5,016 **Assumed

Page ‐ 231 Capital Asset Management & Investment Program Appendix Fixed Route Buses Estimated Replacements Estimated Replacement Costs FY15‐FY19 Fixed Route Bus – Bus Component Replacements (continued) Total

Unit *DPF cleaning for 2800's and older is priced assuming Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 half are cleaned as Tier1 and half as Tier2 over the span DPF ‐ Particulate Filter Cleanings of 5 years. The active regeneration systems on 2900's 2201‐2258 $220 72 90 $15,840 $19,800 $0 $0 $0 $35,640 and newer doesn't require as much/intensive of 2259‐2318 $220 84 81 79 88 $18,480 $17,820 $17,380 $19,360 $0 $73,040 cleaning. 2500 $220 54 60 42 64 46 $11,880 $13,200 $9,240 $14,080 $10,120 $58,520 2800 $220 104 87 87 103 84 $22,880 $19,140 $19,140 $22,660 $18,480 $102,300 2900 $180 33 34 38 37 40 $5,940 $6,120 $6,840 $6,660 $7,200 $32,760 3000 $180 50 50 50 $9,000 $0 $9,000 $0 $9,000 $27,000 3000 Hyb $180 4 4 4 $720 $0 $720 $0 $720 $2,160 3100 $180 70 70 $0 $12,600 $0 $12,600 $0 $25,200 Future 40' $180 60 60 $0 $0 $10,800 $0 $10,800 $21,600 Future 30' $180 22 $0 $0 $0 $3,960 $0 $3,960 Future 40' Hyb $180 4 $0 $0 $0 $720 $0 $720 Future 40' 38 $84,740 $88,680 $73,120 $80,040 $56,320 $382,900

EI ‐ Fuel Injectors 2201‐2258 $348 21 18 $43,848 $37,584 $0 $0 $0 $81,432 2259‐2318 $348 19 18 15 6 $39,672 $37,584 $31,320 $12,528 $0 $121,104 2500 $348 9 21 21 5 7 $18,792 $43,848 $43,848 $10,440 $14,616 $131,544 2600 $348 31 2 2 35 $64,728 $4,176 $4,176 $0 $73,080 $146,160 2700 $348 17 4 21 $35,496 $0 $0 $8,352 $43,848 $87,696 2800 $348 1 29 9 1 $2,088 $0 $60,552 $18,792 $2,088 $83,520 2900 $401 1 38 1 1 4 $2,406 $91,428 $2,406 $2,406 $9,624 $108,270 3001‐3051 $511 $0 $0 $0 $0 $0 $0 3052‐3055 $511 $0 $0 $0 $0 $0 $0 *Prices are assumed the same as 3000 series3100$511 $0$0$0$0$0$0 *Prices are assumed the same as 3000 series Future 40' $511 $0 $0 $0 $0 $0 $0 *Turbo costs are assumed for 2900's and newer fleets $207,030 $214,620 $142,302 $52,518 $143,256 $759,726 is assumed to match 1700's 1900 $945 $0 $0 $0 $0 $0 $0 TCR ‐ Turbo Charger Replacement 2000$980 $0$0$0$0$0$0 1631+ $843 $0 $0 $0 $0 $0 $0 2101‐2160 $952 14 $13,331 $0 $0 $0 $0 $13,331 1700 $945 12 $11,342 $0 $0 $0 $0 $11,342 2161‐2165 $952 $0 $0 $0 $0 $0 $0 *1817+ pricing 2201‐2258 $1,141 7 20 $7,989 $22,827 $0 $0 $0 $30,816 2259‐2318 $1,141 9 20 21 9 $10,272 $22,827 $23,968 $10,272 $0 $67,339

Page ‐ 232 Capital Asset Management & Investment Program Appendix Fixed Route Buses Estimated Replacements Estimated Replacement Costs FY15‐FY19 Fixed Route Bus – Bus Component Replacements (continued) Total

Unit Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 TCR ‐ Turbo Charger Replacement continued . . . 2500 $1,166 10 11 18 15 10 $11,660 $12,826 $20,988 $17,490 $11,660 $74,624 2600 $1,166 11 27 3 7 10 $12,826 $31,482 $3,498 $8,162 $11,660 $67,628 2700$1,16686657 $9,328$6,996$6,996$5,830$8,162 $37,312 2800 $1,166 1 5 30 3 1 $1,166 $5,830 $34,980 $3,498 $1,166 $46,640 *Pricing for 2900's and newer is assumed, not data yet. 2900 $1,342 8 16 14 7 8 $10,736 $21,472 $18,788 $9,394 $10,736 $71,126 3001‐3051$1,836 $0$0$0$0$0$0 3052‐3055$1,836 $0$0$0$0$0$0 3100$1,836 $0$0$0$0$0$0 Future 40'$1,836 $0$0$0$0$0$0 $88,651 $124,260 $109,218 $54,646 $43,384 $420,158

TMR ‐ Thermostat Replacement 1400 $26 $0 $0 $0 $0 $0 $0 *Prices assumed for newer buses (2900+) 1601‐1630$26 $0$0$0$0$0$0 1631+ $26 $0 $0 $0 $0 $0 $0 1700 $26 $0 $0 $0 $0 $0 $0 2000 $23 $0 $0 $0 $0 $0 $0 2101‐2160 $26 1 $26 $0 $0 $0 $0 $26 2161‐2165$26 $0$0$0$0$0$0 2201‐2258 $37 5 8 $187 $299 $0 $0 $0 $487 2259‐2318 $37 5 7 20 13 $187 $262 $749 $487 $0 $1,684 2500 $37 9 9 14 6 27 $337 $337 $524 $225 $1,011 $2,433 2600 $37 30 4 2 13 22 $1,123 $150 $75 $487 $823 $2,658 2700 $37 3 1 6 12 6 $112 $37 $225 $449 $225 $1,048 2800 $37 10 29 $0 $374 $1,085 $0 $0 $1,460 2900 $29 6 28 6 1 8 $174 $812 $174 $29 $232 $1,421 for newer buses (2900+) Future 300140'$29‐3051$29 $0$0$0$0$0$0 $0$0$0$0$0$0 *Prices assumed for newer buses (2900+) Future 305240'$29‐3055$29 $0$0$0$0$0$0 $0$0$0$0$0$0 3100 $29$2,146 $0 $2,272 $0 $2,832 $0 $1,676 $0 $2,291 $0 $11,216 $0 *Prices assumed

Page ‐ 233 Capital Asset Management & Investment Program Appendix Fixed Route Buses Estimated Replacements Estimated Replacement Costs FY15‐FY19 Fixed Route Bus – Bus Component Replacements (continued) Total

Unit Maintenance Item Fleet Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 WTR ‐ Water Pump Replacement 2000$250 $0$0$0$0$0$0 2201‐2258 $132 37 12 $4,884 $1,584 $0 $0 $0 $6,468 *Prices assumed for 2900's and newer 2259‐2318 $132 38 11 36 24 $5,016 $1,452 $4,752 $3,168 $0 $14,388 2500 $132 33 21 20 24 18 $4,356 $2,772 $2,640 $3,168 $2,376 $15,312 2600 $132 24 20 27 21 24 $3,168 $2,640 $3,564 $2,772 $3,168 $15,312 2700 $132 20 5 20 5 20 $2,640 $660 $2,640 $660 $2,640 $9,240 2800 $132 31 8 31 8 30 $4,092 $1,056 $4,092 $1,056 $3,960 $14,256 2900 $100 9 26 5 9 28 $903 $2,608 $501 $903 $2,808 $7,722 3001‐3051 $110 $0 $0 $0 $0 $0 $0 3052‐3055 $110 $0 $0 $0 $0 $0 $0 3100$110 $0$0$0$0$0$0 Future 40' $100 $0 $0 $0 $0 $0 $0 Future 40' $100 $0 $0 $0 $0 $0 $0 $25,059 $12,772 $18,189 $11,727 $14,952 $82,698

SSR ‐ Sardo Seat Replacement 2500 $2,689 26 $69,914 $0 $0 $0 $0 $69,914 $69,914 $0 $0 $0 $0 $69,914

EMP Alternator Retrofit 2101‐2160$2,041 $0$0$0$0$0$0 *Holding back due to possible vendor issues 2161‐2165$2,041 $0$0$0$0$0$0 2600$2,041 $0$0$0$0$0$0 $0 $0 $0 $0 $0 $0

RR ‐ Radiator Replacement 2201‐2258 $1,975 18 27 $35,550 $53,325 $0 $0 $0 $88,875 2259‐2318 $1,975 14 25 32 8 $27,650 $49,375 $63,200 $15,800 $0 $156,025 Expected2500 Costs in Routine $1,975 Maintenance 27 19 ‐ 26Grand 23 Totals 18 . . . . $53,325 $37,525 $51,350 $45,425 $35,550 $223,175 2600 $1,975 26 27 4 42 10 $51,350$853,548 $53,325 $1,178,821 $7,900 $1,988,825 $82,950 $1,044,470 $19,750 $1,000,477 $215,275 $6,066,142 $167,875 $193,550 $122,450 $144,175 $55,300 $683,350 Expected Costs in YOE $ . . . . $853,548 $1,208,292 $2,089,510 $1,124,780 $1,104,340

Inflation Factor . . . . 1.00 1.03 1.05 1.08 1.10 Year . . . . 12345

Assumed Maintenance Budget Baseline . . . . $6,446,283 $6,607,440 $6,772,626 $6,941,942 $7,115,490 Estimated Total Maintenance Budget Need . . . . $7,299,831 $7,786,261 $8,761,451 $7,986,411 $8,115,968 $39,949,923

Page ‐ 234 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment > $5,000

TABLE 12A FY15-FY19 BUS MAINTENANCE CAPITAL PROGRAMS - SHOP EQUIPMENT REPLACEMENT/REPAIR (>$5,000) OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL CENTER MAINTENANCE BUILDING South Shop Seeley Lift Wheel 4 Post (Ari Herta) Replace 2016 1997 18 10/15 2 S $46,000 $46,000 Parts Cleaner Inland LT32 30035936 Replace 2018 2000 15 10/15 1 ELA $6,000 $6,000 Parts Cleaner Inland LT32 30035933 Replace 2018 2000 15 10/15 1 ELA $6,000 $6,000 Parts Cleaner Inland LT32 30035934 Replace 2018 2000 15 10/15 1 ELA $6,000 $6,000 Total . . . . $0 $46,000 $0 $18,000 $0 $64,000 North Shop Seeley Alignment Equipment Replace 2019 2009 6 10/20 1 ELA $7,000 $7,000 Floor Scrubber Tennant 5700 Replace 2017 2007 8 10/12 2 ELA $15,000 $15,000 Parts Cleaner Inland LT3230035937 Replace 2015 2000 15 10/15 1 ELA $6,000 $6,000 Hetra jack stands (4) short Replace 2015 2005 10 10/20 1 S $40,000 $40,000 Total . . . . $46,000 $0 $15,000 $0 $7,000 $68,000 Brake Bay Seeley Lathe, Star Transfermatic (53D8#3460) Repair 2016 1993 22 10 4 ELA $30,000 $30,000 Total . . . . $0 $30,000 $0 $0 $0 $30,000 Steam Bay Seeley Total . . . . $0 $0 $0 $0 $0 $0 Tire Shop Seeley Tire Changer, Hofmann (car) Replace 2018 2006 9 15 1 SR $8,000 $8,000 Total . . . . $0 $0 $0 $8,000 $0 $8,000 UNIT REBUILD Unit Rebuild -- General Seeley Crane Jib, 2.5 ton Replace 2016 1982 33 10/30 4 S $20,000 $20,000 Press, Shop 25 Ton Replace 2016 1988 27 10/20 4 S $8,000 $8,000 Press, Air/Hydraulic Enerpac 75 ton Replace 2015 1995 20 5/10 5 ELA $10,000 $10,000 Total . . . . $10,000 $28,000 $0 $0 $0 $38,000 Unit Rebuild -- Air Electric Seeley Lathe (South Bend) Replace 2019 1988 27 30 1 S $100,000 $100,000 Press, Air/Hyd, 30 Ton, (Enerpac) Replace 2016 1985 30 25 2 S $8,000 $8,000 Press, Manual Hydraulic, 10 Ton (Red Arrow) Replace 2017 1997 18 20 3 ELA $1,000 $1,000 AR Industry Parts Washer Replace 2016 2000 15 10/20 3 ELA $6,000 $6,000 Test Bench (Farebox Eqpt) SCR022689 (GFI) Replace 2016 1991 24 20 1 ELA $8,000 $8,000 Test Bench (Farebox Eqpt) SCR022690 (GFI) Replace 2016 1991 24 20 1 ELA $8,000 $8,000 Total . . . . $0 $30,000 $1,000 $0 $100,000 $131,000

Page ‐ 235 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment > $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL Unit Rebuild -- Differential Seeley Hydraulic power steering test stand Replace 2016 1995 20 10/15 3 S $5,000 $5,000 Parts Cleaner Inland LT3230035937 Replace 2016 2000 15 10/15 1 ELA $6,000 $6,000 Press, Walker 10 T Replace 2016 1995 20 10/20 3 S $5,000 $5,000 Saw Metal Cutting Band 17" cap Jet Replace 2019 1999 16 20 1 S $8,000 $8,000 Total . . . . $0 $16,000 $0 $0 $8,000 $24,000 Unit Rebuild -- Transmission Seeley Press, Enerpac 15 ton air/hydraulic Replace 2016 2006 9 15 3 S $5,000 $5,000 Parts Cleaner Inland LT3230035954 Replace 2016 2000 15 15 3 ELA $6,000 $6,000 Parts Cleaner Inland LT3230035955 Replace 2016 2000 15 15 3 ELA $6,000 $6,000 Parts Cleaner Inland LT3230035958 Replace 2016 2000 15 15 3 ELA $6,000 $6,000 Parts Cleaner Inland LT3230035939 Replace 2016 2000 15 15 3 ELA $6,000 $6,000 Parts Cleaner Inland LT3230035942 Replace 2015 2000 15 15 3 ELA $6,000 $6,000 Total . . . . $0 $35,000 $0 $0 $0 $35,000 Unit Rebuild -- Electronics Seeley Oscilloscope (Tektronix) (2) Replace 2016 1997 18 20 3 ELA $15,000 $15,000 Motorola Test Bench (Service monitor, control panel, radio test set) Replace 2016 1980 35 10 3 ELA $50,000 $50,000 Total . . . . $0 $65,000 $0 $0 $0 $65,000 Unit Rebuild -- Radiator Seeley Total . . . . $0 $0 $0 $0 $0 $0 Non-Revenue Vehicles -- Merlo Brooks Rotary drive on hoist Replace 2019 2004 11 10/15 1 ELA $15,000 $15,000 $0 $0 $0 $0 $15,000 $15,000 Total . . . . TOTAL CENTER . . . . $56,000 $250,000 $16,000 $26,000 $130,000 $478,000

Page ‐ 236 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment > $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL POWELL MAINTENANCE BUILDING Shop Equipment Haley Alignment Equipment, Front-end Laser Josam Replace 2019 2010 5 10 2 S $15,000 $15,000 Parkimp 2 Hose Crimper Replace 2015 2008 7 10/20 5 S $10,000 $10,000 Wheel Lift, HETRA (4) - Transmission Bay Replace 2015 2005 10 10/20 5 S $40,000 $40,000 Total . . . . $50,000 $0 $0 $0 $15,000 $65,000 Specialty Equipment Haley Brake Lathe (Star) Repair 2015 2012 3 5/10 5 ELA $25,000 $25,000 Total . . . . $25,000 $0 $0 $0 $0 $25,000 Tire Shop Haley Total . . . . $0 $0 $0 $0 $0 $0 TOTAL POWELL . . . . $75,000 $0 $0 $0 $15,000 $90,000 MERLO MAINTENANCE BUILDING Main Shop Johnson Alignment Equipment, Laser (Beeline) Replace 2016 2009 6 10 3 SR $20,000 $20,000 Air Conditioning Equipment Replace 2015 1998 17 5/10 5 SR $8,000 $8,000 Brake Test Kit (Vericom) Replace 2015 1999 16 15 5 SR $7,000 $7,000 Brake Lathe (Star) Repair 2016 2007 8 25 3 SR $10,000 $10,000 Crane, Roll Around, 20 Ton (Acrin Warning) Replace 2016 1982 33 20 1 ELA $14,000 $14,000 Press, Hydraulic, 100 Ton, (Enerpac) Replace 2016 1993 22 15 3 SR $8,000 $8,000 Sand Spreader, Epoke Replace 2017 1985 30 20 3 SR $12,000 $12,000 Transmission Test Equipment (Voith) Replace 2019 2014 1 5 1 SR $6,000 $6,000 Wheel Hoist (Hetra) (16) Replace 2015 1997 18 15 5 ELA $180,000 $180,000 Wheel Hoist (Hetra) (6) Replace 2016 1998 17 15 3 ELA $70,000 $70,000 Total . . . . $195,000 $122,000 $12,000 $0 $6,000 $335,000 Body Shop Johnson Recycler, Paint Solvent (Becca) Replace 2018 2012 3 5/10 1 ELA $10,000 $10,000 Total . . . . $0 $0 $0 $10,000 $0 $10,000

Page ‐ 237 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment > $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL Steam Bay Johnson Chain Hoist Electric Steam Bay Replace 2017 1983 32 25 3 SR $12,000 $12,000 Total . . . . $0 $0 $12,000 $0 $0 $12,000 Fuel Hous e Johns on Floor Scrubber (Tenant) Replace 2017 1999 16 10 2 ELA $17,000 $17,000 Tire Groover (SSG) Replace 2016 2010 5 30 3 S $7,000 $7,000 Tire Spreader (Branick) Replace 2018 2010 5 25 1 S $6,000 $6,000 Total . . . . $0 $7,000 $17,000 $6,000 $0 $30,000 TOTAL MERLO . . . . $195,000 $129,000 $41,000 $16,000 $6,000 $387,000 STORES Stores -- Center Brooks Forklift, Hyster (electric) Replace 2017 2002 13 10/15 3 ELA $55,000 $55,000 Total . . . . $0 $0 $55,000 $0 $0 $55,000 Stores -- Powell Brooks Forklift, Toyota (NG) Replace 2019 2009 6 10 1 ELA $60,000 $60,000 Total . . . . $0 $0 $0 $0 $60,000 $60,000 Stores -- Merlo Brooks Forklift, Yale (electric) Replace 2016 1993 22 20 3 ELA $55,000 $55,000 Forklift, Yale (NG) Replace 2017 1997 18 20 3 ELA $60,000 $60,000 Total . . . . $0 $55,000 $60,000 $0 $0 $115,000 TOTAL STORES . . . . $0 $55,000 $115,000 $0 $60,000 $230,000

TOTAL ALL BUS MAINTENANCE (CAPITAL) . . . . $326,000 $434,000 $172,000 $42,000 $211,000 $1,185,000

Page ‐ 238 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000

TABLE 12B FY15-FY19 BUS MAINTENANCE OPERATING PROJECTS - SHOP EQUIPMENT REPLACEMENT/REPAIR (<=$5,000) OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

CENTER MAINTENANCE BUILDING South Shop Seeley Battery Chargers, Associate 6068 004831 Replace 2017 2010 5 5/10 2 ELA $1,500 $1,500 Battery Chargers, Associate 6068 004830 Replace 2017 2010 5 5/10 2 ELA $1,500 $1,500 Battery Chargers, Associate 6068 00812 Replace 2015 1997 18 5/10 5 ELA $1,500 $1,500 Hoist, 2 Ton Electric Replace 2015 1995 20 10/20 5 ELA $5,000 $5,000 Hoist, 1 Ton Electric brake bay Replace 2015 1993 22 10/20 5 ELA $5,000 $5,000 Battery chargers - mobile (3) Replace 2017 2005 10 2 3 ELA $3,000 $3,000 Press, air/Hydraulic 75 Ton Enerpac Replace 2017 1991 24 10/15 3 ELA $2,000 $2,000 Battery Tester & Printer, Midtronics Replace 2017 2013 2 3 3 ELA $2,000 $2,000 Brake drum dolly Replace 2015 2009 6 5/10 5 ELA $1,500 $1,500 Brake drum dolly Replace 2015 2000 15 5/10 5 ELA $1,800 $1,800 Welder, Arc, Dialarc HF, (Miller) Replace 2016 1985 30 25 2 ELA $3,000 $3,000 Air gun 1" spline drive (brake bay) Replace 2017 2014 1 3 2 ELA $1,500 $1,500 Air gun 1" spline drive (brake bay) Rebuild 2015 2013 2 1/2 5 ELA $500 $500 Air gun 1" spline drive (tow truck) Replace 2018 2013 2 3/5 1 ELA $1,200 $1,200 Tool drawer cabinet Replace 2015 2004 11 12/15 5 ELA $3,500 $3,500 Battery jump carts (3) Replace 2017 2014 1 1/3 3 ELA $3,000 $3,000 Grease pump (Lincoln) Replace 2017 2006 9 10 3 ELA $4,800 $4,800 Steering box jack Replace 2015 1990 25 10/20 5 ELA $3,500 $3,500 Ladders 3' (2) Replace 2016 2005 10 3/5 4 S $750 $750 Ladders 4' (3) Replace 2016 2005 10 3/5 4 S $950 $950 Ladders 6' (3) Replace 2016 2003 12 3/5 4 S $1,800 $1,800 Ladders 8' (3) Replace 2016 2002 13 3/5 4 S $2,250 $2,250 Ladders 12' (2) Replace 2016 2000 15 5/10 4 S $1,500 $1,500 Brake solvent tank Replace 2016 1998 17 10/15 4 ELA $2,000 $2,000 Bearing Packer Replace 2016 1982 33 10/20 4 ELA $1,000 $1,000 Transmission Jack (Gray's) Replace 2017 1995 20 10/15 2 ELA $2,000 $2,000 Differential Jack (Gray's) Replace 2017 1995 20 10/15 2 ELA $2,000 $2,000 Pressure Washer (Steam) Repair 2015 1992 23 5/10 5 ELA $2,000 $2,000 Portable pressure washer Replace 2025 2013 2 10/20 1 ELA $0 Work benches (3) Replace 2018 1980 35 20/30 3 ELA $1,500 $1,500 Battery racks Replace 2016 1977 38 20/30 3 ELA $2,500 $2,500 Brake tester, Vericom Replace 2016 2004 10 3/5 3 ELA $2,500 $2,500 Pump, Pneumatic Power Lube Replace 2016 1998 17 5/10 3 ELA $4,000 $4,000 Welder, Miller Dial Arc HF Replace 2016 1979 36 10/20 3 ELA $2,500 $2,500 Welder, Miller Dial Arc HF Replace 2016 1979 36 10/20 3 ELA $2,500 $2,500 Welder, Millermatic 200 Wire Feed Steel Replace 2016 1988 27 10/20 3 ELA $2,500 $2,500 Total . . . . $24,300 $29,750 $23,300 $2,700 $0 $80,050

Page ‐ 239 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

North Shop Seeley Work benches (2) Replace 2016 1980 35 30 4 ELA $2,000 $2,000 Lift bench table Replace 2016 1988 27 10/20 4 ELA $4,500 $4,500 Scaffold Replace 2015 1980 35 10/30 5 S $2,000 $2,000 Grease pump (Lincoln) Replace 2016 1995 20 10/20 4 ELA $4,900 $4,900 Jet Disc Sander Replace 2015 2005 10 5/10 5 ELA $1,000 $1,000 Floor Scrubber (Tennant) Repair Yearly 2007 8 5/10 3 ELA $3,500 $3,500 $3,500 $3,500 $3,500 $17,500 Portable oil drains (3) Replace 2016 1990 25 10/20 4 ELA $1,500 $1,500 Ladders 4' (2) Replace 2015 2004 11 5/10 5 S $2,500 $2,500 Portable battery chargers (4) Replace 2015 2005 10 1/3 5 ELA $1,600 $1,600 Parts Cleaner Inland LT32 300035927 Replace 2015 2000 15 10/15 5 ELA $1,500 $1,500 Parts Cleaner Inland LT32 300035928 Replace 2015 2000 15 10/15 5 ELA $1,500 $1,500 Parts Cleaner Inland LT32 300035929 Replace 2015 2000 15 10/15 5 ELA $1,500 $1,500 Parts Cleaner Inland LT32 300035930 Replace 2015 2000 15 10/15 5 ELA $1,500 $1,500 Total . . . . $16,600 $16,400 $3,500 $3,500 $3,500 $43,500 Steam Bay Seeley Total . . . . $0 $0 $0 $0 $0 $0 Tire Shop Seeley Air gun 1" spline drive (2) Replace 2015 2013 2 2 3 S $1,500 $1,500 Total . . . . $1,500 $0 $0 $0 $0 $1,500 UNIT REB UILD Unit Rebuild -- General Seeley Sewing Machine, Commercial (2) Replace 2018 1983 32 30 2 ELA $3,000 $3,000 Hose cutter, stainless Replace 2016 2007 8 5/10 4 S $3,000 $3,000 Total . . . . $0 $3,000 $0 $3,000 $0 $6,000 Unit Rebuild -- Differential Seeley Crane, Jib 1 Ton Replace 2018 1982 33 10/30 1 S $5,000 $5,000 Oven Replace 2016 1975 40 20/30 3 ELA $1,000 $1,000 Hoist, 1 Ton Electric Replace 2018 1985 30 10/20 2 S $4,000 $4,000 Total . . . . $0 $1,000 $0 $9,000 $0 $10,000

Page ‐ 240 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

Unit Rebuild -- Air Electric Seeley Press, Arbor Replace 2017 2007 8 10 2 S $5,000 $5,000 Drill Press, Pedestal Type Replace 2015 1985 30 10/15 5 S $5,000 $5,000 Work Table, 26" X 73" W/8" Vise (2) Replace 2017 1985 30 20 3 ELA $1,400 $1,400 Work Table, Metal (Material Flow) (3) Replace 2017 1985 30 20 3 ELA $2,100 $2,100 Work Table, Metal (Material Flow) (5) Replace 2017 1985 30 20 3 ELA $3,500 $3,500 Work Table, Metal No Vise (11) Replace 2017 1985 30 20 3 ELA $7,700 $7,700 Work Table, Metal W/Ovrhd Shlvng (3) Replace 2017 1985 30 20 3 ELA $2,100 $2,100 Total . . . . $5,000 $0 $21,800 $0 $0 $26,800 Unit Rebuild -- Transmission Seeley Press, 10 ton (manual) Replace 2018 1998 17 10/20 1 S $3,500 $3,500 Stand, Transmission #2 Replace 2018 1978 37 10/20 1 ELA $5,000 $5,000 Stand, Transmission OTC 00824 Replace 2018 1990 25 10/20 1 ELA $5,000 $5,000 Stand, Transmission OTC 00942 Replace 2018 1990 25 10/20 1 ELA $5,000 $5,000 Crane, Jib 1 Ton Mar #1184 Replace 2016 1982 33 10/30 4 S $2,000 $2,000 Crane, Jib 1 Ton Cascade Replace 2016 1982 33 10/30 4 S $2,000 $2,000 Crane, Jib 1 Ton Yale Replace 2016 1982 33 10/30 4 S $2,000 $2,000 Total . . . . $0 $6,000 $0 $18,500 $0 $24,500 Unit Rebuild -- Electronic Seeley Soldering station (2) Replace 2015 2006 9 3 5 ELA $2,000 $2,000 Soldering station Replace 2016 2006 9 3 4 ELA $2,500 $2,500 Soldering station Replace 2017 2013 2 3 3 ELA $2,500 $2,500 NE High Current DC Power Supply Replace 2016 2010 5 5/10 4 S $500 $500 Radio cabinets (6) Replace 2018 2005 10 10/20 1 ELA $7,800 $7,800 Fluke 192B, Scopemeter Replace 2016 2000 15 5/10 5 ELA $3,000 $3,000 Westward Drill Press, 8-Inch, Model 4TM69 Replace 2015 1995 20 10/20 5 S $500 $500 Total . . . . $5,500 $3,000 $2,500 $7,800 $0 $18,800 Unit Rebuild -- Engine Seeley Hoist, 5 Ton Electric Replace 2018 1982 33 10/20 1 S $4,500 $4,500 Stand, Engine (3) OTC Replace 2015 1988 27 10/15 5 ELA $12,000 $12,000 Total . . . . $12,000 $0 $0 $4,500 $0 $16,500 Unit Rebuild -- Tune Seeley Parts Cleaner Inland AL830035940 Replace 2015 2000 15 10/15 5 ELA $4,000 $4,000 Parts Cleaner Inland AL830035943 Replace 2015 2000 15 10/15 5 ELA $4,000 $4,000 Total . . . . $8,000 $0 $0 $0 $0 $8,000 Unit Rebuild -- Radiator S eeley Parts Cleaner Inland LT3230035931 Replace 2015 2000 15 10/15 5 ELA $4,000 $4,000 Total . . . . $4,000 $0 $0 $0 $0 $4,000

Page ‐ 241 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

Unit Rebuild -- Lift Seeley Parts Cleaner Inland LT3230035932 Replace 2015 2000 15 10/15 5 ELA $4,000 $4,000 Crane, Spanco Gantry Replace 2016 1996 19 10/20 3 S $3,000 $3,000 Total . . . . $4,000 $3,000 $0 $0 $0 $7,000 TRAINING DEPARTMENT Training -- General Brooks In Focus Projector (Merlo) Replace 2019 2014 1 3/5 1 ELA $1,500 $1,500 In Focus Projector (Center) Replace 2015 2006 9 3/5 5 ELA $1,500 $1,500 NEC Projector (Powell) 9400856FB Replace 2015 2009 6 4/5 5 ELA $1,500 $1,500 Total . . . . $3,000 $0 $0 $0 $1,500 $4,500 Training -- Welding Brooks Saw, Horizontal Band Jet HBS416W 404044 Replace 2016 1982 33 10/20 4 ELA $4,000 $4,000 Welder, Millermatic 35 Wire Feed HK245781 Replace 2015 1982 33 10/20 5 ELA $4,500 $4,500 Welder, Plasma Cutter TDC50 T52357A186401J Replace 2015 1989 26 10/20 5 ELA $5,000 $5,000 Total . . . . $9,500 $4,000 $0 $0 $0 $13,500 TOTAL CENTER . . . . $93,400 $66,150 $51,100 $49,000 $5,000 $264,650 POWELL MAINTENANCE BUILDING Battery Room Haley Battery Tester & Printer, Midtronics Replace 2017 2007 8 10 3 S $3,000 $3,000 Total . . . . $0 $0 $3,000 $0 $0 $3,000 Shop Equipment Haley Air Conditioning Pump, Thermo King Replace 2016 2000 15 10/20 4 S $1,500 $1,500 Press, Hydraulic, Enerpac (100 Ton) Repair Yearly 1991 24 10/20 4 S $500 $500 $500 $500 $500 $2,500 Air Conditioning Recycler, RTI Tech, Model RHS 780 Repair Bi-yearly 2005 10 5 3 S $500 $500 $1,000 Parts Cleaners Inland - Brakes IT 80 #42866 Replace 2018 2008 7 10/15 2 S $3,500 $3,500 Parts Cleaners Inland - Tune Up IT 80 #20624 Replace 2016 1999 16 10/15 4 S $3,500 $3,500 Parts Cleaners Inland - Insp IT 30 #20625 Replace 2016 1999 16 10/15 4 S $3,500 $3,500 Parts Cleaners Inland - Bay 16-17 IT 30 #20627 Replace 2016 1999 16 10/15 4 S $3,500 $3,500 Parts Cleaners Inland - Bay 17 IT 30 #20621 Replace 2016 1999 16 10/15 4 S $3,500 $3,500 Parts Cleaners Inland - Bay 2-3 IT 30 #20626 Replace 2016 1999 16 10/15 4 S $3,500 $3,500 Parts Cleaners Inland - Brakes IT 2000 Replace 2018 2013 2 1/5 1 S $2,500 $2,500 Safety Stand Wheel Lift (8) Replace 2015 1997 18 10/20 5 S $6,000 $6,000 Safety Stand Wheel Lift (4) Replace 2015 2005 10 10/20 5 S $3,000 $3,000 Safety Stand Wheel Lift, Tall (4) Replace 2017 1981 34 10/20 3 S $650 $650 Hybrid Amp Meter Replace 2018 2013 2 5/7 1 S $500 $500 Hybrid Fall Protection Replace 2018 2013 2 5/7 1 S $2,500 $2,500

Page ‐ 242 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

Band Saw, Jet Replace 2018 1995 20 10/15 3 S $2,000 $2,000 Brake Drum Dolly Replace 2017 2008 7 10/15 2 S $1,700 $1,700 KarryKrimp 2 Hose Crimper Replace 2016 2009 6 5/10 4 ELA $600 $600 Battery Charger (Dayton 1JYU3) Replace 2017 2007 8 10 3 ELA $450 $450 Oven, Linberg/Blue Replace 2015 2002 13 10/15 5 S $1,000 $1,000 Port-a-Power, Interpack Replace 2018 2003 12 10/15 3 S $1,500 $1,500 Sander/Grinder, Jet Replace 2016 2001 14 10/15 4 S $1,000 $1,000 Tornado Super Sucker Seat Cleaner Replace 2016 2009 6 10/15 4 S $600 $600 Seat Cleaner, Euro Replace 2016 2007 8 10/15 4 S $600 $600 Total . . . . $10,500 $22,800 $3,300 $13,500 $500 $50,600 Tools Haley Brake Test Meter, Recond., Vericom Replace 2019 2014 1 3/5 1 S $4,500 $4,500 Hose Cutter, Stainless Steel (Baldor L1406T) Repair Yearly 2000 15 5 4 S $300 $300 $300 $300 $300 $1,500 Torque Wrench, 1000 lb., Ammco Model 1150 Recalibrate Yearly 1998 17 5/10 4 S $300 $300 $300 $300 $300 $1,500 Torque Wrench, 600 lb. Snap-On Recalibrate Yearly 2004 11 5/8 4 S $300 $300 $300 $300 $300 $1,500 Total . . . . $900 $900 $900 $900 $5,400 $9,000 Specialty Equipment Haley Sand Spreader, Epoke Repair Bi-yearly 1989 26 15 3 S $1,000 $1,000 $2,000 Pump, In-Ground Fluid - Graco Freball 425 (2) New 2019 2014 1 5/7 1 S $6,000 $6,000 Welder, Steel, Miller 200 w/wire feed attachment Replace 2017 2008 7 10/15 1 S $3,395 $3,395 Cushman Cart Repair Bi-yearly 2001 14 10 1 S $500 $500 $1,000 Floor Scrubber (Tennant) Repair Yearly 1999 16 5/10 4 S $3,500 $3,500 $3,500 $3,500 $3,500 $17,500 Optimice EP727 DLP Projector Display Replace 2016 2009 6 5 3 S $1,000 $1,000 JNC 12/24 Jumper Pack (2) Replace 2019 2014 1 5 1 S $2,000 $2,000 Air Gun, Titanium 2190TT-6 Replace 2015 2007 8 2/4 5 S $800 $800 Air Gun, Titanium 2190TT-6 (Brake Bay) Replace 2015 2007 8 2/4 5 S $800 $800 Air Gun, Spline Drive CP (Service Truck) Replace 2018 2001 14 10/15 2 S $650 $650 Air Gun, Blue Point AT/00A (Suspension Bay) Replace 2015 1997 18 10/15 5 S $1,000 $1,000 Welding Set, Oxyacetylene (2) Replace 2018 1997 18 3/10 3 S $1,500 $1,500 Total . . . . $6,100 $6,000 $6,895 $7,150 $11,500 $37,645 Tire Shop Haley Air Gun, IR (3) Replace 2015 2011 4 3 5 S $3,000 $3,000 Air Gun, IR (3) Repair Bi-yearly 2008 7 3 3 S $1,500 $1,500 $3,000 Tire Mounting Machine (Hofmann Monty 3800) Repair Yearly 2009 6 5 3 S $500 $500 $500 $500 $500 $2,500 Tire Balancer (Hofmann 980L) Repair Yearly 2009 6 5 3 S $500 $500 $500 $500 $500 $2,500 Tire Cage, Branick SC-4 (TriMet Asset #05503) Replace 2015 1991 24 10/15 5 S $1,500 $1,500 Total . . . . $5,500 $2,500 $1,000 $2,500 $1,000 $12,500 TOTAL POWELL . . . . $23,000 $32,200 $15,095 $24,050 $18,400 $112,745

Page ‐ 243 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICA LITY FY15 FY16 FY17 FY18 FY19 TOTAL

MERLO MAINTENANCE BUILDING Mai n S hop Johns on Alignment Equipment, Laser (Beeline) Repair Bi-yearly 2009 6 10 4 SR $3,000 $3,000 $3,000 $9,000 Floor Lift (Owatonna), (2) Repair 2016 1982 33 20 3 SR $9,000 $9,000 Floor Lift, (OTC), (2) Repair 2015 1986 29 15 5 SR $7,000 $7,000 Sand Spreader, Epoke Repair Bi-yearly 1985 30 20 3 SR $2,000 $2,000 $4,000 Brake Test Kit (Vericom) Repair 2016 1999 16 15 5 SR $2,500 $2,500 Chain hoist electric, Steam Bay Repair 2017 1983 32 20 2 SR $5,000 $5,000 Steam cleaners Apollo (2) Repair 2015 1983 32 17 5 SR $3,000 $3,000 Drill press (4) Repair 2015 1983 32 30 5 SR $3,500 $3,500 Low floor hyd. Pit Jack (2) Repair 2016 2002 13 20 4 SR $1,500 $1,500 Battery tester, Midtronics & printer Repair 2016 2007 8 3 4 SR $2,000 $2,000 Hose Cutter, Stainless Steel Repair 2018 2011 4 10 1 SR $1,500 $1,500 Air gun, Spline Drive, Torque Limiting CP (4) Repair 2017 2001 14 5 3 SR $3,000 $3,000 Transmission Jack (2) Replace 2016 1993 22 10 4 SR $5,500 $5,500 Stand, Engine (Cummins) Replace 2015 1985 30 20 5 SR $4,000 $4,000 Opacity Meter Replace 2016 1998 17 5 4 SR $4,000 $4,000 Chain Hoist Electric Engine OH Replace 2016 1983 32 20 4 SR $3,000 $3,000 Jack Stands, Hetra (8) Replace 2015 1997 18 10 5 SR $6,000 $6,000 Jack Stands, Hetra (8) Replace 2015 1983 32 20 5 SR $6,000 $6,000 Welder, Wire Feed, (Miller, Mig 2000) Replace 2016 1985 30 25 4 SR $5,000 $5,000 Oil Filter Press, (Oberg) Replace 2015 1990 25 10 5 SR $3,500 $3,500 Parts Washing Tank (Inland Tech) (8) Replace 2018 1983 32 20 1 SR $4,000 $4,000 Pressure Washer, Coldwater Replace 2015 2009 6 5 5 SR $3,500 $3,500 Puller, Seal Instrument Replace 2018 1991 24 10 2 SR $3,000 $3,000 Floor Scrubber (Tennant) Repair Yearly 2009 6 5/10 3 SR $3,500 $3,500 $3,500 $3,500 $3,500 $17,500 Torque Wrench 3/4" (2) Replace 2019 2009 6 10 1 SR $2,500 $2,500 Work Table 5' X 10' Replace 2017 1985 30 20 1 SR $2,500 $2,500 Work Table 5' X 4' Replace 2017 1985 30 20 1 SR $2,500 $2,500 Work Table W/Vise 4" (Wilton) (5) Replace 2017 1985 30 20 1 SR $2,500 $2,500 Work Table, 26" X 73" No Vise Replace 2017 1983 32 20 1 SR $2,500 $2,500 Work Table, 26" X 73" W/4" Vise(4) Replace 2017 1983 32 20 1 SR $2,500 $2,500 Total . . . . $43,000 $38,000 $27,000 $14,000 $9,000 $131,000 Body Shop Johnson Bending Brake - 10' (Tennsmith) Replace 2015 1985 30 25 5 SR $4,000 $4,000 Bending Brake - 4' (Connecticut) Replace 2015 1985 30 25 5 SR $4,000 $4,000 Chain Hoist Body Shop Replace 2015 1985 30 20 5 SR $2,500 $2,500 Plasma Cutter, Lincoln PC55 Replace 2017 2003 12 10 2 SR $4,000 $4,000 Recycler, Paint Solvent Repair 2018 2011 4 10 1 SR $2,000 $2,000 Scaffold, Aluminum 8' (Alder) (4) Replace 2018 1985 30 20 2 SR $6,000 $6,000 Welder, Dialarc HF w/Tig, (Miller) Replace 2016 1985 30 25 4 SR $3,000 $3,000

Page ‐ 244 Capital Asset Management & Investment Program Appendix Fixed Route Buses Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued)

OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL

Welder, Millermatic 200 W/Alum. Feed (Miller) Replace 2016 1981 34 25 4 SR $3,000 $3,000 Welder, Millermatic 200 Wire Feed Alum/Stainless Replace 2018 2008 7 10/20 2 SR $3,500 $3,500 Welder, W/Wire Feed, (Linde) Replace 2015 1990 25 25 5 SR $2,700 $2,700 Welder, Wire Feed, Millermatic 35, (Miller) Replace 2017 1990 25 25 2 SR $2,500 $2,500 Workbench W/Ovhd Shlvng W/Vice (Shure Lyons) (3) Replace 2017 1985 30 20 2 SR $2,500 $2,500 Workbench W/Ovrhd Shlvng (72"x36") (Shur Lyons) Replace 2017 1985 30 20 2 SR $2,500 $2,500 Workbench, 120"x36", No Shlvng (Shure Lyons) Replace 2017 1985 30 20 2 SR $2,500 $2,500 Workbench, 72"x36" W/5" Vise (Shure Lyons) Replace 2017 1985 30 20 2 SR $2,500 $2,500 Workbench, 72"x36"W/Ovrhd Shlvng (Tennsco) (2) Replace 2017 1987 28 20 2 SR $2,500 $2,500 Workbench, W/4" & 5" Vise W/Shlvng (Shure Lyons) Replace 2017 1985 30 20 2 SR $2,500 $2,500 Total . . . . $13,200 $6,000 $21,500 $11,500 $0 $52,200 Brake Lathe Room Johnson Chain Hoist Electric Brk Lathe Room Replace 2015 1983 32 15 5 SR $2,500 $2,500 Total . . . . $2,500 $0 $0 $0 $0 $2,500 Fuel House Johnson Vacuum Extractor Replace 2015 2009 6 5 5 SR $2,500 $2,500 Total . . . . $2,500 $0 $0 $0 $0 $2,500 TOTAL MERLO . . . . $61,200 $44,000 $48,500 $25,500 $9,000 $188,200 STORES Stores -- Center Brooks Forklift, Hyster (electric) Repair Yearly 2002 13 10/15 3 ELA $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Forklift, Yale (propane) Repair Yearly 1999 16 10/15 3 ELA $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Total . . . . $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 Stores -- Powell Brooks Pallet Jacks (3) Repair Yearly 5/10 3 ELA $300 $300 $300 $300 $300 $1,500 Forklift, Toyota (NG) Repair Yearly 2009 6 10 3 ELA $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Total . . . . $1,300 $1,300 $1,300 $1,300 $1,300 $6,500 Stores -- Merlo Brooks Pallet Jack (electric) Repair Yearly 5/10 3 ELA $100 $100 $100 $100 $100 $500 Forklift, Yale (electric) Repair Yearly 1983 32 20 3 ELA $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Forklift, Yale, (NG) Repair Yearly 1997 18 20 3 ELA $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 Total . . . . $2,100 $2,100 $2,100 $2,100 $2,100 $10,500 TOTAL STORES . . . . $5,400 $5,400 $5,400 $5,400 $5,400 $27,000

TOTAL ALL BUS MAINTENANCE (OPERATING) . . . . $183,000 $147,750 $120,095 $103,950 $37,800 $592,595

Page ‐ 245 Capital Asset Management & Investment Program Estimated ReplacementsAppendix Estimated Replacement Costs LRV Components Light Rail Vehicle Component Replacements

Table 2B Rebuild Item Fleet Unit Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 FY15‐FY19 Total Artic Bearing Type 2/3$ 4,000.00 10 10 10 10 10$ 40,000.00 $ 40,000.00 $ 40,000.00 $ 40,000.00 $ 40,000.00 $ 200,000 Type 44,000.00$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Aux Inverter Type 2/3$ 6,000.00 10 20 20 20 10$ 60,000 $ 120,000 $ 120,000 $ 120,000 $ 60,000 $ 480,000

Batteries Type 12,500.00$ $ 30 30 20$ $ ‐ 180,000$ $ ‐ 180,000$ $ ‐ 120,000$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 480,000 (in sets) Type 2/3Type 46,000.00 6,000.00$ 22 $ ‐ $ ‐ $ ‐ $ 132,000 $ ‐ $ 132,000

Body Overhaul Type 1$ 23,500.00 32$ 70,500$ 47,000 $ ‐ $ ‐ $ ‐ $ 117,500 Type 2/3$ 5,000.00 12 12 12 $ ‐ $ ‐ $ 60,000 $ 60,000 $ 60,000 $ 180,000

Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Brake Actuators Center Truck Type 2/3$ 1,000.00 48 48 48 48 48$ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 240,000 Type 41,000.00$ 40 40 10 10 10$ 40,000 $ 40,000 $ 10,000 $ 10,000 $ 10,000 $ 110,000

Brake Actuators Motor Truck Type 1500.00$ 20 20 20 20 20$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 $ 580,800 Type 2/3$ 2,200.00 72 48 48 48 48$ 158,400 $ 105,600 $ 105,600 $ 105,600 $ 105,600 Type 42,200.00$ 40 40 10 10 10$ 88,000 $ 88,000 $ 22,000 $ 22,000 $ 22,000 $ 242,000

Brake Calipers Type 150.00$ 20 20 12 12 12$ 1,000 $ 1,000 $ 600 $ 600 $ 600 $ 3,800 Type 2/3$ 2,600.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 7,500 $ 7,500 $ 7,500 $ 37,500 Brake Disc Poli Type 11,500.00$ 55555$ 7,500$ 7,500 Bridgeplates Type 2/3$ 1,000.00 104 106 106$ 104,000 $ 106,000 $ 106,000 $ ‐ $ ‐ $ 316,000 Type 41,000.00$ 88 $ ‐ $ ‐ $ ‐ $ ‐ $ 88,000 $ 88,000

Couplers Type 12,000.00$ 26 $ ‐ $ ‐ $ ‐ $ 52,000 $ ‐ $ 52,000 Type 2/3$ 2,000.00 37$ $ 74,000$ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ ‐ ‐ $ $ 74,000 ‐ Type 4 $ ‐ ‐ Coupling Elements Type 12,200.00$ 20 10 20 10 20$ 44,000 $ 22,000 $ 44,000 $ 22,000 $ 44,000 $ 176,000 Type 2/3$ 1,600.00 96 80 40 10 10$ 153,600 $ 128,000 $ 64,000 $ 16,000 $ 16,000 $ 377,600 Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

DC/DC Static Converter Type 13,500.00$ 13 13$ 45,500 $ 45,500 $ ‐ $ ‐ $ ‐ $ 91,000 Doors Type 1400.00$ 70 70 70 70 $ ‐ $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ 112,000 Type 2/3$ 4,000.00 200$ 800,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 800,000

Door Operators Type 1400.00$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Type 2/3$ 4,000.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Page ‐ 246 Capital Asset Management & Investment Program Estimated ReplacementsAppendix Estimated Replacement Costs LRV Components Light Rail Vehicle Component Replacements

Table 2B Rebuild Item Fleet Unit Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 FY15‐FY19 Total EHU Center Truck Type 2/3$ 5,000.00 15 15 15 15 15$ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000 Type 45,000.00$ 121244460,000$ $ 60,000 $ 20,000 $ 20,000 $ 20,000 $ 180,000

EHU Motor Truck Type 2/3$ 3,500.00 25 25 25 25 25$ 87,500 $ 87,500 $ 87,500 $ 87,500 $ 87,500 $ 437,500 $ $ 28,000 $ 28,000 $ 252,000 Type 43,500.00$ 242488884,000$ $ 84,000 28,000 Gearbox Type 1$ 10,000.00 12 12 10 10 10$ 120,000 $ 120,000 $ 100,000 $ 100,000 $ 100,000 $ 540,000 Type 2/3$ 5,200.00 758888$ 390,000$ 41,600 $ 41,600 $ 41,600 $ 41,600 $ 556,400 *contracted Type 2/3$ 9,000.00 75$ 675,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 675,000 Type 47,000.00$ 15 15 $ ‐ $ ‐ $ ‐ $ 105,000 $ 105,000 $ 210,000

Ground Brush Type 1500.00$ 20 20 20 20 20$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000

HPCU Type 1700.00$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ $ 30,000 HVAC Compressor Type 13,000.00$ Type 2/3$ 3,000.002222233333$ 6,000$ $ 9,0006,000$ $ 9,0006,000 $$ 9,0006,000 $ 6,0009,000 $ 9,000 $ 45,000 Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

HVAC Evaporator Motor Type 1700.00$ 12 12 12 12 12$ 8,400 $ 36,000 $ 8,400 $ 36,000 $ 8,400 $ 97,200

Journal Bearings Type 12,080.00$ 26 26 26 $ ‐ $ ‐ $ 54,080 $ 54,080 $ 54,080 $ 162,240 2/3$ 3,700.00 24 16$ 88,800 $ 59,200 $ ‐ $ ‐ $ ‐ $ 148,000 Journal Bearings CTType 43,000.00$ Type 11 11 $ ‐ $ ‐ $ ‐ $ 33,000 $ 33,000 $ 66,000

Journal Bearings MT Type 2/3$ 2,080.00 48 24 10$ 99,840 $ 49,920 $ 20,400 $ ‐ $ ‐ $ 170,160 Type 42,040.00$ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,000 $ 5,000 $ 25,000 Load Weigh Sensor Type 1500.00$ 10 10 10 10 10$ 5,000 $ 5,000 $ 5,000 Type 2/3 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Motor Truck Wiring Type 2/3 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Pantograph Type 1120.00$ 26 $ ‐ $ 3,120 $ ‐ $ ‐ $ ‐ $$ 18,6303,120 TypeType 2/3 4275.00$$ 230.00 27 2722 27$$ 6,210‐ $$ 6,2106,050 $$ 6,210 ‐ $$ ‐ ‐ $$ ‐ ‐ $ 6,050

Pre‐excitation Contactor Type 1500.00$ 20 12$ 10,000 $ 6,000 $ ‐ $ ‐ $ ‐ $ 16,000

Primary Suspension Type 14,000.00$ 66666$ 24,000$ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 120,000 Type 2/3$ 600.00 9622 96 22 80 22 $ 80 80‐ $ $ 57,600 ‐ $ $ 57,60013,200 $ $ 40,00013,200 $ $ 40,00013,200 $ $ 40,000 $39,600 235,200 Type 4600.00$

Page ‐ 247 Capital Asset Management & Investment Program Appendix LRV Components Estimated Replacements Estimated Replacement Costs Light Rail Vehicle Component Replacements

Table 2B Rebuild Item Fleet Unit Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 FY15‐FY19 Total Secondary Suspension Type 13,500.00$ 10 10 10 $ ‐ $ ‐ $ 35,000 $ 35,000 $ 35,000 $ 105,000 Type 2/3 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Slewing Ring Type 12,000.00$ 77$ 14,000$ 14,000 $ ‐ $ $ 40,000 ‐ $ $ ‐ ‐ $$ ‐ $28,000 120,000 Type 2/3$ Type 4,000.00 4 $ 10‐ 10 10$ 40,000$ $ ‐40,000$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Tire Replacement Center Truck Type 19,000.00$ 64333$ 54,000$ 36,000 $ 27,000 $ 27,000 $ 27,000 $ 171,000 (in sets) Type 2/3$ 8,500.00 24 24 16 16 16$ 204,000 $ 204,000 $ 136,000 $ 136,000 $ 136,000 $ 816,000 $ $ 255,000 Type 48,500.00$ 1212222102,000$ $ 102,000 $ 17,000 $ 17,000 17,000

Tire Replacement Motor Truck Type 19,000.00$ 166666$ 144,000$ 54,000 $ 54,000 $ 54,000 $ 54,000 $ 360,000 (in sets) Type 2/3$ 9,000.00 24 24 27 27 27$ 216,000 $ 216,000 $ 243,000 $ 243,000 $ 243,000 $ 1,161,000 Type 48,500.00$ 15 15 15 5 $ ‐ $ 127,500 $ 127,500 $ 127,500 $ 42,500 $ 425,000 $ 30,000 $ 200,000 Traction Motor Type 15,000.00$ 166666$ 80,000$ 30,000 $ 30,000 $ 30,000 Type 2/3$ 5,000.00 10050101010500,000$ $ 250,000 $ 50,000 $ 50,000 $ 50,000 $ 900,000 Type 45,000.00$ 15 15 $ ‐ $ ‐ $ ‐ $ 75,000 $ 75,000 $ 150,000

Wiper/Car Body Type 2/3$ 100.00 55$ 500$ 500 $ ‐ $ ‐ $ 1,000

Estimated Replacements Estimated Replacement Costs

Table 2B Rebuild Item Fleet Unit Cost FY15 FY16 FY17 FY18 FY19 FY15 FY16 FY17 FY18 FY19 FY15‐FY19 Total Type 1208 263 238 254 238 $ 653,900 $ 505,120 $ 443,580 $ 501,180 $ 443,580 $ 2,547,360 Totals Type 2/3 1,148 659 525 322 312 $ 4,067,450 $ 1,824,130 $ 1,412,310 $ 1,071,700 $ 1,011,700 $ 9,387,290 Type 4128 165 71 123 179 $ 374,000 $ 507,550 $ 237,700 $ 582,700 $ 453,700 $ 2,155,650 Total 1,484 1,087 834 699 729 5,095,350$ $ 2,836,800 $ 2,093,590 $ 2,155,580 $ 1,908,980 $ 14,090,300

Average Car Count Per Car Type 1 26 8.00 10.12 9.15 9.77 9.15$ 25,150 $ 19,428 $ 17,061 $ 19,276 $ 17,061 $ 19,595 Type 2/3 79 14.53 8.34 6.65 4.08 3.95$ 51,487 $ 23,090 $ 17,877 $ 13,566 $ 12,806 $ 23,765 Type 4 22 5.82 7.50 3.23 5.59 8.14$ 17,000 $ 23,070 $ 10,805 $ 26,486 $ 20,623 $ 19,597 Average 11.69 8.56 6.57 5.50 5.74$ 40,121 $ 22,337 $ 16,485 $ 16,973 $ 15,031 $ 22,189

Page ‐ 248 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A

TABLE 16A. FY15-19 BUS MAINTENANCE NON-REVENUE VEHICLES -- CAPITAL PROGRAMS (>$5,000) CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS NON-REVENUE VEHICLES

ASSIGNED - STAFF 2 DODGE VAN (Surveillance Van -- No Listed Mileage) Transit Police 1987 28 2016 3 ELA $30,000 $30,000 95 3 WHEEL ELECTRIC SCOOTER Trans Trainers 1988 27 2016 3 ELA $5,000 $5,000 507 CHEVROLET EQUINOX Trans OPS 2009 6 2020 2 ELA $0 510 CHEVROLET EQUINOX Powell Trans 2009 6 2020 2 ELA $0 511 CHEVROLET EQUINOX Trans OPS 2009 6 2020 2 ELA $0 608 CHEVROLET 3/4 TON 12-PASSENGER VAN Bus Training 2009 6 2020 1 ELA $0 821 JEEP CHEROKEE 4 X 4 Safety HS 1995 20 2016 5 ELA $30,000 $30,000 822 FORD RANGER PU 2WD IDP 1995 20 2016 3 ELA $25,000 $25,000 851 FORD WINDSTAR MINI VAN Marketing 1996 19 2016 1 ELA $25,000 $25,000 893 CHEVY LUMINA SEDAN Customer Service 1998 17 2016 4 ELA $25,000 $25,000 1042 CUSHMAN GAS 3 WHEELER IT Dept. 1990 25 2015 4 ELA $14,000 $14,000 1064 CHEVROLET 1 TON VAN Distribution Ctr 1999 16 2016 3 ELA $30,000 $30,000 1105 GRUMMAN VAN (TICKET BOOTH) Ticket booth 1991 24 2016 3 ELA $30,000 $30,000 1108 CHEVROLET CARGO VAN IDP 2002 13 2016 3 ELA $30,000 $30,000 TBD FORD TRANSIT CONNECT IDP 2014 1 2020 2 ELA $0 TBD FORD TRANSIT CONNECT IT Dept. 2014 1 2020 2 ELA $0 TBD FORD TRANSIT CONNECT Trans OPS 2014 1 2020 2 ELA $0 TBD FORD TRANSIT CONNECT Trans OPS 2014 1 2020 2 ELA $0 TBD FORD TRANSIT CONNECT Safety Field 2014 1 2020 2 ELA $0 TBD FORD TRANSIT CONNECT Trans OPS 2014 1 2020 2Total ELA . . . . $0 POOLTBD FORD TRANSIT CONNECT Safety Drug 2014 1 2020 2 ELA $0 21 $14,000 $230,000 $0 $0 $0 $244,000

318 FORD WINDSTAR (new engine @ 80k) Ruby Pool 1995 20 2015 3 ELA $25,000 $25,000 612 FORD ESCAPE Holladay Pool 2007 8 2019 2 ELA $25,000 $25,000 847 CHEVROLET CLUB WAGON - 11 PASS Holgate Pool 1996 19 2015 4 ELA $30,000 $30,000 902 FORD FUSION SEDAN Center Pool 2008 7 2019 1 ELA $25,000 $25,000 1059 DODGE SEDAN Holgate Pool 1999 16 2016 2 ELA $25,000 $25,000 1080 TOYOTA PRIUS - HYBRID Center Pool 2000 15 2017 2 ELA $25,000 $25,000 1084 FORD ECONOLINE - 15 PASS Ruby Pool 1999 16 2017 2 ELA $30,000 $30,000 1124 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Elmonica Pool 2002 13 2016 4 ELA $40,000 $40,000 1125 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Merlo Pool 2002 13 2016 4 ELA $40,000 $40,000 1126 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Ruby Pool 2002 13 2016 4 ELA $40,000 $40,000 TBD 2014 FORD FUSION Center Pool 2014 1 2020 1Total ELA . . . . $0 TBD FORD TRANSIT CONNECT Holgate Pool 2014 1 2020 2 ELA $0 12 $55,000 $145,000 $55,000 $0 $50,000 $305,000

Page ‐ 249 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS AS S IGNED - FIELD OP ERATIONS 500 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $30,000 $30,000 501 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $30,000 $30,000 502 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $30,000 $30,000 512 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 513 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 514 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 515 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 516 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 518 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 519 FORD ESCAPE Field Ops-Bus 2012 3 2020 1 ELA $0 829 8-PASSENGER VAN (Fare Inspectors) Field Ops-Rail 1996 19 2015 4 ELA $30,000 $30,000 839 FORD F-150 PICKUP Field Ops-Rail 1996 19 2015 3 ELA $25,000 $25,000 885 FORD F-150 PICKUP (new eng@82k) Field Ops-Rail 1997 18 2015 3 ELA $25,000 $25,000 1060 JEEP-CHEROKEE Field Ops-Rail 1999 16 2016 3 ELA $25,000 $25,000 1097 FORD F150 (new eng@ 163k) (225,660) Field Ops-Bus 2001 14 2015 4 ELA $25,000 $25,000 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE (PLMR ADD) Field Ops -Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE (PLMR ADD) Field Ops -Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE (PLMR ADD) Field Ops -Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD F-150 EXT CAB 4x4 Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD F-150 EXT CAB 4x4 Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD F-150 EXT CAB 4x4 Field Ops-Bus 2014 1 2020 1 ELA $0 TBD FORD F-150 EXT CAB 4x4 Field Ops-Bus 2014 1 2020 1 ELA $0 35 Total . . . . $105,000 $25,000 $0 $0 $90,000 $220,000

Page ‐ 250 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - BUS MAINTENANCE 104 FORD -F-350 Powell Maint 2007 8 2017 3 ELA $45,000 $45,000 172 FORD RANGER 4X4 Center NRV 1992 23 2015 3 ELA $25,000 $25,000 173 GMC CUSTOM SAND TRK Merlo Maint 1992 23 2016 3 ELA $50,000 $50,000 188 GMC CUSTOM SAND TRK Center Maint 1993 22 2016 3 ELA $50,000 $50,000 190 FORD PICKUP 2WD Ruby NRV 1993 22 2015 4 ELA $25,000 $25,000 304 FORD RNGR EXT CAB PU Center NRV 1994 21 2015 4 ELA $25,000 $25,000 810 GMC SAND TRUCK Powell Maint 1995 20 2016 3 ELA $50,000 $50,000 838 FORD F150 PICKUP Merlo Maint 1996 19 2016 3 ELA $30,000 $30,000 848 CHEVROLET 3/4 T TRK Merlo Maint 1996 19 2015 3 ELA $30,000 $30,000 859 FORD 1 TON TRUCK - RADIO SRV. Center Maint 1997 18 2015 4 ELA $40,000 $40,000 1057 GMC STEP VAN-Chain Truck Center Maint 1998 17 2015 4 ELA $30,000 $30,000 1061 STEP VAN-RADIO SERVICE Merlo Maint 1999 16 2016 3 ELA $30,000 $30,000 1062 STEP VAN-RADIO SERVICE Powell Maint 1999 16 2016 3 ELA $30,000 $30,000 1075 HONDA INSIGHT- HYBRID Center NRV 2000 15 2017 3 ELA $25,000 $25,000 1090 FORD 1 TON DUALLY PICKUP Center Maint 2001 14 2017 3 ELA $30,000 $30,000 1204 FORD F-450 CREW CAB - MERLO SERVICE TRUCK Merlo Maint 2012 3 2035 1 ELA $0 1207 MONEY RUN TRUCK REPLACEMENT - PENDING Center Maint 2013 2 2025 1 ELA $0 TBD FORD F-350 4x4 SUPERCAB Center Maint 2014 1 2020 1 ELA $0 TBD FORD TRANSIT CONNECT Powell Maint 2014 1 2020 2 ELA $0 19 Total . . . . $175,000 $240,000 $100,000 $0 $0 $515,000 AS S IGNED - FACILITIES MAINTENANCE 26 MAINTENANCE TRAILER Merlo-FM 1979 36 2018 3 ELA $15,000 $15,000 27 KUBOTA RIDING LAWN MOWER Elmonica-FM 2007 8 2017 3 ELA $15,000 $15,000 33 17' TRAILER (LANDSCAPERS) Elmonica-FM 2007 8 2017 3 ELA $15,000 $15,000 75 GEM ELECTRIC CART Ruby-FM 2008 7 2018 2 ELA $15,000 $15,000 76 GEM ELECTRIC CART Merlo-FM 2008 7 2018 2 ELA $15,000 $15,000 92 CASE CRANE Ruby-FM 1983 32 2015 2 ELA $15,000 $15,000 96 TRAILER, BRUSH HAULING Elmonica-FM 2004 11 2018 2 ELA $15,000 $15,000 97 COVERED TRAILER, PAINTING Elmonica-FM 2002 13 2018 2 ELA $15,000 $15,000 98 TILT TRAILER Merlo-FM 2006 9 2018 2 ELA $15,000 $15,000 99 CARGO TRAILER 9th St.-FM 2006 9 2020 1 ELA $0 259 FORD RANGER PU 4x4 9th St.-FM 1998 17 2015 3 ELA $30,000 $30,000 265 STEP VAN (new engine 74K miles) 9th St.-FM 1998 17 2015 3 ELA $30,000 $30,000 600 CHEVROLET 2500 CARGO VAN Merlo-FM 2009 6 2020 1 ELA $0 701 FORD E-250 CARGO 9th St.-FM 2009 6 2020 1 ELA $0 702 FORD F-350 LANDSCAPERS TRUCK Ruby-FM 2009 6 2020 1 ELA $0 703 FORD F-350 Ruby-FM 2009 6 2020 1 ELA $0 704 FORD F-350 Ruby-FM 2009 6 2020 1 ELA $0

Page ‐ 251 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - FACILITIES MAINTENANCE (continued) 843 1-TON HI-CUBE VAN Ruby-FM 1996 19 2015 4 ELA $35,000 $35,000 844 LANDSCAPER'S TRAILER Ruby-FM 1996 19 2015 4 ELA $15,000 $15,000 875 3/4 TON VAN Elmonica-FM 1997 18 2015 4 ELA $30,000 $30,000 877 3/4 TON VAN FM-PM 1997 18 2015 4 ELA $30,000 $30,000 880 1-TON PICKUP Ruby-FM 1997 18 2015 4 ELA $30,000 $30,000 886 STEP VAN Merlo-FM 1997 18 2016 3 ELA $35,000 $35,000 887 STEP VAN Center-FM 1997 18 2016 3 ELA $30,000 $30,000 890 FORD RANGER PICK UP 4x4 Ruby-FM 1998 17 2017 3 ELA $25,000 $25,000 891 FORD RANGER PICK UP 4x4 Ruby-FM 1998 17 2017 2 ELA $25,000 $25,000 892 FORD RANGER PICK UP 4x4 Center-FM 1998 17 2017 2 ELA $25,000 $25,000 1012 VAN-FORD ELMO Merlo-FM 1998 17 2015 4 ELA $30,000 $30,000 1030 CHEVROLET 2500 CREW CAB Elmonica-FM 1998 17 2015 4 ELA $30,000 $30,000 1031 FORD RANGER PICK UP 4x4 Merlo-FM 1998 17 2016 2 ELA $30,000 $30,000 1032 FORD PICKUP Ruby-FM 1998 17 2016 2 ELA $30,000 $30,000 1049 LANDSCAPER'S TRAILER Elmonica-FM 1998 17 2017 2 ELA $15,000 $15,000 1050 LANDSCAPER'S TRAILER Ruby-FM 1998 17 2017 2 ELA $15,000 $15,000 1055 1-TON 4WD STAKE BED W/DUMP BOX Elmonica-FM 1998 17 2016 3 ELA $30,000 $30,000 1066 FORD RANGER PICK UP 4x4 Elmonica-FM 1999 16 2015 4 ELA $25,000 $25,000 1067 FORD 1-TON VAN Ruby-FM 1999 16 2017 2 ELA $30,000 $30,000 1069 LRV MAINT. UTILITY CART Ruby-FM 1999 16 2017 2 ELA $14,000 $14,000 1070 LRV MAINT. UTILITY CART Ruby-FM 1999 16 2017 2 ELA $14,000 $14,000 1074 1-TON PICKUP Ruby-FM 2000 15 2015 3 ELA $30,000 $30,000 1076 FORD 350 - 1 TON Center-FM 2000 15 2016 3 ELA $35,000 $35,000 1078 STEP VAN 9th St.-FM 2000 15 2016 2 ELA $30,000 $30,000 1086 GMC SAVANNA VAN Elmonica-FM 2001 14 2017 2 ELA $30,000 $30,000 1087 GMC SAVANNA VAN (new eng@133k) Ruby-FM 2001 14 2016 3 ELA $30,000 $30,000 1106 LANDSCAPER'S TRAILER Ruby-FM 2002 13 2019 1 ELA $10,000 $10,000 1141 FORD 1 TON TRUCK EXT CAB Elmonica-FM 2004 11 2020 1 ELA $0 1143 FORD HI-CUBE VAN Powell-FM 2003 12 2018 2 ELA $35,000 $35,000 1146 FORD E-350 CARGO VAN 9th St.-FM 2012 3 2024 1 ELA $0 1147 FORD E-350 CARGO VAN 9th St.-FM 2012 3 2024 1 ELA $0 1148 FORD E-350 CARGO VAN Center-FM 2012 3 2024 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Merlo-FM 2014 1 2020 1 ELA $0 TBD FORD F-350 DUAL AXLE CHASSIS CAB Merlo-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Merlo-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Merlo-FM 2014 1 2020 1 ELA $0 TBD FORD F-250 SUPERCAB Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN 9th St.-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD F-350 SUPERCAB Ruby-FM 2014 1 2020 1 ELA $0 TBD FORD F-250 SUPERCAB Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD F-350 DUAL AXLE CHASSIS CAB Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD TRANSIT CONNECT Merlo-FM 2014 1 2020 2 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN (PLMR ADD) Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN (PLMR ADD) Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN (PLMR ADD) Elmonica-FM 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Powell-FM 2014 1 2020 1 ELA $0 66 Total . . . . $330,000 $250,000 $223,000 $125,000 $10,000 $938,000

Page ‐ 252 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICA LITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - STORES 837 FORD 1-TON VAN Ruby Stores 1996 19 2015 4 ELA $30,000 $30,000 857 FORD ECONOLINE Powell Stores 1997 18 2015 4 ELA $30,000 $30,000 858 FORD ECONOLINE Merlo Stores 1997 18 2017 3 ELA $30,000 $30,000 3 Total . . . . $60,000 $0 $30,000 $0 $0 $90,000 ASSIGNED - CAPITAL PROJECTS (HS) 187 FORD RANGER 4X4 Bus Stops 1993 22 2015 4 ELA $25,000 $25,000 301 FORD RNGR EXT CAB PU Milwaukie Project 1994 21 2015 4 ELA $25,000 $25,000 302 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $25,000 $25,000 303 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $25,000 $25,000 305 FORD RNGR EXT CAB PU Milwaukie Project 1994 21 2015 4 ELA $25,000 $25,000 306 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $25,000 $25,000 308 JEEP 4X4 CHEROKEE CRC Pool 1994 21 2015 4 ELA $25,000 $25,000 309 JEEP 4X4 CHEROKEE CRC Pool 1994 21 2015 4 ELA $25,000 $25,000 509 CHEVROLET EQUINOX CRC Pool 2009 6 2020 2 ELA $0 611 FORD ESCAPE CRC Pool 2007 8 2019 1 ELA $25,000 $25,000 612 FORD ESCAPE Holladay Pool 2007 8 2019 1 ELA $25,000 $25,000 613 FORD ESCAPE CRC Pool 2007 8 2019 1 ELA $25,000 $25,000 811 FORD RANGER PICKUP 2WD Milwaukie Project 1995 20 2015 4 ELA $25,000 $25,000 819 FORD TEMPO SEDAN Customer Service 1994 21 2015 4 ELA $25,000 $25,000 820 JEEP 4X4 CHEROKEE CRC Pool 1995 20 2015 4 ELA $25,000 $25,000 823 FORD RANGER PU 2WD CRC Pool 1995 20 2015 4 ELA $25,000 $25,000 824 FORD RANGER PU 2WD Stimulus Project 1995 20 2015 4 ELA $25,000 $25,000 825 FORD RANGER PU 2WD Milwaukie Project 1995 20 2015 4 ELA $25,000 $25,000 826 FORD RANGER PU 2WD Stimulus Project 1995 20 2015 4 ELA $25,000 $25,000 19 Total . . . . $375,000 $0 $0 $0 $75,000 $450,000 ASSIGNED - ATP MAINT 1056 DODGE WAGON ATP Pool 1999 16 2016 3 ELA $30,000 $30,000 1077 FORD SERVICE TRUCK - 1 TON ATP Maint 2000 15 2016 3 ELA $30,000 $30,000 1092 FORD 1 TON DUALLY PICKUP Powell-FM 2001 14 2017 2 ELA $30,000 $30,000 3 Total . . . . $0 $60,000 $30,000 $0 $0 $90,000

Page ‐ 253 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - RAIL MAINT 28 LOAD BANK TRAILER (RESISTANCE) Ruby MOW 2007 8 2020 2 ELA $0 29 LOAD BANK TRAILER (RESISTANCE) Ruby MOW 2007 8 2020 2 ELA $0 30 LOAD BANK TRAILER (RESISTANCE) Ruby MOW 2007 8 2020 2 ELA $0 31 LOAD BANK TRAILER (RESISTANCE) Ruby MOW 2007 8 2020 2 ELA $0 32 LOAD BANK TRAILER (RESISTANCE) Ruby MOW 2007 8 2020 2 ELA $0 78 NOLAN TILT TRAILER Ruby REM 1987 28 2015 4 ELA $20,000 $20,000 79 CUSHMAN UTILITY CART Ruby REM 1986 29 2015 3 ELA $20,000 $20,000 82 LRV CLEANING CART Elmo REM 1997 18 2015 3 ELA $20,000 $20,000 83 LRV CLEANING CART Elmo REM 1997 18 2015 3 ELA $20,000 $20,000 84 LRV CLEANING CART Ruby REM 1997 18 2015 3 ELA $20,000 $20,000 85 Electric Cart EZ-GO Ruby REM 2001 14 2016 2 ELA $14,000 $14,000 86 Electric Cart EZ-GO Ruby REM 2001 14 2016 2 ELA $14,000 $14,000 87 Electric Cart EZ-GO Ruby REM 2001 14 2016 2 ELA $14,000 $14,000 89 UTILITY TRAILER FOR SWEEPER Ruby REM 2001 14 2019 2 ELA $8,000 $8,000 90 LIGHT BAR TRAILER Ruby REM 2003 12 2020 2 ELA $0 91 AIR COMPRESSOR TRAILER Ruby MOW 1998 17 2017 2 ELA $10,000 $10,000 93 PANTOGRAPH TRAILER Ruby MOW 1996 19 2019 2 ELA $10,000 $10,000 94 FLATBED TRAILER FOR MOW Ruby MOW 2004 11 2016 2 ELA $10,000 $10,000 117 DODGE 3/4 TON PU (153,999) Ruby REM 1991 24 2015 4 ELA $25,000 $25,000 123 CUSHMAN 875 EZ-GO ELECTRIC CART Ruby REM 2009 6 2020 1 ELA $0 124 CUSHMAN 875 EZ-GO ELECTRIC CART Elmo REM 2009 6 2020 1 ELA $0 138 HI-RAIL TRAILER Ruby MOW 1986 29 2017 3 ELA $5,000 $5,000 139 RE-RAIL TRAILER Ruby MOW 1986 29 2017 3 ELA $15,000 $15,000 140 TILT TRAILER Ruby MOW 1987 28 2017 3 ELA $10,000 $10,000 194 FORD 1 TON CREW DUMP Elmo MOW 1994 21 2015 4 ELA $35,000 $35,000 307 FORD RNGR EXT CAB PU Ruby MOW 1994 21 2016 3 ELA $25,000 $25,000 503 CHEVROLET EQUINOX Ruby MOW 2009 6 2020 2 ELA $0 504 CHEVROLET EQUINOX Ruby MOW 2009 6 2020 2 ELA $0 505 CHEVROLET EQUINOX Ruby MOW 2009 6 2020 2 ELA $0 506 CHEVROLET EQUINOX Ruby MOW 2009 6 2020 2 ELA $0 508 CHEVROLET EQUINOX Ruby MOW 2009 6 2020 2 ELA $0 601 CHEVROLET 3/4 CARGO VAN Ruby MOW 2009 6 2019 2 ELA $30,000 $30,000 602 CHEVROLET 3/4 CARGO VAN Ruby MOW 2009 6 2019 2 ELA $30,000 $30,000 603 CHEVROLET 3/4 CARGO VAN Elmo MOW 2009 6 2019 2 ELA $30,000 $30,000 604 CHEVROLET 3/4 CARGO VAN Elmo MOW 2009 6 2019 2 ELA $30,000 $30,000 605 CHEVROLET 3/4 CARGO VAN Ruby MOW 2009 6 2019 2 ELA $30,000 $30,000 606 CHEVROLET 3/4 CARGO VAN Elmo MOW 2009 6 2019 2 ELA $30,000 $30,000 607 CHEVROLET 3/4 CARGO VAN Ruby MOW 2009 6 2019 2 ELA $30,000 $30,000 609 CHEVROLET 2500 CREW CAB Ruby MOW 2009 6 2019 2 ELA $30,000 $30,000 610 CHEVROLET 2500 CREW CAB Elmo MOW 2009 6 2019 2 ELA $30,000 $30,000 833 3/4 TON VAN-ELMO Elmo MOW 1996 19 2015 4 ELA $25,000 $25,000

Page ‐ 254 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - RAIL MAINT (continued) 835 1-TON VAN Ruby MOW 1996 19 2015 4 ELA $25,000 $25,000 840 3/4 TON PICKUP Ruby MOW 1996 19 2015 4 ELA $25,000 $25,000 849 STORAGE TRAILER Elmo 1970 45 2020 1 ELA $0 850 STORAGE TRAILER Elmo 1985 30 2020 1 ELA $0 873 1-TON VAN Ruby MOW 1997 18 2015 4 ELA $30,000 $30,000 876 FORD E-250 CARGO Elmo MOW 1998 17 2015 4 ELA $30,000 $30,000 879 1/2 TON VAN Ruby MOW 1997 18 2015 4 ELA $30,000 $30,000 881 1-TON PICKUP-ELMO MOW TK 1997 18 2016 2 ELA $30,000 $30,000 882 1-TON UTILITY BED 4WD-ELMO MOW TK 1997 18 2016 2 ELA $30,000 $30,000 888 1-TON PICKUP Ruby MOW 1997 18 2016 3 ELA $30,000 $30,000 889 1-TON PICKUP-RJ Elmo MOW 1997 18 2016 3 ELA $30,000 $30,000 1001 3/4-TON VAN Ruby MOW 1998 17 2015 3 ELA $30,000 $30,000 1010 1-TON VAN Elmo MOW 1998 17 2015 3 ELA $30,000 $30,000 1011 1-TON VAN-RJ Ruby MOW 1998 17 2015 2 ELA $30,000 $30,000 1044 1-TON PICKUP RJ (new eng @ 40K) Ruby MOW 1998 17 2015 2 ELA $30,000 $30,000 1045 1-TON PICKUP Elmo REM 1998 17 2015 2 ELA $30,000 $30,000 1048 AIR COMPRESSOR TRAILER Elmo MOW 1998 17 2017 2 ELA $30,000 $30,000 1051 AIR COMPRESSOR TRAILER-ELMO Elmo MOW 1998 17 2019 2 ELA $10,000 $10,000 1052 RE-RAIL TRAILER-ELMO Elmo MOW 1998 17 2019 1 ELA $10,000 $10,000 1054 1-TON STAKE BED TRUCK Elmo MOW 1998 17 2015 4 ELA $30,000 $30,000 1065 1-TON STAKE BED W/LIFT GATE Elmo MOW 1999 16 2016 3 ELA $40,000 $40,000 1068 HI-RAIL CREW CAB PICKUP-DIESEL Ruby MOW 1999 16 2016 3 ELA $40,000 $40,000 1079 1-TON VAN Elmo MOW 2000 15 2017 3 ELA $35,000 $35,000 1085 OCS CLEARANCE TRAILER Ruby MOW 2000 15 2020 2 ELA $0 1088 GMC SAVANNA VAN Ruby MOW 2001 14 2016 3 ELA $30,000 $30,000 1089 GMC SAVANNA VAN MOW-SUB 2001 14 2016 3 ELA $30,000 $30,000 1091 FORD F-350 Ruby REM 2001 14 2017 1 ELA $30,000 $30,000 1106 BULLDOG TILT TRAILER Ruby MOW 2002 13 2020 1 ELA $0 1107 RIDING TRACTOR LAWNMOWER Ruby Elmo 2002 13 2020 1 ELA $0 1137 FORD MINI BUS-SIGNAL TESTING (207,919) Ruby Elmo 1995 20 N/A 3 ELA $0 1138 FORD MINI BUS-SIGNAL TESTING (198,541) Elmo MOW 1995 20 N/A 3 ELA $0 1140 CHEVY 1-TON CARGO VAN Ruby MOW 2003 12 2017 2 ELA $30,000 $30,000 1142 FORD I TON CREW CAB Elmo MOW 2004 11 2017 2 ELA $30,000 $30,000 1145 FORD F-250 4x4 PICKUP Ruby MOW 2012 3 2024 1 ELA $0 1150 FORD F-550 4x4 CHASSIS CAB w/PTP Ruby MOW 2012 3 2024 1 ELA $0 TBD FORD F-350 SUPERCAB Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD F-450 DUAL AXLE CHASSIS CAB W/PTO Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD E-350 COMMERCIAL CARGO VAN Ruby MOW 2014 1 2020 1 ELA $0 TBD FORD F-550 CHASSIS CAB 4X4 SUPERCAB DUAL Ruby MOW 2014 1 2020 1 ELA $0 85 Total . . . . $505,000 $337,000 $195,000 $0 $308,000 $1,345,000 263 TOTAL NON-REVENUE VEHICLES . . . . $1,619,000 $1,287,000 $633,000 $125,000 $533,000 $4,197,000

Page ‐ 255 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS HEAVY DUTY NON-REVENUE VEHICLES 203 HI-RAIL CRANE TRUCK Ruby MOW 1986 29 2016 4 ELA $250,000 $250,000 900 GMC SERVICE TRUCK Center Maint 2009 6 2025 1 ELA $0 901 GMC SERVICE TRUCK Powell Maint 2009 6 2025 1 ELA $0 1046 HY-RAIL PLATFORM TRUCK Ruby MOW 1998 17 2016 3 ELA $20,000 $20,000 1053 CAR MOVER "BRANDT TRUCK" Ruby REM 1998 17 2020 1 ELA $0 1071 HI-RAIL BUCKET TRUCK Ruby MOW 1998 17 2016 3 ELA $250,000 $250,000 1081 HY-RAIL PLATFORM TRUCK Ruby MOW 2000 15 2017 3 ELA $250,000 $250,000 1082 HY-RAIL BUCKET TRUCK Ruby MOW 1999 16 2017 3 ELA $250,000 $250,000 1104 FORD F-550 HIGH RAIL VEHICLE Elmo MOW 2002 13 2017 2 ELA $50,000 $50,000 1109 FORD PUMP TRUCK Ruby Elmo 1999 16 2020 2 ELA $0 1139 GMC DUMP TRUCK, HI-RAIL Ruby MOW 2002 13 2020 2 ELA $0 1144 STREET SWEEPER Ruby FM 2003 12 2018 3 ELA $75,000 $75,000 1201 INTERNATIONAL- Tow Truck Powell Maint 2004 11 2020 1 ELA $0 1202 INTERNATIONAL- Tow Truck Center Maint 2004 11 2020 1 ELA $0 1203 GMC TOW TRUCK Merlo Maint 2009 6 2020 1 ELA $0 TBD REM RESCUE TO REPLACE 200 UNIMOG Elmo REM 2014 1 2020 1 ELA $0 TBD TBD OCS BUCKET Ruby MOW 2014 1 2020 1 ELA $0 TBD TBD OCS PLATFORM Ruby MOW 2014 1 2020 1 ELA $0 TBD OCS PLATFORM (PLMR ADD) Ruby MOW 2014 1 2020 1 ELA $0 TBD GUZZLER VAC TYPE Ruby MOW 2014 1 2020 1 ELA $0 20 TOTAL HEAVY DUTY NON-REVENUE VEHICLES . . . . $0 $520,000 $550,000 $75,000 $0 $1,145,000 GRAND TOTAL ALL NON-REVENUE VEHICLES . . . .

283 $1,619,000 $1,807,000 $1,183,000 $200,000 $533,000 $5,342,000 Summary of Non‐Revenue Vehicle Replacements > $5,000 – Table 16A

SUMMARY OF NRV VEHICLES # OF FY15-FY19 FY15 FY16 FY17 FY18 FY19 ASSIGNED - STAFF VEHICLES TOTALS POOL 21 $14,000 $230,000 $0 $0 $0 $244,000 ASSIGNED - FIELD OPERATIONS 12 $55,000 $145,000 $55,000 $0 $50,000 $305,000 ASSIGNED - BUS MAINTENANCE 35 $105,000 $25,000 $0 $0 $90,000 $220,000 19 $175,000 $240,000 $100,000 $0 $0 $515,000 SSIGNED - FACILITIES MAINTENANCE 66 $330,000 $250,000 $223,000 $125,000 $10,000 $938,000 ASSIGNED - STORES 3 $60,000 $0 $30,000 $0 $0 $90,000 ASSIGNED - CAPITAL PROJECTS (HS) 19 $375,000 $0 $0 $0 $75,000 $450,000 ASSIGNED - ATP MAINT 3 $0 $60,000 $30,000 $0 $0 $90,000 ASSIGNED - RAIL MAINT HEAVY DUTY NON-REVENUE VEHICLES 85 $505,000 $337,000 $195,000 $0 $308,000 $1,345,000 OTAL NON-REVENUE VEHICLES . . . . 20 $0 $520,000 $550,000 $75,000 $0 $1,145,000 283 $1,619,000 $1,807,000 $1,183,000 $200,000 $533,000 $5,342,000

Page ‐ 256 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS NON-REVENUE VEHICLES ASSIGNED - STAFF 2 DODGE VAN (Surveillance Van -- No Listed Mileage) Transit Police 1987 28 2016 3 ELA $4,400 $4,400 95 3 WHEEL ELECTRIC SCOOTER Trans Trainers 1988 27 2016 3 ELA $2,500 $2,500 507 CHEVROLET EQUINOX Trans OPS 2009 6 2020 2 ELA $2,500 $2,500 510 CHEVROLET EQUINOX Powell Trans 2009 6 2020 2 ELA $2,500 $2,500 511 CHEVROLET EQUINOX Trans OPS 2009 6 2020 2 ELA $2,500 $2,500 608 CHEVROLET 3/4 TON 12-PASSENGER VAN Bus Training 2009 6 2020 1 ELA $2,500 $2,500 821 JEEP CHEROKEE 4 X 4 Safety HS 1995 20 2016 5 ELA $2,500 $2,500 822 FORD RANGER PU 2WD IDP 1995 20 2016 3 ELA $2,500 $2,500 851 FORD WINDSTAR MINI VAN Marketing 1996 19 2016 1 ELA $4,400 $4,400 1064 CHEVROLET 1 TON VAN Distribution Ctr 1999 16 2016 3 ELA $2,500 $2,500 1105 GRUMMAN VAN (TICKET BOOTH) Ticket booth 1991 24 2016 3 ELA $2,500 $2,500 1108 CHEVROLET CARGO VAN IDP 2002 13 2016 3Total ELA . . . . $2,500 $2,500 POOL21 $8,800 $5,000 $15,000 $2,500 $2,500 $33,800

318 FORD WINDSTAR (new engine @ 80k) Ruby Pool 1995 20 2015 3 ELA $4,400 $4,400 612 FORD ESCAPE Holladay Pool 2007 8 2019 2 ELA $2,500 $2,500 847 CHEVROLET CLUB WAGON - 11 PASS Holgate Pool 1996 19 2015 4 ELA $2,500 $2,500 1059 DODGE SEDAN Holgate Pool 1999 16 2016 2 ELA $2,500 $2,500 1080 TOYOTA PRIUS - HYBRID Center Pool 2000 15 2017 2 ELA $4,400 $4,400 1084 FORD ECONOLINE - 15 PASS Ruby Pool 1999 16 2017 2 ELA $4,400 $4,400 1124 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Elmonica Pool 2002 13 2016 4 ELA $2,500 $2,500 1125 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Merlo Pool 2002 13 2016 4 ELA $2,500 $2,500 1126 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Ruby Pool 2002 13 2016 4Total ELA . . . . $2,500 $2,500 AS10 S IGNED - FIELD OP ERATIONS $9,400 $5,000 $6,900 $4,400 $2,500 $28,200

500 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $2,500 $2,500 501 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $2,500 $2,500 502 FORD HYBRID ESCAPE Field Ops-Bus 2009 6 2019 2 ELA $2,500 $2,500 829 8-PASSENGER VAN (Fare Inspectors) Field Ops-Rail 1996 19 2015 4 ELA $4,400 $4,400 839 FORD F-150 PICKUP Field Ops-Rail 1996 19 2015 3 ELA $2,500 $2,500 885 FORD F-150 PICKUP (new eng@82k) Field Ops-Rail 1997 18 2015 3 ELA $4,400 $4,400 1060 JEEP-CHEROKEE Field Ops-Rail 1999 16 2016 3 ELA $2,500 $2,500 TBD FORD EXPLORER 4x4 BASE Field Ops-Bus 2014 1 2020 1Total ELA . . . . $2,500 $2,500 15 $2,500 $6,900 $14,400 $0 $0 $23,800

Page ‐ 257 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - BUS MAINTENANCE 104 FORD -F-350 Powell Maint 2007 8 2017 3 ELA $2,500 $2,500 172 FORD RANGER 4X4 Center NRV 1992 23 2015 3 ELA $2,500 $2,500 173 GMC CUSTOM SAND TRK Merlo Maint 1992 23 2016 3 ELA $3,200 $3,200 188 GMC CUSTOM SAND TRK Center Maint 1993 22 2016 3 ELA $3,200 $3,200 190 FORD PICKUP 2WD Ruby NRV 1993 22 2015 4 ELA $2,500 $2,500 304 FORD RNGR EXT CAB PU Center NRV 1994 21 2015 4 ELA $2,500 $2,500 810 GMC SAND TRUCK Powell Maint 1995 20 2016 3 ELA $3,200 $3,200 838 FORD F150 PICKUP Merlo Maint 1996 19 2016 3 ELA $2,500 $2,500 848 CHEVROLET 3/4 T TRK Merlo Maint 1996 19 2015 3 ELA $2,500 $2,500 859 FORD 1 TON TRUCK - RADIO SRV. Center Maint 1997 18 2015 4 ELA $2,500 $2,500 1057 GMC STEP VAN-Chain Truck Center Maint 1998 17 2015 4 ELA $2,500 $2,500 1061 STEP VAN-RADIO SERVICE Merlo Maint 1999 16 2016 3 ELA $2,500 $2,500 1062 STEP VAN-RADIO SERVICE Powell Maint 1999 16 2016 3 ELA $2,500 $2,500 1075 HONDA INSIGHT- HYBRID Center NRV 2000 15 2017 3 ELA $3,200 $3,200 1090 FORD 1 TON DUALLY PICKUP Center Maint 2001 14 2017 3 ELA $2,500 $2,500 19 Total . . . . $8,900 $13,200 $7,500 $7,500 $3,200 $40,300

Page ‐ 258 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - FACILITIES MAINTENANCE 259 FORD RANGER PU 4x4 9th St.-FM 1998 17 2015 3 ELA $2,500 $2,500 265 STEP VAN (new engine 74K miles) 9th St.-FM 1998 17 2015 3 ELA $2,500 $2,500 600 CHEVROLET 2500 CARGO VAN Merlo-FM 2009 6 2020 1 ELA $2,500 $2,500 701 FORD E-250 CARGO 9th St.-FM 2009 6 2020 1 ELA $2,500 $2,500 702 FORD F-350 LANDSCAPERS TRUCK Ruby-FM 2009 6 2020 1 ELA $2,500 $2,500 703 FORD F-350 Ruby-FM 2009 6 2020 1 ELA $2,500 $2,500 704 FORD F-350 Ruby-FM 2009 6 2020 1 ELA $2,500 $2,500 843 1-TON HI-CUBE VAN Ruby-FM 1996 19 2015 4 ELA $2,500 $2,500 875 3/4 TON VAN Elmonica-FM 1997 18 2015 4 ELA $2,500 $2,500 877 3/4 TON VAN FM-PM 1997 18 2015 4 ELA $2,500 $2,500 880 1-TON PICKUP Ruby-FM 1997 18 2015 4 ELA $2,500 $2,500 $5,000 886 STEP VAN Merlo-FM 1997 18 2016 3 ELA $2,500 $2,500 887 STEP VAN Center-FM 1997 18 2016 3 ELA $2,500 $2,500 1076 FORD 350 - 1 TON Center-FM 2000 15 2016 3 ELA $4,500 $4,500 1086 GMC SAVANNA VAN Elmonica-FM 2001 14 2017 2 ELA $4,500 $4,500 1087 GMC SAVANNA VAN (new eng@133k) Ruby-FM 2001 14 2016 3 ELA $4,500 $4,500 1141 FORD 1 TON TRUCK EXT CAB Elmonica-FM 2004 11 2020 1 ELA $4,500 $4,500 1143 FORD HI-CUBE VAN Powell-FM 2003 12 2018 2 ELA $4,500 $4,500 64 Total . . . . $2,500 $9,500 $12,000 $29,000 $4,500 $57,500 ASSIGNED - STORES 837 FORD 1-TON VAN Ruby Stores 1996 19 2015 4 ELA $4,500 $4,500 857 FORD ECONOLINE Powell Stores 1997 18 2015 4 ELA $4,500 $4,500 858 FORD ECONOLINE Merlo Stores 1997 18 2017 3 ELA $4,500 $4,500 3 Total . . . . $0 $4,500 $4,500 $4,500 $0 $13,500

Page ‐ 259 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICA LITY FY15 FY16 FY17 FY18 FY19 TOTALS ASSIGNED - CAPITAL PROJECTS (HS) 187 FORD RANGER 4X4 Bus Stops 1993 22 2015 4 ELA $2,500 $2,500 301 FORD RNGR EXT CAB PU Milwaukie Project 1994 21 2015 4 ELA $2,500 $2,500 302 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $2,500 $2,500 303 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $2,500 $2,500 305 FORD RNGR EXT CAB PU Milwaukie Project 1994 21 2015 4 ELA $2,500 $2,500 306 FORD RNGR EXT CAB PU Stimulus Project 1994 21 2015 4 ELA $2,500 $2,500 308 JEEP 4X4 CHEROKEE CRC Pool 1994 21 2015 4 ELA $2,500 $2,500 309 JEEP 4X4 CHEROKEE CRC Pool 1994 21 2015 4 ELA $2,500 $2,500 611 FORD ESCAPE CRC Pool 2007 8 2019 1 ELA $2,500 $2,500 612 FORD ESCAPE Holladay Pool 2007 8 2019 1 ELA $2,500 $2,500 613 FORD ESCAPE CRC Pool 2007 8 2019 1 ELA $2,500 $2,500 811 FORD RANGER PICKUP 2WD Milwaukie Project 1995 20 2015 4 ELA $2,500 $2,500 819 FORD TEMPO SEDAN Customer Service 1994 21 2015 4 ELA $2,500 $2,500 820 JEEP 4X4 CHEROKEE CRC Pool 1995 20 2015 4 ELA $2,500 $2,500 824 FORD RANGER PU 2WD Stimulus Project 1995 20 2015 4 ELA $2,500 $2,500 825 FORD RANGER PU 2WD Milwaukie Project 1995 20 2015 4 ELA $2,500 $2,500 826 FORD RANGER PU 2WD Stimulus Project 1995 20 2015 4 ELA $2,500 $2,500 19 Total . . . . $5,000 $20,000 $7,500 $2,500 $7,500 $42,500 ASSIGNED - ATP MAINT 1056 DODGE WAGON ATP Pool 1999 16 2016 3 ELA $2,500 $2,500 1077 FORD SERVICE TRUCK - 1 TON ATP Maint 2000 15 2016 3 ELA $4,400 $4,400 1092 FORD 1 TON DUALLY PICKUP Powell-FM 2001 14 2017 2 ELA $4,400 $4,400 3 Total . . . . $0 $0 $2,500 $4,400 $4,400 $11,300

Page ‐ 260 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles

Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS AS S IGNED - RAIL MAINT 194 FORD 1 TON CREW DUMP Elmo MOW 1994 21 2015 4 ELA $4,400 $4,400 307 FORD RNGR EXT CAB PU Ruby MOW 1994 21 2016 3 ELA $2,500 $2,500 833 3/4 TON VAN-ELMO Elmo MOW 1996 19 2015 4 ELA $2,500 $2,500 835 1-TON VAN Ruby MOW 1996 19 2015 4 ELA $2,500 $2,500 840 3/4 TON PICKUP Ruby MOW 1996 19 2015 4 ELA $2,500 $2,500 873 1-TON VAN Ruby MOW 1997 18 2015 4 ELA $2,500 $2,500 876 FORD E-250 CARGO Elmo MOW 1998 17 2015 4 ELA $2,500 $2,500 879 1/2 TON VAN Ruby MOW 1997 18 2015 4 ELA $2,500 $2,500 881 1-TON PICKUP-ELMO MOW TK 1997 18 2016 2 ELA $2,500 $2,500 882 1-TON UTILITY BED 4WD-ELMO MOW TK 1997 18 2016 2 ELA $2,500 $2,500 888 1-TON PICKUP Ruby MOW 1997 18 2016 3 ELA $2,500 $2,500 889 1-TON PICKUP-RJ Elmo MOW 1997 18 2016 3 ELA $2,500 $2,500 1001 3/4-TON VAN Ruby MOW 1998 17 2015 3 ELA $2,500 $2,500 1010 1-TON VAN Elmo MOW 1998 17 2015 3 ELA $2,500 $2,500 1011 1-TON VAN-RJ Ruby MOW 1998 17 2015 2 ELA $2,500 $2,500 1044 1-TON PICKUP RJ (new eng @ 40K) Ruby MOW 1998 17 2015 2 ELA $2,500 $2,500 1045 1-TON PICKUP Elmo REM 1998 17 2015 2 ELA $2,500 $2,500 1054 1-TON STAKE BED TRUCK Elmo MOW 1998 17 2015 4 ELA $2,500 $2,500 1065 1-TON STAKE BED W/LIFT GATE Elmo MOW 1999 16 2016 3 ELA $2,500 $2,500 1068 HI-RAIL CREW CAB PICKUP-DIESEL Ruby MOW 1999 16 2016 3 ELA $2,500 $2,500 1079 1-TON VAN Elmo MOW 2000 15 2017 3 ELA $2,500 $2,500 1085 OCS CLEARANCE TRAILER Ruby MOW 2000 15 2020 2 ELA $2,500 $2,500 1088 GMC SAVANNA VAN Ruby MOW 2001 14 2016 3 ELA $2,500 $2,500 1089 GMC SAVANNA VAN MOW-SUB 2001 14 2016 3 ELA $2,500 $2,500 83 Total . . . . $2,500 $14,400 $20,000 $17,500 $7,500 $61,900 237 TOTAL NON-REVENUE VEHICLES . . . . $39,600 $78,500 $90,300 $72,300 $32,100 $312,800

Page ‐ 261 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued)

CONDITION BASED REPLACEMENT TABLE MODEL CURRENT FY LEVEL OF FY15-FY19 VEH.# VEHICLE DESCRIPTION DEPT YEA R AGE FY15 NEEDED COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTALS HEAVY DUTY NON-REVENUE VEHICLES 203 HI-RAIL CRANE TRUCK Ruby MOW 1986 29 2016 4 ELA $4,400 $4,400 900 GMC SERVICE TRUCK Center Maint 2009 6 2025 1 ELA $4,400 $4,400 901 GMC SERVICE TRUCK Powell Maint 2009 6 2025 1 ELA $4,400 $4,400 1046 HY-RAIL PLATFORM TRUCK Ruby MOW 1998 17 2016 3 ELA $4,400 $4,400 1053 CAR MOVER "BRANDT TRUCK" Ruby REM 1998 17 2020 1 ELA $4,400 $4,400 1071 HI-RAIL BUCKET TRUCK Ruby MOW 1998 17 2016 3 ELA $4,400 $4,400 1081 HY-RAIL PLATFORM TRUCK Ruby MOW 2000 15 2017 3 ELA $4,400 $4,400 1082 HY-RAIL BUCKET TRUCK Ruby MOW 1999 16 2017 3 ELA $4,400 $4,400 1104 FORD F-550 HIGH RAIL VEHICLE Elmo MOW 2002 13 2017 2 ELA $4,400 $4,400 1139 GMC DUMP TRUCK, HI-RAIL Ruby MOW 2002 13 2020 2 ELA $4,400 $4,400 1144 STREET SWEEPER Ruby FM 2003 12 2018 3 ELA $4,400 $4,400 1201 INTERNATIONAL- Tow Truck Powell Maint 2004 11 2020 1 ELA $4,400 $4,400 1202 INTERNATIONAL- Tow Truck Center Maint 2004 11 2020 1 ELA $4,400 $4,400 1203 GMC TOW TRUCK Merlo Maint 2009 6 2020 1 ELA $4,400 $4,400 15 TOTAL HEAVY DUTY NON-REVENUE VEHICLES . . . . $30,800 $13,200 $13,200 $0 $4,400 $61,600 GRAND TOTAL ALL NON-REVENUE VEHICLES . . . .

252 $70,400 $91,700 $103,500 $72,300 $36,500 $374,400 Summary of Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B SUMMARY OF NRV VEHICLES # OF FY15-FY19 FY15 FY16 FY17 FY18 FY19 ASSIGNED - STAFF VEHICLES TOTALS POOL 21 $8,800 $5,000 $15,000 $2,500 $2,500 $33,800 ASSIGNED - FIELD OPERATIONS 10 $9,400 $5,000 $6,900 $4,400 $2,500 $28,200 ASSIGNED - BUS MAINTENANCE 15 $2,500 $6,900 $14,400 $0 $0 $23,800 19 $8,900 $13,200 $7,500 $7,500 $3,200 $40,300 SSIGNED - FACILITIES MAINTENANCE 64 $2,500 $9,500 $12,000 $29,000 $4,500 $57,500 ASSIGNED - STORES 3 $0 $4,500 $4,500 $4,500 $0 $13,500 ASSIGNED - CAPITAL PROJECTS (HS) 19 $5,000 $20,000 $7,500 $2,500 $7,500 $42,500 ASSIGNED - ATP MAINT 3 $0 $0 $2,500 $4,400 $4,400 $11,300 ASSIGNED - RAIL MAINT HEAVY DUTY NON-REVENUE VEHICLES 83 $2,500 $14,400 $20,000 $17,500 $7,500 $61,900 15 $30,800 $13,200 $13,200 $0 $4,400 $61,600 OTAL NON-REVENUE VEHICLES . . . . 252 $70,400 $91,700 $103,500 $72,300 $36,500 $374,400

Page ‐ 262 Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles Non‐Revenue Shop Equipment – Table 12C

TABLE 12C FY15-FY19 BUS MAINTENANCE NON-REVENUE CAPITAL PROGRAMS - SHOP EQUIPMENT REPLACEMENT/REPAIR OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL NON-REVENUE VEHICLES (<$5,000) Non-Revenue Vehicles -- Center Brooks Rotary Drive-on Hoist Replace 2015 2003 12 10/15 5 ELA $12,000 $12,000 Lift, Wheel 4 Post (Ari-Hetra) Replace 2015 2004 11 10/15 5 ELA $8,000 $8,000 Total . . . . $20,000$0$0$0$0$20,000 Non-Revenue Vehicles -- Merlo Brooks Rotary drive on hoist Replace 2019 2004 11 10/15 1 ELA $15,000 $15,000 Total . . . . $0 $0 $0 $0 $15,000 $15,000 Non-Revenue Vehicles -- Ruby Junction Brooks Rotary Drive-on Hoist (2) Replace 2015 2003 12 10/15 5 ELA $12,000 $12,000 4-Post Lift (Ari-Hetra) Replace 2015 2003 12 10/20 5 ELA $8,000 $8,000 Automotive Lift - AG15 #X-15025 (2 Post) Replace 2015 1996 19 5/10 5 ELA $12,000 $12,000 Total . . . . $32,000$0$0$0$0$32,000

TOTAL NON-REVENUE . . . . $52,000 $0 $0 $0 $15,000 $67,000 Non‐Revenue Shop Equipment – Table 12D

TABLE 12D FY15-FY19 BUS MAINTENANCE NON-REVENUE CAPITAL PROGRAMS - SHOP EQUIPMENT REPLACEMENT/REPAIR <=$5,000 OPTIMUM LEVEL PROJECT ACTION FY YEA R OF CURRENT REPLACEMENT OF FY15-FY19 ITEM REQUIRED MANAGER NEEDED NEEDED PURCHASE AGE FY15 CYCLE COND. CRITICALITY FY15 FY16 FY17 FY18 FY19 TOTAL NON-REVENUE VEHICLES (<$5,000) Non-Revenue Vehicles -- Center Brooks Parts Cleaner Inland LT3230035935 Replace 2015 2000 15 10/15 4 ELA $1,000 $1,000 Total . . . . $1,000 $0 $0 $0 $0 $1,000 Non-Revenue Vehicles -- Ruby Junction Brooks Wheel Dolly, (Star) - ATS Replace 2015 2010 5 5 4 ELA $3,000 $3,000 Drill Press Jet - JDP-20MF #6121411 Replace 2015 2001 14 5/10 4 ELA $1,000 $1,000 Welder-Lincoln Wirematic 255 Replace 2015 1999 16 5/10 4 ELA $4,000 $4,000 Air Bumper Lift Bisman Replace 2015 1984 31 5/10 4 ELA $1,500 $1,500 Transmission Jack NAPA 791-7100A New 2017 2009 6 5/10 2 ELA $3,000 $3,000 Total . . . . $9,500 $0 $3,000 $0 $0 $12,500

TOTAL NON-REVENUE . . . . $10,500 $0 $3,000 $0 $0 $13,500

Page ‐ 263 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Building Area/Component

life

Total FY15 ‐ FY19 Bus/Rail Condition Useful ITEM LOCATION Project mgr (typ) FY15 FY16 FY17 FY18 FY19 IMPROVEMENT ‐ railing repainting interior ‐ new color ELMONICA R Papadopoulos n/a 10 $59,063 $59,063 IMPROVEMENT ‐ Bay utility relocations Bay M4E ELMONICA R Papadopoulos n/a n/a $33,623 $33,623 IMPROVEMENT ‐ supervisor office relocation ELMONICA R Papadopoulos n/a 15 $29,375 $105,203 $134,578 IMPROVEMENT ‐ TEI & Master Plan ‐ new construction POWELL B Papadopoulos 3 50 $129,851 $477,822 $607,673 IMPROVEMENT ‐ build permanent operator/others restrooms VARIOUS locations R Papadopoulos $113,850 $117,835 $122,000 $126,227 $130,645 $610,557 INTERIOR ‐ Refurbish Layover & Crew Rooms VARIOUS locations ‐ Bus & Rail R & B Papadopoulos 3 15 $52,000 $52,000 $52,000 $52,000 $52,000 $260,000 INTERIOR Refurbish MERLO ADMINISTRATION B Papadopoulos 3 15 $111,000 $407,000 $518,000 INTERIOR Refurbish OPS (admin, bullpen, restrooms) POWELL B Papadopoulos 3 15 $350,016 $350,016 Bathroom refurbishing POWELL ATP B Papadopoulos 3 $93,775 $163,365 $257,140 ROOF ‐ full replacement NELA ATP B Papadopoulos $80,000 $650,000 $730,000 ROOF Center NRV (full replacement) CENTER NRV BLDG B Papadopoulos 3 20 $30,000 $40,000 $70,000 Maintenance Pit handrail remodeling RUBY NORTH & ELMONICA R Papadopoulos 2 $35,000 $115,000 $150,000 Major Remodel (end of useful life) RUBY NORTH B Papadopoulos $442,619 $3,398,357 $4,903,764 $4,903,764 $13,648,504 DOORS OVERHEAD Motors POWELL B Nordstrom/Ronan 3 20 $15,000 $15,000 EXTERIOR Painting PLATFORMS MAX R Papadopoulos 3 10 $80,000 $80,000 $80,000 $80,000 $80,000 $400,000 EXTERIOR Painting/Reseal TRANSIT CENTER TIGARD B Papadopoulos 2 10 $18,000 $18,000 EXTERIOR Painting/Reseal ???? PARKING GARAGE DISRICT ‐WIDE R Papadopoulos 2 10 $85,000 $85,000 EXTERIOR Painting/Reseal CMU PARK & RIDE TUALATIN NORTH/SOUTH B Papadopoulos 3 5 $4,500 $4,500 $9,000 FLOOR CARPET RUBY NORTH R Papadopoulos 2 15 $100,000 $100,000 FLOOR CONCRETE Non ‐Skid Coating CENTER MAINT B Ntekpere 2 4 $90,000 $90,000 FLOOR CONCRETE Non ‐Skid Coating CENTER MAINTENANCE FUEL HOUSE B Ntekpere 2 4 $27,000 $27,000 FLOOR CONCRETE Non ‐Skid Coating MERLO MAINTENANCE B Ntekpere 2 4 $20,000 $20,000 FLOOR CONCRETE Non ‐Skid Coating POWELL FUEL HOUSE B Ntekpere 2 4 $20,000 $20,000 OXYFLOOR EP TERMINAL FOREST GROVE B Nordstrom/Ronan 2 6 $2,000 $2,000 $4,000 FLOOR EPOXY TRANSIT CENTER ROSE QUARTER B Nordstrom/Ronan 2 6 $3,000 $3,000 $6,000 IMPROVEMENT Tenant ELMONICA R Papadopoulos 2 15 $108,000 $108,000 INTERIOR Painting/Tile work NELA ATP B Papadopoulos 2 15 $30,000 $30,000 INTERIOR Painting/Tile work RUBY NORTH R Papadopoulos 2 15 $160,000 $160,000 INTERIOR Painting/Tile work TRANSIT CENTER OREGON CITY B Papadopoulos 2 15 $1,000 $1,000 $2,000 INTERIOR Refurbish TRANSIT CENTER HILLSBORO B Papadopoulos 3 15 $30,000 $30,000 INTERIOR Refurbish Lunchroom RUBY NORTH R Papadopoulos 2 15 $25,000 $25,000 INTERIOR Restrooms ‐ upgrade/refurbish RUBY NORTH R Papadopoulos 2 15 $39,000 $39,000 LIGHTING (Shop) CENTER MAINT B Nordstrom/Ronan n/a 2 $16,000 $4,000 $20,000 LIGHTING (Shop) MERLO MAINTENANCE B Nordstrom/Ronan n/a 2 $16,000 $4,000 $20,000 LIGHTING (Shop) NELA ATP B Nordstrom/Ronan n/a 2 $6,000 $1,500 $7,500 LIGHTING (Shop) POWELL B Nordstrom/Ronan n/a 2 $16,000 $4,000 $20,000 LIGHTING Ceiling lights ‐24 hour lighting VINTAGE TROLLEY BARN R Nordstrom/Ronan n/a 2 $2,000 $500 $2,500 LIGHTING interior CENTER ADMINISTRATION B Nordstrom/Ronan n/a 2 $6,000 $1,500 $7,500 LIGHTING interior MERLO ADMINISTRATION B Nordstrom/Ronan n/a 2 $6,000 $1,500 $7,500 LIGHTING Paint Bay MERLO MAINTENANCE B Nordstrom/Ronan n/a 2 $2,000 $500 $2,500 SHELTER/WIND SCREEN (ongoing glass replacement?) PLATFORMS WES R Nordstrom/Ronan 2 2 $3,000 $3,000 $3,000 $9,000 WINDOWS Replace CENTER MAINT B Papadopoulos 2 40 $35,000 $35,000 WINDOWS Replace POWELL B Papadopoulos 2 40 $20,000 $20,000 $40,000 Total $1,344,336 $4,644,289 $1,869,363 $5,750,757 $5,179,909 $18,788,654 Note: Shaded area represents projects that have individual major project forms filled out. Non‐shaded represents regular maintenance projects.

Page ‐ 264 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Electrical Equipment & Systems

life

Total FY15 ‐ FY19

LOCATION Bus/Rail Project mgr Condition Useful (typ) FY15 FY16 FY17 FY18 FY19 ELMONICA R Papadopoulos n/a 25 $30,000 $220,000 $250,000 CENTER ADMINISTRATION B Ntekpere n/a 3 $10,000 $10,000 CENTER MAINT B Ntekpere n/a 3 $10,000 $10,000 $20,000 ELMONICA R Ntekpere n/a 3 $15,000 $15,000 MERLO ADMINISTRATION B Ntekpere n/a 3 $7,500 $7,500 $15,000 NELA ATP B Ntekpere n/a 3 $15,000 $15,000 $30,000 POWELL B Ntekpere n/a 3 $7,500 $7,500 $15,000 RUBY NORTH, 2 LOCATIONS R Ntekpere n/a 3 $20,000 $20,000 Total $0 $70,000 $265,000 $0 $40,000 $375,000

Facilities Management ‐ HVAC Equipment & Systems

life

Total FY15 ‐ FY19 (typ) Condition Useful ITEM LOCATION Bus/Rail Project mgr FY15 FY16 FY17 FY18 FY19 HVAC ‐ Battery Rm Ventilation evaluate/improve CENTER MAINT B Papadopoulos 2 n/a $147,939 $537,993 $685,932 HVAC ‐ Welding area Upgrade ELMONICA R Papadopoulos n/a 20 $27,600 $103,716 $131,316 Cooling Tower (end of useful life) CENTER ADMINISTRATION B Papadopoulos 3 15 $148,393 $376,100 $524,493 HVAC contol upgrade ELMONICA R Ntekpere 2 25 $40,000 $40,000 HVAC Duct Cleaning POWELL B Ntekpere n/a 7 $5,000 $5,000 HVAC Exhaust Fans Overhaul MERLO MAINTENANCE B Papadopoulos 2 10 $35,000 $35,000 HVAC Infrared Heater Replacement CENTER MAINT B Papadopoulos 3 20 $442,000 $442,000 Total $589,939 $577,993 $215,993 $479,816 $0 $1,863,741 Note: Shaded area represents projects that have individual major project forms filled out. Non‐shaded represents regular maintenance projects.

Page ‐ 265 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Lifting Equipment & Systems

life

Total FY15 ‐ FY19

ITEM LOCATION Bus/Rail Project mgr Condition Useful (typ) FY15 FY16 FY17 FY18 FY19 HOISTS Unit 9 & 13 POWELL B Papadopoulos 3 30 $230,000 $230,000 HOISTS Unit FY15 ‐ #8; FY16 ‐ #9 & #10 MERLO MAINTENANCE B Papadopoulos 3 30 $220,000 $446,640 $666,640 IMPROVEMENT ‐Maint Materials Lift (5E) ‐ new ELMONICA R Papadopoulos n/a 30 $148,007 $337,964 $485,971 Elevator End of Life replace/refurbish Various locations R & B Papadopoulos 3 $179,240 $5,637,448 $3,256,088 $2,355,846 $3,473,756 $14,902,378 ELEVATOR Flr Lining ‐ CTC, STC, Grshm, Gtwy PARKING GARAGE DISRICT ‐WIDE R Ntekpere 3 7 $10,000 $10,000 $10,000 $10,000 $40,000 ELEVATOR Flr lining ‐Gtwy, 82 nd, 42 nd , 60 th,STC PLATFORMS MAX R Ntekpere 3 7 $10,000 $10,000 $10,000 $10,000 $40,000 Hoists Omer lift pin PARTS BUS GARAGES ‐ ALL B Nordstrom/Ronan n/a 30 $7,000 $7,000 $7,000 $7,000 $7,000 $35,000 IMPROVEMENT ‐ Jib Crane for Rebuild area ELMONICA R Papadopoulos n/a n/a $21,509 $21,509 Total $426,240 $6,111,088 $3,534,597 $2,530,853 $3,818,720 $16,421,498 Note: Shaded area represents projects that have individual major project forms filled out. Non‐shaded represents regular maintenance projects.

Facilities Management ‐ Plumbing Systems

life

Total FY15 ‐ FY19 Condition Useful ITEM LOCATION Bus/Rail Project mgr (typ) FY15 FY16 FY17 FY18 FY19 IMPROVEMENT Platform RP valve retrofits PLATFORMS MAX R Papadopoulos n/a $300,000 $700,000 $700,000 $1,700,000 PLUMBING sewer line to street CENTER ADMINISTRATION B Nordstrom/Ronan 3 20 $15,000 $15,000 PLUMBING Storm Drain yard POWELL ATP B Ntekpere 2 20 $25,000 $25,000 PLUMBING STORM DRAINS yard POWELL B Papadopoulos 3 20 $20,000 $20,000 Total $0 $60,000 $300,000 $700,000 $700,000 $1,760,000

Facilities Management – Pump & Dispensing Systems

life

Total FY15 ‐ FY19 Condition Useful (typ) ITEM LOCATION Bus/Rail Project mgr FY15 FY16 FY17 FY18 FY19 FUEL NOZZLE ‐ HIGH PRESSURE (12) BUS GARAGES ‐ ALL B Nordstrom/Ronan n/a 5 $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 HOSE REELS ‐ LUBE, (12/YR) BUS GARAGES ‐ ALL B Nordstrom/Ronan n/a 8 $13,500 $13,500 $13,500 $13,500 $13,500 $67,500 METERING GUN ‐ Digital, 160, Replace 10 yr, (Merlo) MERLO B Nordstrom/Ronan n/a 8 $12,500 $12,500 $12,500 $12,500 $12,500 $62,500 OIL METERING GUN CENTER MAINT B Nordstrom/Ronan n/a 8 $4,500 $4,500 $4,500 $4,500 $4,500 $22,500 OIL METERING GUN MERLO MAINTENANCE B Nordstrom/Ronan n/a 8 $4,500 $4,500 $4,500 $4,500 $4,500 $22,500 OIL METERING GUN POWELL MAINTENANCE B Nordstrom/Ronan n/a 8 $4,500 $4,500 $4,500 $4,500 $4,500 $22,500 PUMP ‐ PNUEMATIC LUBE BUS GARAGES ‐ ALL B Nordstrom/Ronan n/a 8 $7,500 $7,500 $7,500 $7,500 $7,500 $37,500 Total $77,000 $77,000 $77,000 $77,000 $77,000 $385,000

Page ‐ 266 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Safety/Hazmat Systems

life

Total FY15 ‐ FY19

ITEM LOCATION Bus/Rail Project mgr Condition Useful (typ) FY15 FY16 FY17 FY18 FY19 IMPROVEMENT Mezzanine Gates RUBY NORTH R Papadopoulos $99,758 $115,079 $214,837 CO2 sensors ‐ garage exhaust TRANSIT CENTER CLACKAMAS TWN CNTR B Nordstrom/Ronan n/a 2 $6,193 $6,193 $12,386 Total $0 $6,193 $99,758 $121,272 $0 $227,223

Facilities Management ‐ Site/Property Improvements

life

Total FY15 ‐ FY19 ITEM LOCATION Bus/Rail Project mgr Condition Useful (typ) FY15 FY16 FY17 FY18 FY19 IMPROVEMENT ‐ Replace storm drain and pavement TRANSIT CENTER Hollywood/NE 42nd B Papadopoulos 3 27 $70,000 $400,000 $470,000 IMPROVEMENT ‐ station finishes & landscaping PLATFORMS ‐ WASHINGTON PARK R Papadopoulos 3 30 $2,045,193 $2,045,193 IMPROVEMENT ‐122nd/Ash ‐ Bus Training Base B Papadopoulos n/a $300,000 $1,500,000 $1,800,000 PLATFORM end ‐of‐life/refurbishment program PLATFORMS MAX B Papadopoulos 3 $2,500,000 $2,500,000 $5,000,000 PLATFORM SURFACE ‐ Replace Sunset T/C TRANSIT CENTER ‐ SUNSET R Papadopoulos 3 onetim e $1,405,289 $1,405,289 LANDSCAPING rehabilitation TERMINUS JACKSON R Papadopoulos 3 $556,303 $556,303 Platform Improvements ‐ Oregon Ci ty TC Oregon City Transit Center B Papadopoulos n/a $25,000 $60,000 $500,000 $585,000 LANDSCAPING/hardscape plaza remodel TRANSIT CENTER GRESHAM CENTRAL B Papadopoulos 3 $236,121 $858,396 $1,094,517 IMPROVEMENT Trash Recepticle Liners ‐District wide PLATFORMS MAX R Cook n/a n/a $12,000 $12,000 $12,000 $36,000 LANDSCAPING ‐ Bark mulch Various locations R & B Cook 3 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 LANDSCAPING ‐ irrigation Various locations R & B Cook n/a $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 LANDSCAPING ‐ small improvements/replacements/removal Various locations R & B Cook n/a $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 LIGHTING ELMONICA R Nordstrom/Ronan n/a 2 $14,000 $4,000 $4,000 $22,000 LIGHTING RUBY NORTH R Nordstrom/Ronan n/a 2 $18,000 $4,000 $4,000 $26,000 LIGHTING RUBY SOUTH R Nordstrom/Ronan n/a 2 $3,000 $2,000 $2,000 $7,000 LIGHTING RUBY WEST R Nordstrom/Ronan n/a 2 $1,000 $1,000 $1,000 $3,000 LIGHTING WES OPERATIONS R Nordstrom/Ronan n/a 2 $2,000 $2,000 $2,000 $6,000 LIGHTING upgrades DISTRICT ‐WIDE R Nordstrom/Ronan n/a n/a $25,000 $25,000 $25,000 $75,000 LIGHTING Central PLATFORMS MAX R Nordstrom/Ronan n/a 2 $24,000 $6,000 $6,000 $36,000 LIGHTING Eastside PLATFORMS MAX R Nordstrom/Ronan n/a 2 $44,000 $11,000 $55,000 LIGHTING interior Layover LAYOVER FOSTER B Nordstrom/Ronan n/a 2 $2,000 $500 $2,500 LIGHTING Parking t Lo ‐ N&S PARK & RIDE TUALATIN NORTH/SOUTH B Nordstrom/Ronan n/a 2 $16,000 $4,000 $4,000 $24,000 LIGHTING Parking Lot/Platform PARK & RIDE MILWAUKIE B Nordstrom/Ronan n/a 2 $4,000 $1,000 $5,000 LIGHTING Parking Lot/Platform PARK & RIDE MOHAWK B Nordstrom/Ronan n/a 2 $8,000 $2,000 $2,000 $12,000 LIGHTING Parking Lot/Platform PARK & RIDE PROGRESS B Nordstrom/Ronan n/a 2 $2,000 $2,000 $2,000 $6,000 LIGHTING Parking Lot/Platform PARK & RIDE TIGARD B Nordstrom/Ronan n/a 2 $8,000 $2,000 $10,000 LIGHTING Parking Lot/Platform TERMINAL FOREST GROVE B Nordstrom/Ronan n/a 2 $8,000 $2,000 $10,000 LIGHTING Parking Lot/Platform TERMINUS NORTH MALL B Nordstrom/Ronan n/a 2 $4,000 $1,000 $1,000 $6,000 LIGHTING Parking Lot/Platform TRANSIT CENTER BARBUR B Nordstrom/Ronan n/a 2 $8,000 $2,000 $2,000 $12,000 LIGHTING Parking Lot/Platform TRANSIT CENTER BEAVERTON B Nordstrom/Ronan n/a 2 $8,000 $2,000 $10,000 Note: Items marked with asterisk (*) indicate item is project.

Page ‐ 267 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Site/Property Improvements (continued)

life

Total FY15 ‐ FY19 Bus/Rail Condition Useful ITEM LOCATION Project mgr (typ) FY15 FY16 FY17 FY18 FY19 LIGHTING Parking Lot/Platform TRANSIT CENTER CLACKAMAS TWN CNTR B Nordstrom/Ronan n/a 2 $8,000 $2,000 $2,000 $12,000 LIGHTING Parking Lot/Platform TRANSIT CENTER OREGON CITY B Nordstrom/Ronan n/a 2 $10,000 $2,500 $2,500 $15,000 LIGHTING Parking Lot/Platform TRANSIT CENTER ROSE QUARTER B Nordstrom/Ronan n/a 2 $4,000 $1,000 $1,000 $6,000 LIGHTING Parking Lot/Platform TRANSIT CENTER TIGARD B Nordstrom/Ronan n/a 2 $8,000 $2,000 $10,000 LIGHTING System wide relamp PARK & RIDE DISRICT ‐WIDE R Nordstrom/Ronan n/a 2 $60,000 $10,000 $10,000 $80,000 LIGHTING System wide relamp ‐STC, Parkrose, Gateway TRANSIT CENTER DISRICT ‐WIDE R Nordstrom/Ronan n/a 2 $30,000 $25,000 $25,000 $80,000 LIGHTING Tualatin, Tigard, Wilsonville PLATFORMS WES R Nordstrom/Ronan n/a 2 $12,000 $3,000 $3,000 $18,000 LIGHTING Westside PLATFORMS MAX R Nordstrom/Ronan n/a 2 $64,000 $16,000 $16,000 $96,000 PAVEMENT ASPHALT sealcoat CENTER ADMINISTRATION front B Nordstrom/Ronan n/a 4 $2,058 $2,058 PAVEMENT ASPHALT sealcoat ELMONICA R Nordstrom/Ronan n/a 4 $12,418 $12,418 $24,836 PAVEMENT ASPHALT sealcoat MERLO & MERLO ATP ‐ all B Nordstrom/Ronan n/a 4 $19,510 $19,510 $39,020 PAVEMENT ASPHALT sealcoat NELA ATP B Nordstrom/Ronan n/a 4 $10,222 $10,222 PAVEMENT ASPHALT sealcoat Orenco Pkwy Road (agreement) R Nordstrom/Ronan n/a 4 $2,883 $2,883 PAVEMENT ASPHALT sealcoat PARK & RIDE Beaverton Creek R Nordstrom/Ronan n/a 4 $20,506 $20,506 PAVEMENT ASPHALT sealcoat PARK & RIDE BTC parking R Nordstrom/Ronan n/a 4 $2,404 $2,404 PAVEMENT ASPHALT sealcoat PARK & RIDE Cleaveland R Nordstrom/Ronan n/a 4 $17,318 $17,318 PAVEMENT ASPHALT sealcoat PARK & RIDE Delta Park R Nordstrom/Ronan n/a 4 $11,106 $11,106 PAVEMENT ASPHALT sealcoat PARK & RIDE Fair Complex R Nordstrom/Ronan n/a 4 $21,800 $21,800 PAVEMENT ASPHALT sealcoat PARK & RIDE Gateway R Nordstrom/Ronan n/a 4 $11,673 $11,673 PAVEMENT ASPHALT sealcoat PARK & RIDE Gresham Cty Hall R Nordstrom/Ronan n/a 4 $15,655 $15,655 PAVEMENT ASPHALT sealcoat PARK & RIDE Hall/Nimbus R Nordstrom/Ronan n/a 4 $4,456 $4,456 PAVEMENT ASPHALT sealcoat PARK & RIDE Milikan Way R Nordstrom/Ronan n/a 4 $20,231 $20,231 PAVEMENT ASPHALT sealcoat PARK & RIDE MILWAUKIE B Nordstrom/Ronan n/a 4 $16,755 $16,755 PAVEMENT ASPHALT sealcoat PARK & RIDE MOHAWK B Nordstrom/Ronan n/a 4 $10,272 $10,272 $20,544 PAVEMENT ASPHALT sealcoat PARK & RIDE Orenco R Nordstrom/Ronan n/a 4 $10,802 $10,802 PAVEMENT ASPHALT sealcoat PARK & RIDE Parkrose R Nordstrom/Ronan n/a 4 $12,025 $12,025 PAVEMENT ASPHALT sealcoat PARK & RIDE PROGRESS B Nordstrom/Ronan n/a 4 $6,304 $6,304 $12,608 PAVEMENT ASPHALT sealcoat PARK & RIDE Quatama R Nordstrom/Ronan n/a 4 $14,843 $14,843 PAVEMENT ASPHALT sealcoat PARK & RIDE QUICK DROP Merlo Road R Nordstrom/Ronan n/a 4 $1,218 $1,218 PAVEMENT ASPHALT sealcoat PARK & RIDE SE 122nd/Burnside R Nordstrom/Ronan n/a 4 $18,738 $18,738 PAVEMENT ASPHALT sealcoat PARK & RIDE SE 124th/Ash R Nordstrom/Ronan n/a 4 $18,738 $18,738 PAVEMENT ASPHALT sealcoat PARK & RIDE SE 181ST R Nordstrom/Ronan n/a 4 $9,718 $9,718

Page ‐ 268 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Site/Property Improvements (continued)

life

Total FY15 ‐ FY19 (typ) ITEM LOCATION Bus/Rail Project mgr Condition Useful FY15 FY16 FY17 FY18 FY19 PAVEMENT ASPHALT sealcoat PARK & RIDE SE Fuller Road R Nordstrom/Ronan n/a 4 $23,921 $23,921 PAVEMENT ASPHALT sealcoat PARK & RIDE SE HOLGATE R Nordstrom/Ronan n/a 4 $5,122 $5,122 PAVEMENT ASPHALT sealcoat PARK & RIDE SE Main Street R Nordstrom/Ronan n/a 4 $16,439 $16,439 PAVEMENT ASPHALT sealcoat PARK & RIDE SE Powell R Nordstrom/Ronan n/a 4 $15,419 $15,419 PAVEMENT ASPHALT sealcoat PARK & RIDE SW 170th/Elmonica R Nordstrom/Ronan n/a 4 $23,688 $23,688 PAVEMENT ASPHALT sealcoat PARK & RIDE TIGARD B Nordstrom/Ronan n/a 4 $8,777 $8,777 $17,554 PAVEMENT ASPHALT sealcoat PARK & RIDE TUALATIN NORTH/SOUTH B Nordstrom/Ronan n/a 4 $19,936 $19,936 $39,872 PAVEMENT ASPHALT sealcoat PARK & RIDE Tualatin South (WES) R Nordstrom/Ronan n/a 4 $3,000 $3,000 PAVEMENT ASPHALT sealcoat PARK & RIDE Willow Creek R Nordstrom/Ronan n/a 4 $26,990 $26,990 PAVEMENT ASPHALT sealcoat PARK & RIDE Wilsonville, maint by Wilso nR Nordstrom/Ronan n/a 4 $0 PAVEMENT ASPHALT sealcoat POWELL B Nordstrom/Ronan n/a 4 $10,000 $10,000 PAVEMENT ASPHALT sealcoat RUBY NORTH (main lot) R Nordstrom/Ronan n/a 4 $13,327 $13,327 PAVEMENT ASPHALT sealcoat RUBY SOUTH (employee lot) R Nordstrom/Ronan n/a 4 $4,667 $4,667 PAVEMENT ASPHALT sealcoat RUBY WEST R Nordstrom/Ronan n/a 4 $1,404 $1,404 PAVEMENT ASPHALT sealcoat SIGNAL BUILDING Rose Qtr R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat SUBSTATION N Church St R Nordstrom/Ronan n/a 4 $82 $82 PAVEMENT ASPHALT sealcoat SUBSTATION N Graham Street R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat SUBSTATION NE 122nd R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat SUBSTATION SW 153RD R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat SUBSTATION SW Lincoln R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat SUBSTATION SW Walker R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat TERMINAL South R Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat TERMINUS NORTH MALL B Nordstrom/Ronan n/a 4 $35 $35 PAVEMENT ASPHALT sealcoat TRANSIT CENTER BARBUR B Nordstrom/Ronan n/a 4 $19,282 $19,282 $38,564 PAVEMENT ASPHALT sealcoat TRANSIT CENTER BEAVERTON (Quick Drop )B Nordstrom/Ronan n/a 4 $2,219 $2,219 $4,438 PAVEMENT ASPHALT sealcoat TRANSIT CENTER TIGARD B Nordstrom/Ronan n/a 4 $6,149 $6,149 $12,298 PAVEMENT ASPHALT sealcoat TUNNEL ACCESS East R Nordstrom/Ronan n/a 4 $2,148 $2,148 PAVEMENT ASPHALT sealcoat WES ADMIN/MAINT R Nordstrom/Ronan n/a 4 $3,379 $3,379 PAVEMENT ASPHALT sealcoat WEST VENT parking lot R Nordstrom/Ronan n/a 4 $1,798 $1,798 PAVEMENT GRAVEL SUBSTATION 32ND AVE (Fred Meyer) R Nordstrom/Ronan 2 2 $200 $200 $200 $600 PAVEMENT GRAVEL (Maint employee lot) POWELL B Nordstrom/Ronan 2 2 $5,000 $5,000 $10,000 Total $2,468,659 $2,981,396 $3,542,618 $2,735,709 $2,783,567 $14,511,949

Page ‐ 269 Capital Asset Management & Investment Program Appendix Facilities Management Facilities Management ‐ Other Systems & Equipment

life

Total FY15 ‐ FY19 Bus/Rail Condition Useful ITEM LOCATION Project mgr (typ) FY15 FY16 FY17 FY18 FY19 Asset Mgt tools/etc R & B Papadopoulos $350,000 $500,000 $500,000 $1,350,000 EQUIPMENT AmPro Thermal Parts Cleaner CENTER MAINT B Nordstrom/Ronan 2 20 $16,000 $16,000 EQUIPMENT Cyclone Blower CENTER MAINT B Papadopoulos 3 15 $50,000 $250,000 $300,000 EQUIPMENT Cyclone Blower POWELL B Papadopoulos 3 15 $50,000 $250,000 $300,000 STORAGE ‐ FM Center shop relocation to Hub IVON FACILITIES SHOP R Papadopoulos n/a 8 $10,000 $10,000 Total $366,000 $610,000 $1,000,000 $0 $0 $1,976,000

Page ‐ 270 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital

Technology Capital Investment Programs

Application/Database Servers Oracle Database servers New Eos - Blade Server 1 2014 Replace 2019 5 0 1 9,000 9,000 New Eris - Blade Server 1 2014 Replace 2019 5 0 1 9,000 9,000 New NetApp Storage Tray 1 2014 Replace 2019 5 0 1 350,000 350,000 Juno - Oracle Financials database server 1 2012 Replace 2017 5 2 2 7,500 7,500 Janus - Oracle Financials application server 1 2012 Replace 2017 5 2 2 7,500 7,500 Ntap1 - storage for Oracle Financials 1 2011 Replace 2016 5 3 3 165,000 165,000 Console switch - KVM for Sun systems 1 2013 Replace 2018 5 1 1 2,000 2,000 Orthrus - GFI Database Server 1 2012 Replace 2017 5 2 2 8,500 8,500 Oracle Database Servers Total $ - $ 165,000 $ 23,500 $ 2,000 $ 368,000 $ 558,500 Oracle Development servers Theia - Oracle test servers 1 2012 Replace 2017 5 2 2 7,500 7,500 Rhea - Oracle test servers 1 2012 Replace 2017 5 2 2 7,500 7,500 Helios- Oracle Financials database Test server 1 2011 Replace 2016 5 3 3 7,000 7,000 Sol - Oracle Financials application Test server 1 2011 Replace 2016 5 3 3 7,000 7,000 Oracle Development Servers Total $ - $ 14,000 $ 15,000 $ - $ - $ 29,000 SQL and IIS database server Csapps2- New Claims system 1 2009 Replace 2014 5 5 5$ 10,000 $ 10,000 SQL and IIS database Server Total $ 10,000 $ - $ - $ - $ - $ 10,000 Application servers Cscan01 1 2012 Replace 2017 5 1 1 7,000 7,000 CSSummation 1 2013 Replace 2018 5 0 1 $ 11,500 $ 11,500 $ 3,200 $ 3,200 Application Servers Total $ - $ - $ 7,000 $ 11,500 $ - $ 18,500 Tpsq0 - ATIS queue server 1 (trip planner for 238-RIDE) 1 2013 Replace 2018 5 1 1 3,200 3,200 ATIS- trip planner Tpsq1 - ATIS queue server 2 (trip planner for 238-RIDE) 1 2013 Replace 2018 5 1 1 3,200 3,200 Tpsm1 - ATIS Master server 1 2013 Replace 2018 5 1 1 Gohost3 - ATIS internet trip planner 1 2013 Replace 2018 5 1 1 5,000 5,000 Gohost4 - ATIS internet trip planner 1 2013 Replace 2018 5 1 1 5,000 5,000 ATIS- Trip Planner Total $ - $ - $ - $ 19,600 $ - $ 19,600 Hastus Hastus1- Scheduling Server 1 2013 Replace 2018 5 1 1 $ 9,000 $ 9,000 Hastus Total $ - $ - $ - $ 9,000 $ - $ 9,000 Tabs + Nstest3 - 4F2WW41 1 2013 Replace 2018 5 1 1 $ 6,000 $ 6,000 Nsapps - 1CSGMB1 1 2013 Replace 2018 5 1 1 6,000 6,000 Tabs + Total $ - $ - $ - $ 12,000 $ - $ 12,000 Trapeze4 - PASS Liftdb1 - PASS database server 1 2010 Replace 2015 5 4 4$ 8,000 $ 8,000 Liftdb1 - storage 1 2010 Replace 2015 5 4 4 5,000 5,000 Liftdb2 - PASS Test database server 1 2010 Replace 2015 5 4 4 8,000 8,000 LIftdb2 - Test Storage 1 2010 Replace 2015 5 4 4 5,000 5,000 CSLIFTtest 1 2013 Replace 2018 5 1 1 8,000 8,000 Trapeze4 - PASS Total $ 26,000 $ - $ - $ - $ 8,000 $ 34,000

Page ‐ 271 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE-CURRENTCONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS FARE SYSTEMS RJVMC01 1 2012 Replace 2017 5 2 2$ 6,500 $ 6,500 RJVM01 1 2011 Replace 2016 5 3 3 6,500 6,500 RJVM02 1 2011 Replace 2016 5 3 3 6,500 6,500 RJVM03 1 2012 Replace 2017 5 2 2 6,500 6,500 RJVMstore01 1 2012 Replace 2017 5 2 2 12,000 12,000 Test database sirloin.FCN test 1 2014 Replace 2019 5 0 1 6,500 6,500 Test app server Hostilicius.FCN test 1 2011 Replace 2016 5 3 3 8,250 8,250 FARE SYSTEMS Total $ - $ 21,250 $ 25,000 $ - $ 6,500 $ 52,750 RAIL CONTROL SYSTEM (AIM) Aimsys1 - CCS Application server (280R) 1 2010 Replace 2016 5 4 4$ 7,000 $ 7,000 Aimsys2 - CCS Application server (280R) 1 2010 Replace 2016 5 4 4 7,000 7,000 Aimdbs1 - CCS Database server Ruby (Dell server) 1 2010 Replace 2015 5 4 4 8,000 8,000 Aimdbs1 - Attached storage (Ruby) 1 2014 Replace 2019 5 0 1 - Aimdbs2 - CCS Database server Center (Dell server) 1 2010 Replace 2015 5 4 4 8,000 8,000 Aimdbs2 - Attached storage (Center street) 1 2014 Replace 2019 5 0 1 - Trsys3 - CCS Dev Application server (280R) 1 2010 Replace 2015 5 4 4 7,000 7,000 silence (CCS) 1 2013 Replace 2018 5 1 1 4,500 4,500 New Aim server TAG 25144 1 2014 Replace 2019 5 0 1 6,000 6,000 New Aim server TAG 25145 1 2014 Replace 2019 5 0 1 6,000 6,000 New Aim server TAG 25146 1 2014 Replace 2019 5 0 1 9,000 9,000 New Aim server TAG 25147 1 2014 Replace 2019 5 0 1 9,000 9,000 RAIL CONTROL SYSTEM (AIM) Total $ 16,000 $ 21,000 $ - $ 4,500 $ 30,000 $ 71,500 Siegfried - CCSRail Domain Communication controller Servers 1 2013 Replace 2018 5 1 1 5,000 5,000 Chiefcontrol - CCS- Communication Domain controller server 1 2013 Replace 2018 5 1 1 $ 5,000 $ 5,000 kaos - Communication server 1 2013 Replace 2018 5 1 1 5,000 5,000 Rail Communication Servers Total $ - $ - $ - $ 20,000 $ - $ 20,000 Rail Large Panel Overview Servers Kennedy - Overview Servers 1 2013 Replace 2018 5 1 1 $ 5,000 $ 5,000 Carter - Overview Server 1 2013 Replace 2018 5 1 1 5,000 5,000 Clinton - Overview Server 1 2013 Replace 2018 5 1 1 5,000 5,000 Nixon - Overview Server 1 2013 Replace 2018 5 1 1 5,000 5,000 Reagan - Overview Server 1 2013 Replace 2018 5 1 1 5,000 5,000 Gingrich - Overview Server 1 2013 Replace 2018 5 1 1 5,000 5,000 Rail Large Panel Overview Servers Total $ - $ - $ - $ 30,000 $ - $ 30,000

Page ‐ 272 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE-CURRENTCONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Rail Terminal Servers Term Server 32 port - TRTSV1A 1 2013 Replace 2018 5 1 1 $ 4,500 $ 4,500 Term Server 32 port - TRTSV2A 1 2013 Replace 2018 5 1 1 4,500 4,500 Term Server 32 port - TRTSV3A 1 2013 Replace 2018 5 1 1 4,500 4,500 Term Server 32 port - TRTSV1B 1 2013 Replace 2018 5 1 1 4,500 4,500 Term Server 32 port - TRTSV2B 1 2013 Replace 2018 5 1 1 4,500 4,500 Term Server 32 port - TRTSV3B 1 2013 Replace 2018 5 1 1 4,500 4,500 Rail Terminal Servers Total $ - $ - $ - $ 27,000 $ - $ 27,000 Rail Time Servers TrntpA - Ethernet Time Server 1 2010 Replace 2015 5 4 4$ 3,500 $ 3,500 TrntpB - Ethernet Time Server 1 2010 Replace 2015 5 4 4 3,500 3,500 Rail Time Servers Total $ 7,000 $ - $ - $ - $ - $ 7,000 Rail Audio / Video Avocent AutoView 400 -KVM 1 2014 Replace 2019 5 0 1 $ 2,000 $ 2,000 Video Switch, 16 channel VGA 1 2014 Replace 2019 5 0 1 5,000 5,000 Rail Audio / Video Total $ - $ - $ - $ - $ 7,000 $ 7,000 CCTV Storage Systesm Dell MD31xx SAN 120 TB 1 2011 Replace 2016 5 3 3$ 80,000 $ 80,000 Dell EMC SAN 60 TB 1 2011 Replace 2016 5 3 3 50,000 50,000 Dell SAN 110 TB 1 2011 Replace 2016 5 3 3 50,000 50,000 CCTV Storage Systems Total $ - $ 180,000 $ - $ - $ - $ 180,000 CCTV Digital Video Recorders Nextivams2Digital Video Recorders 2 1 2012 Replace 1 2012 2017 Replace 5 2017 2 5 2 2 2$ 5,000 4,500 $ 5,000 4,500 Digital Video RecordersDigital 1 Video Recorders 3 1 2012 Replace 1 2012 2017 Replace 5 2017 2 5 2 2 2 4,500 4,500 4,500 4,500 Digital Video Recorders 4 1 2012 Replace 2017 5 2 2 4,500 4,500 Digital Video Recorders 5 1 2012 Replace 2017 5 2 2 4,500 4,500 Digital Video Recorders 6 1 2012 Replace 2017 5 2 2 4,500 4,500 Digital Video Recorders 7 1 2012 Replace 2017 5 2 2 4,500 4,500 Digital Video Recorders 8 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 9 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 10 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 11 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 12 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 13 1 2013 Replace 2018 5 1 1 4,500 4,500 Digital Video Recorders 14 1 2013 Replace 2018 5 1 1 4,500 4,500 CCTV Digital Video Recorders Total $ - $ - $ 36,500 $ 31,500 $ - $ 68,000

Page ‐ 273 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE-CURRENTCONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS IT Foundation Servers Network Backup Csnbmaster 1 2014 Replace 2019 5 0 1 $ 9,000 $ 9,000 Csnbmedia01 1 2011 Replace 2016 5 3 3 9,000 $ 9,000 Csnbmedia02 1 2011 Replace 2016 5 3 3 9,000 $ 9,000 2 2 2010 Replace 2015 5 4 4 150,000 $ 150,000 QualstarCSDD01 Tape -Datalibrary Domain for Backups storage system ( Center) 1 2010 Replace 2015 5 4 4 180,000 $ 180,000 RJDD01 -Data Domain storage system ( Ruby) 1 2012 Replace 2017 5 2 2 200,000 $ 200,000 RJNBmedia 1 2012 Replace 2017 5 2 2 6,500 $ 6,500 Network Backup Total $ 330,000 $ 18,000 $ 206,500 $ - $ 9,000 $ 563,500 File Storage a 1 2012 Replace 2018 6 1 1 $ 300,000 $ 300,000 Ntap2A- NetAPP File storage 80TB (personal, global, b Netapp - Ruby 1 2014 replace 2020 6 1 1 Ntap2b- Netapp Oracle and VM 1 2013 replace 2019 6 1 1 $ 384,832 $ 384,832 File Storage Total $ - $ - $ - $ 300,000 $ 384,832 $ 684,832 Domain Controllers CSDC01 - Center street 1 2014 Replace 2019 5 0 1 $ 6,000 $ 6,000 CSDC02 - Center street 1 2010 Replace 2015 5 4 4 5,000 $ 5,000 HSQDC02 - Harrison 1 2013 Replace 2018 5 1 1 5,000 $ 5,000 RJDC01 - Ruby Junction 1 2010 Replace 2015 5 4 4 5,000 $ 5,000 HSDC01- Holladay Street 1 2010 Replace 2015 5 4 4 5,000 $ 5,000 NSDC01 - Nela 1 2010 Replace 2015 5 4 4 5,000 $ 5,000 Domain Controllers Total $ 20,000 $ - $ - $ 5,000 $ 6,000 $ 31,000 Faxing BOS - Faxing /network monitoring 1 2012 Replace 2017 5 2 2$ 6,000 $ 6,000 Athena- Back up to Oracle fax server 1 2013 Replace 2018 5 1 1 5,500 5,500 Faxing Total $ - $ - $ 6,000 $ 5,500 $ - $ 11,500 Security SYSTEM CSwebsec1 - Websense server for webfilter 1 2010 Replace 2015 5 4 4$ 6,500 $ 6,500 Csdss - Websense server for DSS 1 2013 Replace 2018 5 1 1 5,000 5,000 Security System Total $ 6,500 $ - $ - $ 5,000 $ - $ 11,500

Page ‐ 274 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT CONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Virtual Servers RJVMsrv01 - server 1 2012 Replace 2017 5 2 2$ 8,000 $ 8,000 Csvmsrv1 - server 1 2012 Replace 2017 5 2 2 8,000 $ 8,000 Csvmsrv02 - server 1 2012 Replace 2017 5 2 2 8,000 $ 8,000 Csvmsrv03 - server 1 2012 Replace 2017 5 2 2 8,000 $ 8,000 Csvmc01 - server controller 1 2013 Replace 2018 5 1 1 5,500 $ 5,500 Csvmstore01 - San Storage 1 2013 Replace 2018 5 1 1 30,000 $ 30,000 Csvmstore02 - San Storage 1 2013 Replace 2018 5 1 1 30,000 $ 30,000 Csvmstore03 - San Storage 1 2013 Replace 2018 5 1 1 30,000 $ 30,000 Csvmesx01 - servers 1 2013 Replace 2018 5 1 1 20,000 $ 20,000 Csvmesx02 - servers 1 2013 Replace 2018 5 1 1 20,000 $ 20,000 Csvmesx03 - servers 1 2013 Replace 2018 5 1 1 20,000 $ 20,000 Csvmesx04 - servers 1 2013 Replace 2018 5 1 1 20,000 $ 20,000 Nsvmsrv1 - server 1 2013 Replace 2018 5 1 1 25,000 $ 25,000 Nsvmsrv2 - server 1 2013 Replace 2018 5 1 1 20,000 $ 20,000 Nsvmsrv3 - server 1 2012 Replace 2017 5 2 2 8,500 $ 8,500 NSvmstore01 - San Storage 1 2012 Replace 2017 5 2 2 30,000 $ 30,000 Nsvmsrv4 - server 1 2012 Replace 2017 5 2 2 8,500 $ 8,500 Nsvmesx01 - server 1 2012 Replace 2017 5 2 2 8,500 $ 8,500 Virtual Servers Total $ - $ - $ 87,500 $ 220,500 $ - $ 308,000 E-Ma il syste ms Csmail01 - E-Mail server 1 2010 Replace 2017 7 3 3$ 7,000 $ 7,000 Csmail02 - E-Mail server 1 2010 Replace 2017 7 3 3 7,000 $ 7,000 Cscas01 1 2012 Replace 2017 5 1 1 7,000 $ 7,000 Cscas02 1 2012 Replace 2017 5 1 1 7,000 $ 7,000 Rjcas 01 1 2012 Replace 2017 5 1 1 7,000 $ 7,000$ 12,000 Rjmail 01Csxchstore01 1 2012 1Replace2013 2017 Replace 5 2018 1 5 1 0 1 7,000 12,000 $ 7,000$ 12,000 RJmailstore01CSEvault01 1 2013 1Replace 2011 2018 Replace 5 2016 0 5 1 2 2 6,000 12,000 $ 6,000 Ironport1 1 2010 Replace 2015 5 3 3 10,000 $ 10,000 ironport3 1 2010 Replace 2015 5 3 3 10,000 $ 10,000 E-M ail System s Total $ 20,000 $ 6,000 $ 42,000 $ 24,000 $ - $ 92,000

Page ‐ 275 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE-CURRENTCONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS IT Infrastructure and Monitoring Csvaronis 1 2012 Replace 2017 5 2 2$ 8,500 $ 8,500 Orion - Solarwinds 1 2013 Replace 2018 5 1 1 7,000 $ 7,000 Cssql01 - IT SQL DB Server 1 2009 Replace 2016 7 5 5 6,000 $ 6,000 Cssql02 - SQL Server - SolarWinds DB 1 2011 Replace 2016 5 3 3 6,000 $ 6,000 Netcom1 1 2012 Replace 2017 5 2 2 6,000 $ 6,000 Netcom2 1 2013 Replace 2018 5 1 1 6,000 $ 6,000 Netcom3 1 2012 Replace 2017 5 2 2 6,000 $ 6,000 Netcom4 1 2012 Replace 2017 5 2 2 6,000 $ 6,000 Cscm- Site distribution server 1 2013 Replace 2018 5 1 1 6,000 $ 6,000 Inetgw - Internet mail/ftp/pop3 gateway 1 2011 Replace 2017 5 3 3 8,000 $ 8,000 Load balancer #1 1 2011 Replace 2016 5 3 3 6,000 $ 6,000 Load balancer #2 1 2011 Replace 2016 5 3 3 6,000 $ 6,000 share.trimet.org 1 2012 Replace 2017 5 2 2 8,500 $ 8,500 Solari1 - for Signs on the alignment 1 2012 Replace 2018 5 2 2 8,000 $ 8,000 IT Infrastructure and Monitoring Total $ - $ 32,000 $ 35,000 $ 27,000 $ - $ 94,000 TriMet Web Web5 - Internet web server 1 2013 Replace 2018 5 1 1 $ 12,000 $ 12,000 Web5 - Internet web server 1 2013 Replace 2018 5 1 1 12,000 12,000 Web5 - Internet web server 1 2013 Replace 2018 5 1 1 12,000 12,000 TriMet Web Total $ - $ - $ - $ 36,000 $ - $ 36,000 GIS Maps6 - Internet Map server 1 2011 Replace 2016 5 3 3$ 6,000 $ 6,000 Maps7Maps1 - Internet Map server 1 20112013 Replace 20162018 5 31 31 6,000 10,000 $ 10,000 6,000 Maps5Maps2 - Internet Map server 1 2013 Replace 2018 5 1 1 10,000 $ 10,000 GIS Total $ - $ 12,000 $ - $ 30,000 $ - $ 42,000

Page ‐ 276 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT CONDITION FY15 FY16 FY17 FY18 FY19 FY ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS TriNet Daphnis - Intranet server 1 2012 Replace 2017 5 2 2$ 7,000 $ 7,000 Ares - intranet test/Dev 1 2013 Replace 2018 5 1 1 7,000 7,000 Pan - Intranet server 1 2014 Replace 2019 5 0 1 7,000 7,000 TriNet Total $ - $ - $ 7,000 $ 7,000 $ 7,000 $ 21,000 Server Rack Support Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 $ 5,000 Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 5,000 Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 5,000 Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 $ 5,000 Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 5,000 Fex server rack switches 1 2012 Replace 2017 5 1 1$ 5,000 5,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 $ 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 $ 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 $ 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 $ 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 $ 3,000 Server Rack Support Totals $ 30,000$ $ 465,500 $ - $ 469,250 39,000$ $ 530,000 $ - $ 827,100 $ - $ 826,332 69,000$ 3,118,182

SERVER CAPITAL TOTAL

Page ‐ 277 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Server Capital (continued) SUMMARY OF SERVERS

FY15 FY16 FY17 FY18 FY19 FY2015-2019 TOTALS Oracle Database Servers$ - $ 165,000 $ 23,500 $ 2,000 $ 368,000 $ 558,500 Oracle Development Servers - 14,000 15,000 - - $ 29,000 SQL and IIS database server 10,000 - - - - $ 10,000 Application Servers - - 7,000 11,500 - 18,500 ATIS- trip planner - - - 19,600 - $ 19,600 Hastus - - - 9,000 - $ 9,000 Tabs + - - - 12,000 - $ 12,000 Trapeze4 - PASS 26,000 - - - 8,000 $ 34,000 Fare Systems - 21,250 25,000 - 6,500 $ 52,750 Rail Control System (AIM) 16,000 21,000 - 4,500 30,000 $ 71,500 Rail Communication Servers - - - 20,000 - $ 20,000 Rail Large Panel Overview Servers - - - 30,000 - $ 30,000 Rail Terminal Servers - - - 27,000 - $ 27,000 Rail Time Servers 7,000 ------7,000 - $$ 7,000 7,000 CCTVRail Audio Storage / Video Systesm - - 180,000 - - - $ 180,000 CCTV Digital Video Recorders - - 36,500 31,500 - $ 68,000 Network Backup 330,000 18,000 206,500 - 9,000 $ 563,500 File Storage - - - 300,000 384,832 684,832 Domain Controllers 20,000 - - 5,000 6,000 $ 31,000 Faxing - - 6,000 5,500 - $ 11,500 Security System 6,500 - - 5,000 - $ 11,500 Virtual Servers - - 87,500 220,500 - $ 308,000 E-Mail systems 20,000 6,000 42,000 24,000 - 92,000 IT Infrastructure and Monitoring - 32,000 35,000 27,000 - $ 94,000 TriMet W eb - - - 36,000 - $ 36,000 GIS - 12,000 - 30,000 - $ 42,000 TriNet - - 7,000 7,000 7,000 $ - 21,000 69,000 ServerSERVERS Rack Support TOTAL $ 30,000 465,500 $ 469,250 - $ 39,000 530,000 $ 827,100 - $ 826,332 $ 3,118,182

Page ‐ 278 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications

TriMet Capital Projects FY 2015-2019 Technology Capital Investment Programs

Switches & Routers 102nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 4 3 $ 6,700 $ 6,700 122nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 4 3 $ 6,700 $ 6,700 148th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 4 3 $ 6,700 $ 6,700 162nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 170th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 181st Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 188th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 42nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 60th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2$ 6,700 $ 6,700 6th St. Facilities Maint - Network Distribution - Cisco 3750 L3 Switch 1 2014 Replace 2020 5 0 1 $ - 7th Ave, Station - Rail Alignment Communications - Cisco IE 3010-24TC switch 1 2012 Replace 2018 5 2 2 $ 3,700 $ 3,700 82nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Albina Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Beaverton Central Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Beaverton Creek Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 3 2 $ 6,700 $ 6,700 Beaverton TC - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Cascades Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Center - 1st fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 3 2 $ 33,000 $ 33,000 Center - 2nd fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 3 2 $ 33,000 $ 33,000 Center - 3rd fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 3 2 $ 33,000 $ 33,000 Center - 4th fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 3 2 $ 33,000 $ 33,000 Center - Internal T1s - Cisco 3845 T1 Router 1 2009 Replace 2015 5 5 3$ 18,000 $ 18,000 Center - Internet Connection - Cisco 4506 switch 1 2013 Replace 2019 5 1 1 $ 33,000 $ - Center - Internet Connection - Cisco ASR 1006 Internet Router/Firewall 1 2009 Replace 2018 8 5 3 $ 102,000 $ 102,000 Center - iSCSI - Cisco 2960 switch 1 2011 Replace 2017 5 3 2 $ 3,000 $ 3,000 Center - iSCSI - Cisco 2960 switch 1 2011 Replace 2017 5 3 2 $ 3,000 $ 3,000 Center - ITS Network - Cisco 3750 L3 Switch 1 2006 Replace 2015 8 8 1$ 12,000 $ 12,000 Center - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 3 2 $ 120,000 $ 120,000

Page ‐ 279 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Center - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 3 2 $ 120,000 $ 120,000 Center - Server Farm - Cisco 4507 switch 1 2011 Replace 2017 5 3 2 $ 53,000 $ 53,000 Center - Spare - Cisco 1841 Router 1 2005 Replace 2016 10 9 5 $ 5,000 $ 5,000 Center - Spare - Cisco 1841 Router 1 2005 Replace 2016 10 9 5 $ 5,000 $ 5,000 Center - Spare - Cisco 2960 switch 1 2006 Spare 2018 11 8 4 $ - Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 6 4$ 3,500 $ 3,500 Center - Spare - Cisco 3560 switch 1 2006 Spare 2015 8 8 4 $ - Center - Spare - Cisco 3750 L3 Switch 1 2014 Replace 2023 8 0 1 $ - Center - Spare - Cisco 4506 switch 1 2003 Spare 2009 5 11 5 $ - Center - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Center - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Center - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Center - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Center - Yard Wireless Spare - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Center Maint. - Fuel System Monitoring - Cisco 2960 switch 1 2011 Replace 2017 5 3 2 $ 3,000 $ 3,000 Center Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 8 0 5 $ - Center Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 8 0 5 $ - Center Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 8 0 5 $ - Civic Drive Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 4 3 $ 6,700 $ 6,700 Clackamas Parking Garage - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Cleveland Station - Rail Alignment Communications - Cisco IE 3000 switch 1s 20121 2012 Replace Replace 2018 2018 5 5 2 2 2 2 $ 6,700$ 3,700 $ $ 6,700 3,700 College/Delta 6th Ave. Park Station Station - -Rail Rail Alignment Alignment Communications Communications - -Cisco Cisco IE IE 3000 3000 switch switch 1 2012 1 2012 Replace Replace 2018 2018 5 5 2 2 2 2 $ 6,700$ 6,700 $ $ 6,700 6,700 Convention Center Station - Rail Alignment Communications - Cisco IE 3010-24TC

Page ‐ 280 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Distribution Center - Network Distribution - Cisco 3560 switch 1 2006 Replace 2015 8 8 4$ 3,500 $ 3,500 Division Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 East Portal - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Elmonica - Network Distribution - Cisco 4507 switch 1 2011 Replace 2017 5 3 2 $ 53,000 $ 53,000 Elmonica - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Elmonica - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 9 5 $ - Expo Center Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Fairplex Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Flavel Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Foster Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Fuller Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Gateway TC - CCTV - Cisco 3550 switch 1 2011 Retire 2017 5 3 2 $ - Gateway Garage - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Gateway TC - Rail Alignment Communications - Cisco IE 3000 switch 1h 20101 2012 Replace Replace 2016 2018 5 5 4 2 3 2 $ 6,700 $ 6,700 $ $ 6,700 6,700 GovernmentGresham Center Central Station Station - Rail - AlignmentRail Alignment Communications Communications - Cisco - Cisco IE 3000 IE 3000switc switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Gresham City Hall Station (1) - Rail Alignment Communications - Cisco IE 3000 swi 1 2010 Replace 2016 5 4 3 $ 6,700 $ 6,700 Gresham City Hall Station (2) - Rail Alignment Communications - Cisco IE 3000 swi 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Hawthorn Farm Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Hillsboro Central Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Holgate - Network Distribution - Cisco 4506 switch 1 2003 Spare 2011 7 11 5 $ - Holladay - Network Core - Cisco 6500 switch 1 2009 Retire 2015 5 5 3 $ - Irving Tower - Rail Operations & CCTV - Cisco 4507 switch 1 2009 Upgrade 2015 5 5 3$ 36,000 $ 36,000 Jackson/5th Ave. Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Jackson Crew Room - Rail Alignment Communications - Cisco 2960 switch 2 2013 Replace 2019 5 1 1 $ 3,000 $ 3,000 Kenton Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Killingsworth Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Lloyd Center Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Lombard Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Main St. Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Merlo - Network Distribution - Cisco 4507 switch 1 2011 Replace 2017 5 3 2 $ 53,000 $ 53,000 Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300

Page ‐ 281 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Merlo ATP - Network Distribution - Cisco 2960 switch 1 2008 Replace 2016 7 6 4 $ 3,000 $ 3,000 Merlo Formans Office - Network Distribution - Cisco 3560 switch 1 2007 Replace 2016 8 7 4 $ 3,500 $ 3,500 Merlo Fuel/Wash - Network Distribution - Cisco 2960 switch 1 2008 Replace 2016 7 6 4 $ 3,000 $ 3,000 Merlo Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 5 0 1 $ - Merlo Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 5 0 1 $ - Merlo Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 3 2 $ 6,700 $ 6,700 Millikan Way Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Mount Hood Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Nela - Network Core - Cisco 6500 switch 1 2008 Upgrade 2015 6 6 2$ 33,000 $ 33,000 Old Town Station - Rail Alignment Communications - Cisco IE 3010-16S switch 1 2012 Replace 2018 5 2 2 $ 3,600 $ 3,600 Orenco Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Orenco TPSS - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Overlook Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Parkrose - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 9 5 $ - Parkrose Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 PDX Station - Rail Alignment Communications - Cisco IE 3000 switch 1c 20121 2012 Replace Replace 2018 2018 5 5 2 2 2 2 $ 6,700$ 6,700 $ $ 6,700 6,700 PGE ParkPowell Station - Network - Rail AlignmentCore - Cisco Communications 4507 switch - Cisco IE 3000 switch 1 2011 1 2011 Replace Replace 2017 2017 5 5 3 3 2 2 $ 6,700$ 53,000 $ $ 6,700 53,000 Pioneer Courthouse Square - Rail Alignment Communications - Cisco IE 3000 swit

Page ‐ 282 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 4 3 $ 1,300 $ 1,300 Powell ATP - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Powell Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 5 0 1 $ - Powell Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2014 Replace 2020 5 0 1 $ - Powell Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 5 3$ 20,000 $ 20,000 Prescott Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 PSU Station - Rail Operations & CCTV - Cisco 4507 switch 1 2009 Upgrade 2015 5 5 3$ 36,000 $ 36,000 Quatama Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 3 2 $ 6,700 $ 6,700 Rocky Butte Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Rosa Parks Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Rose Quarter Bus Bldg - Network Distribution - Cisco 2960 switch 1w 20101 2012 Replace Replace 2016 2018 5 5 4 2 3 2 $ 3,000 $ 6,700 $ $ 3,000 6,700 Rose QuarterRose Quarter Interstate Station Station - Rail - Rail Alignment Alignment Communications Communications - Cisco - Cisco IE 3000IE 3000 switch s 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Rose Quarter Trolley Barn - Network Distribution - Cisco 2960 switch 1 2010 Replace 2016 5 4 3 $ 3,000 $ 3,000 Ruby - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Retire 2015 5 5 3 $ - Ruby Jct. - Spare - Cisco 3845 T1 Router 1 2009 Spare 2015 5 5 3 $ - Ruby Jct. - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 3 2 $ 120,000 $ 120,000 Ruby Jct. - Rail Control System - Cisco 4503 switch 1 2014 Replace 2020 5 0 1 $ -

Page ‐ 283 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Ruby Jct. - Rail Control System - Cisco 4507 Enhanced Series switch 1 2010 Replace 2016 5 4 3 $ 74,000 $ 74,000 Ruby North - CCTV - Cisco 3750 L2 Switch 1 2006 Replace 2015 7 8 4$ 10,000 $ 10,000 Ruby North - CCTV - Cisco 3750 L2 Switch 1 2005 Replace 2015 8 9 1$ 10,000 $ 10,000 Ruby North - CCTV - Cisco 3750 L2 Switch 1 2005 Replace 2015 8 9 1$ 10,000 $ 10,000 Ruby North - CCTV iSCSI - Cisco 2960 switch 1 2008 Replace 2015 5 6 4$ 10,000 $ 10,000 Ruby North - CCTV iSCSI - Cisco 2960 switch 1 2008 Replace 2015 5 6 4$ 10,000 $ 10,000 Ruby North - Fare Network - Cisco 3560 switch 1 2006 Replace 2015 8 8 2$ 3,500 $ 3,500 Ruby South - Network Distribution - Cisco 4503 switch 1 2006 Upgrade 2015 8 8 2$ 9,000 $ 9,000 Ruby West - Network Distribution - Cisco 3560 switch 1 2010 Replace 2017 6 4 3 $ 3,500 $ 3,500 Skidmore Station - Rail Alignment Communications - Cisco IE 3010-16S switch 2h 20121 2012 Replace Replace 2018 2018 5 5 2 2 2 2 $ 3,600$ 6,700 $ $ 3,600 6,700 Sunset SunsetTC Parking TC Station Garage - -Rail Rail Alignment Alignment Communications Communications - -Cisco Cisco IE IE 3000 3000 switch switc 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Transit Mobility Center - Network Distribution - Cisco 3560 switch 1 2013 Replace 2020 6 1 1 $ - Transit Mobility Center - Network Distribution - Cisco 3560 switch 1 2013 Replace 2020 6 1 1 $ - Transit Police - Network Distribution - Cisco 4503 switch 1 2009 Upgrade 2015 5 5 3$ 13,000 $ 13,000 TTO - Network Distribution - Cisco 2960 switch 1 2013 Replace 2019 5 1 1 $ 3,000 $ 3,000 TTO - Network Distribution - Cisco 2960 switch 1 2013 Replace 2019 5 1 1 $ 3,000 $ 3,000 Tuality Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Washington Park (Telco) - Network Distribution - Cisco 2960 switch 1 2009 Replace 2016 6 5 3$ 3,000 $ 3,000 Washington Park (Control) - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Washington Park - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Washington Park - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 9 5 $ - Washington St. Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 West Portal - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 West Vent - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 2 2 $ 6,700 $ 6,700 Willow Creek Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 3 2 $ 6,700 $ 6,700 Wilsonville - Network Distribution - Cisco 2851 Router 1 2009 Replace 2015 5 5 3$ 1,200 $ 1,200 Wilsonville - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 6 4 $ 3,500 $ 3,500 Switch & Router Memory Upgrades Varies N/A Upgrade 2014 N/A$ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 Switch & Router Port Expansion Varies N/A Upgrade 2014 N/A$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 Total Switches & Routers: $ 370,200 $ 177,200 $ 793,000 $ 459,900 $ 57,000 $ 1,857,300

Page ‐ 284 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Wireless Network Powell - Fuel House Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 2 $ 1,000 $ 1,000 Powell - Fuel House Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 2 $ 1,000 $ 1,000 12th & Washington Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 170th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 172nd Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 1st&Yamhill Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 3rd & Morrison Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 42nd Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 5th&Couch Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 5th&Glisan Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 5th&Jefferson Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 6th&Hoyt Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 6th&Madison Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 6th&Montgomery Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 6th&Pine Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 82nd Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Beaverton Central Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Beaverton Creek Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500

Page ‐ 285 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Civic Drive Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Clackamas TC Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Division Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 East Portal Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Fairplex Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Flavel Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Foster Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Fuller Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Gateway Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Goose Hollow Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Gresham Central Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Gresham City Hall Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Hawthorn Farm Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Hillsboro TC Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Irving Tower Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Jackson Campus Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Jeld-Wen Field Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Kings Hill Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Library SW 9th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Main Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Mall-SW4th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Mall-SW5th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Merlo Station Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Milikan Way Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Mt Hood Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1t 20111 2011 Replace Replace 2017 2017 5 5 3 3 2 2 $ $ 500 500 $ $ 500 500 PGE StationPioneer - PCISquare Wireless South Monitoring Station - PCI- Cisco Wireless 1131 AccessMonitoring Point - Cisco 1131 Access Poi 1n 20111 2011 Replace Replace 2017 2017 5 5 3 3 2 2 $ $ 500 500 $ $ 500 500 Pioneer Square North Station - PCI Wireless Monitoring - Cisco 1131 Access Poin

Page ‐ 286 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS PioneerCourthouse Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 PioneerPlace Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Powell Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 PSU Comm Rm Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Quatama Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Rockwood Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Skidmore 2 Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Skidmore Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 TTO - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Tuality Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1t 20111 2011 Replace Replace 2017 2017 5 5 3 3 2 2 $ $ 500 500 $ $ 500 500 WashingtonWashington Park CM Park Station Station - PCI - PCI Wireless Wireless Monitoring Monitoring - Cisco - Cisco 1131 1131 Access Access Poin Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Washington Park2 Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Willow Creek Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 102nd Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 122nd Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 148th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 162nd Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 181st Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 197th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 5th&Oak Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 60th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 6th&Davis Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Cascade Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Convention CTR Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500 Galleria SW 10th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 3 2 $ 500 $ 500

Page ‐ 287 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Center - Spare - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 4$ 1,000 $ 1,000 Center - Spare - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Albina Station - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 Beaverton Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Center - WiFi Services - Wireless LAN Controller 1 2010 Replace 2016 5 4 4 $ 37,000 $ 37,000 Center - WiFi Services - Wireless LAN Controller 1 2010 Replace 2016 5 4 4 $ 37,000 $ 37,000 Center 2nd Fl. East - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center 2nd Fl. West - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center 3rd Fl. East - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center 3rd Fl. West - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center 4th Fl. East - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center 4th Fl. West - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Center Conf Rm D - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Cleveland Station - WiFi Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 cs-admin roof South - WiFi Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 5 $ - cs-garage-1st-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 cs-garage-1st-10 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 cs-garage-1st-11 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 cs-garage-1st-12 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000

Page ‐ 288 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Page ‐ 289 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Delta Park Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_3 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_4 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_5 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_6 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_7 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_1st_8 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_2nd_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_2nd_2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Elmo_2nd_3 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Expo Ctr. Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Hatfield Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 holgate-2nd-1 - WiFi Services - Cisco 1200 Access Point 1 2009 retire 2014 4 5 5 $ - Holladay St. - WiFi Services - Cisco 1200 Access Point 1 2009 retire 2014 4 5 5 $ - Kaiser - WiFi Services - Cisco 1200 Access Point 1 2009 retire 2014 4 5 5 $ - Kaiser - WiFi Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 5 $ - Kenton Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Killingsworth Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Lloyd Center Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Lombard Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Merlo Fuel Wash - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000 Merlo Fuel Wash - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000 Merlo Lift - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000 Merlo Lift - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000

Page ‐ 290 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Page ‐ 291 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Page ‐ 292 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Page ‐ 293 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 WES_Hall - WiFi Services - Cisco 1200 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000 WES_Tigard - WiFi Services - Cisco 1200 Access Point 1 2010 Replace 2015 4 4 5$ 1,000 $ 1,000 wilsonville-aironet-1 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 wilsonville-aironet-2 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 wilsonville-aironet-3 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 wilsonville-aironet-4 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 wilsonville-aironet-5 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 1 1 $ 1,000 $ 1,000 WES Trains - WiFi Services - Spare - Feeney Wireless Router 1 2008 Replace 2015 6 6 5$ 1,700 $ 1,700 I205 Project Office - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 I205 Project Office - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 I205 Project Office - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 I205 Project Office - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 RQ-Aironet-Bridge-1 - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 RQ-Aironet-Bridge-2 - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 3 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000

Page ‐ 294 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Elmo-Yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Elmo-Yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2014 Replace 2019 4 0 1 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Merlo-Yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Merlo-Yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Merlo-Yard-3 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Nela - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Nela - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Nela-Yard-Airspace-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Nela-Yard-Airspace-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000

Page ‐ 295 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY15 FY16 FY17 FY18 FY19 2015-2019 PURCHASE NEEDED NEEDED CYCLE TOTALS Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 4 4 $ 1,000 $ 1,000 Powell-Yard_Airspace_1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Powell-Yard-Airspace-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Powell-Yard-Airspace-3 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Powell-Yard-Airspace-4 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Retire 2014 4 5 1 $ - Spare - WiFi Services - Cisco 1200 Access Point 1 2010 Spare 2015 4 4 5$ 1,000 Spare - WiFi Services - Cisco 1200 Access Point 1 2010 Spare 2015 4 4 5$ 1,000 rj-north-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-north-yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-north-yard-3 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-south-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-south-yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-west-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 rj-west-yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2015 4 5 5$ 1,000 $ 1,000 Total Wireless Network: $ 126,100 $ 115,000 $ 36,000 $ 6,000 $ 27,000 $ 310,100

Page ‐ 296 Capital Asset Management & Investment Program Appendix Technology Equipment Systems Data Communications (continued)

Other Data Services Center - Network Timing Source Clock - Symetricom 3000 Stratum Clock 1 2010 Replace 2019 8 4 4 $5,000$ 5,000 Ruby - Network Real-time Display - Symetricom ND-4 Digital Time Display 0 2011 Replace 2017 5 3 4 $1,100 $ 1,100 Ruby - Network Real-time Display - Symetricom ND-4 Digital Time Display 1 2011 Replace 2017 5 3 4 $1,100 $ 1,100 Ruby - Network Timing Source Clock - Symetricom 3000 Stratum Clock 1 2010 Replace 2019 8 4 4 $5,000$ 5,000 Total Other Data Services: $ - $ - $ 2,200 $ - $ 10,000 $ 12,200 REPLACEMENT TOTAL $ 587,300 $ 328,700 $ 846,200 $ 471,900 $ 100,000 $ 2,334,100

Routers, Switches and Wireless access points are what allows the various elements (PCs, telephones, fax machines, printers) of the WAN and LAN to "talk" to each other. Replacement schedules on these devices vary from 4 years to 10 or more years.

IMPROVEMENTS DataW ire le ss CommunicationsNe tw ork Summary $100,000 $100,000000$200,000

Page ‐ 297

This page left intentionally blank. SECTION 9 – MATRICES

This page left intentionally blank. Proposed FY14-15 Capital & Operating Project Budget by Division-Forecast 3/12/2014

FY14-15 Forecast Budget Requirements CFDA

Detailed Project Description/ Asset Category PageProject Budgeted Budgeted Operating Cost Project Grant Approved Total Detailed Project Name Number Manager Division Department Capital Fund Expense Center Section Number Extension STIP Project Description Additional CAD/AVL Equipment Vehicles Haley, G. Operations Bus Maintenance capital 10 1052870 000 00 XXXX 00000 Additional CAD/AVL Equipment 600,000 ATP-LIFT Vehicle Replacements - 49 Vehicles Trimble Operations ATP-LIFT capital 10 1052870 000 00 XXXX 00000 ATP-LIFT Vehicle Replacement - 49 4,385,500 Bus Shop Equipment > $5,000 Vehicles Nielsen, T. Operations Bus Maintenance capital 10 1111050 000 00 4006 00000 Bus Shop Equipment Replacement 326,000 Fixed Route Buses-60 Vehicles Haley, G. Operations Bus Maintenance capital 10 1052870 000 00 4058 20801 Y 60 Replacement Low-Floor 40' Buses 26,340,001 20.526 Fixed Route Hybrid Buses - 4 Vehicles Haley, G. Operations Bus Maintenance capital 10 1052870 000 00 XXXX 00000 Fixed Route Hybrid Buses 2,866,000 Light Rail Vehicle Equipment >$5,000 Vehicles Grove, Mark Operations Rail Equip Maintenance capital 10 1111050 000 00 7503 00000 Light Rail Shop Equipment 167,000 Non-Revenue Shop Equip >$5,000 Vehicles Brooks Operations Bus Maintenance capital 10 1052870 000 00 4001 00000 Non-Revenue Vehicles >$5,000 52,000 Non-Revenue Vehicles >$5,000 Vehicles Nielsen, T. Operations Bus Maintenance capital 10 1111040 000 00 4001 00000 Non-Revenue Vehicle Replacement 1,619,000 Positive Train Control Vehicles Heilig, T. Capital Projects Development & Ops Support capital 10 1052870 000 00 7563 00000 Positive Train Control 483, 033 Rail Maintenance Equipment (capital) Vehicles Grove, Mark Operations Rail Equip Maintenance capital 10 1052870 000 00 7504 00000 Rail Maintenance Equipment 35,000 Transit Ad Bus Frames Vehicles Wilson Public Affairs Customer Information Services capital 10 1052870 000 00 XXXX 00000 Transit Ad Bus Frames 46,800 TVM Maintenance - 2 Additional NRVs Vehicles Tucker, C. Operations Bus Maintenance capital 10 1052870 000 00 XXXX 00000 TVM Maintenance - 2 Additional NRVs 50,000 WES DMU Fleet Increase (2 Additional) Vehicles Heilig, T. Operations Commuter Rail capital 10 1052870 000 00 XXXX 00000 WES DMU Fleet Increase (2 Additional) 2,000,000 MOW-Communication Equipment MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 XXXX 00000 MOW Communication Equipment 204,500 MOW-Signals MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7535 00000 Signal Replacements 195,000 MOW-Substations MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7535 00000 Substation Retrofits/Replacements 200,000 MOW-Track & Structures (capital) MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7559 00000 Track/Structure Replacements 2,191,706 Ruby Junction MOW Training Module - Additional MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7577 00000 Install Rail Components for Training Purposes 500,000 Build Permanent Operator/Others Restroom Facilities Scott, R. Operations Facilities Management capital 10 1052870 000 00 5614 00000 Build Permanent Operator/Others Restroom 113,850 Bus Hoist Replacements Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4547 00000 Bus Hoist Replacements 220,000 Center Maint. Battery Room Ventilation Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4643 00000 Evaluate/Improve Battery Room Ventilation 147,939 Elevator End of Life Replacement/Refurbishment Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 XXXX 00000 Elevator End of Life Replacement/Refurbishment 179,240 HVAC Equipment & Systems Replacement Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4604 00000 HVAC Replacements 442,000 Jackson Terminus Landscape Rehab Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 XXXX 00000 Jackson Terminus Landscape Rehab 556,303 Line 8 Bus Turnaround & Layover Facility Facilities Park, Y. Capital Projects Bus Stop Development capital 10 1052870 000 00 4646 00000 Line 8 & 17 Bus Layover & Turnaround Facility 700,000 Oregon City Transit Center Facilities Papadopoulos, E. Operations Facilities Management capital 10 5049160 751 96 XXXX 00000 Oregon City Transit Center Update 25,000 Orenco Platform Rehabilitation - Safety Facilities Wilkinson Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 XXXX 00000 Orenco Platform Rehabilitation - Safety 203,280 Powell - Refurbish OPS (admin, bullpen, restrooms) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4574 00000 Upgrade/Refurbish Ops Facilities 350,016 Rail Pedestrian Safety Enhancements Facilities Wilkinson Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 5606 00000 Rail Pedestrian Safety Enhancements 200,000 Ruby Junction Building Reuse (w/ CRC) Facilities Griffiths, J. Capital Projects Development & Ops Support capital 10 1052870 000 00 XXXX 00000 Ruby Junction Building Reuse (w/ CRC) 500,000 Ruby North Refurbish/Restack - Major Remodel Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 XXXX 00000 Ruby North Major Remodel 442,619 Storm Water Underground Injection Control (UIC) Program Facilities Oremland Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 XXXX 00000 Storm Water Underground Injection Control (UIC) Program 250,000 Sunset Trainsit Center Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4648 00000 Sunset Trainsit Center 1,405,289 TEI & Master Plan - New Construction (Powell) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4649 00000 Update MP, Design & Construct TEI Facility 129,851 Agency Copier Capital Lease Technology Baker, L. Finance & Administration Financial Services capital 10 1052870 000 00 XXXX 00000 Agency Copier Capital Lease 380,000 Bus Dispatch Replacement Project Technology O'Connor, A.J. Information Technology Information Technology capital 10 1052870 000 00 1054 00000 Bus Dispatch Replacement 385,000 Bus Dispatch Replacement Project (capitalized labor) Technology O'Connor, A.J. Information Technology Information Technology capital Bus Dispatch Replacement 74,499 Communication Environment Replacement - capital Technology White, R. Information Technology Information Technology capital 10 1052870 000 00 1131 00000 Communications Environment Total 212,000 Data Communication Systems Replacement - capital Technology White, R. Information Technology Information Technology capital 10 1052870 000 00 1095 00000 Switches & Routers, Remote Access, Wireless Network, Mgmt Tools 141,800 Elec tron ic Fare Sys tem ThlTechnology TkTucker, C. Finance & Adm in is tra tion FRFare Revenue capital 10 1052870 000 00 7544 00000 Elec tron ic Fare Imp lemen ta tion Plan 16, 950, 244 Electronic Fare System (capitalized labor/fringe) Technology Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 7544 00000 Electronic Fare Implementation Plan 72,343 FMIS/MMIS (capitalized labor/fringe) Technology Maercklein, D. Information Technology Information Technology capital FMIS/MMIS 37,232 Information Governance Initiative Technology TBD Legal Services capital 10 1052870 000 00 XXXX 00000 Information Governance Initiative 1,500,000 IT Security Systems Replacement - capital Technology White, R. Information Technology Information Technology capital 10 1052870 000 00 1094 00000 IT Security Systems Replacement 41,400 LIFT Dispatch System Technology Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1081 00000 LIFT Dispatch System 72,000 Manager Self Service (capitalized labor/fringe0 Technology Baylor Information Technology Information Technology capital Manager Self Service 8,371 MAX Intrusion Dectection System Technology Saporta, H. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 XXXX 00000 MAX Intrusion Dectection System 88,000 MAX Validators Replacement Technology Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 7574 00000 MAX Validators Replacement 60,000 Networked CCTV Systems Technology Saporta, H. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 1129 00000 CCTV Cameras Installed at Light Rail Stations & TM Facilities 1,000,000 Operator Employee Service (capitalized labor/fringe) Technology Baylor Information Technology Information Technology capital Operator Employee Service 8,371 Operator Self Service (capitalized labor/fringe) Technology Baylor Information Technology Information Technology capital Operator Self Service 13,760 POS/POD Reduced Fare (capitalized labor/fringe) Technology Maercklein, D. Information Technology Information Technology capital POS/POD Reduced Fare 118,533 Project Mgmt (Prolog) Database Replacement Technology Bradley Capital Projects Development & Ops Support capital 10 1052870 000 00 XXXX 00000 Project Mgmt (Prolog) Database Replacement 30,000 Radio & Microwave Communication Systems Technology TBD Information Technology Information Technology capital 10 1052870 000 00 XXXX 00000 Radio & Microwave Communication Systems 505,000 Real Time GPS Locations for LRVs Technology O' Connor, A.J. Information Technology Information Technology capital 10 1052870 000 00 XXXX 00000 Real Time GPS Locations for LRVs 1,239,661 Servers Replacement - capital Technology Fouts, M. Information Technology Information Technology capital 10 1052870 000 00 1070 00000 Servers Replacement 458,500 TOSI/ROSI (capitalized labor/fringe) Technology Maercklein, D. Information Technology Information Technology capital TOSI/ROSI 31,623 Proposed FY14-15 Capital & Operating Project Budget by Division-Forecast 3/12/2014

FY14-15 Forecast Budget Requirements CFDA

Detailed Project Description/ Asset Category PageProject Budgeted Budgeted Operating Cost Project Grant Approved Total Detailed Project Name Number Manager Division Department Capital Fund Expense Center Section Number Extension STIP Project Description Transit Tracker Displays (Blue & Red Lines) Technology Frane, J. Public Affairs Customer Information Services capital 10 1052870 000 00 6021 00000 Transit Tracker Display (Blue & Red Lines) 287,000 Vehicle Borne CCTV Systems Technology Saporta, H. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 1130 00000 CCTV Cameras Installed on Buses & Light Rail Vehicles 1,269,815 Voice Systems - capital Technology White, R. Information Technology Information Technology capital 10 1052870 000 00 1017 00000 Voice Systems Replacement 150,000 webMMIS Bus Maintenance Hardware Technology TBD Information Technology Information Technology capital 10 1052870 000 00 XXXX 00000 webMMIS Bus Maintenance Hardware 90,000 BRT First Corridor (Powell-Division) New-Improved Svc Lehto, A. Public Affairs Planning & Policy capital 10 1052870 000 00 1146 xxxxx Bus Rapid Transit Service 100,000 MOW-Track & Structures (bus bridging) MOW Kindig, R. Operations Rail MOW M&S Bus Bridging 80,000 Fixed Route Bus Components Vehicles Nielsen, T. Operations Bus Maintenance M&S Fixed Route Bus Component Replacements 853,548 Light Rail Vehicle Components Vehicles Grove, Mark Operations Rail Equip Maintenance M&S Light Rail Vehicle Component Replacements 3,394,180 BBusus ShopShop EquipmentEquipment R Replacement/Repaireplacement/Repair ItemsItems <= $5, 000 VVehiclesehicles NiNielsenelsen, T . OOperationsperations BBusus MaintenanceMaintenance operaoperatingting 10 5049130 740 90 4006 00000 BBusus ShopShop EquipmentEquipment R Replacement/Repaireplacement/Repair 183, 000 Drop Down Chains for 94 Low-Floor Buses Vehicles Nielsen, T. Operations Bus Maintenance operating 10 5049203 740 90 4068 00000 Drop Down Chains for Fleet 52, 54-57 329,000 Light Rail Vehicle Equipment <=$5,000 Vehicles Grove, Mark Operations Rail Equip Maintenance operating 10 5049154 790 90 7503 00000 Light Rail Shop Equipment <=$5,000 21,000 Non-Revenue Shop equip <=$5,000 Vehicles Brooks Operations Bus Maintenance operating 10 5049130 740 90 4006 00000 Non-Revenue Shop equip <=$5,000 10,500 Non-Revenue Vehicle Equipment <= $5,000 Vehicles Nielsen, T. Operations Bus Maintenance operating 10 5049130 740 90 4006 00000 Non-Revenue Shop Equipment 70,400 Rail Maintenance Equipment (operating) Vehicles Grove, Mark Operations Rail Equip Maintenance operating 10 5049154 790 90 7504 00000 Rail Maintenance Equipment 3,000 MOW-OCS MOW Kindig, R. Operations Rail MOW operating 10 5035110 785 90 7535 00000 Overhead Catenary System Replacement 300,000 MOW-OCS Equipment MOW Kindig, R. Operations Rail MOW operating 10 5049151 785 90 7561 00000 MOW OCS Equipment Replacement 2,500 MOW-Substations Equipment MOW Kindig, R. Operations Rail MOW operating 10 5049151 785 90 7561 00000 MOW Substation Equipment Replacements 13,250 MOW-Track & Structures (operating) MOW Kindig, R. Operations Rail MOW operating 10 5049151 785 90 7561 00000 Track/Structure Replacements 320,000 MOW-Track & Structures Equipment MOW Kindig, R. Operations Rail MOW operating 10 5049151 785 90 7561 00000 MOW Track & Structure Equipment Replacement 7,500 All Facilities Maintenance Environmental Facilities Oremland Safety & Security Safety, Security & Environmental operating 10 5035100 712 90 4557 00000 All Facilities Maintenance Environmental 125,000 Bike Parking Modernization: Strategic Updates Facilities Owen, J. Public Affairs Planning & Policy operating 10 5049622 210 90 XXXX xxxxx Bike Parking Modernization: Strategic Updates 176,400 Bike to Transit Facilities Facilities Owen, J. Public Affairs Planning & Policy operating 10 5049622 210 90 2902 00000 Bike to Transit Facilities 25,000 Bldg. Area & Components - Layover Facilities Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 96 4657 00000 Refurbish Bus & Rail Operator Layover Facilities 52,000 Blue Line Station Rehabilitation Facilities Batty, S. Cappjital Projects Developppppment & Ops Support oppgerating 10 5049162 760 99 4073 00000 Station Impp(y)rovements (Hollywood to Gresham) 206,274 Building Area/Components Replacement Facilities Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Building Area/Components Replacement 256,000 Bus On-Street Related Maintenance Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049162 763 99 5563 00000 Bus On-Street Related Maintenance 100,000 Bus Stop Development Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049167 763 99 5508 16187 Y Bus Stop Development-New Shelters 685,000 20.507 Customer Support Facilities & Equipment Facilities Vitko, I. Public Affairs Customer Information Services operating 10 5049152 270 90 2009 00000 Customer Info Equipment Replacement 5,000 Customer Support Facilities & Equipment Facilities Vitko, I. Public Affairs Customer Information Services operating 10 5049152 270 90 2009 00000 Customer Info Modernization 50,000 East Portland ATT: Bike Parking Facilities Owen, J. Public Affairs Planning & Policy operating 10 5049622 210 90 XXXX xxxxx East Portland ATT: Bike Parking 400,000 Lifting Equipment & Systems Replacement Facilities Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4654 00000 Lifting Equipment & Systems Replacement 27,000 Lloyd District Transit Tracker Enhancements Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049162 763 99 5599 00000 Lloyd District Transit Hub 15,000 Mall Shelters Maintenance Facilities Papadopoulos, E. Operations Facilities Management operating 10 5049160 750 96 4506 00000 Mall Shelters Maintenance 6,250 Neighborhood Shelters Refurbishment Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049160 763 99 5593 00000 Neighborhood Shelters Refurbishment 100,000 Neighborhood Shelters Replacement Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049160 763 99 5524 00000 Neighborhood Shelters Replacement 30,000 Other Building Systems & Equipment Facilities Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 90 4655 00000 Other Building Systems & Equipment 16,000 Park & Ride Signage and Shared Use Support Facilities Park, Y. Capital Projects Bus Stop Development operating 10 5049167 763 99 5588 00000 Park & Ride Signage and Shared Use Support 25,000 Pump & Dispensing System Facilities Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 90 4655 00000 Pump & Dispensing System 77,000 Site-Property Systems Facilities Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 97 4659 00000 Site-Property Systems 482,067 Strategilic Asset Management Program Development Faciliti es Papadldopoulos, E. Operations Faciliti es Management operating 10 5035100 750 90 XXXX 00000 Strategilic Asset Management Program Development 350,000 Cable Plant Technology White, R. Information Technology Information Technology operating 10 5049251 330 90 1014 00000 Data Communication Cable Plant 100,000 Clackamas Town Center TVM Civil Work Technology Tucker, C. Finance & Administration Financial Services operating 10 509151 370 90 XXXX 00000 Clackamas Town Center TVM Civil Work 20,000 Communication Environment Replacement - operating Technology White, R. Information Technology Information Technology operating 10 5049251 330 90 1131 00000 Communications Environment Total 4,250 Data Communication Systems Replacement Technology White, R. Information Technology Information Technology operating 10 5042951 330 90 1095 00000 Switches & Routers, Remote Access, Wireless Network, Mgmt Tools 545,500 Desktop Computing Replacement Technology Fouts, M. Information Technology Information Technology operating 10 5049251 330 90 1091 00000 Desktop Computing Replacement 411,800 Servers Replacement - operating Technology Fouts, M. Information Technology Information Technology operating 10 5042951 330 90 1070 00000 Servers Replacement 7,000 TRACS - Door & Gate Readers Technology Saporta Safety & Security Safety, Security & Environmental operating 10 5037025 712 90 7578 00000 TRACS - Door & Gate TRACS Readers 20,000 Voice Systems - operating Technology White, R. Information Technology Information Technology operating 10 5042951 330 90 1017 00000 Voice Systems Replacement 2,000 Willamette Shore Trolley Program New-Improved Svc Batty, S. Capital Projects Development & Ops Support operating 10 5033081 760 99 5581 00000 Willamette Shore Trolley Program 150,000

Total $41,097,958

Capital 73,452,079 Operating 5,729,691 M&S 4, 327, 728 Proposed FY14-15 Capital & Operating Project - Carryovers

3/12/2014

Detailed Project Description/ Asset Project Budgeted Budgeted Operating Requirements Detailed Project Name Category Manager Division Department Capital Total CFDA Bus Shelter Replacement Facilities Park, Y. Capital Projects Bus Stop Development capital 213,000 Center Street Building - End of Life Maintenance Work Facilities Munro Capital Projects Development & Ops Support capital 100,000 Center Street Building - First Floor Facilities Munro Capital Projects Development & Ops Support capital 150,000 Facilities - Concession Services Development - Beaverton TC (CO) Facilities Cook Operations Facilities Management capital 32,000 Facilities - Permanent Operator Restrooms at Priority End-of-Route Locations (CO) Facilities Scott, R. Operations Facilities Management capital 139,955 Line 8 & 17 Bus Turnaround & Layover Facility Facilities Park, Y. Capital Projects Bus Stop Development capital 250,000 Rail MOW Central Shop co-location Facilities Munro Capital Projects Development & Ops Support capital 2,631,612 Rail Pedestrian Safety Enhancements Facilities Saporta, H. Safety & Security Safety, Security, Environmental capital 162,839 Stormwater UIC Permit Facilities Oremland Safety & Security Safety, Security, Environmental capital 149,832 Sunset Transit Center - Platform Pavers Replacement Facilities Batty, S. Operations Facilities Management capital 268,332 Washington park - Station Finishes & Landscaping Facilities Papadopoulos, E. Operations Facilities Management capital 654,032 Light Rail Track and Structures MOW Kindig, R. Operations Rail MOW capital 42,576 MOW-Track & Structures (capital) MOW Kindig, R. Operations Rail MOW capital 1,125,000 Ruby Junction MOW Training Module MOW Kindig, R. Operations Rail MOW capital 500,000 ATP Information System (BDS) Technology Maercklein, D. Information Technology Information Technology Capital 1,000,000 Bus Dispatch Replacement Project (Fixed Route) Technology O'Connor, A.J. Information Technology Information Technology capital 10,854,138 Develop & Set-Up Reorder Point Planning Technology Baker, L. Finance & Administration Financial Services capital 150,000 Digital Sign CPU Retrofit Technology Vitko Information Technology Information Technology capital 92,730 E-Citation Technology Saporta, H. Safety & Security Safety, Security, Environmental capital 175,324 Finance/Procurment Digital Imaging System Technology Baker, L. Finance & Administration Financial Services capital 500,000 Operator Training Equipment Technology Morgan, A. Operations Operations Support capital 350,000 Self Service Manager Technology Baylor, B. Information Technology Information Technology capital 100,000 Union Pay Rates in Oracle Payroll Technology Baker, L. Finance & Administration Financial Services capital 100,000 Vehicle Borne CCTV Systems Technology Saporta, H. Safety & Security Safety, Security & Environmental capital 564,800 Bus Shop Equipment > $5,000 Vehicles Nielsen, T. Operations Bus Maintenance capital 109,521 Facilities - Ruby/Elmonica Type 4 LRV Fall Protection Retrofit - Safety Modification Vehicles Grove, Mark Operations Rail Equip Maintenance capital 368,200 Light Rail Vehicle Equipment >$5,000 Vehicles Grove, Mark Operations Rail Equip Maintenance capital 8,000 Non-Revenue Vehicles >$5,000 Vehicles Nielsen, T. Operations Bus Maintenance capital 872,526 On-Board Energy Storage Units Vehicles Grohs, J. Capital Projects Development & Ops Support capital 85,000 20.523 Positive Train Control Vehicles Heilig, T. Capital Projects Development & Ops Support capital 3,516,967 Ve hic les - 60 ( of 60 - FY14 Bus Or der ) Rep lacement Low- Floor 40' Buses VhilVehicles HlHaley, G. OiOperations BMiBus Maintenance capilital 12, 855, 001 20. 526 Vehicles - FY13 Bus Order (54 Low-Floor 40' Additional Equipment/Training) Vehicles Haley, G. Operations Bus Maintenance capital 2,122,834 All Facilities Maintenance Environmental Facilities Oremland Safety & Security Safety, Security & Environmental operating 65,000 Blue Line Station Rehab (formerly 'Renew the Blue ') Facilities McNatt Capital Projects Development & Ops Support operating 2,256,726 Bus On-Street Related Maintenance Facilities Park, Y. Capital Projects Bus Stop Development operating 21,109 Eastside MAX Projects (Renew the Blue) Facilities McNatt Capital Projects Development & Ops Support operating 1,155,501 20.507 Facilities - Bus Transit Centers and Park & Rides Maintenance (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 15,000 Facilities - Light Rail Stations, P&R, TC Maintenance (Transit Centers) (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 80,000 Facilities - MAX, WES, Shops Maintenance - Elmonica (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 95,768 Facilities - Ops & Admin. Fac. - Center Maintenance (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 84,863 Facilities - Ops & Admin. Fac. - Merlo Admin (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 43,954 Facilities - Ops & Admin. Fac. - Merlo Maintenance (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 99,876 Facilities - Ops & Admin. Fac. - NW Nela ATP (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 18,548 Facilities - Ops & Admin. Fac. - Powell Maintenance (CO) Facilities Papadopoulos, E. Operations Facilities Management operating 159,169 Facilities - Painting Interior Various Locations Facilities Papadopoulos, E. Operations Facilities Management operating 330,169 Neighborhood Shelters Refurbishment Facilities Park, Y. Capital Projects Bus Stop Development operating 8,898 Neighborhood Shelters Replacement Facilities Park, Y. Capital Projects Bus Stop Development operating 41,996 Park & Ride Signage and Shared Use Support Facilities Park, Y. Capital Projects Bus Stop Development operating 5,036 Respond to ADA Audit Facilities Batty, S. Capital Projects Development & Ops Support operating 100,000 MOW-Track & Structures (operating) MOW Kindig, R. Operations Rail MOW operating 125,000 Steel Bridge Improvements MOW Kindig, R. Operations Rail MOW operating 400,000 Willamette Shore Trolley Program New-Improved Svc Batty, S. Capital Projects Development & Ops Support operating 316,390 Bus Shop Equipment Replacement/Repair Items <=$5,000 Vehicles Nielsen, T. Operations Bus Maintenance operating 6,860 Rail Maintenance Equipment Vehicles Grove, Mark Operations Rail Equip Maintenance operating 18,676

Total $45,692,758

Capital 40,244,219 Operating 5,448,539 M&S 0