Making History: 50 Years of Transit in the Portland Region

Total Page:16

File Type:pdf, Size:1020Kb

Making History: 50 Years of Transit in the Portland Region MAKING HISTORY 50 Years of TriMet and Transit in the Portland Region MAKING HISTORY 50 YEARS OF TRIMET AND TRANSIT IN THE PORTLAND REGION Prepared by the Tri-County Metropolitan Transportation District of Oregon with encouragement from Congressman Earl Blumenauer Philip Selinger, Author and Researcher Angela Murphy, Editor and Project Manager Melissa Schmidt Morley, Graphic Designer With special appreciation to reviewers, contributors and TriMet support staff: Steve Morgan JC Vannatta Roberta Altstadt Alan Lehto Bernie Bottomly Debbie Huntington Thomas Gelsinon Steve Dotterrer Richard Feeney Rick Gustafson Neil McFarlane Special thanks to TriMet’s Communications Department staff for the numerous releases, announcements and reports from which material was sourced. We acknowledge and thank the contributors from the 45th Anniversary publication: Sandy Vinci, Philip Selinger, Janet Schaeffer, Laura Eddings, Andy Cotugno, Steve Dotterrer, Richard Feeney, Rick Gustafson, Bruce Harder, Tom Markgraf, Neil McFarlane, Ann Becklund, Bernie Bottomly, Mary Fetsch, Debbie Huntington, JC Vannatta, Steve Morgan, Carl Abbott, Sy Adler and Ethan Seltzer © TriMet, Portland, Oregon, 2019. Making History: 50 Years of TriMet and Transit in the Portland Region is available at trimet.org/makinghistory. Please check the web edition for updates. 190143 • 4M • 10/19 CONTENTS Foreword: 50 Years of Transit Creating Livable Communities . 1 Setting the Stage for Doing Things Differently . 2 Portland, Oregon’s Legacy of Transit . 4 Beginnings ............................................................................4 Twentieth Century .....................................................................6 Transit’s Decline. 8 Bucking National Trends in the Dynamic 1970s . 11 New Institutions for a New Vision .......................................................12 TriMet Is Born .........................................................................14 Shifting Gears .........................................................................17 The Freeway Revolt ....................................................................18 Sidebar: The TriMet and City of Portland Partnership .......................................19 TriMet Turbulence .....................................................................22 Setting a Course . 24 Capital Program ......................................................................25 Sidebar: TriMet Early Years and the Mount Hood Freeway ...................................29 The Banfield Project ...................................................................30 Sidebar: The Transportation Managers Advisory Committee ................................34 Sidebar: Return to Sender ..............................................................36 The Oregon Transit Association .........................................................36 Service Development and Innovation ...................................................36 Zigging Instead of Zagging .............................................................40 Sidebar: TriMet Finances: Understandable and Credible ....................................43 The Arrival of MAX .....................................................................46 Meeting the Goals of Inclusivity and Accessibility . 50 First Service and Oversight .............................................................50 Committee on Accessible Transportation is Created ......................................50 Sidebar: The Committee on Accessible Transportation .....................................52 Ride Connection ......................................................................53 ADA Changes the Greater Landscape ....................................................53 Low-Floor Vehicles ....................................................................54 Shaping the Regional Vision of the 1990s . 56 A Marriage of Transit with Land Use .....................................................56 Sidebar: The Portland Region: Making The Land Use/Transportation Connection. .57 Portland Streetcar Fills a Niche .........................................................59 The Next Level of Regional Transit Planning ..............................................62 Building Out The System: Opportunities and Challenges . 65 Going West ...........................................................................67 Sidebar: Beer Party with the President ...................................................71 Sidebar: The Shark Cage ...............................................................72 Sidebar: Ann’s Down ...................................................................74 Over—Or Through—The Hills to Hillsboro ................................................74 Sidebar: MAX Construction Requires Creative Community Relations .........................77 The Bi-State South-North Proposal ......................................................80 Sidebar: Fast Work .....................................................................81 MAX Grows Wings .....................................................................82 The Interstate Line Goes North .........................................................83 The Total Transit Experience ............................................................85 Sidebar: Making Transit Better, with Open Data, One App at a Time ..........................87 Sidebar: Being Heard ..................................................................90 iii MAX in Clackamas County and Downtown Portland ......................................92 WES: Suburb to Suburb Rail ............................................................93 A Second MAX Line Into Clackamas County ..............................................95 Streetcar To Lake Oswego .............................................................97 Diversity in Contracting ...............................................................98 Working with the Railroads ............................................................98 Sidebar: Constructing MAX While Building Business ........................................99 Reaffirming the Commitment to Safety and Security ....................................100 Belt Tightening and Rebuilding: Getting Back to Basics . 101 The Great Recession .................................................................101 Labor Strife, Again ...................................................................102 Recovery and Restoration ............................................................103 Sidebar: Making Good Things Happen: An Advocacy Story .................................107 TriMet Gets a New General Manager ....................................................110 Fares Become More Fair ..............................................................110 Sidebar: The Alchemy of Success .......................................................111 Transit Access .......................................................................113 Sidebar: Hollywood Transit Center Tribute ...............................................116 Division Transit Project ...............................................................117 Southwest Corridor ..................................................................118 Innovation In Service, Technology And Policy: A Legacy Of Leadership . 121 Early Visionaries .....................................................................121 Regional Relationships ...............................................................121 Suburban Champions ................................................................122 Community Activism .................................................................122 Sidebar: Better Transit with Community Engagement .....................................123 Private Sector Partners ...............................................................124 Legislative Support ..................................................................124 TriMet Leadership and Talented Staff ..................................................126 Sidebar: A Light Rail System Designed and Built by Women ................................127 Sidebar: Running A Transit System with Generations of Employees .........................129 The Role of Academia ................................................................130 Sidebar: Portland State University’s Portland Traffic and Transportation Course. .130 Looking Ahead To The Next 50 Years . 131 TriMet in 2019 .......................................................................131 TriMet Innovation ....................................................................132 Sidebar: Tech Trend-Setter .............................................................134 Unfinished Business .................................................................135 A History of Innovation ...............................................................138 Challenges and Opportunities ........................................................140 The Need for New Leadership and Creativity ............................................141 Planning for the Next 50 Years .........................................................142 Sidebar: Building on TriMet’s History: The 50 Years Ahead ..................................144 Appendix . 145 History of TriMet Bus Fleets ...........................................................145 MAX Light Rail Vehicle Roster .........................................................147 WES Commuter Rail Vehicle Roster ....................................................147 Ridership and Productivity
Recommended publications
  • CHAPTER 2: Existing Conditions
    CHAPTER 2: Existing conditions Overview This chapter presents an inventory and assessment of existing conditions that impact and are related to Gresham’s transportation facilities and programs. 1. Study Area Gresham’s city limits and the Springwater, Pleasant Valley and Kelley Creek Headwaters Plan Areas are considered the study area for this TSP (Map 2). Pleasant Valley and its future development is part of Gresham’s Map 2: Study Area Location Map study area for the TSP update. 10 CITY OF GRESHAM TRANSPORTATION SYSTEM PLAN 2. Community Development Plan City of Gresham Gresham’s Community Development Plan is the guide for the City’s development over the next 20 years and beyond. The TSP supports Gresham as it builds out to the Community Plan’s ultimate vision and respects the city’s natural features through sustainable design. As shown on the City’s Community Plan Map (Map 3) and Graphic 1, 60% of the city, Pleasant Valley and Springwater lands are zoned as low density residential development. Low density residential lands are located throughout the city and Pleasant Valley and are clustered in Springwater’s western half. Medium and high density residential lands comprise 10% of the City’s land uses. They are located primarily north of Powell Boulevard. Mixed-use and centers districts also have residential components. They are located along transit streets and within the City, Pleasant Valley and Springwater centers as discussed below. While commercial lands comprise only 4% of the City’s land use districts, mixed-use and centers districts have a strong commercial component and make up 9% of these land use districts.
    [Show full text]
  • Corbett, Elliott R., House Other Names/Site Number
    NPS Form 10-900 OMB No. 10024-0018 (Oct. 1990) RECEIVED 2280 United States Department of the Interior National Park Service National Register of Historic Places Registration Form This form is for use in nominating or requesting determinations for individual properties and districts. See instructions in How to Complete the National Register of Historic Places Registration Form (National Register Bulletin 16A). Complete each item by marking "x" in the appropriate box or by entering the information requested. If an item does not apply to the property being documented, enter "N/A" for "not applicable." For functions, architectural classification, materials, and areas of significance, enter only categories and subcategories from the instructions. Place additional entries and narrative items on continuation sheets (NPS Form 10-900a). Use a typewriter, word processor, or computer, to complete all items. 1. Name of Property historic name Corbett, Elliott R., House other names/site number 2. Location street & number ____ 01600 SW Greenwood Road for publication city or town ______ Portland 02 vicinity state _____Oregon code OR county Multnomah code Q51 zip code 97219 3. State/Federal Agency Certification As the designated authority under the National Historic Preservation Act, as amended, I hereby certify that this IS nomination CH request for determination of eligibility meets the documentation standards for registering properties in the National Register of Historic Places and meets the procedural and professional requirements set forth in 36 CFR Part 60. In my opinion, the property IS meets D does not meetihe National Register criteria. I recommend that this property be considerecjl significant D nationally D statewide §§ jocally.
    [Show full text]
  • 50 Years of Oregon Senior and Disability Policy and Advocacy: an Historical Chronology 1969-2019
    50 Years of Oregon Senior and Disability Policy and Advocacy: An Historical Chronology 1969-2019 By Dr. James (Jim) Davis Oregon State Council for Retired Citizens United Seniors of Oregon December 2020 0 Table of Contents Introduction Page 3 Yearly Chronology of Senior and Disability Policy and Advocacy 5 1969 5 1970 5 1971 6 1972 7 1973 8 1974 10 1975 11 1976 12 1977 13 1978 15 1979 17 1980 19 1981 22 1982 26 1983 28 1984 30 1985 32 1986 35 1987 36 1988 38 1989 41 1990 45 1991 47 1992 50 1993 53 1994 54 1995 55 1996 58 1997 60 1998 62 1999 65 2000 67 2001 68 2002 75 2003 76 2004 79 2005 80 2006 84 2007 85 2008 89 1 2009 91 2010 93 2011 95 2012 98 2013 99 2014 102 2015 105 2016 107 2017 109 2018 114 2019 118 Conclusion 124 2 50 Years of Oregon Senior and Disability Policy and Advocacy: An Historical Chronology 1969-2019 Introduction It is my pleasure to release the second edition of the 50 Years of Oregon Senior and Disability Policy and Advocacy: An Historical Chronology 1969-2019, a labor of love project that chronicles year-by-year the major highlights and activities in Oregon’s senior and disability policy development and advocacy since 1969, from an advocacy perspective. In particular, it highlights the development and maintenance of our nationally-renown community-based long term services and supports system, as well as the very strong grassroots, coalition-based advocacy efforts in the senior and disability communities in Oregon.
    [Show full text]
  • Operators Route Contracts
    Company Name Routes On Contract Contract Start Date Contract End Date Extended Expiry Date Blue Triangle Buses Limited 300 06-Mar-10 07-Dec-18 03-Mar-17 Blue Triangle Buses Limited 193 01-Oct-11 28-Sep-18 28-Sep-18 Blue Triangle Buses Limited 364 01-Nov-14 01-Nov-19 29-Oct-21 Blue Triangle Buses Limited 147 07-May-16 07-May-21 05-May-23 Blue Triangle Buses Limited 376 17-Sep-16 17-Sep-21 15-Sep-23 Blue Triangle Buses Limited 346 01-Oct-16 01-Oct-21 29-Sep-23 Blue Triangle Buses Limited EL3 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL1/NEL1 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL2 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited 101 04-Mar-17 04-Mar-22 01-Mar-24 Blue Triangle Buses Limited 5 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 15/N15 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 115 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 674 17-Oct-15 16-Oct-20 See footnote Blue Triangle Buses Limited 649/650/651 02-Jan-16 01-Jan-21 See footnote Blue Triangle Buses Limited 687 30-Apr-16 30-Apr-21 See footnote Blue Triangle Buses Limited 608 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 646 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 648 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 652 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 656 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 679 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 686 03-Sep-16 03-Sep-21 See footnote
    [Show full text]
  • Geospatial Analysis: Commuters Access to Transportation Options
    Advocacy Sustainability Partnerships Fort Washington Office Park Transportation Demand Management Plan Geospatial Analysis: Commuters Access to Transportation Options Prepared by GVF GVF July 2017 Contents Executive Summary and Key Findings ........................................................................................................... 2 Introduction .................................................................................................................................................. 6 Methodology ................................................................................................................................................. 6 Sources ...................................................................................................................................................... 6 ArcMap Geocoding and Data Analysis .................................................................................................. 6 Travel Times Analysis ............................................................................................................................ 7 Data Collection .......................................................................................................................................... 7 1. Employee Commuter Survey Results ................................................................................................ 7 2. Office Park Companies Outreach Results ......................................................................................... 7 3. Office Park
    [Show full text]
  • A N N U a L R E P O R T a N D a C C O U N
    ANNUAL REPORT AND ACCOUNTS 2008 Front: Railway Crossing over Sado River / Alcácer do Sal ANNUAL REPORT AND ACCOUNTS 2008 INDEX COMPANY IDENTIFICATION ..................................................................................................................................... 6 GOVERNING BODIES ................................................................................................................................................ 7 ORGANISATIONAL CHART - 2008 ............................................................................................................................ 8 TEIXEIRA DUARTE GROUP ORGANISATIONAL CHART - 2008 .......................................................................... 10 BUSINESS DATA ...................................................................................................................................................... 12 MANAGEMENT REPORT OF THE BOARD OF DIRECTORS ................................................................................ 13 I. INTRODUCTION ........................................................................................................................................... 14 II. ECONOMIC BACKGROUND ...................................................................................................................... 15 III. GLOBAL OVERVIEW ................................................................................................................................. 17 IV. SECTOR ANALYSIS .................................................................................................................................
    [Show full text]
  • Melody Rose, Ph.D
    MELODY ROSE, PH.D. linkedin.com/in/melody-rose Melody Rose has a distinguished 25-year career in higher education. The first in her family to achieve a college degree, Rose is passionate about improving educational access for all, identifying cutting-edge innovations, and driving data- driven, student- focused change. She is currently the owner and principal of Rose Strategies, LLC. There she provides consulting services to universities, focusing on revenue development, strategic communications, sound governance, and organizational development. Before forming her firm, Rose was a higher education leader in Oregon for more than two decades, serving the Oregon University System for 19 years, culminating in her position as Chancellor, and then serving as President of a small Catholic liberal arts university. Rose started her career as a faculty member at Portland State University (PSU) in 1995, rising from fixed-term instructor to Professor and Chair of the Division of Political Science. She founded and directed PSU’s Center for Women’s Leadership, changing the face of Oregon’s public service sector. She also served as Special Assistant to the PSU President working on university restructuring before being selected as PSU’s Vice Provost for Academic Programs and Instruction and Dean of Undergraduate Studies. In that role, she advanced the university’s position in online educational programs through the creation of the PSU Center for Online Learning. In 2012, she was named Vice Chancellor for Academic Strategies of the Oregon University System, the chief academic officer for the state’s seven public universities. During her brief service in this role, Rose worked to improve transfer pathways for community college students as the Primary Investigator on a Lumina Foundation-funded grant and helped to expand the System’s online learning inventory through an innovative agreement with the Western Interstate Commission for Higher Education (WICHE).
    [Show full text]
  • Alberta-To-Alaska-Railway-Pre-Feasibility-Study
    Alberta to Alaska Railway Pre-Feasibility Study 2015 Table of Content Executive Summary ...................................................................................................... i Infrastructure and Operating Requirements................................................................ ii Environmental Considerations and Permitting Requirements .................................... ii Capital and Operating Cost Estimates ......................................................................... iii Business Case .............................................................................................................. iii Mineral Transportation Potential ................................................................................ iii First Nations/Tribes and Other Contacts ..................................................................... iv Conclusions .................................................................................................................. iv 1 | Introduction ........................................................................................................ 1 This Assignment............................................................................................................ 1 This Report ................................................................................................................... 2 2 | Infrastructure and Operating Requirements ........................................................ 3 Route Alignment ..........................................................................................................
    [Show full text]
  • Eastwick Intermodal Center
    Eastwick Intermodal Center January 2020 New vo,k City • p-~ d DELAWARE VALLEY DVRPC's vision for the Greater Ph iladelphia Region ~ is a prosperous, innovative, equitable, resilient, and fJ REGl!rpc sustainable region that increases mobility choices PLANNING COMMISSION by investing in a safe and modern transportation system; Ni that protects and preserves our nat ural resources w hile creating healthy communities; and that fosters greater opportunities for all. DVRPC's mission is to achieve this vision by convening the widest array of partners to inform and facilitate data-driven decision-making. We are engaged across the region, and strive to be lea ders and innovators, exploring new ideas and creating best practices. TITLE VI COMPLIANCE / DVRPC fully complies with Title VJ of the Civil Rights Act of 7964, the Civil Rights Restoration Act of 7987, Executive Order 72898 on Environmental Justice, and related nondiscrimination mandates in all programs and activities. DVRPC's website, www.dvrpc.org, may be translated into multiple languages. Publications and other public documents can usually be made available in alternative languages and formats, if requested. DVRPC's public meetings are always held in ADA-accessible facilities, and held in transit-accessible locations whenever possible. Translation, interpretation, or other auxiliary services can be provided to individuals who submit a request at least seven days prior to a public meeting. Translation and interpretation services for DVRPC's projects, products, and planning processes are available, generally free of charge, by calling (275) 592-7800. All requests will be accommodated to the greatest extent possible. Any person who believes they have been aggrieved by an unlawful discriminatory practice by DVRPC under Title VI has a right to file a formal complaint.
    [Show full text]
  • The Go-Ahead Group Plc Annual Report and Accounts 2019 1 Stable Cash Generative
    Annual Report and Accounts for the year ended 29 June 2019 Taking care of every journey Taking care of every journey Regional bus Regional bus market share (%) We run fully owned commercial bus businesses through our eight bus operations in the UK. Our 8,550 people and 3,055 buses provide Stagecoach: 26% excellent services for our customers in towns and cities on the south FirstGroup: 21% coast of England, in north east England, East Yorkshire and East Anglia Arriva: 14% as well as in vibrant cities like Brighton, Oxford and Manchester. Go-Ahead’s bus customers are the most satisfied in the UK; recently Go-Ahead: 11% achieving our highest customer satisfaction score of 92%. One of our National Express: 7% key strengths in this market is our devolved operating model through Others: 21% which our experienced management teams deliver customer focused strategies in their local areas. We are proud of the role we play in improving the health and wellbeing of our communities through reducing carbon 2621+14+11+7+21L emissions with cleaner buses and taking cars off the road. London & International bus London bus market share (%) In London, we operate tendered bus contracts for Transport for London (TfL), running around 157 routes out of 16 depots. TfL specify the routes Go-Ahead: 23% and service frequency with the Mayor of London setting fares. Contracts Metroline: 18% are tendered for five years with a possible two year extension, based on Arriva: 18% performance against punctuality targets. In addition to earning revenue Stagecoach: 13% for the mileage we operate, we have the opportunity to earn Quality Incentive Contract bonuses if we meet these targets.
    [Show full text]
  • A Tale of Perseverance and Ingenuity Perseverance of a Tale by Ben Traylor
    A Tale of Perseverance and Ingenuity Perseverance of A Tale by Ben Traylor Through excellent customer service and sound business management practices, provide safe, efficient, and economical transportation and real estate services that support and grow economic development opportunities for the State of Alaska. by Scott Adams Scott by TABLE OF CONTENTS Alaska Railroad Leadership 1 Leadership Year in Review 2 Business Highlights 8 Financial Highlights 10 Transmittal Letter 12 AUDITED FINANCIAL STATEMENTS SECTION Contact Information and Office Locations Back by Judy Patrick Judy by MANAGEMENT TEAM Clark Hopp Jim Kubitz Chief Operating Officer VP Real Estate Barbara Amy Brian Lindamood Chief Financial Officer VP Engineering Andy Behrend Dale Wade Chief Counsel VP Marketing and Bill O’Leary Customer Service President & CEO Jennifer Haldane Chief Human Resources Officer BOARD OF DIRECTORS Craig Campbell Judy Petry Julie Anderson John Binkley Chair Vice Chair Commissioner Director Gov. Mike Dunleavy appointed Bill Sheffield as by Ken Edmier Ken by Chair Emeritus Jack Burton John MacKinnon John Shively Director Commissioner Director 1 YEAR IN REVIEW A Tale of Perseverance and Ingenuity Once upon a time, in a world not yet steeped in pandemic, the Alaska Railroad Corporation (ARRC) began the year 2020 with optimism, ready to share a story of emergence from fiscal uncertainty. Yet, when the last page turned on 2020, our tale didn’t end with happily-ever-after; nor did it conclude as a tragedy. Instead, 2020’s narrative featured everyday heroes, brandishing their perseverance and ingenuity to fight common foes — the villain Pandemic and its sidekick Recession. Just two months into a promising new year, the rogue novel coronavirus 2019 (COVID-19) appeared on scene, soon spreading throughout the land.
    [Show full text]
  • Media Clips Template
    The Oregonian With re-election bid gone, what can Charlie Hales accomplish? By Andrew Theen October 28, 2015 Charlie Hales is a free agent. Instead of running for re-election, Hales said Monday that he's ready to tackle affordable housing, homelessness, gang violence and the city's blueprint for the next 20 years of growth. He didn't provide many details Monday, and he and his spokesman declined to provide more information Tuesday. But current and former City Hall staffers agreed that Hales now has more room to get things done, and can look to his last two predecessors, Sam Adams and Tom Potter, for models of successes and failures. "You can really break through some of the walls that people put up because people say, 'It's just politics as usual,'" said Austin Raglione, Potter's former chief of staff. Susan Anderson, director of the Bureau of Planning & Sustainability who's been in city government for two decades, said Hales still has credibility and can now be bolder. "You can take some chances," she said. Commissioner Nick Fish said Hales could look to Adams, who followed his July 2011 decision to not run with a "burst of productive energy." In his last year in office, Adams proposed a budget that included a more than $7 million bailout for Portland public schools. He also conceived of the Arts Tax, expelled Occupy Portland demonstrators from downtown parks, and created a new urban renewal district, though Hales disbanded it. On the other hand, Adams wasn't able to push through a renovation of Veterans Memorial Coliseum, though, or a plan to build a $62 million Sustainability Center.
    [Show full text]