Portland Bureau of Transportation FY 2019‐20 Requested Budget

TABLE OF CONTENTS

 Commissioner’s Transmittal Letter  Bureau Budget Advisory Committee (BBAC) Report  Organization Chart  Bureau Summary  Capital Budget  Summary of Bureau Budget  CIP Summary  FTE Summary  Fund Summaries  Capital Project Details  Program Offers  Bureau Performance Measure Report  Direction to Develops  Transportation Operating Fund Financial Forecast  Parking Facilities Fund Financial Forecast  Budget Equity Assessment Tool  CY 19‐20 to FY 2023‐24 CIP List

Page 1 Page 2 Page 3 Page 4 Dear Transportation Commissioner Eudaly, Mayor Wheeler, and Commissioners Hardesty, Fish, and Fritz: The PBOT Budget/Bureau Advisory Committee (BBAC) is a collection of individuals representing a range of interests impacted by transportation decisions, including neighborhoods, businesses, labor, bicyclists, pedestrians, and traditionally underserved communities. We typically submit a letter addressing budgetary issues and priorities as part of the Bureau’s budget submission.

This year the City implemented a new budget process that encourages stronger accountability by linking resources to program goals and performance metrics. PBOT staff have endeavored to provide BBAC with the most up to date information regarding the budget and BBAC members applaud the new approach.

Unfortunately, as of our last meeting on January 17th, the information the BBAC needs to evaluate PBOT’s 2019 - 20 budget request was not yet available. After we have received and reviewed the necessary information thoroughly, we will send a letter with our recommendations. For future budget cycles, we strongly urge the City and PBOT to provide sufficient time for meaningful public input, consistent with the City's goals for equity and accountability.

BBAC believes in transportation for everyone. We evaluate the budget with a keen interest in how it plans for equity, safety, labor, and the ever-growing need to combat climate change. We look forward to the opportunity to address our concerns in future letters.

Thank you,

Page 5 Page 6 Page 7 Portland Bureau of Transportation

Percent of City Budget

Bureau Programs

Bureau Overview

Revised Requested Change from Percent Requirements FY 2018-19 FY 2019-20 Prior Year Change Operating 373,193,669 363,232,616 (9,961,053) (2.67) Capital 202,083,296 251,488,538 49,405,242 24.45 Total Requirements 575,276,965 614,721,154 39,444,189 6.86 Authorized Positions 1,006.30 1,011.30 5.00 0.50

City of Portland, Oregon – FY 2019-20 R equested B udget 1 Page 8 INTERIM TRANSPORTATION DIRECTOR Chris Warner 503-823-1055

INTERIM ASSISTANT TRANSPORTATION DIRECTOR Noah Siegel Executive Assistant Sierra Stringfield 503-823-5085 503-823-9194

Fixing Our Streets Program Mychal Tetteh BUSINESS SERVICES DEVELOPMENT PERMITTING & TRANSIT PARKING SERVICES ENGINEERING SERVICES POLICY, PLANNING & PROJECTS MAINTENANCE OPERATIONS 503-823-5320 Jeramy Patton Christine Leon Dave Benson Steve Townsen Art Pearce Tara Wasiak 503-823-6188 503-823-7441 503-823-5444 503-823-7144 503-823-7791 503-823-1758

Communication & Public Involvement John Brady 503-823-7375 Business Technology Services Development Review Parking Enforcement Bridges & Structures Capital Projects Construction & Operations Melissa Foley Kurt Krueger Michael Crebs Cameron Glasgow Millicent Williams Amy Roberts 503-823-8145 503-823-6964 503-823-6834 503-823-9726 503-823-4229 503-823-1769 Equity & Inclusion Program Irene Marion 503-823-4239 Administrative Services Right of Way Programs & Permitting Regulatory Civil Design Active Transportation & Safety Environmental Systems Maribeth Elmes Chris Wier (Acting) Mark Williams Eva Huntsinger Catherine Ciarlo Scott Clement 503-823-5077 503-823-7219 503-823-7527 503-823-7563 503-823-5667 503-823-7052 Asset Management Emily Tritsch 503-823-5069 Employee Services Utilities, Construction, & Inspection Parking Operations Construct, Inspection & Pavement Area & Project Planning Street Systems Ken Lee Alex Bejarano Chris Armes (Acting) Todd Liles Mauricio LeClerc Peter Wojcicki Legislative & Resource Development 503-823-5065 503-823-7575 503-823-5810 503-823-6992 503-823-7808 503-823-1751 Mark Lear 503-823-7604 Shoshana Cohen Financial Services Streetcar Traffic Systems Policy & Regional Planning Communications & Dispatch 503-823-4466 Ken Kinoshita Kathryn Levine Lewis Wardrip Eric Hesse Michael Anderson 503-823-7140 503-823-7085 503-823-5187 503-823-4590 503-823-1715 Administrative Assistant Shawnea Posey Complete Streets 503-823-7862 Strategy, Innovation & Performance Survey Michael Kerr Mark Hawkins Denver Igarta 503-823-5808 503-823-7150 503-823-1088

Safety & Training Edward VanBuren 503-823-4673

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Bureau Summary Bureau Mission The Portland Bureau of Transportation (PBOT) is the steward of the City’s transportation system and a community partner in shaping a livable city. We plan, build, manage and maintain an effective and safe transportation system that provides access and mobility. Bureau Overview Our job is to connect people to the places they want to go. Our system of roads, sidewalks, bike lanes, transit and trails gets Portlanders from place to place easily, safely and sustainably. Portland’s efficient, safe and sustainable transportation system serves as a foundation for the high quality of life Portlanders enjoy. We manage a $12.2 billion transportation system with many elements. Some, like our streetcar and roads, are large-scale pieces of infrastructure valued in the hundreds of millions of dollars. Others like our streets signs or sidewalk corners support a mobile and connected city in smaller, but no less vital ways. The number and variety of the assets in PBOT’s portfolio explain the wide-ranging and multifaceted nature of our work. The bureau is proud to contribute to our city’s high-quality of life by maintaining and operating these assets well. PBOT employs over 950 people, and is organized into the following groups: Office of the Director Policy, Planning, and Projects Parking Services Engineering Services Maintenance Operations Development Permitting and Transit Business Services The bureau’s budget is organized around seven budget programs: Administration and Support Services, Operations & Maintenance, Parking, Planning & Engineering, Regulatory & Permitting, Mobility and Infrastructure Improvements. There is not a one-to-one correlation between groups and budget programs as some organizational units support more than one program area.

Strategic Direction

Goals and Objectives In recent years, the pace of change in transportation has accelerated rapidly. In just the last five years, Portland has introduced a new public transit system (BIKETOWN); experienced the introduction and rapid growth of a new transportation industry (Transportation network companies); piloted a new transportation technology (e-scooters); and put in the policy framework to test and potentially adopt autonomous vehicles (Smart Autonomous Vehicle Initiative). These are just some of the fundamental changes in how Portlanders travel around their city, and there is no sign that the pace of change is slowing.

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To manage change in such a rapidly evolving environment demands smart and strategic planning. For this reason, PBOT undertook a fundamental shift in how we planned for the future. We launched this new era in strategic planning in 2015 with the launch of Portland Progress. This ambitious two-year strategic work plan laid out the specific and measurable steps our agency would take to improve transportation in our city. We followed this with Portland Progress II in 2017, a plan that built on and extended the vision of the first Portland Progress. Now we are launching, Moving to the Future, the third iteration of our modern strategic vision for Portland’s transportation system. Like the first two plans, Moving to the Future presents the steps we will take to harness the transformation of transportation to deliver well-maintained streets, help ease congestion and keep safety front and center in all that we do. Moving to the Future aligns the work of PBOT’s seven work groups to achieve three main goals that we will focus on in the next three years: 1. Working for a safe and accessible Portland 2. Building, preserving and repairing Portland’s streets 3. Creating solutions for our growing city. Each goal contains specific objectives and initiatives. The objectives are the actions we will take to achieve our overarching goals. The initiatives are the tools we will use along the way. Importantly, we have defined our objectives in a way that can be measured. This is an important accountability control built into this plan. Defining measurable objectives also allows us to assess whether we chose the right initiatives to achieve our goals. Together the goals, objectives and initiatives provide the guidance bureau managers need to determine the overall direction of the work they oversee.

Key Performance PBOT’s FY 2019-20 Requested Budget includes the following Key Performance Measures Measures: Portland streets are safe for all users, regardless of how they travel, measured as reducing traffic fatalities. The City’s Vision Zero Task Force has a goal of eliminating traffic related fatalities across all modes by 2025. The City’s 2035 Comprehensive Plan also has a goal of eliminating traffic related fatalities from Portland’s transportation system. Portland creates livable neighborhoods, manages its growth, and limits its greenhouse gas emissions by expanding sustainable commuting, as measured by commuter trips made by walking, biking, transit, carpool or telecommute. Portland’s Transportation System Plan, Climate Action Plan, and Bike Plan call for 70% of Portlanders to commute by walking, biking, transit, carpool or telecommute by 2030. By 2020, PBOT has a target of 28% of commuter trips being made by walking, biking, transit, carpool or telecommute Transportation assets are maintained, measured by percent of City-owned bridges in non- distressed condition (a combination of fair or better condition, non-structurally deficient and/or non-weight restricted). Given that PBOT has committed to replacing one weight restricted bridge per year, by 2020, 85% of PBOT’s bridges are projected to be in a non- distressed condition.

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Transportation assets are maintained, measured by percentage of local streets in fair or better condition. PBOT’s strategic target for this measure is that by 2035, 70% of all local streets will be in fair or better condition and no more than 11% will be very poor condition, as referenced in PBOT’s Asset Status + Condition Report 2016. By 2020, PBOT anticipates increasing the percentage of local streets in fair or better condition from 48% to 50%. Transportation assets are maintained, measured by percentage of busy collector/arterial streets in fair or better condition. The target year is 2035 and the strategic target is 80% in fair or better condition and no more than 2% in very poor condition, as referenced in PBOT’s Asset Status + Condition Report 2016. By 2020, PBOT anticipates increasing the percentage of busy collector/arterial streets in fair or better condition from 31% to 35%. Portland Streetcar supports a growing Central City, providing reliable and efficient transit service, measured by Streetcar’s annual ridership. Annual ridership in 2020 is projected to be 5,000,000, as defined within Streetcar’s 5-Year Strategic Plan.

Transportation Since spring 2016, a number of new transportation funding sources have become available. Funding These new funding sources will reduce, but by no means eliminate, the City’s structural maintenance deficit. In May 2016, Portland voters passed Measure 26-173, Portland’s first local funding source dedicated to fixing our streets. Measure 26-173 will raise an estimated $77 million over four years through a temporary ten-cent gas tax. In the same month, the Portland City Council also passed the Heavy Vehicle Use Tax, a measure that will generate an estimated $8 million over four years. Both funding mechanisms will be eligible for renewal in 2020. In 2017, the Oregon State Legislature passed, and Governor Brown signed, HB 2017, a state transportation funding package.?The legislation is projected to increase funding in FY 2019-20 by $19.2 million, and?up to $35 million by FY 2026-27 through a series of increases to gas taxes, weight mile taxes and vehicle registration fees. Also,?in Fall 2017, Portland City Council created the Build Portland program to finance upgrades to critical city infrastructure, including?transportation improvements. PBOT will invest this money in a wide variety of street improvement and safety projects across the entire city. The funding will help PBOT expand preventive street maintenance that saves money, prevents potholes and makes it easier and safer to move goods around the city. It will support our work to make it safer for children to walk to school. It will also allow us to build more sidewalks, traffic signals, streetlights and bike lanes.

Capital Budget Capital Summary Investing in Portland’s transportation system is critical to keeping people and goods moving and to the City remaining economically competitive. Building a twenty-first century transportation system is expensive and complex. The City’s capital program represents PBOT’s commitment to making the investments necessary to improve how people and goods move through Portland while contributing to our City’s high quality of life.

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The foundation of the City’s capital program is the Capital Improvement Program (CIP). The CIP, which is updated annually through the overall budget process, is a five-year spending plan that has been developed to bring transportation assets to a state of good repair, enhance the safety of Portland’s transportation system for all users, and provide additional capacity for a growing population. This is achieved through the strategic investment in transformational construction projects. At its core, the CIP is a list of projects, estimated costs and revenue sources. The base five-year FY 2019-20 to 2023-24 Requested CIP includes 136 projects at a total cost of $617,781,082 million including General Fund Request and Build Portland funding

CIP Highlights The five-year FY 2019-20 to 2023-24 Requested CIP delivers on City Council’s goal of providing Portlanders with a robust set of transportation choices. Approximately 95% of FY 2019-2020 funding comes from non-discretionary sources, including the 10-cent Fixing Our Streets gas tax and Heavy Vehicle Use Tax; federal, state and local grants; contracts; developer fees and other external sources. PBOT’s discretionary General Transportation Revenue (GTR) funding makes up the remaining 5%. Importantly, several key CIP projects will build new transportation facilities in areas with significant infrastructure deficits. Examples include sidewalk infill and other crossing improvements that will be built by the East Portland Access to Transit project, the East Portland Access to Employment and Education project and the SW Capitol Highway project. Other high-profile projects and programs will rebuild and improve obsolete infrastructure for continued safe use, such as traffic signal replacements and pavement restoration. Dramatically reducing traffic deaths remains a policy priority. Investments are planned on several streets identified as high crash corridors such as 122nd Avenue, 82nd Avenue, Outer Division and SW Beaverton Hillsdale Highway. Building safe and comfortable infrastructure for bicyclists directly contributes to citywide efforts to reduce Portland’s carbon footprint. Thus, we are continuing our significant investments in support of bicycling. The CIP invests in a number of new cycling facilities including the 70’s and 4M Greenway projects. The Central City in Motion project will provide improved cycling, walking and transit access to areas of the city found in the central core. These investments will be complemented by two new bike and pedestrian bridges; the NW Flanders Bridge over I-405 and the Sullivan’s Crossing Bridge over I-84. Our economy suffers if employees can’t get to work easily; if businesses can’t get their goods to market; and if customers can’t easily get to their favorite stores. In support of the continued economic vitality of Portland, the CIP improves freight movement, including large bridge projects (Rivergate Overcrossing) and targeted street improvements on freight corridors (Columbia Blvd, 47TH Ave, and Bond Ave). Streetscape projects in the CIP help support small businesses on key commercial corridors such as SE Foster Avenue project and the Halsey/Weidler project which will provide improved sidewalks, bike lanes and pedestrian crossings. The most recent Transportation System Plan (TSP) created ten citywide programs that are a group of similar small-scale investments, generally under $500,000 each including: smaller active transportation investments through pedestrian and bikeway network completion; targeted safety investments on high crash corridors and through safe routes to school; transit and freight priority; transportation system management and demand management; and alternative street design. These program categories are now incorporated into the CIP with varying levels of initial funding with the aim to increase investment in these categories as resources allow.

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In May 2016, voters in Portland approved a temporary Street Repair and Safety Program titled ‘Fixing Our Streets.” The program, designed to finance a list of approximately 65 street repair and safety improvements throughout the city, will provide for pavement repair, signal modernization, more crosswalks and safety beacons, better and safer access to school, and increased transit and community services. The program is funded by a 10-cent gas tax approved by the voters and a heavy vehicle use tax passed by Council ordinance. The CIP includes a strong commitment to improve transportation infrastructure for people with limited mobility. The City has committed to reconstruct 1,500 street corners per year to Americans with Disabilities Act (ADA) standards – double the City’s previous investment level. These infrastructure improvements form a part of numerous paving and sidewalk projects. In addition, the CIP includes dedicated funding for citywide ADA ramp construction.

Major Issues PBOT still lacks a sufficient source of ongoing source of discretionary funding dedicated to the CIP, relying on 94% grants and restricted funding sources. PBOT’s CIP has been developed to align with 5xisting resources and honor funding commitments on key regional projects. Future federal and state grant dollars have been in decline; in December 2015 Congress reauthorized the Surface Transportation Act, while the new program provides new opportunities to fund certain types of projects the amount of federal funds available for general transportation projects remained at roughly the same level as previous acts. Over-reliance on grant dollars has created the perception of inequitable service distribution. Unlike discretionary GTR funding, grant dollars cannot be re-allocated to a different need or project location that may be a higher priority for PBOT, including maintenance.

Changes from Prior The five-year Requested CIP includes 28 new projects. Many of the projects come from Year Fixing Our Street funding, Build Portland, HB 2017, System Development Charge (SDC), and grants. These projects range in scope from sidewalk, pedestrian, and bike safety improvements to structural

Council Goals and The Portland Plan, adopted by Council in April 2012, includes strategies for developing a Priorities prosperous, educated, healthy and equitable city over the next 25 years. PBOT has implementation responsibilities as outlined in the five-year action plan and continues to align its investments with that adopted direction. In December 2016, City Council adopted Portland’s Vision Zero Action Plan with the vision of working together, we will take equitable and data-driven actions that will eliminate deaths and serious injuries for all who share Portland streets by 2025. This plan provides clear direction to the bureau and partner agencies to prioritize investments in safety improvements that are reflected in this CIP and in grant request priorities for upcoming funding cycles.

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Criteria Most programs and projects within the Requested CIP continue existing projects or bring existing projects to completion. The selection of new projects is guided by the recently adopted Transportation System Plan. Each project in the CIP was evaluated based on multiple criteria including safety, equity, climate, and mobility. Annually, PBOT staff work with City Council and PBOT’s advisory committees to pick the best projects for additional revenue based off of specific grant/funding source criteria. Wherever possible, projects are selected that achieve multiple objectives. In addition, projects are prioritized and designed to leverage external funding (triple win) and to ensure effective project delivery. The PBOT CIP includes sidewalks and greenways for safer and better access for walking, biking, and public transit, street improvements for main streets, local streets and freight routes, as well as regional transit projects. The goal is to provide transportation choices for residents, employees, visitors, and firms doing business in Portland, while making it more convenient to walk, bicycle, take transit, therefore avoiding the need to drive to meet daily needs. Capital Planning and Budgeting

Capital Planning Transportation capital project requests come from a variety of sources. The bureau receives Process requests for capital improvements from neighborhoods, businesses and individuals, and partner agencies. Projects are identified and developed through neighborhood plans and studies adopted by City Council, such as the Central City Street Plan. The bureau works with other public agencies and private organizations to develop projects that have shared transportation goals. All of these projects are compiled into the Transportation System Plan (TSP) and are evaluated based on their ability to improve the following outcomes: Safety, Neighborhood Access, Economic Benefit, Opportunity Access; Health, Equity, Climate, Cost Effectiveness, Community Support. In addition to the TSP, capital maintenance projects arise from PBOT’s Asset Management programs, which derive spending priorities among asset classes based on a variety of criteria including the risk of asset failure and safety needs.

City Comprehensive The Requested CIP for capital programs and projects is consistent with the priorities Plan identified in the TSP, a 20-year planning document mandated by the State Transportation Planning Rule. The TSP meets state and regional planning requirements and addresses local transportation goals for cost-effective street, transit, freight, bicycle, and pedestrian improvements. The Transportation Element of the TSP is a part of the City’s Comprehensive Plan. The TSP contains nearly 300 City-led major transportation projects, which address capital improvements for all modes of transportation and are consistent with Metro’s 2040 Growth Concept, the long-term vision for the region. The TSP is the primary document for guiding transportation CIP investments. The TSP identifies major improvements and includes a list of significant projects. Many projects identified though plans may not be defined as “significant“ or major projects but are still important. For these projects, the TSP also contains a set of ten Citywide programmatic priorities:

 Pedestrian Network Completion

 Bikeway Network Completion

 Neighborhood Greenways

 High Crash Corridors

 Safe Routes to School

 Transit Priority

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 Freight Priority

 Transportation System Management

 Transportation & Parking Demand Management

 Alternative Street Design Program

Financial Forecast The Requested CIP is supported by several funding sources, including Fixing Our Street, Overview System Development Charges, Build Portland, bond proceeds, federal, state and local grants, and regional partnership agreements. The CIP is also supported by the State Highway Fund (motor fuels tax, vehicle titling and registration fees, and weight-mile tax imposed on trucks) and parking revenues, which together represent General Transportation Revenues (GTR). GTR is PBOT’s primary discretionary funding source. Over the years, the ongoing GTR in the CIP program has been reduced significantly from $9.4 million per to $4.6 million in FY 19-20. The reduction in ongoing discretionary funding has significantly reduced PBOT’s ability to fund road rehabilitation projects as well as safety projects such as sidewalks improvements, pedestrian safety improvements, bicycle projects, and signals and streetlight reconstruction. The remaining GTR in the CIP is used primarily to match federal and state grants and fund local capital maintenance projects. As federal and state grant opportunities arise, PBOT staff review the grant criteria with partnering bureaus and consider potentially eligible projects from the TSP, modal plans, and other implementation plans or strategies adopted by Council. These potential projects are reviewed with bicycle, pedestrian, and freight advisory committees; senior management; and the larger community when warranted. Final selection of the projects for application is also contingent upon identifying local matching fund

Asset Management Asset Management is a system used to determine the proper repairs at the proper time for and Replacement Plan infrastructure. Certain assets have reserve funds that are used for major maintenance and capital replacement. Other infrastructure does not have reserve funds, but prioritization and strategic maintenance are applied to maximize the life of the asset. Condition monitoring is conducted on a number of assets. Knowing the condition of an asset allows the bureau to apply the right fix at the right time and to appropriately plan maintenance and operations dollar needs.

Public Facilities Plan The TSP serves as the Public Facilities Plan for transportation. This is noted in Goal 11.6 of Overview the City’s Comprehensive Plan. The TSP provides a framework for providing urban public facilities and service within Portland’s Urban Services Boundary. Capital Programs and Projects

Capital Program The PBOT CIP is organized and guided by the following five goals: Descriptions  Improve transportation safety - Address safety by reducing conflicts within and between transportation modes.

 Maintain transportation assets - Maintain transportation assets in ‘good” condition on a scale of poor to very good.

 Enhance public health and community livability - Encourage and support active transportation choices and reduce carbon emissions and pollution to address environmental quality and climate change. Directly support safe, convenient access to local destinations for all populations.

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 Support economic vitality - Support business development and employment opportunities and access to businesses by implementing capital improvements that improve and expand access. The FY 2019-20 Adopted CIP projects are described in detail in the Capital Improvement Plan Summaries in the appendix of this budget document.

Funding Sources The PBOT CIP has a variety of funding sources outlined below:

Fixing Our Streets Voters in Portland approved a temporary Street Repair and Safety Program in May of 2016 to finance street repair and safety improvements. The funding provides for much needed pavement repair, signal modernization, more crosswalks and safety beacons, better and safer access to school, and transit and community services for Portland’s residents. The program is funded by a temporary 10-cent gas tax approved by the voters and a heavy vehicle use tax passed by Council ordinance. HB2017 Funding The Oregon Legislature passed a transportation investment funding package in 2017. The additional $14.5 million for FY 2019-20 will provide funding for infrastructure improvements including road preservation and rehabilitation and safety improvement projects. Build Portland In March 2018, the Portland City Council passed a transformative funding package, Build Portland, that will make available $600.0 million over 20 years from expired URAs to target asset improvement investments. These investments are intended to address the asset maintenance (or, the repair/rehabilitation/replacement) gap of more than $330.0 million per year Citywide with a focus on non-rate-payer-funded bureaus.

Recreational Cannabis Tax In November 2016, Portland voters passed Ballot Measure 26-180, establishing a 3% tax on recreational marijuana sales in the City of Portland. Revenues from this tax are allocated to drug and alcohol treatment, public safety investments, and support for neighborhood small businesses. The FY 2019-20 Adopted CIP includes over $200,000 from this funding.

Grants and Contracts This category includes State and Federal grants as well as contracts with other local jurisdictions such as the Prosper Portland, Port of Portland and TriMet. The Regional Flexible Funds, formerly known as the Metro Transportation Improvement Program, is the regional process for identifying which transportation projects and programs will receive federal funds. Municipalities in the Portland metropolitan area are allocated these funds based on criteria established by the Joint Policy Advisory Committee on Transportation and the Metro Council. Prosper Portland, through tax-increment financing, has been a partner in developing transportation-related projects in PBOT’s CIP

Interagency Funding These projects are funded by the City’s General Fund and other City bureaus.

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Local Improvement Districts (LID) Property owners can work together to form an LID as a means of sharing in the cost of building needed transportation infrastructure. LIDs make local street improvements possible that promote public safety, community livability, and that can potentially enhance property values. LID projects often rely on public subsidies to make the project affordable for the benefiting property owners. Without a new funding source, the LID program for local streets will likely be very limited to commercial or developer requested LIDs. LID funding for FY 2019-20 is $17.0 million, and $24.0 million over the next five years.

System Development Charges (SDC) Developers pay fees to defray the cost of system improvements required for growth associated with new development. SDC funds are collected annually and accounted separately from other bureau program revenues. The funds are allocated to the CIP budget as qualifying projects are initiated. The SDC program was adopted by City Council in 1997 and renewed in 2007 and 2017. Strict criteria govern the projects that may use SDC funds. Over $100 million of SDC funds will be spent on projects in this five-year CIP. SDC funds in particular are used as seed and match dollars to obtain much larger amounts in the form of grants, particularly from State and Federal sources. PBOT keeps abreast of Federal, State, and local grant funding opportunities that can fund PBOT’s capital funding objectives. PBOT has also used SDC to partner with the Parks Bureau and BES to fund projects locally. PBOT renewed the SDC program for the next 10 years to include new projects identified in the most recent Transportation System Plan update and longstanding projects that had not previously been prioritized for SDC funding.

General Transportation Revenue (GTR) GTR is comprised of two sources: State Highway Fund (comprised of motor fuels tax, vehicle titling and registration fees, and weight-mile tax imposed on trucks) and the City’s parking revenues. State Highway Trust Fund monies are constitutionally restricted for use on “construction of roads, streets, and roadside rest areas.“ The majority of GTR in the CIP is expected to be committed to match Federal, State and other grants and contracts in the out years. The Requested CIP has $13. million of discretionary GTR funding, including $8.4 million carryover and one-time (HB) projects. The remaining $4.6 million, on-going CSL, is used for infrastructure improvement projects such as signals and street lighting replacements, safety projects, and to leverage state and federal grants.

General Fund Support The Requested CIP includes $490k of ongoing General Fund support for transportation projects and $1.0 million for ADA curb ramps. This includes safety improvements on High Crash Corridors, Major Maintenance and Infrastructure Replacement Projects, and Improving Unpaved Streets. The FY 19-20 CIP includes over $42 million in General Fund Capital Set A Side request for capital maintenance

Other Local Funding Other local funds such as permit fees, bond and miscellaneous service charges and fees comprise about $20.0 million of the five-year CIP.

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Major Projects There are 28 new projects in the FY 2019-20 Requested CIP. Most of the new projects added to the CIP are from the new Fixing Our Street funding, HB 2017 and LID projects. New projects are listed below:

 T00600 - 130th Ave: Divi-Stark, SE (David Douglas

 T00628 - Wilson Area Schools - SR2S, SW

 T00641 - Streetcar Security Cameras

 T00642 - Streetcar Vehicle Acquisition

 T00701 - Franklin HS-SRTS, SE

 T00702 - Roosevelt/Jefferson HS-SRTS, N

 T00703 - Grant/Jefferson HS, SRTS, N

 T00704 - Cleveland HS-SRTS, SE

 T00705 - Madison/Jefferson HS-SRTS, NE

 T00706 - Lincoln HS-SRTS, SW

 T00707 - Reynolds HS-SRTS, SW

 T00708 - Centennial HS-SRTS, SE

 T00709 - Parkrose HS-SRTS, NE

 T00728 - 80th Ave: Mill-Market LID, SE

 T00736 - 55th-57th Ave & Killingsworth St LID, NE

 T00742 - Flanders Bkwy: 1st-24th Ave, NW

 T00746 - 33rd & Marine Dr, NE

 T00749 - 52nd/Woodstock & 52nd/Steele, SE

 T00817 - Rosa Pkwy: Willamette Blvd-MLK Blvd,N/NE

 T00821 - Columbia Blvd: Bank St to Macrum Ave, N

 T00870 - 102nd & Woodstock LID, SE

 T00871 - Halsey: 65th - 92nd, NE

 T00872 - 46th & Bryant LID, NE

 T00877 - Holgate Blvd: 92nd-136th, SE

 T00888 - All Roads Transp Safety (ATRS)

 T00890 - Burnside Bridge Replacement

 T00891 - Outer Powell: 99th-City limits, SE

 T00892 - Ross Island Bridgehead Major transportation projects can span multiple fiscal years as the projects move from concept, through development, design and construction phases. In 2017 PBOT completed or advanced to construction several major projects:

 T00382 - Foster Rd: Powell Blvd - 90th Ave, SE– safety improvements projects including sidewalks, ADA curb rambs, curb extensions, crossing improvements, and street lighting throughout the corridor.

 T00574 - 122nd Ave: Johnson Creek Br Repl, SE - replace the existing multi-span timber bridge with a new single span bridge and re-open the route to motorized traffic.

 T00538 - Burnside St: 8th-24th, W – Sidewalk infill, marked crossings, signal upgrades, connected bike lanes.

 T00590 - 50th: Division - Hawthorne, SE – grinding, paving and safety project including corner sidewalk ramps to meet ADA standards

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Net Operating and Some capital improvements in the FY 2019-20 CIP, particularly the preservation and Maintenance Costs rehabilitation programs, reduce long-term maintenance liabilities, as the assets being developed replace old, high-maintenance assets that will no longer require maintenance for several years. Other investments expand the system in response to the demands of growth. As the system expands, operating costs increase, further intensifying fiscal pressures on discretionary revenue. Existing resources are not adequate to maintain and operate the system in a sustainable manner. Capital maintenance backlogs grow annually under current funding levels.

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Actual Actual Revised Requested No DP Requested FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 Resources External Revenues Taxes 9,787,463 20,886,760 18,500,000 21,400,000 21,400,000 Miscellaneous Fund Allocations 0 0 2,496,362 1,652,613 1,652,613 Licenses & Permits 11,491,538 20,001,016 11,460,000 15,483,000 15,672,000 Charges for Services 97,099,068 98,026,160 95,697,702 91,335,115 91,335,115 Intergovernmental 77,935,497 89,212,154 138,436,329 138,800,277 138,800,277 Bond & Note 59,714,761 8,000,000 20,395,606 10,502,526 10,502,526 Miscellaneous 7,617,447 8,057,503 2,158,430 4,286,430 4,286,430 Total External Revenues 263,645,774 244,183,594 289,144,429 283,459,961 283,648,961 Internal Revenues General Fund Discretionary 0 0 100,000 0 0 Fund Transfers - Revenue 27,150,428 28,017,398 37,472,735 25,647,942 73,637,549 Interagency Revenue 27,390,906 27,522,517 32,543,340 34,309,339 34,309,339 Total Internal Revenues 54,541,334 55,539,916 70,116,075 59,957,281 107,946,888 Beginning Fund Balance 127,823,551 182,602,545 216,016,461 223,208,994 223,208,994 Total Resources $446,010,659 $482,326,054 $575,276,965 $566,626,236 $614,804,843 Requirements Bureau Expenditures Personnel Services 82,001,993 89,863,384 124,077,987 125,600,805 127,445,812 External Materials and Services 64,035,290 62,651,613 88,884,210 76,398,808 90,266,408 Internal Materials and Services 29,162,656 35,542,008 37,526,335 39,373,862 39,514,862 Capital Outlay 17,497,313 16,522,720 140,444,420 154,967,442 187,292,442 Total Bureau Expenditures 192,697,252 204,579,725 390,932,952 396,340,917 444,519,524 Fund Expenditures Debt Service 57,888,540 29,124,541 19,573,771 20,777,233 20,777,233 Contingency 0 0 152,178,922 134,191,549 134,191,549 Fund Transfers - Expense 12,822,322 10,791,135 10,918,273 13,559,801 13,559,801 Debt Service Reserves 0 0 1,673,047 1,673,047 1,673,047 Debt Service Reserves 0 0 1,673,047 1,673,047 1,673,047 Total Fund Expenditures 70,710,862 39,915,676 186,017,060 171,874,677 171,874,677 Ending Fund Balance 182,602,545 237,830,652000 Total Requirements $446,010,659 $482,326,053 $576,950,012 $568,215,594 $616,394,201 Programs Administration & Support 21,624,912 22,840,312 13,159,474 12,920,340 13,458,295 Planning & Engineering 5,379,541 5,985,874 12,370,481 14,392,289 15,520,419 Operations 37,913,935 45,225,099 15,500,725 17,449,595 19,052,142 Mobility 2,469,869 917,487 10,675,026 9,360,864 11,160,864 Capital Improvements 52,103,769 47,575,251 202,736,752 201,623,541 244,528,541 Maintenance 19,995,731 24,775,138 300,000 0 0 Regulatory & Permitting 7,132,306 8,931,012 19,140,676 19,867,510 19,867,510 Parking Operations 10,022,028 10,758,065 28,793,219 34,687,860 34,892,835 Operations & Maintenance 36,054,759 37,571,487 88,256,599 86,038,918 86,038,918 Total Programs $192,696,849 $204,579,725 $390,932,952 $396,340,917 $444,519,524

14 City of Portland, Oregon – FY 2019-20 R equested B udget Page 21 C I P Summary Por tland B ur eau of T r anspor tation

This table summarizes project expenses by capital programs.

Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 5-Year Total

Safety 102nd Ave Crossing Improvements, 0 251,034 208,135 0 0 0 0 208,135 NE 122nd Ave Safety Improve, Ph II, 121,190 398,435 1,699,190 0 0 0 0 1,699,190 SE/NE 148th Ave: Halsey - Glisan, NE 101,737 1,348,138 328,608 0 0 0 0 328,608 162nd Access to Transit 6,575 0 1,594,118 0 0 0 0 1,594,118 20th Ave Bike: Jefferson-Raleigh, 13,601 333,913 442,289 0 0 0 0 442,289 NW 23rd Ave: Lovejoy-Vaugh, NW 5,221 0 969,779 0 0 0 0 969,779 33rd & Marine Dr, NE 10,346 0 93,584 0 0 0 0 93,584 4M Greenway: 130th-174th, SE 109,972 1,048,966 201,986 1,237,724 0 0 0 1,439,710 60th/Halsey Area Improvements, NE 0 0 652,971 8,247,029 0 0 0 8,900,000 70s Greenway Killingsworth-Cully 200,000 605,486 4,240,000 0 0 0 0 4,240,000 Park 72nd Ave: Sandy - Killingsworth, NE 0 919,755 916,659 3,667,646 0 0 0 4,584,305 7th/9th Ave Greenway: Lloyd- 133,645 401,852 381,488 1,297,457 0 0 0 1,678,945 Fremont, NE 82nd Ave Crossing Improve, SE/NE 0 596,703 569,527 0 0 0 0 569,527 Active Transportation Improvements 0 1,760,838 1,205,000 900,000 900,000 900,000 900,000 4,805,000 ADA Accessible Sidewalks 0 8,801,270 12,459,607 9,019,607 9,019,607 9,019,607 9,019,607 48,538,035 All Roads Transportation Safety 0 0 724,560 2,477,178 4,085,013 0 0 7,286,751 Project(ARTS) Brentwood-Darlington - SRTS, SE 0 637,661 1,071,525 1,071,525 3,206,950 0 0 5,350,000 Bridge Column Safety 841 125,000 128,315 0 0 0 0 128,315 Burgard Rd at Time Oil Rd, N 2,100,580 358,865 95,268 0 0 0 0 95,268 Cap Hwy: Huber - Stephenson, SW 0 0 204,407 1,795,593 0 0 0 2,000,000 Capitol Hwy: Huber - Taylors Ferry, 0 2,050,587 55,144 24,856 0 0 0 80,000 SW Capitol Hwy: Multnomah Village - 382,452 4,602,642 9,177,635 0 0 0 0 9,177,635 West Portland, SW Centennial HS-SRTS, SE 5,646 0 196,133 320,877 0 0 0 517,010 Central City Multi-Modal Safety 877,871 1,302,432 2,235,379 5,311,259 0 0 0 7,546,638 Projects Central Eastside Access and 0 319,331 421,758 3,878,242 0 0 0 4,300,000 Circulation CIP Spot Improvement Program 0 2,024,888 2,385,000 2,385,000 2,385,000 2,385,000 2,385,000 11,925,000 Cleveland HS-SRTS, SE 1,928 0 201,141 489,414 0 0 0 690,555 Columbia Blvd: Bank St to Macrum 3,165 0 1,550,000 0 0 0 0 1,550,000 Ave, N Connect Cully, NE 337,870 2,671,219 2,560,000 0 0 0 0 2,560,000 Cornfoot: 47th - Alderwood, NE 0 0 3,275,847 0 0 0 0 3,275,847 Cully North-South Connections 3,421 0 430,479 1,125,000 0 0 0 1,555,479 David Douglas School District - 1,259 0 322,521 632,755 0 0 0 955,276 SR2S, SE Division St: 82nd-174th, SE 499,207 5,815,000 3,373,565 0 0 0 0 3,373,565

City of Portland, Oregon – FY 2019-20 R equested B udget 15 Page 22 Por tland B ur eau of T r anspor tation C I P Summary

This table summarizes project expenses by capital programs.

Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 5-Year Total Downtown I-405 Ped Safety Imp, 212,455 2,828,587 2,785,566 0 0 0 0 2,785,566 SW East Portland Access to 524,398 2,667,741 4,792,916 416,518 0 0 0 5,209,434 Employment Flander Crossing, NE 376,900 771,756 3,047,837 1,523,919 0 0 0 4,571,756 Flanders Bkwy: 1st-24th Ave, NW 4,958 0 1,860,340 0 0 0 0 1,860,340 Foster/Woodstock Couplet: 96th- 4,791 250,000 5,498,558 0 0 0 0 5,498,558 101st, SE Franklin HS - traffic calming near 30,096 0 145,007 584,207 0 0 0 729,214 Lents ES Gideon Pedestrian Overcrossing, 55,996 626,256 451,166 200,000 0 0 0 651,166 SE Glisan St: 82nd-162nd, NE 38,757 586,219 200,000 1,100,000 0 0 0 1,300,000 Grant/Jefferson HS, SRTS, N 10,040 0 167,040 529,782 0 0 0 696,822 Greeley Multiuse Path: Going- 61,047 949,255 1,369,940 0 0 0 0 1,369,940 Interstate, N Halsey St: 114th-162nd, NE 5,434 2,242,474 3,453,566 0 0 0 0 3,453,566 Halsey: 65th - 92nd, NE 0 0 820,907 2,474,387 1,536,343 0 0 4,831,637 Holgate Blvd: 92nd-136th, SE 0 0 175,851 3,189,149 0 0 0 3,365,000 HOP Greenway: Gateway TC- 127,444 878,500 624,440 0 0 0 0 624,440 132nd, NE Hwy Safety Improvement Prgm 343,265 658,543 197,458 0 0 0 0 197,458 (HSIP) & Safety Ops CW Hwy Safety Improvement Prgm 38,161 1,996,098 354,730 0 0 0 0 354,730 (HSIP) Signals I-205 Undercrossing @ Halsey, NE 26,124 673,332 489,214 2,520,891 0 0 0 3,010,105 Jade-Montevilla Connected Centers 0 748,699 1,351,525 1,351,525 4,490,950 0 0 7,194,000 NE Lincoln HS-SRTS, SW 5,974 0 106,823 535,134 0 0 0 641,957 Lombard St: St Louis-Richmond, N 0 0 489,489 3,010,511 200,000 0 0 3,700,000 Madison/Jefferson HS-SRTS, NE 0 0 83,144 482,028 0 0 0 565,172 Montavilla-Springwater Connector, 48,606 156,114 918,470 0 0 0 0 918,470 SE/NE Multnomah Blvd @ Garden Home, 6,837 295,343 890,606 1,115,537 0 0 0 2,006,143 SW Naito/Whitaker Crossing, SW 0 0 138,732 0 0 0 0 138,732 Outer Powell Project 0 0 95,153 200,000 0 0 0 295,153 Parkrose HS-SRTS, NE 4,851 0 72,886 520,797 0 0 0 593,683 Powell St Lighting: I-205-174th, SE 0 345,379 345,379 0 0 0 0 345,379 Reynolds HS-SRTS, SW 274 0 120,511 431,163 0 0 0 551,674 Roosevelt/Jefferson HS-SRTS, N 1,857 0 126,711 618,587 0 0 0 745,298 Rosa Pkwy: Willamette Blvd-MLK 17,544 0 260,528 0 0 0 0 260,528 Blvd,N/NE Ross Island Bridgehead 0 0 505,655 500,000 0 0 0 1,005,655 Safer Access to Bus Shelters, SE/ 12,743 220,690 110,345 0 0 0 0 110,345 NE Southwest in Motion Bike Lanes, 0 185,379 185,379 0 0 0 0 185,379 SW

16 City of Portland, Oregon – FY 2019-20 R equested B udget Page 23 C I P Summary Por tland B ur eau of T r anspor tation

This table summarizes project expenses by capital programs.

Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 5-Year Total Southwest in Motion Xing Priorities, 0 551,724 551,724 0 0 0 0 551,724 SW Stark: 108th-162nd, SE 0 250,000 786,375 5,228,572 13,645,000 0 0 19,659,947 Sullivan's Crossing over I-84, NE 806,400 1,630,946 8,188,095 2,256,394 0 0 0 10,444,489 US 30 Xing Enhance (Linnton), NW 0 185,381 185,381 0 0 0 0 185,381 Wilson High School - SRTS, SW 9,773 0 154,354 470,149 0 0 0 624,503 Total Safety 7,691,252 56,072,431 96,473,419 73,140,412 39,468,863 12,304,607 12,304,607 233,691,908

Health & Livability 102nd & Woodstock LID, SE 0 0 889,478 30,590 9,450 9,450 0 938,968 20th Ave: Raleigh-Upshur LID, NW 3,607,684 5,716,203 92,482 10,411 0 0 0 102,893 27th & Holland LID, NE 94,086 199,668 267,882 0 0 0 0 267,882 46th & Bryant LID, NE 0 0 4,948,437 98,274 6,391,808 0 0 11,438,519 47th Avenue Phase I LID, SW 52,899 433,623 419,272 18,563 0 0 0 437,835 55th-57th Ave & Killingsworth St 88,819 0 924,768 29,302 9,767 9,767 0 973,604 LID, NE 80th Ave: Mill-Market LID, SE 73,290 0 2,019,873 87,710 29,237 29,237 0 2,166,057 Bike Parking, CW 0 70,000 70,000 70,000 70,000 70,000 70,000 350,000 Burlington & Edison LID, N. 73,917 404,828 1,810,362 0 0 0 0 1,810,362 Cully Neighborhood St 0 500,000 500,000 925,000 0 0 0 1,425,000 Improvements, NE Division/Midway Street 0 212,500 212,500 550,000 987,500 0 0 1,750,000 Improvements, SE East Portland Access Transit 1,300,492 3,463,466 359,857 0 0 0 0 359,857 Errol Heights, SE 340,776 3,360,000 1,700,000 0 0 0 0 1,700,000 Federal and State Program Match 0 341,805 408,696 644,872 685,482 1,283,457 1,283,457 4,305,964 Fund Gravel Street Program 0 1,373,344 490,129 490,129 490,129 490,129 490,129 2,450,645 LID Street Design 0 185,000 190,000 0 0 0 0 190,000 Marine Drive Path: NE 112th Ave- 252,675 236,775 187,416 0 0 0 0 187,416 185th Ave Sec. OR99W: SW 19th Ave to SW 26th - 15,463 505,000 366,250 138,750 1,494,332 0 0 1,999,332 Barbur Blvd Demo PDC Small Projects 0 200,000 200,000 0 0 0 0 200,000 Powell-Division High Capacity 1,803,122 691,905 15,714,579 700,000 0 0 0 16,414,579 Transit Pre-LID Street Design 0 30,000 30,000 30,000 30,000 30,000 30,000 150,000 Public Work Permits 0 2,265,215 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 Red Electric Trail, SW 272,513 1,547,689 2,357,737 0 0 0 0 2,357,737 Suttle Road LID, N. 105,302 2,423,274 7,339,494 97,335 32,445 32,445 0 7,501,719 Total Health & Livability 8,081,038 24,160,295 44,299,212 6,720,936 13,030,150 4,754,485 4,673,586 73,478,369

Asset Management 136th Ave: Foster-Division, SE 80,402 2,514,694 2,802,410 2,632,420 0 0 0 5,434,830 42nd Ave & Wisteria Dr, NE 56,837 610,000 93,486 0 0 0 0 93,486 42nd Ave: Kilingsworth - Columbia, 12,585 3,131,218 5,133,024 8,404,648 2,753,827 0 0 16,291,499 NE

City of Portland, Oregon – FY 2019-20 R equested B udget 17 Page 24 Por tland B ur eau of T r anspor tation C I P Summary

This table summarizes project expenses by capital programs.

Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 5-Year Total 45th Drive Landslide Abatement, 63,380 205,922 460,191 0 0 0 0 460,191 SW 4th Ave: Lincoln-Burnside, SW 80,402 1,711,228 2,850,931 0 0 0 0 2,850,931 52nd/Woodstock & 52nd/Steele, SE 19,953 0 740,047 0 0 0 0 740,047 Alberta St: 15th-30th, NE 0 391,980 845,790 0 0 0 0 845,790 Bridges/Overpasses 0 0 2,424,724 124,724 124,724 124,724 124,724 2,923,620 Burnside Bridge Replacement 0 0 263,793 500,000 0 0 0 763,793 Capitol Hwy: Multnomah-Texas, SW 297,834 1,463,000 202,166 0 0 0 0 202,166 College St Landslide Abatement, 55,367 355,496 363,795 0 0 0 0 363,795 SW Denver Ave: Lombard-Watts, N 247,702 545,000 338,500 0 0 0 0 338,500 Guardrail Replacement 27,826 566,174 618,600 0 0 0 0 618,600 Lighting Efficiency Program, CW 18,611,647 5,000,000 550,000 0 0 0 0 550,000 Naito Pkwy: Harrison-Jefferson, SW 695,471 5,990,000 6,119,844 0 0 0 0 6,119,844 Regional Signal System CONOPS & 53 1,000,000 891,000 0 0 0 0 891,000 Implementation Road Rehabilitation Program 0 0 28,600,000 0 0 0 0 28,600,000 (Paving Preservation), CW Signal Recon - Build Portand, CW 0 2,058,971 6,000,000 0 0 0 0 6,000,000 Signal Reconstruction, CW 0 11,421,276 1,370,047 2,690,000 150,000 150,000 150,000 4,510,047 Street Light Replacement, CW 0 479,609 4,200,000 0 0 0 0 4,200,000 Sunderland Rd Bridge Replacement, 14,188 312,612 301,484 474,328 0 0 0 775,812 N Taylors Ferry Rd. Rockslide 42,878 557,123 507,122 0 0 0 0 507,122 Abatement, SW Thurman Bridge Painting, NW 0 500,000 505,950 3,500,000 0 0 0 4,005,950 Thurman St Landslide Abatement, 31,938 471,500 209,499 1,643,860 0 0 0 1,853,359 NW Upper Hall St Landslide Abatement, 71,296 337,395 363,795 0 0 0 0 363,795 SW Williams Ave: Stanton-Cook, N 186,235 480,000 162,000 0 0 0 0 162,000 Total Asset Management 20,595,994 40,103,198 66,918,198 19,969,980 3,028,551 274,724 274,724 90,466,177

Economic Vitality 10th and Yamhill Parking Garage 4,614,001 17,498,360 1,500,000 0 0 0 0 1,500,000 47th Ave: Columbia-Cornfoot, NE 848,872 4,178,867 3,903,290 63,301 0 0 0 3,966,591 Bond Ave: Gibbs - Porter, SW 0 2,362,631 249,320 4,100,680 0 0 0 4,350,000 Bond: Gibbs-River Pkwy, SW 5,738,585 2,833,813 1,770,706 0 0 0 0 1,770,706 Columbia Blvd ITS, N/NE 2,657 557,227 880,000 0 0 0 0 880,000 Columbia Blvd/MLK Blvd, N 2,048,857 222,954 250,560 0 0 0 0 250,560 Columbia Blvd: Cully Blvd & 114,611 4,127,932 5,197,376 0 0 0 0 5,197,376 Alderwood Rd, NE Going to the Island Freight 193 445,800 309,750 0 0 0 0 309,750 Improvements, N I-5 Rose Quarter Improvements 83,160 339,284 446,345 600,000 0 0 0 1,046,345 Project Lombard Streetscape: Drummond- 0 178,007 179,873 731,182 0 0 0 911,055 Albina, N

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This table summarizes project expenses by capital programs.

Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 5-Year Total Lowell St: Macadam-Moody, S 0 3,829,188 570,655 5,375,232 0 0 0 5,945,887 Macadam/Bancroft LID, S 0 2,362,419 385,869 1,819,432 0 0 0 2,205,301 Parking Machines 0 405,150 500,000 0 0 0 0 500,000 South Rivergate Freight Project, N 1,146,392 969,132 8,490,797 14,040,904 0 0 0 22,531,701 Streetcar Security Cameras 0 956,315 1,163,735 0 0 0 0 1,163,735 Streetcar Vehicle Acquisition 0 453,174 10,263,111 3,600,000 0 0 0 13,863,111 SW Corridor Transit Project 1,393,803 895,402 776,322 900,000 0 0 0 1,676,322 Total Economic Vitality 15,991,131 42,615,655 36,837,709 31,230,731 0 0 0 68,068,440 Total Requirements 52,359,415 162,951,579 244,528,538 131,062,059 55,527,564 17,333,816 17,252,917 465,704,894

City of Portland, Oregon – FY 2019-20 R equested B udget 19 Page 26 Por tland B ur eau of T r anspor tation FT E Summary

Revised Requested No DP Requested Salary Range FY 2018-19 FY 2019-20 FY 2019-20 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000062 Accountant I 52,395 68,827 2.00 137,654 2.00 137,654 2.00 137,654 30000063 Accountant II 59,114 74,402 1.00 59,114 1.00 61,672 1.00 61,672 30003002 Administrative Specialist I 44,075 66,102 1.00 55,089 1.00 55,089 1.00 55,089 30003003 Administrative Specialist II 48,277 89,523 16.00 1,110,346 16.00 1,127,054 16.00 1,127,054 30003004 Administrative Specialist III 53,290 98,800 3.00 246,521 3.00 246,521 3.00 246,521 30003005 Administrative Specialist IV 63,336 105,373 2.00 174,761 2.00 174,761 2.00 174,761 30003006 Analyst I 53,290 98,800 5.00 365,849 5.00 389,168 5.00 389,168 30003007 Analyst II 63,336 105,373 9.00 796,092 9.00 833,123 9.00 833,123 30003008 Analyst III 69,805 126,318 11.00 1,018,783 11.00 1,129,535 11.00 1,129,535 30003009 Analyst IV 80,205 140,338 1.00 110,926 1.00 110,926 1.00 110,926 30000207 Applications Analyst IV-Generalist 77,854 104,146 2.00 208,292 2.00 208,292 2.00 208,292 30000090 Asphalt Raker 51,230 59,467 11.00 633,282 11.00 639,579 11.00 639,579 30002494 Auto Equip Oper II: Tractr-Trailr-CL 50,690 61,006 1.00 29,569 1.00 54,929 1.00 54,929 30002583 Automotive Equip Oper II: Sewer Vacuum-CL 50,690 61,006 9.00 549,058 9.00 549,058 9.00 549,058 30000103 Automotive Equip Oper II: Street Sweeper 50,690 61,006 11.00 660,754 11.00 664,134 11.00 664,134 30002493 Automotive Equipment Oper I-CL 47,715 57,845 52.00 2,966,686 52.00 2,994,222 52.00 2,994,222 30003010 Business Systems Analyst I 53,290 98,800 4.00 321,678 4.00 334,693 4.00 334,693 30003011 Business Systems Analyst II 63,336 105,373 2.00 154,388 2.00 154,388 2.00 154,388 30003012 Business Systems Analyst III 69,805 126,318 1.00 93,995 1.00 93,995 1.00 93,995 30000331 CAD Analyst 71,968 91,915 1.00 91,915 1.00 91,915 1.00 91,915 30000328 CAD Technician I 44,221 59,259 1.00 44,221 1.00 46,488 1.00 46,488 30000329 CAD Technician II 59,259 75,608 4.00 253,386 4.00 257,691 4.00 257,691 30000330 CAD Technician III 71,968 91,915 1.00 69,860 1.00 89,632 1.00 89,632 30000399 Capital Project Manager I 71,968 91,915 6.00 456,832 6.00 496,231 6.00 496,231 30003013 Capital Project Manager II 63,336 105,373 5.00 480,321 5.00 480,321 5.00 480,321 30003014 Capital Project Manager III 69,805 126,318 6.00 610,084 6.00 610,084 6.00 610,084 30003015 Capital Project Manager IV 80,205 140,338 3.00 319,838 3.00 319,838 3.00 319,838 30002499 Carpenter-CL 61,048 68,286 5.00 341,432 5.00 341,432 5.00 341,432 30000700 Communications Engineer 77,854 104,146 1.00 77,854 1.00 91,000 1.00 91,000 30002497 Concrete Finisher-CL 60,133 67,267 17.00 1,121,719 17.00 1,134,453 17.00 1,134,453 30002495 Construction Equipment Operator-CL 50,814 64,875 20.00 1,255,322 20.00 1,265,867 20.00 1,265,867 30003235 Coordinator I - E 48,277 89,523 4.00 256,153 4.00 256,153 4.00 256,153 30003027 Coordinator I - NE 48,277 89,523 21.00 1,507,538 20.00 1,433,442 21.00 1,507,538 30003028 Coordinator II 53,290 98,800 7.00 564,458 7.00 596,337 7.00 596,337 30003029 Coordinator III 63,336 105,373 12.00 934,722 12.00 1,069,169 12.00 1,069,169 30003030 Coordinator IV 69,805 126,318 6.00 583,346 6.00 583,346 6.00 583,346 30003036 Deputy Director III 111,696 189,842 1.00 130,000 1.00 156,000 1.00 156,000 30000334 Development Services Technician III 71,968 91,915 1.00 40,572 1.00 84,236 1.00 84,236 30003039 Director III 147,035 235,227 1.00 202,779 1.00 202,779 1.00 202,779 30000116 Electrician 77,501 83,678 24.00 1,936,818 24.00 1,991,808 24.00 1,991,808 30000121 Electrician/Instrument Technician 78,832 85,072 1.00 85,072 1.00 85,072 1.00 85,072 30000237 Electronics Technician II:Traffic Signal 66,518 80,662 3.00 241,987 3.00 241,987 3.00 241,987 30003047 Engineer III 80,205 140,338 7.00 735,268 7.00 813,613 7.00 813,613 30003048 Engineer, Chief 111,696 189,842 1.00 171,766 1.00 171,766 1.00 171,766 30003049 Engineer, City Traffic 92,851 162,490 1.00 158,954 1.00 158,954 1.00 158,954 30001734 Engineer-Bridge 94,619 114,982 4.00 425,237 4.00 432,615 4.00 432,615 30000365 Engineer-Civil 94,619 114,982 14.00 1,352,610 14.00 1,477,502 14.00 1,477,502 30000370 Engineer-Traffic 94,619 114,982 12.00 1,253,898 12.00 1,293,618 12.00 1,293,618 30000358 Engineering Associate, Sr-Civil 81,827 104,291 7.00 502,425 7.00 665,044 7.00 665,044 30000363 Engineering Associate, Sr-Traffic 81,827 104,291 14.00 1,295,922 14.00 1,315,926 14.00 1,315,926

20 City of Portland, Oregon – FY 2019-20 R equested B udget Page 27 FT E Summary Por tland B ur eau of T r anspor tation

Revised Requested No DP Requested Salary Range FY 2018-19 FY 2019-20 FY 2019-20 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000353 Engineering Associate-Civil 67,226 90,106 13.00 850,552 13.00 992,565 13.00 992,565 30000356 Engineering Associate-Structural 67,226 90,106 1.00 71,288 1.00 74,848 1.00 74,848 30003050 Engineering Manager 92,851 162,490 5.00 693,242 5.00 693,242 5.00 693,242 30003051 Engineering Supervisor 91,728 152,277 13.00 1,562,840 13.00 1,634,952 13.00 1,634,952 30000324 Engineering Technician I 44,221 59,259 12.00 583,780 12.00 636,070 12.00 636,070 30000325 Engineering Technician II 59,259 75,608 41.90 2,689,381 41.90 2,835,918 41.90 2,835,918 30000326 Engineering Technician III 71,968 91,915 8.00 686,271 8.00 701,706 8.00 701,706 30001810 Env Policy & Hazardous Materials Coord 81,598 104,104 1.00 104,104 1.00 104,104 1.00 104,104 30000095 Environmental Systems Crew Leader 61,734 67,101 11.00 738,109 11.00 738,109 11.00 738,109 30000094 Environmental Systems Maintenance Tech 57,387 64,085 12.00 738,500 12.00 765,310 12.00 765,310 30003054 Financial Analyst I 53,290 98,800 3.00 249,454 3.00 249,454 3.00 249,454 30003055 Financial Analyst II 63,336 105,373 3.00 282,547 3.00 282,547 3.00 282,547 30003056 Financial Analyst III 69,805 126,318 1.00 116,938 1.00 116,938 1.00 116,938 30000127 General Mechanic 55,474 69,118 2.00 136,793 2.00 138,237 2.00 138,237 30000342 GIS Technician II 59,259 75,608 7.00 483,043 7.00 501,505 7.00 501,505 30000343 GIS Technician III 71,968 91,915 3.00 275,746 3.00 275,746 3.00 275,746 30000372 Graphics Designer II 59,259 75,608 1.00 75,608 1.00 75,608 1.00 75,608 30000166 Lighting & Signal Inspector 78,333 90,646 1.00 78,333 1.00 80,298 1.00 80,298 30003079 Maintenance Supervisor I - E 63,336 105,373 4.00 318,874 4.00 318,874 4.00 318,874 30003234 Maintenance Supervisor I - NE 63,336 105,373 26.00 2,199,121 26.00 2,226,398 26.00 2,226,398 30003080 Maintenance Supervisor II 69,805 126,318 2.00 207,459 2.00 207,459 2.00 207,459 30003081 Manager I 80,205 140,338 8.00 943,956 8.00 978,962 8.00 978,962 30003082 Manager II 92,851 162,490 7.00 881,030 7.00 922,687 7.00 922,687 30003083 Manager III 111,696 189,842 5.00 747,469 5.00 747,469 5.00 747,469 30003084 Mapping & GIS Supervisor 69,805 126,318 1.00 98,062 1.00 98,062 1.00 98,062 30000978 Mapping Data Technician II 71,968 91,915 2.00 161,101 2.00 169,047 2.00 169,047 30000347 Materials Quality Compliance Specialist 71,968 91,915 1.00 75,608 1.00 75,608 1.00 75,608 30000012 Office Support Specialist II 37,461 53,789 9.00 414,205 9.00 448,387 9.00 448,387 30000013 Office Support Specialist III 47,902 63,482 6.00 320,183 6.00 342,334 6.00 342,334 30000112 Painter 61,131 68,370 1.00 68,370 1.00 68,370 1.00 68,370 30000185 Parking Code Enforcement Officer 48,984 64,314 66.00 3,953,879 66.00 4,044,367 72.00 4,411,267 30000099 Parking Pay Station Technician 53,934 65,125 6.00 329,981 6.00 374,341 6.00 374,341 30000385 Planner II. City-Land Use 79,518 92,040 2.00 171,558 2.00 176,518 2.00 176,518 30000388 Planner II. City-Transportation 79,518 92,040 4.00 329,742 4.00 343,613 4.00 343,613 30000375 Planner, Associate 62,858 72,758 3.00 199,787 3.00 209,907 3.00 209,907 30003089 Planner, Principal 91,728 152,277 1.00 122,002 1.00 122,002 1.00 122,002 30000393 Planner, Sr City-Land Use 85,488 98,925 2.00 197,850 2.00 197,850 2.00 197,850 30000396 Planner, Sr City-Transportation 85,488 98,925 4.00 377,562 4.00 386,435 4.00 386,435 30000395 Planner, Sr City-Transportation Modeling 85,488 98,925 1.00 98,925 1.00 98,925 1.00 98,925 30003090 Planner, Supervising 80,205 140,338 3.00 320,445 3.00 320,445 3.00 320,445 30000839 Portland Streetcar Operations Supvr 67,142 89,523 1.00 67,142 1.00 67,142 1.00 67,142 30003096 Public Information Manager 80,205 140,338 1.00 130,478 1.00 130,478 1.00 130,478 30003097 Public Information Officer 63,336 105,373 1.00 98,904 1.00 98,904 1.00 98,904 30000228 Public Works Inspector 67,558 77,210 12.00 859,029 12.00 896,252 12.00 896,252 30000229 Public Works Inspector, Sr 73,278 86,341 8.00 660,910 8.00 678,317 8.00 678,317 30000190 Regulatory Program Administrator 72,280 89,398 2.00 166,752 2.00 172,084 2.00 172,084 30000189 Regulatory Program Specialist 50,274 66,581 16.00 860,460 16.00 945,293 16.00 945,293 30000348 Right of Way Agent I 44,221 59,259 1.00 48,755 1.00 50,302 1.00 50,302 30000349 Right of Way Agent II 59,259 75,608 4.00 272,605 4.00 274,040 4.00 274,040 30000350 Right of Way Agent III 71,968 91,915 4.00 356,127 4.00 360,095 4.00 360,095

City of Portland, Oregon – FY 2019-20 R equested B udget 21 Page 28 Por tland B ur eau of T r anspor tation FT E Summary

Revised Requested No DP Requested Salary Range FY 2018-19 FY 2019-20 FY 2019-20 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30003099 Risk Specialist I 53,290 98,800 1.00 63,636 1.00 86,154 1.00 86,154 30003100 Risk Specialist II 63,336 105,373 2.00 197,808 2.00 197,808 2.00 197,808 30000029 Service Dispatcher 40,186 57,949 5.00 262,434 5.00 270,260 5.00 270,260 30000197 Sidewalk Inspector 59,010 70,450 5.00 340,808 5.00 344,178 5.00 344,178 30000089 Sign Maker 60,133 67,267 1.00 67,267 1.00 67,267 1.00 67,267 30000402 Signals & Street Lighting Technician 71,968 91,915 1.00 91,915 1.00 91,915 1.00 91,915 30002133 Site Operations Crew Leader 61,734 67,101 2.00 134,202 2.00 134,202 2.00 134,202 30002483 Storekeeper/Acquisition Specialist I-CL 47,965 58,718 1.00 58,718 1.00 58,718 1.00 58,718 30002484 Storekeeper/Acquisition Specialist II-CL 50,398 61,651 5.00 308,256 5.00 308,256 5.00 308,256 30002485 Storekeepr/Acquisition Specialist III-CL 56,950 70,782 3.00 212,347 3.00 212,347 3.00 212,347 30000091 Street Maintenance Crew Leader 61,734 67,101 11.00 705,910 11.00 722,010 11.00 722,010 30003103 Supervisor I - E 63,336 105,373 12.00 1,026,702 12.00 1,042,725 12.00 1,042,725 30003275 Supervisor I - NE 63,336 105,373 1.00 84,354 1.00 84,354 1.00 84,354 30003104 Supervisor II 69,805 126,318 16.00 1,650,250 16.00 1,650,250 16.00 1,650,250 30000224 Surveying Aide II 54,850 63,856 8.00 498,874 8.00 504,223 8.00 504,223 30003105 Surveying Manager 80,205 140,338 1.00 109,658 1.00 109,658 1.00 109,658 30003106 Surveying Supervisor 69,805 126,318 2.00 182,502 2.00 193,108 2.00 193,108 30000225 Surveyor I 62,670 77,854 5.00 374,088 5.00 376,802 5.00 376,802 30000226 Surveyor II 78,957 91,957 4.00 367,827 4.00 367,827 4.00 367,827 30001558 Timekeeping Specialist 40,789 58,635 3.00 158,059 3.00 161,013 3.00 161,013 30000092 Traffic Crew Leader 61,734 67,101 8.00 536,806 8.00 536,806 8.00 536,806 30001183 Transportation Demand Mgmt Assistant 38,459 49,109 1.00 38,459 1.00 39,395 1.00 39,395 30000351 Transportation Demand Mgmt Spec I 59,259 75,608 10.00 663,452 10.00 685,594 10.00 685,594 30000352 Transportation Demand Mgmt Spec II 71,968 91,915 6.00 515,237 6.00 518,670 6.00 518,670 30001037 Utility Locator 55,078 59,259 5.00 294,607 5.00 296,296 5.00 296,296 30002489 Utility Worker I-CL 47,112 51,230 11.00 563,534 11.00 563,534 11.00 563,534 30002490 Utility Worker II-CL 51,230 55,078 143.00 7,533,353 143.00 7,816,504 143.00 7,816,504 30000123 Welder 60,133 67,267 2.00 134,534 2.00 134,534 2.00 134,534 TOTAL FULL-TIME POSITIONS 982.90 70,845,603 981.90 73,235,643 988.90 73,676,639 30003028 Coordinator II 53,290 98,800 0.60 35,272 0.60 35,272 0.60 35,272 30000029 Service Dispatcher 40,186 57,949 1.80 64,127 1.80 82,715 1.80 82,715 TOTAL PART-TIME POSITIONS 2.40 99,398 2.40 117,987 2.40 117,987 30000062 Accountant I 52,395 68,827 1.00 52,395 1.00 52,175 1.00 52,175 30003002 Administrative Specialist I 44,075 66,102 1.00 55,432 1.00 48,923 1.00 48,923 30003003 Administrative Specialist II 48,277 89,523 2.00 129,347 2.00 121,111 2.00 121,111 30003027 Coordinator I - NE 48,277 89,523 1.00 48,277 1.00 48,277 1.00 48,277 30003029 Coordinator III 63,336 105,373 1.00 84,947 1.00 84,947 1.00 84,947 30000358 Engineering Associate, Sr-Civil 81,827 104,291 2.00 122,741 2.00 167,627 2.00 167,627 30000353 Engineering Associate-Civil 67,226 90,106 1.00 64,425 1.00 51,522 1.00 51,522 30000325 Engineering Technician II 59,259 75,608 3.00 118,518 3.00 182,083 3.00 182,083 30000326 Engineering Technician III 71,968 91,915 2.00 71,968 2.00 147,576 2.00 147,576 30000342 GIS Technician II 59,259 75,608 1.00 59,259 1.00 60,694 1.00 60,694 30000388 Planner II. City-Transportation 79,518 92,040 1.00 79,518 1.00 83,585 1.00 83,585 30000375 Planner, Associate 62,858 72,758 1.00 62,858 1.00 31,429 1.00 31,429 30000228 Public Works Inspector 67,558 77,210 2.00 67,558 2.00 148,720 2.00 148,720 30000349 Right of Way Agent II 59,259 75,608 1.00 34,792 1.00 60,944 1.00 60,944 30000351 Transportation Demand Mgmt Spec I 59,259 75,608 1.00 59,541 0.00 0 0.00 0 TOTAL LIMITED TERM POSITIONS 21.00 1,111,577 20.00 1,289,615 20.00 1,289,615 GRAND TOTAL 1,006.30 72,056,578 1,004.30 74,643,245 1,011.30 75,084,241

22 City of Portland, Oregon – FY 2019-20 R equested B udget Page 29 Fund Summary Gas Tax Bond Redemption Fund Transportation and Parking Service Area Funds

Transportation and Parking Service Area Funds Gas Tax Bond Redemption Fund Requested Actual Actual Revised No DP Requested Proposed FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 FY 2019-20 Resources Miscellaneous 10,045 23,071000 Total External Revenues 10,04523,071000 Fund Transfers - Revenue 1,956,730 1,978,101 1,737,985 1,743,750 1,743,750 Total Internal Revenues 1,956,730 1,978,101 1,737,985 1,743,750 1,743,750 Beginning Fund Balance 1,676,017 1,676,062 1,676,062 1,673,047 1,673,047 Total Resources 3,642,792 3,677,234 3,414,047 3,416,797 3,416,797 Requirements Total Bureau Expenditures 00000 Debt Service 1,966,730 1,978,101 1,741,000 1,743,750 1,743,750 Debt Service Reserves 0 0 1,673,047 1,673,047 1,673,047 Total Fund Expenditures 1,966,730 1,978,101 3,414,047 3,416,797 3,416,797 Ending Fund Balance 1,676,062 1,699,133 0 0 0 Total Requirements 3,642,792 3,677,234 3,414,047 3,416,797 3,416,797 )XQG2YHUYLHZ 7KH*DV7D[%RQG5HGHPSWLRQ)XQGLVXVHGWRDFKLHYHDSURSHUPDWFKLQJRIUHYHQXHVDQG H[SHQGLWXUHVUHODWHGWRWKHGHEWILQDQFLQJRI3RUWODQG%XUHDXRI7UDQVSRUWDWLRQSURMHFWV 5HVRXUFHVDUHIURPJDVWD[UHYHQXHVZKLFKFRQVLVWRIWKH&LW\¶VVKDUHRIWKHVWDWHDQG FRXQW\FROOHFWLRQV

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City of Portland, Oregon – FY 2019-20 Adopted B udget 1 Page 30 Parking Facilities Fund Fund Summary Transportation and Parking Service Area Funds

Parking Facilities Fund Requested Actual Actual Revised No DP Requested Proposed FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 FY 2019-20 Resources Charges for Services 13,426,776 13,543,480 13,166,126 13,954,330 13,954,330 Miscellaneous 164,160 244,952 100,000 100,000 100,000 Total External Revenues 13,590,936 13,788,432 13,266,126 14,054,330 14,054,330 Fund Transfers - Revenue 0 250,000 0 0 0 Interagency Revenue 952,916 1,003,817 1,056,878 1,126,961 1,126,961 Total Internal Revenues 952,916 1,253,817 1,056,878 1,126,961 1,126,961 Beginning Fund Balance 12,643,844 14,128,811 11,463,597 3,822,792 3,822,792 Total Resources 27,187,695 29,171,059 25,786,601 19,004,083 19,004,083 Requirements Personnel Services 380,071 438,539 475,952 835,600 835,600 External Materials and Services 5,345,349 5,357,724 4,726,292 6,779,116 6,779,116 Internal Materials and Services 2,782,502 2,652,540 3,380,775 5,023,200 5,023,200 Capital Outlay 0 1,614,434 13,658,416 2,500,000 2,500,000 Total Bureau Expenditures 8,507,922 10,063,237 22,241,435 15,137,916 15,137,916 Debt Service 1,876,000 1,876,200 1,879,200 1,768,061 1,768,061 Contingency 0 0 1,151,709 1,563,279 1,563,279 Fund Transfers - Expense 2,674,964 476,725 514,257 534,827 534,827 Total Fund Expenditures 4,550,964 2,352,925 3,545,166 3,866,167 3,866,167 Ending Fund Balance 14,128,811 16,754,895 0 0 0 Total Requirements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2 City of Portland, Oregon – FY 2019-20 Adopted B udget Page 31 Fund Summary T ransportation Operating Fund Transportation and Parking Service Area Funds

Transportation Operating Fund Requested Actual Actual Revised No DP Requested Proposed FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 FY 2019-20 Resources Taxes 9,787,464 20,886,760 18,500,000 21,400,000 21,400,000 Licenses & Permits 11,491,539 20,001,016 11,460,000 15,483,000 15,672,000 Charges for Services 84,672,291 84,482,680 82,531,576 77,380,785 77,380,785 Intergovernmental 72,509,931 80,085,752 92,391,520 94,211,771 94,211,771 Bond & Note 59,714,761 8,000,000 20,395,606 10,502,526 10,502,526 Miscellaneous 6,365,493 7,676,902 1,998,430 4,126,430 4,126,430 Total External Revenues 244,541,478 221,133,110 227,277,132 223,104,512 223,293,512 General Fund Discretionary 0 0 100,000 0 0 Fund Transfers - Revenue 24,493,698 25,089,297 35,034,750 23,204,192 71,193,799 Interagency Revenue 26,437,990 26,518,701 31,486,462 33,182,378 33,182,378 Total Internal Revenues 50,931,689 51,607,998 66,621,212 56,386,570 104,376,177 Beginning Fund Balance 109,773,443 165,202,119 196,170,276 210,246,629 210,246,629 Total Resources 405,246,610 437,943,227 490,068,620 489,737,711 537,916,318 Requirements Personnel Services 79,776,298 87,240,286 114,654,823 117,361,676 119,206,683 External Materials and Services 58,468,061 56,854,309 79,126,851 64,298,576 78,166,176 Internal Materials and Services 24,426,765 30,820,723 28,662,395 29,350,688 29,491,688 Capital Outlay 13,179,796 10,771,756 97,706,277 123,950,942 156,275,942 Total Bureau Expenditures 175,850,920 185,687,074 320,150,346 334,961,882 383,140,489 Debt Service 54,045,810 25,270,240 15,953,571 17,265,422 17,265,422 Contingency 0 0 143,560,687 124,485,433 124,485,433 Fund Transfers - Expense 10,147,358 10,314,410 10,404,016 13,024,974 13,024,974 Total Fund Expenditures 64,193,168 35,584,650 169,918,274 154,775,829 154,775,829 Ending Fund Balance 165,202,119 216,671,503000 Total Requirements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City of Portland, Oregon – FY 2019-20 Adopted B udget 3 Page 32 T r anspor tation O per ating F und Fund Summary Transportation and Parking Service Area Funds

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4 City of Portland, Oregon – FY 2019-20 Adopted B udget Page 33 Fund Summary T ransportation R eserve Fund Transportation and Parking Service Area Funds

Transportation Reserve Fund Requested Actual Actual Revised No DP Requested Proposed FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2019-20 FY 2019-20 Resources Miscellaneous 59,640 85,504 60,000 60,000 60,000 Total External Revenues 59,640 85,504 60,000 60,000 60,000 Fund Transfers - Revenue 700,000 700,000 700,000 700,000 700,000 Total Internal Revenues 700,000 700,000 700,000 700,000 700,000 Beginning Fund Balance 5,186,886 5,946,526 6,706,526 7,466,526 7,466,526 Total Resources 5,946,526 6,732,030 7,466,526 8,226,526 8,226,526 Requirements Total Bureau Expenditures 00000 Contingency 0 0 7,466,526 8,226,526 8,226,526 Total Fund Expenditures 0 0 7,466,526 8,226,526 8,226,526 Ending Fund Balance 5,946,526 6,732,030 0 0 0 Total Requirements 5,946,526 6,732,030 7,466,526 8,226,526 8,226,526 )XQG2YHUYLHZ 7KH7UDQVSRUWDWLRQ5HVHUYH)XQGZDVFUHDWHGLQ)<LQDFFRUGDQFHZLWKWKH WUDQVSRUWDWLRQUHVHUYHSROLF\7KHSROLF\GHVLJQDWHVWZRW\SHVRIUHVHUYHV

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City of Portland, Oregon – FY 2019-20 Adopted B udget 5 Page 34 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

Asset Management

136th Ave: Foster-Division, SE 80,402 2,514,694 2,802,410 2,632,420 0 0 0 5,434,830 42nd Ave: Kilingsworth - Columbia, NE 12,585 3,131,218 5,133,024 8,404,648 2,753,827 0 0 16,291,499 42nd Ave & Wisteria Dr, NE 56,837 610,000 93,486 0 0 0 0 93,486 45th Drive Landslide Abatement, SW 63,380 205,922 460,191 0 0 0 0 460,191 4th Ave: Lincoln-Burnside, SW 80,402 1,711,228 2,850,931 0 0 0 0 2,850,931 52nd/Woodstock & 52nd/Steele, SE 19,953 0 740,047 0 0 0 0 740,047 Alberta St: 15th-30th, NE 0 391,980 845,790 0 0 0 0 845,790 Bridges/Overpasses 0 0 2,424,724 124,724 124,724 124,724 124,724 2,923,620 Burnside Bridge Replacement 0 0 263,793 500,000 0 0 0 763,793 Capitol Hwy: Multnomah-Texas, SW 297,834 1,463,000 202,166 0 0 0 0 202,166 College St Landslide Abatement, SW 55,367 355,496 363,795 0 0 0 0 363,795 Denver Ave: Lombard-Watts, N 247,702 545,000 338,500 0 0 0 0 338,500 Guardrail Replacement 27,826 566,174 618,600 0 0 0 0 618,600 Lighting Efficiency Program, CW 18,611,647 5,000,000 550,000 0 0 0 0 550,000 Naito Pkwy: Harrison-Jefferson, SW 695,471 5,990,000 6,119,844 0 0 0 0 6,119,844 Regional Signal System CONOPS & Impl 53 1,000,000 891,000 0 0 0 0 891,000 Road Rehabilitation Program (Paving Pre 0 0 28,600,000 0 0 0 0 28,600,000 Signal Recon - Build Portand, CW 0 2,058,971 6,000,000 0 0 0 0 6,000,000 Signal Reconstruction, CW 0 11,421,276 1,370,047 2,690,000 150,000 150,000 150,000 4,510,047 Street Light Replacement, CW 0 479,609 4,200,000 0 0 0 0 4,200,000 Sunderland Rd Bridge Replacement, N 14,188 312,612 301,484 474,328 0 0 0 775,812

Page 1 of 7 Page 35 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

Taylors Ferry Rd. Rockslide Abatement, 42,878 557,123 507,122 0 0 0 0 507,122 Thurman Bridge Painting, NW 0 500,000 505,950 3,500,000 0 0 0 4,005,950 Thurman St Landslide Abatement, NW 31,938 471,500 209,499 1,643,860 0 0 0 1,853,359 Upper Hall St Landslide Abatement, SW 71,296 337,395 363,795 0 0 0 0 363,795 Williams Ave: Stanton-Cook, N 186,235 480,000 162,000 0 0 0 0 162,000 20,595,994 40,103,198 66,918,198 19,969,980 3,028,551 274,724 274,724 90,466,177

Economic Vitality

10th and Yamhill Parking Garage 4,614,001 17,498,360 1,500,000 0 0 0 0 1,500,000 47th Ave: Columbia-Cornfoot, NE 848,872 4,178,867 3,903,290 63,301 0 0 0 3,966,591 Bond Ave: Gibbs - Porter, SW 0 2,362,631 249,320 4,100,680 0 0 0 4,350,000 Bond: Gibbs-River Pkwy, SW 5,738,585 2,833,813 1,770,706 0 0 0 0 1,770,706 Columbia Blvd: Cully Blvd & Alderwood R 114,611 4,127,932 5,197,376 0 0 0 0 5,197,376 Columbia Blvd ITS, N/NE 2,657 557,227 880,000 0 0 0 0 880,000 Columbia Blvd/MLK Blvd, N 2,048,857 222,954 250,560 0 0 0 0 250,560 Going to the Island Freight Improvements 193 445,800 309,750 0 0 0 0 309,750 I-5 Rose Quarter Improvements Project 83,160 339,284 446,345 600,000 0 0 0 1,046,345 Lombard Streetscape: Drummond-Albina, 0 178,007 179,873 731,182 0 0 0 911,055 Lowell St: Macadam-Moody, S 0 3,829,188 570,655 5,375,232 0 0 0 5,945,887 Macadam/Bancroft LID, S 0 2,362,419 385,869 1,819,432 0 0 0 2,205,301 Parking Machines 0 405,150 500,000 0 0 0 0 500,000 South Rivergate Freight Project, N 1,146,392 969,132 8,490,797 14,040,904 0 0 0 22,531,701 Streetcar Security Cameras 0 956,315 1,163,735 0 0 0 0 1,163,735

Page 2 of 7 Page 36 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

Streetcar Vehicle Acquisition 0 453,174 10,263,111 3,600,000 0 0 0 13,863,111 SW Corridor Transit Project 1,393,803 895,402 776,322 900,000 0 0 0 1,676,322 15,991,131 42,615,655 36,837,709 31,230,731 0 0 0 68,068,440

Health & Livability

102nd & Woodstock LID, SE 0 0 889,478 30,590 9,450 9,450 0 938,968 20th Ave: Raleigh-Upshur LID, NW 3,607,684 5,716,203 92,482 10,411 0 0 0 102,893 27th & Holland LID, NE 94,086 199,668 267,882 0 0 0 0 267,882 46th & Bryant LID, NE 0 0 4,948,437 98,274 6,391,808 0 0 11,438,519 47th Avenue Phase I LID, SW 52,899 433,623 419,272 18,563 0 0 0 437,835 55th-57th Ave & Killingsworth St LID, NE 88,819 0 924,768 29,302 9,767 9,767 0 973,604 80th Ave: Mill-Market LID, SE 73,290 0 2,019,873 87,710 29,237 29,237 0 2,166,057 Bike Parking, CW 0 70,000 70,000 70,000 70,000 70,000 70,000 350,000 Burlington & Edison LID, N. 73,917 404,828 1,810,362 0 0 0 0 1,810,362 Cully Neighborhood St Improvements, NE 0 500,000 500,000 925,000 0 0 0 1,425,000 Division/Midway Street Improvements, SE 0 212,500 212,500 550,000 987,500 0 0 1,750,000 East Portland Access Transit 1,300,492 3,463,466 359,857 0 0 0 0 359,857 Errol Heights, SE 340,776 3,360,000 1,700,000 0 0 0 0 1,700,000 Federal and State Program Match Fund 0 341,805 408,696 644,872 685,482 1,283,457 1,283,457 4,305,964 Gravel Street Program 0 1,373,344 490,129 490,129 490,129 490,129 490,129 2,450,645 LID Street Design 0 185,000 190,000 0 0 0 0 190,000 Marine Drive Path: NE 112th Ave-185th A 252,675 236,775 187,416 0 0 0 0 187,416 OR99W: SW 19th Ave to SW 26th - Barb 15,463 505,000 366,250 138,750 1,494,332 0 0 1,999,332

Page 3 of 7 Page 37 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

PDC Small Projects 0 200,000 200,000 0 0 0 0 200,000 Powell-Division High Capacity Transit 1,803,122 691,905 15,714,579 700,000 0 0 0 16,414,579 Pre-LID Street Design 0 30,000 30,000 30,000 30,000 30,000 30,000 150,000 Public Work Permits 0 2,265,215 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 Red Electric Trail, SW 272,513 1,547,689 2,357,737 0 0 0 0 2,357,737 Suttle Road LID, N. 105,302 2,423,274 7,339,494 97,335 32,445 32,445 0 7,501,719 8,081,038 24,160,295 44,299,212 6,720,936 13,030,150 4,754,485 4,673,586 73,478,369

Safety

102nd Ave Crossing Improvements, NE 0 251,034 208,135 0 0 0 0 208,135 122nd Ave Safety Improve, Ph II, SE/NE 121,190 398,435 1,699,190 0 0 0 0 1,699,190 148th Ave: Halsey - Glisan, NE 101,737 1,348,138 328,608 0 0 0 0 328,608 162nd Access to Transit 6,575 0 1,594,118 0 0 0 0 1,594,118 20th Ave Bike: Jefferson-Raleigh, NW 13,601 333,913 442,289 0 0 0 0 442,289 23rd Ave: Lovejoy-Vaugh, NW 5,221 0 969,779 0 0 0 0 969,779 33rd & Marine Dr, NE 10,346 0 93,584 0 0 0 0 93,584 4M Greenway: 130th-174th, SE 109,972 1,048,966 201,986 1,237,724 0 0 0 1,439,710 60th/Halsey Area Improvements, NE 0 0 652,971 8,247,029 0 0 0 8,900,000 70s Greenway Killingsworth-Cully Park 200,000 605,486 4,240,000 0 0 0 0 4,240,000 72nd Ave: Sandy - Killingsworth, NE 0 919,755 916,659 3,667,646 0 0 0 4,584,305 7th/9th Ave Greenway: Lloyd-Fremont, N 133,645 401,852 381,488 1,297,457 0 0 0 1,678,945 82nd Ave Crossing Improve, SE/NE 0 596,703 569,527 0 0 0 0 569,527 Active Transportation Improvements 0 1,760,838 1,205,000 900,000 900,000 900,000 900,000 4,805,000

Page 4 of 7 Page 38 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

ADA Accessible Sidewalks 0 8,801,270 12,459,607 9,019,607 9,019,607 9,019,607 9,019,607 48,538,035 All Roads Transportation Safety Project(A 0 0 724,560 2,477,178 4,085,013 0 0 7,286,751 Brentwood-Darlington - SRTS, SE 0 637,661 1,071,525 1,071,525 3,206,950 0 0 5,350,000 Bridge Column Safety 841 125,000 128,315 0 0 0 0 128,315 Burgard Rd at Time Oil Rd, N 2,100,580 358,865 95,268 0 0 0 0 95,268 Cap Hwy: Huber - Stephenson, SW 0 0 204,407 1,795,593 0 0 0 2,000,000 Capitol Hwy: Huber - Taylors Ferry, SW 0 2,050,587 55,144 24,856 0 0 0 80,000 Capitol Hwy: Multnomah Village - West P 382,452 4,602,642 9,177,635 0 0 0 0 9,177,635 Centennial HS-SRTS, SE 5,646 0 196,133 320,877 0 0 0 517,010 Central City Multi-Modal Safety Projects 877,871 1,302,432 2,235,379 5,311,259 0 0 0 7,546,638 Central Eastside Access and Circulation 0 319,331 421,758 3,878,242 0 0 0 4,300,000 CIP Spot Improvement Program 0 2,024,888 2,385,000 2,385,000 2,385,000 2,385,000 2,385,000 11,925,000 Cleveland HS-SRTS, SE 1,928 0 201,141 489,414 0 0 0 690,555 Columbia Blvd: Bank St to Macrum Ave, 3,165 0 1,550,000 0 0 0 0 1,550,000 Connect Cully, NE 337,870 2,671,219 2,560,000 0 0 0 0 2,560,000 Cornfoot: 47th - Alderwood, NE 0 0 3,275,847 0 0 0 0 3,275,847 Cully North-South Connections 3,421 0 430,479 1,125,000 0 0 0 1,555,479 David Douglas School District - SR2S, SE 1,259 0 322,521 632,755 0 0 0 955,276 Division St: 82nd-174th, SE 499,207 5,815,000 3,373,565 0 0 0 0 3,373,565 Downtown I-405 Ped Safety Imp, SW 212,455 2,828,587 2,785,566 0 0 0 0 2,785,566 East Portland Access to Employment 524,398 2,667,741 4,792,916 416,518 0 0 0 5,209,434 Flander Crossing, NE 376,900 771,756 3,047,837 1,523,919 0 0 0 4,571,756 Flanders Bkwy: 1st-24th Ave, NW 4,958 0 1,860,340 0 0 0 0 1,860,340

Page 5 of 7 Page 39 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

Foster/Woodstock Couplet: 96th-101st, S 4,791 250,000 5,498,558 0 0 0 0 5,498,558 Franklin HS - traffic calming near Lents E 30,096 0 145,007 584,207 0 0 0 729,214 Gideon Pedestrian Overcrossing, SE 55,996 626,256 451,166 200,000 0 0 0 651,166 Glisan St: 82nd-162nd, NE 38,757 586,219 200,000 1,100,000 0 0 0 1,300,000 Grant/Jefferson HS, SRTS, N 10,040 0 167,040 529,782 0 0 0 696,822 Greeley Multiuse Path: Going-Interstate, 61,047 949,255 1,369,940 0 0 0 0 1,369,940 Halsey: 65th - 92nd, NE 0 0 820,907 2,474,387 1,536,343 0 0 4,831,637 Halsey St: 114th-162nd, NE 5,434 2,242,474 3,453,566 0 0 0 0 3,453,566 Holgate Blvd: 92nd-136th, SE 0 0 175,851 3,189,149 0 0 0 3,365,000 HOP Greenway: Gateway TC-132nd, NE 127,444 878,500 624,440 0 0 0 0 624,440 Hwy Safety Improvement Prgm (HSIP) & 343,265 658,543 197,458 0 0 0 0 197,458 Hwy Safety Improvement Prgm (HSIP) Si 38,161 1,996,098 354,730 0 0 0 0 354,730 I-205 Undercrossing @ Halsey, NE 26,124 673,332 489,214 2,520,891 0 0 0 3,010,105 Jade-Montevilla Connected Centers NE 0 748,699 1,351,525 1,351,525 4,490,950 0 0 7,194,000 Lincoln HS-SRTS, SW 5,974 0 106,823 535,134 0 0 0 641,957 Lombard St: St Louis-Richmond, N 0 0 489,489 3,010,511 200,000 0 0 3,700,000 Madison/Jefferson HS-SRTS, NE 0 0 83,144 482,028 0 0 0 565,172 Montavilla-Springwater Connector, SE/NE 48,606 156,114 918,470 0 0 0 0 918,470 Multnomah Blvd @ Garden Home, SW 6,837 295,343 890,606 1,115,537 0 0 0 2,006,143 Naito/Whitaker Crossing, SW 0 0 138,732 0 0 0 0 138,732 Outer Powell Project 0 0 95,153 200,000 0 0 0 295,153 Parkrose HS-SRTS, NE 4,851 0 72,886 520,797 0 0 0 593,683 Powell St Lighting: I-205-174th, SE 0 345,379 345,379 0 0 0 0 345,379

Page 6 of 7 Page 40 City of Portland

C2 - Capital Projects by CIP Program Run Date: 2/4/19 Capital Improvement Plan Run Time: 11:39:32 AM

Office of Transportation

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 5-Year Public Name CIP Budget Request Estimate Estimate Estimate Estimate Total

Reynolds HS-SRTS, SW 274 0 120,511 431,163 0 0 0 551,674 Roosevelt/Jefferson HS-SRTS, N 1,857 0 126,711 618,587 0 0 0 745,298 Rosa Pkwy: Willamette Blvd-MLK Blvd,N/ 17,544 0 260,528 0 0 0 0 260,528 Ross Island Bridgehead 0 0 505,655 500,000 0 0 0 1,005,655 Safer Access to Bus Shelters, SE/NE 12,743 220,690 110,345 0 0 0 0 110,345 Southwest in Motion Bike Lanes, SW 0 185,379 185,379 0 0 0 0 185,379 Southwest in Motion Xing Priorities, SW 0 551,724 551,724 0 0 0 0 551,724 Stark: 108th-162nd, SE 0 250,000 786,375 5,228,572 13,645,000 0 0 19,659,947 Sullivan's Crossing over I-84, NE 806,400 1,630,946 8,188,095 2,256,394 0 0 0 10,444,489 US 30 Xing Enhance (Linnton), NW 0 185,381 185,381 0 0 0 0 185,381 Wilson High School - SRTS, SW 9,773 0 154,354 470,149 0 0 0 624,503 7,691,252 56,072,431 96,473,419 73,140,412 39,468,863 12,304,607 12,304,607 233,691,908

52,359,415 162,951,579 244,528,538 131,062,059 55,527,564 17,333,816 17,252,917 465,704,894

Page 7 of 7 Page 41 Portland Bureau of Transportation Managing for Growth

Program Description & Goals This program utilizes its growing list of capital projects to consider the efficient and inclusive use of limited space throughout the city to ensure ongoing business development and employment opportunities while enhancing access to businesses by implementing improvements that improve and expand access. As the population continues to grow, housing demands will continue to increase resulting in the need for a more robust transportation system that is able to meet the needs of travelers using all modes. The planned capital projects will help to address the needs with intentionality. Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present. A key measure of PBOT’s success in this area is “the percentage of trips made by people walking and bicycling, including transit.” As residents have more, safer, reliable transportation options, our city should witness a continued shift to alternative transportation modes. As of 2017, the latest year of the American Community Survey (ACS), 25% of Portland residents are choosing alternative ways of getting to their destinations. With our investment in Managing for Growth focused projects, PBOT will look to increase this percentage and bring the city closer to its 2030 target of 70%. Other measures of this program’s success are presented below.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of trips made by people walking and 25% 25% 0 28% 0 bicycling, including to transit Percentage of residents who commute to work by car 0 0 56% 0 alone Percentage of annual budgeted Capital Improvement 0 0 90% 0 Plan expended

Explanation of Services

Page 42 Page 1 of 73 Defining the context. The FY 2019-20 – FY 2023-24 Capital Improvement Program has 24 Safety projects totaling $227 mil. The Portland area has historically been a center of trade and commerce in the Pacific Northwest and, because of its connections to the interstate highway network, marine and rail terminals and an international airport, has grown into the fourth largest freight hub for domestic and international trade on the west coast; behind the Los Angeles, Seattle and San Francisco regions. Portland’s economy is far more dependent on freight movement than most other US cities. The Portland region has the third highest percentage of total employment in the distribution and logistics sectors in the U.S., comprising 11% of the region’s workforce. According to the Oregon Department of Employment, one out of nine jobs in the Portland area are in the transportation sectors. As we consider how the built environment informs decision-making and affects behavior, planners and project managers will work together with community stakeholders to develop solutions that will serve multiple needs. The outcomes will be project that will simultaneously address concerns about congestion while designing facilities that maintain community character and identity - all while increasing utility. Description of activities. Capital projects that embody the spirit of what is meant when we speak to the importance of economic development as well as health and livability are projects such as the federally funded East Portland Access to Transit project. This project combines pedestrian improvements on outer SE Division to assist with accessing transit with bikeway crossing improvements on the 130’s Neighborhood Greenway. Project elements include sidewalk infill and crossing improvements on the route of the 130’s Neighborhood Greenway. The overall goal of the project is to make accessing transit stops in east Portland safer and easier for both pedestrians and cyclists. Activities such as the collection of fees paid by developers for Public Works permits helps to spur economic development in the city. The Public Works Permit project provides for the plan review and construction engineering on all new and remodeled residential, commercial, and industrial projects. All engineering and plans work is performed by private sector professional engineers. Program Results. Investing in the growth and health of a city’s infrastructure is vital to its future. Failure to be intentional and inclusive in performing the necessary capital planning creates gaps and allows strategies to become watered down. Planning for the present and future health of any city requires focused attention to trends, policy shifts, political tides and the voices people that will ultimately be served. The region will add 500,000 new residents by 2040. If we are to capably meet the rising needs, we must take seriously the challenges before us. The FY 2019-20 – FY 2023-24 CIP will invest an approximate total of $199M in projects dedicated to Economic Development and Health and Livability. That is the city’s way of demonstrating its commitment to addressing the needs today and planning for a future Portland. Community engagement. Each project manager works with a series of stakeholders to ensure that they are involved throughout the course of project implementation. Effective community engagement: • Creates an environment of trust between the bureau and the stakeholder; • Generates new ideas and solutions; • Increases communication and creates openness in the community; • Provides opportunities for residents to participate in the decision-making process; • Connects people and resources by improving connections among individuals, community associations, businesses, households of faith, etc.; • Improves organizational transparency and responsiveness; • Helps manage the conversation; and • Provides opportunities for cooperative, co-learning experiences and collection of critical community wisdom.

Page 43 Page 2 of 73 Equity Impacts Equity is a core component of sustainability and should be a prominent element of managing future growth and development as it relates to transportation infrastructure planning. If community members do not feel included in the planning and implementation of any project that is being introduced, bureaus should not be surprised if their recommendations are not well-received. Through this program, the Portland Bureau of Transportation has an opportunity to: • Ensure that the quality of transportation available positively affects people’s economic and social opportunities; • Better understand how transportation expenditures impact individuals, households and businesses; • Learn how transportation planning decisions can affect development location and type and therefore accessibility, land values and local economic activity; and • Evaluate how transportation facilities, activities and services impose various indirect and external costs, such as congestion delay and accident risk, pollution and undesirable land use impacts on communities. Changes to Program The FY 2 019-20 – FY 2023-24 Capital Improvement Program demonstrates an emphasis on Managing for Growth based by: increasing mobility options; creating opportunities for greater reliance on mass transit (in partnership with local transit providers); focusing on smart growth; and promoting community relationships that will ensure sustainable development. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 1,804,655 5,438,703 54,056,540 67,305,828 External Materials and Services 2,027,912 3,348,314 5,594,475 4,233,933 Internal Materials and Services 2,372,706 3,180,149 4,860,129 3,545,403 Personnel 2,593,692 3,354,556 7,978,150 6,051,757

Fund Expense

Fund Transfers - Expense -300,000 0 0 0 Sum: 8,498,964 15,321,722 72,489,294 81,136,921

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 0.09 1.46 0 0 Sum: 0.09 1.46 0 0

Resources: Resources funding capital projects in this program include Build Portland, one-time General, System Development Charges, Fixing Our Street, HB2017, and Marijuana tax Expenses: The primary expenditures include personnel, consultants, and all project delivery components required to plan, design and construct projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Page 44 Page 3 of 73 Staffing: Staff are budgeted in other programs and allocated to projects with allocation expense account

Assets and Various infrastructure assets including traffic calming devices, signs, Liabilities: parking meters, parking garages, pavement markings, bikeways, guardrails, retaining walls, the Harbor Wall, stairways, and traffic signal computer controllers.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Millicent Williams https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-4229

Page 45 Page 4 of 73 Portland Bureau of Transportation Funds Management

Program Description & Goals The Funds Management program enables the bureau to make long-term financial decisions through issuing and repaying debt, as well as retaining cash for future expenditures and unforeseen circumstances.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Ratio of ongoing General Transportation Revenue (GTR) resources to GTR Current Service Level 0 0 0 1.10 1.00 Requirements Debt Ratio 0 0 7% 7% Transportation Reserve Fund Balance 0 0 6% 10%

Explanation of Services The Funds Management program consists of two activities: Debt Activity and Financial Management. Debt Activity services debt for which the bureau, rather than the City as a whole, is responsible. Financial Management is primarily concerned with managing the bureau’s cash flow, ensuring funds are set aside for future expenditures. Equity Impacts Proper management of bureau funds enables other programs to meet their equity goals. Changes to Program No significant changes to debt service are anticipated in the upcoming fiscal year. Changes to the bureau’s contingency reflect expected carry-over balances from bureau programs. Program Budget

Page 46 Page 5 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 23,806 50,600 65,883 0 Internal Materials and Services -15,445,630 -17,227,248 0 0 Personnel 562,239 464,747 602,571 0

Fund Expense

Contingency 0 0 151,782,515 81,087,848 Debt Service 57,888,540 29,124,541 17,694,571 20,777,233 Debt Service Reserves 0 0 1,673,047 1,673,047 Fund Transfers - Expense 10,093,855 10,269,707 10,352,768 9,576,558

Ending Fund Balance 0 221,075,757 0 0 Sum: 53,122,811 243,758,103 182,171,355 113,114,686

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 6 4.5 0 0 Sum: 6 4.5 0 0

Resources: The program manages a variety of bureau funding sources. Funds are separated within contingency according to their source and intended use. Debt Activity is funded through General Transportation Revenue (GTR), which is allocated according to scheduled debt service payments. Expenses: The majority of the program’s funds are placed in contingency and drawn upon to meet expected future expenditures or to address unforeseen circumstances. Funds for Debt Activity are dedicated to debt service payments.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: Bureau staff are not directly employed by this program.

Assets and This program is not directly responsible for any bureau assets. Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Jeramy Patton https://www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.6188

Page 47 Page 6 of 73 Portland Bureau of Transportation Support Services

Program Description & Goals Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Average time to hire 0 0 100 0 Number of employee Safety Incidents 0 0 240 0 Number of employee Safety Site Visits 0 0 200 0 Percentage of contracts awarded to DMWESB firms 0 0 30% 0

Explanation of Services • The Support Services program is primarily supported by the Office of the Director, the Maintenance Admin & Support Group and the Business Services Group. These programs primary purpose is to provide leadership and strategic direction as well as the supporting services for transportation staff. • Activities within this program include Asset Management, Equity Group, Communications, Financial Services, Business Technology Services, Contracts Management, Employee Services, Administrative Services, Strategy, Innovation and Performance (OSIP), Safety & Training and Emergency Preparedness. • The work of this program ensures that PBOT leverages the full potential of IT services, provides bureau-wide leadership, project coordination and support services for PBOT managers, certifies bills are paid on-time & revenue is collected, establishes strategic priorities for the Bureau, provides communication services and bureau-wide safety and training. • The Portland Bureau of Transportation (PBOT) has an extensive community engagement and outreach program through which community outreach events, stakeholder meetings, the bureau budget advisory committee, direct mailings, media releases, email and using our website the bureau endeavors to reach all of our customers to help determine the bureaus goals and priorities. Equity Impacts The equity goals of this program are to provide equitable city services to all residents. PBOT recognizes racial equity as a strategic guiding value and principle. PBOT uses data-driven and collaborative approaches, and racial equity tools to plan and evaluate the progress in our policies, programs and projects towards achieving equitable outcomes in communities of color and people with disabilities.

Page 48 Page 7 of 73 Changes to Program Changes due to external factors: With the passage of House Bill 2017 by state lawmakers, the voter approved Fixing Our Streets Tax and Heavy Vehicle Use Tax PBOT has seen in influx of new work. To support all the new work the Support Services Group has had to increase its capabilities both by increasing staffing levels and utilizing technological upgrades such as E-Builder software to streamline work processes and data. Changes to resources: No significant reallocations of bureau resources will be occurring to this program compared to prior years. Changes to organizational structure: No significant organizational structure changes to this program in the past year. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 8,296 0 50,000 50,000 External Materials and Services 4,124,079 3,167,121 5,501,530 3,432,460 Internal Materials and Services 13,779,386 17,417,890 -7,182,648 -7,089,015 Personnel 17,071,036 16,062,448 14,122,138 16,236,941

Fund Expense

Contingency 0 0 -1,963,954 0 Fund Transfers - Expense 0 0 0 3,398,416 Sum: 34,982,797 36,647,459 10,527,066 16,028,802

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 99.7 99.88 97.8 121.3 Sum: 99.7 99.88 97.8 121.3

Resources: The primary resources that support this program budget are GTR/indirect funding. Some minor amounts of interagency revenue funding also settle to this program. Expenses: The primary expenses of this program are personnel costs and inter- agency materials and services. Staffing levels for this program increase and decrease along with the overall trend of the Bureau and the work requirements. Inter-agency costs make up the majority of the expenses in this program and include the bulk of the bureau’s technology, facilities, printing & distribution, risk and insurance costs along with legal services, revenue collection and permit services work to mention a few.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure.

Page 49 Page 8 of 73 Staffing: To support the workload and requirements of the bureau, staffing levels within this program have increased in the past year. Eleven additional support staff have been added over the past year to support our asset management, IT, OSIP, contracts, HR, communications and Director’s group. Assets and E-builder software is operated by the Asset Management group and is only Liabilities: in its second year of operation at PBOT. The maintenance fee is budgeted annually. Maximo is the Bureau’s work order software system which is currently in the process of being upgraded. Funding for this project is in the current budget and project completion is expected by FY 20/21.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Jeramy Patton https://www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.6188

Page 50 Page 9 of 73 Portland Bureau of Transportation Asset Management

Program Description & Goals The Asset Management program provides a strategic approach to allocating resources for the preservation, operation, maintenance and management of transportation infrastructure. Through the systematic use of management processes, engineering and economic analysis and transportation network evaluation, the program has identified service- and risk-oriented projects informed by City and Bureau goals. Managing the true value of PBOT’s assets and investments will allow the Bureau to deliver on its commitments to asset preservation, safety, equity, and mobility. Program success is determined through the amount by which the Bureau’s maintenance backlog is reduced, performance is increased, system gaps and deficiencies are resolved, efficiencies leveraged, and service level expectations are met or exceeded.

The overarching Asset Management goals are:

- To ensure that all assets are maintained in a state of good repair and that said assets meet intended service levels

- To ensure that PBOT’s asset investments reduce barriers and improve equity for all users - To ensure that the condition of all transportation assets support safety system-wide

- To ensure that PBOT provides adequate, long-term funding for transportation system maintenance and enhancement

To achieve these top-level goals, PBOT will:

• Establish equitable asset reinvestment priorities to extend the life of the City’s transportation assets, efficiently utilize limited resources to properly maintain assets, and deliver desired service levels for asset performance;

• Develop asset strategies to minimize the Bureau’s infrastructure maintenance backlog and be responsive to infrastructure needs over the long term;

• Collaborate with communities, particularly historically under-represented groups, to identify desired service levels, asset reinvestment needs, and project outcomes. Lead public outreach and engagement around identifying these needs, and prioritize requested work in project scheduling and delivery;

• Implement a formal, transparent, equitable, and accessible process for advancing capital improvements that support safety system-wide;

• Formalize decision-making for asset acquisition, operation, maintenance, renewal and replacement including heightened urgency and accountability for work in communities of color and immigrant and refugee communities; collect and report data on asset reinvestment and CIP progress broken out by geographic area to evaluate targeted progress in communities of color;

• Set strategy for efficient delivery of capital projects to manage the long-term life of transportation

infrastructure. Page 51 Page 10 of 73

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

Below you will find the results of PBOT’s asset management efforts broken down by the key measures of this program area’s success. In general, over the past several years, PBOT has been able to maintain or slow the declining condition of the City’s priority transportation assets and is making steady progress in stemming the rate of increase in PBOT’s overall maintenance backlog. The Asset Management program provides a strategic approach to allocating resources for the preservation, operation, maintenance and management of transportation infrastructure. Through the systematic use of management processes, engineering and economic analysis and transportation network evaluation, the program has identified service- and risk-oriented projects informed by City and Bureau goals. Managing the true value of PBOT’s assets and investments will allow the Bureau to deliver on its commitments to asset preservation, safety, equity, and mobility. Program success is determined through the amount by which the Bureau’s maintenance backlog is reduced, performance is increased, system gaps and deficiencies are resolved, efficiencies leveraged, and service level expectations are met or exceeded.

The overarching Asset Management goals are:

- To ensure that all assets are maintained in a state of good repair and that said assets meet intended service levels

- To ensure that PBOT’s asset investments reduce barriers and improve equity for all users - To ensure that the condition of all transportation assets support safety system-wide

- To ensure that PBOT provides adequate, long-term funding for transportation system maintenance and enhancement

To achieve these top-level goals, PBOT will:

• Establish equitable asset reinvestment priorities to extend the life of the City’s transportation assets, efficiently utilize limited resources to properly maintain assets, and deliver desired service levels for asset performance;

• Develop asset strategies to minimize the Bureau’s infrastructure maintenance backlog and be responsive to infrastructure needs over the long term;

• Collaborate with communities, particularly historically under-represented groups, to identify desired service levels, asset reinvestment needs, and project outcomes. Lead public outreach and engagement around identifying these needs, and prioritize requested work in project scheduling and delivery;

• Implement a formal, transparent, equitable, and accessible process for advancing capital improvements that support safety system-wide;

• Formalize decision-making for asset acquisition, operation, maintenance, renewal and replacement including heightened urgency and accountability for work in communities of color and immigrant and refugee communities; collect and report data on asset reinvestment and CIP progress broken out by geographic area to evaluate targeted progress in communities of color;

• Set strategy for efficient delivery of capital projects to manage the long-term life of transportation infrastructure.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

Below you will find the results of PBOT’s asset management efforts broken down by the key measures of this program area’s success. In general, over the past several years, PBOT has been able to maintain or slow the declining condition of the City’s priority transportation assets and is making steady progress in stemming the rate of increase in PBOT’s overall maintenance backlog.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of PBOT-owned bridges in non-distressed 85% 84% 0 85% 0 condition Percentage of "busy" (collector/arterial) streets in fair 50% 48% 0 50% 0 or better condition Percentage of local streets in fair or better condition 36% 31% 0 35% 0 Average network Pavement Condition Index (PCI) 0 0 55% 0 Cost of deferred maintenance 0 0 $270,000,000 0

Explanation of Services Asset Management Projects Highlights: FY 2019-20 – FY 2023-24 Capital Improvement Program The FY 2019-20 – FY 2023-24 Capital Improvement Program has 36 Asset Management projects totaling $119 mil. The projects leverage funding from Fixing Our Streets, Build Portland, Transportation System Development Charges, General Fund, and federal grant dollars. The program will work to support bridge replacement, the delivery of paving improvements including base repair, the mitigation of landslide threats, and the reconstruction of signals and streetlighting citywide. Through the investments in system preservation and dependability, the bureau will also be able to prioritize around capacity enhancements and safety. Equity Impacts The Asset Management program supports PBOT’s equity goals related to racial and disability equity by responding to and prioritizing service requests made by historically underrepresented groups and persons with mobility disabilities, such as through MO Dispatch (823-SAFE) and the Ramps by Request program. Through these efforts and others, PBOT’s Asset Management program responds to the Bureau’s Racial Equity Plan Actions 1.5 (Design and use capital improvement racial equity impact assessment tool for infrastructure projects), 1.6 (Prioritize projects according to racial equity matrix), 4.3 (Using data to address infrastructure deficiencies in communities of color), 5.4 (Inform communities of color how work within the Bureau is prioritized), and 5.10 (Develop process to rank constituent concerns through dispatch). It is the intention of the Strategic Asset Management Plan (SAMP), the Bureau’s 10-year asset management strategy (in development), to include a more robust and comprehensive process by which to engage historically under-represented groups (communities of color and low-income areas) as well as those with mobility disabilities. Changes to public outreach, methods and forms of engagement with these groups will be introduced following the SAMP’s adoption at the end of fiscal year 2019.

Page 52 Page 11 of 73 Changes to Program External Factors: The CAO and CFO’s energy around elevating Asset Management-thinking at the City level and the interest in development of a citywide CIP list has brought attention to current asset data deficiencies at the Bureau level (these deficiencies exist across the City, not just within PBOT). The interest in increasing reporting requirements and comparing asset condition and needs across bureaus has highlighted a need to further develop PBOT’s asset condition data. This work would significantly increase demands in this program area. In addition, reporting requirements to the State (as a result of HB 2017) and to the FTA (as a result of MAP-21) also increases demands on this program area. Both state and federal reports are required bi-annually on the condition of the city’s pavement and bridge system, for the former, and streetcar system, the latter. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 4,761,426 2,192,422 33,753,580 15,968,673 External Materials and Services 427,922 2,135,751 10,662,134 5,106,782 Internal Materials and Services 4,059,289 1,085,734 2,063,868 2,109,383 Personnel 1,131,335 1,236,446 5,734,617 2,633,360

Fund Expense

Contingency 0 0 -150,000 0 Fund Transfers - Expense 950,000 0 0 0 Sum: 11,329,972 6,650,354 52,064,199 25,818,198

Resources: The capital projects are funded by One-Time General Fund, HB2017, Fixing Our Street, System Development Charges, and Build Portland allocations. Expenses: The primary expenditures are personnel, consultants, and complementary resources required to plan, design and construct projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: Staff are budgeted in other programs and allocated to projects with allocation expense account

Assets and Once the projects are constructed, the City owns the assets which include, Liabilities: sidewalk, signs, crosswalk, signals, pedestrian island and other infrastructure.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Millicent Williams https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-4229

Page 53 Page 12 of 73 Portland Bureau of Transportation Safety & Vision Zero

Program Description & Goals The primary goal of this program is to reduce transportation fatalities and serious injuries by supporting the implementation of comprehensive, system-wide, multimodal, data-driven, and proactive projects that demonstrate the integration of safety into decision-making and project design. Safety planning and project selection is a collaborative and integrated approach that brings together safety partners to leverage resources and information aimed at ensuring that shared safety goals are met. By utilizing a data-driven safety planning process, PBOT has been able to identify short- and long-term opportunities to address the safety performance of the local street network.

One of the ways that the Bureau seeks to meet its goals is through the Vision Zero initiative. Vision Zero is the bold goal to eliminate traffic deaths and serious injuries on Portland streets. Vision Zero success depends on reaching beyond traditional transportation agency safety programs. It is a multi-agency, multi-partner initiative that requires cooperation, commitment, urgency and action across the community. Vision Zero addresses safety by reducing conflicts within and between transportation modes using a safe systems approach. The actions are data-driven and built on a racial equity framework.

Key Vision Zero performance trends are the number of people who die and are seriously injured on Portland streets each year, including by mode, age and location. City Council adopted the Vision Zero Action Plan in December 2016. 2017 was a year of building a foundation – passing critical legislation and gaining significant funding; 2018 was a safer year with the number of traffic deaths trending in the right direction.

Additional measures of this program area’s success were also defined over the past year through the rigorous exercise that PBOT performed to establish a new performance measure set for FY 2019-20. The new measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Number of traffic fatalities 44 46 0 0 0 Percentage of annual budgeted Capital Improvement 0 0 90% 0 Plan expended Total miles of bike lanes and protected cycle tracks 0 0 401.80 0 installed on local roads Number of automated speed cameras on High Crash 0 0 10 0 Network streets Number of new and retrofitted pedestrian crossings 0 0 50 0 on High Crash Network streets Number of streets where speed limits were reduced to 0 0 20 0 improve safety Number of traffic related pedestrian and bicyclist 0 0 -10% 0 serious injuries Number of traffic crashes that result in serious injuries 0 0 -5% 0 Percentage of the High Crash Network that meets 0 0 10% 0 PBOT’s pedestrian spacing crossing guidelines

Page 54 Page 13 of 73 Number of automated speed camera locations where greater than 50% of vehicles are traveling at the 0 0 10 0 posted speed Number of traffic related pedestrian and bicyclist 0 0 0 0 fatalities Percentage of East Portland High Crash Network 0 0 23% 0 streets that meet 2 sided lighting guidelines

Explanation of Services The FY 2019-20 – FY 2023-24 Capital Improvement Program has 71 Safety projects totaling $270 mil. The projects will leverage funding from Fixing Our Streets, Build Portland, Transportation System Development Charges, General Fund, Marijuana Tax funding, and federal grant dollars. Safety projects include one or a combination of the following characteristics: crossing improvements, sidewalk infill, lighting infill, paving, signage and striping, neighborhood greenways, improved bike facilities, and ADA improvements. Signature service lines within the Safety Program include Safe Routes to Schools, the Neighborhood Greenways Program, the Pedestrian Network Completion Program, and the Missing Links Program. Projects that do not fall under one of the aforementioned service lines address issues such as road reorganization, traffic calming, access management and streetscape implementation. All of the efforts combine to create a safer transportation system for the traveling public. Equity Impacts PBOT’s Safety Program through the Vision Zero Action Plan places a strong emphasis on equity and supports Portland’s Citywide Racial Equity Goals. The Vision Zero Action Plan commits that actions will: • Address disproportionate burden of traffic fatalities in Communities of Concern • Prioritize filling gaps in infrastructure in Communities of Concern • Will not result in racial profiling • Will use equity data (demographics, risk factors, traffic enforcement data, infrastructure gaps) to prioritize needs in low-income communities and communities of color • Measure and report on investment in low-income communities and communities of color Changes to Program Since City Council adopted the Vision Zero Action Plan in December 2016, the program has benefited from growing collaboration across bureaus and with other. • Changes due to external factors. Vision Zero is shaping transportation infrastructure in more than 30 cities in the United States. With increasing visibility locally and nationally, Portlanders continue to request slower speeds, safer streets and more education and engagement around traffic safety. • Changes to resources. Given the bureau’s emphasis on ensuring that projects are designed and built to address safety, 22 additional projects have been added to Safety Program. This increase was due, in large part, to the influx of funding that came into the bureau that is focused on improving infrastructure. • Changes to organizational structure. As a bureau priority, Vision Zero and safety have become more embedded in PBOT projects and programs. To that end, Vision Zero team members collaborate with colleagues throughout the bureau to ensure that projects and programs are contributing to safer, more multi-modal streets and/or engaging on traffic safety. Program Budget

Page 55 Page 14 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 1,712,599 4,089,176 50,434,300 67,590,370 External Materials and Services 741,135 2,680,079 6,192,454 7,397,763 Internal Materials and Services 2,533,412 3,504,839 6,571,954 6,999,743 Personnel 2,564,078 3,702,986 14,834,551 12,680,543

Fund Expense

Contingency 0 0 -503,456 0 Fund Transfers - Expense 375,000 0 0 0 Sum: 7,926,224 13,977,080 77,529,803 94,668,419

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 0.81 0.24 0 0 Sum: 0.81 0.24 0 0

Resources: Vision Zero program is funded by GTR. Capital Safety projects are funding by federal and state grants, SDC, FOS, HB2017, and Marijuana tax

Expenses: The primary expenditure includes personnel, consultants, and project delivery elements required to plan, design and construct projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: Staff are budgeted in other programs and allocated to projects with allocation expense account

Assets and Once the projects are constructed, the City owns the assets which include, Liabilities: sidewalk, signs, crosswalk, signals, pedestrian island and other infrastructure.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Millicent Williams https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-4229

Page 56 Page 15 of 73 Portland Bureau of Transportation Environmental Systems

Program Description & Goals The goal of the Environmental Systems Program is to protect water quality, public health, and the environment by maintaining and repairing the City’s sewer and stormwater collection system in compliance with regulations and guidelines set forth by federal, state and local agencies. A further goal is to conserve, recycle and reuse natural resources through the Sunderland Recycling program.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Linear feet of sewer/storm lines tv'd and inspected 0 0 694,800 0 Linear feet of sewer/storm line repaired/lined 0 0 22,173 0

Explanation of Services The Bureau of Environmental Systems (BES) owns and operates all public sanitary and stormwater collection, conveyance, and treatment systems in the city. Through an agreement with BES, Transportation Maintenance Operations inspects, cleans, repairs and maintains the 3,040 miles of storm and sanitary sewer lines in the city. It also investigates and responds to customer problems and maintains the surface stormwater conveyance system.

The goal of these activities is to protect water quality, public health, and the environment by maintaining and repairing the sewer and stormwater collection system. Inspecting is key to accurately determining the structural and operational condition of the collection system. Cleaning the system maintains asset condition and capacity, enhances the City’s infrastructure investment, and controls odors. Repairing the system protects the City’s investment, extends the asset’s useful life, and reduces the potential for catastrophic failures.

The program also includes the PBOT Sunderland recycling operation which processes asphalt, old concrete, street debris and leaves to produce usable products, including rock, gravel, compost, blended soil, sand and clean fill dirt. These activities help the City meet sustainability goals, conserve natural resources, lower hauling and disposal costs, and provide materials for use on City projects. Equity Impacts The activities and services of this program are provided city-wide and benefit all areas and all communities, including communities of color and persons with disabilities. The program’s maintenance and repair activities are provided based on asset condition, system needs and emergency response requirements citywide and are not restricted to geographic areas or demographic communities.

Page 57 Page 16 of 73 Changes to Program There are no changes to the program’s organizational structure, staffing or activities in FY 2019-20. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 1,522,218 1,371,244 2,751,237 2,814,109 Internal Materials and Services 9,874,918 10,062,760 11,202,145 11,975,297 Personnel 9,991,856 10,425,973 14,635,623 15,996,896 Sum: 21,388,993 21,859,977 28,589,005 30,786,302

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 132 134 138 146.75 Sum: 132 134 138 146.75

Resources: The majority of the activities in this program involve the cleaning, repair and maintenance of the sewer and stormwater systems owned by the Bureau of Environmental Services (BES). BES pays PBOT for these services through an interagency agreement. General Transportation Revenue (GTR) funds the cleaning and repair of PBOT-owned street catch basins, as well as the program’s indirect activities. For the past several years, the interagency with BES has been increased by inflation, which has proven to be more than sufficient to cover program costs. Therefore, the FY 2019-20 interagency budget will remain the same as in FY 2018-19 and will not be increased. The Sunderland recycling operation is funded primarily by GTR, with some revenues coming from fees charged to citizens and companies for the disposal or purchase of materials. The fees are not considered to impact any community’s ability to access recycling services. The funding from BES, the GTR support and recycling revenues for this program are expected to remain reliable and sustainable in coming years. Expenses: . The primary expenses of the program are personnel costs, which are fixed, predictable and essential to delivering program services. Other major expenses are fleet and equipment operating costs and sewer repair/ cleaning operating supplies, all of which are critical to providing services and meeting program goals.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure.

Page 58 Page 17 of 73 Staffing: The program has a total of 146 staff members, the majority of which work on sewer and stormwater activities. Staff include supervisors and field crews that perform sewer and recycling activities. Over the past five years, this program has added six new sewer repair field positions to reduce the backlog of sewer repair work and to increase capacity during the swing shift by creating two more crews to respond to sewer back-ups and spills and to increase the footage of sewer lines inspected. Assets and This program inspects, cleans and repairs the sewer and stormwater Liabilities: system assets that are owned by the Bureau of Environmental Services, including 3,040 miles of pipeline, 40,789 sewer access structures (manholes), 9,167 storm access structures, 8,625 stormwater sumps (underground injection control, or UIC), 683 miles of laterals, 506,880 linear feet of ditches, 75 miles of culverts, 54,700 stormwater inlets and catch basins, 328 trash racks and 148 manufactured stormwater facilities.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Scott Clement www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-7052

Page 59 Page 18 of 73 Portland Bureau of Transportation Streets & Signs

Program Description & Goals The goal of the Streets and Signs program is to preserve or upgrade the condition of Portland’s improved streets through maintenance and cleaning activities, to maintain all traffic signs and markings, and to manage traffic to provide a safe and accessible transportation system for the public.

Managing Portland’s streets and signs requires preserving and upgrading pavement through street maintenance and cleaning activities; maintaining and improving pavement markings to support safety, visibility, and the efficient movement of vehicles (motorized and non-motorized) on Portland streets across all modes; and maintaining, cleaning, and replacing signs to communicate regulation, information, direction, parking restrictions and guidance.

Adequate management of these assets keeps the City in compliance with federal and state requirements pertaining to visibility of regulatory guidance (markings and signs) and safety infrastructure. Further, cleanliness and visibility of parking signs is required for PBOT to enforce parking restrictions, manage the curb zone in parking districts, and collect revenue that accounts for a portion of PBOT’s limited discretionary transportation funding.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Average network Pavement Condition Index (PCI) 0 0 55% 0 Number of crosswalks installed or maintained 0 0 3,100 0 Number of signs maintained or replaced 0 0 20,000 0 Number of potholes repaired 0 0 5,000 0 Total miles of curb cleaned during annual leaf 0 0 1,059 0 removal program Number of High Crash Corridors restriped annually 0 0 100% 0

Explanation of Services

Page 60 Page 19 of 73 This program inspects, maintains and repairs the 4,852 miles of local and collector/arterial paved roads in the city and annually grades and gravels some of the 50 miles of unpaved roads. It investigates and responds to pavement problems, including potholes, and provides emergency response to street and right-of-way hazards, which is vital to public safety. These activities are critical to providing citizens access to transit, employment, social, health and education services. Pavement preservation is essential to successful asset management, since it much more expensive to repair or reconstruct pavement that is in very bad condition than it is to continue to maintain it in good condition. Pavement management activities in the program evaluate street conditions and assign pavement condition index numbers that are used to prioritize work and recommend optimal pavement treatment based on existing conditions.

The program also installs, maintains, repairs and tracks approximately 170,000 street-name, regulatory, warning, traffic-control, and parking signs, as well as installs and maintains the vast diversity and quantity of pavement markings, lines and legends, and provides traffic control for emergencies and city events. These assets are critical safety features to direct and regulate vehicles, pedestrians and bicyclists. Failure to maintain appropriate, clear and visible signage and striping can impact the ability of police or parking enforcement to enforce traffic and parking laws and can result in legal liability to the City.

Street cleaning activities provide mechanical cleaning of residential, arterial and Central Business District streets, removal of debris and leaves from streets, cleaning of bike and pedestrian areas, vegetation management and street area landscaping, and de-icing of streets in weather emergencies. Traffic operations provides the public contact point for issues regarding transportation system operations and neighborhood livability issues related to transportation and investigates and responds to traffic-related concerns from the public and other agencies. It also coordinates traffic management for special events, including athletic events, parades and the Rose Festival. These are key to ensuring that the transportation system provides for the effective and safe movement of people and vehicles in the city. Equity Impacts This program support PBOT’s 5-year Racial Equity Plan through its efforts to address the following goals: 1) Provide equitable services to all residents: PBOT’s equity matrix is used to evaluate street and sign maintenance priorities, together with other factors, including condition. Where possible, street maintenance is delivered in collaboration with other bureaus or entities (TriMet, Oregon Department of Transportation, or others) to minimize the impact of road work on the traveling public. 2) Shift the culture of the bureau and end disparities in city government: Strategic asset management planning, currently in development, intends to inform street and sign maintenance priority according to the Bureau’s strategic goal areas. This work relies heavily on the Bureau Equity Committee and bureau-wide understanding of racial equity and inclusion. 3) Use racial equity best practices to increase access for communities of color and immigrant and refugee communities: Use the Racial Equity Toolkit to improve street and sign maintenance decisions. Continue to use the racial equity matrix to identify Priority Maintenance Actions. Changes to Program There are no changes to the program’s organizational structure, staffing or activities in FY 2019-20. In FY 2018-19, the program added staff to create an additional pothole repair crew, to grade and gravel some of the unpaved roads in the city, and create a night crew to increase the amount and frequency of pavement striping, to address sign issues (including knock-downs), and to support the closing and re-opening of roads during emergency and non-emergency situations.

Program Budget Page 61 Page 20 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 2,945,766 3,014,220 10,505,641 7,386,665 Internal Materials and Services -1,590,623 -1,947,332 10,120,482 9,782,611 Personnel 1,728,758 2,366,628 17,349,854 19,567,296

Fund Expense

Fund Transfers - Expense 0 0 51,248 0 Sum: 3,083,901 3,433,516 38,027,225 36,736,572

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 166 171 171 183.9 Sum: 166 171 171 183.9

Resources: This program is supported primarily by General Transportation Revenue (GTR). It also receives about $2 million per year for four years from the 2016 voter-approved 10-cent gas tax – the Fixing Our Streets program which funds street base repair projects. This program replaces not just the surface asphalt, but also the rock base of the road which stops structural failure from spreading and prevents recurring issues. Funding for street preservation continues to fall short of what is needed to improve the average pavement condition of the street network.

In FY 2018-19, the City’s General Fund reduced its support for Maintenance street cleaning activities by about $402,000. This reduction was backfilled by increased support from the Bureau of Environmental Services (BES) which has annually provided some support, since street cleaning provides stormwater management benefits by keeping debris out of the collection system. PBOT and BES are currently determining the appropriate level of support that BES should provide to PBOT street cleaning activities. Other funding comes from interagency agreements with BES and the Water Bureau for street patching services. These resources have been steady in recent years and are anticipated to remain so in the future. Expenses: The primary expenses of the program are personnel costs, which are fixed, predictable and essential to delivering program services. Other major expenses are fleet and equipment operating costs and operating supplies such as asphalt, concrete, signs and paint, all of which are necessary to providing services and meeting program goals.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The Streets and Signs Program includes 183 positions, including program staff (e.g., utility workers, crew leaders, GIS technicians, equipment operators, schedulers), supervisors, an engineer and a program manager.

Page 62 Page 21 of 73 Assets and PBOT’s street and sign inventory includes 4,852 lane miles of pavement, Liabilities: 37,911 street name signs, 1,189 miles of pavement markings, 61,444 parking signs, 5,333 crosswalks, and 58,779 traffic control signs. The estimated funding required to improve the condition of these assets to the target levels is $1.7 billion for pavement, $6.4 million for street signs, and $5.2 million for pavement markings.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Peter Wojcicki www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-1751

Page 63 Page 22 of 73 Portland Bureau of Transportation Streetlights & Signals

Program Description & Goals This program is responsible for the planning, design, operations, and maintenance of traffic control and lighting infrastructure. Traffic signals and street lighting (and the maintenance of this infrastructure) are integral to shaping our livable city. Our emphasis is on creating and maintaining streets that keep Portland a walkable, bikeable, and mobile livable city.

Asset management is at the heart of the work that we do to track the program. Declining operations and maintenance funding for the program has resulted in fewer than 2 traffic signals being maintain each year, which would require the traffic signals to last more than 400 years. Previous asset management reports had the lifespan estimated at 30 years. The lack of a full replacement of the existing traffic signals results in higher ongoing maintenance costs, which further reduces the preventive maintenance that can be conducted by City staff.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of the High Crash Network that meets 0 0 10% 0 PBOT’s pedestrian spacing crossing guidelines

Explanation of Services Defining the context. Traffic signals are vital to the mobility of society. They result in the safe crossing of people walking across many of our streets and help people travel distances by bicycle, scooter, and other vehicles. Thousands of people use each traffic signal every day. Description of activities. SSL staff design, operate, and maintain traffic signals, beacons, and street lighting systems. The implementation of various equipment has included: Smart City sensors, the City’s communications infrastructure, the TriMet traffic signal priority equipment, and traffic signal system monitoring equipment. These systems are integrated in a way that maintains the performance of the transportation system. Program results. The occurrence of outages in the Portland traffic signal system is alarming. After hours responses are numerous due to the failure of equipment in the field as it lasts long past its useful life. Emergency repairs can result in higher costs and poor coordination between partners. Community engagement. Our staff are directly responsible for customer engagement, receiving numerous calls per day complaining about the traffic signal operations and street lighting outages that occur throughout Portland. We have a special relationship with the accessibility community and receive requests directly from members with disabilities and mobility needs. These citizens are engaged directly in the work of the traffic SSL Division. Both citizens that are blind and those that use wheelchairs for mobility need accommodations at signalized intersections.

Page 64 Page 23 of 73 Equity Impacts The Signals, Street Lighting, ITS, & Electrical Maintenance Division places places a strong emphasis on equity and supports Portland’s Citywide Racial Equity Goals. The recent CREEC settlement has raised the awareness of the City in the needs of these communities. The Oregon Blind Commission has helped prioritize the installation of accessible pedestrian signals and other crossing improvements by providing direct input and requests for upgrades to the existing infrastructure. People with mobility devices and people that need additional time at traffic signals also can directly request service and changes to the traffic signal timing that increase the safety of people on the streets. The Bureau does collect information about whether complaints or requests are related to the Americans with Disabilities Act (ADA). The Signals & Street Lighting Division has conducted some efforts to quantify the efforts of the Electrical Maintenance Section on Communities of Color within the City. Our efforts have focused on the response time related to Electrical Maintenance functions at traffic signals within the various geographic districts of the City and their corresponding score on the Equity Matrix. The hypothesis is that the geographic boundary created many years ago to organize work may not result in response rates that are commensurate with our newer equity goals. This redistribution of geographic boundaries was postponed as staffing for this equity evaluation of the Section was a lower priority than immediate safety response, project support, and other initiatives when engineering staff workload was a concern for the Bureau. The equity analysis completed as a part of the Street Lighting relamping project has served the SSL Division very well. Staff continue to use the City’s Equity Matrix to identify priorities for limited funding for improvements to the street lighting system. The impact of the changes includes more rapid response to requests from the community and have resulted in improvements centered around areas where communities of color and people with disabilities regularly use the infrastructure (SE Division Street). Changes to Program The program has also been impacted by the significant additional infrastructure implemented by the Vision Zero efforts. This initiative has resulted in the addition of nearly 80 Rectangular Rapid Flashing Beacons (RRFB) which will also require maintenance and have increased our installations by nearly 8%. • The increase in traffic signal equipment and lighting does not appear to be waning. In fact, the Interties for the Division has increased 200% in the past 3 years. This has resulted in the Division maximizing the use of consultants to complete projects both through flexible services contracts that are in control of the Division and that of others (including Civil Design). • The City has experienced a number of lawsuits in the past year that has required a considerable amount of time from staff to support the City Attorney’s office. • The other large increase for service that has occurred was the installation of Smart City sensors. The Mayor’s Office directed staff to install 200 new facilities with devices to measure volume on the SE Division, SE Hawthorne, and SE 122nd Avenue corridors. This increase in equipment has come with challenges related to the equipment and the impacts to staff time are unknown at this time. • The organizational structure has changed in the past year to include more robust management of both the Electrical Maintenance Team and the addition of a new section to handle Asset Management, Inspections, and Small Cell sites. This has resulted in significant more collaboration and communication within the organization. Program Budget

Page 65 Page 24 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 22,193 760 0 0 External Materials and Services 2,958,063 2,979,314 5,555,344 4,527,399 Internal Materials and Services 1,118,652 1,500,553 986,070 738,500 Personnel 4,984,640 5,264,424 6,073,767 6,559,394

Fund Expense

Contingency 0 0 2,655,862 12,061,500 Sum: 9,083,549 9,745,051 15,271,043 23,886,793

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 31.58 34 26 44.72 Sum: 31.58 34 26 44.72

Resources: This program is funded by GTR and by federal and state grants, SDC, FOS, HB2017.

Expenses: The primary expenditures include personnel, consultants, materials, Fleet costs, and equipment for planning, design, and construction projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program has 24 electricians, 4 auto equipment operators, 24 engineers and engineering technicians, 1 GIS tech, 1 signal and street lighting technician, 1 management analyst, 1 electrical supervisor, 3 managers overseeing the program, 1 management analyst and 1 communication engineer Assets and Once the projects are constructed, the City mostly own the assets which Liabilities: includes signalized intersections, beacons, variable message signs, street lighting, and other infrastructure.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Peter Koonce https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-5382

Page 66 Page 25 of 73 Portland Bureau of Transportation Sidewalks, Bridges & Structures

Program Description & Goals The Sidewalks, Bridges, and Structures program consists of PBOT Maintenance Operations activities that inspect, maintain, and repair the City’s sidewalks, curbs, corners, guardrails, fences, bridges, stairways and retaining walls, work that is essential to providing public safety, mobility and accessibility.

This program is responsible for ensuring the City’s corners and sidewalks adhere to federal Americans with Disability Act (ADA) standards through posting sidewalks that are out of compliance and by improving or installing ADA-compliant curb ramps. In addition to meeting federal and state requirements around asset condition, this program maximizes the City’s lifetime commitment and investment by preserving existing assets, preventing deterioration, and avoiding costly repairs and loss of asset use.

Performance measures for this program include:

Percentage of PBOT-owned bridges in non-distressed condition. Success is 80% or more of bridges in non-distressed condition and PBOT has exceeded this level over the past several years.

Number of ADA curb ramps improved or constructed. PBOT has been working to increase the number of ADA-compliant curb ramps installed. Performance in this area is trending upwards to meet the CREEC settlement agreement and PBOT anticipates improving or constructing over 1,500 curb ramps in this budget year.

Additional measures of this program area’s success were also defined over the past year through the rigorous exercise that PBOT performed to establish a new performance measure set for FY 2019-20. The new measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of PBOT-owned bridges in non-distressed 85% 84% 0 85% 0 condition Number of corners improved or constructed to meet 0 0 1,500 0 ADA compliance

Explanation of Services

Page 67 Page 26 of 73 Portland’s sidewalk system is made up of sidewalks, corners, and curbs. The system provides pedestrians with a safe way to access transit, neighborhood businesses, parks, and schools. Curbs not only mark the edge of the pedestrian network, but also channel water to the drainage system, which helps preserve street pavement. Sidewalk activities in this program maintain sidewalks and corners, including installation of ADA-compliant corner ramps. These activities make travel easier and safer for people with disabilities and the elderly.

Structural maintenance activities include retaining wall and tunnel repair, bridge and vaulted walk maintenance, installation and repair of roadside barriers (guardrails and attenuators) that are a key component of roadway safety, structural inspections and design, and installation and repair of stairways, fences and bike racks. These activities ensure that these assets are available and functioning properly and remain a safe and viable part of the transportation system for vehicles and pedestrians.

Community members provide input to this program by reporting assets, such as sidewalks, that are hazardous and in need of repair and by requesting the installation of new assets, such as corner curb ramps to improve mobility. Equity Impacts This program supports PBOT’s 5-year Racial Equity Plan through its efforts to address the following goals: 1) Provide equitable services to all residents: PBOT proposes using its equity matrix to prioritize ADA-compliant curb ramp installations, together with other factors including location and number of requests. ADA-compliant corners are also installed as part of pavement improvements and other capital projects led by utilities, TriMet, the County, and the State. Where possible, PBOT Maintenance Operations partners with other agencies to deliver compliant curb ramps as part of other capital projects. 2) Shift the culture of the Bureau; end disparities in city government: Maintenance of structures, including sidewalk inspections, will be evaluated as part of the Bureau’s Strategic Asset Management Plan which is in development. This plan intends to prioritize racial equity and inclusion in identifying maintenance priorities and will rely heavily on the Bureau Equity Committee and bureau-wide understanding of racial equity and inclusion. 3) Use racial equity best practices to increase access for communities of color and immigrant and refugee communities: Continue to use the racial equity matrix to identify Priority Maintenance Actions.

Further, this program supports disability equity through its work improving corners to meet federal ADA standards. Sidewalk connectivity is also prioritized as part of new construction, including wider sidewalks which are better able to accommodate persons with mobility disabilities.

Page 68 Page 27 of 73 Changes to Program There are no changes to the program’s organizational structure, staffing or activities in FY 2019-20. Budgeted program resources and expenditures will be similar to FY 2018-19. The primary funding source for this program is General Transportation Revenue (GTR) which will increase to cover inflation in FY 2019-20.

The 2018 CREEC (Civil Rights Education and Enforcement Center) lawsuit settlement requires the City to make accessibility improvements by installing or fixing an average of 1,500 accessible curb ramps each calendar year for the next 12 years starting in 2018, including curb ramps requested by persons with mobility disabilities. Some of this work will be done through capital improvement and permit projects that are part of other PBOT program offers. However, starting in FY 2018-19, 600 ramps per year will be completed by the Maintenance Operations Sidewalks section, an increase in the number of ramps done in prior years. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 1,065,871 1,016,957 2,959,713 2,910,576 Internal Materials and Services 380,968 306,810 1,056,992 238,817 Personnel 1,051,477 1,209,177 5,059,731 3,541,358

Fund Expense

Contingency 0 0 -130,000 6,446,134 Sum: 2,498,316 2,532,943 8,946,436 13,136,885

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 53 62 60 62.4 Sum: 53 62 60 62.4

Resources: This program is supported primarily by General Transportation Revenue (GTR) which will increase in FY 2019-20 to cover inflation. It also receives $1.5 million from the Build Portland Program City Council created in 2017 to finance upgrades to critical city infrastructure, including transportation improvements. Other funding comes from interagency services provided to other City bureaus, from TriMet for the installation of concrete pads in streets at bus stop locations, sidewalk repair/inspection fees paid by citizens and contractors, and reimbursement from property owners for sidewalk repairs done by the City.

These resources have been steady in recent years and are anticipated to remain so in the future. The sidewalk posting fees charged to the public are set to recover program costs and are not deemed to impact the ability of citizens to access services.

Page 69 Page 28 of 73 Expenses: The primary expenses of the program are personnel costs, which are fixed, predictable and essential to delivering program services. Other major expenses are fleet and equipment operating costs, and operating materials such as cement and materials to fix guardrails and other structures, all of which are critical to providing services and meeting program goals.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The Sidewalks, Bridges and Structures Program includes 62 positions, including field staff (utility workers, welders, carpenters, painters, concrete finishers, inspectors, technicians and equipment operators) and four supervisors. In response to the increased commitment to install ADA corners, in FY 2018-19, two positions were added to the program to plan, organize and manage sidewalk projects and to design, layout and evaluate new corner ramp projects.

Assets and There are 3,155 miles of sidewalks, 38,231 corners, and 3,150 miles of Liabilities: curbs in the city. In addition, there are 152 bridges, 190 stairways, 23 miles of guardrails, 590 retaining walls and almost a mile of harbor wall in the city. The estimated funding required to improve the condition of these assets to target levels is $73 million. This does not include the cost of improving sidewalks, as adjacent property owners are financially responsible for repairing sidewalks.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Amy Roberts www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-1769

Page 70 Page 29 of 73 Portland Bureau of Transportation Streetcar Operations

Program Description & Goals Streetcar connects neighborhoods, employment centers and cultural destinations around the central city with 7-day-a-week service, from northwest Portland to the Pearl, PSU, South Waterfront, OMSI, Central Eastside and Lloyd, crossing the Broadway Bridge and the Tillikum Crossing. The program provides both transportation mobility and an incentive for denser, urban development. As the streetcar has expanded, the collaboration between public and private partners has resulted in affordable housing, public open spaces, and brownfield redevelopment. The Portland Streetcar is owned by the City of Portland and operated by the Bureau of Transportation (PBOT) in partnership with TriMet (the regional transit agency) and Portland Streetcar, Inc. (PSI), a non-profit that provides management support and private sector advocacy. With it’s 5-Year Strategic Plan, Portland Streetcar tracks a number of performance measures and provides an annual report to Council on the program. Key performance measures have been annual Streetcar ridership, Percent of Operating budget provided by fare revenue, and Percent of on-time performance. In April 2018, Streetcar had its highest average weekday ridership of 16,650, and a FY 17/18 total of 4.87 million. On-time performance for FY 17/18 was 84.8, 84.5, and 79% respectively for the NS Line, A Loop and B Loop. Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of Streetcar on-time performance 79% 82% 0 90% 0 Percentage of Streetcar fare revenue contribution to 14% 13% 0 20% 0 operating budget Annual Streetcar ridership 4,720,474 4,870,556 0 5,000,000 0

Explanation of Services

Page 71 Page 30 of 73 Defining the context - Portland Streetcar began service July 20, 2001 with a 2.4-mile alignment (4.8-miles round trip) from Portland State University to NW 23rd Avenue. Now, after 17 years, 5 extensions, and more than 50 million riders, Portland Streetcar operates three lines around 16- miles of track in Portland's Central City. Description of activities - The North | South (NS) Line operates on 8-miles of track from SW Lowell & Bond in the South Waterfront to NW 23rd & Marshall in the Alphabet District connecting PSU, the Central Business District, and the Pearl District. The A and B Loops operate two circular routes connecting the Pearl District, Lloyd District, Central Eastside Industrial District, Central Business District and PSU in clockwise (A Loop) and counter-clockwise (B Loop) loops around the Central City. All three lines operate at 15-20 minute frequencies with 7-10 minute frequency through the Central Business District, PSU and the northern South Waterfront District where two lines overlap. Hours of Operation are Monday – Friday, 5:30 am to 11:30 pm, Saturday, 7:30 am to 11:30 pm, and Sunday, 7:30 pm to 10:30 pm.

Program results – As the nation’s oldest modern streetcar line, Portland is an example of how streetcars beneficially shape growth to create more sustainable and equitable cities. Since Streetcar began operation in 2001, the city has added over 17,000 new residential units along the transit corridor, including one-third of all affordable units. In 2017, more than half of the housing units built in Portland were built along the Streetcar corridor. Portland Streetcar has also proven to be a strong signal to property owners and employers, who have increased private investment and grown job opportunities. Across the country, major employers cite streetcar systems as one of the reason they are investing and growing within cities. Community engagement – Our contractor, PSI, engages the private sector through a volunteer Board and also staffs the City’s Streetcar Advisory Committee. PSI’s leadership on the HB 2017 Transit Advisory Committee for Portland Streetcar included working with community advocates, OPAL, other municipalities and counties to identify shared values and recommendations for apportionment of future resources to improve service frequency and reliability. Equity Impacts o Our Customers - The Streetcar service area includes a diversity of customers by age and income. Thirty-two percent earn an annual income of less than $30,000. Streetcar operators deploy the mobility ramp more than 30 times an hour to assist passengers, many of whom may have disabilities. Forty-nine percent of all housing units built in Portland in the last 20 years are within ¼ mile of Streetcar tracks, including 6,659 regulated affordable housing units. o Fares - With the introduction of the HOP Fastpass customers can pay as they go for transit, without the upfront cost of a monthly or annual pass, and still obtain the daily and monthly cap. Additionally, Streetcar provides a ½ fare of $1 as well as the TriMet $1.25 fare for Honored Citizens. In FY 19/20, Streetcar will participate in the Low-Income Fare Program managed by TriMet and made possible by the HB 2017 investment. o Title II and Title VI - As a transit provider, we strive to meet the need needs of our customers and work collaboratively with TriMet on Title II reasonable accommodation requests and Title VI Civil Rights compliance. Changes to Program Proposed changes to the division include the addition of an Assistant Operations Manager (swing- shift) and the replacement of a contract position with a City Senior Administrative Specialist. Program Budget

Page 72 Page 31 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 10,804,855 10,569,154 11,998,398 12,136,206 Internal Materials and Services 248,654 333,249 214,690 250,955 Personnel 2,438,422 2,762,752 3,287,637 3,509,714

Fund Expense

Contingency 0 0 0 391,984 Sum: 13,491,931 13,665,155 15,500,725 16,288,859

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 24 26 27 28.5 Sum: 24 26 27 28.5

Resources: The Operating budget is funded by General Transportation Revenue (GTR), TriMet, fare revenue and sponsorships obtained by Portland Streetcar, Inc. (PSI). Capital expenditures are covered by System Development Charge fees, energy tax credits, and programmed parking facility funds as well as designated parking revenue, and GTR. Expenses: The primary expenditures for this program are staffing costs and ongoing asset maintenance. Additional capital expenditures include payments to TriMet for development of the HOP Fastpass system and purchase of 3 additional Streetcar vehicles from Brookville Equipment.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program has 27 city staff as well as contracted staff. The program is looking to add two additional staff in the Request Budget. This includes 4 maintenance supervisors, 7 operation supervisors, 3 streetcar officers, 2 storekeepers, 6 utility workers, 1 electrician, 1 safety and risk officer, 2 office support position, 1 operation manager, 1 maintenance manager and 1 division manager to oversee the program. Assets and The division is responsible for the ownership and maintenance of the Liabilities: Portland Streetcar system, including track, OCS, facilities, and vehicles. The goal is to have 100% of the Streetcar system, including vehicles in Fair or better condition. The bureau currently meets that target, and we are looking ahead to developing a mid-life refurbishment plan for 7 of the oldest vehicles with the assistance of a vehicle engineer. Portland Streetcar has a Transit Asset Management (TAM) plan and is committed to maintaining our assets in a State of Good Repair (SGR).

Program Information Bureau: Portland Bureau of Transportation Program Contact: Kathryn Levine https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-7085

Page 73 Page 32 of 73 Portland Bureau of Transportation Engineering

Program Description & Goals This program is responsible for the planning, design, operations, and maintenance of traffic control and lighting infrastructure. Traffic signals and street lighting (and the maintenance of this infrastructure) are integral to shaping our livable city. Our emphasis is on creating and maintaining streets that keep Portland a walkable, bikeable, and mobile livable city. Asset management is at the heart of the work that we do to track the program. Declining operations and maintenance funding for the program has resulted in fewer than 2 traffic signals being maintain each year, which would require the traffic signals to last more than 400 years. Previous asset management reports had the lifespan estimated at 30 years. The lack of a full replacement of the existing traffic signals results in higher ongoing maintenance costs, which further reduces the preventive maintenance that can be conducted by City staff. Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of annual budgeted Capital Improvement 0 0 90% 0 Plan expended Percentage of capital projects that complete their 0 0 85% 0 planned annual schedule Percentage of projects substantially complete within 0 0 90% 0 25% of overall project budget

Explanation of Services The Engineering Services Group provides the following services: • Technical support for capital projects including structural, civil and traffic engineering, and construction inspection and survey services. The Surveying section provides surveying for the Bureau of Environmental Services projects in addition to PBOT’s projects. • Provides operations and maintenance on the City’s 950 signals (as well as another 150 signals on ODOT’s system in the City) and 56,000 streetlights. • Provide asset management for the City’s signal and street lights, 4800 lane miles of streets, 152 bridges, 590 retaining walls, 190 stairways, 29 miles of guardrail, and many other assets. • Lead and responsible for meeting the City’s settlement with CREEC which requires the construction of 1500 ADA ramps per year for the next 12 years. • Leads the City’s efforts on the City’s Standard Specifications and Details which is used on every project in the public right-of-way for BES, Water, Parks, PBOT as well as all permit projects. Our responsibility is to design, maintain, and operate the transportation system for all modes and to deliver projects on time and budget.

Page 74 Page 33 of 73 Equity Impacts The ADA Curb Ramp program that is part of the CREEC settlement brings accessibility improvements that span the citizenry and geography of the entire City. Curb ramps are key to providing an accessible transportation system by helping people (especially those with mobility challenges) get out of the street and over the curb and to the sidewalk. The program provides management, engineering design, and construction inspection services to provide the 1500 ADA compliant curb ramps per year for the next twelve years as required by the City’s ADA Curb Ramp Settlement (aka CREEC Settlement). Curb ramps are accomplished by capital improvement projects, permit projects, and the street maintenance paving program along with other ramps built in accordance with the prioritization set by the ADA (e.g. government offices, schools, parks and public services, transportation coordinators, hospitals, and places of public accommodation.) Changes to Program The City’s ADA Curb Ramp Settlement, which became effective in September 2018, doubled the number of curb ramps to be designed, inspected and constructed by the City annually (from 750 to 1500). In addition, the Settlement Agreement calls for (1) the City’s Ramp by Request intake system to meet ADA accessibility standards; (2) additional training of consultants and staff throughout the various City bureaus; (3) development of electronic inspection and verification forms to be used by inspectors in the field; (4) upgrades to the City’s GIS system to provide an inventory of surveyed curb ramps throughout the City; and (5) annual reporting to CREEC counsel and the federal district court. To accomplish these things, the “CREEC Squad” unit was created, containing four technical staff, and two street inspectors, four ADA Technical Advisors, along with additional computer aided drafting personnel to handle the increased drafting workload on capital improvement projects due to increases in ADA related scopes. ESG has also increased engineering and construction capacity through on-call consultant contracts and fixed price agreement contracting. With the large increase in funding and the number of projects, we have been utilizing flexible services contracts with consultants and also hiring new staff to deliver these projects. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 10,000 46,165 1,300,000 2,852,571 External Materials and Services 215,172 563,569 565,464 1,377,511 Internal Materials and Services 465,365 357,508 475,944 290,000 Personnel 2,871,824 2,952,517 3,776,717 4,116,796

Fund Expense

Contingency 0 0 -35,000 0 Sum: 3,562,361 3,919,759 6,083,125 8,636,878

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 72.1 74 96 26.19 Sum: 72.1 74 96 26.19

Page 75 Page 34 of 73 Resources: The vast majority of Engineering Services is funded by CIP projects that utilize both City (GTR and GF) and outside funding (TSDC, Federal, ODOT, Port, TriMet, etc). These funds cover the design, inspection and construction of projects. The ADA Curb Ramp Program is funded through a combination of PBOT capital improvement program (federal and state grants, system development charges, Fixing Our Street, HB2017, Build Portland, Prosper Portland, and One-Time General funding). Expenses: Our primary expenses are for personnel, equipment and materials to design, build and inspect projects that are part of bureaus’ budget and meet the City’s and Bureau’s goals and objectives.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: : Various engineering and technical staffing including 18 surveyors, 9 public work inspectors, 13 engineering technician, 7 CAD technician, 1 quality material compliance, 41 engineers, 2 mapping data technicians, 4 office support, 1 project manager, 1 chief engineer, 1 city traffic engineer, 9 supervising engineers, 2 supervising surveyors, and 1 survey manager. Assets and The CREEC ADA Settlement Agreement provides for significant reduction Liabilities: of culpability provided the terms of the Agreement are met. When compared to other similar jurisdictions, this reduction is estimated to be in the range of $200M - $800M.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Steve Townsen https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-7144

Page 76 Page 35 of 73 Portland Bureau of Transportation Planning

Program Description & Goals Transportation Planning synthesizes community values into an overall policy direction to guide the development of Portland’s transportation system. The Planning program engages Portlanders to develop a sustainable vision, long-range plans, and investment strategies to meet our future transportation needs. Planning integrates the needs of all modes of transportation, along with other functions of our streets, into the planning and project development process. Planning works to prioritize transportation investments and resolve policy tradeoffs associated with different uses of our right-of-way.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Explanation of Services The Planning Program primarily consists of three working sections: Policy Innovation and Regional Coordination, Area and Project Planning and Complete Streets Planning sections.

The Policy Innovation and Regional Collaboration section develops City transportation policy and coordinates with other related bureaus and policies to guide the planning, investment, and priorities of the transportation system. This includes: establishing and maintaining compliance with state and regional policies and plans through the Transportation System Plan; integrating transportation and land use planning through coordination with the Comprehensive Plan; representing Portland at regional and state transportation policy and planning bodies; and developing long range plans and performance-based planning and programming practices that advance achievement of city planning goals.

The Area and Project Planning section develops multimodal area and corridor transportation plans for Comprehensive Plan Designated Centers, Corridors, and Employment Districts, including adjacent areas. This section translates and applies citywide policies to specific areas of the city and it leads in the development of new and innovative planning and capital project initiatives.

The Complete Streets Section leads the preparation of modal plans and integration of these plans into multi-modal policies, investment strategies and the process for street design and improvement. The modal plans serve as a blueprint for completing the networks for pedestrians, bicycle, transit, Freight and supporting adherence to ADA policy. Other activities include staffing modal advisory committees and advancing complete streets initiatives and specific modal coordination efforts.

The Planning group is in constant communication and engagement with the public on project planning and modal coordination. Through the use of community outreach events, neighborhood meetings, stakeholder meetings, direct mailings, media releases, email and using our website the planning group works to reach and hear from all of our customers to help determine the bureaus project goals and priorities.

Page 77 Page 36 of 73 Equity Impacts The equity goals of this program include: • Standardizing an equity matrix for PBOT to address Transportation infrastructure deficiencies in communities of color. • Prioritization of projects using a standard template which includes a racial equity evaluation metric, to help address infrastructure deficiencies in communities of color. • Shape and advance standard practices to increase outreach and engagement with Limited English Proficient (LEP) communities. Changes to Program Changes due to external factors: Increased project development work continues due to Fixing Our Streets and HB2017 capital funding and increased requests from the capital program to prepare project concept plans. A funding grant from Metro (FTA Grant) for Streetcar for $375,000 will require additional project planning team activities in (FY 2019-20 and FY 2020-21). Changes to resources: No significant reallocations of bureau resources will be occurring to this program compared to prior years. Changes to organizational structure: No significant organizational structure changes to this program in the past year. The program added a Transportation Planning Manager and a Senior Management Analyst (which is funded 50/50 between PBOT and BES) in the FY 2018-19 Fall Bump. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 181,876 130,124 703,952 1,273,116 Internal Materials and Services 35,044 40,389 33,333 120,923 Personnel 725,230 691,763 2,381,548 2,979,372

Fund Expense

Contingency 0 0 -77,424 0 Fund Transfers - Expense 150,000 0 0 0 Sum: 1,092,149 862,276 3,041,409 4,373,411

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 20.17 19.92 25 25 Sum: 20.17 19.92 25 25

Resources: The primary resource that supports this program budget is GTR funding. The other major funding streams include capital project funding, Interagency revenue from Planning Bureau and a small amount from the General Fund focused on sustainability.

Page 78 Page 37 of 73 Expenses: The primary expenses of this program are personnel costs and professional/consulting services. The professional/consulting services allow for some budget flexibility and provide expertise needed on certain projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: To support the increased project workload (Fixing Our Street & Heavy Vehicle Use Tax), staffing levels within this program have increased by 2.5 FTE in the past year. These new positions included adding a Transportation Planning Manager, Senior Management Analyst (split 50/50 with BES) and making the ADA Transportation Planning Coordinator full time. The proposed FY 2019/20 program offer includes the addition of a Senior Planner and Planner 1 to support the increased requests for project concept plans and area plans and the delivery of the FTA grant. Assets and This program doesn’t own any assets or liabilities. Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Art Pearce https://www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.7791

Page 79 Page 38 of 73 Portland Bureau of Transportation Project Management

Program Description & Goals A capital project is a long-term, capital-intensive investment project with a purpose to build upon, add to, or improve a capital asset. Capital projects are defined by their large scale and large cost relative to other investments that involve less planning and resources. The Portland Bureau of Transportation has a Capital Improvement Program investment portfolio of over $533M in 133 projects over a 5-year period. The bureau depends largely upon the Capital Project Managers within the Project Management Division to oversee project delivery outcomes and to deliver on the promises that the Bureau has made to public. The PBOT CIP is organized and guided by the following four goals: Goal 1: Improve Transportation Safety Goal 2: Maintain Transportation Assets Goal 3: Enhance Public Health and Community Livability Goal 4: Support Economic Vitality

It is our responsibility to be good stewards over the public dollars dedicated to the capital projects and to maintain public trust. We will work in partnership with other Bureau Divisions, partner agencies and organizations, and community stakeholders to deliver projects that align with the Bureau’s strategic planning objectives, and implement the city’s long-term infrastructure needs and community desires related to safety and livability, capacity and efficiency.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of annual budgeted Capital Improvement 0 0 90% 0 Plan expended Percentage of capital projects that complete their 0 0 85% 0 planned annual schedule Percentage of projects substantially complete within 0 0 90% 0 25% of overall project budget

Explanation of Services

Page 80 Page 39 of 73 The Project Management Division is responsible for “cradle to grave” management of capital projects and assures that the four phases of project delivery - project development/planning, engineering and design, construction and closeout - come together to ensure that projects are delivered within scope, on schedule and within budget. Project managers on complex capital projects work to optimize the available resources (budget and schedule) in consideration of the scope of the project while operating under both known and unknown constraints all while accommodating the requirements of funding partners and other stakeholders. Project managers also work with neighborhood partners, businesses, affinity groups, schools and other jurisdiction to build consensus in planning, scoping, designing and constructing capital projects that meet project requirements and community needs. The goal is to build projects that meet Portland policy and goals, increase economic prosperity, neighborhood livability, and safety. Equity Impacts Each project that is managed by the Project Management Division is reviewed and evaluated to determine the equity score received when the project was in the planning and project development phases. On a micro/individual level, the project managers use this information to help inform conversations with the community as they perform project-related Public Involvement tasks. As we take a systems-wide/macro approach, we use the equity matrix to help inform where projects will be implemented and when those projects will be installed. Aside from being able to measure our effectiveness from a pure project delivery standpoint related to scope, schedule and budget, we hope to be able to provide metrics which speak to our effectiveness in addressing infrastructure disparity and inequity through the strategic delivery of capital projects in communities that have historically been underserved using contractors that have historically been underutilized. Given the amount of investment that will be made over the next five years, the Project Management Division has the opportunity to demonstrate an innovative approach to engaging and partnering with community. The program will be working internally with our Contracting officers as well as with the City’s Office of Procurement to develop strategies and a toolkit which will include standards, guidance, training protocols and reporting procedures for goals and utilization. This effort is one of the goals outlined in PBOT’s Five Year Racial Equity Plan and one that directly affects the project managers and project outcomes. Changes to Program In the past two years the work of the Project Management Division has doubled. This is due funding that has come into the agency from multiple sources: Fixing Our Streets, House Bill 2017, Build Portland, the Marijuana Tax and the formation of a record number of Local Improvement Districts. Additionally, our work with partner agencies such as the Oregon Department of Transportation and TriMet have introduced opportunities for us to be involved in strategic ‘mega- project’ relationships such as I-5 Rose Quarter, SW Corridor, and Division Transit. As such, we have had to make two critical moves to ensure that we were prepared to assume the additional work. The first major move was to increase staff. As we evaluated the project manager’s individual workloads, we were made keenly aware that we would need to hire additional staff if we were to meet the needs of our strategic goals and the stakeholder’s expectations. A second major shift was to reevaluate the existing project delivery model. Given that the Bureau was going to be asked to do more than it had even been asked to do within a similar time period, we recognized that we needed to ensure that our systems and processes were in alignment and could handle the additional throughput. Intentional efforts were started, and are still underway, to ensure that all relevant parties in project delivery are a part of the realignment process. Program Budget

Page 81 Page 40 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 23,532 0 0 0 External Materials and Services 108,014 140,403 1,512,323 155,000 Internal Materials and Services 93,471 179,020 0 0 Personnel 650,014 884,415 1,621,200 1,227,000

Fund Expense

Contingency 0 0 -475,000 0 Sum: 875,031 1,203,839 2,658,523 1,382,000

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 0 0.1 0 6 Sum: 0 0.1 0 6

Resources: Primary resource for Project Management is GTR

Expenses: The primary expenditure for this program is personnel.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: the program has 14 capital project managers, 1 senior engineer, 1 associate planner, 1 office support, 2 capital managers and 1 division manager. Assets and Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Millicent Williams https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-4229

Page 82 Page 41 of 73 Portland Bureau of Transportation On-Street Parking

Program Description & Goals The On-Street Parking Program supports traffic safety, access to goods and services, economic vitality, and neighborhood livability, by using data to manage public parking and develop parking programs and regulations in the right-of-way. This program manages on-street parking citywide, including parking meter districts, parking permit areas, timed parking zones, special parking zones, and other parking controls. The program works with residents, business owners, City traffic engineers, the Police bureau, the Fire bureau, Portland Streetcar, and Trimet, to design and operate an effective parking system.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

On-street parking expenses as a percentage of 23% 21% 0 20% 0 revenues Number of Transportation Wallets sold 0 0 2,605 0 Number of area parking permits issued 0 0 35,500 0 Number of parking permit 'opt-outs' 0 0 2,500 0 Number of special parking permits issued 0 0 2,600 0

Explanation of Services

Page 83 Page 42 of 73 The on-street parking system is managed to enhance traffic safety, improve circulation, support the economic vitality of business districts, encourage the use of off-street parking, reduce congestion, maintain air quality, and promote the use of alternative modes by managing the supply and price of on-street parking. Meter districts support economic vitality and access to services by encouraging turnover of parking spaces. Outside of the downtown meter district 51% of the net meter revenue is invested back into the district by funding transportation projects and programs. This provides an important incentive for neighborhoods to install meters and actively manage their on-street parking. Parking permit areas support neighborhood livability and access by discouraging long-term parking by commuters. Price has shown to be a good tool to manage parking and in two of the permit areas a permit surcharge is added to the base cost of a permit and these funds go back to the districts to fund transportation demand management tools such as the Transportation Wallet to reduce the demand on on-street parking. Timed parking zones in business districts and loading/unloading zones in business and commercial areas support economic vitality. Special parking zones adjacent to hospitals, schools, and other institutions support access to services.

The On-Street Parking Program continuously works to improve efficiency and effectiveness in providing parking management, maintaining parking meters, and processing parking permits. This program has developed initiatives to improve equity, access, and customer service, including;

• Parking Kitty app for mobile payment at parking meters. • Transportation Wallet program to encourage multimodal transportation • Disabled parking permits and scratch-off tickets to accommodate drivers who may have trouble walking to and from meters. • Reduced permit fees for low-income residents and workers in Central Eastside and Northwest Portland.

Parking Kitty is the mobile payment app that allows customers to use their mobile phone to pay for on-street parking. Parking Kitty helps consumers reduce clutter by allowing them to ditch cash, physical credit cards, and even paper receipts. It can save time for customers who would like to start re-start a parking session without taking the time to go back to their vehicle. In addition to customer convenience it also reduces PBOT bank transaction fees; there is no bank fee added when customers purchase an additional session with Parking Kitty.

The Transportation Wallet is a suite of passes and memberships for people to use active transportation and is available to residents and employees free or at a substantially reduces price. Since the wallet was launched in 2016 over 2,000 Wallets were purchased or provided for free in NW and Central Eastside (CEID).

Page 84 Page 43 of 73 Equity Impacts The On-Street Parking Program actively engages in accommodating disability parking throughout the city to better serve the needs of disabled residents and visitors. On-street disability parking signs are installed to designate spaces disabled spaces and wheelchair spaces. There are also a permit programs that serve disabled placard holders, so they may park with reduced cost within metered areas where they live or work and achieve closer proximity to their destination. We also have a scratch-off permit program so that disabled parkers may stay longer in metered spaces than the allotted time (throughout the meter day if need be), and otherwise allow stays up to three hours when paying for a two-hour meter.

Projects and programs funded with permit surcharge and net meter revenue will be evaluated using the PBOT equity goals to help address infrastructure deficiencies and alleviate transportation burden on low income, underserved and communities of color. For example, there was outreach in the NW District targeted to low income residential buildings regarding the Transportation Wallet and other transportation projects and programs. Project lists are developed with input from advisory committees and the 2035 Comprehensive Plan policies relating to equity and community engagement.

Outreach conducted in existing parking districts, permit areas and during development of pilots and parking management plans will strengthen public engagement for communities of color and immigrant and refugee Communities.

The two parking districts that have added surcharge to their base permit fee have a low-income provision. Low-income residents do not pay the added surcharge if they meet the income guidelines outlined in their district. Changes to Program There has been increasing demand for parking services over the past years due to increased population, increased business activity, and new construction. The On-Street Parking Program works with stakeholders to provide parking services to accommodate increased demands and manage on-street parking based on parking utilization data. This includes expanding meter areas, implementing new area parking permit areas and expansions of existing permit areas to be consistent with the newly adopted Parking Management Manual, TSP and the 2035 Plan.

Parking meter revenue has grown over recent years due to the implementation of new meter districts, the standardization of time limits, and other changes. Parking permit revenue has grown due to increased number of permits issued. Program Budget

Page 85 Page 44 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 0 0 7,482,900 7,599,396 Internal Materials and Services 510 0 187,312 110,604 Personnel 545 0 3,895,688 4,014,100

Fund Expense

Contingency 0 0 -360,500 13,117,738 Sum: 1,055 0 11,205,400 24,841,838

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 29.75 1 0 34 Sum: 29.75 1 0 34

Resources: This program generates revenue from parking meter and parking permit fees. Meter district revenues pay for capital, operating, and maintenance costs of the meter system. Permit revenues pay for permit processing. Any remaining revenues are allocated to support transportation services within meter districts, permit areas, and citywide. Expenses: The main expenses for managing the parking system are parking meter machines and parts, meter back-office fees, bankcard processing fees, and consultant contracts. This program has set-aside in contingency for future planned expenditures. This includes meter revenue set aside for future capital replacement costs, net meter revenue set aside for future district projects, and area parking permit surcharge revenue set aside for future permit area projects.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The On-Street Parking Program includes 10 engineering and meter technician positions, 12 coordinator positions, and 12 customer support, analyst, and manager positions; about five of these positions provide services for the Parking Garage Program. This program has added positions in recent years, to provide parking services for new meter districts and new parking permit areas, including Central Eastside and Northwest Portland. Assets and This program owns and operates roughly 1,900 parking meters. 85% are Liabilities: in very good condition, and 15% are in good condition.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Chris Armes www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.7051

Page 86 Page 45 of 73 Portland Bureau of Transportation Parking Enforcement

Program Description & Goals The Parking Enforcement Program’s mission is to ensure equitable and convenient access to parking in the public right-of-way. The program’s vision is to be nationally recognized as the most innovative and community-focused parking enforcement agency. The program is guided by the following principles;

• Commitment to People – We respectfully and actively collaborate internally, with public and private agencies, and with members of the community.

• Health and Safety – We are committed to ensuring the health and safety of our employees and the community.

• Innovation – We strive to be flexible, adaptable, and embrace new technology.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Number of abandoned auto complaints received 0 0 31,000 0 Number of derelict RVs reported 0 0 2,500 0 Number of parking citations issued 0 0 265,000 0

Explanation of Services The Parking Enforcement Program supports traffic safety, access to goods and services, economic vitality, and neighborhood livability by educating the community and enforcing parking regulations in the right-of-way. Enforcement includes written warnings, citations, and in some cases towing.

This program patrols by foot, bike, and automobile in the parking meter districts, parking permit areas, timed parking zones, and special parking zones. The program also responds to service requests citywide including, but not limited to, blocked travel lanes, blocked driveways, blocked fire hydrants, and abandoned automobiles. The program also installs and removes temporary reserved parking signs, collects money from meters and provides compassionate and flexible enforcement with community members living in automobiles and recreational vehicles on the right-of- way.

Page 87 Page 46 of 73 Equity Impacts Consistent enforcement of ADA ramps and disabled parking spots increases the likelihood that the ramps and parking spots will available to community members that need them. From 2016 to 2018 Parking Enforcement increased the number of citations written for improperly parking in a disabled spot by more than 40% (1,742 to 2,503). Citations for blocking ADA ramps increased by more than 24% from 2016 to 2018 (1,588 to 1,981).

The Parking Enforcement Program is engaging the community to help update the wording on citation envelopes/ enforcement website, and then have it available in Portland’s safe harbor languages. This will take longer, but in the end the message will be better understood which will enhance compliance and build trust between marginalized communities and Parking Enforcement.

This program supports PBOT’s five-year Racial Equity Plan and other bureau equity goals related to racial and disability equity.

• People of color make up 23% of Parking Enforcement staff.

• In December, four members of Parking Enforcement delivered holiday food baskets to low income households on behalf of the Portland Police Bureau’s Sunshine Division.

• In 2018 Parking Enforcement made a commitment to enhance our relationship with the community in an attempt increase trust. In August, several members participated in “Shop with A Cop” which connects law enforcement with youth, who are often part of marginalized communities (low socioeconomic status, immigrants, people of color). Changes to Program There has been increasing demand for parking services over the past years due to increased population, increased business activity, and new construction. The Parking Enforcement program has increased staff over the years to respond to these changes.

This program continuously works to improve efficiency and effectiveness in enforcing parking regulations. Parking Enforcement has updated technology to better identify violations and track vehicles. Program Budget

Page 88 Page 47 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 0 0 450,000 100,000 External Materials and Services 107,209 128,959 821,705 771,529 Internal Materials and Services 214,321 302,617 494,765 627,591 Personnel 2,676,302 3,326,887 6,477,830 8,082,180

Fund Expense

Contingency 0 0 -561,400 0 Sum: 2,997,832 3,758,463 7,682,900 9,581,300

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 73 0 0 77 Sum: 73 0 0 77

Resources: This program generates revenue by writing parking citations. Parking citations are issued by City staff, and then adjudicated and processed by the Circuit Court. After processing payments, the Court retains slightly more than half of citation revenue and remits the remainder to the City. The City’s share of parking citation revenue is projected to be about 75% of parking enforcement costs.

This program also helps generate parking meter revenue by increasing compliance with parking regulations, including payment at meters. Parking citation revenue and parking meter revenue are components of GTR, which provides funding for transportation services citywide. Expenses: The main expenses for this program are staff costs, vehicle costs, handheld citation writing equipment costs, hearings fees, and training and uniform costs

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: This program includes 66 Parking Code Enforcement Officer positions and 11 customer service, coordination, and manager positions. This program added positions in recent years to provide parking services for new meter districts and new parking permit areas, including Central Eastside and Northwest Portland. Assets and None. Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Mike Crebs www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.1209

Page 89 Page 48 of 73 Portland Bureau of Transportation Parking Garages

Program Description & Goals The Parking Facilities Fund supports the operation and maintenance of six City-owned parking garages in the downtown corridor. The parking garages support economic viability of Central City by providing an affordable system of parking garages which primarily meets the short-term needs of shoppers, visitors, and business clients. The Parking Facilities Fund also invests in the overall transportation system by funding other transportation needs only when there is a surplus.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program are reflected below. Where measures are newly established, historical data is not currently present. Expected Performance Measures to be included in Requested Budget:

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Number of parking transactions processed 0 0 1,778,805 0 Percentage of parking garages in good or better 0 0 100% 0 condition

Explanation of Services The six City-owned parking garages in total house approximately 3,800 parking spaces, 71,800 square feet of commercial space, and the Portland Heliport. The garages are located at SW First and Jefferson, SW Third and Alder, SW Fourth and Yamhill, SW 10th and Yamhill, NW Naito and Davis and O’Bryant Square. Due to structural issues at O’Bryant Square it is no longer open to the public. SW 10th and Yamhill is being upgraded as part of a Capital Improvement Project which has resulted in a temporary closure of some parking spaces along with all the commercial space. The rebuilt garage is expected to be completely opened in September of 2019. The parking garages offer short-term parking, defined as four hours or less, is priced below market value to promote the need of those looking to conduct business downtown. The price point is designed to entice short-term users to park directly in the garages rather than increasing downtown traffic by circling for vacant on-street spaces. To align with PBOT’s goal of reducing single occupancy vehicle trips, monthly carpool passes are sold to customers at a reduced rate.

Page 90 Page 49 of 73 Equity Impacts SmartPark reduced rate swing shift parking passes offer parking in the garages at a reduced rate ($35 per month) for employees required to work swing shift (between 3 pm and 7 am) making less than $35,000 per year. The application for these passes is currently available in four languages (English, Spanish, Russian, and Vietnamese). The Reduced Rate Swing Shift pass is a direct response to stakeholder concerns about the impact of new downtown on-street parking rates on lower-income workers. On February 1, 2016, the City increased the on-street parking rate in Downtown from $1.60 to $2.00 per hour. During the discussion of this increase, stakeholders focused attention on how this increase could negatively affect downtown employees earning low wages, working swing or evening shifts and who are not well served by available transit options. To mitigate this impact, the SmartPark Program developed this monthly parking pass. The program provides a reasonable, low-cost option to lower income workers while leaving readily accessible on- street parking spaces available for evening customers and visitors. Changes to Program Changes due to external factors: The biggest external variable is demand for parking in the garages. While we are not anticipating an economic slowdown next year that would reduce demand, it is possible. Changes to resources: We anticipate that the 10th and Yamhill garage will be fully open and operational by September of 2019. The completion of construction will bring the availability of spaces in the garage back up to full capacity. Additionally, we expect a bump in usage at the garage due to consumers preference to use a new, modern garage. Changes to organizational structure: We do not anticipate any significant changes to the organizational structure next year. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 0 0 400,000 1,100,000 External Materials and Services 4,115,100 4,088,719 4,726,292 6,777,616 Internal Materials and Services 2,600,376 2,507,226 3,380,775 4,769,244 Personnel 307,665 403,657 475,952 735,600

Fund Expense

Contingency 0 0 1,151,673 1,563,279 Debt Service 0 0 1,879,200 0 Fund Transfers - Expense 444,211 476,725 514,257 534,827

Ending Fund Balance 0 16,754,895 0 0 Sum: 7,467,352 24,231,222 12,528,149 15,480,566

Resources: This program is paid by revenue generated from the five parking garages open to the public. The garages are owned by PBOT. Hourly, daily, and monthly parking options are all available in the garages. Ground floor retail space is also rented out. Other city bureaus also rent parking and storage spaces at the 1st and Jefferson Garage at the same rates offered to the public. As the parking garages have their own fund, they also receive interest revenue.

Page 91 Page 50 of 73 Expenses: The main expenses in this program are maintenance expenses, fees for the management of the garages, debt service for purchase of streetcars, capital improvements, and labor costs. The garages also transfer cash to the city’s general fund for overhead and expenses in lieu of property taxes. In the past the fund has also transferred funds to the transportation operating fund to help meet other priorities of the transportation system. Due to the current capital improvement and expected major maintenance projects we do not anticipate a transfer in the next five years.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: We do not anticipate any significant changes to the staffing levels for next year. The garages are staffed by external contractors.

Assets and The major assets are the garages themselves (infrastructure) along with Liabilities: the land that they occupy. Other assets include the machines used to collect the fees along with the software used to operate these machines. Due to deferred maintenance, the assets need a significant amount of major maintenance over the next five years.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Michael Jacobs https://www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.7527

Page 92 Page 51 of 73 Portland Bureau of Transportation Building Plan & Development Review

Program Description & Goals The program provides development assistance and regulates development through setting right of way improvement and dedication requirements associated with private development’s impact on the transportation system. The goal is to ensure that development meets City transportation goals, polices and city, state and federal laws. The program provides early assistance to developers through pre-application conferences and land use review. Information provided during the land use review process is then implemented at time of residential & commercial building plan review or through the land division platting process. The Public Works Permitting processes is located within this program and provides concierge service to private consulting engineers and applicants as they develop public infrastructure plans to be built through development. Finally the Permit Engineering section within the program provides the engineering review needed to ensure compliance of City Code and local, state and national design standards in the final permitting of a public works permit. Within each of the four sections in this division there are individual goals related to customer service and project delivery.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of public works permits completed on- 80% 94% 0 94% 0 time from beginning to end of permitting process Number of Public Works Permit applications received 0 0 240 0 Total value of the public works infrastructure 0 0 $36,000,000 0 improvements permitted

Explanation of Services

Page 93 Page 52 of 73 The Development Services Division within transportation provides Concept to Permit issuance services for development activity. Applicants inquire often before purchasing property with the land use and building plan team for initial development feedback and to understand the regulations and requirements that will be applied to the development of the property. The land use review team reviews land use applications and traffic studies in order to support development applications while requiring and maintaining adequate public infrastructure to support the development impacts. The public works permit section provides a coordination service among the public works bureaus in the review of public works permits. This is a concierge service to the development community. Finally the public works permit review section is responsible for reviewing the technical and engineering drawings submitted for public works permits. This group assures new public infrastructure is designed to meet City and National standards including conformance with ADA regulations.

Defining the Context: As properties within the City develop transportation infrastructure is needed to accommodate the additional demands placed on the transportation system. Additional sidewalk, bike lanes, travel lanes, pedestrian cross walks, signals and street lighting are all needed throughout the city. Additionally, right of way width is needed to provide for the needed infrastructure including storm water facilities for the Bureau of Environmental Services to manage stormwater. This program is responsible for placing requirements on development and reviewing design plans for permitting of the infrastructure. Description of Activities: The land use and building plan review sections within the division are responsible for setting development requirements for all aspects of development occurring throughout the city. These two sections require additional right of way dedications, sidewalk and bike lane improvements, signal and street lights and coordinate with urban forestry on the preservation or planting of new street trees. These sections also provide direction on location of driveways and other access requirements to allow of a safe transportation system operation. The public works permitting section and permit engineering teams intake and process the privately designed public works permit plans and provide the City’s engineering review and oversight of the infrastructure that is built by private development applicants and given to the city to operate and maintain. Program Results: In 2017 the City reviewed and permitted nearly 26 miles of new or rebuilt sidewalk. This division also assessed and collected nearly $1,000,000 in Local Transportation Infrastructure Charges. The land use review team reviewed and provided findings early assistance responses on approximately 335 cases. The permit engineering team reviewed and issued approximately 155 public works permits in 2018. Public Works permitting issued 210 public works permits, and processed 14 public works appeals hearings. Community Engagement: The development services division has a high degree of community engagement with the design and development community. Staff from each section meet multiple times during the week for early assistance meetings, pre-application conference meetings, land use hearings, permit engineering concept intake meetings, permit engineering review meetings and often regular problem solving meetings with design engineers, planners and architects. Staff also participate in public works appeals hearings. Equity Impacts Development activity occurs in every neighborhood impacting all Portlanders. The work performed by these four sections ensures consistent application of city code and rules throughout the City attempting to require infrastructure to offset the transportation impacts that result from new development.

Page 94 Page 53 of 73 Changes to Program There have been a couple recent positions vacated due to staffing changes. Given the recent economic forecast for development activity expected for the next 12-18 months these two vacancies along with two other current vacancies are anticipated to be left vacant until workload projections increase that would provide permit revenue to support the positions. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 1,258,388 1,655,870 423,000 423,002 Internal Materials and Services 4,571 2,123 822,528 525,920 Personnel 1,644,065 1,871,016 1,984,472 2,181,078

Fund Expense

Contingency 0 0 1,338,601 4,695,608 Sum: 2,907,023 3,529,008 4,568,601 7,825,608

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 18.5 19 19 14.7 Sum: 18.5 19 19 14.7

Resources: The program is funded by development permit fees.

Expenses: The primary expenditures in this program are staffing costs to assist developers and review development plans.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program has 9 engineering technicians, 3 engineers, 3 planners, 3 supervisors and 1 program manager.

Assets and Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Kurt Krueger https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-6964

Page 95 Page 54 of 73 Portland Bureau of Transportation Towing & PFHT

Program Description & Goals The Towing & PFHT Program supports public safety, access, economic vitality, and neighborhood livability by regulating the private-for-hire transportation and towing industries in the City of Portland.

• The Private for-Hire Transportation (PFHT) section enforces regulations to ensure public safety, vehicle safety, customer service, and equitable access. Program staff inspects taxis, transportation network companies (TNCs), town cars, limousines, shuttles, non-emergency medical vehicles, pedicabs, and other for-hire vehicles. This program is developing initiatives to improve access, safety, and customer service, including; Safe Ride Home, Wheelchair Accessible Vehicle program (PDX WAV), discounted rides for low-income families, and business support for local minority- owned on-demand providers.

• The Towing section regulates vehicle tows from private property citywide. In addition, it administers the towing service contracts utilized by various city agencies, ODOT, Port of Portland, and Multnomah County Sheriff’s Office. This program’s work promotes the safe and efficient performance of towing services and provides consumer protections such as setting maximum towing rates and investigation of consumer towing complaints.

• The Derelict RV section addresses the issue of broken-down recreational vehicles on City streets used by people experiencing homelessness. This program works to identify, remove, and dismantle these vehicles to support neighborhood livability and promote public safety. Derelict RVs are vehicles that have non-functioning systems and may not be drivable. They have little or no salvage value, and it is cost prohibitive for owners to recycle them. PBOT works with people experiencing homelessness, local neighbors, the Portland Police Bureau, vehicle owners, and tow companies to remove these vehicles from City right-of-way, and either dismantle them or repair them to functional use.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Number of abandoned auto complaints received 0 0 31,000 0 Number of derelict RVs reported 0 0 2,500 0 Number of Private for Hire vehicles operating in 0 0 13,600 0 Portland city limits Number of Private for Hire field audits annually 0 0 3,500 0 Number of PDX WAV Wheelchair Accessible Vehicle 0 0 17,000 0 Rides Number of Safe Ride Home trips provided 0 0 6,645 0 Number of Contract Tows 0 0 19,200 0 Number of Private Property Impound Tows 0 0 8,900 0 Number of RVs dismantled 0 0 390 0 Page 96 Page 55 of 73 Number of RVs towed 0 0 420 0

Number of abandoned vehicles towed 0 0 3,240 0 Number of abandoned vehicles reclaimed 0 0 415 0

Explanation of Services The PFHT section processes applications and issues permits for drivers, companies and vehicles; educates drivers; performs field audits including inspections and enforcement; issues penalty letters; attends hearings for appealed penalties and permit revocations; conducts and reviews driver background checks including criminal and driving records; investigates and responds to complaints; and analyzes ride data.

The PDX WAV program provides a central number for the public to call and request on-demand wheelchair accessible vehicles (WAV); facilitates passenger assistance, sensitivity and safety training for WAV drivers; pay subsidies to companies that fulfill on-demand WAV rides; collects and responds to complaints about WAV drivers and vehicles, and analyzes data related to WAV rides.

The Safe Ride Home program partners with the Portland Police Bureau, participating businesses and transportation companies to offer discounted transportation options on targeted holiday and event dates, with the goal of preventing people from driving under the influence. This program is coordinated with PBOT’s Vision Zero team.

The Towing section sets maximum towing and storage rates; investigates consumer towing complaints; responds to calls about towed or abandoned vehicles; and performs field inspections.

The Derelict RV section respond to complaints regarding RV’s and other vehicles being used as shelters on the right-of-way. PBOT staff working in pairs in the field, determine if vehicles are occupied, learn about the occupants, and work to alleviate the problem. Generally, unoccupied vehicles are towed after many days or weeks of investigation and notices. The vehicles are dismantled, with special care taken of hazardous materials and waste products. PBOT staff coordinate with Police bureau and other agency staff to assist derelict RV occupants and owners.

Page 97 Page 56 of 73 Equity Impacts People with disabilities have long voiced concerns about the level of on-demand service for people in their community. This qualitative feedback was the impetus for developing a program for wheelchair accessible vehicles, PDX WAV, which will be launched soon. We also collect quantitative data on how many accessible rides were requested and how long a customer waits for wheelchair accessible rides from the time they request the ride. Through PDX WAV, we will be able to establish a better baseline, offer more reliable service which may increase the number of accessible rides requested, and survey customers about their experience to improve the program.

While we have yet to do a quantitative analysis of the companies disproportionately impacted by penalties issued for non-compliance with our industry regulations, we know that smaller minority- owned or majority minority-independent contractor companies are disproportionately affected. Our developing Minority Women Emerging Small Business (MWESB) support program aims to reduce the disproportionate impact. In the future, we may be able to track this information quantitatively through this new program and we will explore how we can do that.

Testimonials from the public also revealed that customer service was inconsistent. Through our new learning management system, we will require new driver trainings which we will be able to quantitatively track and report how many drivers participated in which trainings. We are exploring ways to collect customer experiences after trainings to see how the training is making a difference.

We are exploring a partnership with PBOT’s Equity and Inclusion Program and the Vision Zero Program on a new set of Safe Ride Home events that are focused on supporting community-based organizations. This is a developing program and we will have more information about what kind of qualitative and quantitative data we can collect as the program becomes more defined.

As we translate key documents into Portland’s Safe Harbor languages, we post them on our program websites. We are able to collect quantitative data on how many community members visit each of those translated pages. Changes to Program The Towing & PFHT Program has been rapidly evolving. In the past four years, we have seen a dramatic increase in the number of on-demand rides provided by taxicabs and Transportation Network Companies (TNC) such as Lyft and Uber. Towing & PFHT has increased staff in recent years in response to increased PFHT activity.

For FY19-20, PBOT has been directed to request General Fund resources to support the Derelict RV program. This program was created in 2017 in response to increasing numbers of broken-down recreations vehicles posing environmental and safety hazards. Program Budget

Page 98 Page 57 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 1,824 3,702 3,357,286 1,940,605 Internal Materials and Services 0 16,414 1,560,512 1,943,731 Personnel 12,496 -53,834 2,953,702 2,828,664

Fund Expense

Contingency 0 0 0 6,351,364 Sum: 14,319 -33,718 7,871,500 13,064,364

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 14.73 17.38 25.9 26 Sum: 14.73 17.38 25.9 26

Resources: This program generates revenue from service charges and fees. PFHT fee revenues continue to grow due to the increased number of rides provided.

Expenses: The main expenses for this program are staff costs, enforcement/ inspection costs, PDX WAV subsidy reimbursements, and Safe Ride Home vouchers. This program has set-aside in contingency for future planned expenditures. This includes PFHT fee revenue set aside for future computer system costs, auditing costs, and WAV program costs.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: This program includes 16 Regulatory Program Specialist positions and 10 coordinator, analyst, and manager positions. This program has increased the number of positions in recent years in response to increased PFHT activity.

With regards to staffing, we believe it is important that our regulatory specialists and program staff reflect the diverse community and industry we serve. Our program currently employs 22 people, including 12 people of color and 11 women, with various language proficiencies. Assets and None. Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Mark Williams www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.825.2486

Page 99 Page 58 of 73 Portland Bureau of Transportation Right of Way Use

Program Description & Goals The program contains several right-of-way management and coordination. Right-of-Way Acquisitions (RWA) works with property owners to obtain property rights for public use. Portland in the Streets works with community members to allow a variety of local uses in the public right-of- way. Enforcement serves Development Permitting and Transit by providing centralized coordination and by helping to standardize the various enforcement programs within the group. Tram Management, Moving Events and Get Portland Moving are also within this program.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Explanation of Services Defining the Context: As properties within the City develop, right-of-way for public use may be needed for public uses such as roadways and sidewalks; additionally, entities may have a desire for private use of existing public right-of-way, either for more permanent usage through lease (parking and utility vaults) or temporary usage through permits (café seating, block parties, and smaller encroachments). These uses require legal documentation, either permanent recording against properties or temporary granting of permits, and they may also require enforcement actions to be taken. This program is responsible for coordinating those efforts. Description of Activities: RWA works with property owners to obtain property rights for public use through street vacations, easements, dedications and leases; additionally, they process all required right-of-way actions for both PBOT and BES capital improvement projects. Portland In the Streets (PITS) works with businesses, neighborhoods, and small community groups to allow local uses and livable programs within the public right-of-way through a variety of permits and functions. The program also provides centralized coordination and by helping to standardize the various enforcement programs within the group. SDC provides an assessment of private development for enhancing the existing transportation system through additional capacity; SDC also manages the PBOT SDC allocation process for funding of projects. Program Results: RWA processes over 180 dedications, 100 leases, and 5 street vacations annually (FY 2017-18) as well as 135 acquisitions in support of capital improvement projects. PITS has issued 860 sidewalk café permits, 580 block party permits, and 20 encroachment permits (FY 2017-18). These actions are critical to organized operations and safe usage of the public right-of- way. Additionally, SDC manages over $150 million in a ten-year program for transportation system enhancement through capital improvement project funding for increased system capacity for road, bike and pedestrian facilities. The tram currently serves over two million riders per year and will pass the twenty million overall mark in January 2019. Community Engagement: RWA respond to applicants for projects, which can range from large developers familiar with the system to single-use customers that may need additional assistance beyond the norm. PITS is engaged regularly with varied community members and organizations, including communities of color and people with disabilities.

Page 100 Page 59 of 73 Equity Impacts All activities within the program have developed forms and documents in compliance with ADA Title II and Civil Rights Title VI. PITS has a position that works on outreach to ensure that all communities are adequately served by the program, with specific emphasis on working with underdeveloped communities. Changes to Program Enforcement, Moving Events, and Get Portland Moving have been added to the program for this year. Enforcement is a newly created program and will be developed with program/staff as needed over the next fiscal year; Moving Events and Get Portland Moving are being reorganize (from another program) into this program. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 0 6,429 0 0 External Materials and Services 111,780 277,704 272,000 56,590 Internal Materials and Services -366,441 -358,999 -167,456 699,915 Personnel 2,720,109 3,300,603 4,704,632 5,317,894

Fund Expense

Contingency 0 0 -250,000 0 Debt Service 0 0 0 0 Sum: 2,465,448 3,225,737 4,559,176 6,074,399

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 0.5 1.24 0 45.16 Sum: 0.5 1.24 0 45.16

Resources: The division is funded by street lease fees, street vacation requests, and community use permit fees. It is also subsidized by General Transportation Revenues (GTR). Expenses: The primary expenditures for this program are staffing costs to manage the street leases, acquire rights-of-way, and review and approve street use permits.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: This program has 7 development services technician, 10 right of way agents, 2 office support staff, 1 project manager, 4 coordinator, 2 development supervisor and 1 division manager

Page 101 Page 60 of 73 Assets and The division is responsible for the ownership and maintenance of the Liabilities: Portland Aerial Tram in partnership with OHSU. Under the current funding agreement with OHSU, the City of Portland is obligated to cover 16.8% of annual Tram operating costs (estimated at $2.8 million). Current annual revenue is anticipated to cover the City’s operating cost contribution making it the only non-subsidized public transportation in the City of Portland.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Christine Leon https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-7441

Page 102 Page 61 of 73 Portland Bureau of Transportation Utility Permitting

Program Description & Goals The Utility Permitting program oversees the intake, monitoring and review of all street opening requests (i.e. utility trenching and repair permits) for all public and private utility applications. In addition, this workgroup reviews and issues environmental assessment permits (monitoring wells and underground tanks) in the right of way. As a related task, this program also verifies and tracks insurance & bond coordination for work performed in the right of way and conducts plan distribution for franchised and public utility reviews on both capital and developer driven right of way projects in the City.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Explanation of Services Defining the Context: Utility providers are required per City Charter and Code to obtain approval prior to placing their assets in the public right of way. As the public rights of way are a finite resource, the locations where infrastructure is to be placed, both vertical and horizontally, under and above ground need to be coordinated and reviewed to ensure the maximum use of the public right of way can be utilized. This workgroup is responsible for these efforts. Description of Activities: This workgroup provides the oversight of Public and Private Utility Applications for the City, coordinates construction of development initiated engineered projects for compliance with approved engineered plans and provides oversight of development initiated engineered plans for compliance with City of Portland construction Standards. In addition, this group coordinates the approval and review of insurance documents for those desiring to work within the public right of way. Program Results: This workgroup reviews and issues over 2500 permits a year for utilities alone. These permits account for over 67,000 linear feet of pavement street cuts. These permits range from infrastructure replacements (replacing a utility pole) to major telecommunication conduit duct bank installations. The scope of review considers both the impact to our City assets (pavement and ADA corners) and to the management of placement of facilities to provide for wider access in the future. The restoration of the right of way is determined by City of Portland Standard Specifications, but also detailed by this workgroup when required. Equity Impacts As a Utility permitting workgroup, the workload generated through this section are industry and service driven. Applications are reviewed and permitted based on the individual utility needs to provide service throughout the City. Changes to Program Vertical Infrastructure is a new program with dedicated staff which will be responsible for permit review and issuance related to small cell infrastructure in the Right of Way (5G). While this is a new program, it is set up in a structure similar to the existing street opening program. Program Budget

Page 103 Page 62 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay 0 17,882 0 0 External Materials and Services 159,496 217,933 111,000 88,782 Internal Materials and Services 251,365 204,348 785,888 1,140,263 Personnel 1,334,654 1,769,822 2,333,112 2,721,066

Fund Expense

Contingency 0 0 0 6,500,000 Sum: 1,745,515 2,209,985 3,230,000 10,450,111

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 35.83 42.5 49.9 19.58 Sum: 35.83 42.5 49.9 19.58

Resources: The primary resources for this program are utility permits, environmental assessment permits and insurance/bond coordination fees.

Expenses: The primary expense for this program is personnel staff, assisting permittee with the permitting process and reviewing documents/permits.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program has 55 staff budgeted in the various program within the division. 13 PW inspectors, 31 engineering technicians, 10 engineers, 4 supervisors and 1 manager to oversee the program Assets and Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Alex Bejarano https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-7575

Page 104 Page 63 of 73 Portland Bureau of Transportation Active Transportation & Safety

Program Description & Goals The Active Transportation & Safety (ATS) Program works to improve safety, reduce traffic congestion, and make Portland’s transportation network more efficient by increasing walking, transit, car-sharing, bicycling, and other active means of travel. ATS strategies increase access and improve public health and neighborhood livability for all Portlanders. Individual programs encourage and support active transportation (walking, transit and bicycling), help manage demand on the transportation system (Smart Trips and Transportation Wallet), and work to eliminate traffic fatalities and make streets safer (Vision Zero).

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

Two key measure of PBOT’s success in this area are: • “The percentage of trips made by people walking and bicycling, including transit.” As residents have more, safer, reliable transportation options, as well as information and incentives, our city should witness a continued shift to alternative transportation modes. As of 2017, the latest year of the American Community Survey (ACS), 25% of Portland residents are choosing alternative ways of getting to their destinations. Through the delivery, and in some cases expansion of, PBOT’s Active Transportation & Safety Program offerings, including Vision Zero, SmartTripsSafe Routes to School, Neighborhood Greenways, Sunday Parkways, and the Transportation Wallet, PBOT will look to increase this percentage and bring the city closer to its 2030 target of 70%.

• “Number of Traffic Fatalities” and “Number of Serious Injuries.” Key Vision Zero performance trends are the number of people who die and are seriously injured on Portland streets each year, including by mode, age and location. City Council adopted the Vision Zero Action Plan in December 2016. 2017 was a year of building a foundation – passing critical legislation and gaining significant funding; 2018 was a safer year with the number of traffic deaths trending in the right direction (35 total deaths, the lowest number since 2014). Other measures of this program’s success are presented below.

Other measures of this program’s success are presented below.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Percentage of trips made by people walking and 25% 25% 0 28% 0 bicycling, including to transit Number of traffic fatalities 44 46 0 0 0 Number of Transportation Demand Management (TDM) programs offered in historically underserved 0 0 4 0 areas or for underserved populations Number of Transportation Wallets sold 0 0 2,605 0 Percentage of residents who commute to work by car 0 0 56% 0 alone

Page 105 Page 64 of 73 Number of automated speed cameras on High Crash 0 0 10 0 Network streets Number of streets where speed limits were reduced to 0 0 20 0 improve safety Number of traffic related pedestrian and bicyclist 0 0 -10% 0 serious injuries Number of traffic crashes that result in serious injuries 0 0 -5% 0 Number of automated speed camera locations where greater than 50% of vehicles are traveling at the 0 0 10 0 posted speed Rate of change in SmartTrips participants’ active trips 0 0 8% 0 before and after participating in the program Number of traffic related pedestrian and bicyclist 0 0 0 0 fatalities

Explanation of Services This program includes six program areas.

• Vision Zero is Portland’s initiative to eliminate traffic deaths and serious injuries on Portland streets through safe systems engineering, enforcement, and education. Program elements include lowering speed limits in strategic locations, building safety projects on High Crash Corridor roadways, and engaging community members to support behavior change and equitable street safety improvements.

• Safe Routes to School is a partnership between the City of Portland, schools, neighborhoods, community organizations and agencies to build street safety improvements and offer programs that make walking and biking accessible and safe for students and families, while easing traffic congestion around schools. The program focuses investment in and around schools with a high percentage of low-income students, students of color, and those with limited English proficiency.

• The Transportation Wallet is a strategy to reduce parking demand and traffic congestion by increasing the number of trips taken by transit, by biking and walking. Parking permit surcharge fees in Area Parking Permit Districts fund passes and vouchers for use on TriMet, Portland Streetcar, BIKETOWN, and Car2Go. The Transportation Wallet is available to people who live or work in the parking districts, and to Portlanders participating in an Affordable Housing pilot.

• Neighborhood Greenways applies traffic calming mechanisms to residential streets throughout the city, with the goal of reducing traffic speed and volumes to create a safe shared roadway environment for people walking and riding bicycles.

• SmartTrips uses individualized marketing and outreach to encourage a shift from drive-alone trips to active trips by transit, walking, or bicycling. Portlanders who move into a new home or apartment order customized packets of maps, information, and incentives that are delivered to their door. Equity Impacts The Active Transportation & Safety Program has deeply ingrained equity into program delivery service levels and is working to improve understanding and measurement of equitable outcomes. Several ATS programs track the participation and experience of people of color and disabilities.

• Safe Routes to Schools sought and documented extensive school-based input that included families of color to inform program development and project prioritization. On an ongoing basis, Safe Routes to School prioritizes Title 1 schools for services and capital investments. As part of this work, the ATS team gathers qualitative information through student surveys and community conversations – and due to the Title 1 prioritization, these conversations include many familiesPage of 106 color. Page 65 of 73 • The Vision Zero Action Plan used equity as a primary lens for program development and capital project selection. Racial equity remains one of the guiding principles of the initiative. The Vision Zero Task Force sets direction for the work and includes a number of representatives from communities of color. Task Force members, community partners, and program participants of color have given direct input to help shape programs, messaging, and priorities. • Sunday Parkways in 2018 held an immigrant and refugee walk with over 2,000 participants. In 2019, PBOT plans to add an additional event focused on engaging immigrants and refugees. • The TDM in Affordable Housing pilot project will provide 500 affordable housing residents with a package of free transit, Streetcar, bike share, e-scooter and car sharing services. • The 2018 E-scooter Pilot program required scooter companies to deploy 300 e-scooters in the East Portland pattern area. PBOT conducted several focus groups with Black Portlanders, East Portlanders, and people with disabilities. PBOT collected racial and income data in its e-scooter user survey. • In addition to the work mentioned above, ATS is putting extra emphasis on walking and wheelchair rolling for the 2019-20 season, to ensure events are inviting and accessible to all – including those who are not able to ride a bicycle. • The Sunday Parkways program has engaged hundreds of immigrants and refugees in planning, outreach, and event participation. Safe Routes to School’s prioritization of Title 1 schools for programming and capital improvements has resulted in safer conditions for low income and communities of color. The E-scooter Pilot resulted in over 40,000 scooter trips in East Portland. The TDM in Affordable Housing pilot will provide 500 residents with a suite of free transit, bike share, and car sharing service that will provide greater access to employment, grocery stores, and services.

This program supports PBOT’s five-year Racial Equity Plan (REP) and other bureau equity goals related to racial and disability equity;

• Active Transportation and Safety has an equity committee that meets monthly with a defined workplan. (Objective 1.1) • Community engagement is a part of all ATS programs, with racial equity as a defining element and objective of that engagement. (Objective 1.4) • Safe Routes to School capital program uses race, income and limited English proficiency to prioritize investments. (Objective 1.5) • ATS funds community partners to build capacity and participate in programs. 2017-18 funding included APANO, OPAL, Rosewood Initiative and Andando en Bicicletas en Cully. 2019-20 ATS programming will include funding for several additional CBOs working on racial equity. (Objective 1.7) • ATS staff participated in a division-wide Confronting Microaggression training. A number of staff have attended other racial equity trainings and conferences. In 2019-20 the entire Active Transportation and Safety Division will participate in a division-wide training on interrupting racial aggression in the public right of way. (Objective 2.1) • Over the past year, three out of the five ATS staff hires are women of color. The two new CSA hires are men of color. Two women of color were promoted from entry-level to more senior positions. (Objective 3.3) • ATS uses PBOT’s racial equity matrix for capital investments in general and Safe Routes/Vision Zero capital projects in particular. (Objective 4.3) • ATS has worked closely with PBOT’s Racial Equity and Inclusion Manager on program design and delivery for bike share, Safe Routes to School, Regional Travel Options, and the 2018 e- scooter pilot project. (Objective 5.7) The Active Transportation & Safety Program has deeply ingrained equity into program delivery service levels and is working to improve understanding and measurement of equitable outcomes. Several ATS programs track the participation and experience of people of color and disabilities.

• Safe Routes to Schools sought and documented extensive school-based input that included families of color to inform program development and project prioritization. On an ongoing basis, Safe Routes to School prioritizes Title 1 schools for services and capital investments. As part of this work, the ATS team gathers qualitative information through student surveys and community conversations – and due to the Title 1 prioritization, these conversations include many families of color. • The Vision Zero Action Plan used equity as a primary lens for program development and capital project selection. Racial equity remains one of the guiding principles of the initiative. The Vision Zero Task Force sets direction for the work and includes a number of representatives from communities of color. Task Force members, community partners, and program participants of color have given direct input to help shape programs, messaging, and priorities. • Sunday Parkways in 2018 held an immigrant and refugee walk with over 2,000 participants. In 2019, PBOT plans to add an additional event focused on engaging immigrants and refugees. • The TDM in Affordable Housing pilot project will provide 500 affordable housing residents with a package of free transit, Streetcar, bike share, e-scooter and car sharing services. • The 2018 E-scooter Pilot program required scooter companies to deploy 300 e-scooters in the East Portland pattern area. PBOT conducted several focus groups with Black Portlanders, East Portlanders, and people with disabilities. PBOT collected racial and income data in its e-scooter user survey. • In addition to the work mentioned above, ATS is putting extra emphasis on walking and wheelchair rolling for the 2019-20 season, to ensure events are inviting and accessible to all – including those who are not able to ride a bicycle. • The Sunday Parkways program has engaged hundreds of immigrants and refugees in planning, outreach, and event participation. Safe Routes to School’s prioritization of Title 1 schools for programming and capital improvements has resulted in safer conditions for low income and communities of color. The E-scooter Pilot resulted in over 40,000 scooter trips in East Portland. The TDM in Affordable Housing pilot will provide 500 residents with a suite of free transit, bike share, and car sharing service that will provide greater access to employment, grocery stores, and services.

This program supports PBOT’s five-year Racial Equity Plan (REP) and other bureau equity goals related to racial and disability equity;

• Active Transportation and Safety has an equity committee that meets monthly with a defined workplan. (Objective 1.1) • Community engagement is a part of all ATS programs, with racial equity as a defining element and objective of that engagement. (Objective 1.4) • Safe Routes to School capital program uses race, income and limited English proficiency to prioritize investments. (Objective 1.5) • ATS funds community partners to build capacity and participate in programs. 2017-18 funding included APANO, OPAL, Rosewood Initiative and Andando en Bicicletas en Cully. 2019-20 ATS programming will include funding for several additional CBOs working on racial equity. (Objective 1.7) • ATS staff participated in a division-wide Confronting Microaggression training. A number of staff have attended other racial equity trainings and conferences. In 2019-20 the entire Active Transportation and Safety Division will participate in a division-wide training on interrupting racial aggression in the public right of way. (Objective 2.1) • Over the past year, three out of the five ATS staff hires are women of color. The two new CSA hires are men of color. Two women of color were promoted from entry-level to more senior positions. (Objective 3.3) • ATS uses PBOT’s racial equity matrix for capital investments in general and Safe Routes/Vision Zero capital projects in particular. (Objective 4.3) • ATS has worked closely with PBOT’s Racial Equity and Inclusion Manager on program design and delivery for bike share, Safe Routes to School, Regional Travel Options, and the 2018 e- scooter pilot project. (Objective 5.7)

Page 107 Page 66 of 73 Changes to Program Over the past several years, ATS has partnered with the On-Street Parking Program to develop and fund incentive programs that give people a chance to try new methods of getting around at a low (or no) cost. Funded by parking revenue, these incentives have been popular, encouraging the use of bikeshare, streetcar, carshare, and transit – and lessening the demand on limited parking spaces. In 2017 and 2018, Council directed a portion of recreational marijuana tax receipts to help fund transportation safety improvements under Vision Zero. PBOT spends these funds on safety education and infrastructure. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 15,000 -70,053 3,571,699 2,458,516 Internal Materials and Services 629 31,348 449,372 140,000 Personnel 17,402 -2,218,876 3,078,955 3,187,348

Fund Expense

Fund Transfers - Expense -75,000 0 0 0 Sum: -41,969 -2,257,581 7,100,026 5,785,864

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 26.18 2 30.7 27.6 Sum: 26.18 2 30.7 27.6

Resources: This program is funded by a mix of grants, traffic fines, service charges and fees, and general transportation revenues (GTR). The program receives some general fund (GF) support for Sunday Parkways, and recreational marijuana tax revenue for Vision Zero safety and education projects. Expenses: The main expenses of this program are personnel and contractor costs.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program includes 16 Transportation Demand Specialist positions and 12 coordinator, planner, and manager positions; about six of these positions provide services for other PBOT programs. Assets and None. Liabilities:

Program Information Bureau: Portland Bureau of Transportation Program Contact: Catherine Ciarlo www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.5667

Page 108 Page 67 of 73 Portland Bureau of Transportation Bike Share Operations

Program Description & Goals The Bike Share Program provides convenient and inexpensive bike rentals for single-ride trips. With more than 1,000 publicly available bicycles for rent in the Central City and Portland neighborhoods, BIKETOWN helps Portland meet many of our livability, transportation, and climate change goals. It provides a low-cost transportation option to reduce congestion and carbon emissions; it complements the MAX light rail, Portland Streetcar and bus systems.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Number of BikeTown rentals 0 0 1,000,000 0 Percentage change in BikeTown rentals (per year) 0 0 160% 0

Explanation of Services .BIKETOWN provides low-cost public bike rental in a 20 miles service area in Portland. It includes 1,000 bicycle and over 140 stations. Users may rent a bike for eight cents per minute. BIKETOWN users have completed over 700,000 trips since 2016. Local users report that 26% of BIKETOWN trips replace personal car or ride-hailing trips. BIKETOWN for All is a highly discounted program for people living on low incomes; users average 100 trips per member. Adaptive BIKETOWN is public adaptive bike rental program focused on increasing bicycle access to people with disabilities.

Page 109 Page 68 of 73 Equity Impacts Adaptive BIKETOWN makes adaptive bicycles available to people with disabilities, offering handcycles, trikes, and tandems. This program continues to develop initiatives to improve access, and customer service. The BIKETOWN for All project offers discounted memberships for Portland- area residents living on low incomes; as part of the program, PBOT offers workshops on bike safety education, and free bike helmets. The Adaptive BIKETOWN project is a partnership with local businesses to offer adaptive bicycles – handcycles, trikes, and tandems – for rent in locations near multi-use trails. BIKETOWN system costs were funded by federal and state grants, and ongoing operating costs are funded by a Nike sponsorship, other sponsorships, and service charges and fee.

At launch in 2016, BIKETOWN had one of the nation’s lowest ride rental costs for a single trip at $2.50 for up to 30 minutes of ride time. To increase access and to lower barriers, PBOT changes that rate to eight cents per minute. In 2018, PBOT also waived the first month rental cost for our BIKETOWN for All equity membership (Pay It Forward). BIKETOWN for All has always had a cash only option for unbanked users.

This program supports PBOT’s five-year Racial Equity Plan and other bureau equity goals related to racial and disability equity;

• BIKETOWN for All partners with social service organizations that serve a higher proportion of people of color. BIKETOWN for all created Pay it Forward to make the first month free and removed the requirement to have a credit or debit card. (Plan Theme 4)

• BIKETOWN’s expansion outreach will be focused on engaging communities of color and the immigrant and refugee communities. Our first focus group will be hosted by Africa House in East Portland. BIKETOWN expanded the service area in 2018 to extend to approximately SE/ NE 50th Avenue. Our expansion in 2019 will bring the service to East Portland and St. Johns. (Objective 5.7)

• BIKETOWN’s contract with Lyft includes the High Road Standards, which requires all hiring to occur through a workforce training provider until 30% of employment hours are held by people of color and immigrants and refugees. Lyft’s BIKETOWN office has always surpassed this goal. (Objective 5.9) Changes to Program For FY19-20, PBOT has been directed to request onetime General Fund resources to create a permanent Adaptive BIKETOWN program and integrate it with the new and expanded bike share program defined by the management contract to be awarded in 2019. Program Budget

Page 110 Page 69 of 73 2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

Capital Outlay -539,643 0 0 0 External Materials and Services 2,731,053 2,948,280 3,200,000 3,200,000 Internal Materials and Services 0 2,445 0 0 Personnel 0 27,533 0 0

Fund Expense

Contingency 0 0 0 2,059,783 Sum: 2,191,410 2,978,258 3,200,000 5,259,783

Resources: The program is funded by sponsorships and service charges & fees. Revenue from user memberships and rental fees compose approximately one-third of the total system, with sponsorships providing the remainder. Expenses: This program pays a contractor to operate and maintain BIKETOWN bikes and bike stations. This program has set-aside in contingency for future planned expenditures. This includes revenue for future bike share costs.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: The program doesn’t fund any positions. Services are provided by a contractor.

Assets and This program is responsible for the bikeshare system, including 1,000 bikes Liabilities: and 143 bike stations. The bikeshare system is in fair condition.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Steve Hoyt-McBeth www.portlandoregon.gov/ Website: transportation/ Contact Phone 503.823.7191

Page 111 Page 70 of 73 Portland Bureau of Transportation Tram Operations

Program Description & Goals The Portland Aerial Tram is a 3,300 linear foot bi-cable aerial tram rising 500 feet over Interstate 5, the South Portland Neighborhood, and Terwilliger Parkway. It connects the Oregon Health & Science University (OHSU) campus on Marquam Hill to the South Waterfront District. Designed by AGPS Architecture and Garaventa AG, the tram has been integral to the expansion of OHSU and the development of the South Waterfront District.

The tram is located entirely within the public right-of-way (SW Gibbs Street) and is owned by the City of Portland. OHSU oversees operations and has contracted with Doppelmayr USA to operate and maintain the tram on a daily basis.

The goal for managing the tram components is that 95% of the tram system will be in fair or better condition. Currently, PBOT is exceeding that goal, as 100% of the tramway and related structures are in good condition.

Another goal is to minimize the time during which the tram is not operable. There are instances when the tram must be shut down to maintain the safety of the passengers, generally due to weather or other unforeseen events. Maintenance to the tram is usually conducted during the hours it is closed for business. PBOT exceeded its service target in the past year; the tram was inoperable less than 1% of the time during operating hours.

Over the past year, PBOT engaged in a rigorous exercise to establish a new performance measure set for FY 2019-20. The purpose of this effort was to enhance transparency and provide increased insight into programmatic performance across our Bureau. The measures that were defined for this program area are reflected below. Where measures are newly established, historical data is not currently present.

PM 2016-17 PM 2017-18 PM 2018-19 PM 2019-20 Strategic Measure Title Actuals Actuals YTD Actual Target Target

Explanation of Services

Page 112 Page 71 of 73 Description of activities. The Portland Aerial Tram efficiently moves riders between Marquam Hill and South Waterfront, allowing OHSU to meet increased patient, education, and research needs. It also is a popular tourist attraction, offering visitors spectacular views of the city and, on clear days, the snow-capped mountains of the Cascades. Program results. The Portland Aerial Tram provides reliable and predictable transportation option by providing safe and consistent operating services for commuters. The tram efficiently removes traffic from city streets, avoiding an estimated two million vehicle miles annually. The tram saves an estimated 93,000 gallons of gas annually and reduces greenhouse emissions by more than 1,000 tons. Community engagement. The Portland Aerial Tram is part of the Cities public transportation system which is overseen by the Tram Executive Management Committee comprising of City and OHSU staff in addition to a member from the public. The tram is managed seamlessly with Tri-Met and Portland StreetCar. The tram communicates with the public via website and social media outlets. In addition, the Portland Aerial Tram hosts about 10 family friendly events per year to invite the community to experience the tram and welcome them to the OHSU campus. Equity Impacts As a transit provider, we strive to meet the need needs of our customers and work collaboratively with Portland StreetCar and TriMet on Title II reasonable accommodation requests and Title VI Civil Rights compliance. Changes to Program • Ridership continues to increase that creates capacity issues during peak times that could create the need for longer operating hours. The tram has an extensive maintenance and inspection schedule. This work can have large budget impacts and an inconsistent demand for recourses. • All resources needed to support core expenses come from fare revenue. City staff continually analyze maintenance schedules and adjust annual operation budgets and reserve account contributions to verify the City has the resources to meet the needs of operating the tram. Program Budget

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

Bureau Expense

External Materials and Services 107,585 73,833 266,186 222,920 Internal Materials and Services 79,819 67,831 68,230 71,207 Personnel 58,024 55,146 40,584 80,873 Sum: 245,428 196,810 375,000 375,000

2019 Revised 2019-20 Request - 2016-17 Actuals 2017-18 Actuals Budget V52 -No DP

FTE 0 0 0 0.25 Sum: 0 0 0 0.25

Resources: Revenues to operate the tram come from fare revenues and OHSU.

Page 113 Page 72 of 73 Expenses: Per contract, the operating expenses are split between the two entities based on public ridership vs. ridership related to OHSU.

Historical expense and FTE figures may show large discrepancies from Requested Budget figures due to recent changes in the bureau’s program structure. Staffing: OHSU contracts out the day to day operations to Doppelmayr USA. The program has a manager (supervisor II) who spend a quarter of the time managing the contractual obligations with OHSU and Doppelmayr. Assets and Lower and Upper tram stations, intermediate tower, and all tramway Liabilities: equipment.

Program Information Bureau: Portland Bureau of Transportation Program Contact: Rich Eisenhauser https://www.portlandoregon.gov/ Website: transportation Contact Phone 503-823-6108

Page 114 Page 73 of 73 City of Portland

Portland Bureau of Transportation Run Date: 2/4/19 Performance Measures Run Time: 12:15:12 PM

Measure Type FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Strategic Performance Measure KPM Name Actuals Actuals YTD Actuals Target Target

Number of traffic related pedestrian TR_0039 YES KPM 0 0 0 0 0 and bicyclist fatalities

Percentage of PBOT-owned bridges in TR_0042 YES OUTPUT 85% 84% 0 85% 0 non-distressed condition

Percentage of trips made by people TR_0045 walking and bicycling, including to YES OUTCOME 25% 25% 0 28% 0 transit Percentage of public works permits TR_0049 completed on-time from beginning to NO OUTCOME 80% 94% 0 94% 0 end of permitting process

On-street parking expenses as a TR_0055 NO EFFICIENCY 23% 21% 0 20% 0 percentage of revenues

Percentage of Streetcar on-time TR_0062 NO OUTPUT 79% 82% 0 90% 0 performance

Percentage of Streetcar fare revenue TR_0063 NO EFFICIENCY 14% 13% 0 20% 0 contribution to operating budget

TR_0065 Annual Streetcar ridership YES OUTPUT 4,720,474 4,870,556 0 5,000,000 0

Percentage of "busy" (collector/ TR_0067 arterial) streets in fair or better YES OUTPUT 50% 48% 0 50% 0 condition

Percentage of local streets in fair or TR_0068 YES OUTPUT 36% 31% 0 35% 0 better condition

TR_0069 Number of traffic fatalities YES OUTCOME 44 46 0 0 0

Number of Transportation Demand TR_0070 Management (TDM) programs offered NO OUTPUT 0 0 4 0 in historically underserved areas or for

TR_0071 Number of Transportation Wallets sold NO OUTPUT 0 0 2,605 0

Percentage of residents who commute TR_0072 NO OUTCOME 0 0 56% 0 to work by car alone

Average network Pavement Condition TR_0073 NO OUTCOME 0 0 55% 0 Index (PCI)

TR_0074 Cost of deferred maintenance NO EFFICIENCY 0 0 $270,000,000 0

Number of corners improved or TR_0076 NO OUTCOME 0 0 1,500 0 constructed to meet ADA compliance

TR_0077 Number of BikeTown rentals NO OUTPUT 0 0 1,000,000 0

Percentage change in BikeTown TR_0078 NO OUTPUT 0 0 160% 0 rentals (per year)

Number of Public Works Permit TR_0079 NO WORKLOAD 0 0 240 0 applications received

Page 115 Page 1 of 4 City of Portland

Portland Bureau of Transportation Run Date: 2/4/19 Performance Measures Run Time: 12:15:12 PM

Total value of the public works TR_0080 NO OUTPUT 0 0 $36,000,000 0 infrastructure improvements permitted

Linear feet of sewer/storm lines tv'd TR_0086 NO OUTPUT 0 0 694,800 0 and inspected

Percentage of annual budgeted TR_0088 YES OUTPUT 0 0 90% 0 Capital Improvement Plan expended

TR_0089 Number of area parking permits issued NO OUTPUT 0 0 35,500 0

TR_0090 Number of parking permit 'opt-outs' 0 OUTCOME 0 0 2,500 0

Number of special parking permits TR_0091 0 OUTPUT 0 0 2,600 0 issued

Number of abandoned auto complaints TR_0093 0 WORKLOAD 0 0 31,000 0 received

TR_0094 Number of derelict RVs reported 0 WORKLOAD 0 0 2,500 0

TR_0095 Number of parking citations issued 0 OUTPUT 0 0 265,000 0

Average weekday peak time TR_0096 0 OUTPUT 0 0 100% 0 occupancy

Number of parking transactions TR_0097 0 OUTPUT 0 0 1,778,805 0 processed

Percentage of parking garages in good TR_0098 0 OUTCOME 0 0 100% 0 or better condition

Percentage of capital projects that TR_0100 complete their planned annual 0 OUTPUT 0 0 85% 0 schedule Percentage of projects substantially TR_0101 complete within 25% of overall project 0 OUTPUT 0 0 90% 0 budget

Total miles of bike lanes and protected TR_0102 0 OUTPUT 0 0 401.80 0 cycle tracks installed on local roads

Number of automated speed cameras TR_0103 0 OUTPUT 0 0 10 0 on High Crash Network streets

Number of new and retrofitted TR_0104 pedestrian crossings on High Crash 0 OUTPUT 0 0 50 0 Network streets

Number of streets where speed limits TR_0105 0 OUTPUT 0 0 20 0 were reduced to improve safety

Number of traffic related pedestrian TR_0106 0 OUTCOME 0 0 -10% 0 and bicyclist serious injuries

Number of traffic crashes that result in TR_0107 0 OUTPUT 0 0 -5% 0 serious injuries

Percentage of the High Crash Network TR_0108 that meets PBOT’s pedestrian spacing 0 OUTPUT 0 0 10% 0 crossing guidelines

Page 116 Page 2 of 4 City of Portland

Portland Bureau of Transportation Run Date: 2/4/19 Performance Measures Run Time: 12:15:12 PM

Number of automated speed camera TR_0109 locations where greater than 50% of 0 OUTCOME 0 0 10 0 vehicles are traveling at the posted

Number of crosswalks installed or TR_0113 0 OUTPUT 0 0 3,100 0 maintained

Number of signs maintained or TR_0116 0 OUTPUT 0 0 20,000 0 replaced

TR_0117 Average time to hire 0 OUTCOME 0 0 100 0

TR_0119 Number of employee Safety Incidents 0 OUTCOME 0 0 240 0

TR_0120 Number of employee Safety Site Visits 0 OUTCOME 0 0 200 0

Percentage of contracts awarded to TR_0121 0 OUTCOME 0 0 30% 0 DMWESB firms

Rate of change in SmartTrips TR_0122 participants’ active trips before and 0 OUTCOME 0 0 8% 0 after participating in the program

Linear feet of sewer/storm line TR_0123 0 OUTPUT 0 0 22,173 0 repaired/lined

Ratio of ongoing General TR_0124 Transportation Revenue (GTR) NA EFFICIENCY 0 0 0 1.10 1.00 resources to GTR Current Service

Number of traffic related pedestrian TR_0125 YES OUTCOME 0 0 0 0 and bicyclist fatalities

Percentage of East Portland High TR_0126 Crash Network streets that meet 2 0 OUTPUT 0 0 23% 0 sided lighting guidelines

TR_0128 Number of potholes repaired 0 OUTPUT 0 0 5,000 0

Total miles of curb cleaned during TR_0130 0 OUTPUT 0 0 1,059 0 annual leaf removal program

Number of High Crash Corridors TR_0131 0 OUTPUT 0 0 100% 0 restriped annually

Number of Private for Hire vehicles TR_0133 0 WORKLOAD 0 0 13,600 0 operating in Portland city limits

Number of Private for Hire field audits TR_0135 0 OUTPUT 0 0 3,500 0 annually

Number of PDX WAV Wheelchair TR_0136 0 OUTPUT 0 0 17,000 0 Accessible Vehicle Rides

Number of Safe Ride Home trips TR_0137 0 OUTPUT 0 0 6,645 0 provided

TR_0138 Number of Contract Tows 0 OUTPUT 0 0 19,200 0

Number of Private Property Impound TR_0139 0 OUTPUT 0 0 8,900 0 Tows

Page 117 Page 3 of 4 City of Portland

Portland Bureau of Transportation Run Date: 2/4/19 Performance Measures Run Time: 12:15:12 PM

TR_0140 Number of RVs dismantled 0 OUTPUT 0 0 390 0

TR_0143 Number of RVs towed 0 OUTPUT 0 0 420 0

TR_0145 Number of abandoned vehicles towed 0 OUTPUT 0 0 3,240 0

Number of abandoned vehicles TR_0146 0 OUTPUT 0 0 415 0 reclaimed

TR_0148 Debt Ratio 0 EFFICIENCY 0 0 7% 7%

TR_0149 Transportation Reserve Fund Balance 0 EFFICIENCY 0 0 6% 10%

Page 118 Page 4 of 4 Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 1 of 16 Details Run Time: 1:35:03 PM DP: 7534 - PBOT Capital Set Aside Request DP Type Priority New 0 No

Package Description Per the Mayor’s FY 2019-20 Budget Guidance, one-time requests for General Fund should focus on taking care of the City’s existing assets. To assist Council in allocating these funds to the highest priority major maintenance and asset replacement projects, a citywide project ranking was developed. In order for these projects to be considered for funding, bureaus must submit these projects as General Fund one- time requests in the FY 2019-20 budget process. PBOT is requesting $41,350,000 in general fund support to complete the following projects: • ADA Accessible Sidewalks – $1,500,000 • Cornell Tunnel Linning Replacement - $2,300,000 • Cornfoot: 47th to 750'W of Alderwood, NE - $10,800,000 • Road Improvement around OHSU - $8,500,000 • 23rd Ave: Lovejoy to Vaughh, NW – $9,300,000 • Traffic Signal Upgrade Supporting EC Development - $2,500,000 • Traffic Signal System Local Controller Replacement - $1,000,000 • Citywide Lamp Replacement - $500,000 • Traffic Signal Reconstruction Program - $2,000,000 • St Lighting Service Upgrade Update to Code - $2,000,000 • St Lighting Underground Circuitry Upgrade - $1,500,000 • St Lighting Safety and Efficiency - $700,000

Service Impacts Pavement Rehabilitation - NE Cornfoot: NE 47th to 750' W of Alderwood - Reconstruct NE Cornfoot from NE 47th – NE Alderwood. Rebuild street in concrete, add signalized crossing, add multi-use path all feeding into the Columbia Corridor. This route is a Priority Truck route; this project would allow better turning radius for trucks onto Alderwood. PBOT has been asked to make these improvements by Speaker Kotek for two consecutive years. Road Improvements around OHSU - These road improvements (that also include ADA ramps, sidewalk infill, stormwater and lighting improvements) will enhance safety on SW Sam Jackson Park Rd and US Veterans Hospital Road serving the three hospital facilities on the hill. Improving the condition of these facilities helps all users, in ambulances, buses, and personal vehicles, more quickly and easily access the services provided at this health campus. Pavement Reconstruction - NW 23rd Avenue: Lovejoy to Vaughn - Reconstruct NW 23rd: Lovejoy to Vaughn, replace deficient signal at NW 23rd/Thurman. This route is a major transit priority street and is the access route to Good Samaritan Hospital from the highway. PBOT has performing patches to this roadway for more than a decade (over $800K spent to date). Because of old rail tracks under the asphalt, the pavement will never be fully fixed without a complete reconstruction. Good Samaritan Hospital has been requesting PBOT’s attention on this corridor for more than 10 years. BR #127 Western Cornell Tunnel Lining Replacement - Project would replace the tunnel lining in the western Cornell Tunnel (BR #127) where a crack in the crown has been identified by inspectors. The tunnel has outlived its 50-year lifespan and does not meet current performance standards. Rehabilitating the tunnel liner would extend the life of the tunnel and ensure reliability of the tunnel for at least 25 years. ADA Accessible Sidewalks - Funding this request would give PBOT the necessary resources to improve corners citywide to meet current ADA standards. The recent CREEC settlement requires that the City improve 1,500 corners per year. Traffic Signal Upgrades Supporting Economic Development - This investment would leverage private (developer) dollars to improve an entire intersection at a fraction of the cost to PBOT. Maximizing these opportunities allow PBOT to respond to failing signal assets in a strategic and cost-effective manner. Improvements include hardware, wiring and pole, replacements, and controller upgrades Street Lighting Service Upgrades: Update to Code - This project proposal would continue repairs associated with electrical safety concerns at some of the nearly 4,000 poles that are not properly grounded. LED Street Light: Underground Circuitry Upgrades - This project will address the underground circuitry for which PBOT has taken responsibility for from PGE; it will collect and respond to critical asset data related to more than 4,300 Street Light Only poles and their associated power sources. In particular, PBOT will be able to address safety issues associated with underground direct-buried circuits before either the street lights go out or before someone gets injured or killed. Traffic Signal System Local Controller Replacement - This request would replace outdated and unsupported traffic signal software throughout the city. It would update the infrastructure and leverage an existing $1M grant secured through Metro. Street Lighting Safety & Efficiency - This project will work closely with the existing LED replacement program that is currently targeting the traditional street lighting (cobra heads) that are primarily outside of downtown. This work would continue repairs associated with electrical safety concerns at some of the nearly 800 poles that are not properly grounded. Citywide Lamp Replacement - This request funds the urgent replacement of approximately 1,000 traffic signal lamps and pedestrian signal lamps. Observed failures of the system to-date include capacitor burn outs (go dark) or lumen depreciation (LEDs get dimmer). Traffic Signal Reconstruction Program - The proposal would rebuild up to 5 traffic signals within the city. Planning completed by the City has identified several locations throughout Portland that require immediate attention. The locations are subject to failure on occasion due to wiring that is past its useful life and traffic signal poles that are rusting. Equity Impacts

Page 125 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 2 of 16 Details Run Time: 1:35:03 PM

PBOT’s capital improvement program supports the goals in PBOT’s Racial Equity Plan: • Design and use capital improvement racial equity impact assessment tool for infrastructure projects (Action 1.5) • Prioritize projects according to racial equity matrix (Action 1.6) • Using data to address infrastructure deficiencies in communities of color (Action 4.3) • Inform communities of color how work within the Bureau is prioritized (Action 5.4) • Develop process to rank constituent concerns through dispatch (Action 5.10)

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 Capital Outlay 32,325,000 0 0 0 0 200000 External Materials and Servi 10,275,000 0 0 0 0 42,600,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 42,600,000 0 0 0 0 42,600,000 0 0 0

0 0 0 0

Page 126 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 3 of 16 Details Run Time: 1:35:03 PM DP: 7664 - Vision Zero Enhancements DP Type Priority New 0 No

Package Description PBOT is directed to request new General Fund and/ or Cannabis Tax resources to accomplish the work outlined in this directive: • Vision Zero: Strategic Lighting Infill on the High Crash Network $500,000 one-time • Vision Zero: Citywide Multi-Bureau Awareness Campaign $250,000 ongoing

VISION ZERO: STRATEGIC LIGHTING INFILL ON THE HIGH CRASH NETWORK

People continue to die and suffer serious injuries in preventable crashes on Portland streets. Nearly half of traffic crashes that kill or seriously injure people in Portland occur in darkness. People traveling by foot in Portland are particularly vulnerable. In 2018, eighteen people died while walking in Portland—more deaths than people driving, motorcycling, or biking. This funding will enhance streetlighting on Portland streets, a proven strategy to prevent crashes. We will prioritize locations based on lighting quality, crash data, equity data, transit usage, and adjacent land use.

Insufficient lighting is particularly concerning on Portland’s High Crash Network (HCN) streets. These streets account for 57 percent of deadly crashes yet make up only 8 percent of Portland streets. A recent analysis of HCN streets found that 42 miles, or 39 percent, have insufficient lighting given their width. These street segments are at least 48 feet wide and have lighting on only one side—a practice that does not meet today’s safety guidelines. More than three-quarters of these wide HCN streets with one-sided lighting are in East Portland. The effort to enhance lighting will put special emphasis on addressing the miles of streets that overlap with higher incidence of crashes in an area of Portland with greater proportions of lower-income individuals and people of color.

VISION ZERO: CITYWIDE MULTI-BUREAU AWARENESS CAMPAIGN

One way to prevent these serious crashes is by helping Portlanders understand their role in traffic safety—especially the importance of slowing down. Speed is a factor in nearly half of deadly crashes in Portland. Funds would be used to build on the “Struck” citywide awareness campaign that first launched in 2018. Struck uses professionally shot video and photos to encourage people to slow down and obey the speed limit when traveling. Key messages in Struck include “Save two lives,” which emphasizes the negative impact of crashes on everyone involved in a crash—not just the people most seriously injured. Videos in Struck conclude with the message, “It’s time to slow down, Portland.”

Funding will extend the reach of the Struck citywide awareness campaign through close work with public health partners and community groups. The initial launch of Struck incorporated feedback from focus groups and the Vision Zero Task Force, including representatives of Families for Safe Streets, the Portland Police Bureau and Portland Fire & Rescue, but did not fully tap into the broader community’s ability to support safe streets. Funding will allow PBOT to closely partner with public health and community groups to tailor the messaging and distribution of Struck for specific audiences.

Service Impacts VISION ZERO: STRATEGIC LIGHTING INFILL ON THE HIGH CRASH NETWORK

Expected results/outcomes:

Enhanced lighting will reduce the incidence of crashes and help the City of Portland meet its goal to eliminate traffic deaths and serious injuries.

• On June 17, 2015, City Council adopted Resolution 37130 with the goal of Vision Zero – that no loss of life is acceptable on our city streets. • On June 15, 2016, City Council adopted the 2035 Comprehensive Plan with the Vision Zero Goal 9.A, “The City achieves the standard of zero traffic-related fatalities and serious injuries.” • On December 1, 2016, City Council adopted by Ordinance 188122 the City of Portland’s Vision Zero Action Plan, which includes 32 specific actions to eliminate traffic deaths and serious injuries. • Vision Zero is also embedded in PBOT’s project selection process for the 5-year Capital Improvement Program.

Assumptions:

The safety benefits of high-quality streetlighting are evidenced by a variety of studies. For example, one study found that increasing intersection illuminance from low (< 0.2 fc) to medium (= 0.2 fc and <1.1 fc) can “reduce nighttime crash frequency and night-to-day crash ratio by approximately 50%.” The same study found that if illuminance is kept at 0.9 fc or higher, the risk of death and severe injury “significantly decreases,” especially for crashes involving people walking or biking, head-on crashes, and angle crashes.

PBOT staff have recently reviewed research as part of an update to City of Portland’s street lighting standards. This helps ensure that all future changes to streetlighting, such as converting wide streets with one-sided lighting to two-sided lighting, effectively enhance safety on Portland streets.

Alternatives:

We are consistently looking for additional funds to support investment in a safe system for Portland. We have included lighting in numerous safety grant applications. These funds address specific high crash intersections – but are for funding that is available in outer years – Page 127 typically 2 -3 years after the application. We are also addressing the stated needs for improved lighting by including detailed lighting analysis and recommendations in all large capital projects. The CIP will help address deficiencies over time – but will not provide for short term safety improvements at high risk locations.

Regional perspective:

PBOT staff is not aware of concerted efforts to enhance lighting by other local or regional agencies. Staff consulted with employees with the City of Seattle and San Jose when crafting updated City of Portland lighting standards.

Measuring outcomes:

PBOT staff regularly analyze crash data in support of safety goals, especially on High Crash Network streets. As lighting levels are addressed, we expect that the incidence of deadly and serious injury crashes will decline. PBOT staff will continue to distribute annual summaries of crash data trends, which will capture the effects of enhanced lighting.

Explanation of costs & service delivery:

Staff from Signals and Street Lighting and the Vision Zero team in Active Transportation & Safety will determine priority locations. This staff time will be covered outside this funding. The entire requested amount will be used cover capital costs and contractor’s fees. The lighting will be delivered through on call contractors by task order. The funds for lighting infill will help reduce the amount of the high crash network that has deficient lighting.

VISION ZERO: CITYWIDE MULTI-BUREAU AWARENESS CAMPAIGN

Expected results/outcomes:

PBOT expects the funding to increase awareness of Portland’s Vision Zero goal to eliminate traffic deaths and serious injuries. A survey conducted for the City by DHM Research in 2018 found that 59 percent of residents know that Portland is working to eliminate traffic deaths, even if they do not know the name Vision Zero. This number can be expected to increase following the awareness campaign. PBOT will also conduct post-campaign research to assess the campaign’s impact. Research following the three-month 2018 campaign found that about half of Portland residents were aware of the “Struck” citywide awareness campaign, and a majority of them indicated that it changed their driving behavior.

Assumptions:

We assume that public health partners and community groups will be interested in working together on an awareness campaign. This assumption is based on existing relationships fostered through creation of the Vision Zero Action Plan, which was created by a 26-member Task Force that included a diversity of community stakeholders. The Task Force has continued to meet to help oversee implementation of Vision Zero.

We assume this awareness campaign will be successful based on PBOT’s work on the initial 2018 launch of “Struck”. Post-campaign research found that the campaign was widely known and, based on self-reported data, positively impacted driving behavior. PBOT will build on the experience gained in crafting Struck to extend and enhance the awareness campaign.

Alternatives:

We deliver outreach and education through many of our programs and in capital project engagement. However, this level of funding for media and design work is not typical in our transportation budget and competes with the investment needs for street level changes. We continue to look for grant funds – however safety funds at the state level have not been awarded for this type of campaign in the past.

Regional perspective:

Local and regional agencies regularly conduct messaging campaigns on traffic safety and other issues. The extent to which agencies assess the results of this work are unknown at this time.

Measuring outcomes:

PBOT staff regularly analyze and report on crash data in support of safety goals, especially on High Crash Network streets. As the awareness campaign and other Vision Zero actions move forward, we expect that the incidence of deadly and serious injury crashes will decline.

PBOT will continue to conduct surveys that assess awareness of the City’s goal to eliminate traffic deaths and serious injuries. Survey results from 2018 can provide a baseline by which to judge awareness following the awareness campaign. We would expect awareness to increase following the campaign. In addition, PBOT staff report on Vision Zero via an annual report. This report will provide a mechanism to track and report on the campaign results.

Explanation of costs & service delivery:

ATS will hire an ad firm to develop collateral and outreach materials. The contractor will also lead work on media buys. Their work includes negotiation for discounts based on the public service nature of the campaign. This approach was highly successful in our first campaign in 2018. The entire amount requested will be used towards development and delivery of the campaign. We expect $50,000 for design and $200,000 for campaign placement (media buys).

PBOT staff working to implement the campaign be covered outside of these funds. PBOT staff will also work with partners to share the materials created through their communication channels. The grassroots delivery of the same campaign allows us to build on the investment made in collateral design and media purchases. VISION ZERO: STRATEGIC LIGHTING INFILL ON THE HIGH CRASH NETWORK

Expected results/outcomes:

Enhanced lighting will reduce the incidence of crashes and help the City of Portland meet its goal to eliminate traffic deaths and serious injuries.

• On June 17, 2015, City Council adopted Resolution 37130 with the goal of Vision Zero – that no loss of life is acceptable on our city streets. • On June 15, 2016, City Council adopted the 2035 Comprehensive Plan with the Vision Zero Goal 9.A, “The City achieves the standard of zero traffic-related fatalities and serious injuries.” • On December 1, 2016, City Council adopted by Ordinance 188122 the City of Portland’s Vision Zero Action Plan, which includes 32 specific actions to eliminate traffic deaths and serious injuries. • Vision Zero is also embedded in PBOT’s project selection process for the 5-year Capital Improvement Program.

Assumptions:

The safety benefits of high-quality streetlighting are evidenced by a variety of studies. For example, one study found that increasing intersection illuminance from low (< 0.2 fc) to medium (= 0.2 fc and <1.1 fc) can “reduce nighttime crash frequency and night-to-day crash ratio by approximately 50%.” The same study found that if illuminance is kept at 0.9 fc or higher, the risk of death and severe injury “significantly decreases,” especially for crashes involving people walking or biking, head-on crashes, and angle crashes.

PBOT staff have recently reviewed research as part of an update to City of Portland’s street lighting standards. This helps ensure that all future changes to streetlighting, such as converting wide streets with one-sided lighting to two-sided lighting, effectively enhance safety on Portland streets.

Alternatives: City of Portland Decision Package Summary Run Date: 2/4/19 We are consistently looking for additional funds to support investment in a safe system for Portland. We have included lighting in numerous safetyPage 4 grant of 16 applications. These funds address specific high crash intersectionsDetails – but are for funding that is available in outerRun yearsTime: –1:35:03 PM typically 2 -3 years after the application. We are also addressing the stated needs for improved lighting by including detailed lighting analysis and recommendations in all large capital projects. The CIP will help address deficiencies over time – but will not provide for short term safety improvements at high risk locations.

Regional perspective:

PBOT staff is not aware of concerted efforts to enhance lighting by other local or regional agencies. Staff consulted with employees with the City of Seattle and San Jose when crafting updated City of Portland lighting standards.

Measuring outcomes:

PBOT staff regularly analyze crash data in support of safety goals, especially on High Crash Network streets. As lighting levels are addressed, we expect that the incidence of deadly and serious injury crashes will decline. PBOT staff will continue to distribute annual summaries of crash data trends, which will capture the effects of enhanced lighting.

Explanation of costs & service delivery:

Staff from Signals and Street Lighting and the Vision Zero team in Active Transportation & Safety will determine priority locations. This staff time will be covered outside this funding. The entire requested amount will be used cover capital costs and contractor’s fees. The lighting will be delivered through on call contractors by task order. The funds for lighting infill will help reduce the amount of the high crash network that has deficient lighting.

VISION ZERO: CITYWIDE MULTI-BUREAU AWARENESS CAMPAIGN

Expected results/outcomes:

PBOT expects the funding to increase awareness of Portland’s Vision Zero goal to eliminate traffic deaths and serious injuries. A survey conducted for the City by DHM Research in 2018 found that 59 percent of residents know that Portland is working to eliminate traffic deaths, even if they do not know the name Vision Zero. This number can be expected to increase following the awareness campaign. PBOT will also conduct post-campaign research to assess the campaign’s impact. Research following the three-month 2018 campaign found that about half of Portland residents were aware of the “Struck” citywide awareness campaign, and a majority of them indicated that it changed their driving behavior.

Assumptions:

We assume that public health partners and community groups will be interested in working together on an awareness campaign. This assumption is based on existing relationships fostered through creation of the Vision Zero Action Plan, which was created by a 26-member Task Force that included a diversity of community stakeholders. The Task Force has continued to meet to help oversee implementation of Vision Zero.

We assume this awareness campaign will be successful based on PBOT’s work on the initial 2018 launch of “Struck”. Post-campaign research found that the campaign was widely known and, based on self-reported data, positively impacted driving behavior. PBOT will build on the experience gained in crafting Struck to extend and enhance the awareness campaign.

Alternatives:

We deliver outreach and education through many of our programs and in capital project engagement. However, this level of funding for media and design work is not typical in our transportation budget and competes with the investment needs for street level changes. We continue to look for grant funds – however safety funds at the state level have not been awarded for this type of campaign in the past.

Regional perspective:

Local and regional agencies regularly conduct messaging campaigns on traffic safety and other issues. The extent to which agencies assess the results of this work are unknown at this time.

Measuring outcomes:

PBOT staff regularly analyze and report on crash data in support of safety goals, especially on High Crash Network streets. As the awareness campaign and other Vision Zero actions move forward, we expect that the incidence of deadly and serious injury crashes will decline.

PBOT will continue to conduct surveys that assess awareness of the City’s goal to eliminate traffic deaths and serious injuries. Survey results from 2018 can provide a baseline by which to judge awareness following the awareness campaign. We would expect awareness to increase following the campaign. In addition, PBOT staff report on Vision Zero via an annual report. This report will provide a mechanism to track and report on the campaign results.

Explanation of costs & service delivery:

ATS will hire an ad firm to develop collateral and outreach materials. The contractor will also lead work on media buys. Their work includesPage 128 negotiation for discounts based on the public service nature of the campaign. This approach was highly successful in our first campaign in 2018. The entire amount requested will be used towards development and delivery of the campaign. We expect $50,000 for design and $200,000 for campaign placement (media buys).

PBOT staff working to implement the campaign be covered outside of these funds. PBOT staff will also work with partners to share the materials created through their communication channels. The grassroots delivery of the same campaign allows us to build on the investment made in collateral design and media purchases. VISION ZERO: STRATEGIC LIGHTING INFILL ON THE HIGH CRASH NETWORK

Expected results/outcomes:

Enhanced lighting will reduce the incidence of crashes and help the City of Portland meet its goal to eliminate traffic deaths and serious injuries.

• On June 17, 2015, City Council adopted Resolution 37130 with the goal of Vision Zero – that no loss of life is acceptable on our city streets. • On June 15, 2016, City Council adopted the 2035 Comprehensive Plan with the Vision Zero Goal 9.A, “The City achieves the standard of zero traffic-related fatalities and serious injuries.” • On December 1, 2016, City Council adopted by Ordinance 188122 the City of Portland’s Vision Zero Action Plan, which includes 32 specific actions to eliminate traffic deaths and serious injuries. • Vision Zero is also embedded in PBOT’s project selection process for the 5-year Capital Improvement Program.

Assumptions:

The safety benefits of high-quality streetlighting are evidenced by a variety of studies. For example, one study found that increasing intersection illuminance from low (< 0.2 fc) to medium (= 0.2 fc and <1.1 fc) can “reduce nighttime crash frequency and night-to-day crash ratio by approximately 50%.” The same study found that if illuminance is kept at 0.9 fc or higher, the risk of death and severe injury “significantly decreases,” especially for crashes involving people walking or biking, head-on crashes, and angle crashes.

PBOT staff have recently reviewed research as part of an update to City of Portland’s street lighting standards. This helps ensure that all future changes to streetlighting, such as converting wide streets with one-sided lighting to two-sided lighting, effectively enhance safety on Portland streets.

Alternatives:

We are consistently looking for additional funds to support investment in a safe system for Portland. We have included lighting in numerous safety grant applications. These funds address specific high crash intersections – but are for funding that is available in outer years – typically 2 -3 years after the application. We are also addressing the stated needs for improved lighting by including detailed lighting analysis and recommendations in all large capital projects. The CIP will help address deficiencies over time – but will not provide for short term safety improvements at high risk locations.

Regional perspective:

PBOT staff is not aware of concerted efforts to enhance lighting by other local or regional agencies. Staff consulted with employees with the City of Seattle and San Jose when crafting updated City of Portland lighting standards.

Measuring outcomes:

PBOT staff regularly analyze crash data in support of safety goals, especially on High Crash Network streets. As lighting levels are addressed, we expect that the incidence of deadly and serious injury crashes will decline. PBOT staff will continue to distribute annual summaries of crash data trends, which will capture the effects of enhanced lighting.

Explanation of costs & service delivery:

Staff from Signals and Street Lighting and the Vision Zero team in Active Transportation & Safety will determine priority locations. This staff time will be covered outside this funding. The entire requested amount will be used cover capital costs and contractor’s fees. The lighting will be delivered through on call contractors by task order. The funds for lighting infill will help reduce the amount of the high crash network that has deficient lighting.

VISION ZERO: CITYWIDE MULTI-BUREAU AWARENESS CAMPAIGN

Expected results/outcomes:

PBOT expects the funding to increase awareness of Portland’s Vision Zero goal to eliminate traffic deaths and serious injuries. A survey conducted for the City by DHM Research in 2018 found that 59 percent of residents know that Portland is working to eliminate traffic deaths, even if they do not know the name Vision Zero. This number can be expected to increase following the awareness campaign. PBOT will also conduct post-campaign research to assess the campaign’s impact. Research following the three-month 2018 campaign found that about half of Portland residents were aware of the “Struck” citywide awareness campaign, and a majority of them indicated that it changed their driving behavior.

Assumptions:

We assume that public health partners and community groups will be interested in working together on an awareness campaign. This assumption is based on existing relationships fostered through creation of the Vision Zero Action Plan, which was created by a 26-member Task Force that included a diversity of community stakeholders. The Task Force has continued to meet to help oversee implementation of Vision Zero.

We assume this awareness campaign will be successful based on PBOT’s work on the initial 2018 launch of “Struck”. Post-campaign research found that the campaign was widely known and, based on self-reported data, positively impacted driving behavior. PBOT will build on the experience gained in crafting Struck to extend and enhance the awareness campaign.

Alternatives:

We deliver outreach and education through many of our programs and in capital project engagement. However, this level of funding for media and design work is not typical in our transportation budget and competes with the investment needs for street level changes. We continue to look for grant funds – however safety funds at the state level have not been awarded for this type of campaign in the past.

Regional perspective:

Local and regional agencies regularly conduct messaging campaigns on traffic safety and other issues. The extent to which agencies assess the results of this work are unknown at this time.

Measuring outcomes:

PBOT staff regularly analyze and report on crash data in support of safety goals, especially on High Crash Network streets. As the awareness campaign and other Vision Zero actions move forward, we expect that the incidence of deadly and serious injury crashes will decline.

PBOT will continue to conduct surveys that assess awareness of the City’s goal to eliminate traffic deaths and serious injuries. Survey results from 2018 can provide a baseline by which to judge awareness following the awareness campaign. We would expect awareness to increase following the campaign. In addition, PBOT staff report on Vision Zero via an annual report. This report will provide a mechanism to track and report on the campaign results. City of Portland

Explanation of costs & service delivery: Decision Package Summary Run Date: 2/4/19

ATSPage will 5 of hire 16 an ad firm to develop collateral and outreach materials. TheDetails contractor will also lead work on media buys. TheirRun workTime: includes1:35:03 PM negotiation for discounts based on the public service nature of the campaign. This approach was highly successful in our first campaign in 2018. The entire amount requested will be used towards development and delivery of the campaign. We expect $50,000 for design and $200,000 for campaign placement (media buys).

PBOT staff working to implement the campaign be covered outside of these funds. PBOT staff will also work with partners to share the materials created through their communication channels. The grassroots delivery of the same campaign allows us to build on the investment made in collateral design and media purchases. Equity Impacts VISION ZERO: STRATEGIC LIGHTING INFILL ON THE HIGH CRASH NETWORK • The Vision Zero Action Plan contains three guiding principles specific to equity: (1) Vision Zero will address the disproportionate burden of traffic deaths and serious injuries on communities of concern, including people of color, low-income households, older adults and youth, people with disabilities, people with limited English proficiency, and households with limited vehicle access; (2) Vision Zero will prioritize filling gaps in infrastructure where those gaps contribute to deaths and serious injuries, or limit the transportation options of communities of concern; and (3) Vision Zero will not result in racial profiling.

• Enhanced lighting supports Citywide Racial Equity Goal #3 by helping to eliminate racial inequity in transportation. Implementation of enhanced lighting will support Goal #3 using Overall Strategy #4 (“Be data driven”). Enhanced lighting will prioritize locations where lighting needs overlap with the High Crash Network in East Portland, which has greater proportions of lower-income individuals and people of color. Expenditures on enhanced lighting will be tallied annually as part of the Vision Zero Annual Report, which includes a performance measure that describes safety expenditures in areas with more lower-income individuals and people of color relative to safety expenditures citywide. This annual tally supports the accountability called for in Overall Strategy #4. Enhanced lighting also supports Goal #3 using Overall Strategy #6 (“Operate with urgency and accountability”). Lighting infill will be part of Portland’s Vision Zero work, an inherently urgent program that aims to eliminate traffic deaths and serious injuries.

VISION ZERO: CITYWIDE MULTI-BUREAU AWARENESS CAMPAIGN

• The awareness campaign supports Citywide Racial Equity Goals #2 and #3 by strengthening outreach with communities of color and by helping to eliminate racial inequity in transportation.

• The awareness campaign will support Goal #2 by strengthening outreach with communities of color using Overall Strategy #3 (“Implement a racial equity lens”). The awareness campaign provides an opportunity to craft messages that acknowledge that inequities have been created and sustained over time. In context of the campaign, this will mean using feedback obtained through intentionally diverse focus groups, members of communities of color on the Vision Zero Task Force, and discussion with public health partners and community groups. The importance of crafting an inclusive message will continue to be woven into the campaign. Imagery and associated text will be designed to resonate with communities of color.

• The awareness campaign will support Goal #3 by helping to eliminate racial inequity in transportation using Overall Strategy #4 (“Be data driven”). Distribution of the awareness campaign will occur citywide, but will include areas of the city where data indicates that communities of color and immigrant and refugee communities live. The awareness campaign will also support Goal #3 using Overall Strategy #6 (“Operate with urgency and accountability”). The awareness campaign will be part of Portland’s Vision Zero work, an inherently urgent program that aims to eliminate traffic deaths and serious injuries.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 External Materials and Servi 750,000 0 0 0 0 750,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 750,000 0 0 0 0 750,000 0 0 0

0 0 0 0

Page 129 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 6 of 16 Details Run Time: 1:35:03 PM DP: 7665 - Alternative Modes of Transportation DP Type Priority New 0 No

Package Description PBOT is directed to request a decision package proposal, for General Fund one-time resources, that increases the utilization of alternative modes of transportation throughout the city. This package focuses on three primary areas of concern: 1) creating opportunities for people with special mobility needs 2) providing safe bicycle and pedestrian travel routes along Naito Parkway 3) developing an implementation strategy to transform bus transit.

• Adaptive BIKETOWN $50,000 • Better Naito 2.0 $1,000,000 • Enhanced Transit Priority Network Implementation Pilot $310,000

1) Created as a pilot program in 2017, Adaptive BIKETOWN provides adaptive bike rental. Launched in response to requests from the public and designed for and by people with disabilities, the program partners with Kerr Bikes and Nike to provide accessible bikes, mobility device storage, and assistance to riders. PBOT is directed to request one-time resources to create a permanent program and integrate it with the new and expanded bike share program defined by the management contract to be awarded in 2019.

2) PBOT is directed to seek funding to provide a permanent, year-round, two-way cycletrack and sidewalk along Naito Parkway from SW Salmon to NW Couch. PBOT has piloted this concept in the summer months for four seasons and data from that effort shows the facility supports the festivals that utilize the Waterfront, that it receives double the ridership of the Waterfront, and that people are 3.4 times more likely to ride on Naito Parkway with the protected bikeway present. Waterfront Park is a signature Portland resource and this project would enhance the park experience while providing signature biking facilities and accessible walking facilities along it.

3) PBOT is directed to request funding to develop an implementation strategy to transform bus transit and make it faster, more reliable, and a competitive mode choice by implementing an Enhanced Transit Priority Network. The strategy should include transit priority treatments from the Enhanced Transit Toolbox, including red bus lanes.

As the number of residents and jobs in Portland continue to grow, demands on our transportation network are increasing, yet our streets aren’t getting any wider. This package of improvements will improve opportunities for people with special mobility needs, provide high-quality bicycle and pedestrian facilities along Naito Parkway, and develop a strategy for increasing the speed and reliability of bus transit across Portland.

This package addresses the following the problems:

1) Need to provide a shared bike program for people with disabilities:

2) Launched in response to requests from the public, Adaptive BIKETOWN partners with Albertina Kerr – Kerr Bikes and Nike to provide accessible bikes, mobility device storage and assistance to riders. This program increases access to bicycling for people with disabilities. PBOT has piloted Adaptive BIKETOWN for two seasons. Ridership data, as well as feedback from participants demonstrate the need and success of the program. Additionally, this program fills a clear need, as identified through extensive community outreach conducted during the development of the original pilot project.

3) Need to provide permanent, year-round version of Better Naito along the west side of Waterfront Park:

Every year Waterfront Park hosts many of the region’s largest festivals, drawing almost 700,000 visitors between April and November, and over 15,000 people per day at its peak. Prior to Better Naito, people were forced to walk in the bike lane, squeeze onto narrow dirt paths, or bike in a travel lane with motor vehicles. Initially established as a pilot project by Better Block PDX and a team of civil engineering students from Portland State University, Better Naito helped to manage the increased transportation demand from the seasonal influx of visitors. Last year, cyclists took almost 400,000 one-way trips on Better Naito. The project would save the City ~$120k annually from the ongoing maintenance costs of Better Naito, while providing a safe, year-round and accessible solution. PBOT has identified $3m of the $4m total project cost. This General Fund request would provide the final $1m needed to construct the project.

4) Need to improve the travel time and reliability of our bus and streetcar networks:

The City of Portland is at a critical point in the evolution of our transit network. Our buses and streetcars, along with all the people on them, are increasingly stuck in traffic and getting slower. They are most often delayed in congestion while full of passengers and late to pick up new passengers. This leads to longer travel times by transit. It causes people to be delayed, miss transfers to other transit lines and ultimately arrive late to their destinations. Each year TriMet spends roughly $1-2 million a year just trying to keep up schedules due to increasing congestion, reducing the potential funding to increase transit service. All of this delay and unreliability makes transit less competitive with driving, exacerbating the problem.

Service Impacts Explanation of costs & service delivery:

1) Adaptive BIKETOWN: Adaptive BIKETOWN is a program that is owned and managed by PBOT, but the day-to-day operations, including ownership of the adaptive bicycles and the rental software, are operated by a third-party organization, Albertina Kerr – Kerr Bikes. During the first two years of the pilot project, Adaptive BIKETOWN operated through a Grant Agreement with Albertina Kerr. In moving to a permanentPage 130 program, the PBOT would enter into a Services Contract with Albertina Kerr, for the operations of the program. On the PBOT side, the program management equates to $10,000, representing approximately .1 of an existing FTE. This includes contract management, organizing volunteers for Adaptive BIKETOWN events, programming planning, and promotion of the Adaptive BIKETOWN program. Staff estimate the total service cost for the Kerr contract to be $27,500 per year. In order to increase access and comfort to our users, PBOT plans to add an additional electric assist adaptive bicycle which are budgeted at approximately $5,000. Additionally, PBOT is planning on a new community outreach project with stipends for people in the disability community that is budgeted at $7,500. PBOT will monitor performance with the bureau performance measures: number of TDM programs offered in historically underserved populations or areas of Portland; and a project- specific performance measure: total trips.

2) Better Naito 2.0: PBOT has developed a value-engineered permanent version of Better Naito that would provide a two-way cycletrack along the west side of Waterfront Park from SW Salmon to NW Couch, leveraging other City investments in transportation facilities to the north and south on Naito. The project would upgrade traffic signals along the corridor and infill sections sidewalk along the west side of Waterfront Park where feasible. The upgraded signals will allow for a new, dynamic signal timing plan, improving travel times and reliability for people driving on the corridor. The project scope includes an assessment of the trees along the west side of the park and the creation of site plans for major Waterfront festivals by Mayer/Reed in partnership with the Parks Bureau. The $4m estimate comes from scoping work performed by David Evans and Associates in February of last year for PBOT. The Bureau anticipates a ~$2.23m construction cost, with ~ $930,000 in Design, Project and Construction Management, and related overhead, and ~$773,000 in contingency. Both the design and construction of the project will be contracted out, and no additional FTE will be required for delivery. PBOT will monitor performance with ongoing data collection, including bicycle and pedestrian counts and vehicle travel times, as well as annual reports such as the one found here: https://www.portlandoregon.gov/transportation/article/675039

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has developed a scope to increase transit ridership and make transit more frequent, convenient, and accessible Citywide. The pilot will focus on TriMet’s Frequent Service bus network and the Streetcar network and will consider transit priority treatments from the Enhanced Transit Toolbox, including red bus lanes, along miles of multiple connecting bus and streetcar lines across the city including many lines identified in the adopted Enhanced Transit Corridors Plan. The effort will develop an Enhanced Transit Priority Network quick build pilot project for implementation in 2021. The $310,000 request is for consultant support necessary to deliver on the scale of this effort in an expedited manner. PBOT will provide .25 FTE for project and contract management. PBOT will monitor performance in conjunction with TriMet, who has provided robust data about bus speed and reliability throughout the City. Background:

1) Adaptive BIKETOWN: PBOT has piloted two seasons of Adaptive BIKETOWN. Data from these pilots informs the assumptions cited above: o 2017 Adaptive BIKETOWN Rentals = 59 (14 weeks of operation) o 2018 Adaptive BIKETOWN Rentals = 189 (24 weeks of operation, 220% increase over 2017) o Total participants = 110 o 87% of rentals qualified for TriMet Honored Citizens (people with disabilities, seniors)

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots informs assumptions about usage of the facility cited above (see the Better Naito 2017 report for details). Project costs are estimated by David Evans and Associates based on Better Naito 2.0 concepts provided by PBOT.

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has worked closely with TriMet and Metro to understand the challenges transit faces under increasing congestion via the Enhanced Transit Corridors planning effort. Concepts for Enhanced Transit were developed across the city, with a special focus on the Central City as part of the Central City in Motion plan, which will have some of the early projects identified installed beginning this summer. Lessons learned will be applied to the Network Implementation Pilot.

Regional perspective:

1) Adaptive BIKETOWN was one of the first programs in the country that offered accessible bicycle rentals through a three-way partnership of a city government, private operator, and existing bike share system. Since the launch of the initial pilot season in summer 2017, a number of other U.S. cities have looked to develop similar models of offering more accessible mobility options. Adaptive BIKETOWN has served as a model across the country in how to increase access to bicycling for people with disabilities.

2) Better Naito 2.0’s two-way cycletrack design is used by cities across the county, particularly along waterfronts and parks where there are fewer conflicts with turning vehicles. Staff have looked to examples in Seattle and Vancouver BC where such projects have gained widespread public, business, and political support following implementation.

3) Enhanced Transit Priority Network Implementation Pilot: We need only look north to Seattle for an example of how effective these types of investments can be. One of the fastest growing cities in the country, Portland’s northern neighbor Seattle, has made robust investments in dedicated bus lanes. As a result, over the past seven years, Seattle added 60,000 jobs in its downtown core and yet 4,500 fewer people drove to work. Smart investments meant all the new commute trips were accommodated by transit, ridesharing, walking, and biking, with transit carrying the lion’s share. This resulted in a 10% reduction in drive alone commuting – even as downtown Seattle gained jobs. In fact, Seattle’s transit ridership is growing faster than any other city in the country.

Expected Results/ Outcomes

1) Adaptive BIKETOWN: The $50,000 one-time request would provide needed funding to create a permanent Adaptive BIKETOWN program and integrate it with the new and expanded bike share program defined by the management contract to be awarded in 2019. Adaptive BIKETOWN is a unique program. There is no other service providing short-term rentals of adaptive bikes in the Portland area. The focus of the program is on increasing access to biking for people with disabilities and those who are not comfortable riding two-wheeled bikes. The data collected during the two pilot seasons demonstrate the program’s popularity and the equity need. Adaptive BIKETOWN is serving a growing number of riders, and the majority of people that use Adaptive BIKETOWN qualify for TriMet’s Honored Citizen’s pass (people with disabilities and seniors). In short, Adaptive BIKETOWN is succeeding in reaching the objectives it developed with community partners.

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots demonstrate the success of the facility; when the protected bikeway is present Naito receives double the bike ridership of th Explanation of costs & service delivery: City of Portland

1) Adaptive BIKETOWN: Adaptive BIKETOWN is a programDecision that is owned Package and managed Summary by PBOT, but the day-to-day operations,Run Date: including2/4/19 ownership of the adaptive bicycles and the rental software, are operated by a third-party organization, Albertina Kerr – Kerr Bikes. During the firstPage two 7 ofyears 16 of the pilot project, Adaptive BIKETOWN operated throughDetails a Grant Agreement with Albertina Kerr. In movingRun to a Time: permanent1:35:03 PM program, the PBOT would enter into a Services Contract with Albertina Kerr, for the operations of the program. On the PBOT side, the program management equates to $10,000, representing approximately .1 of an existing FTE. This includes contract management, organizing volunteers for Adaptive BIKETOWN events, programming planning, and promotion of the Adaptive BIKETOWN program. Staff estimate the total service cost for the Kerr contract to be $27,500 per year. In order to increase access and comfort to our users, PBOT plans to add an additional electric assist adaptive bicycle which are budgeted at approximately $5,000. Additionally, PBOT is planning on a new community outreach project with stipends for people in the disability community that is budgeted at $7,500. PBOT will monitor performance with the bureau performance measures: number of TDM programs offered in historically underserved populations or areas of Portland; and a project- specific performance measure: total trips.

2) Better Naito 2.0: PBOT has developed a value-engineered permanent version of Better Naito that would provide a two-way cycletrack along the west side of Waterfront Park from SW Salmon to NW Couch, leveraging other City investments in transportation facilities to the north and south on Naito. The project would upgrade traffic signals along the corridor and infill sections sidewalk along the west side of Waterfront Park where feasible. The upgraded signals will allow for a new, dynamic signal timing plan, improving travel times and reliability for people driving on the corridor. The project scope includes an assessment of the trees along the west side of the park and the creation of site plans for major Waterfront festivals by Mayer/Reed in partnership with the Parks Bureau. The $4m estimate comes from scoping work performed by David Evans and Associates in February of last year for PBOT. The Bureau anticipates a ~$2.23m construction cost, with ~ $930,000 in Design, Project and Construction Management, and related overhead, and ~$773,000 in contingency. Both the design and construction of the project will be contracted out, and no additional FTE will be required for delivery. PBOT will monitor performance with ongoing data collection, including bicycle and pedestrian counts and vehicle travel times, as well as annual reports such as the one found here: https://www.portlandoregon.gov/transportation/article/675039

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has developed a scope to increase transit ridership and make transit more frequent, convenient, and accessible Citywide. The pilot will focus on TriMet’s Frequent Service bus network and the Streetcar network and will consider transit priority treatments from the Enhanced Transit Toolbox, including red bus lanes, along miles of multiple connecting bus and streetcar lines across the city including many lines identified in the adopted Enhanced Transit Corridors Plan. The effort will develop an Enhanced Transit Priority Network quick build pilot project for implementation in 2021. The $310,000 request is for consultant support necessary to deliver on the scale of this effort in an expedited manner. PBOT will provide .25 FTE for project and contract management. PBOT will monitor performance in conjunction with TriMet, who has provided robust data about bus speed and reliability throughout the City. Background:

1) Adaptive BIKETOWN: PBOT has piloted two seasons of Adaptive BIKETOWN. Data from these pilots informs the assumptions cited above: o 2017 Adaptive BIKETOWN Rentals = 59 (14 weeks of operation) o 2018 Adaptive BIKETOWN Rentals = 189 (24 weeks of operation, 220% increase over 2017) o Total participants = 110 o 87% of rentals qualified for TriMet Honored Citizens (people with disabilities, seniors)

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots informs assumptions about usage of the facility cited above (see the Better Naito 2017 report for details). Project costs are estimated by David Evans and Associates based on Better Naito 2.0 concepts provided by PBOT.

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has worked closely with TriMet and Metro to understand the challenges transit faces under increasing congestion via the Enhanced Transit Corridors planning effort. Concepts for Enhanced Transit were developed across the city, with a special focus on the Central City as part of the Central City in Motion plan, which will have some of the early projects identified installed beginning this summer. Lessons learned will be applied to the Network Implementation Pilot.

Regional perspective:

1) Adaptive BIKETOWN was one of the first programs in the country that offered accessible bicycle rentals through a three-way partnership of a city government, private operator, and existing bike share system. Since the launch of the initial pilot season in summer 2017, a number of other U.S. cities have looked to develop similar models of offering more accessible mobility options. Adaptive BIKETOWN has served as a model across the country in how to increase access to bicycling for people with disabilities.

2) Better Naito 2.0’s two-way cycletrack design is used by cities across the county, particularly along waterfronts and parks where there are fewer conflicts with turning vehicles. Staff have looked to examples in Seattle and Vancouver BC where such projects have gained widespread public, business, and political support following implementation.

3) Enhanced Transit Priority Network Implementation Pilot: We need only look north to Seattle for an example of how effective these types of investments can be. One of the fastest growing cities in the country, Portland’s northern neighbor Seattle, has made robust investments in dedicated bus lanes. As a result, over the past seven years, Seattle added 60,000 jobs in its downtown core and yet 4,500 fewer people drove to work. Smart investments meant all the new commute trips were accommodated by transit, ridesharing, walking, and biking, with transit carrying the lion’s share. This resulted in a 10% reduction in drive alone commuting – even as downtown Seattle gained jobs. In fact, Seattle’s transit ridership is growing faster than any other city in the country.

Expected Results/ Outcomes

1) Adaptive BIKETOWN: The $50,000 one-time request would provide needed funding to create a permanent Adaptive BIKETOWN program and integrate it with the new and expanded bike share program defined by the management contract to be awarded in 2019. Adaptive BIKETOWN is a unique program. There is no other service providing short-term rentals of adaptive bikes in the Portland area. The focus of the program is on increasing access to biking for people with disabilities and those who are not comfortable riding two-wheeled bikes. The data collected during the two pilot seasons demonstrate the program’s popularity and the equity need. Adaptive BIKETOWN is serving aPage 131 growing number of riders, and the majority of people that use Adaptive BIKETOWN qualify for TriMet’s Honored Citizen’s pass (people with disabilities and seniors). In short, Adaptive BIKETOWN is succeeding in reaching the objectives it developed with community partners.

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots demonstrate the success of the facility; when the protected bikeway is present Naito receives double the bike ridership of th Explanation of costs & service delivery:

1) Adaptive BIKETOWN: Adaptive BIKETOWN is a program that is owned and managed by PBOT, but the day-to-day operations, including ownership of the adaptive bicycles and the rental software, are operated by a third-party organization, Albertina Kerr – Kerr Bikes. During the first two years of the pilot project, Adaptive BIKETOWN operated through a Grant Agreement with Albertina Kerr. In moving to a permanent program, the PBOT would enter into a Services Contract with Albertina Kerr, for the operations of the program. On the PBOT side, the program management equates to $10,000, representing approximately .1 of an existing FTE. This includes contract management, organizing volunteers for Adaptive BIKETOWN events, programming planning, and promotion of the Adaptive BIKETOWN program. Staff estimate the total service cost for the Kerr contract to be $27,500 per year. In order to increase access and comfort to our users, PBOT plans to add an additional electric assist adaptive bicycle which are budgeted at approximately $5,000. Additionally, PBOT is planning on a new community outreach project with stipends for people in the disability community that is budgeted at $7,500. PBOT will monitor performance with the bureau performance measures: number of TDM programs offered in historically underserved populations or areas of Portland; and a project- specific performance measure: total trips.

2) Better Naito 2.0: PBOT has developed a value-engineered permanent version of Better Naito that would provide a two-way cycletrack along the west side of Waterfront Park from SW Salmon to NW Couch, leveraging other City investments in transportation facilities to the north and south on Naito. The project would upgrade traffic signals along the corridor and infill sections sidewalk along the west side of Waterfront Park where feasible. The upgraded signals will allow for a new, dynamic signal timing plan, improving travel times and reliability for people driving on the corridor. The project scope includes an assessment of the trees along the west side of the park and the creation of site plans for major Waterfront festivals by Mayer/Reed in partnership with the Parks Bureau. The $4m estimate comes from scoping work performed by David Evans and Associates in February of last year for PBOT. The Bureau anticipates a ~$2.23m construction cost, with ~ $930,000 in Design, Project and Construction Management, and related overhead, and ~$773,000 in contingency. Both the design and construction of the project will be contracted out, and no additional FTE will be required for delivery. PBOT will monitor performance with ongoing data collection, including bicycle and pedestrian counts and vehicle travel times, as well as annual reports such as the one found here: https://www.portlandoregon.gov/transportation/article/675039

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has developed a scope to increase transit ridership and make transit more frequent, convenient, and accessible Citywide. The pilot will focus on TriMet’s Frequent Service bus network and the Streetcar network and will consider transit priority treatments from the Enhanced Transit Toolbox, including red bus lanes, along miles of multiple connecting bus and streetcar lines across the city including many lines identified in the adopted Enhanced Transit Corridors Plan. The effort will develop an Enhanced Transit Priority Network quick build pilot project for implementation in 2021. The $310,000 request is for consultant support necessary to deliver on the scale of this effort in an expedited manner. PBOT will provide .25 FTE for project and contract management. PBOT will monitor performance in conjunction with TriMet, who has provided robust data about bus speed and reliability throughout the City. Background:

1) Adaptive BIKETOWN: PBOT has piloted two seasons of Adaptive BIKETOWN. Data from these pilots informs the assumptions cited above: o 2017 Adaptive BIKETOWN Rentals = 59 (14 weeks of operation) o 2018 Adaptive BIKETOWN Rentals = 189 (24 weeks of operation, 220% increase over 2017) o Total participants = 110 o 87% of rentals qualified for TriMet Honored Citizens (people with disabilities, seniors)

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots informs assumptions about usage of the facility cited above (see the Better Naito 2017 report for details). Project costs are estimated by David Evans and Associates based on Better Naito 2.0 concepts provided by PBOT.

3) Enhanced Transit Priority Network Implementation Pilot: PBOT has worked closely with TriMet and Metro to understand the challenges transit faces under increasing congestion via the Enhanced Transit Corridors planning effort. Concepts for Enhanced Transit were developed across the city, with a special focus on the Central City as part of the Central City in Motion plan, which will have some of the early projects identified installed beginning this summer. Lessons learned will be applied to the Network Implementation Pilot.

Regional perspective:

1) Adaptive BIKETOWN was one of the first programs in the country that offered accessible bicycle rentals through a three-way partnership of a city government, private operator, and existing bike share system. Since the launch of the initial pilot season in summer 2017, a number of other U.S. cities have looked to develop similar models of offering more accessible mobility options. Adaptive BIKETOWN has served as a model across the country in how to increase access to bicycling for people with disabilities.

2) Better Naito 2.0’s two-way cycletrack design is used by cities across the county, particularly along waterfronts and parks where there are fewer conflicts with turning vehicles. Staff have looked to examples in Seattle and Vancouver BC where such projects have gained widespread public, business, and political support following implementation.

3) Enhanced Transit Priority Network Implementation Pilot: We need only look north to Seattle for an example of how effective these types of investments can be. One of the fastest growing cities in the country, Portland’s northern neighbor Seattle, has made robust investments in dedicated bus lanes. As a result, over the past seven years, Seattle added 60,000 jobs in its downtown core and yet 4,500 fewer people drove to work. Smart investments meant all the new commute trips were accommodated by transit, ridesharing, walking, and biking, with transit carrying the lion’s share. This resulted in a 10% reduction in drive alone commuting – even as downtown Seattle gained jobs. In fact, Seattle’s transit ridership is growing faster than any other city in the country.

Expected Results/ Outcomes

1) Adaptive BIKETOWN: The $50,000 one-time request would provide needed funding to create a permanent Adaptive BIKETOWN program and integrate it with the new and expanded bike share program definedCity by of the Portland management contract to be awarded in 2019. Adaptive BIKETOWN is a unique program. There is no other service providingDecision short-term Package rentals Summary of adaptive bikes in the Portland area.Run The Date: focus2/4/19 of the program is on increasing access to biking for people with disabilities and those who are not comfortable riding two-wheeled bikes. The dataPage collected 8 of 16 during the two pilot seasons demonstrate the program’s popularityDetails and the equity need. Adaptive BIKETOWNRun is servingTime: 1:35:03 a PM growing number of riders, and the majority of people that use Adaptive BIKETOWN qualify for TriMet’s Honored Citizen’s pass (people with disabilities and seniors). In short, Adaptive BIKETOWN is succeeding in reaching the objectives it developed with community partners.

2) Better Naito 2.0: PBOT has piloted Better Naito for four seasons. Data from these pilots demonstrate the success of the facility; when the protected bikeway is present Naito receives double the bike ridership of th Equity Impacts To inform our work, guide our investments and work to achieve the Citywide Racial Equity Goals and Strategies, PBOT has created an Equity Matrix, or equity ranking index, that can be used to help rank many of our internal lists that relate to projects, programs and even procedures.

PBOT has standardized an Equity Matrix based on national best practices, so that moving forward we can have more consistency in how we use an equity matrix, and what the equity matrix measures. National best practice and the City's Office of Equity and Human Rights say to use only three demographic variables in your equity matrix: Race, Income, and Limited English Proficiency. Below see the equity impacts based on PBOT’s matrix and other relevant factors.

1) Adaptive BIKETOWN: Adaptive BIKETOWN is located on SE water Ave in the Central Eastside, an area of Portland with a combined equity score of 7 out of 10 (10 being those Census Tracts with the highest equity needs). The unique and targeted nature of Adaptive BIKETOWN attracts Portlanders from across the city and has significant equity benefits citywide. Data from the pilot shows 87% of people making rentals made in 2018 qualified for TriMet Honored Citizens program (e.g. were people with disabilities and/or seniors). Program operator Kerr Bikes tracks this data for us and will allow us to continue to report on program usage and the percentage of renters qualifying under TriMet’s Honored Citizen program.

2) Better Naito 2.0: Better Naito 2.0 predominately located in the Census Tract encompassing Portland’s downtown core, which has a combined equity score of 8 out of 10 based on race and income and is also a geography with greater than average Limited English Proficiency. The facility has citywide benefits, providing a key north-south corridor for people biking and walking while also providing better, safer and more accessible access to Waterfront Park and its many cultural events (e.g. Cinco de Mayo and Rose Fest). The improved facility will also benefit Adaptive BIKETOWN, provide a safe, wide, and level cycling environment for people utilizing the Adaptive BIKETOWN bikes and will provide a safe cycling environment from the City’s portfolio of affordable housing, much of which is concentrated near the corridor. Proposed signal upgrades will improve travel times and reliability for people driving along the corridor versus current conditions. PBOT will continue to gather usage data to understand how many people walk, roll and bike in Better Naito, as well as to gauge travel times for people driving along the corridor.

3) Enhanced Transit Priority Network Implementation Pilot: The geography of the Enhanced Transit Priority Network Implementation Pilot is citywide, making PBOT’s equity matrix a less useful tool. Over half of TriMet’s ridership makes less than $70,000 a year and we know from PBOT’s recent Central City in Motion plan that many transit dependent riders are increasingly facing longer and less reliable commutes, affecting both their work and time with family. By prioritizing transit via this pilot, PBOT will realize significant equity benefits, creating faster and more reliable commutes for the Portlanders who depend on it. PBOT will incorporate the following performance measures into the development of the pilot focused on transportation justice and equity: a. How much time and money can the changes help people save, particularly low-income households and people of color. b. How many more low and middle wage jobs are accessible to low-income households and people of color within 20 minutes, 30 minutes or 45 minutes.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 External Materials and Servi 1,360,000 0 0 0 0 1,360,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 1,360,000 0 0 0 0 1,360,000 0 0 0

0 0 0 0

Page 132 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 9 of 16 Details Run Time: 1:35:03 PM DP: 7666 - Pay Equity Study Impacts DP Type Priority New ADD 0 No

Package Description Issue Title: Pay Equity Study Impacts Council member(s) Issuing Direction: Commissioner Eudaly Bureau Directed: Portland Bureau of Transportation Issue Overview and Desired Goal/Outcome(s): PBOT is directed to develop a decision package proposal that requests additional funding to offset the increases in personnel costs related to the Pay Equity Study completed by the Bureau of Human Resources. On June 1st, 2017, Governor Brown signed House Bill 2005, also known as the Pay Equity Bill, expanding pay equity protections to all Oregonians and incentivizing employers to correct existing pay inequities between employees who perform comparable work. The Oregon Equal Pay Act of 2017 banned pay discrimination based on gender, race, color, religion, sexual orientation, national origin, marital status, veteran status, disability or age. Differences in pay must be based on seniority, education, job circumstances or cost-of-living reasons. The law prohibits asking applicants their salary history. The pay equity bill makes it an unlawful employment practice to discriminate between employees on the basis of a "protected class" in payment of wages or other compensation for "work of a comparable character", seek the salary history of an applicant or employee before an offer of employment is made, screen applicants on the basis of current or past compensation, determine compensation for a position based on current or past compensation of a prospective employee. Expected outcomes of the Pay Equity Bill include compensation is solely determined by factors an employee or applicant controls, such as merit, education, skills and experience. Employees are compensated equitably for performing comparable work, no employee’s race, color, religion, sex, sexual orientation, national origin, marital status, veteran’s status, disability or age shall influence his or her compensation. Funding is also included in this package to offset the increase in costs resulting from Ordinance 189346 which increased the salary ranges for several Portland City Laborer classifications. There are 28 job classifications with positions represented by either the District Council of Trade Unions (DCTU) or Portland City Laborers (PCL). Being in the same job classification, these positions perform similar work regardless of union representation. However, due to collective bargaining the DCTU-represented positions in these classifications have salary ranges up to 1.65% higher than the same classification represented by PCL. This legislation brings the PCL positions' salaries to parity with the DCTU positions.

Service Impacts Request for additional funding to cover the impacts resulting from the Pay Equity Study. PBOT had 78 employees that received pay increases due to the study, ranging from $0.01 per hour to $9.78 per hour. The financial impacts of both the pay equity study and ordinance 189346 went into effect December 31, 2018. Without a General Fund allocation the Bureau would need to look to make cuts or realignments in services to cover these increased costs. Equity Impacts The Pay Equity Study and Portland City Laborers (PCL) adjustments make sure Employees are compensated equitably for performing comparable work, no employee’s race, color, religion, sex, sexual orientation, national origin, marital status, veteran’s status, disability or age shall influence his or her compensation. The City of Portland and PBOT are committed to pay equity for all employees.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 Personnel 910,607 0 0 0 0 910,607 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 910,607 0 0 0 0 910,607 0 0 0

0 0 0 0

Page 133 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 10 of 16 Details Run Time: 1:35:03 PM DP: 7667 - Transportation Resiliency Plan DP Type Priority New ADD 0 No

Package Description Multi-bureau efforts to date, led by PBEM, identified a resilient transportation network as a cornerstone in the City’s ability to prepare for future events and efficiently respond to a major event when it occurs, from deploying first responders right after an event to the tasks of bringing city life back to normal and rebuilding city assets. To better prepare the City for impending catastrophes such as a major earthquake and flooding, PBOT will undertake a 2-year effort to develop its first Resiliency Plan. This plan will update the city’s emergency transportation routes (ETRs) to correspond to our latest multimodal street classifications and policies and establish a resilient active transportation network that could be relied on during the recovery period. This plan could also realign our planning-to-construction pipeline to prioritize resiliency projects along ETRs, and develop an internal plan for addressing, among other things, long-term solutions to facilities (such as Maintenance Bureau assets under the Freemont Bridge) that are highly vulnerable to events. This plan is in direct response the Mayor's Executive Order included in Ordinance 189007 directing all Commissioners to collaborate with him to create plans for supporting resiliency and recovery for each bureau, beyond simply a continuity of operations plan.

Service Impacts Reliability and resiliency: Public facilities and services are reliable, able to withstand or recover from catastrophic natural and manmade events, and are adaptable and resilient in the face of long-term changes in the climate, economy, and technology.

Public safety and emergency response Portland is a safe, resilient, and peaceful community where public safety, emergency response, and emergency management facilities and services are coordinated and able to effectively and efficiently meet community needs.

Emergency preparedness, response, and recovery coordination. Coordinate land use plans and public facility investments between City bureaus, other public and jurisdictional agencies, businesses, community partners, and other emergency response providers, to ensure coordinated and comprehensive emergency and disaster risk reduction, preparedness, response, and recovery.

Emergency management facilities. Provide adequate public facilities – such as emergency coordination centers, communications infrastructure, and dispatch systems – to support emergency management, response, and recovery.

Emergency response. Maintain a network of accessible emergency response streets to facilitate safe and expedient emergency response and evacuation. Ensure that police, fire, ambulance, and other emergency providers can reach their destinations in a timely fashion, without negatively impacting traffic calming and other measures intended to reduce crashes and improve safety. Equity Impacts The scope of this effort is to develop a transportation resiliency plan that is citywide. Through the planning process, there will be opportunities to identify new projects, update existing projects, and re-examine street classifications in areas with high percentages of people of color. Additionally, the plan will provide the city with an opportunity to engage people of color in strengthening resiliency for future disasters.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 Capital Outlay 0 0 0 0 0 200000 External Materials and Servi 500,000 0 0 0 0 200000 Personnel 100,000 0 0 0 0 600,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 600,000 0 0 0 0 600,000 0 0 0

0 0 0 0

Page 134 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 11 of 16 Details Run Time: 1:35:03 PM DP: 7668 - South Portland Addressing DP Type Priority New ADD 0 No

Package Description PBOT is directed to develop a decision package proposal for General Fund support of the South Portland Addressing project. Council approved Ordinance #188995 in June 2018 with strong support of multiple neighborhood associations in South Portland. South Portland street names are effective as of May 2020, and Maintenance Operations will begin changing street signs in January 2020. The intent of this project was not to burden any one single City bureau with the cost given the project’s Citywide benefit; however, identification of a funding source is still pending. Costs of property owner outreach and notification and changing street signs are estimated at $305,000 and PBOT cannot absorb this expense equaling over 60% of its current sign budget of $500,000. 83% of the City’s 38,261 street signs are in fair to very poor condition, but 1.3% of them will be replaced by this single project.

Service Impacts This Council-approved project will reduce information technology and database costs associated with leading zero addressing, which will be retired. It will also eliminate the City’s liability risk of misrouted emergency response dispatching, while also eliminating costs of training emergency responders on leading zero addressing. Equity Impacts Most of PBOT’s street signs have little or no reflectivity and therefore cannot be easily seen in the dark, and/or have noncompliant fonts or font sizes. As faded signs are replaced, they will be upgraded to current Federal Highway Administration (FHWA) regulations and to the Manual on Uniform Traffic Control Devices (MUTCD) specifications. All 259 intersections’ new street signs will be larger, brighter and easier to see, which will improve wayfinding and public safety.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 External Materials and Servi 305,000 0 0 0 0 305,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 305,000 0 0 0 0 305,000 0 0 0

0 0 0 0

Page 135 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 12 of 16 Details Run Time: 1:35:03 PM DP: 7669 - Derelict RV Enforcement DP Type Priority New 0 No

Package Description PBOT is directed to develop a decision package proposal for General Fund support of the Derelict RV Program. This program was created in July 2017 in response to increasing numbers of broken-down recreational vehicles (RVs) in the City, that pose environmental and safety hazards. PBOT works with the homeless, local neighbors, the police bureau, vehicle owners, and tow companies to remove these vehicles from City right-of-way, and either dismantle them or repair them to functional use.

The ongoing lack of affordable housing (brick and mortar) causes some members of our community to seek alternative forms of shelter including aging recreational vehicles (RV’s). Many of the RV’s are in extreme disrepair, with non-functioning plumbing/heating, inoperable drive trains, broken windows, mold, etc. In some cases, the RVs pose an immediate hazard (leaking gasoline, propane, oil, human waste, etc.) to the health and safety of the occupants and the surrounding community.

Many of the RV’s are parked or abandoned on the City’s right-of way, particularly in the northern and eastern sections of the City. If the City fails to address the problem, safety and livability in the affected neighborhoods will deteriorate.

Service Impacts

Page 136 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 13 of 16 Details Run Time: 1:35:03 PM

Background:

In 2016 and 2017, when the derelict RV problem began to emerge, PBOT tried to address it using our four Abandoned Auto officers. The problem quickly outpaced this level of staffing and it also became clear that interacting with people living in their RVs required extra care and compassion. In response, PBOT formed a team with specialized training, using Parking Enforcement officers, who were re-assigned from their regular duties.

Since 2017, this program has been staffed by six officers and one coordinator, who were re-assigned from other PBOT services. The six officers had been working on regular parking enforcement duties (writing citations, warnings, education, etc.). The coordinator had been working on parking operations duties (parking control and permit processing). Due to their being assigned to this program, PBOT has reduced levels of enforcement, reduced ability to respond to service requests, and reduced citation revenue.

PBOT has found that the derelict RVs don’t have any residual sales value due to their condition, hazardous materials, and hazardous waste. People living in their RVs are not able to pay any fees for disposal. The Derelict RV Program receives about $190,000 funding from a $9 fee assessed on tows city-wide.

PBOT continues to work to address the significant problems posed by derelict RV’s. However, without General Fund support, this cost of this program reduced funding for other transportation services.

Service Delivery Model:

• The City is divided in three geographic areas. Officers, who work in pairs, are assigned to one of the three geographic areas and are responsible for the complaints that come in regarding RV’s and other vehicles being used as shelters on the right-of-way.

• When a complaint is received, the officers attempt to determine if the vehicle is occupied. If so, the officers attempt face to face contact. During the contact, the officers try to learn about the occupants and their circumstances. Depending on the situation, officers have a number of tools to alleviate the problem: Educate about the law and request compliance, verbal warning, written citation, written 72-hour tow warning, and as a last resort towing, but only in situations where the vehicle is un-occupied, or person(s) agrees to surrender it.

• When a vehicle is occupied, the officers usually gain compliance without having to tow a vehicle. They accomplish this through good communication, compassion and willingness to “meet people where they are at.” In some situations, the occupant agrees to move to another location immediately and in others, they allow the person to stay for several days until they can repair their vehicle and move to another location. Also, as a humanitarian gesture, the officers carry food baskets and water to help meet some of the needs of the occupants. They also monitor the occupant’s mental and physical wellbeing and make referrals to social service agencies when needed.

• Generally, vehicles are not occupied or there is not a person present. In these situations, officers post a highly visible sticker on the vehicle alerting any potential occupant(s), owner(s), or a person(s) who intermittently frequent the vehicle, that the City intends to tow the vehicle unless the vehicle comes in to compliance in 72 hours. The sticker explains the violation and has a phone number for the recipient to call with questions.

• After 72 hours (usually a week or more due to workload) the officer returns to the location to check on the vehicle. If the vehicle is still out of compliance, and the owner/occupant has not called (if someone calls they are frequently given an extension), the vehicle is towed. Once towed, notices are sent to the registered owner advising them of the tow and how they can retrieve their vehicle.

Regional Perspective:

Portland’s Derelict RV Program is the first of its kind in the Portland/Vancouver region, and is seen as a model for others to follow. While other regions/states have developed programs to address the issue, they are governed by different laws, regulations, and demographics. And most importantly, Portland’s program is shaped by Portland’s compassionate values and progress goals.

Performance Measures:

PBOT tracks the number of complaints received regarding RV’s on the right-of way, the number of RV’s towed, the time between when the complaint is received and investigated, the time between the initial complaint and case resolution (tow, vehicle moved, outreach services engaged, etc.), and the number of RV’s recycled.

Costs

Personnel Services: $709,400 for seven (7) positions External Materials and Services: $677,600 for towing, cleanouts, recycling, etc. Internal Materials and Services: $105,000 for one-time for purchase of three (3) vehicles and $36,000 for annual vehicle fuel, repair, etc. Equity Impacts

The majority of derelict RV’s are parked in the northern and eastern areas of Portland, which are made up of the highest concentration of “communities of concern” (people of color, immigrants, disabled, low income, limited English proficiency, etc.). Failing to address the problem on derelict RVs will further marginalize these community members and erode their trust in government.

Budget Detail Page 137 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 14 of 16 Details Run Time: 1:35:03 PM

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 External Materials and Servi 677,600 0 0 0 0 200000 Internal Materials and Servic 141,000 0 0 0 0 200000 Personnel 709,400 0 0 0 0 1,528,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 1,339,000 0 0 0 0 200000 Licenses & Permits 189,000 0 0 0 0 1,528,000 0 0 0

0 0 0 0

Position Detail

Job Class - Name FTE Salary Supplemental Benefit Total

30000185 - Parking Code Enforcement Officer 6.00 366,900 0 184,015 578,983 30003027 - Coordinator I - NE 1.00 74,096 0 33,582 113,346 Total 7.00 440,996 0 217,597 692,329

Page 138 City of Portland

Decision Package Summary Run Date: 2/4/19 Page 15 of 16 Details Run Time: 1:35:03 PM DP: 7720 - Coordinated Community Development DP Type Priority New ADD 0 No

Package Description Collectively, numerous partner Bureaus are planning, implementing, and investing in multiple projects and policy directives toward Portland’s long-term future growth in East Portland, SW Corridor, and NE Portland. The Bureaus’ work in these areas often overlaps but at times is not optimally coordinated with regard to planning, communications, community outreach, implementation, or outcomes. This diminishes how the community experiences the City and produces inefficient investments and outcomes.

PBOT is currently planning, implementing, and investing in multiple projects supporting Portland's long-term future growth in East Portland, SW Corridor, and NE Portland. This directive will supplement PBOT’s project based efforts to cover staff resources and targeted consultant assistance supporting a multi-bureau effort toward greater collaboration and impact, an important corner stone to delivering on the City's shared commitment to improved equitable access and outcomes.

Service Impacts This package would fund equity analysis for East Portland projects such as Division BRT, North-South access improvements and work on updating the arterial street system. For SW Corridor it would fund project design and outreach for the Ross Island bridgehead project. For Northeast Portland funding would be allocated to support community development planning and urban design analysis of the I-5 Rose Quarter Improvement Project to ensure it is aligned with the N/NE Quadrant plan and community vision for the area.

East Portland: Activities and investments in this area would increase coordination and impact of city work in East Portland. The focus would be on responding to community demands for greater collaboration and investment in the next generation of the 2009 East Portland Action Plan; supporting the Neighborhood Prosperity Network program partners in East Portland; working with Rosewood on an equitable development/anti-displacement issues (partially funded by Metro); and strengthening implementation of the Division Transit Project, particularly the community-based Portland Local Action Plan (approved by City Council in July 2016).

Southwest Corridor: Activities and investments in this area would begin to implement the Southwest Corridor Equitable Housing Strategy (approved by City Council in October 2018). The initial focus should be on strengthening the community ability to help guide this implementation through organizing and capacity building with the Community Work Group and existing businesses along the proposed light rail alignment; undertaking predevelopment analysis for affordable housing and commercial development investments to help stabilize the business community and create new wealth creation opportunities; and, developing an integrated community development funding strategy for City investments along the corridor, including the City match in the proposed Southwest Corridor Light Rail project.

North/Northeast Portland: Activities and investments in this area would follow through on commitments to make sure redevelopment of the area achieves equitable development outcomes and benefits to the N/NE Portland community. The focus should be on coordination among public agencies and community engagement to make sure the outcomes of the Oregon Department of Transportation led I-5 Rose Quarter Improvement Project align with the N/NE Quadrant Plan (adopted by City Council in October 2012), the City interests in the long-term success of the Rose Quarter as a regional event center and important redevelopment opportunity, the priorities and work of the on-going community-based processes in N/NE and at the Hill Block property, and support the Council directives in the Central City 2035 Plan related to the I-5 Rose Quarter Improvement Project (adopted by City Council 2018). Equity Impacts This package would fund equity analysis and outreach to local communities to help ensure that this coordinated multi-bureau work program achieves equitable outcomes.

Budget Detail

2019-20 CBO 2019-20 Request Recommended- 2019-20 2019-20 2019-20 Adopted Fund - V52 with DP V53 Proposed-V53 Approved - V54 - V55

Major Object Name Expense

200000 Personnel 125,000 0 0 0 0 125,000 0 0 0

Major Object Name Revenue

200000 Fund Transfers - Revenue 125,000 0 0 0 0 125,000 0 0 0

0 0 0 0

Page 139

City of Portland Bureau of Transportation

Transportation Operating Fund Financial Forecast FY 2019-20 through FY 2023-24

Page 140 Executive Summary

This financial forecast presents the status of the City of Portland Bureau of Transportation’s (PBOT) strategy to balance program objectives against revenues for the next five years.

The Bureau of Transportation operates in a highly dynamic funding environment. With the evolving aspirations of its grantors, changing needs of other City agencies for bureau services, the unpredictable nature of discretionary funding levels, and continued Federal disinvestment in transportation, the availability of funding to fulfill PBOT’s mission changes year to year.

PBOT has achieved marked success in increasing transportation choices for Portland residents. PBOT’s work to provide transportation alternatives reflects Citywide policy directives, which establish ambitious goals for reducing reliance on and use of motor vehicles. The Portland Plan calls on residents to reduce the number of miles they drive daily by over 30 percent by 2035. By 2035, the City also aspires to increase the percent of commuters walking, biking, taking transit, carpooling or telecommuting to 70 percent.

Safety continues to take on important significance in our transportation system. In 2015, City Council adopted a Vision Zero resolution, signifying the City’s commitment to zero traffic fatalities in the next 10 years. This program will focus on those projects and services to make the transportation system as safe and efficient as possible in an equitable framework.

These directives are critical to reducing City greenhouse gas emissions, improving community health and safety, and strengthening the local economy. At the same time, they have the potential to dramatically impact PBOT’s primary sources of discretionary revenue. Nearly all of the bureau’s discretionary funding sources – the State Highway Fund (comprised of motor fuels tax, vehicle titling and registration fees, and weight-mile tax imposed on trucks) and City parking revenues – rely on Portland’s continued affinity for and reliance on automobile travel.

This paradox creates a great challenge for the Bureau as it seeks to promote active transportation and use of transit while also maintaining sustainable levels of funding to ensure the continued viability of Portland’s transportation system.

Portland is not alone in this situation; Transportation funding remains in a state of crisis nationwide. Once- plentiful federal transportation dollars have become increasingly scarce. Much like the anticipated decline of the Federal Highway Trust Fund, the Oregon Department of Transportation (ODOT) forecasts a flattening in State Highway Fund revenues over the long term.

In PBOT’s Transportation System Plan (TSP) Finance chapter, it identifies that finding new local revenue streams are needed to alleviate the growing backlog of maintenance and safety needs. To address the lack of sufficient resources, the Portland Street Fund initiative was started in 2014 to generate funds for much needed maintenance and safety needs. This culminated in the Fixing Our Streets program, which established a temporary four-year ten-cent per gallon motor fuels tax that was approved by Portland voters in May 2016, and a temporary four-year Heavy Vehicle Use Tax, which was passed by the Portland City Council in the same month. This program is expected to generate approximately $85 million in funding for citywide paving and safety improvements over its four-year term. Both funding mechanisms will be eligible for renewal in 2020.

Page 141 Additionally, the State Legislature passed Keep Oregon Moving (HB 2017), which provided significant transportation funding through gradual increases to the motor fuels tax, weight-mile tax and DMV fees. The legislation is projected to increase funding in FY 2019-20 by $19.2 million and up to $34.9 million by FY 2024-25. Programs funded under HB 2017, described in the prior year’s decision package narratives, continue to be fully funded in the bureau’s Financial Plan.

While continuing to proactively address its funding challenges, PBOT has completed its Strategic Plan, a three-year work plan that clearly delineates the bureau’s strategic goals and identifies concrete steps for implementation and performance measurement. PBOT’s three strategic goals – maintaining the City’s existing assets, ensuring the safety of all users in the City’s right of way, and managing for future population growth – are central to the bureau’s resource-allocation decisions.

There are major challenges that PBOT must address in accomplishing its mission of planning, building, managing and maintaining an effective and safe transportation system that provides access and mobility.

The Portland Bureau of Transportation financial forecast for FY 2019-20 through 2023-24 shows a surplus and does not require reductions.

• Maintaining a surplus through the five-year forecast period is predicated on the use of one-time resources to balance ongoing funding requirements. Without additional funding resources, PBOT’s annual operating deficit will continue to grow past FY 2023-24.

• PBOT’s forecast assumes a continuation of the bureau’s current level of service and does not fully address its known maintenance backlog. The level of investment assumed in the forecast is not sufficient to prevent Transportation infrastructure from further deterioration. PBOT and the City have taken steps to address this funding gap through the Fixing Our Streets program, targeted maintenance investments under HB 2017, and the General Fund Capital Set-Aside, but additional funding is required to prevent further deterioration and bring the City’s transportation network to a state of good repair.

Page 142 PBOT Financial Forecast FY 2019-20 through FY 2023-24 Forecast Assumptions Revenue and expenditure projections in this forecast are based on the following:

• State Highway Fund revenues, including HB 2017 revenues, are projected by ODOT and reflect the December 2018 forecast. Forecast revenues include all scheduled increases to gas tax, weight- mile tax and DMV fees included in the legislation. • State Highway Fund revenues now reflect the dates at which revenues are disbursed to local jurisdictions, not collected by the state. This results in a roughly two-month lag between when each fee increase per HB 2017 goes into effect and when this revenue is recognized in the local forecast, as compared to the prior forecast. • The forecast reflects an ongoing cut of $1.98 million to General Fund Utility License Fees (ULF). • Expected interagency funding is based on current service levels and assumes continued agreements with other City bureaus. • Operating and capital programs leverage external resources wherever possible, while maximizing cost recovery of direct and overhead costs of all services and projects. • No incremental staffing beyond the FY 2019-20 requested budget is assumed in the forecast. • Revenues and investments from the Fixing Our Streets program reflect a December 2020 expiration of both the local gas tax and Heavy Vehicle Use Tax. • The forecast assumes no significant macroeconomic changes for the current fiscal year and generally flat discretionary revenues throughout the forecast, with the exception of increases to State Highway Fund revenues under HB 2017. • Inflation rates are a weighted average for PBOT of the inflation factors distributed by the City Economist. In keeping with the City’s projections, inflation rates reflect adjustments to employer PERS contributions in FY 2019-20, 2021-22 and 2023-24 to address the system’s unfunded actuarial liability. See below for estimated inflation factors by year:

Forecast Inflation Factors by Fiscal Year 2019-20 2020-21 2021-22 2022-23 2023-24 5.2% 3.3% 4.7% 3.0% 4.9%

PBOT has been able to sustain its current level of services by carefully allocating its existing resources, as well as new revenues generated by HB 2017 and Fixing Our Streets. By continuing to effectively manage bureau resources, there are no cuts required from the financial forecast within the five-year period. However, even with additional revenue from HB 2017 and Fixing Our Streets, PBOT does not have the capacity to fully address its deferred maintenance backlog.

Operating Requirements There are seven primary programs that comprise the Operating Requirements:

Operations & Maintenance preserves the public investment of over $13 billion in transportation facilities, including city roadways, traffic signals and street lighting. In addition, PBOT maintains $13.5 billion in sewer and storm water infrastructure on behalf of the Bureau of Environmental Services. Parking operates the City’s system of on-street parking meters and enforces the City’s parking code.

Page 143 Planning & Engineering provides planning, design and project management services. Regulatory & Permitting manages use of the City’s right of way through permitting of development and construction activities, and regulation of private for-hire vehicles and towing services. Mobility includes active transportation programs, as well as the City’s bikeshare program, Portland Streetcar and Portland Aerial Tram. Infrastructure Improvements encompasses PBOT’s capital investments. Administration & Support provides support for other PBOT programs, including administrative services, finance and accounting, and information technology.

Revenue History and Forecast Table 1 shows the five-year history and Table 2 provides a five-year forecast of revenue sources. HB 2017 revenues are assumed within the gas tax portion of the forecast. Tables 1 and 2 demonstrate the fluctuations in overall revenue that result from varying levels of work performed for others on a reimbursable basis in different years, particularly in Intergovernmental revenues. Grant revenue forecasts reflect only known grant awards, resulting in a gradual decline in projected revenues as existing grants are drawn down.

Table 1 History of Transportation Revenue (In Millions) Estimated Revenue Source FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 General Transportation Revenue $ 99.3 $ 102.1 $ 112.3 $ 119.1 $ 125.1 $ 134.2 Gas Tax 59.0 60.0 62.7 64.2 69.7 78.9 Parking & Other 40.3 42.1 49.6 54.9 55.4 55.3 Taxes - Fixing Our Streets $ - $ - $ - $ 9.8 $ 20.9 $ 21.0 Licenses & Permits 3.7 7.2 7.6 11.5 20.0 15.7 Charges for Services 15.2 17.3 17.8 34.0 29.1 28.5 Intergovernmental 24.6 21.8 26.8 19.1 25.1 57.4 Bond & Note 45.4 26.2 13.8 52.8 8.0 22.5 Miscellaneous 4.8 6.0 6.0 6.1 7.6 2.0 Fund Transfers - Revenue 19.1 13.4 30.8 22.5 25.1 27.6 Interagency Revenue 30.3 29.3 27.7 26.4 26.5 31.5 Revenue Total $ 242.5 $ 223.3 $ 242.9 $ 301.3 $ 287.5 $ 340.5

Page 144 Table 2 Forecast Transportation Revenue (In Millions)

Revenue Source FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 General Transportation Revenue $ 134.2 $ 137.9 $ 143.5 $ 144.0 $ 146.1 $ 147.6 Gas Tax 78.9 82.4 88.4 89.9 92.6 94.0 Parking & Other 55.3 55.5 55.0 54.0 53.5 53.6 Taxes - Fixing Our Streets $ 21.0 $ 21.4 $ 11.8 $ - $ - $ - Licenses & Permits 15.7 15.5 15.5 15.5 15.5 15.5 Charges for Services 28.5 21.9 22.6 22.1 21.2 21.2 Intergovernmental 57.4 56.3 50.5 18.7 13.2 13.6 Bond & Note Proceeds 22.5 10.5 13.8 7.1 3.0 3.0 Miscellaneous 2.0 4.1 3.1 2.0 2.0 2.0 Fund Transfers - Revenue 27.6 23.2 15.0 16.8 10.4 10.3 Interagency Revenue 31.5 33.2 34.3 35.9 37.0 38.8 Revenue Total $ 340.5 $ 323.9 $ 309.9 $ 262.1 $ 248.4 $ 251.9

Discretionary Revenue Forecast

General Transportation Revenue (GTR) General Transportation Revenue (GTR) is PBOT’s source of discretionary revenue. The sources of GTR are identified in Tables 3 & 4:

State Highway Fund revenues, also referred to as gas tax, consist of funds generated by state motor fuels taxes, weight-mile taxes and registration and titling fees (“DMV fees”). Projections include incremental funds generated by HB 2017. State Highway Fund tax rates and fees are established by the state legislature.

On-Street Parking Meter revenues are generated by the city’s five metered parking districts. In the Central Eastside, Lloyd, Marquam and Northwest districts, a majority of net revenues are restricted for use within the district. Parking meter rates are established in the City’s annual rate schedule.

Parking Citations consist of fines assessed by Parking Enforcement Officers for parking violations in both metered and non-metered areas.

Parking Permit revenues include fees for temporary parking permits for construction sites, loading zones and special events, as well as the City’s Area Permit Parking Program (APPP). Revenues also include surcharges assessed by the Central Eastside and Northwest APPP districts, which are reserved for use within their respective districts.

Parking Garage revenues represent transfers of net revenue from City-owned parking garages to the Transportation Operating fund, subject to availability.

General Fund currently includes an annual transfer for metered parking spaces removed for the creation of Director Park. Prior to FY 2017-18, PBOT received an annual transfer of Utility License Fees (ULF).

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General Transportation Revenue History and Forecast Table 3 shows the five-year history and Table 4 provides a five-year forecast of discretionary revenue sources.

Table 3 History of Transportation Discretionary Revenue (In Millions)

Estimated Revenue Source FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 State Highway Fund (Gas Tax) $ 59.0 $ 60.0 $ 62.7 $ 64.2 $ 69.7 $ 78.9 Parking Meters $ 22.2 $ 24.6 $ 28.8 $ 33.6 $ 36.2 $ 36.0 Parking Citations $ 6.6 $ 6.4 $ 8.0 $ 7.2 $ 6.9 $ 7.0 Parking Permits $ 4.6 $ 5.9 $ 7.9 $ 10.0 $ 12.3 $ 12.3 Parking Garages $ 5.0 $ 3.2 $ 3.0 $ 2.2 $ - $ - ULF $ 2.0 $ 2.0 $ 2.0 $ 2.0 $ - $ - Revenue Total $ 99.3 $ 102.1 $ 112.3 $ 119.1 $ 125.1 $ 134.2

Table 4 Forecast Transportation Discretionary Revenue (In Millions) Estimated Revenue Source FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 State Highway Fund (Gas Tax) $ 78.9 $ 82.4 $ 88.4 $ 89.9 $ 92.6 $ 94.0 Parking Meters $ 36.0 $ 36.2 $ 36.2 $ 36.2 $ 36.2 $ 36.3 Parking Citations $ 7.0 $ 7.5 $ 8.0 $ 8.0 $ 8.0 $ 8.0 Parking Permits $ 12.3 $ 11.8 $ 10.8 $ 9.8 $ 9.3 $ 9.3 Parking Garages $ - $ - $ - $ - $ - $ - ULF $ - $ - $ - $ - $ - $ - Revenue Total $ 134.2 $ 137.9 $ 143.5 $ 144.0 $ 146.1 $ 147.6

Revenue projections through FY 2023-24 are primarily influenced by State Highway Fund tax and fee increases introduced under HB 2017. In January of 2018, state gas tax rates increased by four cents per gallon, with comparable increases in weight-mile tax and DMV fees. Additional increases, including biennial increases to the motor fuels tax of two cents per gallon, will occur in January 2020, 2022 and 2024. Over this period, gas tax revenue is projected to increase from $82.4 million in FY 2019-2020 to $94.0 million in FY 2023-2024 – reflecting an increase in HB 2017 revenue from $16.4 million in the current fiscal year to $31.2 million. Gas tax receipts excluding HB 2017 are expected to decline slightly over the same period.

It should be noted that, when compared to the prior forecast, annual projections of State Highway Fund revenues are consistently lower due to a change in ODOT’s forecasting methodology. In prior versions, incremental revenues from each HB 2017 increase were assumed to be reflected in distributions to local jurisdictions from January 1 of the same year. Actual distributions experience a lag of approximately two months between the implementation of the rate increase and local distributions; the methodology has been updated to reflect this difference in timing.

Page 146 Following several years of significant revenue growth – gross receipts increased from $22.2 million in FY 2013-14 to $36.2 million in FY 2017-18 – Parking Meter revenue is projected to remain flat over the forecast period. Growth over the past five years has been the product of a healthy economy, expansion of metered areas (Central Eastside Industrial District and Northwest) and an increase to Downtown rates implemented in February 2016. As rate changes and metered district expansions are both policy decisions, the forecast conservatively assumes no changes to the number of parking meters or hourly rates over the five-year forecast window. Growth seen in the table above is due to service charges applied to sessions paid with the Parking Kitty mobile application. These expenses are a pass-through and do not represent incremental GTR. Additional discussion on parking policy can be found below in the Risks and Opportunities section.

Parking Citation revenues are projected to increase slightly in FY 2019-20 and FY 2020-21, reflecting the recent hiring of additional Parking Enforcement Officers to fill vacancies.

Permit Parking revenues reached a peak of $12.3 million in FY 2017-2018. This was due to both the booming local construction market, as well as growth in the City’s Area Permit Parking Program (APPP). Gross receipts are inclusive of APPP surcharges assessed by CEID and Northwest for reinvestment within their respective districts. It should be noted that due to these restrictions, surcharge revenues are not considered discretionary. The forecast projects a gradual decrease then leveling in permit revenues, reflecting a projected decline in permits and starts for larger construction projects, including multifamily housing, from their late 2017-early 2018 peaks.

Parking Garage transfers have been reduced to zero in the current year as funds have been redirected to the 10th & Yamhill rehabilitation project. Due to additional major maintenance requirements, the Parking Facilities Fund no longer projects a transfer to the Transportation Operating fund within the five-year forecast window. Instead, funds will be redirected to improving and preserving the City’s parking garages.

General Fund resources are limited to an annual contribution of $36,000 to offset revenue losses from on- street parking spaces removed to create Director Park. Not included in this total are General Fund contributions to non-discretionary programs, including streetlight operations and contributions from the General Fund’s capital set-aside.

Discretionary Expenses Table 5 shows PBOT’s five-year forecast of expected revenue and expenses supported by General Transportation Revenue (GTR). Components of PBOT’s discretionary expenses include:

Bureau Operating expenditures support the bureau’s day-to-day operations and maintenance activities, as well as bureau administration. Ongoing maintenance investments funded by HB 2017 are included in these expenses.

CIP – Annual Allotment represents ongoing contributions of GTR to capital programs. A sizeable portion of these funds are used as local match payments for various grant-funded projects. This section also includes capital investments outlined under HB 2017.

Fund Requirements are bureau-wide expenditures and provisions not attributable to a single program. These include debt service payments and sinking funds for anticipated future expenditures,

Page 147 as well as contributions for citywide administrative costs. Projected debt service for projects funded under HB 2017 is included within this category.

Overhead Recovery is a credit to GTR and represents the portion of bureau general and administrative costs that are offset via non-GTR funding sources, including capital grants and permit fees. For each dollar of GTR overhead recovery, there is a corresponding non-discretionary expense. A drop in overhead recovery in FY 2020-21 reflects the scheduled end of the Fixing Our Streets program.

Table 5 Five-Year General Transportation Revenue Budget (In Millions) Estimated 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Requirements Bureau Operating $ 111.3 $ 127.3 $ 128.5 $ 135.0 $ 139.1 $ 146.0 CIP - Annual Allotment 8.5 11.1 11.1 9.6 9.8 10.2 Fund Requirements 27.5 24.2 33.3 30.0 30.6 29.2 Overhead Recovery (21.8) (23.1) (23.1) (24.1) (24.8) (26.0) Total Requirements $ 125.5 $ 139.6 $ 150.0 $ 150.5 $ 154.6 $ 159.3

Revenues State Highway Fund $ 78.9 $ 82.4 $ 88.4 $ 89.9 $ 92.6 $ 94.0 Parking 55.3 55.5 55.0 54.0 53.5 53.6 Parking Facilities Fund Transfer ------ULF - General Fund Transfer ------Total Revenues $ 134.3 $ 137.9 $ 143.5 $ 144.0 $ 146.1 $ 147.6 Annual Surplus/Deficit 8.8 (1.6) (6.5) (6.5) (8.5) (11.7) Beginning Balance 50.6 59.4 57.8 51.3 44.8 36.3 Ending Balance $ 59.4 $ 57.8 $ 51.3 $ 44.8 $ 36.3 $ 24.6

Reserves & Contingency Operating Contingency $ 2.5 $ 2.5 $ 2.5 $ 2.5 $ 2.5 $ 2.5 Transportation Reserve Fund 6.7 7.5 8.2 9.0 9.7 10.5 $ 9.2 $ 10.0 $ 10.7 $ 11.5 $ 12.2 $ 13.0

PBOT operations have grown considerably in recent years as the bureau has added resources to address its deferred maintenance backlog and administer new programs such as HB 2017 investments and Fixing Our Streets. With resources to support these new programs largely in place, the forecast assumes that PBOT maintains its current service level with respect to operations and maintenance. No new programs are anticipated, and staffing is assumed to remain unchanged from the requested FY 2019-20 budget. Growth within Bureau Operating expenditures is primarily driven by the bureau’s blended inflation rate. Also included in FY 2019-20 expenditures are one-time expenses using prior-year GTR appropriations. These expenditures do not impact the five-year forecast balance.

The bureau’s CIP Allotment reflects additional investments using funds from HB 2017. The forecast also assumes full funding of PBOT’s commitment to construct 1,500 ADA-accessible street corners (curb ramps) per year, as required under the City’s settlement with the Civil Rights Enforcement and Education

Page 148 Center (CREEC). The forecast assumes this requirement is met through a combination of existing resources, HB 2017 funding and continuing contributions from the General Fund and Build Portland.

No significant changes have been assumed for Fund Requirements. Growth is primarily due to scheduled debt service payments and growth in citywide overhead in line with inflation.

Overhead recovery reflects a change in methodology to better reflect historical recovery rates.

Ten-Year GTR Outlook In order to identify long-term financial risks and opportunities, PBOT’s forecast includes a ten-year outlook in addition to its five-year financial plan. The bureau’s financial challenges become more acute in years six through ten, as revenues are projected to level off following the final HB 2017 fee increases in 2024, while expenses are projected to rise in line with inflation. Without additional revenues – through new funding sources, growth in existing sources or a combination of the two – PBOT’s annual operating deficit will continue to grow, drawing on one-time resources or requiring cuts to current service levels in order to remain balanced.

However, the ten-year outlook remains highly sensitive to both macroeconomic factors such as the inflation rate, as well as internal policy decisions. Modest changes to on-street parking rates, for example, can yield a significant reduction to the bureau’s projected deficit.

Discretionary Revenue Risks and Opportunities Revenues

State Highway Fund State Highway Fund revenues (motor fuels, weight-mile and vehicle registration and titling fees) are not indexed to inflation. Furthermore, due to the steady increase in fuel efficiency, drivers pay less in gas taxes per vehicle mile traveled (VMT) than they did 10 years ago. In the short term, these trends are partially offset by biennial fee increases from HB 2017, allowing revenue to grow along with expenditures. However, following the final scheduled increase in 2024, State Highway Fund revenues are projected to plateau. This creates significant divergence between revenues and expenses in years six through ten of the forecast, during which time expenses are projected to grow at approximately 3.1% per annum.

Additionally, scheduled fee increases in 2020, 2022 and 2024 are subject to the state meeting certain reporting and accountability requirements as outlined in the legislation. The forecast continues to assume that all increases from HB 2017 take effect as scheduled. It should be noted that PBOT’s forecast maintains a five-year surplus with only the enacted increases in place.

Metered Parking The FY 2018-2019 budget and the forecast for metered parking revenues are baselined using record- level FY 2017-2018 receipts. While much of this record revenue is due to increases in rates and meter district expansions, it also reflects higher demand stemming from population growth and a healthy economy.

Parking availability may be further impacted by the Central City in Motion program, which seeks to enhance biking, walking and transit in the central city through treatments that may involve the

Page 149 removal of on-street parking. The total impact on metered parking availability, and therefore revenue, has not yet been defined.

The forecast conservatively assumes no growth in metered parking areas or rates. The City has and will continue to engage with neighborhoods to determine the suitability of potential new meter districts, as well as expanding metered areas within existing districts. Additionally, parking rates remain within the bureau’s purview and can be adjusted annually.

Construction Activity Parking permit revenues reached record levels in FY 2017-2018 due to increased permit revenue activities. A substantial portion of the recent increase in permit parking revenues is due to parking space reservations for construction activities, particularly in the downtown meter district. Construction activity, and consequently reserved parking permits, are projected to decrease in the near term and remain flat for the remainder of the forecast.

Parking Garage Transfers Parking garage net resources are currently being used to finance major maintenance projects, including the 10th & Yamhill garage rehabilitation. Availability of net parking garage resources is subject to garage maintenance requirements and may be impacted by additional major maintenance projects.

Evolving Travel Preferences PBOT is almost entirely reliant on fees generated by motor vehicles for its discretionary revenue. However, this reliance on single-occupancy vehicle (SOV) travel is at odds with travel preferences in an increasingly dense city, as well as the City’s climate and congestion-reduction targets. Emerging technologies such as e-scooters and autonomous vehicles also stand to change traditional auto commuting patterns, presenting both challenges to existing revenue streams and opportunities to align PBOT’s discretionary revenue with modern commuting preferences.

Expenses

Inflationary Pressures Projected inflation rates result in requirements growing faster than revenues. Without an ongoing revenue stream that is indexed to inflation, the bureau will need new resources to balance its forecast.

Long-Term Maintenance Requirements Despite the addition of new funding from HB 2017 and Fixing Our Streets, current investment levels in maintenance are insufficient to meet the City’s targets for pavement and other asset conditions. Infrastructure conditions are detailed further in Appendix A.

ADA Accessibility In 2018, the City agreed to a settlement concerning the construction of accessible infrastructure, which requires PBOT to double its annual investment in ADA-compliant street corners from 750 to 1,500 curb ramps. The bureau has developed a funding strategy that leverages existing GTR-funded resources, capital projects and contributions from the General Fund and Build Portland to meet this target.

Page 150 Reserves and Contingency City policy instructs PBOT to maintain a Transportation Reserve fund to address emergencies, bridge temporary revenue shortfalls, and provide stability throughout the economic cycle. The fund consists of two components: the Emergency Reserve, intended to address unexpected one-time requirements such as natural disasters; and the Countercyclical Reserve, intended to maintain service levels that would otherwise be impacted by revenue losses during an economic downturn. The targets for the Emergency Reserve and Countercyclical Reserve are each set at 5% of annual gas tax and on-street parking revenues, or 10% of gas tax and parking revenues combined. The Transportation Reserve Fund began FY 2018-19 with a balance of $6.7 million, 50% of its current target level of $13.8 million. In accordance with city policy, PBOT’s financial plan calls for annual contributions of $700,000 to the Reserve Fund until the 10% target is met. At current revenue projections and targeted contributions, reserves will increase from 5% of annual gas tax and parking revenues to 7.6% in FY 2023-24.

In addition to the Reserve Fund, PBOT maintains an operating contingency to provide a buffer to short- term requirements, such as unusual snow and ice conditions and landslides. However, the current level of operating contingency provides little buffer to bridge short-term budget gaps or support costs incurred due to emergencies such as major landslides, flooding, or earthquakes.

Page 151 Non-Discretionary Revenues and Expenses

Revenues PBOT’s non-discretionary revenues are outlined in Tables 1 and 2:

Taxes include revenue generated for the Fixing Our Streets program by the City’s ten-cent local gas tax and Heavy Vehicle Use Tax. Projections for both sources reflect higher-than-anticipated revenues from the local gas tax and lower revenues for the Heavy Vehicle Use Tax. Proceeds from these taxes are dedicated exclusively to capital projects under the Fixing Our Streets program.

Licenses and Permits include cost recovery revenues for the processing of construction and street use permits, as well as regulation of taxis and transportation network companies. As with parking permit revenues, the forecast reflects an expected decline in permitting revenues, in line with the expected fall in citywide building permits. However, while permitting revenue is correlated to building construction, it is partially shielded from the current downturn by other activities, including permitting for utility construction and upcoming installation of 5G cellular communication infrastructure.

Charges for Services include a variety of fees for services, including System Development Charges (SDCs) paid by developers to mitigate impacts of new construction on the transportation system, building permit and building plan review fees, as well as user fees and sponsorship for the Biketown bikeshare system.

Intergovernmental includes grant revenues for CIP projects as well as revenue from cost-sharing agreements for Portland Streetcar (Tri-Met) and the Portland Aerial Tram (OHSU). Grant revenues reflect only grants that have been awarded. As a result, grant revenues decline within the forecast as currently-awarded funds are drawn down. Revenues for Portland Streetcar assume increasing operating contributions from Tri-Met as a result of improved service on the A and B lines.

Bond and Note Proceeds are resources generated by debt issuance. The forecast reflects planned bond issues for Build Portland and HB 2017 projects.

Fund Transfers include one-time and ongoing transfers from other City funds, including transfers from the General Fund for streetlight operations and construction of ADA-compliant curb ramps, as well as the Local Improvement District (LID) fund for LID capital projects. The forecast does not assume the establishment of new LIDs.

Interagency revenues are reimbursements for work performed on behalf of other City bureaus. Interagency revenues reflect the full cost of performing a service, inclusive of general and administrative expenses. Overhead recovered via interagency agreements is reflected in the Overhead Recovery offset within the bureau’s discretionary expenditures. Reimbursements are expected to grow in line with inflation.

Expenses Non-discretionary expenses are linked to their funding sources. As most non-discretionary revenues are received on a reimbursement basis, revenue and expenditure levels tend to move in tandem. In the event that a revenue shortfall is anticipated, expenditures must be reduced accordingly.

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Risks & Opportunities Fixing Our Streets Renewal The Fixing Our Streets program is expected to generate $85 million for road maintenance and safety projects over its four-year term ending in FY 2020-2021 and constitutes a critical local source of funding for PBOT. Continuation of the program is subject to voter renewal of the ten-cent local gas tax, as well as City Council renewal of the heavy vehicle use tax.

Grant Funding Availability Grants are a critical source of funding for PBOT’s capital program, but funding levels have declined in recent years. The bureau’s current allocation of discretionary revenue to the CIP mostly serves as match payments for grants.

Permitting Activity In addition to permit parking, the projected near-term decline in construction activity also impacts non-discretionary revenues generated by utility and right of way permitting, and development review fees. PBOT maintains a separate counter-cyclical reserve to insulate permitting activities from short- term variations in the market. The short-term decline in construction activity is expected to be offset by increased revenues from utilities constructing next-generation cellular infrastructure.

Regional Funding Priorities The City must coordinate revenue generation and capital investment with county, state and regional partners (TriMet, Metro). These efforts offer the City opportunities to advance projects on major arterial streets and high-capacity transit corridors. However, large regional funding initiatives may compete with the City’s ability to raise dedicated, local transportation revenues.

PBOT Fees PBOT performs and annual review and update of transportation service charges and fees. Each May, Council approves an ordinance to update PBOT fees for the next fiscal year.

Page 153 Appendix A: Infrastructure Condition

The condition and trends in the City’s transportation infrastructure have a direct bearing on the long- term condition of the Transportation Fund. Transportation manages different classes of assets worth over $13 billion, as noted in PBOT’s Asset Status and Condition Report (FY17-18). The five most expensive elements of infrastructure are pavement (the street system), traffic signals and street lights, bridges and structures, and sidewalks.

Funding Transportation Infrastructure Current service level funding, including temporary funding from Portland’s local gas tax, Fixing Our Streets, is not adequate to maintain the City’s infrastructure at targeted service levels. Table A-1 summarizes the additional funding required to improve asset conditions to meet the Bureau’s target service levels ($268 million per year over 10 years). An estimated $170 million per year for 10 years is needed to meet PBOT's goal for pavement condition. This would make the streets significantly better than today and reduce PBOT’s ongoing obligation to maintain pavement in this condition.

Table A-1 Annual Additional Funding Required to Meet Target Asset Conditions (in millions) Funding Required to Meet Target Asset Category Confidence Level Condition Arterial & Collector Streets* Moderate $100 Local Streets* Moderate $70 Sidewalk System Low Sidewalks Low n/a** Curbs Low $17 Corners Low $21 Bridges & Structures High $35 Signal Hardware Low $17 Street Lights Low $4 Support Facilities Low $1 Other Transporation Assets Low $3 Total $268

* StreetSaver, pavement modeling system, assumes a fixed inflation rate, straight-line annually over a 10 year period. ** Adjacent property owners are financially responsible for repairing sidewalks.

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City of Portland Bureau of Transportation

Parking Facilities Fund Financial Forecast 2019-2024

Bureau of Transportation 1 January 2019 Parking Facilities Fund Financial Forecast 2019 - 2024 Page 155 EXECUTIVE SUMMARY

The Parking Facilities Fund supports the operation and maintenance of City-owned parking garages. The mission of the fund is to support the economic viability of the Central City by providing an affordable system of parking garages which primarily meets the short-term needs of shoppers, visitors and business clients, and by investing in the transportation system. The City-owned garage facilities house approximately 3,800 parking spaces, 71,800 square feet of commercial space, and the Portland Heliport.

This planning document represents the starting point for the FY 2019-20 budget process. The five-year forecast is updated annually.

The forecast for the fund’s finances over the next five years shows that the fund will be able to provide sufficient operating revenues to support operations and maintenance, fund level obligations, and meet reserve targets.

Parking Facilities Five Year Financial Forecast

Projected Requested RESOURCES FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

Licenses & Permits Service Charges and fees 13,165,126 13,953,330 14,700,330 15,206,330 15,213,330 15,220,330

State Sources

Local Sources 0 Miscellaneous Revenues 101,000 101,000 50,000 50,000 50,000 50,000 Revenue Subtotal 13,266,126 14,054,330 14,750,330 15,256,330 15,263,330 15,270,330 Cash Transfers 0 0 0 0 0 0 Inter-fund Service reimbursements 1,056,878 1,126,961 1,129,810 1,132,688 1,135,594 1,138,530 Beginning Fund Balance 16,754,895 3,822,792 1,563,279 1,522,693 1,455,942 1,407,970 TOTAL RESOURCES 31,077,899 19,004,083 17,443,419 17,911,711 17,854,866 17,816,830

REQUIREMENTS Personal Services 475,952 835,600 765,020 795,620 827,440 860,540 External Materials & Services 5,501,101 6,779,116 4,979,800 5,139,360 5,365,710 5,540,320 Internal Materials & Services 4,232,335 5,023,200 7,861,936 8,171,819 7,888,136 7,124,030 Capital Outlay 14,819,662 2,500,000 0 0 0 0 General Fund-Overhead 206,456 214,714 223,300 232,230 241,520 251,180 Other Fund Transfers 307,801 320,113 332,920 346,240 360,090 374,490 Debt Retirement 1,711,800 1,768,061 1,757,750 1,770,500 1,764,000 1,764,000

Contingency Major Maintenance account 693,976 307,941 160,401 43,401 0 0 Equipment reserve 0 0 0 0 0 550,000 Operating reserve 1,021,938 1,255,338 1,362,292 1,412,541 1,407,970 1,352,270 Contingency for future Projects 2,106,878 0 0 0 0 0 Total Contingency 3,822,792 1,563,279 1,522,693 1,455,942 1,407,970 1,902,270 Ending Fund Balance 0 0 0 0 0 0 TOTAL REQUIREMENTS 31,077,899 19,004,083 17,443,419 17,911,711 17,854,866 17,816,830

Bureau of Transportation 2 January 2019 Parking Facilities Fund Financial Forecast 2019 - 2024 Page 156 OVERVIEW

The Portland Bureau of Transportation (PBOT) manages the Parking Facilities Fund. PBOT provides policy direction for the parking system and makes decisions regarding the garage system’s business and public policy goals.

PBOT’s SmartPark Program manages the six City-owned garages located in downtown Portland at SW First and Jefferson, SW Third and Alder, SW Fourth and Yamhill, SW Tenth and Yamhill, NW Naito and Davis, and O’Bryant Square. The garages house approximately 3,800 parking spaces and 71,800 square feet of commercial space. The Portland Heliport is located at the top of the NW Naito and Davis garage.

Due to structural issues at O’Bryant Square, it is no longer open to the public. SW 10th and Yamhill is being upgraded as part of a Capital Improvement Project which has resulted in a temporary closure of some parking spaces along with the commercial space. The project is expected to be completed by August of 2019.

RESOURCES The primary sources of funding for the Parking Facilities Fund is parking garage revenue, interagency revenue, and space rental revenue. PBOT sets parking rates based on market conditions and to support the City policy to provide inexpensive short-term parking for downtown shoppers and visitors,

The garages have rates for hourly, daily, evening, weekend, and monthly parking. The rates are updated annually, and occasionally mid-year as appropriate. All parking garage rates are included the Transportation Fee Schedule available online at http://www.portlandonline.com/auditor/index.cfm?c=38636&a=308415

REQUIREMENTS Bureau Requirements Major bureau requirements include contractor services from the company that manages day-to-day garage system operations, bankcard fees for processing payments, and interagency costs for property management provided by the City’s Facilities Services Division. PBOT works with Facilities Services to schedule major maintenance projects to ensure that the garages remain useable and valuable.

Other bureau requirements include program staff, professional services, and support services such as insurance, phones, and computer support.

This financial forecast includes a major reconstruction project for the 10th & Yamhill garage. It also includes a significant increase in major maintenance work due to a backlog of deferred maintenance.

Bureau of Transportation 3 January 2019 Parking Facilities Fund Financial Forecast 2019 - 2024 Page 157 Fund Level Requirements The Parking Facilities Fund funds the following system-wide obligations:  annual general fund overhead transfer to the General Fund  annual debt payments for the financing of the downtown streetcar line.

The annual general fund overhead transfer to the General Fund pays for the Parking Facilities Fund share of City Council, City Attorney’s Office, City Auditor’s Office, Office of Management and Finance, and other central services. These debt payments continue through FY 2023-24.

After operating, maintenance, capital, and fund level requirements have been met, the Parking Facilities Fund may transfer any additional ending fund balance to the Transportation Operating Fund. Due to the major reconstruction project at 10th and Yamhill and the significant work on deferred major maintenance, no transfer is budgeted in the five-year forecast.

RESERVES AND CONTINGENCY Operating Reserves The Parking Facilities Fund has an operating reserve to cover revenue shortfalls or unexpectedly high, non-billable costs. The target percentage for the fund is ten percent of the Fund’s bureau appropriations. The fund meets its reserve targets for each year of this forecast. To meet this operating reserve requirement, PBOT may use a combination of reducing expenditures or adjusting revenue rates.

Major Maintenance Account Reserve The Parking Facilities Fund has a Major Maintenance Account to ensure that garage assets will remain useable and valuable indefinitely. This account is not used to replace buildings or infrastructure. It is used for continual maintenance improvements.

Other Reserves and Set-Asides

The Parking Facilities Fund includes a set-aside for future equipment replacements and upgrades.

FORECAST ASSUMPTIONS Revenue and requirement projections in this forecast are based on past experience, current service level, and anticipated future conditions.

Specific items include;  Overall parking revenues are projected to rise in FY 2019-20 through FY 2021- 22. Most of this is from an anticipated increase demand to park in the modernized

Bureau of Transportation 4 January 2019 Parking Facilities Fund Financial Forecast 2019 - 2024 Page 158 SW 10th and Yamhill garage. This forecast is subject to changes in parking rates and parking demand.  Facilities project maintenance varies each year based on planned major maintenance work. These expenses are expected to be significantly higher than historical amounts over the five-year forecast to catch-up on deferred maintenance.  Other bureau requirements are generally projected to grow 4% annually based on inflation and increased activity.

Risks to the Forecast The state of the economy presents a potential risk to the forecast. It is possible that the City will experience an economic slowdown in the next few years. In addition, global economic conditions could adversely impact gas prices, changing driver behavior, and reducing demand for space in parking garages.

Bureau of Transportation 5 January 2019 Parking Facilities Fund Financial Forecast 2019 - 2024 Page 159 PBOT Budget Equity Assessment Tool

CITY POLICY

This Budget Equity Assessment Tool is a general set of questions to guide City bureaus and their Budget Advisory Committees in providing a holistic assessment of how equity is prioritized and addressed within bureau budgets. This analysis will also hopefully highlight opportunities to implement changes, both in the short- and long-term, to help meet bureau and City equity goals.

This is the fifth year of the City of Portland Budget Equity Assessment Tool, as first envisioned in the Portland Plan. The goals are to: ● Use an asset management approach to achieve more equitable service levels across communities and geographies. ● Track and report on service levels and investments by community and geography, including expanding the budget mapping process ● Assess the equity and social impacts of budget requests to ensure programs, projects and other investments to help reduce disparities and promote service level equity, improve participation and support leadership development. ● Identify whether budget requests advance equity, represent a strategic change to improve efficiency and service levels and/or are needed to provide for basic public welfare, health and/or meet all applicable national and state regulatory standards.

It is the policy of the City of Portland that no person shall be denied the benefits of, or be subjected to, discrimination in any City program, service, or activity on the grounds of race, color, national origin, English proficiency, sex, age, disability, religion, sexual orientation, gender identity, or source of income. Additionally, the City’s Civil Rights Title VI program guidelines obligate public entities to develop systems and procedures that guard against or proactively prevent discrimination, while simultaneously ensuring equitable impacts on all persons. Therefore, City bureaus may find this tool helpful when evaluating equitable impacts on all residents.

The Office of Equity and Human Rights is also available for discussion/training/consultation regarding the use of this document.

Introduction

The FY 2019-20 budget development process includes a number of significant changes, in particular the transition to Program Offer budgeting. The Program Offer template is intended to provide a clear, concise description of bureau budgeted programs at the 6-digit functional area level. The template includes both general guiding questions to help bureaus use an equity lens when writing program descriptions, as well as a dedicated section within the template to provide

1 Page 160 equity information specific to that program. Bureaus will also be expected to identify equity impacts in any decision packages resulting from a Council Direction to Develop.

The Budget Equity Tool will continue to serve as a guide for more robust equity analysis. In your responses below, please consider your Requested Budget as a whole.

SECTION 1: BUREAU OPERATIONS

1. How does your Requested Budget advance your achievement of equity goals as outlined in your bureau’s Racial Equity Plan?

Key Bureau Positions PBOT has two full time positions dedicated to leading the bureau wide Equity and Inclusion Program, the Equity and Inclusion Manager and Specialist. This work is also supported by a Community Service Aide in the Office of the Director.

Other key staff play essential roles in implementing this work include: ● Office of the Director ● Strategy, Innovation and Performance Manager ● Business and Employee Services Manager ● Asset Manager ● Onboarding Coordinator ● Training Coordinator ● DMWESB Program Coordinator ● ADA Transition Coordinator ● Public Involvement Coordinator

The Directors Team (PBOT Group Managers) and the Equity Committee track progress and guide work implementation.

Equity and Inclusion Program Resources The PBOT Director’s Office Budget has dedicated one-time funds for Equity and Inclusion programming and resources in FY19-20. These funds will focus on internal training, community partnerships, translation services and community event sponsorships.

Program-level Implementation of the Racial Equity Plan The following PBOT programs have identified the following efforts to implement specific actions of the Racial Equity Plan:

Streets + Signs: This program supports PBOT’s 5-year Racial Equity Plan through its efforts to address the following goals: ● Provide equitable services to all residents: PBOT’s equity matrix is used to evaluate street and sign maintenance priorities, together with other factors including condition. Where possible, street maintenance will be delivered in collaboration with other bureaus or entities (BES, PWB, TriMet, ODOT, or others) to minimize the impact of road work on the traveling public (#1.3, 1.5, 1.6, 1.7)

2 Page 161 ● Shift the culture of the Bureau; End disparities in city government: Strategic asset management planning, currently in development, intends to inform street and sign maintenance priority according to the Bureau’s strategic goal areas; this work relies heavily on the Bureau Equity Committee and bureau-wide understanding of racial equity and inclusion (#2.3) ● Use racial equity best practices to increase access for communities of color and immigrant and refugee communities: Use the Racial Equity Toolkit and improving street and sign maintenance decisions; pursue additional funds for this work through the budget equity tool. Continue to use the racial equity matrix to identify Priority Maintenance Actions (Priority Streets definition is in development) (#4.1, 4.2, 4.3) ● Further, this program supports disability equity through its work installing ADA- compliant curb ramps on corners that do not currently meet ADA standards. The traffic operations program works to install highly visible markings and signs that meet guidelines: improving text size and reflectivity of signs and visibility of markings. Finally, increasing the number of marked crossings improve safety for all users, including those with disabilities.

Sidewalks, Bridges + Structures: This program supports PBOT’s 5-year Racial Equity Plan through its efforts to address the following goals: ● Provide equitable services to all residents: PBOT proposes using its equity matrix to prioritize ADA-compliant curb ramp installations, together with other factors including location and number of requests. ADA-compliant corners are also installed as part of pavement improvements and other capital projects led by utilities, TriMet, the County, and the State. Where possible, PBOT MO partners with other agencies to deliver compliant curb ramps as part of other capital projects. (#1.3, 1.5, 1.6, 1.7) ● Shift the culture of the Bureau; End disparities in city government: Maintenance of structures, including sidewalk inspections, will be evaluated as part of the Bureau’s Strategic Asset Management Plan, in development. This Plan intends to prioritize racial equity and inclusion in identifying maintenance priorities, and will rely heavily on the Bureau Equity Committee and bureau-wide understanding of racial equity and inclusion (#2.3) ● Use racial equity best practices to increase access for communities of color and immigrant and refugee communities: PBOT intends to pursue additional funding for the work of this program through the budget equity tool. Continue to use the racial equity matrix to identify Priority Maintenance Actions (#4.1, 4.2, 4.3) Further, this program supports disability equity through its work improving corners to meet federal ADA standards. Sidewalk connectivity is also prioritized as part of new construction, including wider sidewalks which are better able to accommodate persons with mobility disabilities.

BIKETOWN ● This program supports PBOT’s five-year Racial Equity Plan and other bureau equity goals related to racial and disability equity; ● Racial Equity Plan Theme 4: BIKETOWN for All partners with social service organizations that serve a higher proportion of people of color. BIKETOWN for all created Pay it Forward to make the first month free and removed the requirement to have a credit or debit card. ● Racial Equity Plan Objective 5.7: BIKETOWN’s expansion outreach will be focused on engaging communities of color and the immigrant and refugee communities. Our first focus group will be hosted by Africa House in East Portland.

3 Page 162 ● Racial Equity Plan Objective 5.9: BIKETOWN’s contract with Lyft includes the High Road Standards, which requires all hiring to occur through a workforce training provider until 30% of employment hours are held by people of color and immigrants and refugees. Lyft’s BIKETOWN office has always surpassed this goal.

Active Transportation + Safety This program supports PBOT’s five-year Racial Equity Plan and other bureau equity goals related to racial and disability equity;

● Racial Equity Plan Objective 1.1: Active Transportation and Safety has an equity committee that meets monthly with a defined workplan. ● Racial Equity Plan Objective 1.4: Community engagement is a part of all ATS programs, with racial equity as a defining element and objective of that engagement. ● Racial Equity Plan Objective 1.5: Safe Routes to School capital program uses race, income and limited English proficiency to prioritize investments. ● Racial Equity Plan Objective 1.7: ATS funds community partners to build capacity and participate in programs. 2017-18 funding included APANO, OPAL, Rosewood Initiative and Andando en Bicicletas en Cully. 2019-20 ATS programming will include funding for several additional CBOs working on racial equity. ● Racial Equity Plan Objective 2.1: ATS staff participated in a division-wide Confronting Microaggression training. A number of staff have attended other racial equity trainings and conferences. In 2019-20 the entire Active Transportation and Safety Division will participate in a division-wide training on interrupting racial aggression in the public right of way. ● Racial Equity Plan Objective 3.3: Over the past year, three out of the five ATS staff hires are women of color. The two new CSA hires are men of color. Two women of color were promoted from entry-level to more senior positions. ● Racial Equity Plan Objective 4.3: ATS uses PBOT’s racial equity matrix for capital investments in general and Safe Routes/Vision Zero capital projects in particular. ● Racial Equity Plan Objective 5.7: ATS has worked closely with PBOT’s Racial Equity and Inclusion Manager on program design and delivery for bike share, Safe Routes to School, Regional Travel Options, and the 2018 e-scooter pilot project. Asset Management This work is delivered in accordance with the City’s and Bureau’s Racial Equity goals; the following Actions in particular: ▪ 1.5 - Design and use capital improvement racial equity impact assessment tool for infrastructure projects, ▪ 1.6 - Prioritize projects according to racial equity matrix, ▪ 4.3 – Using data to address infrastructure deficiencies in communities of color, ▪ 5.4 – Inform communities of color how work within the Bureau is prioritized, and ▪ 5.10 – Develop process to rank constituent concerns through dispatch.

2. Are there deficiencies in your base budget that inhibit your bureau’s achievement of equity or the goals outlined in your Racial Equity Plan?

4 Page 163

PBOT is in the process of finalizing it’s 3-year strategic plan. Therefore, at this time, our base budget does not perfectly reflect how our bureau wide goals and program work will prioritize equity moving forward. This is not necessarily a gap, but we will have more streamlined alignment in future years.

Please take a look at the City of Portland’s workforce demographic dashboard: https://www.portlandoregon.gov/oehr/article/595121. How does your bureau’s Requested Budget support employee equity in hiring, retention, and inclusion, particularly for communities of color and people with disabilities?

PBOT’s workforce is currently 23.5% people of color and includes 147 employees with a self- identified disability. We are currently working towards BHR’s goal to increase these numbers by at least 5% each year. As we strengthen our internal employee management practices and retention efforts, we intend to establish a more aggressive aspirational goal.

To support the recruitment, retention and promotion of these diverse employees, PBOT has established the following: ● Eight Human Resources initiatives being implemented through our Five Year Racial Equity Plan ● Employee Management and Labor Relations Committees to ensure the alignment of our equity goals and employee services and to track progress and support implementation. ● A special initiative to support the recruitment, hiring and retention of diverse employees at PBOT Maintenance and Operations. ● Manager-level staff meetings to deliver communications and training in support of our employee management committee.

3. How does your bureau use quantitative and qualitative data to track program access and service outcomes for different populations?

PBOT Equity Matrix PBOT has developed the Equity Matrix, a data mapping tool, to rank and prioritize investments. The equity matrix includes data on: (1) Race; (2) Income; (3) Limited English Proficiency; (4) the Vision Zero High Crash Network; and (5) Affordable Housing.

It is important that on top of our Racial Equity Plan Goals, PBOT also maintain a focus and consideration for meeting the goals of the Comprehensive Plan, Climate Action Plan, Transportation System Plan, the PBOT Strategic Plan and Vision Zero. For this reason, PBOT teams are encouraged to use other demographic indicators that are relevant to their projects, which can include but is not limited to: 1. Safety data - Such as crashes, crime, sidewalk infrastructure, etc.

5 Page 164 2. Access - Such as a. Pedestrian Network Score b. Bicycle Network Score c. Transit Access Score 3. Environmental Impact 4. Health Impacts 5. Community Support 6. Community Benefits Agreements 7. Cost Effectiveness

Capital Project Selection Equity Criteria The equity criterion use to score capital projects in the 2035 Transportation System Plan was completed using demographic data compiled by BPS to support the 2012 Vulnerability Analysis.

Through the Enhanced BPS Vulnerability Risk Factors analysis, each census tract in the City was assigned a score from 0 to 6 based on whether the population of that tract met a threshold set for each of six displacement risk factors. Of these six factors, four were used to rank projects on the equity criterion: Communities of color (> 27.4% of the population); Households at or below 80% median family income (MFI) (> 43.7% of the population); Population age 17 and under (> 19.2% of the population); Population age 65 and over (> 10.5% of the population). The scores for the four vulnerability factors were totaled for each census tract and the dataset was converted to a raster with 50 ft2 cells with potential values between 0 and 4. The scores of the 50 ft2 cells within ¼ mile of each project were averaged and then classified using the quantiles method to determine a score between 0 and 3 for each project.

Future Transportation Equity Research Initiatives In addition to the quantitative data currently being used, many PBOT teams are collecting qualitative data through public surveys, focus groups and other outreach activities focused in communities of color. Moving forward, we will be working in coordination with PBOT’s Strategy, Innovation and Performance and Internal Data Working Group to develop a repository of these data sets and coordinate new research and data initiatives in support of enhancing our racial equity programs and organizational outcomes.

Additionally, PBOT will be developing a transportation equity framework in 2019. This will include an internal and external process to create a baseline understanding of the equity disparities of our transportation system and help us to better identify and measure quantifiable improvements over time.

4. How did you consider the impacts on underserved communities in the development of your budget?

The following impact considerations have been identified at the program-level:

Streetlights + Signals: ● The Signals, Street Lighting, ITS, & Electrical Maintenance Division places places a

6 Page 165 strong emphasis on equity and supports Portland’s Citywide Racial Equity Goals. The recent CREEC settlement has raised the awareness of the City of the needs of these communities. The Oregon Blind Commission have helped prioritize the installation of accessible pedestrian signals and other crossing improvements by providing direct input and requests for upgrades to the existing infrastructure. People with mobility devices and people that need additional time at traffic signals also can directly request service and changes to the traffic signal timing that increase the safety of people on the streets. The Bureau does collect information about whether complaints or requests are related to the Americans with Disabilities Act (ADA). ● The Signals & Street Lighting Division have conducted some efforts to quantify the efforts of the Electrical Maintenance Section on Communities of Color within the City. Our efforts have focused on the response time related to Electrical Maintenance functions at traffic signals within the various geographic districts of the City and their corresponding score on the Equity Matrix. The hypothesis is that the geographic boundary created many years ago to organize work may not result in response rates that are commensurate with our newer equity goals. This redistribution of geographic boundaries was postponed as staffing for this equity evaluation of the Section was a lower priority than immediate safety response, project support, and other initiatives when engineering staff workload was a concern for the Bureau. The SSL Division has proposed hiring staff that will allow this equity in service levels and outcomes analysis to be completed in 2019-2020 and to be mainstreamed for future operations support. ● The equity analysis completed as a part of the Street Lighting relamping project has served the SSL Division very well. Staff continue to use the City’s Equity Matrix to identify priorities for limited funding for improvements to the street lighting system. The impact of the changes includes more rapid response to requests from the community and have resulted in improvements centered around areas where communities of color and people with disabilities regularly use the infrastructure (SE Division Street).

On-Street Parking: ● Equity in service levels and outcomes: Disability space installations are informed by two primary sources: homeowners when spaces are requested in residential areas, and businesses/institutions when requested in metered or commercial areas. Those requests are for service are received directly from the community to address individual need. Data tracking of those installations/removals is through TrackIt, Maximo, and ArcMap. Parking Operations staff reviews the locations every two years to ensure they are still meeting the needs of the community who reside adjacent to the signed spaces. ● Accommodations: Parking Operations actively engages in accommodating disability parking throughout the city in order to better serve the needs of disabled residents and visitors. On-street disability parking signs are installed to designate spaces disabled spaces and wheelchair spaces. There are also a permit programs that serve disabled placard holders, so they may park with reduced cost within metered areas where they live or work and achieve closer proximity to their destination. We also have a scratch- off permit program so that disabled parkers may stay longer in metered spaces than the allotted time (throughout the meter day if need be), and otherwise allow stays up to three hours when paying for a two-hour meter.

The two parking districts that have added surcharge to their base permit fee have a low-income provision. Low-income residents do not pay the added surcharge if they meet the income guidelines outlined in their district.

7 Page 166 ● Impact of Changes: There have been no changes in the city’s Parking Control or permit programs over the past year, thus no changes to community impacts.

Parking Garages: ● SmartPark reduced rate swing shift parking passes offers parking in the garages at a reduced rate ($35 per month) for employees required to work swing shift (between 3 pm and 7 am) making less than 35,000 per year. The application for these passes are currently available in 4 languages (English, Spanish, Russian, and Vietnamese). The Reduced Rate Swing Shift pass is a direct response to stakeholder concerns about the impact of new downtown on-street parking rates on lower-income workers. On February 1, 2016, the City increased the on-street parking rate in Downtown from $1.60 to $2.00 per hour. During the discussion of this increase, stakeholders focused attention on how this increase could negatively affect downtown employees earning low wages, working swing or evening shifts and who are not well served by available transit options. To mitigate this impact, the SmartPark Program developed this monthly parking pass. The program will provide a reasonable, low-cost option to lower income workers while leaving readily accessible on-street parking spaces available for evening customers and visitors.

Engineering: ● The ADA Curb Ramp program that is part of the CREEC settlement brings accessibility improvements that span the citizenry and geography of the entire City. Curb ramps are key to providing an accessible transportation system by helping people (especially those with mobility challenges) get out of the street and over the curb and to the sidewalk. ESG provides the program management, engineering design, and construction inspection services to provide the 1500 ADA compliant curb ramps per year for the next twelve years as required by the City’s ADA Curb Ramp Settlement (aka CREEC Settlement). Curb ramps are accomplished by capital improvement projects, permit projects, and the street maintenance paving program along with other ramps built in accordance with the prioritization set by the ADA (e.g. government offices, schools, parks and public services, transportation coordinators, hospitals, and places of public accommodation.)

Planning: ● The equity goals of this program include standardizing an equity matrix for PBOT to address transportation infrastructure deficiencies in communities of color. Prioritization of projects using a standard template which includes a racial equity evaluation metric, to help address infrastructure deficiencies in communities of color. Shape and advance standard practices to increase outreach and engagement with Limited English Proficient (LEP) communities.

Project Management: ● Each project that is managed by the Project Management Division is reviewed and evaluated to determine the equity score received when the project was in the planning and project development phases. On a micro/individual level, the project managers use this information to help inform conversations with the community as they perform project-related Public Involvement tasks. As we take a systems-wide/macro approach, we use the equity matrix to help inform where projects will be implemented and when those projects will be installed. ● Aside from being able to measure our effectiveness from a pure project delivery

8 Page 167 standpoint related to scope, schedule and budget, we hope to be able to provide metrics which speak to our effectiveness in addressing infrastructure disparity and inequity through the strategic delivery of capital projects in communities that have historically been underserved using contractors that have historically been underutilized. Given the amount of investment that will be made over the next five years, the Bureau through the Project Management Division, has the opportunity to demonstrate an innovative approach to engaging and partnering with community to demonstrate our commitment to community. ● The Division will be working internally with our Contracting officers as well as with the City’s Office of Procurement to develop strategies and a toolkit which will include standards, guidance, training protocols and reporting procedures for goals and utilization. This effort is one of the goals outlined in PBOT’s Five Year Racial Equity Plan and one that directly affects the project managers and project outcomes.

Right of Way Use: ● All programs within the division have developed forms and documents in compliance with ADA Title II and Civil Rights Title VI. PITS has a position that works on outreach to ensure that all communities are adequately served by the program, with specific emphasis on working with underdeveloped communities.

Towing + Private for Hire ● People with disabilities have long voiced concerns about the level of on-demand service for people in their community. This qualitative feedback was the impetus for developing PDX WAV, which will be launched soon. We also collect quantitative data on how many accessible rides were requested and how long a customer waits for wheelchair accessible rides from the time they request the ride. Through PDX WAV, we will be able to establish a better baseline, offer more reliable service which may increase the number of accessible rides requested, and survey customers about their experience to improve the program. ● While we have yet to do a quantitative analysis of the companies disproportionately impacted by penalties issued for non-compliance with our industry regulations, we know that smaller minority-owned or majority minority-independent contractor companies are disproportionately affected. Our developing MWESB support program aims to reduce the disproportionate impact. In the future, we may be able to track this information quantitatively through this new program and we will explore how we can do that. ● Testimonials from the public also revealed that customer service was inconsistent. Through our new learning management system, we will require new driver trainings which we will be able to quantitatively track and report how many drivers participated in which trainings. Collecting customer experiences after trainings to see if it is making a difference may be difficult but we will explore if that is something we can collect. We are exploring a partnership with the Bureau’s Equity and Inclusion Program and the Vision Zero Program on a new set of Safe Ride Home events that are focused on supporting community-based organizations. This is a developing program and we will have more information about what kind of qualitative and quantitative data we can collect as the program becomes more defined. ● As we translate key documents into the 10 Safe Harbor languages, we post them on our program websites. We are able to collect quantitative data on how many community members visit each of those translated pages. ● Accommodations: The Regulatory Operations Program is developing the Wheelchair

9 Page 168 Accessible Vehicle Program, called PDX WAV, to improve access to on-demand transportation for people with wheelchairs and mobility devices. The program ensures that Private for-Hire Transportation services are available throughout all communities in the City of Portland. The program has, and will continue to, translate material into the 10 Safe Harbor Languages.

Utility Permitting: ● As a Utility permitting workgroup, the workload generated through this section are industry and service driven. Applications are reviewed and permitted based on the individual utility needs to provide service throughout the City.

Building Plan + Development Review ● Development activity occurs in every neighborhood impacting all Portlanders. The work performed by these four sections ensures consistent application of city code and rules throughout the City attempting to require infrastructure to offset the transportation impacts that result from new development.

Streetcar Operations ● Our Customers - The Streetcar service area includes a diversity of customers by age and income. Thirty-two percent earn an annual income of less than $30,000. Streetcar operators deploy the mobility ramp more than 30 times an hour to assist passengers, many of whom may have disabilities. Forty-nine percent of all housing units built in Portland in the last 20 years are within ¼ mile of Streetcar tracks, including 6,659 regulated affordable housing units. ● Fares - With the introduction of the HOP Fastpass customers can pay as they go for transit, without the upfront cost of a monthly or annual pass, and still obtain the daily and monthly cap. Additionally, Streetcar provides a ½ fare of $1 as well as the TriMet $1.25 fare for Honored Citizens. In FY 19/20, Streetcar will participate in the Low- Income Fare Program managed by TriMet and made possible by the HB 2017 investment. ● Title II and Title VI - As a transit provider, we strive to meet the need needs of our customers and work collaboratively with TriMet on Title II reasonable accommodation requests and Title VI Civil Rights compliance. Tram Operations ● Equity in service levels and outcomes: we do not track disaggregated quantitative data or collect qualitative information at this time, but have developed survey questions and will be collecting this information in the future. ● Accommodations: As a transit provider, we strive to meet the need needs of our customers and work collaboratively with Portland StreetCar and TriMet on Title II reasonable accommodation requests and Title VI Civil Rights compliance.

BIKETOWN ● Equity in service levels and outcomes: BIKETOWN conducts annual member surveys that includes racial and ethnicity identification questions. The percentage of members who identify as a person of color is equal to the composition of the city. ● Accommodations: Adaptive BIKETOWN provides highly discounted adaptive bicycle rental and is aimed specifically at serving people with disabilities. The majority of its customers identify as a person with a disability.

10 Page 169 ● Impact of Changes: BIKETOWN expanded the service area in 2018 to extend to approximately to the east 50’s. Our expansion in 2019 will bring the service to East Portland and St. Johns.

Active Transportation + Safety The Active Transportation and Safety Division has deeply ingrained equity into program delivery service levels, and is working to improve understanding and measurement of equitable outcomes. Several ATS programs track the participation and experience of people of color and disabilities. ● Safe Routes to Schools sought and documented extensive school-based input that included families of color to inform program development and project prioritization. On an ongoing basis, Safe Routes to School prioritizes Title 1 schools for services and capital investments. As part of this work, the ATS team gathers qualitative information through student surveys and community conversations – and due to the Title 1 prioritization, these conversations include many families of color. ● The Vision Zero Action Plan used equity as a primary lens for program development and capital project selection. Racial equity remains one of the guiding principles of the initiative. The Vision Zero Task Force sets direction for the work and includes a number of representatives from communities of color. Task Force members, community partners, and program participants of color have given direct input to help shape programs, messaging, and priorities. ● Sunday Parkways in 2018 held an immigrant and refugee walk with over 2,000 participants. In 2019, PBOT plans to add an additional event focused on engaging immigrants and refugees. ● The TDM in Affordable Housing pilot project will provide 500 affordable housing residents with a package of free transit, Streetcar, bike share, e-scooter and car sharing services. ● The 2018 E-scooter Pilot program required scooter companies to deploy 300 e- scooters in the East Portland pattern area. PBOT conducted several focus groups with Black Portlanders, East Portlanders, and people with disabilities. PBOT collected racial and income data in its e-scooter user survey. ● Accommodations: In addition to the work mentioned above, ATS is putting extra emphasis on walking and wheelchair rolling for the 2019-20 season, to ensure events are inviting and accessible to all – including those who are not able to ride a bicycle. ● Impact of Changes: The Sunday Parkways program has engaged hundreds of immigrants and refugees in planning, outreach, and event participation. Safe Routes to School’s prioritization of Title 1 schools for programming and capital improvements has resulted in safer conditions for low income and communities of color. The E- scooter Pilot resulted in over 40,000 scooter trips in East Portland. The TDM in Affordable Housing pilot will provide 500 residents with a suite of free transit, bike share, and car sharing service that will provide greater access to employment, grocery stores, and services. Managing for Growth Equity is a core component of sustainability and should be a prominent element of managing future growth and development as it relates to transportation infrastructure planning. If

11 Page 170 community members do not feel included in the planning and implementation of any project that is being introduced, bureaus should not be surprised if their recommendations are not well-received. Through its Capital Improvement Program, the Portland Bureau of Transportation has an opportunity to: ● Ensure that the quality of transportation available positively affects people’s economic and social opportunities; ● Better understand how transportation expenditures impact individuals, households and businesses; ● Learn how transportation planning decisions can affect development location and type and therefore accessibility, land values and local economic activity; and ● Evaluate how transportation facilities, activities and services impose various indirect and external costs, such as congestion delay and accident risk, pollution and undesirable land use impacts on communities.

Vision Zero This Vision Zero Action Plan places a strong emphasis on equity and supports Portland’s Citywide Racial Equity Goals. The Vision Zero Action Plan commits that actions will: ● Address disproportionate burden of traffic fatalities in Communities of Concern ● Prioritize filling gaps in infrastructure in Communities of Concern ● Will not result in racial profiling ● Will use equity data (demographics, risk factors, traffic enforcement data, infrastructure gaps) to prioritize needs in low-income communities and communities of color ● Measure and report on investment in low-income communities and communities of color

5. Have you made any significant realignments or changes to your bureau’s budget? If so, how/do these changes impact the community? Is this different for communities of color and/or people with disabilities?

The most significant shift in our budget is revenue increases from funding sources such at House Bill 2017 and Build Portland. Both revenue sources weighted impacts on people of color and risk factors in project selection.

PBOT’s Asset Management program manages $13 billion in transportation assets. The Asset Management program supports PBOT’s equity goals related to racial and disability equity by responding to and prioritizing service requests made by historically underrepresented groups and persons with mobility disabilities, such as through MO Dispatch (823-SAFE) and the

12 Page 171 Ramps by Request program. Through these efforts and others, PBOT’s Asset Management program responds to the Bureau’s Racial Equity Plan Actions 1.5 (Design and use capital improvement racial equity impact assessment tool for infrastructure projects), 1.6 (Prioritize projects according to racial equity matrix), 4.3 (Using data to address infrastructure deficiencies in communities of color), 5.4 (Inform communities of color how work within the Bureau is prioritized), and 5.10 (Develop process to rank constituent concerns through dispatch.

6. If your bureau has capital assets, how does your Requested Budget take into consideration intergenerational equity (ensuring that those who are currently benefiting from the service are paying for its upkeep versus placing the financial burden on future generations)?

PBOT’s asset management approach is to prioritize maintenance that saves the City money over the long term by implementing the right treatment at the right time in the right place. Best practice would have the users of a given asset pay for its use; this is a goal the Bureau intends to work towards in its asset management strategy

7. If applicable, how is funding being prioritized to meet obligations related to Title II of the Americans with Disabilities Act and the bureau’s Transition Plan barrier removal schedule?

PBOT’s budget request includes the following staff positions and programs to support disability access:

PBOT Right of Way ADA Transition Coordinator: PBOT is conducting an ADA Transition Plan, which includes strategy for barrier removal, curb ramp prioritization, review of published rules and regulations, and the development of internal guidance policy. The Plan will outline facilities, programs and policy (changes and updates) that will ensure that all Portland residents with disabilities can take part and benefit from the programs and services that the City has to offer. A full time position has been included in PBOT’s budget to coordinate this work.

CREEC Settlement: The City’s ADA Curb Ramp Settlement, which became effective in September 2018, doubled the number of curb ramps to be designed, inspected and constructed by the City annually (from 750 to 1500). In addition, the Settlement Agreement calls for (1) the City’s Ramp by Request intake system to meet ADA accessibility standards; (2) additional training of consultants and staff throughout the various City bureaus; (3) development of electronic inspection and verification forms to be used by inspectors in the field; (4) upgrades to the City’s GIS system to provide an inventory of surveyed curb ramps throughout the City; and (5) annual reporting to CREEC counsel and the federal district court. To accomplish these things, the “CREEC Squad” unit was created, containing four technical staff, and two street inspectors, four ADA Technical Advisors, along with additional computer aided drafting personnel to handle the increased drafting workload on capital improvement

13 Page 172 projects due to increases in ADA related scopes. ESG has also increased engineering and construction capacity through on-call consultant contracts and fixed price agreement contracting. With the large increase in funding and the number of projects, we have been utilizing flexible services contracts with consultants and also hiring new staff to deliver these projects.

Transportation Plan Barrier Removal Schedule: During FY14-15, the ADA Transition Plan identified that nine PBOT facilities required barrier removal. At this time, barrier removal is being aligned with renovations at PBOT’s parking garages. The renovation of the 10th and Yamhill garage is reconstructing stairwells and elevators to meet current ADA standards. In addition, the project is adding more ADA parking stalls, replacing non-compliant signage, and creating ADA compliant egress paths throughout the garage levels and in the retail area. In the 5 year maintenance schedule, many other ADA improvements are budgeted. These include modernizing the elevators at all garages (50% complete by the end of FY 18-19), replacing non-compliant signage and replacing handrails on all stairwells.

ADA Curb Ramps by Request: PBOT staff accepts and evaluates requests from citizens throughout the year through the Ramps by Request Program. The ADA Curb Ramp Request Program will build and improve curb ramps as requested by people with disabilities for routes to important destinations not already included in other City of Portland annual install or paving lists.

Adaptive BIKETOWN: Adaptive BIKETOWN provides highly discounted adaptive bicycle rental and is aimed specifically at serving people with disabilities. The majority of its customers identify as a person with a disability.

8. If applicable, how does your bureau’s budget create contracting opportunities for disadvantaged, minority, women, and emerging small businesses (D/M/W/ESB)?

PBOT is in the process of developing a formal DMWESB program. In FY18-19, PBOT hired its first Contract Equity Coordinator who is responsible for establishing this program and strengthening our overall participation rate of these businesses.

All PBOT PTE and Construction contracts are working towards the citywide aspirational goals, with a bureau-specific increase to 30% subcontracting participation for task orders within on- call PTE price agreements.

9. If your bureau has dedicated equity staff, such as an Equity Manager, how were they involved in developing your bureau’s Requested Budget?

PBOT’s Equity Manager provided high-level guidance to the Finance team and program staff on how to approach and account for equity and inclusion in the program offer narratives. The PBOT Equity Committee conducted an “equity review” of the program offer narratives during

14 Page 173 the budget development process.

SECTION TWO: EQUITABLE ENGAGEMENT AND ACCESS

10. What funding have you allocated in your bureau’s budget to meet the requirements of ADA (Americans with Disabilities Act) Title II and Civil Rights Title VI? This includes but is not limited to: ● Funding for translation, interpretation, video captioning, and other accommodations ● Translation of essential documents into safe harbor languages

All PBOT groups are encouraged to translate essential documents and offer interpretation services upon request with all outreach activities and public engagement. In FY17-18 PBOT spent close to $35,000 on translation and interpretation services. In FY19-20 PBOT will allocate $50,000 for these services in the Director’s Office budget and continue to encourage these services to be accounted for in public involvement work that is consulted out. PBOT will also develop a repository of all translated materials to ensure easy access and establish a strategic plan for engagement of Limited English Proficiency (LEP) and disability communities.

PBOT will also work with the Bureau of Human Resources to ensure that we are providing the appropriate access, accommodations and support for employees.

11. How have community members engaged with your requested budget, including this tool?

The Bureau and Budget Advisory Committee (BBAC) is PBOT’s primary vehicle for community engagement in the PBOT budget development process. The BBAC meets year- around to advise PBOT program and policy development.

12. How does this budget build the bureau’s capacity to engage with and include communities most impacted by inequities? (e.g., improved leadership opportunities, advisory committees, commissions, targeted community meetings, stakeholder groups, increased outreach, etc.)

The Office of the Director has established two bureau wide positions, the Equity and Inclusion

15 Page 174 Manager and the Public Involvement Coordinator, whose function it is to prioritize and coordinate the bureau’s efforts to engage communities that have been historically underserved by PBOT and are most vulnerable to the inequities of our transportation system. Implementation of the bureau’s strategic plan will facilitate the development of new initiatives towards that end.

13. How does this budget build community capacity and power in communities most impacted by inequities? (e.g., improved leadership opportunities within BAC, community meetings, stakeholder groups, increased outreach, etc.)

The FY19-20 budget request includes funding for new bureau-wide equity and inclusion programming that will focus on building strategic partnerships with community organizations and networks that have been historically under-served by PBOT and City services.

These activities will assist us in achieving the the Community Access and Partnership actions of our Racial Equity Plan and other public involvement initiatives, including but not limited to: 1. Create consistent best practices for recruitment and retention of people of color on advisory committees and groups, and embrace and enforce citywide policies and best practices for all advisory committees. 2. Incorporate equity discussions into all PBOT advisory committees to ensure that these bodies uphold the same commitment to equity as PBOT and the City, and leverage committee members to help build an equity analysis in that area of work. 3. Design a process for regularly informing communities of color about the eligibility process for how projects get on our project lists (such as SDC lists) and how they can help inform prioritization (such as advisory committees, public comment periods), and how the equity matrix is used. 4. Build leadership capacity among communities of color to participate in and be passionate about transportation issues that impact them. 5. Create a system to better coordinate and document engagement with communities of color across PBOT departments. 6. Require all major outreach groups at the Bureau to develop a plan to coordinate events with PBOT's Public Involvement Coordinator that outlines a process to ensure that events focused on and/or hosted by communities of color are prioritized. 7. Build the capacity of PBOT staff to plan, perform and evaluate equitable public engagement using various methods, including training. 8. Cultivate processes at PBOT for increasing contract opportunities with community of color focused community-based organizations that serve and/or compensating targeted engagement, and paying communities of color and individuals of color for their expertise. 9. Develop a process to rank constituent safety concerns and general constituent concerns that come in with a equity lens. This includes various customer service entry points such as dispatch, 503-823-SAFE, PDX Reporter, web based intake forms, Pothole Hotline, etc. 10. Shape and advance standard practices to increase outreach and engagement with Limited English Proficient (LEP) communities. 11. Collaborate with PSU on updating the Traffic and Transportation Class to include a

16 Page 175 racial equity component and develop systems that ensure outreach to and recruitment of people of color into the class. 12. Identify then translate key documents for Limited English Proficient communities (LEP). 13. Use a standard tracking mechanism form for demographic information for participants of all public involvement and community engagement events.

Identifying Impacts Worksheet Please use the following chart to name the potential burdens and benefits.

Populations Impacted Potential Positive Impacts Potential Negative Impacts

17 Page 176 Irene Marion, PBOT Equity and Inclusion Manager Name of Staff Contact

Chris Warner, PBOT Interim Director February 4, 2019

18 Page 177 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Road Rehabilitation Program (Paving New Project: NO Total Project Cost: 28,600,000 Area: Citywide Preservation), CW Confidence Level: Low Original Project Cost: 0 Objective: Maintenance-Preservation

Project Description

The City utilizes a Pavement Management System (PMS) to coordinate and set priorities for pavement asset maintenance and rehabilitation. The City optimizes project selection by coordinating with the Active Transportation program to incorporate multi-modal improvements and other safety related elements. The FY 19/20 Request Budget includes General Fund requests for the below projects

Revenue Source(s)

General Fund Request

Total Requirements 0 0 28,600,000 0 0 0 0 28,600,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Signal Reconstruction, CW New Project: NO Total Project Cost: 5,140,047 Area: Citywide

Confidence Level: Moderate Original Project Cost: 3,420,000 Objective: Replacement

Project Description

The project is a continuing program to replace aging traffic signal infrastructure that subjects the City to liability or unsafe operations. The annual gap in capital repair, rehabilitation, replacement of aging traffic signal assets is $18.4 million.

Revenue Source(s)

General Fund, Build Portland, and General Fund.

Total Requirements 0 11,421,276 1,370,047 2,690,000 150,000 150,000 150,000 4,510,047 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 1 of 84 Page 178 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Bridges/Overpasses New Project: NO Total Project Cost: 2,923,620 Area: Citywide

Confidence Level: Low Original Project Cost: 1,677,659 Objective: Maintenance-Safety

Project Description

This project is a continuing program to replace or rehabilitate some of the City’s poor condition and weight restricted bridges, which currently prohibits the movement of freight and transit within the City. Past projects included N Lombard Road over Columbia Slough (BR-105), completed in 2012; NE 21st Avenue over Columbia Slough (BR-08), completed in 2012; NW Thurman Bridge over Balch Creek (BR-15), completed in 2014; and N Willamette Boulevard Viaduct (BR-007) completed in 2016. This project includes a GF Capital Set A Side request for the Cornell Tunnel Lining Replacement

Revenue Source(s)

General Transportation Revenue and General Fund

Total Requirements 0 0 2,424,724 124,724 124,724 124,724 124,724 2,923,620 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 2 of 84 Page 179 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Street Light Replacement, CW New Project: NO Total Project Cost: 4,200,000 Area: Citywide

Confidence Level: Low Original Project Cost: 0 Objective: Replacement

Project Description

This project is a continuing program to replace failing street light infrastructure throughout the city. Street lighting replacement reduces both the City’s energy costs and its carbon footprint. The annual gap in capital repair, rehabilitation, replacement of aging street lights is $4.1 million. Funding is provided by General Transportation Revenue. The FY 19-20 Request Budget includes General Fund requests for the below projects: St Lighting Update to Code, St Lighting Underground Circuitry Upgrade, and St Lighting Safety and Efficiency

Revenue Source(s)

General Fund Set A Side Request

Total Requirements 0 479,609 4,200,000 0 0 0 0 4,200,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 3 of 84 Page 180 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Lighting Efficiency Program, CW New Project: NO Total Project Cost: 19,300,000 Area: Citywide

Confidence Level: Moderate Original Project Cost: 17,500,000 Objective: Replacement

Project Description

This project consists of two phases for retrofit outdoor lighting in the City with energy efficient Light Emitting Diode (LED) technology. Funding for the first phase project was approved by City Council in December 2012; implementation began in August 2014 and should be completed by August 2017. Funding for the second phase was approved by City Council in October 2016. The second phase includes the conversion of the City's ornamental street lights. The retrofit of the street lighting will reduce the energy consumption by more than 50%, resulting in a net cost savings to the City over the life of the project.

Revenue Source(s)

General Obligation Bond back by General Fund

Total Requirements 18,611,647 5,000,000 550,000 0 0 0 0 550,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 4 of 84 Page 181 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Taylors Ferry Rd. Rockslide Abatement, New Project: NO Total Project Cost: 600,000 Area: Southwest SW Confidence Level: Low Original Project Cost: 600,000 Objective: Maintenance-Safety

Project Description

In 2002, large boulders were spilling out of a rock slope outcrop west of the Fulton Park Blvd intersection along Taylors Ferry Rd, presenting a potential safety hazard to drivers. Concrete barriers were placed in the roadway to contain the spill, and this effectively reduced this two lane section of west bound Taylors Ferry Rd to a one lane section. These barriers are still in place today as boulders have continued to fall. The solution is an engineered rock containment system at the project site with a goal to re-open the closed inside lane to traffic, if possible.

Revenue Source(s)

General Fund

Total Requirements 42,878 557,123 507,122 0 0 0 0 507,122 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 5 of 84 Page 182 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Denver Ave: Lombard-Watts, N New Project: NO Total Project Cost: 938,000 Area: North

Confidence Level: Low Original Project Cost: 938,000 Objective: Maintenance-Preservation

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street

Total Requirements 247,702 545,000 338,500 0 0 0 0 338,500 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Williams Ave: Stanton-Cook, N New Project: NO Total Project Cost: 620,000 Area: North

Confidence Level: Low Original Project Cost: 620,000 Objective: Maintenance-Preservation

Project Description

This project is a roadway surfacing rehabilitation. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street

Total Requirements 186,235 480,000 162,000 0 0 0 0 162,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 6 of 84 Page 183 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

4th Ave: Lincoln-Burnside, SW New Project: NO Total Project Cost: 3,423,000 Area: Southwest

Confidence Level: Low Original Project Cost: 3,423,000 Objective: Growth

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street

Total Requirements 80,402 1,711,228 2,850,931 0 0 0 0 2,850,931 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Capitol Hwy: Multnomah-Texas, SW New Project: NO Total Project Cost: 1,935,820 Area: Southwest

Confidence Level: Low Original Project Cost: 1,700,000 Objective: Maintenance-Preservation

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street and Developer Contribution

Total Requirements 297,834 1,463,000 202,166 0 0 0 0 202,166 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 7 of 84 Page 184 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

136th Ave: Foster-Division, SE New Project: NO Total Project Cost: 6,820,010 Area: Southeast

Confidence Level: Low Original Project Cost: 6,510,000 Objective: Replacement

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020. Funded through the Fixing Our Streets Program, this project will combine System Development Charges (SDCs) and General Fund to help fund sidewalk improvements on the West side of 136th. and signal reconstruction.

Revenue Source(s)

Fixing Our Street, TSDC, and General Fund

Total Requirements 80,402 2,514,694 2,802,410 2,632,420 0 0 0 5,434,830 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 8 of 84 Page 185 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Naito Pkwy: Harrison-Jefferson, SW New Project: NO Total Project Cost: 7,745,444 Area: Southwest

Confidence Level: Low Original Project Cost: 3,315,154 Objective: Replacement

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Naito Parkway will be combined with SW 1st/Main and requires roadway reconstruction due to the poor quality of roadway. This project will also install a pedestrian signal midblock between Market and Clay. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street, General Transportation Revenue, TSDC, State grant, and General Fund

Total Requirements 695,471 5,990,000 6,119,844 0 0 0 0 6,119,844 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 9 of 84 Page 186 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Alberta St: 15th-30th, NE New Project: NO Total Project Cost: 1,720,000 Area: Northeast

Confidence Level: Low Original Project Cost: 1,720,000 Objective: Maintenance-Preservation

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets Program. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 391,980 845,790 0 0 0 0 845,790 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

42nd Ave & Wisteria Dr, NE New Project: NO Total Project Cost: 740,000 Area: Northeast

Confidence Level: Low Original Project Cost: 740,000 Objective: Maintenance-Safety

Project Description

This project is roadway surfacing rehabilitation work funded through the Fixing Our Streets revenues. Projects in this program are selected for rehabilitation through the City’s Pavement Management System (PMS). The goal of the PMS is to maintain the pavement surface in fair or better condition to avoid more expensive reconstruction. Work typically includes grinding, paving, and corner sidewalk ramp construction to meet ADA standards. Construction is planned for Summer 2020.

Revenue Source(s)

Fixing Our Street

Total Requirements 56,837 610,000 93,486 0 0 0 0 93,486 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 10 of 84 Page 187 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Sunderland Rd Bridge Replacement, N New Project: NO Total Project Cost: 890,000 Area: North

Confidence Level: Low Original Project Cost: 890,000 Objective: Replacement

Project Description

PBOT bridge BR-094, which carries NE Sunderland Road over a drainage ditch near NE 33rd Avenue, exhibits serious scour issues. Additionally, the bridge is relatively narrow and does not currently include sidewalks on either side. This project will remove the entire bridge and foundations and provide a new bridge supported on piles to eliminate the scour issue. Sidewalks are proposed for both sides of the bridge to increase user safety. The bridge is scheduled to be replaced by the end of 2020.

Revenue Source(s)

General Fund

Total Requirements 14,188 312,612 301,484 474,328 0 0 0 775,812 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 11 of 84 Page 188 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Regional Signal System CONOPS & New Project: NO Total Project Cost: 1,100,053 Area: Citywide Implementation Confidence Level: Low Original Project Cost: 1,200,000 Objective: Replacement

Project Description

The proposed project will construct and implement Infrastructure Technology Services (ITS) infrastructure along N/NE Columbia Boulevard. The project will install equipment and integrate these devices with the City's, ODOT's, and Tri-Met's Transportation Operations Centers. This project is part of the larger City and Regional Advanced Traffic Management System (ATMS), and provides the minimum project elements that will yield significant benefits in the corridor. The proposed project will improve the City's ability to monitor and control traffic. An exploration of emerging data from the private sector will be considered to determine whether there are new techniques that can be used to deliver priority at traffic signals. It will also improve control and monitoring of heavy freight.

Revenue Source(s)

Federal Grant and General Transportation Revenue

Total Requirements 53 1,000,000 891,000 0 0 0 0 891,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 12 of 84 Page 189 City of Portland

C3 - Capital Improvement Plan Summaries Run Date: 2/4/19 Capital Improvement Plan Run Time: 12:35:52 PM

2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Upper Hall St Landslide Abatement, SW New Project: NO Total Project Cost: 449,162 Area: Southwest

Confidence Level: Low Original Project Cost: 426,700 Objective: Maintenance & Repair

Project Description

Heavy rains and saturated soil in February of 2017 caused a shallow landslide at this location. New infrastructure is required to mitigate the resulting slope instability. This project will construct a new retaining wall to mitigate the landslide risk.

Revenue Source(s)

General Transportation Revenue

Total Requirements 71,296 337,395 363,795 0 0 0 0 363,795 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

45th Drive Landslide Abatement, SW New Project: NO Total Project Cost: 573,571 Area: Southwest

Confidence Level: Low Original Project Cost: 573,571 Objective: Maintenance & Repair

Project Description

Heavy rains and saturated soil in February of 2017 caused a shallow landslide at this location. New infrastructure is required to mitigate the resulting slope instability. This project will construct a new retaining wall to mitigate the landslide risk.

Revenue Source(s)

General Transportation Revenue.

Total Requirements 63,380 205,922 460,191 0 0 0 0 460,191 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 13 of 84 Page 190 City of Portland

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

College St Landslide Abatement, SW New Project: NO Total Project Cost: 449,162 Area: Southwest

Confidence Level: Low Original Project Cost: 447,100 Objective: Maintenance & Repair

Project Description

Heavy rains and saturated soil in February of 2017 caused a partial retaining wall collapse at this limited access location. The existing hand stacked rockery wall appears to be at the end of its useful service life and is in need of replacement. This project will construct a new retaining wall to support the street and mitigate continued failure of the existing wall.

Revenue Source(s)

General Transportation Revenue

Total Requirements 55,367 355,496 363,795 0 0 0 0 363,795 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Signal Recon - Build Portand, CW New Project: YES Total Project Cost: 6,000,000 Area: Citywide

Confidence Level: Low Original Project Cost: Objective: Efficiency

Project Description

The project is a continuing program to replace aging traffic signal infrastructure that subjects the City to liability or unsafe operations. The annual gap in capital repair, rehabilitation, replacement of aging traffic signal assets is $18.4 million. This is a General Fund Set-A-Side request for the following projects: Traffic Signal Upgrade Supporting Economic Development, Traffic Signal System Local Controller Replacement, Citywide Lamp Replacement and Traffic Signal Reconstruction.

Revenue Source(s)

General Fund Set-A-Side Request

Total Requirements 0 2,058,971 6,000,000 0 0 0 0 6,000,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Guardrail Replacement New Project: NO Total Project Cost: 688,000 Area: Citywide

Confidence Level: Low Original Project Cost: 688,000 Objective: Efficiency

Project Description

This project will install guardrail and upgrade or replace at least 15 deficient guardrail sites on truck crash corridors.

Revenue Source(s)

General Fund and Fixing Our Street

Total Requirements 27,826 566,174 618,600 0 0 0 0 618,600 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Thurman St Landslide Abatement, NW New Project: NO Total Project Cost: 2,035,297 Area: Northwest

Confidence Level: Low Original Project Cost: 2,035,297 Objective: Replacement

Project Description

Heavy rains and saturated soil in February of 2017 caused a deep-seated landslide at this location. A moderate repair is required to mitigate the resulting slope instability. This project will construct a new retaining wall to reduce the landslide risk to the right of way.

Revenue Source(s)

Federal Grant and General Transportation Revenue

Total Requirements 31,938 471,500 209,499 1,643,860 0 0 0 1,853,359 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

42nd Ave: Kilingsworth - Columbia, NE New Project: NO Total Project Cost: 16,924,084 Area: Northeast

Confidence Level: Low Original Project Cost: 16,924,084 Objective: Replacement

Project Description

Portland Bureau of Transportation (PBOT) Bridge #075, NE 42nd Ave over NE Portland Highway & UPRR Tracks, was originally built in 1938, during the Great Depression. The expected service life of a bridge at that time was only 50 years, leaving the bridge serving the travelling public well beyond what was anticipated. The bridge is in need of both Phase I & Phase II seismic retrofits and is classified in the most seismically vulnerable category by PBOT and is not expected to perform well during a design level earthquake. The bridge is located on a Transit Route and in a Freight District and limits 13% of over-height regional moves due to its limited vertical clearance. The bridge is considered Substandard for bicycle use, but the route it carries is classified as a City Bikeway and a vital link to 37% of the city's industrial land and home to 24,000 jobs. This project calls for a complete replacement of the existing bridge to meet modern safety and earthquake standards. The new bridge would be wider for bicyclist safety, carry current freight loads, and result in more vertical clearance for freight loads below on the NE Portland Highway.

Revenue Source(s)

General Fund, TSDC, Build Portland and General Transportation Revenue

Total Requirements 12,585 3,131,218 5,133,024 8,404,648 2,753,827 0 0 16,291,499 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Thurman Bridge Painting, NW New Project: NO Total Project Cost: 4,030,950 Area: Northwest

Confidence Level: Low Original Project Cost: 4,030,950 Objective: Maintenance & Repair

Project Description

The Balch Gulch Bridge (Thurman Bridge) stands at over 100 years old as the only one of its kind remaining in the region. This pin-connected steel deck truss has not been painted since the 1940s and is due for a new paint job. The new coating of paint will provide the corrosion protection necessary to extend the service life of the historic treasure for decades to come. This project will replace or rehabilitate the paint system, the steel truss bridge elements, and rehabilitate deteriored structural members as required. The project is only funded through design at this point.

Revenue Source(s)

Federal Grant and General Transportation Revenue

Total Requirements 0 500,000 505,950 3,500,000 0 0 0 4,005,950 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

52nd/Woodstock & 52nd/Steele, SE New Project: YES Total Project Cost: 960,000 Area: Southeast

Confidence Level: Low Original Project Cost: 960,000 Objective: Growth

Project Description

This project will rebuild the existing traffic signals and upgrade deficient curb ramps at the SE 52nd/Woodstock and SE 52nd/Steele intersections

Revenue Source(s)

General Fund

Total Requirements 19,953 0 740,047 0 0 0 0 740,047 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Asset Management

Burnside Bridge Replacement New Project: YES Total Project Cost: 763,793 Area: East

Confidence Level: Low Original Project Cost: 763,793 Objective: Replacement

Project Description

Multnomah County is conducting an environmental analysis to develop a resilient Burnside Bridge over the Willamette River that would function as a lifeline connection after a major seismic event. Fixed and moveable structures are being evaluated along with consideration of a retrofit of the existing bridge. The $800M project would complete environmental work in 2022, with final design in 2024. Construction would be complete in the 2026-2028 timeframe.

Revenue Source(s)

Multnomah County

Total Requirements 0 0 263,793 500,000 0 0 0 763,793 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Economic Vitality

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Columbia Blvd/MLK Blvd, N New Project: NO Total Project Cost: 3,785,056 Area: Northeast

Confidence Level: Low Original Project Cost: 2,486,234 Objective: Growth

Project Description

This project was identified in the 2006 Freight Master Plan as a Tier One project. It includes construction of a right turn lane from NE Columbia Blvd to NE Martin Luther King Jr. Blvd and installation of a new traffic signal. The project is currently in the right-of-way acquisition process, with construction expected to begin in spring 2016.

Revenue Source(s)

Federal grant and TSDC

Total Requirements 2,048,857 222,954 250,560 0 0 0 0 250,560 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Parking Machines New Project: NO Total Project Cost: 750,000 Area: Citywide

Confidence Level: Low Original Project Cost: 5,100,000 Objective: Replacement

Project Description

This project will fund purchase and install paystations in existing meter districts. The project will be funded with parking meter revenues.

Revenue Source(s)

Parking Meter Revenue

Total Requirements 0 405,150 500,000 0 0 0 0 500,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Columbia Blvd: Cully Blvd & Alderwood New Project: NO Total Project Cost: 5,661,986 Area: Northeast Rd, NE Confidence Level: Low Original Project Cost: 5,527,760 Objective: Efficiency

Project Description

This project will construct a traffic signal at the intersection of NE Alderwood Rd and NE Columbia Blvd. The project will also include evaluation and preliminary design of a paired traffic signal at NE Cully Blvd. The project is a joint project with the Port of Portland. Construction is scheduled for 2018.

Revenue Source(s)

Federal grant and Port of Portland

Total Requirements 114,611 4,127,932 5,197,376 0 0 0 0 5,197,376 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Going to the Island Freight Improvements, New Project: NO Total Project Cost: 557,250 Area: North N Confidence Level: Low Original Project Cost: 557,250 Objective: Efficiency

Project Description

The proposed project will construct and install Infrastructure Technology Services (ITS) infrastructure (communication network, new traffic controllers, CCTV cameras, travel time monitoring devices, and vehicle/pedestrian detectors). The project will provide for support of advanced control strategies such as transit signal priority and freight.

Revenue Source(s)

Federal grant and General Transportation Revenue

Total Requirements 193 445,800 309,750 0 0 0 0 309,750 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

South Rivergate Freight Project, N New Project: NO Total Project Cost: 25,723,093 Area: North

Confidence Level: Low Original Project Cost: 11,916,743 Objective: Efficiency

Project Description

This project will improve the intersection on N Lombard and N Rivergate Blvd to facilitate freight movement to the Rivergate Industrial District and grade separate N. Rivergate Blvd from the Union Pacific Rail line. Design will begin in 2017, with construction scheduled for 2019.

Revenue Source(s)

Federal grant and TSDC

Total Requirements 1,146,392 969,132 8,490,797 14,040,904 0 0 0 22,531,701 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Page 21 of 84 Page 198 City of Portland

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Columbia Blvd ITS, N/NE New Project: NO Total Project Cost: 1,210,000 Area: Northeast/Southeast

Confidence Level: Low Original Project Cost: 390,059 Objective: Maintenance-Safety

Project Description

The proposed project will construct and implement Infrastructure Technology Services (ITS) infrastructure along N/NE Columbia Boulevard. The project will install equipment and integrate these devices with the City's, ODOT's, and Tri-Met's Transportation Operations Centers. This project is part of the larger City and Regional Advanced Traffic Management System (ATMS), and provides the minimum project elements that will yield significant benefits in the corridor. The proposed project will improve the City's ability to monitor and control traffic. An exploration of emerging data from the private sector will be considered to determine whether there are new techniques that can be used to deliver priority at traffic signals. It will also improve control and monitoring of heavy freight.

Revenue Source(s)

Federal grant and General Transportation Revenue

Total Requirements 2,657 557,227 880,000 0 0 0 0 880,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Bond: Gibbs-River Pkwy, SW New Project: NO Total Project Cost: 10,930,190 Area: Southwest

Confidence Level: Low Original Project Cost: 9,700,000 Objective: Efficiency

Project Description

This project is designing and constructing a new north-south roadway in South Waterfront from S River Pkwy (under Marquam Bridge) to S Porter St (Tilikum Crossing west approach). The project continues the build out of district-critical street infrastructure while improving access and circulation for the OHSU Schnitzer Campus. Construction began in May 2017.

Revenue Source(s)

TSDC, Prosper Portland, and State grant

Total Requirements 5,738,585 2,833,813 1,770,706 0 0 0 0 1,770,706 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

10th and Yamhill Parking Garage New Project: NO Total Project Cost: 24,929,500 Area: Southwest

Confidence Level: Low Original Project Cost: 22,424,872 Objective: Replacement

Project Description

As part of the City’s SmartPark Garage System, the 10th & Yamhill Garage lends vital support to the downtown retail core. The building has seven stories with 27,000 square feet of leasable retail space at or near the ground level and 799 parking spaces on floors two through seven. Since 2004, a series of reports have been developed outlining the condition of the building and needed improvements. In 2016, PBOT hired FFA Architecture and Interiors, Inc. to complete the design for improvements to address deferred building maintenance and improve the retail space as identified in the 2014 study.

Revenue Source(s)

Prosper Portland and Parking Garage Revenue

Total Requirements 4,614,001 17,498,360 1,500,000 0 0 0 0 1,500,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

SW Corridor Transit Project New Project: NO Total Project Cost: 3,956,789 Area: Southwest

Confidence Level: Low Original Project Cost: 700,000 Objective: Expansion

Project Description

This is a 12-mile long $2.5B light rail project that connects downtown Portland to Tigard and Tualatin via Barbur Blvd. The locally preferred alternative was adopted by City Council and the region in November 2018. Completion of the FEIS will be in early 2020 along with a Conceptual Design Report. If the local match is committed in the November 2020 local funding measure, the project will achieve 60% design in mid-2021 with a construction start in late 2022.

Revenue Source(s)

Tri-Met and General Fund

Total Requirements 1,393,803 895,402 776,322 900,000 0 0 0 1,676,322 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

47th Ave: Columbia-Cornfoot, NE New Project: NO Total Project Cost: 7,706,958 Area: Northeast

Confidence Level: Low Original Project Cost: 4,597,044 Objective: Efficiency

Project Description

This project will fully reconstruct the freight street in concrete from north of Columbia Blvd. to south of Cornfoot Rd. A century-old cast iron water main will be replaced and a new sanitary sewer will be extended while adding pedestrian and bicycle facilities on both sides in conjunction with Parks’ Whitaker Ponds project.

Revenue Source(s)

Local Improvement District, Bureau of Environmental Services, Water Bureau, and TSDC

Total Requirements 848,872 4,178,867 3,903,290 63,301 0 0 0 3,966,591 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Streetcar Security Cameras New Project: YES Total Project Cost: 1,833,329 Area: Citywide

Confidence Level: Low Original Project Cost: 1,833,329 Objective: Efficiency

Project Description

The purpose of this project is to retrofit CCTV security cameras on the existing fleet of 17 vehicles and construct the IT infrastructure for downloading and storing the video data as needed. In FY 18/19, the focus will be on procurement of equipment, an installer, and vehicle engineering oversight, followed by installation and testing in FY 19/20.

Revenue Source(s)

Energy Credit and General Transportation Revenue

Total Requirements 0 956,315 1,163,735 0 0 0 0 1,163,735 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Streetcar Vehicle Acquisition New Project: YES Total Project Cost: 15,283,453 Area: Citywide

Confidence Level: Low Original Project Cost: 15,283,453 Objective: Efficiency

Project Description

The purpose of this project is to expand the Streetcar service fleet by three vehicles purchased from Brookville Equipment Corporation in Pennsylvania. The current schedule calls for design and manufacture of the vehicles in FY 18/19 and 19/20 with delivery and conditional and final acceptance in 20/21.

Revenue Source(s)

TSDC, General Transportation Revenue, and Parking Fees.

Total Requirements 0 453,174 10,263,111 3,600,000 0 0 0 13,863,111 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Bond Ave: Gibbs - Porter, SW New Project: NO Total Project Cost: 4,350,000 Area: Southwest

Confidence Level: Low Original Project Cost: 4,350,000 Objective: Efficiency

Project Description

This project will design and construct a new north-south roadway in South Waterfront from S Porter St (Tilikum Crossing west approach) to S Whitaker St. The project continues the build out of district-critical street infrastructure while improving access and circulation for Zidell and OHSU properties.

Revenue Source(s)

TSDC and Prosper Portland

Total Requirements 0 2,362,631 249,320 4,100,680 0 0 0 4,350,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Lombard Streetscape: Drummond-Albina, New Project: NO Total Project Cost: 1,000,000 Area: North N Confidence Level: Low Original Project Cost: 1,996,386 Objective: Maintenance-Safety

Project Description

This project will provide pedestrian-scale street lighting, landscaping, stormwater improvements, safety bollards, public art, and limited sidewalk repair along N Lombard Street at key node locations, including at the intersections with N Greeley Avenue and N Albina Avenue. The scope is scalable. N Lombard Street is an ODOT facility, but sidewalk area improvements are managed by PBOT. The project will be design and constructed in FY 2020.

Revenue Source(s)

Prosper Portland

Total Requirements 0 178,007 179,873 731,182 0 0 0 911,055 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

I-5 Rose Quarter Improvements Project New Project: NO Total Project Cost: 1,279,505 Area: Northeast

Confidence Level: Low Original Project Cost: 1,279,505 Objective: Efficiency

Project Description

This $450M ODOT-led project will add shoulders and auxiliary travel lanes to I-5 in the one mile stretch of corridor between I-84 and the Fremont Bridge. Construction will require removal of the Broadway, Weidler, Flint, Hancock and Dixon bridges. A new local road network with improved access to/from I-5 and bicycle/pedestrian connections will be constructed, including covers over I-5. Construction anticipated to start in 2023 and complete in 2027.

Revenue Source(s)

State Grant

Total Requirements 83,160 339,284 446,345 600,000 0 0 0 1,046,345 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Lowell St: Macadam-Moody, S New Project: NO Total Project Cost: 5,945,887 Area: Southwest

Confidence Level: Low Original Project Cost: 5,945,887 Objective: Efficiency

Project Description

This project will acquire right-of-way and construct a new street between Macadam and Moody Avenue to improve circulation and access in the South Portal area of South Waterfront.

Revenue Source(s)

TSDC and Prosper Portland

Total Requirements 0 3,829,188 570,655 5,375,232 0 0 0 5,945,887 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Economic Vitality

Macadam/Bancroft LID, S New Project: NO Total Project Cost: 2,205,301 Area: Southwest

Confidence Level: Low Original Project Cost: 2,205,301 Objective: Efficiency

Project Description

This project will rebuild the Macadam/Bancroft traffic signal, adjust signal phasing and make necessary supportive civil and striping improvements to reduce congestion in the South Portal area of South Waterfront.

Revenue Source(s)

TSDC and Prosper Portland

Total Requirements 0 2,362,419 385,869 1,819,432 0 0 0 2,205,301 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Health & Livability

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

LID Street Design New Project: NO Total Project Cost: 375,000 Area: Citywide

Confidence Level: Low Original Project Cost: 0 Objective: Expansion

Project Description

This is a placeholder for future Local Improvement District (LID) projects to be budgeted in the CIP after City Council approves property owners' request to form an LID to design, construct, and finance transportation and stormwater infrastructure improvements. Varying portions of project funding will be provided by the owners of benefiting properties.

Revenue Source(s)

Local Improvement District

Total Requirements 0 185,000 190,000 0 0 0 0 190,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Pre-LID Street Design New Project: NO Total Project Cost: 180,000 Area: Citywide

Confidence Level: Low Original Project Cost: 180,000 Objective: Efficiency

Project Description

The costs of scoping and estimating LID projects are recovered at final assessment after completion of the project, but pre-LID estimates for projects that do not move forward cannot be recovered from property owners in the absence of constructing transportation and stormwater infrastructure improvements. It is not known beforehand whether an LID will move forward. However, those that do move forward provide considerable leverage to PBOT and advance Citywide objectives. These projects scope and estimate street, sidewalk, and stormwater improvements citywide that require property owners to provide LID funding.

Revenue Source(s)

General Transportation Revenue

Total Requirements 0 30,000 30,000 30,000 30,000 30,000 30,000 150,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Federal and State Program Match Fund New Project: NO Total Project Cost: 4,645,201 Area: Citywide

Confidence Level: Low Original Project Cost: 4,882,764 Objective: Efficiency

Project Description

This program provides local matching funds for grants for approximately four to six projects that may be awarded to the City through the state and federal programs for development, design, and construction of capital improvements.

Revenue Source(s)

General Transportation Revenue

Total Requirements 0 341,805 408,696 644,872 685,482 1,283,457 1,283,457 4,305,964 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Bike Parking, CW New Project: NO Total Project Cost: 420,000 Area: Citywide

Confidence Level: Low Original Project Cost: 308,000 Objective: Expansion

Project Description

The need for bike parking has been identified in the Portland Bicycle Plan for 2030. This project will provide ongoing additional bicycle parking capacity and associated improvements in the right-of-way.

Revenue Source(s)

Bicycle Parking Fund (development fees).

Total Requirements 0 70,000 70,000 70,000 70,000 70,000 70,000 350,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

PDC Small Projects New Project: NO Total Project Cost: 400,000 Area: Citywide

Confidence Level: Low Original Project Cost: 500,000 Objective: Efficiency

Project Description

This is a placeholder for small neighborhood transportation improvement projects, which may be identified and funded by Prosper Portland during the budget year.

Revenue Source(s)

Prosper Portland

Total Requirements 0 200,000 200,000 0 0 0 0 200,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Red Electric Trail, SW New Project: NO Total Project Cost: 4,164,336 Area: Southwest

Confidence Level: Low Original Project Cost: 1,929,183 Objective: Efficiency

Project Description

This project is the result of the 2007 Red Electric Trail Planning Study. The purpose of this phase of the project is to design and construct an off-street trail connection for pedestrians and cyclists between SW Bertha Court and SW Capitol Highway. .

Revenue Source(s)

Federal grant, General Transportation Revenue, TSDC, and match from Parks Bureau

Total Requirements 272,513 1,547,689 2,357,737 0 0 0 0 2,357,737 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

OR99W: SW 19th Ave to SW 26th - Barbur New Project: NO Total Project Cost: 2,014,795 Area: Southwest Blvd Demo Confidence Level: Low Original Project Cost: 2,000,000 Objective: Maintenance-Safety

Project Description

This project will implement selected pedestrain and bicycle improvements to enhance access to the Southwest Corridor Light Rail Project. The project is composed of five subareas focused primarily on sidewalk infill. The five subareas are: a) SW Custer Dr, between Barbur and Capitol Hill Rd, b) SW 26 th Ave, between Multnomah and Barbur, c) SW 24th/25th Ave, between Multnomah and Barbur, d) SW 40th Ave between Huber and Wilbard, and e) SW Capitol Hill Rd around the 3900 block.

Revenue Source(s)

Federal grant and General Transportation Revenue

Total Requirements 15,463 505,000 366,250 138,750 1,494,332 0 0 1,999,332 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

East Portland Access Transit New Project: NO Total Project Cost: 6,081,583 Area: East

Confidence Level: Low Original Project Cost: 4,472,000 Objective: Efficiency

Project Description

This project combines pedestrian improvements on outer SE Division to assist with accessing transit with bikeway crossing improvements on the 130’s Neighborhood Greenway. Project elements include sidewalk infill and crossing improvements on the route of the 130’s Neighborhood Greenway. The overall goal of the project is to make accessing transit stops in east Portland safer and easier for both pedestrians and cyclists. Construction will begin February 2019.

Revenue Source(s)

Federal grant, General Transportation Revenue, and TSDC

Total Requirements 1,300,492 3,463,466 359,857 0 0 0 0 359,857 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Marine Drive Path: NE 112th Ave-185th Ave New Project: NO Total Project Cost: 1,603,665 Area: Northeast Sec. Confidence Level: Low Original Project Cost: 1,077,000 Objective: Efficiency

Project Description

The project will upgrade an existing signalized crossing at 112th to a pedestrian hybrid beacon; construct buffered bike lanes from NE 112th to just west of NE 122nd with one signalized street crossing; and construct an off-street trail between proposed signal crossing east to 122nd. In addition, the project will install a new signalized crossing at NE 138th and well head #15, off-street trail improvements at Well Head #15, and a partial off street trail from 148th to NE 185th Ave. Construction will begin in the Spring of 2019. This project is funded through a federal grant, with Parks Bureau matching the grant and Marijuana Tas

Revenue Source(s)

Federal grant, Parks Bureau, and Marijuana Tax

Total Requirements 252,675 236,775 187,416 0 0 0 0 187,416 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Powell-Division High Capacity Transit New Project: NO Total Project Cost: 18,945,249 Area: Southeast

Confidence Level: Low Original Project Cost: 1,007,894 Objective: Growth

Project Description

This is a 15-mile $175M high capacity bus project that connects downtown Portland to downtown Gresham via SE Division Corridor. New 60' articulated buses will serve stations approximately 1/3 mile along Division with traffic signal priority. Project goes to construction November 2019 and completes in 2022. This project is funded by State grant with City of Portland's local match share is $17.7M

Revenue Source(s)

State grant and TSDC match

Total Requirements 1,803,122 691,905 15,714,579 700,000 0 0 0 16,414,579 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

20th Ave: Raleigh-Upshur LID, NW New Project: NO Total Project Cost: 9,568,079 Area: Northwest

Confidence Level: Low Original Project Cost: 7,086,368 Objective: Replacement

Project Description

This project will construct a new street connection in from NW Raleigh St. to NW Upshur St. underneath the US-30 ramp, including sidewalks and bike lanes. It will also reconfigure the NW 23rd & Vaughn / US-30 ramp intersection, including a replacement traffic signal and restoring pedestrian connections to the missing east leg of the intersetion. This work is in conjunction with the Con-way Master Plan and planned XPO redevelopment.

Revenue Source(s)

Local Improvement District and TSDC

Total Requirements 3,607,684 5,716,203 92,482 10,411 0 0 0 102,893 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Errol Heights, SE New Project: YES Total Project Cost: 5,400,000 Area: Southeast

Confidence Level: Low Original Project Cost: 5,804,543 Objective: Replacement

Project Description

The Errol Heights Project will construct alternative standard streets in the Errol Heights neighborhood converting approximately one mile of gravel streets to paved streets, complete with a stormwater conveyance and treatment system.

Revenue Source(s)

Local Improvement District, Developer Contribution, and Bureau of Environmental Services

Total Requirements 340,776 3,360,000 1,700,000 0 0 0 0 1,700,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Gravel Street Program New Project: NO Total Project Cost: 2,929,446 Area: Citywide

Confidence Level: Low Original Project Cost: 6,072,682 Objective: Replacement

Project Description

This program provides funding for improving gravel streets to the city's shared street standard. The program is intended to provide matching funds for other sources of funding, including Local Imiprovement Districts.

Revenue Source(s)

General Fund

Total Requirements 0 1,373,344 490,129 490,129 490,129 490,129 490,129 2,450,645 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

47th Avenue Phase I LID, SW New Project: NO Total Project Cost: 566,514 Area: Southwest

Confidence Level: Low Original Project Cost: 566,514 Objective: Efficiency

Project Description

This project will improve an unpaved street, adding a new stormwater sewer and sidewalks on both sides of the street to serve adjacent multifamily residential.

Revenue Source(s)

Local Improvement District

Total Requirements 52,899 433,623 419,272 18,563 0 0 0 437,835 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

27th & Holland LID, NE New Project: NO Total Project Cost: 650,172 Area: Northeast

Confidence Level: Low Original Project Cost: 659,172 Objective: Replacement

Project Description

This project will upgrade an existing paved street and pave a portion of an unpaved street, adding curbs and sidewalks to facilitiate new industrial development of a waste transfer station in partnership with Oregon DEQ and the private sector, while enabling the creation of living-wage jobs.

Revenue Source(s)

Local Improvement District

Total Requirements 94,086 199,668 267,882 0 0 0 0 267,882 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Burlington & Edison LID, N. New Project: NO Total Project Cost: 2,482,649 Area: North

Confidence Level: Low Original Project Cost: 1,500,611 Objective: Efficiency

Project Description

This project will reconstruct unsafe sidewalks on N. Burlington Avenue and will fully reconstruct N. Edison St. with a new south sidewalk, enabling a full pedestrian connection to N. Richmond Ave., while correcting drainage and erosion problems adversely affecting private properties and the John Community Garden. This project also incorporates SDC-funded work of building a safer N. Burlington & Willamette intersection and building new N. John Avenue connections from N. Decatur St. to south of N. Willamette Blvd. to reduce long gaps in north-south street connections.

Revenue Source(s)

TSDC and Local Improvement District

Total Requirements 73,917 404,828 1,810,362 0 0 0 0 1,810,362 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Suttle Road LID, N. New Project: NO Total Project Cost: 9,525,460 Area: North

Confidence Level: Low Original Project Cost: 9,525,460 Objective: Replacement

Project Description

This project will reconstruct this freight street in concrete, while adding new stormwater drainage facilities and sidewalk on the north side of the street, reducing the chronic need for maintenance, which is ineffective without a full reconstruction.

Revenue Source(s)

Local Improvement District

Total Requirements 105,302 2,423,274 7,339,494 97,335 32,445 32,445 0 7,501,719 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Cully Neighborhood St Improvements, NE New Project: NO Total Project Cost: 2,925,000 Area: Northeast

Confidence Level: Low Original Project Cost: 2,925,000 Objective: Replacement

Project Description

If the Neighborhood Streets Program is approved at City Council, Local Transportation Infrastructure Charges (LTIC) will be expended in the Cully Neighborhood Street Plan. Project selection will be based on the allocation methodology identified in the City Council documents: Equity, Effectiveness (connectivity), and project readiness.

Revenue Source(s)

Local Transportation Infrastructure Charges and Bureau of Environmental Services

Total Requirements 0 500,000 500,000 925,000 0 0 0 1,425,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

Division/Midway Street Improvements, SE New Project: NO Total Project Cost: 3,500,000 Area: Southeast

Confidence Level: Low Original Project Cost: 3,500,000 Objective: Replacement

Project Description

If the Neighborhood Streets Program is approved at City Council, Local Transportation Infrastructure Charges (LTIC) will be expended in the Division/Midway Neighborhood Street Plan. Project selection will be based on the allocation methodology identified in the City Council documents: Equity, Effectiveness (connectivity), and project readiness.

Revenue Source(s)

Local Transportation Infrastructure Charges and Bureau of Environmental Services

Total Requirements 0 212,500 212,500 550,000 987,500 0 0 1,750,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

80th Ave: Mill-Market LID, SE New Project: YES Total Project Cost: 3,284,796 Area: Southeast

Confidence Level: Low Original Project Cost: 3,284,796 Objective: Efficiency

Project Description

This project will improve two unpaved streets, and will add a new stormwater management system and sidewalks at the intersection of two neighborhood greenways and adjacent to Bridger Elementary School. The project is being combined with water main and sanitary sewer replacement work to deliver a comprehensive neighborhood infrastructure solution.

Revenue Source(s)

Local Improvement District, TSDC and Bureau of Environmental Services

Total Requirements 73,290 0 2,019,873 87,710 29,237 29,237 0 2,166,057 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Public Work Permits New Project: NO Total Project Cost: 16,265,215 Area: Citywide

Confidence Level: Low Original Project Cost: 16,265,215 Objective: Growth

Project Description

The Public Works Permit project provides for the plan review and construction engineering on all new and remodeled residential, commercial, and industrial projects. All engineering and plans work is performed by private sector professional engineers. The project is funded with fees paid by developers and GTR

Revenue Source(s)

Development Fees and General Transportation Revenue

Total Requirements 0 2,265,215 2,800,000 2,800,000 2,800,000 2,800,000 2,800,000 14,000,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

55th-57th Ave & Killingsworth St LID, NE New Project: YES Total Project Cost: 1,320,099 Area: Northeast

Confidence Level: Low Original Project Cost: 1,320,099 Objective: Replacement

Project Description

This project will improve two unpaved streets, and will add a new stormwater management system and sidewalks in one of Portland most diverse neighborhoods, Cully, which has a deficiency in paved north-south street connections and sidewalks.

Revenue Source(s)

Local Improvement District and TSDC

Total Requirements 88,819 0 924,768 29,302 9,767 9,767 0 973,604 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

102nd & Woodstock LID, SE New Project: YES Total Project Cost: 1,087,637 Area: Southeast

Confidence Level: Low Original Project Cost: 1,087,637 Objective: Efficiency

Project Description

This project will improve two unpaved streets, and will add a new stormwater management system and sidewalks adjacent to Tri-Met's newest frequent service corridor on SE Foster Road east and near the Lents Town Center MAX station.

Revenue Source(s)

Local Improvement District

Total Requirements 0 0 889,478 30,590 9,450 9,450 0 938,968 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Health & Livability

46th & Bryant LID, NE New Project: YES Total Project Cost: 11,634,244 Area: Northeast

Confidence Level: Low Original Project Cost: 11,634,244 Objective: Efficiency

Project Description

This industrial area project north of NE Columbia Blvd. will improve currently unpaved NE 46th Avenue; rebuild a portion of NE 42nd Avenue in concrete, build sidewalks on all streets including NE Columbia Blvd., build a new stormwater outfall to the Columbia Slough, and will install a new traffic signal at the NE 42nd & Columbia Blvd. intersection. This project will support of the Portland region's ambitious transit expansion plans by enabling the construction of Tri-Met's fourth bus base, the Columbia Bus Base.

Revenue Source(s)

Local Improvement District

Total Requirements 0 0 4,948,437 98,274 6,391,808 0 0 11,438,519 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Safety

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Active Transportation Improvements New Project: NO Total Project Cost: 5,400,000 Area: Citywide

Confidence Level: Low Original Project Cost: 5,642,422 Objective: Efficiency

Project Description

The project continues pedestrian and bicycle safety improvements throughout the city by providing the following: crossing improvements at busier streets, speed reduction on neighborhood streets, neighborhood safety improvements, sidewalk and bicycle network infill, and safety improvements on the pedestrian and bicycle network.

Revenue Source(s)

General Transportation Revenue

Total Requirements 0 1,760,838 1,205,000 900,000 900,000 900,000 900,000 4,805,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Burgard Rd at Time Oil Rd, N New Project: NO Total Project Cost: 2,834,899 Area: Citywide

Confidence Level: Low Original Project Cost: 2,635,000 Objective: Efficiency

Project Description

This is a priority project in the Freight Master Plan and implements the St Johns Truck Strategy by reinforcing the Burgard/Lombard street segment as the designated freight route in north Portland. This phase of the project will focus improvements along the Time Oil/Burgard intersection to improve sight distance and mainline system performance, reduce travel delays and vehicular conflicts between trucks and autos, and improve ingress/egress to the NW Container Service property. This project will widen the existing roadway and include two 12-foot travel lanes, as well as one 14-foot left turn lane with two left turn pockets to accommodate truck turning movements onto northbound N Time Oil Rd and into the NW Container Services site. This project is funded though federal funds and SDC

Revenue Source(s)

Federal grant and TDC

Total Requirements 2,100,580 358,865 95,268 0 0 0 0 95,268 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Central City Multi-Modal Safety Projects New Project: NO Total Project Cost: 9,054,509 Area: Central City

Confidence Level: Low Original Project Cost: 6,618,001 Objective: Maintenance-Safety

Project Description

This project will identify and implement specific projects in the Central City to improve bicycle and pedestrian safety, prioritize transit, and encourage greater use of active transportation. The planning phase wrapped up in 2018 and design and early implementation will begin in 2019.

Revenue Source(s)

Federal grant, Parking Meter Revenue, Interagency, General Transportation Revenue, Fixing Our Street, and TSDC

Total Requirements 877,871 1,302,432 2,235,379 5,311,259 0 0 0 7,546,638 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

East Portland Access to Employment New Project: NO Total Project Cost: 7,000,880 Area: East

Confidence Level: Low Original Project Cost: 5,870,072 Objective: Efficiency

Project Description

This project will provide pedestrian and bicycle improvements in east Portland to improve access to jobs, schools, and transit. Specific improvements include the 100s Neighborhood Greenway extension, 150s Neighborhood Greenway, sidewalk infill and bike lanes on SE Market St (92nd-130th) and SE Cherry Blossom Dr (Washington-Market), and 10 new or enhanced pedestrian/bicycle crossings or arterials.

Revenue Source(s)

Federal grant, General Transportation Revenue, and TSDC

Total Requirements 524,398 2,667,741 4,792,916 416,518 0 0 0 5,209,434 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Downtown I-405 Ped Safety Imp, SW New Project: NO Total Project Cost: 3,183,401 Area: Southwest

Confidence Level: Low Original Project Cost: 2,240,094 Objective: Efficiency

Project Description

This project will provide pedestrian safety and operational safety improvements at several key intersections in the vicinity of I-405 and Burnside. Design will begin in 2016, with construction scheduled for 2019. The project is funded by the ODOT Enhance fund, GTR and SDCs.

Revenue Source(s)

Federal grant, General Transportation Revenue and TSDC

Total Requirements 212,455 2,828,587 2,785,566 0 0 0 0 2,785,566 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Connect Cully, NE New Project: NO Total Project Cost: 3,907,499 Area: Northeast

Confidence Level: Low Original Project Cost: 3,337,372 Objective: Efficiency

Project Description

This project will provide sidewalk improvements on bikeway improvements along NE Killingsworth St and NE 72nd Ave, in the Cully neighborhood. Design began in 2018 with construction scheduled to begin fall/summer 2019.

Revenue Source(s)

Federal grant and General Transportation Revenue

Total Requirements 337,870 2,671,219 2,560,000 0 0 0 0 2,560,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Hwy Safety Improvement Prgm (HSIP) & New Project: NO Total Project Cost: 1,872,545 Area: Citywide Safety Ops CW Confidence Level: Low Original Project Cost: 5,201,372 Objective: Efficiency

Project Description

The program goal for Highway Safety Improvement Program (HSIP) is to reduce fatal and serious injury crashes on all public roads, driven by safety data. Projects include safety features such as signals, crosswalks, and pedestrian beacons. Project activities in FY 2017-18 include final engineering and construction, with project closeout anticipated in FY 2018-19.

Revenue Source(s)

Federal grant and General Transportation Revenue

Total Requirements 343,265 658,543 197,458 0 0 0 0 197,458 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Flander Crossing, NE New Project: NO Total Project Cost: 5,771,756 Area: Northwest

Confidence Level: Low Original Project Cost: 5,540,414 Objective: Replacement

Project Description

This project will construct a new bicycle and pedestrian crossing of Interstate 405 at NW Flanders St and bikeway improvements along NW Flanders St from Naito Parkway to NW 23rd Ave. Design will begin in 2017, with construction of the bridge planned for 2019.

Revenue Source(s)

State grant and TSDC

Total Requirements 376,900 771,756 3,047,837 1,523,919 0 0 0 4,571,756 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

70s Greenway Killingsworth-Cully Park New Project: NO Total Project Cost: 4,990,000 Area: Northeast

Confidence Level: Low Original Project Cost: 4,790,733 Objective: Efficiency

Project Description

This project constructs bikeway improvements on local streets in the 70s corridor to improve bicycle and pedestrian safety and connectivity. It will construct an offstreet path along NE 72nd Ave through the Rose City Golf Course. Design will begin in 2019, with consruction scheduled for 2021.

Revenue Source(s)

Federal Grant and TSDC

Total Requirements 200,000 605,486 4,240,000 0 0 0 0 4,240,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Hwy Safety Improvement Prgm (HSIP) New Project: NO Total Project Cost: 1,209,634 Area: Citywide Signals Confidence Level: Low Original Project Cost: 1,209,634 Objective: Maintenance-Safety

Project Description

Improve driver visibility and response at traffic signals by installing larger backboards and signal heads throughout the city, other improvements at signalized intersections throughout the city.

Revenue Source(s)

General Transportation Revenue and State grant

Total Requirements 38,161 1,996,098 354,730 0 0 0 0 354,730 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Capitol Hwy: Multnomah Village - West New Project: NO Total Project Cost: 10,060,087 Area: Southwest Portland, SW Confidence Level: Low Original Project Cost: 10,310,245 Objective: Maintenance-Safety

Project Description

The project is located on SW Capitol Hwy between Garden Home Rd and Taylors Ferry Rd. The project will construct a sidewalk and protected bike lane on the east side of the roadway, a multi-use path on the west side of the roadway, pedestrian crossings, stormwater improvements, water main improvements, and several minor side street improvements.

Revenue Source(s)

Fixing Our Street, TSDC, Bureau of Environmental Services, and State grant

Total Requirements 382,452 4,602,642 9,177,635 0 0 0 0 9,177,635 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

148th Ave: Halsey - Glisan, NE New Project: NO Total Project Cost: 1,710,345 Area: Northeast

Confidence Level: Low Original Project Cost: 1,710,497 Objective: Maintenance-Safety

Project Description

This project will construct sidewalks on NE 148th Ave from Halsey to Glisan St. Design will begin in 2017 with construction in 2018. The project is funded by Fixing Our Streets revenue.

Revenue Source(s)

Fixing Our Street

Total Requirements 101,737 1,348,138 328,608 0 0 0 0 328,608 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

David Douglas School District - SR2S, SE New Project: YES Total Project Cost: 1,080,276 Area: Southeast

Confidence Level: Low Original Project Cost: 1,080,276 Objective: Maintenance-Safety

Project Description

The project will include several small Safe Routes to School (SR2S) projects. Specific locations and improvements are to be determined through SR2S planning efforts. The project is slated for construction in 2018.

Revenue Source(s)

Fixing Our Street

Total Requirements 1,259 0 322,521 632,755 0 0 0 955,276 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

7th/9th Ave Greenway: Lloyd-Fremont, NE New Project: NO Total Project Cost: 2,000,000 Area: Northeast

Confidence Level: Low Original Project Cost: 551,724 Objective: Maintenance-Safety

Project Description

This project will evaluate two possible corridors for the extension of the the 7th Ave bikeway north of Broadway St. The project development phase will begin in 2018, with construction scheduled in 2019 or 2020.

Revenue Source(s)

Fixing Our Street and TSDC

Total Requirements 133,645 401,852 381,488 1,297,457 0 0 0 1,678,945 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

82nd Ave Crossing Improve, SE/NE New Project: NO Total Project Cost: 704,000 Area: Northeast/Southeast

Confidence Level: Low Original Project Cost: 704,000 Objective: Maintenance-Safety

Project Description

This project is a partnership with the Oregon Department of Transportation to improve pedestrian crossings in the corridor. Project development began in 2017, with construction in 2018.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 596,703 569,527 0 0 0 0 569,527 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

102nd Ave Crossing Improvements, NE New Project: NO Total Project Cost: 681,034 Area: Northeast

Confidence Level: Low Original Project Cost: 331,034 Objective: Maintenance-Safety

Project Description

This project will improve pedestrian crossing on NE 102nd Ave from Weidler to Sandy. Project development will begin in 2017, with construction scheduled in 2019.

Revenue Source(s)

Fixing Our Street, TSDC, Marijuana Tax

Total Requirements 0 251,034 208,135 0 0 0 0 208,135 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Wilson High School - SRTS, SW New Project: YES Total Project Cost: 644,276 Area: Southeast

Confidence Level: Low Original Project Cost: 1,289,276 Objective: Maintenance-Safety

Project Description

This project includes eight individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street

Total Requirements 9,773 0 154,354 470,149 0 0 0 624,503 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Division St: 82nd-174th, SE New Project: NO Total Project Cost: 4,685,000 Area: Southeast

Confidence Level: Low Original Project Cost: 185,379 Objective: Maintenance-Safety

Project Description

This project was identified in the East Portland in Motion five-year implementation strategy final report. It includes upgrading existing bike lanes to buffered bike lanes on SE Division from I-205 to SE 130th. This project is currently in the planning phase, with construction anticipated to be in 2019/2020.

Revenue Source(s)

Fixing Our Street, General Transportation Revenue, General Fund and TSDC

Total Requirements 499,207 5,815,000 3,373,565 0 0 0 0 3,373,565 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

I-205 Undercrossing @ Halsey, NE New Project: NO Total Project Cost: 3,631,000 Area: Northeast

Confidence Level: Low Original Project Cost: 1,683,000 Objective: Maintenance-Safety

Project Description

This project will construct a bicycle and pedestrian crossing under I-205 adjacent to NE Halsey street providing access from the Tillamook bikeway to the Gateway district. Project development will begin in 2018.

Revenue Source(s)

Federal grant, TSDC and General Transportation Revenue

Total Requirements 26,124 673,332 489,214 2,520,891 0 0 0 3,010,105 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Montavilla-Springwater Connector, SE/NE New Project: NO Total Project Cost: 1,223,190 Area: Northeast/Southeast

Confidence Level: Low Original Project Cost: 551,724 Objective: Maintenance-Safety

Project Description

This project will provide bikeway improvements connecting the 70s bikeway to the Springwater Trail. Project development will begin in 2018.

Revenue Source(s)

Fixing Our Street and TSDC

Total Requirements 48,606 156,114 918,470 0 0 0 0 918,470 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Powell St Lighting: I-205-174th, SE New Project: NO Total Project Cost: 345,379 Area: Southeast

Confidence Level: Low Original Project Cost: 345,379 Objective: Maintenance-Safety

Project Description

The funds associated with this project will provide street lights and possibly poles at up to 25 locations. An LED street lighting retrofit will also be completed. Ongoing discussions with ODOT will determine other improvements to the lighting systems along this corridor.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 345,379 345,379 0 0 0 0 345,379 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Safer Access to Bus Shelters, SE/NE New Project: NO Total Project Cost: 220,690 Area: Northeast/Southeast

Confidence Level: Low Original Project Cost: 220,690 Objective: Maintenance-Safety

Project Description

The funds associated with this project will provide street lights and possibly poles at up to 25 locations. An LED street lighting retrofit will also be completed. Ongoing discussions with ODOT will determine other improvements to the lighting systems along this corridor.

Revenue Source(s)

Fixing Our Street

Total Requirements 12,743 220,690 110,345 0 0 0 0 110,345 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Southwest in Motion Bike Lanes, SW New Project: NO Total Project Cost: 185,379 Area: Southwest

Confidence Level: Low Original Project Cost: 185,379 Objective: Maintenance-Safety

Project Description

Design work on this project is anticipated to begin in late 2018, with construction during 2019. The project will design and construct priority bike projects identified in the SWIM Plan.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 185,379 185,379 0 0 0 0 185,379 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Southwest in Motion Xing Priorities, SW New Project: NO Total Project Cost: 551,724 Area: Southwest

Confidence Level: Low Original Project Cost: 551,724 Objective: Maintenance-Safety

Project Description

Design work on this project is anticipated to begin in late 2017, with construction during 2018. The project will design and construct priority pedestrian network projects identified in the SWIM Plan.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 551,724 551,724 0 0 0 0 551,724 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Sullivan's Crossing over I-84, NE New Project: NO Total Project Cost: 13,250,889 Area: Northeast

Confidence Level: Low Original Project Cost: 13,000,000 Objective: Maintenance-Safety

Project Description

The project is a new pedestrian/bicycle bridge over Sullivan’s Gulch between the Lloyd and the Central Eastside Industrial Districts in NE Portland. The scope includes an alternatives analysis for the adjacent segment of the Sullivan's Gulch Trail between Eastbank Esplanade and NE 12th Avenue. Design is anticipated in 2017 and 2018, with construction in 2019.

Revenue Source(s)

TSDC and Prosper Portland

Total Requirements 806,400 1,630,946 8,188,095 2,256,394 0 0 0 10,444,489 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

US 30 Xing Enhance (Linnton), NW New Project: NO Total Project Cost: 185,381 Area: Northwest

Confidence Level: Low Original Project Cost: 185,381 Objective: Maintenance-Safety

Project Description

This project will provide a new pedestrian crossing of US-30 in the Linnton neighborhood in partnership with ODOT. Design and construction will occur in 2019.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 185,381 185,381 0 0 0 0 185,381 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

4M Greenway: 130th-174th, SE New Project: NO Total Project Cost: 1,701,724 Area: Southeast

Confidence Level: Low Original Project Cost: 551,724 Objective: Maintenance-Safety

Project Description

This project will build a neighborhood greenway (bike/walk route on low traffic, low speed streets) between 130th Ave and Gresham city limits, using SE Mill St, Millmain Dr, and Main St. It includes fire-friendly speed bumps, sharrows, wayfinding, bike lanes on higher volume segments, and limited sidewalk infill. Project development is underway and construction is anticipated in 2020.

Revenue Source(s)

Fixing Our Street and TSDC

Total Requirements 109,972 1,048,966 201,986 1,237,724 0 0 0 1,439,710 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

20th Ave Bike: Jefferson-Raleigh, NW New Project: NO Total Project Cost: 499,725 Area: Southwest

Confidence Level: Low Original Project Cost: 199,724 Objective: Maintenance-Safety

Project Description

This project is for neighborhood greenway improvements on NW 20th Ave., including traffic calming speed bumps, signage, and crossing improvements.

Revenue Source(s)

Fixing Our Street and TSDC

Total Requirements 13,601 333,913 442,289 0 0 0 0 442,289 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

122nd Ave Safety Improve, Ph II, SE/NE New Project: NO Total Project Cost: 2,206,897 Area: Northeast/Southeast

Confidence Level: Low Original Project Cost: 2,206,897 Objective: Maintenance-Safety

Project Description

This project is a partnership with the Oregon Department of Transportation to improve pedestrian crossings in the corridor. Project development began in 2017, with construction in 2018.

Revenue Source(s)

Fixing Our Street

Total Requirements 121,190 398,435 1,699,190 0 0 0 0 1,699,190 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

HOP Greenway: Gateway TC-132nd, NE New Project: NO Total Project Cost: 1,483,724 Area: Northeast

Confidence Level: Low Original Project Cost: 551,724 Objective: Maintenance-Safety

Project Description

This project constructs a neighborhood greenway (bike/walk route on low traffic, low speed streets) between Gateway Transit Center and 132nd Ave, using NE Holladay, Oregon and Pacific Streets. It includes speed bumps, sharrows, wayfinding, crossing improvements at 102nd and 122nd Avenues, and the paving of approximately 500 feet of unimproved streets using alternatives standards. Project development is underway and construction is anticipated in 2019.

Revenue Source(s)

Fixing Our Street and TSDC

Total Requirements 127,444 878,500 624,440 0 0 0 0 624,440 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Multnomah Blvd @ Garden Home, SW New Project: NO Total Project Cost: 2,155,980 Area: Southwest

Confidence Level: Low Original Project Cost: 2,156,000 Objective: Maintenance-Safety

Project Description

This project will realign the intersection of SW Multnomah Boulevard and SW Garden Home Road to improve safety for all modes. The project is in a part of the City of Portland located in Washington County and is a partnership between both entities. Washington County is providing $1,000,000 from its MSTIP 3e program; the balance will be funded by City of Portland TSDCs and remaining Traffic Impact Fees that City of Portland collected in Washington County.

Revenue Source(s)

TSDC and Washington County Impact Fee

Total Requirements 6,837 295,343 890,606 1,115,537 0 0 0 2,006,143 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Halsey St: 114th-162nd, NE New Project: NO Total Project Cost: 4,459,000 Area: Northeast

Confidence Level: Low Original Project Cost: 2,291,000 Objective: Maintenance-Safety

Project Description

his project will provide multi-modal safety improvements to NE Halsey St east of 114th Ave. Main elements include four median refuge islands with rapid flash beacons, and sidewalk infill, as budget allows. Construction is anticipated in 2019. A second phase, contingent on pending traffic analysis, proposes widening of existing bicycle facilities through reorganization of the roadway.

Revenue Source(s)

TSDC and General Fund

Total Requirements 5,434 2,242,474 3,453,566 0 0 0 0 3,453,566 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

ADA Accessible Sidewalks New Project: NO Total Project Cost: 47,038,035 Area: Citywide

Confidence Level: Low Original Project Cost: 15,000,000 Objective: Replacement

Project Description

The Americans with Disabilities Act (ADA) requires that curbed corners with sidewalk be replaced with curb ramps so that people with mobility issues cross the street and have the ability to reach the refuge of the sidewalk and get out of the vehicular travelled way. This $5.0 million General Fund allocation will be used to design and construct curb ramp improvements throughout the City as identified by the Civil Rights Education and Enforcement Center (CREEC). Project development and design efforts are anticipated to commence in Fall of 2018 and continue for at least the next three years.

Revenue Source(s)

General Transportation Revenue, General Fund and Build Portland

Total Requirements 0 8,801,270 12,459,607 9,019,607 9,019,607 9,019,607 9,019,607 48,538,035 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Greeley Multiuse Path: Going-Interstate, N New Project: NO Total Project Cost: 1,900,000 Area: North

Confidence Level: Low Original Project Cost: 1,900,000 Objective: Efficiency

Project Description

This project will provide a two-way, barrier-separted, multi-use path along the east side of N Greeley Ave from Going St. to Interstate. Project development is underway and construction is anticipated in 2019.

Revenue Source(s)

Fixing Our Street, General Transportation Revenue and General Fund

Total Requirements 61,047 949,255 1,369,940 0 0 0 0 1,369,940 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Franklin HS - traffic calming near Lents ES New Project: YES Total Project Cost: 899,310 Area: Southeast

Confidence Level: Low Original Project Cost: 899,310 Objective: Maintenance-Safety

Project Description

This project includes nine individual safe routes to school projects in this high school cluster. The project may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Streets

Total Requirements 30,096 0 145,007 584,207 0 0 0 729,214 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Roosevelt/Jefferson HS-SRTS, N New Project: YES Total Project Cost: 785,655 Area: North

Confidence Level: Low Original Project Cost: 785,655 Objective: Maintenance-Safety

Project Description

This project includes five individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing our Street

Total Requirements 1,857 0 126,711 618,587 0 0 0 745,298 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Grant/Jefferson HS, SRTS, N New Project: YES Total Project Cost: 755,862 Area: North

Confidence Level: Low Original Project Cost: 755,862 Objective: Maintenance-Safety

Project Description

This project includes six individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street

Total Requirements 10,040 0 167,040 529,782 0 0 0 696,822 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Cleveland HS-SRTS, SE New Project: YES Total Project Cost: 730,483 Area: Southeast

Confidence Level: Low Original Project Cost: 730,483 Objective: Maintenance-Safety

Project Description

This project includes thirteen individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street.

Total Requirements 1,928 0 201,141 489,414 0 0 0 690,555 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Madison/Jefferson HS-SRTS, NE New Project: YES Total Project Cost: 695,172 Area: Northeast

Confidence Level: Low Original Project Cost: 695,172 Objective: Maintenance-Safety

Project Description

This project includes five individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street

Total Requirements 0 0 83,144 482,028 0 0 0 565,172 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Lincoln HS-SRTS, SW New Project: YES Total Project Cost: 681,931 Area: Southwest

Confidence Level: Low Original Project Cost: 681,931 Objective: Maintenance-Safety

Project Description

This project includes nineteen individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street.

Total Requirements 5,974 0 106,823 535,134 0 0 0 641,957 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Reynolds HS-SRTS, SW New Project: YES Total Project Cost: 559.448 Area: Southwest

Confidence Level: Low Original Project Cost: 559.448 Objective: Maintenance-Safety

Project Description

This project includes six individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street

Total Requirements 274 0 120,511 431,163 0 0 0 551,674 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Centennial HS-SRTS, SE New Project: YES Total Project Cost: 529,656 Area: Southeast

Confidence Level: Low Original Project Cost: 529,656 Objective: Maintenance-Safety

Project Description

This project includes four individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street.

Total Requirements 5,646 0 196,133 320,877 0 0 0 517,010 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Parkrose HS-SRTS, NE New Project: YES Total Project Cost: 619,034 Area: Northeast

Confidence Level: Low Original Project Cost: 619,034 Objective: Maintenance-Safety

Project Description

This project includes ten individual safe routes to school projects in this high school cluster. The projects may include pedestrian hybrid beacons & rapid flashing beacons, sidewalk infill, pedestrian crossing signs & markings, median islands and ADA compliant curb ramps, speed bumps and speed cushions.

Revenue Source(s)

Fixing Our Street

Total Requirements 4,851 0 72,886 520,797 0 0 0 593,683 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Jade-Montevilla Connected Centers NE New Project: NO Total Project Cost: 7,194,000 Area: Northeast

Confidence Level: Low Original Project Cost: 7,194,000 Objective: Efficiency

Project Description

This project will construct multi-modal improvements on key pedestrian and bicycle routes within and connecting to the Jade District and Montavilla Neighborhood Centers in SE Portland. Project elements include sidewalks and lighting on SE Clinton between 82nd Ave and 87th Ave; sidewalk infill and traffic calming on portions of SE 85th Ave between Powell Blvd and Division St; paving and adding walkway to unimproved portions of the SE Woodward/Brooklyn Neighborhood Greenway between 75th and 85th Aves; protected bike lane on SE Washington St from 72nd to 92nd Ave/ I-205 multi-use path; reconfiguring left turn movements from 82nd Ave to the Stark/Washington couplet; and enhanced crossings of the Stark/Washington couplet at 84th and 86th Aves.

Revenue Source(s)

Federal Grant and TSDC

Total Requirements 0 748,699 1,351,525 1,351,525 4,490,950 0 0 7,194,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Bridge Column Safety New Project: NO Total Project Cost: 250,000 Area: Citywide

Confidence Level: Low Original Project Cost: 250,000 Objective: Maintenance-Safety

Project Description

This project will install or upgrade impact attenuators at the following locations: NE Columbia Blvd/Columbia Pkwy, N Columbia/Interstate, Marine Dr/Portland Rd, Marind Dr/112th, Division/Grand, SW Barbur/Capitol Hwy, SW Naito/Arthru/Ross Island Bridge. Other locations on Truck Crash Corridors or on the High Crash Network may be added if funding allows.

Revenue Source(s)

Fixing Our Street

Total Requirements 841 125,000 128,315 0 0 0 0 128,315 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

72nd Ave: Sandy - Killingsworth, NE New Project: NO Total Project Cost: 4,734,305 Area: Northeast

Confidence Level: Low Original Project Cost: 4,734,305 Objective: Efficiency

Project Description

Provide a high-quality pedestrian and bicycle parkway along NE 72nd Ave through the heart of Cully. This project will connect Cully residents to nearby commercial areas and schools, provide multimodal accessibility to parks and green space in Cully and Roseway, and will connect to the future 70s Bikeway to the south. The project would construct a neighborhood greenway with traffic calming and crossing improvements from Sandy to Prescott, physically separated pedestrian and bicycle pathways on the west side of 72nd from Prescott to Sumner, and a shared multi-use path on the west side of 72nd from Sumner to Killingsworth. The project will also include lighting, street trees, and place-making elements.

Revenue Source(s)

Federal Grant and TSDC

Total Requirements 0 919,755 916,659 3,667,646 0 0 0 4,584,305 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Central Eastside Access and Circulation New Project: NO Total Project Cost: 4,400,000 Area: Citywide

Confidence Level: Low Original Project Cost: 4,400,000 Objective: Efficiency

Project Description

The project will improve freight access and circulation and reduce conflicts in the Central Eastside by adding new traffic signals and modifying existing traffic signals consistent with the adopted SE Quadrant Plan.

Revenue Source(s)

Federal Grant and TSDC

Total Requirements 0 319,331 421,758 3,878,242 0 0 0 4,300,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Brentwood-Darlington - SRTS, SE New Project: NO Total Project Cost: 5,350,000 Area: Southeast

Confidence Level: Low Original Project Cost: 5,350,000 Objective: Efficiency

Project Description

This project will provide safe routes to several Title 1 schools and access to transit in a neighborhood with very poor sidewalk coverage. Sidewalk infill will be constructed on both sides of SE Duke St from 52nd to 82nd Aves and on both sides of SE Flavel St from 52nd to 82nd Aves. A low-stress neighborhood greenway with traffic calming, way-finding, and improved crossings (including at 82nd Ave) will be constructed on Knapp and Ogden Streets from 52nd to 87th, connecting the 50s and 80s Neighborhood Greenways.

Revenue Source(s)

Federal Grant and TSDC

Total Requirements 0 637,661 1,071,525 1,071,525 3,206,950 0 0 5,350,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Glisan St: 82nd-162nd, NE New Project: NO Total Project Cost: 1,500,000 Area: Northeast

Confidence Level: Low Original Project Cost: 1,500,000 Objective: Efficiency

Project Description

Also known as the Outer Glisan Safety Project, this project will stitch together four other capital projects with a cohesive corridor treatment on NE Glisan St to reduce serious and fatal crashes and better match multi-modal travel demand. Road reorganization and buffered bike lanes are proposed from 102nd Avenue to 162nd Avenue. Spot safety improvements are proposed at other locations along the corridor.

Revenue Source(s)

TSDC and Marijuana Tax

Total Requirements 38,757 586,219 200,000 1,100,000 0 0 0 1,300,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Capitol Hwy: Huber - Taylors Ferry, SW New Project: NO Total Project Cost: 2,050,587 Area: Southwest

Confidence Level: Low Original Project Cost: 2,050,587 Objective: Efficiency

Project Description

This cost center will be used for potential contribution of local funding - most likely Fixing Our Streets "ODOT Partnership" line item - to the ODOT ARTS project at Barbur & Capitol Highway. Local funding may be used for sidewalk construction, right-of-way acquisition, or other leverage opportunities as appropriate.

Revenue Source(s)

State Grant and Fixing Our Street

Total Requirements 0 2,050,587 55,144 24,856 0 0 0 80,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Gideon Pedestrian Overcrossing, SE New Project: NO Total Project Cost: 1,333,418 Area: Southeast

Confidence Level: Low Original Project Cost: 1,333,418 Objective: Efficiency

Project Description

As part of the Portland-Milwaukie Orange Line project, TriMet and the City of Portland are partnering to build a new bicycle/pedestrian bridge that spans the UPRR and TriMet's MAX Orange Line tracks, from SE 14th Avenue north of the tracks and SE 13th Place at SE Gideon Street, near the Clinton St/SE 12th Ave MAX Station. This project replaces the function of the City's original Brooklyn Pedestrian Bridge which had to be demolished with the Orange Line track construction. It was deferred during the Orange Line design process to address a funds shortfall. In Fall 2017 the FTA agreed to allow remaining Orange Line project funds to be used to build the bridge. Construction starts in February 2019 and the bridge will open in Spring 2020. This project is funded by GTR, SDC, and Tri-Met

Revenue Source(s)

General Transportation Revenue, TSDC, and Tri-Met

Total Requirements 55,996 626,256 451,166 200,000 0 0 0 651,166 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

CIP Spot Improvement Program New Project: NO Total Project Cost: 14,010,000 Area: Citywide

Confidence Level: Low Original Project Cost: 0 Objective: Maintenance-Safety

Project Description

This funding request will be used for the eleven citywide quick-response programs that were adopted by City Council in the Transportation System Plan’s Major Projects List in December 2016. These programs invest in small-scale transportation projects that, among other things, address safety concerns on high crash corridors and near schools, fill in gaps and upgrade infrastructure on the multimodal transportation network, and make operational improvements to improve traffic flow, reliability, and access on major transit and freight corridors.

Revenue Source(s)

General Transportation Revenue

Total Requirements 0 2,024,888 2,385,000 2,385,000 2,385,000 2,385,000 2,385,000 11,925,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Flanders Bkwy: 1st-24th Ave, NW New Project: YES Total Project Cost: 2,393,000 Area: Northwest

Confidence Level: Low Original Project Cost: 2,393,000 Objective: Replacement

Project Description

This project will improve conditions for bicycling and walking by upgrading crossings of busy streets and creating new connections to existing and forthcoming bicycle and pedestrian infrastructure. The project will help connect Waterfront Park and NW neighborhoods and provide direct access to a new bridge over I-405.

Revenue Source(s)

TSDC

Total Requirements 4,958 0 1,860,340 0 0 0 0 1,860,340 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

33rd & Marine Dr, NE New Project: YES Total Project Cost: 500,000 Area: Northeast

Confidence Level: Low Original Project Cost: 500,000 Objective: Maintenance-Safety

Project Description

The project will include a new traffic signal or roundabout at the intersection and modification to the road to include center turn lanes on Marine Drive with enough storage for current and future traffic. Consultant should look at least two options to accommodate traffic on 33rd Drive, 33rd frontage Rd as well as options for access to existing business on SW corner of the intersection.

Revenue Source(s)

Fixing Our Street

Total Requirements 10,346 0 93,584 0 0 0 0 93,584 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Stark: 108th-162nd, SE New Project: NO Total Project Cost: 20,145,000 Area: Southeast

Confidence Level: Low Original Project Cost: 20,145,000 Objective: Efficiency

Project Description

Roadway safety redesign, enhanced pedestrian crossings, enhanced bike lanes, signal upgrades, and paving. Planning begins in 2019; design in 2020 and construction in 2021.

Revenue Source(s)

General Transportation Revenue, TSDC, Marijuana Tax and Build Portland.

Total Requirements 0 250,000 786,375 5,228,572 13,645,000 0 0 19,659,947 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Foster/Woodstock Couplet: 96th-101st, SE New Project: NO Total Project Cost: 7,000,000 Area: Southeast

Confidence Level: Low Original Project Cost: 7,000,000 Objective: Efficiency

Project Description

This project will provide for paving, new traffic signals, roadway safety redesign, enhanced pedestrian crossings, and enhanced bike lanes. Design begins in 2018; construction is planned for 2020.

Revenue Source(s)

General Transportation Revenue, TSDC and Build Portland.

Total Requirements 4,791 250,000 5,498,558 0 0 0 0 5,498,558 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Lombard St: St Louis-Richmond, N New Project: NO Total Project Cost: 4,000,000 Area: North

Confidence Level: Low Original Project Cost: 4,000,000 Objective: Efficiency

Project Description

Pavement reconstruction, enhanced pedestrian crossings, bus stop improvements, streetscape enhancements and a signal upgrade. Design begins in 2019; construction is planned for 2021.

Revenue Source(s)

General Transportation Revenue, TSDC, Build Portland

Total Requirements 0 0 489,489 3,010,511 200,000 0 0 3,700,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

60th/Halsey Area Improvements, NE New Project: NO Total Project Cost: 9,500,000 Area: Northeast

Confidence Level: Low Original Project Cost: 9,500,000 Objective: Efficiency

Project Description

This project will provide for paving, signal upgrades, and re-striping along Halsey, sidewalk widening and crossings on 60th Ave. Sixties Bikeway segment from Davis to Sacramento. Design begins in 2019; construction is planned for 2020 or 2021.

Revenue Source(s)

General Transportation Revenue, General Fund, and TSDC

Total Requirements 0 0 652,971 8,247,029 0 0 0 8,900,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Cully North-South Connections New Project: NO Total Project Cost: 1,755,479 Area: Northeast

Confidence Level: Low Original Project Cost: 1,755,479 Objective: Efficiency

Project Description

50s and 60s neighborhood greenways, and sidewalk along NE 60th Ave. Design begins in 2018; construction is planned for 2019.

Revenue Source(s)

HB 2017 and TSDC

Total Requirements 3,421 0 430,479 1,125,000 0 0 0 1,555,479 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Cornfoot: 47th - Alderwood, NE New Project: NO Total Project Cost: 4,025,847 Area: Northeast

Confidence Level: Low Original Project Cost: 4,025,847 Objective: Efficiency

Project Description

This project will provide for a multi-use path on north side of roadway, paving, and intersection improvements. Design begins in 2019; construction is planned for 2021.

Revenue Source(s)

General Transportation Revenue and TSDC

Total Requirements 0 0 3,275,847 0 0 0 0 3,275,847 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Naito/Whitaker Crossing, SW New Project: NO Total Project Cost: 500,000 Area: Southwest

Confidence Level: Low Original Project Cost: 500,000 Objective: Efficiency

Project Description

Enhanced pedestrian crossing including pedestrian hybrid signal and curb and sidewalk reconstruction at SW Naito & Whitaker. Design began in 2012 and restarted in 2018; construction is planned for late 2018.

Revenue Source(s)

General Transportation Revenue.

Total Requirements 0 0 138,732 0 0 0 0 138,732 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Cap Hwy: Huber - Stephenson, SW New Project: NO Total Project Cost: 2,000,000 Area: Southwest

Confidence Level: Low Original Project Cost: 2,000,000 Objective: Efficiency

Project Description

Roadway safety redesign, enhanced pedestrian crossings, enhanced bike lanes, and signal upgrades. Design begins in 2019; construction is planned for 2020.

Revenue Source(s)

General Transportation Revenue and TSDC

Total Requirements 0 0 204,407 1,795,593 0 0 0 2,000,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

162nd Access to Transit New Project: NO Total Project Cost: 1,718,000 Area: Southeast

Confidence Level: Low Original Project Cost: 1,718,000 Objective: Maintenance-Safety

Project Description

Roadway safety redesign, enhanced pedestrian crossings, enhanced bike lanes, bus stop improvements. Design begins in 2018; construction is planned for 2020.

Revenue Source(s)

General Transportation Revenue and Tri-Met.

Total Requirements 6,575 0 1,594,118 0 0 0 0 1,594,118 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

23rd Ave: Lovejoy-Vaugh, NW New Project: NO Total Project Cost: 1,000,000 Area: Northwest

Confidence Level: Moderate Original Project Cost: 1,000,000 Objective: Efficiency

Project Description

Pavement reconstruction, enhanced pedestrian crossings, bus stop improvements, and a signal upgrade. Design begins in 2019; The intention is to advance the design to 10% then solidify funding sources .

Revenue Source(s)

General Transportation Revenue and TSDC.

Total Requirements 5,221 0 969,779 0 0 0 0 969,779 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Rosa Pkwy: Willamette Blvd-MLK Blvd,N/ New Project: YES Total Project Cost: 521,000 Area: North NE Confidence Level: Low Original Project Cost: 521,000 Objective: Efficiency

Project Description

This project will improve safety for freight operations and people bicycling and walking in the Lower Albina District.

Revenue Source(s)

General Transportation Revenue

Total Requirements 17,544 0 260,528 0 0 0 0 260,528 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Columbia Blvd: Bank St to Macrum Ave, N New Project: YES Total Project Cost: 2,150,000 Area: North

Confidence Level: Low Original Project Cost: 2,150,000 Objective: Maintenance-Safety

Project Description

The project consists of installing a signalized pedestrian crossing at the intersection of Bank Street and Columbia Boulevard, improving access management near the intersection, and studying the desirability or removing or retaining the existing pedestrian bridge at the intersection.

Revenue Source(s)

State Grant and TSDC

Total Requirements 3,165 0 1,550,000 0 0 0 0 1,550,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Halsey: 65th - 92nd, NE New Project: YES Total Project Cost: 5,160,000 Area: Northeast

Confidence Level: Low Original Project Cost: 5,160,000 Objective: Replacement

Project Description

This project will provide buffered bike lanes, a separated multi-use path, and crossing improvements along NE Halsey between 65th and 92nd. Design begins in 2019; construction is planned for 2021 or 2022. The project is funded by a federal grant awarded through the Metro 2019-21

Revenue Source(s)

Federal Grant, TSDC and General Transportation Revenue.

Total Requirements 0 0 820,907 2,474,387 1,536,343 0 0 4,831,637 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Holgate Blvd: 92nd-136th, SE New Project: YES Total Project Cost: 3,365,000 Area: Southeast

Confidence Level: Low Original Project Cost: 3,365,000 Objective: Efficiency

Project Description

Complete remaining sidewalk and bike lane gaps on both sides of SE Holgate Boulevard between 92nd and 136th Aves.

Revenue Source(s)

TSDC and Marijuana Tax

Total Requirements 0 0 175,851 3,189,149 0 0 0 3,365,000 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

All Roads Transportation Safety Project New Project: YES Total Project Cost: 7,286,750 Area: Citywide (ARTS) Confidence Level: Low Original Project Cost: 7,286,750 Objective: Maintenance-Safety

Project Description

Project will install coordinated/adaptive signal timing, illumination, full signal rebuild, traffic separator, mast arm poles or other traffic signal or traffic safety related improvement to improve the safety of the corridor/intersection/site location

Revenue Source(s)

State grants and General Transportation Revenue

Total Requirements 0 0 724,560 2,477,178 4,085,013 0 0 7,286,751 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Outer Powell Project New Project: YES Total Project Cost: 295,153 Area: Southeast

Confidence Level: Low Original Project Cost: 295,153 Objective: Efficiency

Project Description

This project will construct sidewalks, bike lanes, a continuous center turn lane/median, signal replacements, enhanced crossings and stormwater improvements on SE Powell Blvd. from SE 99th to the city limits (excluding SE 122nd to 136th Ave.). Design will begin in 2019 with construction anticipated for 2021 through 2024.

Revenue Source(s)

State Grant

Total Requirements 0 0 95,153 200,000 0 0 0 295,153 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

Ross Island Bridgehead New Project: YES Total Project Cost: 1,005,655 Area: Southwest

Confidence Level: Low Original Project Cost: 1,005,655 Objective: Efficiency

Project Description

This is a new project for FY 19-20 led by PBOT to rebuild Naito Parkway between Kelly and Barbur as a civic main street and re-organize access to/from the Ross Island Bridge. It will fulfill decades-long planning efforts to reconnect the South Portland neighborhood that was divided by multiple regional transportation projects. Initial concept design is being developed by TriMet for inclusion in the regional funding measure for 2020.

Revenue Source(s)

TSDC

Total Requirements 0 0 505,655 500,000 0 0 0 1,005,655 Operating and Maintenance Costs 0 0 0 0 0 0 0 0

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2018-19 Prior Year Revised 2020 2021 2022 2023 2024 Project Name CIP Budget Request Estimate Estimate Estimate Estimate 5-Year Total

Office of Transportation

Safety

Page 84 of 84 Page 261 Bureau Name Project Code - Name New Project Project Total

Portland Bureau of Transportation T00024 - Columbia Blvd/MLK Blvd NO 3,785,056 Portland Bureau of Transportation T00031 - LID Street Design NO 375,000 Portland Bureau of Transportation T00033 - Pre-LID Street Design NO 180,000 Portland Bureau of Transportation T00055 - Paving Preservation Program NO 28,600,000 Portland Bureau of Transportation T00058 - Signal Reconstruction NO 5,140,047 Portland Bureau of Transportation T00066 - MTIP/OTIA Program Match Funds NO 4,645,201 Portland Bureau of Transportation T00133 - Bike Parking Fund NO 420,000 Portland Bureau of Transportation T00167 - PDC Small Projects NO 400,000 Portland Bureau of Transportation T00208 - Deficient Bridges/Overpasses NO 2,923,620 Portland Bureau of Transportation T00211 - Street Light Replacement NO 4,200,000 Portland Bureau of Transportation T00274 - Red Electric Trail NO 4,164,336 Portland Bureau of Transportation T00333 - Barbur Blvd.: 19th-26th, SW NO 2,014,795 Portland Bureau of Transportation T00359 - Street Light Efficiency Program NO 19,300,000 Portland Bureau of Transportation T00383 - East Portland Access to Transit NO 6,081,583 Portland Bureau of Transportation T00385 - Neighborhood Transp Safety & Livable St NO 5,400,000 Portland Bureau of Transportation T00386 - Burgard Rd at Time Oil Rd, N NO 2,834,899 Portland Bureau of Transportation T00387 - Parking Machines - Multi Space NO 750,000 Portland Bureau of Transportation T00414 - Central City Multi-Modal Safety Project NO 9,054,509 Portland Bureau of Transportation T00437 - Marine Dr: 112th - 185th, NE NO 1,603,665 Portland Bureau of Transportation T00451 - Columbia Blvd: Cully & Alderwood, NE NO 5,661,986 Portland Bureau of Transportation T00452 - N. Going to the Island Freight Improv NO 557,250 Portland Bureau of Transportation T00455 - East Ptld Access to Employment NO 7,000,880 Portland Bureau of Transportation T00457 - Downtown I-405 Ped Safety Improvements NO 3,183,401 Portland Bureau of Transportation T00458 - South Rivergate Freight Project, N NO 25,723,093 Portland Bureau of Transportation T00459 - Columbia Blvd ITS N/NE NO 1,210,000 Portland Bureau of Transportation T00460 - Connected Cully, NE NO 3,907,499 Portland Bureau of Transportation T00461 - Bond: Gibbs-River Pkwy, SW NO 10,930,190 Portland Bureau of Transportation T00463 - HSIP & Ops Safety NO 1,872,545

Page 262 Portland Bureau of Transportation T00465 - Powell-Division High Capacity Transit,SE NO 18,945,249 Portland Bureau of Transportation T00487 - 10th & Yamhill Garage, SW NO 24,929,500 Portland Bureau of Transportation T00497 - Flanders Crossing: 15th - 16th, NW NO 5,771,756 Portland Bureau of Transportation T00502 - 20th Ave: Raleigh-Upshur LID, NW NO 9,568,079 Portland Bureau of Transportation T00505 - SW Corridor Transit Project NO 3,956,789 Portland Bureau of Transportation T00508 - Taylor?s Ferry Rd Rockslide Abatement, S NO 600,000 Portland Bureau of Transportation T00526 - Errol Heights, SE YES 5,400,000 Portland Bureau of Transportation T00537 - 70s Greenway Killingsworth-Cully Park NO 4,990,000 Portland Bureau of Transportation T00539 - 47th Ave: Columbia-Cornfoot, NE NO 7,706,958 Portland Bureau of Transportation T00540 - Gravel Street Program NO 2,929,446 Portland Bureau of Transportation T00545 - Signals HSIP Projects NO 1,209,634 Portland Bureau of Transportation T00583 - Denver Ave: Lombard St - Watts St, N NO 938,000 Portland Bureau of Transportation T00584 - Williams:Stanton to Cook, N NO 620,000 Portland Bureau of Transportation T00585 - 4th Ave: Lincoln - Burnside, SW NO 3,423,000 Portland Bureau of Transportation T00586 - Capitol Hwy: Mult - Texas, SW NO 1,935,820 Portland Bureau of Transportation T00589 - 136th: Foster - Division, SE NO 6,820,010 Portland Bureau of Transportation T00591 - Naito: Harrison - Jefferson, SW NO 7,745,444 Portland Bureau of Transportation T00593 - Alberta St: 15th-30th, NE NO 1,720,000 Portland Bureau of Transportation T00594 - 42nd: Brazee - Wistaria & Wistaria: 42nd NO 740,000 Portland Bureau of Transportation T00595 - Cap Hwy: Mult Village to W Ptld, SW NO 10,060,087 Portland Bureau of Transportation T00596 - 148th Ave: Halsey - Glisan, NE NO 1,710,345 Portland Bureau of Transportation T00600 - 130th Ave: Divi-Stark, SE (David Douglas YES 1,080,276 Portland Bureau of Transportation T00608 - Sunderland Rd Bridge Repl, NE-BR #094 NO 890,000 Portland Bureau of Transportation T00623 - 7th/9th Ave Greenway: Lloyd-Fremont, NE NO 2,000,000 Portland Bureau of Transportation T00624 - 82nd Ave Crossing Improve, SE/NE NO 704,000 Portland Bureau of Transportation T00625 - 102nd Ave Crossing Improvements, NE NO 681,034 Portland Bureau of Transportation T00628 - Wilson Area Schools - SR2S, SW YES 644,276 Portland Bureau of Transportation T00629 - Division St: 82nd-174th, SE NO 4,685,000 Portland Bureau of Transportation T00631 - I-205 Undercrossing @ Halsey, NE NO 3,631,000 Portland Bureau of Transportation T00632 - Montavilla-Springwater Connector, SE/NE NO 1,223,190

Page 263 Portland Bureau of Transportation T00633 - Powell St Lighting: I-205-174th, SE NO 345,379 Portland Bureau of Transportation T00635 - Safer Access to Bus Shelters, SE/NE NO 220,690 Portland Bureau of Transportation T00636 - Southwest in Motion Bike Lanes, SW NO 185,379 Portland Bureau of Transportation T00637 - Southwest in Motion Xing Priorities, SW NO 551,724 Portland Bureau of Transportation T00638 - Sullivan's Crossing over I-84, NE NO 13,250,889 Portland Bureau of Transportation T00641 - Streetcar Security Cameras YES 1,833,329 Portland Bureau of Transportation T00642 - Streetcar Vehicle Acquisition YES 15,283,453 Portland Bureau of Transportation T00643 - US 30 Xing Enhance (Linnton), NW NO 185,381 Portland Bureau of Transportation T00644 - 4M Greenway: 130th-174th, SE NO 1,701,724 Portland Bureau of Transportation T00645 - 20th Ave Bike: Jefferson-Raleigh, SW/NW NO 499,725 Portland Bureau of Transportation T00646 - 122nd Ave Safety Improve, Ph II, SE/NE NO 2,206,897 Portland Bureau of Transportation T00647 - HOP Greenway: Gateway TC-132nd, NE NO 1,483,724 Portland Bureau of Transportation T00650 - Bond Ave: Gibbs-Porter Ph II, SW NO 4,350,000 Portland Bureau of Transportation T00653 - Lombard Streetscape: Drummond-Albina, N NO 1,000,000 Portland Bureau of Transportation T00654 - Multnomah Blvd @ Garden Home, SW NO 2,155,980 Portland Bureau of Transportation T00656 - 47th Ave LID: Luradel-286? North, SW NO 566,514 Portland Bureau of Transportation T00663 - Halsey St: 114th-162nd, NE NO 4,459,000 Portland Bureau of Transportation T00672 - Regional Signal System ? CONOPS & Implem NO 1,100,053 Portland Bureau of Transportation T00678 - Upper Hall St Landslide Abate, SW NO 449,162 Portland Bureau of Transportation T00679 - 45th Drive Landslide Abate, SW NO 573,571 Portland Bureau of Transportation T00680 - College St Landslide Abate, SW NO 449,162 Portland Bureau of Transportation T00683 - 27th Ave: Holland-Columbia LID, NE NO 650,172 Portland Bureau of Transportation T00686 - Burlington & Edison LID, N NO 2,482,649 Portland Bureau of Transportation T00687 - ADA Accessible Sidewalks - GF NO 47,038,035 Portland Bureau of Transportation T00688 - Signal & St Lighting Recon - GF YES 6,000,000 Portland Bureau of Transportation T00692 - Guard Rail Replacement NO 688,000 Portland Bureau of Transportation T00695 - Thurman St. at 3400 Block-Construction NO 2,035,297 Portland Bureau of Transportation T00696 - Greeley: Going-Interstate Multiuse P, N NO 1,900,000 Portland Bureau of Transportation T00697 - I-5 Rose Quarter Improvements Project NO 1,279,505 Portland Bureau of Transportation T00698 - Suttle Rd LID, N NO 9,525,460

Page 264 Portland Bureau of Transportation T00701 - Franklin HS-SRTS, SE YES 899,310 Portland Bureau of Transportation T00702 - Roosevelt/Jefferson HS-SRTS, N YES 785,655 Portland Bureau of Transportation T00703 - Grant/Jefferson HS, SRTS, N YES 755,862 Portland Bureau of Transportation T00704 - Cleveland HS-SRTS, SE YES 730,483 Portland Bureau of Transportation T00705 - Madison/Jefferson HS-SRTS, NE YES 695,172 Portland Bureau of Transportation T00706 - Lincoln HS-SRTS, SW YES 681,931 Portland Bureau of Transportation T00707 - Reynolds HS-SRTS, SW YES 559.448 Portland Bureau of Transportation T00708 - Centennial HS-SRTS, SE YES 529,656 Portland Bureau of Transportation T00709 - Parkrose HS-SRTS, NE YES 619,034 Portland Bureau of Transportation T00710 - Jade-Montevilla Connected Centers NE NO 7,194,000 Portland Bureau of Transportation T00713 - 42nd Ave: Kilingsworth - Columbia, NE NO 16,924,084 Portland Bureau of Transportation T00716 - Bridge Column Safety NO 250,000 Portland Bureau of Transportation T00717 - 72nd Ave: Sandy - Killingsworth, NE NO 4,734,305 Portland Bureau of Transportation T00718 - Central Eastside Access and Circulation NO 4,400,000 Portland Bureau of Transportation T00719 - Brentwood-Darlington - SRTS, SE NO 5,350,000 Portland Bureau of Transportation T00720 - Glisan St: 82nd-162nd, NE NO 1,500,000 Portland Bureau of Transportation T00721 - Capitol Hwy: Huber - Taylors Ferry, SW NO 2,050,587 Portland Bureau of Transportation T00722 - Thurman Bridge Painting, NW NO 4,030,950 Portland Bureau of Transportation T00723 - Cully Neighborhood St Improvements, NE NO 2,925,000 Portland Bureau of Transportation T00724 - Division/Midway Street Improvements, SE NO 3,500,000 Portland Bureau of Transportation T00725 - Lowell St: Macadam-Moody, S NO 5,945,887 Portland Bureau of Transportation T00726 - Macadam/Bancroft LID, S NO 2,205,301 Portland Bureau of Transportation T00728 - 80th Ave: Mill-Market LID, SE YES 3,284,796 Portland Bureau of Transportation T00730 - Public Work Permits NO 16,265,215 Portland Bureau of Transportation T00731 - Gideon Pedestrian Overcrossing, SE NO 1,333,418 Portland Bureau of Transportation T00735 - CIP Spot Improvements NO 14,010,000 Portland Bureau of Transportation T00736 - 55th-57th Ave & Killingsworth St LID, NE YES 1,320,099 Portland Bureau of Transportation T00742 - Flanders Bkwy: 1st-24th Ave, NW YES 2,393,000 Portland Bureau of Transportation T00746 - 33rd & Marine Dr, NE YES 500,000 Portland Bureau of Transportation T00749 - 52nd/Woodstock & 52nd/Steele, SE YES 960,000

Page 265 Portland Bureau of Transportation T00770 - Stark: 108th-162nd, SE NO 20,145,000 Portland Bureau of Transportation T00771 - Foster/Woodstock Couplet: 96th-101st, SE NO 7,000,000 Portland Bureau of Transportation T00772 - Lombard St: St Louis-Richmond, N NO 4,000,000 Portland Bureau of Transportation T00773 - 60th/Halsey Area Improvements, NE NO 9,500,000 Portland Bureau of Transportation T00810 - Cully North South Connections NO 1,755,479 Portland Bureau of Transportation T00811 - Cornfoot: 47th - Alderwood, NE NO 4,025,847 Portland Bureau of Transportation T00812 - Naito/Whitaker Crossing, SW NO 500,000 Portland Bureau of Transportation T00813 - Cap Hwy: Huber - Stephenson, SW NO 2,000,000 Portland Bureau of Transportation T00814 - 162nd Access to Transit, SE NO 1,718,000 Portland Bureau of Transportation T00816 - 23rd Ave: Lovejoy-Vaugh, NW NO 1,000,000 Portland Bureau of Transportation T00817 - Rosa Pkwy: Willamette Blvd-MLK Blvd,N/NE YES 521,000 Portland Bureau of Transportation T00821 - Columbia Blvd: Bank St to Macrum Ave, N YES 2,150,000 Portland Bureau of Transportation T00870 - 102nd & Woodstock LID, SE YES 1,087,637 Portland Bureau of Transportation T00871 - Halsey: 65th - 92nd, NE YES 5,160,000 Portland Bureau of Transportation T00872 - 46th & Bryant LID, NE YES 11,634,244 Portland Bureau of Transportation T00877 - Holgate Blvd: 92nd-136th, SE YES 3,365,000 Portland Bureau of Transportation T00888 - All Roads Transp Safety (ATRS) YES 7,286,750 Portland Bureau of Transportation T00890 - Burnside Bridge Replacement YES 763,793 Portland Bureau of Transportation T00891 - Outer Powell Project YES 295,153 Portland Bureau of Transportation T00892 - Ross Island Brhead YES 1,005,655

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