PBOT's Strategic Plan

MOVING TO OUR FUTURE 2019-2022 1

2019-2022 PBOT’s Strategic Plan Moving to OurFuture

Index

Letter from the Commissioner and Director ...... 1

Introduction ...... 3

How we will use this plan ...... 7

What PBOT stands for ...... 9

Transportation justice ...... 12

One bureau, one mission ...... 18

Goal 1: Safety ...... 21

Goal 2: Moving People and Goods...... 27

Goal 3: Asset Management ...... 33

Appendix ...... 44 1 MOVING TO OUR FUTURE 2019-2022 Saving Money Saving Saving Lives, Saving Time, streets safe for safe streets Make Portland Make Portland SAFETY everyone PBOT’S THREE CORE THREE GOALS PBOT’S options for a growing city city agrowing for options Provide transportation transportation Provide MOVING PEOPLE MOVING AND GOODS GOODS AND

the nextthreeyears.It’sbuiltaroundcoregoals: work atthePortlandBureauofTransportation(PBOT)for Moving toOurFuture Given theseconcerns,wethinkyouwillbepleasedwith issues astheirtoppriorities. survey, nineoutof10Portlanderscitedthesethree safety, congestion,androadmaintenance.Inarecent getting aroundPortland,threeanswersleadthepack: When weaskyouwhatyourtopissuesarerelatedto Dear Portlanders,

, thestrategicplanthatwillguideour ASSET MANAGEMENT ASSET Deliver smart investments to investments smart Deliver maintain our transportation transportation our maintain system

MOVING TO OUR FUTURE 2019-2022 2 asking we are always Questions Questions

Specifically, this means investing in our people at all in our people this means investing Specifically, a positive, mission- and fostering the bureau levels of PBOT to making We’re dedicated driven workplace. and recruiting and cultivating an employer of choice deliver our ambitious strategy. superior talent to to be engaged with this We also need Portlanders are a veteran of transportation plan. Whether you please time, first the for involved getting are or policy about how we can reach our goals share your ideas is a critical part of this plan’s together. Your input we will move Portland toward a success. Together and more equitable future. safer, more accessible Sincerely, Chloe Eudaly, PBOT Commissioner Chris Warner, PBOT Director Moving to Will it reduce carbon emissions? Will it advance equity and Will it advance equity address structural racism?

Will it reduce carbon emissions? Will it advance equity and address structural racism? Fortunately, PBOT has an extremely talented and Fortunately, PBOT has an extremely of committed staff. Part of the success people Our Future will depend on providing PBOT’s this plan’s goals. with the tools they need to deliver • at a rate we Portland continues to grow and change a lot of work to do haven’t seen in decades. We have city has for its to meet the expectations this growing transportation system. • As we work towards these goals, we also want to As we work towards efforts contribute to a Portland make sure that our and that has a smaller carbon that is more equitable we will ask ourselves these twofootprint. This is why as we pursue each goal: fundamental questions Delivering on these goals means saving lives by means saving lives on these goals Delivering roll, and they walk, bike, Portlanders as protecting reliable by offering easy, saving time drive. It means we need to go. It means savingoptions to get where in our roads efficiently. money by investing 3 MOVING TO OUR FUTURE 2019-2022 Introduction to the city’s transportation landscape: transportation to the city’s reaching ways. In five these some theareyears, last of just the newelements added wayThe get Portlanders from place to place changing has been rapidly and in far- easy, andpaperless. paying forparkingquick, new appthatmakes 3. ParkingKitty:PBOT’s Broadway Bridgecomplete aloop. options onPortland’seastside andthe 6. PortlandStreetcarLoop: NewStreetcar for peoplewithdisabilities. rental partnersthatmakebikesavailable The city’snewbike-sharesystemandits 1. BIKETOWNandAdaptiveBIKETOWN: on ourstreets. fatalities andseriousinjuries plan ofactiontoreducetraffic Zero: PBOT’sadopted 4. Vision accessible vehicles(WAVs)fromtaxisandTNCs. consolidated city systemforhailingwheelchair- companies (TNCs),newcityregulations,and a ride-share optionsfromtransportationnetwork 2. Lyft,UberandPDXWAV:Newprivatefor-hire rail lineconnectingPortland toMilwaukie. 7. MAXOrangeLine: of twopilots. regulations overthecourse share options,newcity 5. E-scooters:Newscooter- TriMet’snewestlight MOVING TO OUR FUTURE 2019-2022 4

10. Fixing Our Streets: Approved by voters and City Council, Portland’s first local funding sources for transportation. work, use bike-share or a scooter to get to lunch, take advantage of car-sharing to go to a meeting, and then take Lyft, Uber, or a cab to entertainment in the evening. For those of us at PBOT, such a quickly evolving transportation environment is ripe with opportunity. Each new option, policy, or program gives us new tools we can use to make Portland safer and more accessible, ease traffic congestion, and build a sustainable city with vibrant neighborhoods and a prosperous economy. At the same time, PBOT must manage these changes with input from the community we serve to ensure that we are aligned with our city’s values and the values of our agency. Our streets belong to all of us. A new 9. Smart City PDX: A city framework to guide PBOT’s use of emerging technology and data collection to reduce inequities and disparities within the transportation system The first Portland bridge built over the Willamette River since 1973, and the country’s longest bridge built exclusively for public transit, pedestrians, and cyclists. 8. Tilikum Crossing: Thanks to these changes, we are reconsidering our approach to getting around. With new options and new technology, people often use multiple modes, often in the same day. They may drive their kids to school, walk to the light rail stop and take transit to There is no indication that the pace and scale of transportation’s transformation is slowing. The development of autonomous vehicles, for example, continues to move forward. The Portland region is gearing up to build a new light rail line. A major improvement to the I-5 and the neighboring Rose Quarter is scheduled. Over just the next few years, PBOT will build two new bridges and tens of millions- worth of other major projects. At the same time, Portland is forecast to continue to grow larger and more diverse. 5 MOVING TO OUR FUTURE 2019-2022 vision laidoutin Progress to improvetransportationinthecity. for thebureauthatoutlinedspecifi cstepsforPBOT Portland Progress planning tohelpusachieveourgoals,launching In 2015,PBOTembarkedonaneweraofstrategic • • • • measure ourselves.Theseinclude: has givenuscleargoalsandtoolsbywhichto How dowestayfocusedonourmission?CityCouncil sustainable transportationoptions. enjoy thebenefi tsofconvenient,reliable,safe,and do thisworkwithyoutoensureallPortlanders equity andaccessforpeoplewithdisabilities,we In ordertohonorourcommitmentsracial Reducing carbon emissionsReducing carbon commitments Fulfiequity racial of Portland’s goals the lling Plan Action Fulfi Zero Vision of Portland’s goals the lling vehicle miles traveled todiff people Shifting reducing and modes erent II followedin2017,expanding onthe , anambitioustwo-yearworkplan Portland Progress . Portland mission. and outcomesinordertodeliveronanambitious toward abureau-wideapproachthatalignsgoals in allthatwedo.What’snewisareshifting ease congestion,andkeepsafetyfrontcenter system todeliverwell-maintainedstreets,help take toharnessthechangesinourtransportation Moving toOurFuture transportation system. maps outanewstrategicvisionforPortland’s Now wearelaunching City Councilhasgivenuscleargoalsand tools bywhichtomeasureourselves. laysoutthestepswewill Moving toOurFuture , which MOVING TO OUR FUTURE 2019-2022 6 Moving to Our Moving the lays out Future steps to harness in our the changes transportation system to deliver well-maintained ease streets, help congestion, and keep safety front and center in all that we do. 7 MOVING TO OUR FUTURE 2019-2022 use this plan How we will outlined specificobjectives tohelpachieveeachgoal. (1) advanceracialequityand (2)reducepollution.We’vethen outcomes wearestriving forandhowtheoverallgoalworksto In failing system. invest ourresourcessowearenotmerelyresponding toa community deserves.Wemustbesmarterabouthow we we’ve built,letalonemaketheadditionalinvestments our and PBOTissimplynotabletomaintaintheinfrastructure city andyearsofdeferredconstructionmaintenance, tax, isalsodeclining.Addtothisthedemandsofa growing means asignificantsourceoftransportationrevenue, thegas investment intransportationisdeclining.Betterfuel efficiency, involves somelevelofeconomicconstraint.Federal andstate Furthermore, everydecisionwemakeonthesegoals economy. cost onourpersonalhealth,theenvironment,andregion’s get gridlockandcongestion,whichexactsanextraordinary school safely?Withoutreliabletransportationalternatives,we streets aredangerousorifyoungpeoplecan’twalkbiketo But howcanweexpectpeopletomakethesechangesifour Plan anticipatesawholesaleshiftfromcartripstoothermodes. city facesifwecan’tdeliver.PBOT’sTransportationSystem These goalsreflecttheworkahead,aswellrisks • • • (2019-2022): goals overprimary three years the next of six PBOT’s work groups to achieve three Moving to Future Our aligns the activities Moving toOurFuture to maintain our transportation system transportation our maintain to investments smart Deliver MANAGEMENT: ASSET city agrowing for options transportation Provide GOODS: PEOPLE AND MOVING everyone for safe streets Make Portland SAFETY: , weexpandoneachofour threegoals

Federal andstateinvestmentin The demandsofagrowingcity maintenance duetofunding transportation isdeclining Deferred constructionand The gastaxisalsodeclining shortages MOVING TO OUR FUTURE 2019-2022 8 PBOT’s six groups work Business Services comprehensive and cient provideeffi We support. ce back-offi Development Permitting & Transit space right-of-way public manage We streets, of use zones, curb including and sidewalks. Engineering Services construct, the design, We manage and city’s roads, bridges, tunnels, sidewalks, signals. c traffi and Maintenance Operations billion $13 our maintain and build We transportation system. Parking Services parking and access curb manage We spaces along Portland’s streets. Policy, Planning & Projects develop and implementWe plans, capital that projects, programs and Portlandersensure can where get and safely, easily, go to need they sustainably. We can’t solve every challenge we face in the We can’t solve every challenge we but we intend three-year scope of this strategy, er bold solutions for the path ahead. We to off dence. work toward our future with confi Here at PBOT, we are more than the sum of our Here at PBOT, we are more than the objectives will parts. Advances in one goal and its another. For likely deliver better outcomes for miles instance, reductions we make in vehicle but make traveled not only mitigate congestion, designed for our roads safer. Similarly, streets a viable safety, that make walking and biking help ease option for more Portlanders, not only as well. congestion but reduce carbon emissions when we manage our assets scally speaking, And fi ciently we save money in the long-term, more effi streets and freeing up our budget to design safer expand transportation options. Defi ning measurable objectives in this way allows ning measurable Defi we are choosing the right us to assess whether our goals. They help guide strategies to achieve the work they oversee. They our managers and work plans for their help managers develop They also allow us all to draw respective groups. of the entire bureau and help us on the expertise outcomes together. achieve the same For each goal, we lay out the specifi c programs, the specifi goal, we lay out For each will help us best or strategies that initiatives, measure our success and how we will achieve it, way. along the What PBOT stands for

Vision We want a safe, reliable, equitable, and aﬀ ordable transportation system that supports Portland’s prosperity with a high quality of life, an inclusive and connected community, and a low-carbon footprint.

Mission We work with our community to shape a livable city together. We plan, build, manage, and maintain an eﬀ ective and safe transportation system that provides people and businesses the access and mobility they need and deserve. We keep Portland moving. Values

Safety First Innovative We make the safety of all We foster innovation to Portlanders, including our deliver forward-thinking workforce, our highest priority. transportation solutions.

Equitable We promote equitable Open outcomes bureau-wide, We embrace and cultivate and deliver equitable and a welcoming and accessible accessible services for all culture. Portlanders.

Respectful Inclusive We value and support our We listen to and learn from workforce. our community. Knowing that disparities exist, we believe transportation equity requires taking proactive steps here and now to ensure that all Portlanders enjoy the same access to safe, reliable, and aﬀ ordable transportation options MOVING TO OUR FUTURE 2019-2022 12 c means good transportation options that make it easier to get from means good transportation options means a well-designed and well-maintained transportation system and well-maintained transportation means a well-designed Transportation justice Transportation promises personal freedom, access, and freedom, personal access, and promises Transportation connection. Freedom easily and safely. the ability to go where they want that gives people ordable transportation that aff Access means safe, healthy, reliable, and education, culture, and recreation. supports Portlanders’ access to jobs, Connection and the culture of the city. place to place and thus build community and our agency have not always Unfortunately, our country, our city in an equitable or sustainable way. delivered on transportation’s promise made decisions that continue cials offi In fact, past policymakers and public vulnerable users of our transportation to disproportionately harm the most and people with disabilities. system, including people of color costs have unfairly impacted specifi Over time, these burdens and associated populations. Major infrastructure projects uprooted entire neighborhoods. populations. Major infrastructure built without adequate input from Smaller projects were designed and to serve. The needs and desires of the communities they were supposed ignored in visions of Portland’s future. underserved communities were often disparities exist in our transportation It’s a regrettable truth that deep systemic in East Portland, especially east of I-205, system. For example, pedestrians pedestrians in c crash than are more than twice as likely to be killed in a traffi historic other parts of Portland. East Portland generally bears the burden of underinvestment in infrastructure, and has poor air quality and limited also community resources. This is especially troubling because East Portland and has high concentrations of communities of color, low-income people, ciency (LEP). communities with limited English profi taking Knowing that disparities like this exist, transportation justice requires same proactive steps here and now to ensure that all Portlanders enjoy the ordable transportation options. Our roads access to safe, reliable, and aff and belong to everyone. It is in these public spaces that we create community is our decide together how best to make use of our shared right-of-way. It responsibility to remove any barriers to equitable and accessible mobility, wherever these barriers exist. 13 MOVING TO OUR FUTURE 2019-2022 the communitiesthatcanleastaffordthem. carbon emissions,itsimpactsbornemostoftenby our environment.Wefaceaglobalreckoningwith access, andconnectionhavetakenaheavytollon we havetraditionallydeliveredpersonalfreedom, emissions anddangerousspeeds.Thewaysinwhich for howcommunitiesareaffectedbyvehicle collective transportationchoices,rarelyaccounting We havealsonotcapturedthetruecostsofour displacement. past injusticesorcontributetonewoneslike disabilities. Ourinvestmentsshouldnotrepeat of color,low-incomecommunities,andpeoplewith supports moreandbetteraccessforcommunities transportation infrastructurewedosoinawaythat this meansensuringthatwhenweinvestin For ourcommitmenttotransportationjustice, the displacementofresidentsfromneighborhoods. city haspledgedtotakeconcretestepsaddress As partofPortland’s2035ComprehensivePlan,our Questions Questions always always we are asking Climate ActionPlan. Racial EquityGoalsandthe with theadoptionofcitywide radical departurefromthispast Portland’s leadershavemadea Will itreduce carbonemissions? address structuralracism? Will itadvanceequityand

questions inthinkingthrougheachaspectofourwork: portation optionsthatworkforeveryone. working togethertobuildsafeandeffectivetrans- need torewardthisandinvestinthesecommunities more likelytowalk,taketransit,orshareacartrip.We marginalized communitiesarealreadysignificantly the backsofthosewhocanleastaffordit.Historically shift awayfromdrivingalone.Thiscannothappenon transportation choicesandbehaviors,withamassive Plan for2035callsacompleteinversionofcurrent carbon emissions.Portland’sTransportationSystem that willberequiredtoachieveourtargetsforreducing This isespeciallytruegiventhescaleoftransformation investments, services,andprograms. prominent seatatthetableandarecenteredinpolicy, excluded fromthedecision-makingprocess,havea of colorandpeoplewithlimitedmobility,previously Concretely, thismeansensuringthatcommunities and movingdecisivelynowtoaddresstheseharms. means recognizingtheharmfullegacyofpastdecisions to transportationequity.Whatdoesthismean?It Portland asawhole,hasstrengtheneditscommitment Over thelastfiveyears,PBOT,alongwithCityof • • In emissions? carbon reduce it Will racism? structural address and equity advance it Will Moving toOurFuture , PBOTwillaskitselftwocritical

MOVING TO OUR FUTURE 2019-2022 14 Developing a transportation equity framework to guide future equity initiatives, policies, and investments. Strengthening staff capacity Strengthening staff to understand, utilize, implement, and contribute to PBOT’s equity framework. nition for equitable transportation cials’ (NACTO) Equity Committee: Increasing opportunity for historically underserved communities to participate in the development of policy and decision making. we will develop a comprehensive framework for an equitable , we note where we are putting our commitments to equity and climate into and climate into to equity our commitments where we are putting , we note Transforming PBOT’s relationship with underserved communities. Moving to Our Future Moving to Our Future Moving to Contributing to the resilience Contributing of communities that are the most vulnerable amid growth and change. Over the course of transportation system in the Portland metro region, helping us tackle critical issues that intersect with PBOT’s transportation system in the Portland metro region, helping us tackle cation and displacement, equitable service delivery, and access to jobs and mission. These include gentrifi defi opportunity. The work outlined in this strategic plan is inspired by the introduced by the National Association of City Transportation Offi Equitable transportation is the process and outcomes of ensuring that our transportation systems are Equitable transportation is the process and outcomes of ensuring or underrepresented communities inclusive of, meet the needs of, support, and prioritize marginalized and structural barriers impacting (race, physical ability, geographic location) where institutional for both economic and social growth. mobility and access have been eliminated, enabling opportunity action. Guided by the city’s Racial Equity Goals and Climate Action Plan, we will use this strategic plan to refresh plan to refresh will use this strategic Action Plan, we and Climate Racial Equity Goals by the city’s action. Guided by: programs, and investments equity initiatives, the bureau’s and refocus Throughout Throughout Will it advance equity and address structural racism? Will it reduce carbon emissions? 15 MOVING TO OUR FUTURE 2019-2022 • • • Plan, where: a connectedfuturelaidoutintheClimateAction Moving toOurFuture year. Portland showeda1%increaseovertheprevious come fromvehicleemissionsand,asof2016, work todo.Roughly40%ofourcarbonemissions and a100%reductionby2050.Wehavelotof to a40%reductionincarbonemissionsby2030, generations, Portland’sCityCouncilhascommitted urban environmentsthatwillsupportfuture movement ofcitiesworkingtocreatelow-carbon and communitiesofcolor.Asleadersinaglobal proportionately inlow-incomeneighborhoods and hottersummers.Theimpactsarefeltdis- of forestfiresandreducedairquality,flooding, Our regionisalreadyexperiencingtheeffects intergenerational. challengesprofound equity that are with us confronts change Climate carbon electricity and renewable fuels and renewable electricity carbon low- on run and efficient highly are Vehicles neighborhoods diverse and corridors, bustling centers, community vibrant Portland’s throughout prominent are transit and bicyclists, Pedestrians, centers employment many city’s tothe transit tocontinues improve, including frequent-service options transportation active to Access isguidedbythevisionof • • article/700679 found at in theAmericanCitiesClimate Challengecanbe More informationaboutPortland’s participation transportation/equity. initiatives canbefoundat More informationaboutPBOT’sequityandinclusion with clearoutcomesandmeasures. us withaguidingframeworkforourstrategicplan, actions toreducecarbonemissionswhileproviding Climate Challenge.Theinitiativesupportsnear-term participation intheBloombergAmericanCities This strategicplanalsocoincideswithPortland’s from vehicleemissions carbon emissionscomes Roughly 40%ofour • emissions by2030 reduction incarbon 40%

portlandoregon.gov/transportation/ .

• • • • portlandoregon.gov/ incarbonemissions showeda1%increase asof2016,Portland 1% reductionincarbon 100% emissions by2050

Portland City Council has committed to a 40% reduction in carbon emissions by 2030, and a 100% reduction by 2050. 17 MOVING TO OUR FUTURE 2019-2022 organization. focus on how PBOT an as functions eﬀ planning.ective It demands we take more than hard just work and Moving to Future Our ’s vision will MOVING TO OUR FUTURE 2019-2022 18 Throughout this plan’s Throughout this ’s vision will take more than just hard work and eff ective planning. ective more than just hard work and eff ’s vision will take Onebureau, one mission Aligning our policy key positions so we speak consistently and clearly; Clarifying the process and authority for making decisions; Linking the goals of our strategic plan to budget, programs, and measures; and Supporting a culture of learning, where employees are considered thought leaders eld. in their fi Collaborating and communicating better across functions, divisions, and locations; Developing and supporting ects a diverse the experience workforce and that refl perspective of the entire city; • • • • Strengthen bureau alignment and capacity city one by: and bureau as one work will We • • Moving to Our Future organization. on how PBOT functions as an It demands we focus continued to emerge. It became related to PBOT’s organization development, themes PBOT’s day-to-day operations. success depended on improving clear that this plan’s how they can contribute to our PBOT employee to think about This plan asks every will engage with ce of the Director success. To support them, our Offi bureau’s shared the bureau to determine how their work contributes to the across leadership and staff orts and foster ed in this strategic plan, as well as the align eff outcomes that are identifi will ce of Strategy, Innovation and Performance Offi collaboration. At the same time, our and ne the measures and bureau leadership to defi ce of the Director work with the Offi progress toward delivering on this strategy, while targets that we will use to track our bureau-wide. also fostering continuous improvement THE FOLLOWING IMPROVEMENTS TO SPECIFICALLY, WE WILL WORK ON OUR ORGANIZATION: 19 MOVING TO OUR FUTURE 2019-2022 • • • • • by: community We will listen and collaborate with our community the with engagement Enhance • • • • • We decisions will by: policy make evidence-based accessibility data and collection, data use, data Optimize supporting staff more in this work for programs and projects. staffprojects. and supporting programs for work this in more and engagement public for expectations bureau’s the Clarifying and city; our in issues engagement on transportation Encouraging community full and decisions; making policy developing in toparticipate community the for opportunities Increasing research; and outreach qualitative and quantitative through community each of needs the about more Learning early; communities engaging and trust, and communication better Fostering implementation. after and before performance project’s each Evaluating and desired outcomes; the delivering are we whether evaluate to data of Taking advantage community; our of priorities the with line in is work our whether tomonitor data survey qualitative including decisions, equitable and tomake smart data Using confibuild of Portlanders; lives the improving is work our that dence to public the and stakeholders with measures key data Sharing goals; our of each in investment and planning toimprove consistency and frequency enough with data managing and collecting, Identifying, MOVING TO OUR FUTURE 2019-2022 20 : Innovating and using creative solutions that minimize cost and delay, maximize performance over the complete life of our investments, and deliver projects with minimal disruption to neighborhoods and communities. Developing better methods for training staff on project effi ciency and Developing on project better effi methods for training staff delivery; Using best practices to deliver capital projects within scope, schedule, budget;and Promoting a level of coordination on each project that will achieve positive outcomes toward multiple bureau goals; Improving the prioritization and selection ect of projects to better refl both strategic priorities and equitable investment across the city; and Collaborating with partners to achieveour shared goals, and provide leadership as needed. Identifying our strategic partners and clarifying the priorities and expectations for each relationship; Developing a clear understanding of the interests and needs that overlap between and PBOT each partner; and • We will deliver on our commitments to the public by: public the to commitments our on deliver will We • • • • • Achieve excellence delivery project in Invest in external by region city the the and across collaborate will We partnerships • • Goal 1: Safety

Make Portland streets safe for everyone

In 2015 Portland became one of the and cyclists alike. Simply put, as Portland fi rst cities in the country to adopt grows, and more cars take to the roads, our transportation system becomes less safe. Vision Zero—an ambitious plan to eliminate traﬃ c fatalities and serious Moving to Our Future takes two major steps injury crashes on our roadways. to reverse this trend. First, it continues our Since then, PBOT has worked to: aggressive implementation of our Vision Zero Action Plan. Adopted in 2015, the Action • Strengthen a culture of safety within PBOT Plan aims to eliminate all traffi c fatalities and across the city; and serious injury crashes from Portland streets. To do this, we focus our eff orts on • Protect the most vulnerable people on our city’s most deadly streets, called the High Portland streets regardless of race, language, Crash Network, and we do this with proven age, income, or physical ability; Vision Zero strategies—building safer streets, • Prioritize investment in designing safer encouraging safer behavior, and deploying streets and installing what is needed for eff ective and equitable enforcement. The safety—technology and infrastructure where High Crash Network represents only a it is needed most. fraction of the total streets in Portland, but • Identify safe speeds and use education, this is where the majority of fatal and serious enforcement, and engineering to achieve crashes occur. If we can make these streets those speeds on Portland streets; and safer, we will make Portland safer. • Test new concepts like protected bike lanes Of course, traffi c safety is a citywide issue. and launch innovative safety programs like Not every fatality and serious crash occurs our Safe Ride Home initiative. on the High Crash Network. For this reason, Moving to Our Future adopts a citywide The alarming numbers of fatalities that have approach known as Safe Systems which already occurred on our roads in 2019 is a prioritizes safety in everything we do. Safe reminder about how much work we still need Systems means we design and build streets, to do to achieve our Vision Zero goals. sidewalks, bike lanes, and infrastructure safe enough to compensate for the inevitable As our city continues to grow, so too does mistakes that people make. the number of cars on our roads. National and international research clearly shows that an increase in driving reduces safety for everyone on our streets—drivers, pedestrians, What outcome do we want from How does making Portland street’s this goal? safe for everyone reduce pollution?

• Make annual progress toward eliminating fatal and • Less driving, fewer crashes. Building a safe serious injury crashes. transportation system shares some of the same • Build streets that are safer and where people drive fundamental goals and measures of climate slower. action. Every additional mile driven in Portland increases the risk of serious injury or fatality on our roads. To increase safety and reduce carbon How does making Portland streets emissions, we must reduce the number of trips made by people driving. safe for everyone advance equity? • Feeling safe inspires more active travel. There • Addressing hate in streets. Safe spaces mean is a strong correlation between safe conditions diff erent things in diff erent neighborhoods. Our public on the street and the ability of residents to use streets and sidewalks belong to everyone and should more sustainable transportation modes. Working be safe and welcoming for everyone. This begins through our Vision Zero plans and our Safe with treating each other well and combating hate Systems approach, we will measure how our in our public spaces. How people experience safety projects provide safety and how much of a shift to and inclusion in our streets is fundamental to every diff erent modes of travel we see as a result. decision they make.

• Strengthening relationships with our community and within communities themselves. Specifi c decisions we make resonate diff erently in diff erent parts of the city. More streetlights are needed in some areas, while lighting is insuffi cient in others. As we work to create safer, more livable communities throughout Portland, we also must recognize the impact of displacement. Only through deep engagement and partnership with the community and other agencies can we prioritize the safety projects each community needs. By listening and building connections, we ensure that our work allows people to remain in their communities, and that everyone can enjoy the benefi ts of safer streets. 23 MOVING TO OUR FUTURE 2019-2022 investments onourdangerousHighCrashNetworkaswellpedestrian-prioritystreets. Pedestrians andbicyclistsarethemostvulnerablepeopleonourroads.Tobetterprotectthem,wewillfocus especially for pedestrians and people biking Make Portland’s High Crash Network safer, 1 Objective H. H. G. F. E. D. C. B. A. Initiatives Strategic throughout the city. streets on these implement and design, and speeds safer Inflsupporting policy statewide of adoption uence crossing people and vehicles turning. between separation and time more allow to order in intersections key at timing tosignal improvements fund and Identify safety. and bicycle pedestrian about public the educate that campaigns Expand streets. Portland on pedestrians of visibility the toincrease conditions lighting street Improve infrastructure. safety maintain and build we which at rate the toincrease owners property and residents, developers, of part the on encouraged and allowed is what increase that standards impact development new Implement infrastructure. crosswalk tofi needed funding private and public the our in gaps ll diff development new of impact the identifying erently, Assess streets. collector and arterial on projects street” “complete and projects safety transformational large-scale, todeliver ability our improve and support community Gain help complete our multimodal networks. that improvements safety small-scale of delivery up Speed Indicators and Sample Measures Sample and Indicators 3. 3. 1. 2. 2. Infrastructure Safety Safety Infrastructure Risk Crash c. c. b. a. c. b. a. Connectivity b. a. installed or improved improved or installed crossings safe of Number to signals improvements safety of Number guidelines lighting meets that network of Percentage communities underserved historically in investment of Percent guidelines spacing crosswalk meets that network of Percent districts pedestrian Percent of sidewalk coverage in crashes and bicycle Pedestrian injuries serious and Fatalities MOVING TO OUR FUTURE 2019-2022 24 Percent of residents who report a change in behavior as a result campaigns of PBOT and education Percent of drivers who exceed posted speeds on High Crash Network streets Percent of drivers who reduce speed after changes to street design a. Driver Behavior a. b. Awareness 2. 1. Indicators and Sample Measures

Implement traffi c-calming programs targeted along Safe Implement traffi Routes to School, neighborhood greenways, and other walkways. and spaces shared Develop a comprehensive strategy for how sets PBOT speed limits, designs infrastructure for safer speeds, promotes safer speeds, and enforces speeding on city roads. Develop an education and communications strategy so the public better understands the purpose of speed enforcement. Expand the use of speed safety cameras for enforcement along the High Crash Network and other locations. key Establish an approach to monitor speeds citywide and track our speed reduction work.

A. B. C. D. E. Strategic Initiatives Speed kills. The faster drivers involved in a crash are going, the higher the likelihood of fatalities and serious going, the higher the likelihood drivers involved in a crash are Speed kills. The faster will use policy, education, speeds on Portland streets. We we must focus on reducing injuries. For this reason, engineering to achieve this objective. enforcement, as well as design and

Get drivers to slow down slow to drivers Get Objective 2 Notes: 25 MOVING TO OUR FUTURE 2019-2022 we do we Make acore safety priority in everything 4 Objective C. B. A. Initiatives Strategic Make SafeSystemsafundamentalpartofhowwemeasureourtransportationsystem. Identify technologiesthatcanimprovesafetycitywide. Gather datatobetterunderstandsafetyrisks,prioritizeimprovements,andevaluateoutcomes. transportation safer system make our to technology and data Use 3 Objective B. A. Initiatives Strategic into every phase of project delivery. project of phase every into improvements safety building for allows that toolkit Systems Safe a with them provide and Train staff, empower and assets. our of maintenance ongoing and design, scope, model, the for guidelines bureau all in approach Systems Safe amultimodal Prioritize PBOT operations. all for measure acore trips—as completed goto safely—safe, need they where people getting of concept the Incorporate conflicts arise, and how we can reduce risk. reduce can we how and arise, conflicts where system, transportation our through move people how of understanding our improve and data additional provide can that technology emerging and new Pilot projects. safety toevaluating approach comprehensive amore develop data, robust of aid the With 1. Measures Sample and Indicators 1. Measures Sample and Indicators

Quality of Analysis Analysis of Quality b. a. Commitment a. for safety and risk and safety for evaluations completed has that network roadway the of Percent evaluation and data after and before with projects of Percent safety safety for deliver, measure and design, that projects capital of Percent MOVING TO OUR FUTURE 2019-2022 26

Use data and technology our transportation to make system safer safetyMake a core priority in everything we do Get drivers to slow down Make Portland’sMake HighCrash Network especially safer, for pedestrians people bikingand • • • • Notes safe for Portland streets to making of my job contribute What parts work group: How does my everyone?

safe for everyone Make Portland streets streets Portland Make Goal 2: Moving People and Goods

Provide transportation options for a growing city

In recent years, Portland has been city. And we must do this together, with an growing. Fast. Each year tens of evidence-based approach, so that we deliver clear benefi ts to all Portlanders. thousands of new residents now call the city home. In many ways this is This begins with an understanding that the a good thing. It speaks to Portland’s status quo is not an option. Not only will attractiveness as a city and the inaction lead to more congestion, it will also serve to reinforce and worsen inequities in opportunities it oﬀ ers. But the inﬂ ux our transportation system. Communities of of new residents does come with color and low-income communities already challenges. One of the most visible contribute a disproportionate share of their is the increased congestion we income to transportation, while seeing less experience on our roads. benefi ts than white and wealthier Portlanders. Unmanaged, new and emerging technologies such as autonomous vehicles and ride-hailing We have thousands of new residents and an services could exacerbate these inequities. expanding economy. But we can’t build new Lack of access to transportation options roads to accommodate that many new drivers. already exacts a heavy cost on people’s lives Portlanders understand this. In a recent poll, by limiting economic opportunity, reducing nearly 70% of Portlanders agreed that building time with family and friends, and harming new roads was not a viable solution to traffi c individual and community health. congestion. If we can’t build our way out of this problem, then we must fi nd other ways for Additionally, the negative eff ects of growth people to get from place to place easily, safely, and congestion are not distributed equitably and sustainably. as measured by both race and income. Gentrifi cation has disrupted existing Portland has very ambitious goals for neighborhoods, displacing communities of transitioning people away from driving alone color and low-income residents to the car- and into alternative modes of transportation dependent periphery. Thus, those who can such as bicycling, public transit, and walking. least aff ord it are increasingly required to Successfully making this transition allows us to travel farther, at greater cost, with fewer lower carbon emissions and make Portland the options, and with more delay. city we want it to be. To meet these goals, we must begin implementing major changes to the way we build, price, and allocate our roads in the Goal 2: Moving People and Goods

What outcome do we want from How does providing transportation this goal? options reduce pollution?

• Better transportation options for everyone, • Roads less traveled. City Council adopted off ering better access and reliability, and ambitious goals for reducing carbon emissions, removing burdens for historically marginalized much of which depends on a large reduction in communities. vehicle miles traveled. PBOT’s Transportation • Improved mobility for everyone by making sure System Plan aims to achieve these reductions that every new, non-freight trip is through a signifi cant shift in modes traveled by 2035. In order to meet our climate imperatives, by walking, biking, or taking transit. this strategy aims to measure progress in near- term increments, providing regular updates to How does providing transportation leaders and stakeholders on how our initiatives are performing. options advance equity? • Moving more people, not more vehicles. • Mitigating fi nancial burdens. Each policy and With an evidence-based approach and cost- investment decision must consider what the benefi t analysis, we can speed investment, scale desired outcomes and measures will be for racial up successful pilots, or correct course where equity. As we propose signifi cant changes to the necessary. This could mean any combination of way Portland residents get where they need to building new projects, shifting our priorities in go, it is necessary to measure who is paying for the public right-of-way, or pricing congestion in and who is benefi ting from these changes. response to demand. An overall focus on moving people and goods—rather than the number of vehicles—will help us reduce carbon emissions. • Understanding the impacts of gentrifi cation and displacement on transportation. Costs can be measured in direct fees as well as the Transportation Strategy for overall housing and transportation costs of People Movement historically marginalized communities. We must also measure the environmental and social costs of our transportation options measured in air quality and displacement from traditional neighborhoods. Benefi ts, on the other hand, can be measured through better transportation options in specifi c communities, whether through new investment or increased service. By serving our most vulnerable residents better, including people with disabilities, we will deliver a better transportation system for everyone. 29 MOVING TO OUR FUTURE 2019-2022 Notes: H. G. F. E. D. C. B. A. Initiatives Strategic this growingcityneedsinthefuture. Accelerate andbuildprojectsforwalking,biking,takingtransitwhilesimultaneouslyplanningwhat facilities transportation improve and Expand 1 Objective Accelerate the conversion to electric vehicles. Accelerate conversion the to electric communities. convenient options for underserved and safe, increase will that Portland, East in especially centers, specifiDevelop high-growth high-need, for plans c streets. on trips neighborhood encouragingsimultaneously active while concerns livability and safety community to us to allow respond that projects “quick-build” Utilize Portland. East in Avenue 82nd and along outer SE Powell such as Boulevard projects Portlanders, benefi tomaximize investments for ts state Leverage Transit Project. Division the and rail light Corridor other agencies, with including the new Southwest partnership in corridors trail and lines transit major build and Fund bike network. broader tothe connects that city central the in system bikeway aprotected Build transit. taking and biking, walking, for facilities transportation in investments Increase sidewalks. and crossings pedestrian high-priority new Build 3. 3. 1. Measures Sample and Indicators 2. 2. Responsiveness Responsiveness Alone Driving Less b. b. a. b. a. Connectivity Network c. b. a. strategies anti-displacement with projects capital large of Proportion communities underserved historically in made is that investment capital of Proportion bikeways improved or protected of change mileage/percentage Increased sides both on sidewalks with streets major of percent in Change vehicle single-occupancy a in not are that commutes with residents of Percent routes enhanced on Transit ridership areas project share) capital in scooter- and bike- (including split mode transportation Active MOVING TO OUR FUTURE 2019-2022 30 Change in how many people move through areas where right-of-way has been reallocated Change in transit travel times and reliability on enhanced routes Change in hours of delay of freight a. b. c. Eﬃ ciency ciency Eﬃ Indicators and Sample Measures 1.

Replace level-of-service metric with one that measures the cient movement of people and goods, and thismake a effi core measure in all operations. PBOT Develop clear practices for allocating space in the public private whenright-of-way or either public development occurs. c by implementing key projects and Prioritize transit traffi maximizingthe use of existing transit needs. exible curbzone that supports more peoplePilot a fl and cient delivery of freight. more movement, and for effi Upgrade signal systems so they can manage speed, give priority to transit, and collect data to help improve our management of the transportation system. transportationIncrease and bike-share as options, such e-scooters that are able to move more people sustainably ourin limited public right-of-way.

A. B. C. D. E. F. Strategic Initiatives Use the limited space of our public right-of-way to achieve the optimal movement of people and goods. achieve the optimal movement of of our public right-of-way to Use the limited space road space Make the most eﬃ limited our of use cient eﬃ most the Make ObjectiveObjective 2 2 Notes: 31 MOVING TO OUR FUTURE 2019-2022 transportation. Managecongestionbyencouragingalternativestodrivingalonewheneverpossible. Share moreinformationaboutincentiveprogramsthatsupportresidents’adoptionofnewmodes options attractive more transit taking and biking, Make walking, 3 Objective Notes: G. F. E. D. C. B. A. Initiatives Strategic

the city. the of parts growing in ownership vehicle reduce that strategies multimodal and programs parking permitted new Implement community. the with partnership in strategy pricing equitable an Implement investment. transit of levels with combination in strategies management demand different toevaluate us allows that key partners with model pricing aregional Produce emissions. carbon reduce and roads, local on safety improve inequities, existing tomitigate freeways Transportation of Department Oregon on pricing through management demand for Advocate projects. demand management into programs and transportation tointegrate how in bureau the guides which Plan Action Complete Transportation a Demand multiyear Management employers. for Portland program Trip aCommute Reduction implement and Develop Wallet. Transportation the and SmartTrips as such transit, taking and biking, walking, for incentives and information provide and community-led are that ones, new develop and programs, existing of adoption Expand 3. 1. Measures Sample and Indicators 2.

Affordability Affordability ChoiceMode a. b. a. Reliability c. b. a. transportation costs costs transportation and housing in Change mode by time travel of Variability structures and on-street both parking, of rates Usage city central the Number of vehicles entering demographic by behavior travel in Changes ownership car in Change Objective 4 Link transportation to land use more effectively

Collaborate and partner to improve land use and transportation planning efforts for major developments and corridor projects. Deliver better outcomes for residents.

Strategic Initiatives Indicators and Sample Measures

A. Collaborate with city bureaus and partner agencies to 1. Access integrate plans for balancing jobs and housing and increasing access to essential services, starting with the Southwest a. Average travel times to jobs and Corridor, East Portland, and Northeast Portland. critical services, specifically from underserved communities B. Develop and implement new review guidelines to ensure new b. Dollars invested from develop- development yields investments in infrastructure for walking, ment to infrastructure for biking, and taking transit, rather than using standards for traveling without driving alone automobile level-of-service. c. Residential and commercial rents C. Expand programs to support transportation options that align and property values following with affordable housing efforts and major transportation new infrastructure investment improvements.

D. Strengthen the value of the central city as a vibrant commercial center accessible to all Portlanders.

E. Update the freight master plan to support better movement of goods and a vibrant, sustainable economy. Notes What parts of my job contribute to providing transportation options for a growing city? How does my work group:

• Expand and improve transportation facilities • Make the most efficient use of our limited road space • Make walking, biking, and taking transit more attractive options • Link transportation to land use more effectively Goal 3: Asset Management

Deliver smart investments to maintain our transportation system

Every day, Portlanders rely on our Continuing to defer the bulk of this obligation streets and other transportation costs Portlanders more because providing maintenance on a deteriorating system costs assets to get where they need to go. more. What does this deferred maintenance look like? It looks like potholes, streetlight These assets are valued at $13 billion and outages, temporary road closures, and other include: over 100,000 street signs; tens of challenges that Portlanders encounter on their thousands of streetlights and curb ramps; daily trips. thousands of miles of streets; thousands of signals and bike racks; hundreds of bridges and PBOT is committed to reversing this trend and retaining walls; hundreds of miles of bikeways; dramatically shrinking its growing unfunded a dozen streetcars; six parking garages; and maintenance liability. But we know that we one aerial tram. Operating, maintaining, and cannot rely on funding alone. To this end, we planning for the upkeep of these assets is a will use the next three years to improve our 24/7 job and involves staff from all of PBOT’s bureau’s approach to building, preserving, and six primary business groups. repairing our transportation infrastructure. In Moving to Our Future, we outline the way we To support a prosperous city where all will focus on this by improving how we manage Portlanders can get around safely, easily, and our assets and by implementing modern, data- sustainably, PBOT must fi x the city’s crumbling driven tools, programs, and policies. These and substandard infrastructure. Several factors advancements will allow PBOT to maximize make this challenging. First, population growth our current funding across our assets, and to has put more stress on our transportation deliver a better-maintained, safer, and more system. Second, funding has not kept pace with reliable transportation system at a lower cost what we need to maintain the system we have. to Portlanders. New funding in recent years is a step forward, but still insuffi cient to see a long-term, dramatic improvement or address our existing defi ciencies. The result? PBOT currently faces a maintenance obligation of $3.5 billion, the majority of which has no committed funding. What outcome do we want from • Disrupting intergenerational fi nancial burdens. this goal? Sound fi nancial stewardship is itself an opportunity to advance equity. By delivering systems that function over the long-term, we save residents • Performance targets for all PBOT assets which money over a much longer timeframe, one that can identify the gaps in funding for maintaining or span generations. This creates capacity to invest in improving these assets. a better future for Portlanders by taking care of our A data-driven strategy for closing these gaps. assets as we use them, rather than passing the bill • onto future generations. Put another way, when we A transparent and equitable process for selecting • take care of what we have, we can both grow the projects that builds public trust and support for system and sustain it. future investment.

How does delivering smart How does delivering smart investments investments to maintain our to maintain our transportation system transportation system advance equity? reduce climate pollution?

• Focusing on vulnerable roadway users. Asset • Sustaining performance. Modern asset manag- management asks whether the condition and ement is an exercise in sustainability. It looks at the performance of our system meet Portlanders’ desired performance of our assets over the longest expectations. Our equity work asks the important duration at least cost. This includes externalized question: which Portlanders? A high-quality costs to the environment and resilience in the face of transportation system provides access to jobs, climate change. housing, education, and healthcare. Assets that are in poor condition create gaps in the system that • Environmentally friendly and socially responsible block people from opportunity. Addressing the procurement and delivery. Asset management also condition of our assets, particularly in communities contributes to climate action through maximizing of color and for people with disabilities, supports a the use of materials that have a long, functional life more equitable distribution of this public service. and low energy requirements, such as LED lights. We Moving to Our Future mobilizes PBOT to invest and will procure materials with a low-carbon footprint in reinvest in assets that are reliable, safe, and support terms of emissions, transport costs, and sourcing. the needs of all Portlanders, especially those who We will use recycled materials where possible. And have been historically underserved. we can minimize environmental harm through construction techniques like cold-mixing asphalt and • Defi ning successful outcomes together.PBOT will through environmentally conscious waste disposal. use its Equity Matrix and other equity data tools Improving our practices these ways and maximizing to drive investment where the community needs our assets, will mean less failing infrastructure and it most. This will involve the broader community, less waste. and not just be driven by data. How we defi ne asset performance, after all, is an expression of our values • Smart technology and innovation. New smart and the balance and trade-off s it may require. city technologies and innovations off er additional Without a conscious decision to engage historically opportunities for managing our assets in a underserved communities with transparency and sustainable way. We will evaluate these innovations accountability, we will continue to respond to and their potential for off ering effi cient infrastructure the needs of those with more privilege and only in a changing climate and also for PBOT’s own carbon measure success by their expectations. Changing footprint. this historic inequity will be a conscious exercise we will undergo in each asset decision. 35 MOVING TO OUR FUTURE 2019-2022 Notes: investment acrossthecityandregion. management decisions,workfunctions,andinfrastructureoutcomes.Bettercoordinatetransportation Adopt industrybestpracticesacrossthebureau.Makeiteasiertounderstandconnectionbetweenasset management management Make PBOT amodel of modern asset 1 Objective D. D. C. B. A. Initiatives Strategic planning, and enhance customer service. and enhance customer planning, failure, improve resource asset decrease reduce costs, to manner predictive and aproactive in assets Maintain condition. to good least at restored is it autility, by impacted is asset transportation any when tomake that sure partners external with and bureau the within alignment Enhance performance. resilient and sustainable, reliable, fi and planning into cost support to life-cycle order in nance PBOT staff Empower complete asset’s an incorporate to throughout our work. practice reinvestment sustainable a toadvance conversation bureau-wide abroad Build 1. 1. Measures Sample and Indicators Return on Investment Investment on Return d. d. c. b. a. preventative rather than reactive reactive than rather preventative or predictive are that orders work maintenance of Percent parties third other and utilities by work after ratings condition Asset failure asset of rate the in Reduction practice management asset improved from savings and avoidance Cost MOVING TO OUR FUTURE 2019-2022 36 Percent of asset classes with dence data high-confi Percent of asset classes rated at a frequency in line with industry standards a. b. Quality of Analysis Indicators and Sample Measures 1.

For each class of assets, defi ne “stateForgood of each repair” class of assets, defi and develop a living asset registry to better prioritize maintenance. Integrate data collection and management of all assets, PBOT including transit facilities, so decisions are data-driven. Measure the likelihood and consequence asset of failure— known as “asset criticality”—and prioritize reinvestment according to this measure

Notes: Gather and manage data that helps guide investment, avoid risk, and make informed decisions. avoid risk, and make informed data that helps guide investment, Gather and manage transportationtransportation assets assets Use data to make better decisions about about about decisions decisions better better make make to to data data Use Use ObjectiveObjective 2 2 A. B. C. Strategic Initiatives 37 MOVING TO OUR FUTURE 2019-2022 Notes: Establish aclearandstandardizedprocessforprioritizingassetinvestment. infrastructure Be good financialstewards of public 3 Objective E. D. C. B. A. Initiatives Strategic

of assets. responsibility taking or replacing, rehabilitating, planning, when costs life-cycle for toaccount policy bureau Develop utilities. private and public both with coordinating and Reduce maintenance by investments leveraging backlog investments. or new capital development, transfer, donation, jurisdictional through as such assets, new of ownership PBOT accepts how for criteria new Develop classes. asset between and class asset an within decisions making for and budgets, and projects capital develop to tools these Use priorities. and goals defined upon based investment asset tojustify evaluations, case business as such tools, consistent implement and Develop repair, in rehabilitation, asset reinvestment and replacement. for methodology andDevelop implement a prioritization 1. Measures Sample and Indicators

Financial Sustainability Sustainability Financial b. a. coordination with utilities utilities with coordination through saved Dollars maintenance and operations for funding dedicated with assets of Percent MOVING TO OUR FUTURE 2019-2022 38

Voter and stakeholderVoter support for key investment initiatives Percent of maintenance that occurs in historically underserved communities Percent of assets regulated by federal or state agencies that meet intended performance requirements a. b. c. Public Confidence

Indicators and Sample Measures 1.

Definegoals for asset performance and deliver outcomes that achievable, are measurable, sustainable, and contribute to the bureau’s progress in delivering “state of repair.” good Create strategies for investment that are informed by decisions in color of communities prioritize and equity made about asset reinvestment. Build partnership and trust with underserved communities by working together to define and evaluate asset performance. Align the timing of maintenance to address the most critical priorities for the public and maximize return on the public’s investment. Report annually on asset conditions and the progress made toward “state of good repair” since the previous year. enhance public trust,To improve communication and transparency about the decisions and trade-offs when it comes to asset investment.

Be good financial stewards of public infrastructure to PortlandersTalk about their expectations for asset performance Make PBOT a model PBOT Make of modern asset management Use data better to make decisions about transportation assets

• • • • What parts of my job contribute to delivering Smart Investments to What parts of my job contribute to delivering Smart Investments maintain our transportation system? How does my work group: Notes Notes: for asset performance Talk to Portlanders about their expectations expectations their about Portlanders to Talk Objective 4 A. B. C. D. E. Strategic Initiatives Deliver a transportation system that meets Portlanders’ expectations and lasts the longest for the least cost. expectations and lasts the longest system that meets Portlanders’ Deliver a transportation the community about asset management. our progress and engage with Tell Portland about 39 MOVING TO OUR FUTURE 2019-2022 Notes: MOVING TO OUR FUTURE 2019-2022 40 system maintain our transportation Deliver smart investments to ASSET MANAGEMENT

AND GOODS MOVING PEOPLE Provide transportation options for a growing city PBOT’S GOALS THREE CORE everyone SAFETY Make PortlandMake streets safe for Notes: 41 MOVING TO OUR FUTURE 2019-2022 to developingthisstrategic plan. PBOT thanksallthosewhocontributed needed toachievethoseoutcomes. goals, outcomes,andtheobjectives force wasresponsiblefordefi ning major workgroupatPBOT.Thistask Force membersrepresentingevery group of26StrategicPlanningTask bureau leadershipandguidedbyacore This planningeff ortwasdirectedby • • • • • period, including: range ofstakeholdersoverasix-month PBOT gatheredinputfromawide everyone. ForMovingtoOurFuture, A goodstrategicplanneedsinputfrom Appendix across the city across the partners other and leaders Civic on specifioutreach projects c in our included members Community bodies advisory public our on served who members Community program Streets Our Fixing the Plan, and Zero Action Vision the Plan, System Transportation of the development in the participated who members Community organization PBOT staff ourof at alllevels PBOT STRATEGIC PLAN 2019-2022 42 former Streetcar Traffi c Traffi Active Complete Streets Complete Development Development Equity & Inclusion Asset Manager Mapping & GIS Sidewalk Inspection Resource DENVER IGARTA, DENVER Planner Supervising KURT KRUEGER, Division Manager Services MARK LEAR, Development Manager KATHRYN LEVINE, Division Manager MALISA MCCREEDY, Division Parking Operations Manager KIRK MCEWEN, Supervisor MICHAEL MAGEE, Maintenance Supervising Engineer IRENE MARION, Program Manager LEE MUNSON, & Repair Supervisor STEVE SZIGETHY, Capital Program Projects Manager MYCHAL TETTEH, Transportation & Safety Division Programs Section Manager, former Fixing Our Streets Program Manager EMILY TRITSCH, RYAN WEBB, Civil Design & Construction Management Civil Engineer JOHN WHEELER, Parking Enforcement Supervisor Active Administrative Environmental Traffi c Safety c Safety Traffi Traffi c Engineer Traffi Program Policy Innovation Program Development Project Manager Development Project TY BERRY, Senior Financial Analyst STEFAN BUSSEY, WENDY CAWLEY, Engineer CATHERINE CIARLO, Transportation & Safety Division Manager SCOTT CLEMENT, PROJECT MANAGER PROJECT KERR, Strategy, MICHAEL & Performance Innovation Manager Division STRATEGIC PLANNING TASK FORCE MATT BERKOW, Systems Division Manager SHOSHANA COHEN, airs Intergovernmental Aff Manager KATHRYN DOHERTY-CHAPMAN, Northwest Parking District Liaison MARIBETH ELMES, & Facility Services Business Operations Supervisor MATT ERICKSON, Private for-Hire Program Manager ERIC HESSE, & Regional Collaboration Supervising Planner ANNE HILL, Development Project Manager Services Active Equity & Inclusion Asset Manager EMILY TRITSCH, TARA WASIAK, Maintenance Operations Group Manager STEVE TOWNSEN, City Engineer, Engineering Services Group Manager Transportation & Safety Division Programs Section Manager, former Fixing Our Streets Program Manager MYCHAL TETTEH, ART PEARCE, Policy, Planning & Projects Group Manager IRENE MARION, JERAMY PATTON, Business Services Group Manager CHRISTINE LEON, Development, Permitting & Transit Group Manager Program Manager JOHN BRADY, Communications & Public Involvement Director DAVE BENSON, Parking Group Manager NOAH SIEGEL, Interim Deputy Transportation Director DIRECTOR’S TEAM DIRECTOR’S Transportation CHRIS WARNER, Director COMMISSIONER-IN-CHARGE City Portland CHLOE EUDALY, Commissioner 43 PBOT STRATEGIC PLAN 2019-2022 Section Manager JAMIE JEFFREY,Traffi cDesign Transportation PolicyPlanner PETER HURLEY,Senior Division Manager & ConstructionManagement EVA HUNTSINGER, Manager Transportation OperationsSection STEVE HOYT-MCBETH, Demand Specialist LIZ HORMANN, CREEC Engineer & ConstructionManagement RAPHAEL HAOU, Controls Manager ALICIA GRUBER, Engineering Supervisor CAMERON GLASGOW,Bridge Planning andSustainability Planner, PortlandBureauof & StrategicPlanningPrincipal ERIC ENGSTROM,Comprehensive Program Manager Charges, PortlandintheStreets Aerial Tram,SystemDevelopment RICHARD EISENHAUER, Manager DANA DICKMAN, Division Manager CHRIS ARMES, GROUP MEMBERS STRATEGIC GOALWORKING Division Manager PETER WOJCICKI,StreetSystems Program DivisionManager MILLICENT WILLIAMS,Capital Parking Operations Transportation Capital Project Civil Design Safety Section Civil Design Active Portland Planning andSustainability Planner, PortlandBureau of & StrategicPlanningPrincipal ERIC ENGSTROM, Portland ExecutiveDirector KIMBERLY BRANAM, and SustainabilityDirector Portland BureauofPlanning SUSAN ANDERSON, EXTERNAL STAKEHOLDERS Planning andSustainability Planner, PortlandBureauof SARA WRIGHT,CityLandUse Control &CoordinationManager CHON WONG,TemporaryTraffi c Manager Transportation ProgramsSection IAN STUDE,formerActive Engineering Supervisor WILLIE ROTICH,ITSSection Analyst Performance Improvement Innovation &PerformanceSenior KATIE ROOT,Offi ceofStrategy, Program Coordinator former Equity&Inclusion HECTOR RODRIGUEZRUIZ, Coordinator MICHELLE MARX,Pedestrian Management DivisionManager Inspection &Pavement TODD LILES, Planner Project PlanningSupervising MAURICIO LECLERC,Area& & RegionalCollaborationPlanner BOB KELLETT,PolicyInnovation Construction, Comprehensive former Prosper Content Producer STACY BREWSTER, PROOFREADING COPYEDITING AND Graphic Designer SARAH PETERSEN, AND ILLUSTRATION GRAPHIC DESIGN Catalysis LLC CONSULTANT Budget AdvisoryCommittee Transportation Bureauand Portland Bureauof Committee Transportation Equity Portland Bureauof interim Director of PlanningandSustainability JOE ZEHNDER, Region 1Manager Department ofTransportation RIAN WINDSHEIMER, Deputy Director Bureau ofEnvironmentalServices DAWN UCHIYAMA, Bureau Director MICHAEL STUHR, SMART CityPDXManager of PlanningandSustainability KEVIN MARTIN, Project DeliveryManager of TransportationStatewide DAVID KIM, Director Bureau ofEnvironmentalServices MICHAEL JORDAN, of DevelopmentServicesDirector REBECCA ESAU, Oregon Department Portland Bureau Portland Bureau Portland Bureau Portland Water Portland Portland Oregon It is the policy of the City of Portland that no person shall be excluded from participation in, denied the benefi ts of, or be subjected to discrimination in any city program, service, or activity on the grounds of race, color, national origin, disability, or other protected class status. Adhering to Civil Rights Title VI and ADA Title II civil rights laws, the City of Portland ensures meaningful access to city programs, services, and activities by reasonably providing: translation and interpretation, modifi cations, accommodations, alternative formats, and auxiliary aids and services. To request these services, contact 503-823-5185, City TTY 503-823-6868, Relay Service: 711.