TriMet: A History of Innovation and Service

Transcription

1 May 2017

2 TriMet: A History of Innovation and Service From our beginning, TriMet has served as a leader and innovator in public transit. We have delivered many firsts in our 48-year drive to strengthen the region we serve Private transit service in the Portland area faced flagging ridership and losses threatening cuts in service. Civic and business leaders came together to find a solution and by the end of the year, TriMet was born. The first TriMet buses began service on December TriMet identifies strategies to increase bus ridership by concentrating downtown service on the 5th and 6th Avenue Transit Mall and expanding its bus fleet TriMet begins a three-year demonstration project offering specialized transportation for persons with disabilities, well in advance of specific requirements by the Americans with Disabilities Act of The project eventually evolves into the TriMet LIFT program Frequent Service, bus lines running every 15-minutes or less, is introduced to Portland s inner eastside The eastside Banfield Light Rail Project begins service as the Metropolitan Area Express, or MAX for short, between Gresham and downtown Portland Westside MAX Blue Line to Hillsboro opens, with a tunnel under the West Hills. TriMet introduces the first low-floor, easy-entry light rail cars in North America Airport MAX Red Line (the West Coast s first train to the plane) and the modern Portland Streetcar opens Interstate MAX Yellow Line opens four months ahead of schedule, under budget, and with enhanced connecting bus service. TransitTracker TM, TriMet s real-time arrival information system one of the first in the nation becomes available over telephones, mobile phones, and computers for the entire system TriMet and Google develop the GTFS (General Transit Feed Specification), which has become a worldwide standard and the basis for public transit information across the world. TriMet becomes the first transit system worldwide on Google Transit I-205/Portland Mall MAX Green Line to Clackamas Town Center and PSU opens on time. TriMet opens WES (Westside Express Service) Commuter Rail, a 14.7 mile, suburb-to-suburb commuter rail line with service between the Beaverton and Wilsonville. TriMet develops open-source Open Trip Planner, an online trip planner that includes transit, biking, and walking options. This trip planner is now used at many systems around the world TriMet introduces its Mobile Ticketing App. Use of this app overtakes cash payments on buses by TriMet opens the Portland-Milwaukie MAX Orange Line, under budget and on time. TriMet opens Tilikum Crossing, Bridge of the People, the first multi-modal bridge of its kind in the U.S. that does not allow private vehicles of any kind. It carries MAX, streetcar trains, buses, bicyclists, and pedestrians only TriMet introduces Hop Fastpass, the next generation of electronic fare systems. i

3 Letter from the General Manager I am pleased to present TriMet s strategic Business Plan for FY2018 through FY2022. This Plan supports our already-defined vision, mission, and values as well as our adopted policies. The Plan lays out our goals and objectives and how we aim to achieve them by being strategic, maintaining what we have, and being smart about how we grow. In the past, we ve included strategic planning in our annual Budget, in our Service Enhancement Plans, and in a variety of capital and financial efforts, but this document integrates our strategies into a single, overarching effort with clear, prioritized Strategic Actions we will pursue to reach our goals. This effort is largely internally focused, but it will help us address the needs, concerns, and aspirations of our customers. As we look forward, we see both challenge and promise. One challenge is our age. TriMet will celebrate its 50th birthday in 2019, during the five-year period of this Plan. Our first MAX line, the eastside Blue Line, is now over 30 years old. This means we are no longer a young agency, still running with new facilities and projects. We must be constantly vigilant to make sure we keep our system maintained so we don t run into problems with long-term replacements and can operate safe, comfortable and clean equipment at all times. As our MAX riders know all too well, we ve been replacing rail track and switches, which have reached their expected lifetimes and need to be replaced to support our operations for the next 20 to 30 years. One of our bus garages, built in the early 1980s as a temporary facility, has outlived its usefulness, and we will be rebuilding it during these five years. When that garage is complete, we will be able to more efficiently and safely maintain and clean the buses, and it will give us the capacity to store the new 60-foot-long articulated buses we expect to run on the new Division Transit Project. Throughout all our efforts, we must continue to foster a culture of safety and encourage innovation as we maintain and grow the system. Today we also see new promise for doing our part to make our community the best place to live in the country. Starting in January 2016, the payroll tax rate began a step-by-step increase from % to % over the next 10 years. With each year, we plan to introduce more service, especially on bus routes with high ridership potential. This will allow us to make big strides toward making the 20-year vision of improved service a reality a vision we developed with the community in our Service Enhancement Plans ( We are also introducing the Division Transit Project during this Plan, while working toward the longer-term Southwest Corridor Project. Each year, we will revisit, revise, and update the Plan. Here at TriMet, we believe in continuous improvement. There is always something we can learn and do better. This Strategic Business Plan will help us do just that. Yours in transit, Neil McFarlane General Manager ii

4 iii

5 Table of Contents TriMet: A History of Innovation and Service... i Letter from the General Manager... ii April i Executive Summary... 1 Why a Business Plan?... 1 Drive and Measure Progress... 1 Rolling Five-year Plan... 1 Strategy Map... 1 Serving the Community with this Plan... 1 TriMet... 2 About Us... 2 Our Customers... 2 Our Services... 3 Opportunities and Challenges... 4 Premises... 6 Strategy Map... 7 Financial Goals... 9 People and Innovation Goals Internal Business Practices Goals Customers Goals The Route Ahead Acronyms and Definitions Page iv

6 v

7 Executive Summary Why a Business Plan? As a transit agency grows, it doesn t simply get bigger; it matures and grows more complex. And as TriMet continues to grow, we are no longer a young system, but a system that must simultaneously maintain its current, complex infrastructure and still be able to expand. Our workforce is also changing as the next generation enters our ranks, and new technology and innovation presents opportunities and challenges. Now is the time to more closely coordinate our efforts within the agency and tackle the even more complex resource prioritization challenges in a comprehensive, agency-wide manner. This effort built upon our already-defined vision, mission, and values. The Plan aligns our efforts with the aim of delivering them more effectively. Drive and Measure Progress In past years, TriMet has addressed strategic planning in the annual Budget, Service Enhancement Plans, and in various capital and financial efforts, but this document pulls together our strategies into a single, overarching document with clear objectives and Strategic Actions to achieve them. In developing a Business Plan, our aim was to build upon work done to date while drawing together a greater range of factors to clearly define agency-level Goals, Objectives, Measures, Targets, and the Strategic Actions designed to achieve them. The results: Capture agency goals and integrate objectives in one place Incorporate trends, challenges, and new opportunities Align external growth with internal performance Develop and enhance internal communication through a cohesive, prioritized plan of action Focus resources on future needed outcomes Rolling Five-year Plan This Business Plan covers Fiscal Years FY2018 through FY2022 and will be updated annually with a five-year horizon. The Business Plan and its strategic priorities will inform both the Operating and Capital Budgets each year and vice-versa. Of course, individual strategies and TriMet s financial forecasts have longer horizons to ensure that the five-year primary focus does not miss longer-term trends and internal planning requirements. Strategy Map The heart of our Business Plan is the Strategy Map, which lays out four fundamental Success Categories: Financial People and Innovation Internal Business Practices Customers Serving the Community with this Plan This Business Plan gives TriMet staff and leadership a coordinated strategy for success as an agency. The goals and objectives are informed by our ongoing efforts to understand the needs and desires of our riders as well as the broader community. Of course, we recognize that the actions laid out here do not take the place of meaningful public engagement. We will continue to engage the diverse communities we serve as we implement and update this Plan because they are the ultimate reason we strive for success in the first place. 1

8 TriMet About Us A transit district created by Oregon law serving a 533-square-mile area and a population of 1.5 million Primarily funded through an employer payroll tax and self-employment tax within the district, plus fare revenues and some federal, state and local grants Governed by a seven-member board of directors, who each represent a geographical district where they must reside Our Customers Riders: Take 100 million trips on TriMet each year adults, youth, seniors, and people with disabilities Comprise 77% of the region s adults Could drive but 73% choose TriMet Among the region s adults, 39% ride at least twice a month Regional communities benefit from: Investing in our region s transit and roads, which will reduce projected congestion by half over the next 25 years Generating nearly $1.1 billion in economic benefits, a return of $2.40 for every $1 spent MAX helping spur more than $13 billion in development within walking distance of MAX stations Good jobs from transit the Portland- Milwaukie Light Rail Transit Project created about 14,500 project-related jobs in our region during construction Regional residents: Encounter less congestion thanks to people taking transit instead of driving in cars 45% of rush-hour commuters into downtown take transit Breathe easier with fewer cars on the road, resulting in cleaner air for the Portland area Live healthier by walking, rolling, and biking to/from transit See benefits to our community and our earth by promoting a smaller carbon footprint and lower reliance on fossil fuels. Regional businesses benefit, too: Employers nearly 1,200 worksites offer employee transit pass benefits and reduce the need to provide expensive parking Retail and recreation about half of usual transit trips are made for shopping and recreation Freight addressing congestion means freight can move more freely on our roads and highways, saving more than $150 million per year Colleges and universities 45% of Portland State students, faculty, and visitors take transit to campus Part of the region s competitive livability for talent in the global environment 2

9 Our Services Buses Serve most of the metro area and connect with MAX, WES, and Portland Streetcar 80 bus lines, including 12 Frequent Service lines Ridership: 60 million trips (FY2016) WES Commuter Rail Serves Beaverton, Tigard, Tualatin, and Wilsonville with weekday rush-hour service Five stations and 14.7 miles of track Ridership: 457,000 trips (FY2016) MAX Light Rail Connects Beaverton, Clackamas, Gresham, Hillsboro, Milwaukie, Portland, and the Portland Airport Five MAX lines stretching over 60 miles Ridership: 40 million trips (FY2016) LIFT Paratransit Service Provides door-to-door service for people with disabilities who are unable to ride TriMet s regular buses or trains 253 LIFT buses and 15 LIFT vans Ridership: 1 million trips (FY2016) TriMet s Primary Roles in the Region Doing our part means providing service and capital projects that: Support our economy: Getting employees to work and customers to businesses Ease congestion: Attracting many riders during peak periods and providing the kinds of service and capital projects that lead to development and lifestyles that rely less on peak-period driving Provide mobility for those with few options: Providing a critical service for seniors, people with disabilities, school kids, low-income households without cars and others who have few mobility options, getting them to work, school and other needs Help shape the future of our region: Delivering service and capital projects that help attract residents, businesses and development to centers, main streets and corridors that communities have identified as future growth areas 3

10 Opportunities and Challenges In looking to craft a Plan for our future, we first needed to take stock of where we are today. We looked at what our internal strengths are, and we thoroughly assessed internal weaknesses that might slow us down or even impede progress. We then looked to the external forces and current circumstances that present both opportunities and challenges for us in achieving our vision, mission, and goals. The development of this section was a comprehensive, district-wide effort involving staff at many levels. The real power of this understanding can come by aligning our strengths to both the opportunities and challenges that exist and doing so realistically while understanding potential roadblocks. Internal Strengths Safety is an expressed core value at TriMet Mission driven work Staff are experienced and committed Strong revenue base for the Plan period Overall positive public support of TriMet Proven ability to expand Regional thought leader and influencer Accessible, open data with a good supporting information technology infrastructure Service will not be disrupted by strikes due to State law Demonstrated effective capital planning process New ridership pattern information (e.g., Hop Fastpass ) coming soon Support at federal level First Special Tax Bond Rated AAA by both Moody s and S&P (highest rating in the nation) Market share Significantly improved average age of bus fleet Weaknesses Many competing needs for capital and operating resources Aging infrastructure Workload, expectations, and staff capacity not consistently well matched Not all employees fully embrace safety as a cultural value Maintenance and parking space is near capacity Separation of administration employees and operations employees hinders communication and teamwork Dispersed and not fully coordinated data collection, management, and document sharing Training needs at all levels Difficult relationship with Union leadership General employee understanding of leadership decisions Lack of communication about career advancement opportunities within TriMet Capital asset conditions not fully assessed Incomplete succession planning/technical capacity 4

11 External Opportunities Growing demand for transit Strong public and jurisdictional support for public transit Increased payroll tax funding New data analysis, information, and communication technologies External partnerships, including transit agency peers Pursue new technologies available for productivity and new services Open source and open data community connections Growth of Transportation Network Companies (TNC) and other mobility options may help solve last mile challenges Autonomous vehicle (AV) technology and safety Support at federal level (FTA and Congress) Further Transit Oriented Development leveraging Challenges Resource limitations to meeting service expectations Operating complexity and/or cost of some services Competitive local labor market (especially information technology) Resource limitations on meeting customer demand for latest technology products and services Political and regulatory changes Significant but rare event resiliency (e.g., earthquakes) External threats to security of employees and customers Opposition to facilities and projects from nearby residents High project-related real estate costs Growth of TNCs and other mobility options could be destabilizing Public anti-government sentiment Proven project delivery history Ability to leverage strong brand Regional and local growth policies Bus only lanes and other transit prioritization High percentage of choice riders Potential for regional or state funding for lowincome fare Further expand diversity of TriMet and contractors Leverage technology for new products and services Financial impact of unfunded low-income fare Cyber-attack Potential risk of major safety incident (e.g., train derailment) Industry capital deployment capabilities due to highly funded competition in other regions Asset management review results potential impact on resources in short term Potential significant economic downturn Congestion Reliability and crowding challenges Expectations about what transit can deliver around community uplift and transformation: sidewalks, housing, and place making Regional population migration 5

12 Premises Agency TriMet vision, mission, and values continue to guide TriMet. TriMet will maintain and strengthen its culture of safety. We expect no significant change to TriMet governance and budgeting processes. Requirements TriMet will meet or exceed all regulatory obligations at federal, state, and local levels. Cost Effectiveness All proposed actions will be informed by the need to ensure cost effectiveness and risk mitigation Growth Population and employment growth continues in the same general pattern using Metro s projections. Service needs and expectations of the region and employers are that annual service growth will average about 2.1 percent or more, with modest LIFT growth of 2 percent. Economy Regional growth will continue. Fuel/energy prices will stay relatively stable over the five-year horizon. No major increases in the unemployment rate. Financial No additional major funding source is assumed in the base financial case. State of Good Repair needs to continue. Federal and state funding and oversight will remain relatively constant. TriMet maintains its excellent bond rating. Strategic Financial Plan Guidelines remain in force. Service Service will grow TriMet will continue to put a focus on TriMet s vital culture of safety as well as on-time performance for rail and bus. Vehicle Technology Fleet Mix TriMet continues to operate mostly 40-foot buses. TriMet will add articulated buses for the Division Transit Project. Electrification TriMet is procuring five grant-funded, fully-electric battery-powered buses for a pilot, to inform a strategy about whether and when to begin switching to battery buses as performance and cost warrant. Autonomous vehicle (AV) technology will not dramatically shift TriMet s business activities during the fiveyear period, though some opportunities may be available to assist operators with safety technology using some AV technology; e.g., crash avoidance technology. 6

13 Strategy Map We have identified four strategic Success Categories Financial, People and Innovation, Internal Business Practices, and Customers that frame the focus of this Business Plan 7

14 After establishing the Strategy Map and the 12 goals it incorporates, TriMet conducted a series of internal discussions to identify how we could achieve these goals. The following pages identify Objectives, Measures, Targets, and Key Strategic Actions designed to make strategic progress on each of the goals. In the following tables you ll find: Objectives More specific statements of goals in a way that is actionable and leads to Measures, Targets, and Key Strategic Actions. Measures Quantitative or qualitative methods of identifying the current status in a given issue. Targets Specific planned-for performance on Measures. Each Measure will have an associated Target to ensure that the Business Plan is focused and leads to a clear indication of whether targets are being met (and therefore demonstrate that chosen actions are effective). Key Strategic Actions Specific actions identified to make progress toward Targets. Our Strategy Map gives structure to the overall TriMet Business Plan. On the following pages, Objectives, Measures, Targets, and Key Strategic Actions provide more clarity about where we are making progress. We will coordinate our efforts, sub-goals, and actions of all TriMet departments so that our efforts are aligned at each level. A list of acronyms and definitions for terms used in the Objectives, Measures, Targets, and Key Strategic Actions is included at the end of this Plan. 8

15 9 TriMet expects to make progress on all the goals portrayed in our Strategy Map, and the Financial category provides a solid foundation for our efforts. Addressing these Financial goals within the noted timeframes means that TriMet has identified the resources to meet compliance requirements, manage our assets, and still provide for service growth. FINANCIAL GOAL 1: Fiscally Sound and Compliant 1. Manage financial performance within Strategic Financial Plan guidelines Annual alignment with Strategic Financial Plan guidelines 1 Net medical benefits cost per covered employee Meet all six guidelines each year starting FY2019 Increases at a rate no greater than the Federal Employment Cost Index 2 Continue to effectively manage and monitor all aspects of financial performance and consider future financial enhancements Refine measurement, analysis, reporting, and management approaches to ensure budget process and strategic planning are fully aligned Achieve active and retiree contributions to premium costs that are consistent with industry peers FINANCIAL GOAL 2: Manage Assets to Ensure Safety and Optimize Value, Performance, and Resiliency 2. Meet or exceed state of good repair targets for all identified asset classes Annual asset assessments FY2018: Complete Transit Asset Management Plan FY2022: Zero asset classes below established targets in the short, medium, and long term, as defined in the Transit Asset Management Plan Complete federally-required Transit Asset Management (TAM) Plan. Complete inventory and condition assessment of existing assets and develop targets for all asset categories Develop plan to repair, replace or otherwise remedy any asset classes not fully at target Financial Goals

16 FINANCIAL GOAL 3: Financial Capacity to Advance Regional Expectations for Service Growth and Quality as Represented in the Regional Transportation Plan 3. Manage financial capacity to deliver regional expectations for service growth Annual percentage of new service enhancement 2.1% average growth for first five years Prioritize sufficient operating funds to meet the priorities identified for service improvements in each Annual Service Plan 4. Maintain acceptable farebox recovery to optimize the balance of service demands, revenue, and cost Farebox recovery (passenger revenue/ operations cost) Minimum 25% for fixed route Develop and implement strategies to reduce fare evasion and technology to support these strategies Implement Hop Fastpass to minimize cost of fare collection 10

17 11 TriMet s success is determined by the success of our employees and how we support safety, diversity, talent, service excellence, and innovation. PEOPLE & INNOVATION GOAL 1: Ensure a Culture of Safety 5. Successfully implement and achieve strong acceptance of Safety Management System (SMS) Number of active employees who have received Safety Management System training within previous fiscal year Number of safety audits performed annually Lost time injuries rate (per 200,000 hours worked) Minimum 90% each year 6 or more annually By end of FY Develop Safety Management System training and implementation plan. Examples include: Ensure 100% of all new employees and 90% of existing employees trained on SMS after first year, then ongoing annual training updates for all employees Continue Risk Analyses, including Operational and Job Hazard Analyses, to identify significant safety risks and implement mitigation measures Strengthen safety training for bus and rail transportation, field operations and maintenance staff Continue to develop and distribute safety dashboards and targeted updates for the promotion of safety with staff at all levels Build upon safety audit plan to ensure safety risk mitigation measures are implemented and effective. Identify areas for continued improvement and develop and implement plans in operations safety Deliver additional security technology, infrastructure, and practices. Involve continuous improvement teams that include front-line staff in the development of safety and security risk mitigation strategies People and Innovation Goals

18 PEOPLE & INNOVATION GOAL 2: TriMet is Where Diverse and Talented People Want to Come, Stay, and Thrive 6. Invest wisely in people Achieve three out of four measures at or above target: By end of FY2022 Grow internal learning and development program for TriMet staff Manage total compensation toward market Complete market survey of benchmark jobs bi-annually Engagement Survey (Quantum bi-annual; Quarterly Pulse) on 1-5 rating scale (5 is best) 4.6 Training and Development Costs (which includes tuition reimbursement) as a percentage of payroll 4% Ensure open and honest communication between management and front-line employees Actual Salary to Salary Placement Form (SPF) target Turnover percentage minus retirements from agency (overall) Quantum employee survey results on Communication (every 2 years) and quarterly employee pulse result from communication question ( There is open and honest communication between employees and manager ) 100% 4% Meet or exceed benchmark average of 4.1 (out of 5) Develop strategy to strengthen internal communication channels, especially with front-line employees, including more face-toface communication 8. Foster sense of community and cross-functional camaraderie Number of opportunities for connections between frontline employees and office employees Participation in volunteer events To be determined after strategy development Develop and implement strategy for crossfunctional engagement and connections between TriMet employees in all different departments. Use committee(s) with broad representation including front-line employees, and look for additional opportunities to create and strengthen cross-divisional work teams, information sessions, and social events

19 PEOPLE & INNOVATION GOAL 2: TriMet is Where Diverse and Talented People Want to Come, Stay, and Thrive 9. Achieve agency Affirmative Action goals Referral Rate Race (non-white) Referral Rate Sex (female) By end of FY2020 Referral Rates are equal to or exceed utilization rates in Affirmative Action Plan 3 for each category Implement research- and outreach-based search techniques to identify candidates Recruit a talented workforce 11. Plan for Succession for Key Positions Acceptance to Offer Ratio Time to fill (from requisition approval to acceptance of offer) Percentage of jobs included in succession plans having candidates identified as ready now By end of FY % 60 days By end of FY % In hiring practices, review adherence to critical timelines and identify strategic improvements Provide guidance and training to hiring managers for successful recruitment Enhance and implement Succession Readiness Plan: Use succession plan information for targeted training and development of candidate successors Engage identified potential successors in planned development Recruit with succession in mind for positions reporting to positions without ready now successors 3

20 PEOPLE & INNOVATION GOAL 3: Foster Service Excellence and Innovation 12. Foster employee innovation Progress on milestones for recognition process Implement by FY2019 Engage employees in identifying and implementing innovative ideas, then recognize and otherwise reward employee innovation 14

21 15 With a solid financial foundation, excellent people, and innovation, TriMet can organize and support success by improving business practices that deliver great service to our customers and support our Vision, Mission, and Values. INTERNAL BUSINESS PRACTICES GOAL 1: Deliver Safe, Efficient, and Equitable Service 13. Increase personal safety Passenger injuries per 1,000,000 boardings Number of deaths or serious injuries Completed Rail Safety Audit 4 Strategy Actions (from January 2017 start date) Collisions per 100,000 miles Reported crimes per 100,000 boardings (by Bus, MAX, WES, LIFT) By end of FY Complete 39 Strategy Actions by end of FY2019 By end of FY2022 Bus: 4.4 MAX: 1.2 LIFT: 1.2 WES (per year): <1 By end of FY Implement Safety Management System (SMS) plan, including but not limited to: Enhancing SMS internal dashboards for each level of organization and coordinate through balanced scorecard for consistency; avoiding duplication Supplement physical infrastructure to increase safety, e.g., planned intersection treatments to minimize ROW intrusions Refine crime reduction strategies, including: Enhancing effectiveness of policing Improving transit police response time to reported crimes Increase employee and contractor highvisibility presence on system Implement all recommendations from FY2017 rail safety audit Internal Business Practices Goals 4

22 INTERNAL BUSINESS PRACTICES GOAL 1: Deliver Safe, Efficient, and Equitable Service 14. Provide reliable performance On-time performance (Bus, MAX, WES, LIFT) percentage of trips on schedule (less than one minute early and no more than five minutes after scheduled time) By end of FY2022 Bus: 85% MAX: 90% WES: 95% Further implement agency-wide, multi-faceted dashboard for capturing agency performance Deliver agency-wide, multi-faceted strategy for improving the service and maintenance components that contribute to on-time performance (especially vehicle reliability and switch reliability) Improve operator support and oversight LIFT: 93.50% Benchmark efforts across multiple agencies to provide enhanced feedback on performance Improve service delivery Number of miles of Frequent Service (Bus and MAX) lines Capacity Average weekday percentage of overloaded peak trips Increase total miles of Frequent Service (Bus and MAX) Average overloaded trips below 2% Develop operations and travel time improvements strategy for rail and bus including: Internet of Things/Smart Cities strategies Rail Operations Optimization Technology project Develop Comprehensive Service Assessment including Service Planning and Scheduling Best Practices review and implement key identified best practices and recommended actions for fixed route and LIFT Travel time Average miles per hour including passenger stops (Bus and MAX) Improve travel times Design and implement bus and rail operations improvements including signal, street improvements, and operating procedure improvements Develop and implement agency-wide solutions for technology modernization to improve data analysis and data and document sharing

23 INTERNAL BUSINESS PRACTICES GOAL 1: Deliver Safe, Efficient, and Equitable Service 16. Ensure equitable distribution of services and resources across the TriMet system Compare minority and/or lowincome access to that of nonminority and/or non-lowincome access across six different measures: Revenue hours provided Minority and low-income access must be within 5% or better than non-minority and non-low income access 5 Conduct annual review of resource distribution and implement needed service adjustments to reach equity targets Evaluate other equity-related changes to service and resource allocation, including low-income fare mitigation Vehicle loads On time performance Service availability Stop amenities Ensure costeffective service Vehicle assignment Operating cost per vehicle hour (Bus, Frequent Bus, MAX, WES, LIFT/CAB) Annual increase in cost per vehicle hour not to exceed percent of service level increase Operations and Maintenance strategy including: Establish initial Six Sigma -type approaches and program Meet established measures and targets for maintenance and operations Ensure necessary capital and operating needs are approved and deployed to support new service before implementation Ensure market-competitive labor costs 5 See especially pages at

24 INTERNAL BUSINESS PRACTICES GOAL 1: Deliver Safe, Efficient, and Equitable Service 18. Increase resiliency Status of All-Hazards Management Plan Complete All-Hazards Management Plan (includes earthquake preparedness and climate change resilience) Develop broad-based All-Hazards Management Plan (preparedness and response plan of which Continuity of Operations Plan is a subset) including Earthquake, extreme weather, and climate change Review of standards, design criteria, procurements, redundancy, and projects for long-term resilience 18 Status of Continuity of Operations Plan Finalize and complete rollout of Continuity of Operations Plan Implement National Incident Management System (NIMS): Train all levels of the organization in NIMS Produce guide to home preparedness for all employees Complete and implement roll-out of Continuity of Operations Plan (CoOP) Develop and implement Emergency Management/CoOP training for all TriMet employees

25 INTERNAL BUSINESS PRACTICES GOAL 2: Design and Deliver Successful Projects 19. Develop higher capacity bus services Start of service on Division Transit Project In service by Fall 2021 Complete National Environmental Policy Act work Complete Federal Transit Administration Project Development requirements Complete Finance Plan Complete Design Develop partnerships to support faster and more reliable bus service 21. Meet milestones for successful development of SW Corridor Number of Enhanced Transit bus corridor and/or hotspot projects in development Match to schedule and budget milestones To be developed in future Business Plan Publish Draft Environmental Impact Statement during FY2018 Implement Enhanced Transit bus improvements. This includes: Define highest priority needs for bus priority treatments Design improvements Secure funding Improve transit priority on corridors and/or at hotspots Complete FTA Project Development, including National Environmental Policy Act work and clearly defined Locally Preferred Alternative 22. Improve existing MAX infrastructure for reliability and capacity Progress on analysis and project delivery approaches Deliver approach by end of FY2018 FY2018 and Beyond: Implement Systems Reliability Improvement projects in Capital Improvement Plan (signal, Overhead Catenary System, Light Rail Vehicle improvements) Deliver key track and switch rehabilitation projects

26 INTERNAL BUSINESS PRACTICES GOAL 3: Business Practices that Create Value and Spur Innovation and Continuous Improvement 23. Maximize benefits and potential of Hop Fastpass Total number of Hop users/customers for all purposes Number of Hop users/customers target to be developed Conduct strategic review of additional internal and customer benefits possible with Hop enhancements during FY2020 Encourage Oregon transit agencies and other entities to implement Hop Number of additional business partners added annually Partners target to be developed during FY2018 FY2019 for start in FY2020 Net benefit to TriMet of expansion to other uses and users Net positive benefit to TriMet for each additional partner added to the Hop system Test electric buses in service for performance and cost-effectiveness 25. Develop and pursue strategic partnerships to optimize and innovate practices and processes Milestones of pilot test Q2 FY2019: Begin testing Purchase and ensure readiness for pilot buses Complete maintenance and storage facilities needed for initial fleet of five vehicles; begin service and conduct assessment Number of partnerships and/or improvements to practices and processes To be developed during FY2018 to set for FY2019 Develop internal structure, budgeting, staffing, and process to support partnership and innovation (link with employee innovation recognition process) Work with partners to develop technologies and strategies such as: Mobility on Demand Sandbox to integrate transportation options Pilot Rail Operations Optimization Technology (ROOT) (using Internet of Things technology applications for MAX vehicles) Explore autonomous vehicle strategy and policy to better define how transit and autonomous vehicles interact Identify opportunities within supply chain and operating platform for strategic partnerships

27 INTERNAL BUSINESS PRACTICES GOAL 3: Business Practices that Create Value and Spur Innovation and Continuous Improvement 26. Grow business inclusion and diversity efforts Volume or value of contracts awarded to Disadvantaged Business Enterprises and/or Minority Business Enterprises To be developed Enhance agency-wide efforts on diversity in contracting by extending and expanding upon Capital Projects best practice approaches to all contracting efforts 27. Innovatively increase financial resources Identification of potential revenue streams and programs Specific target to be developed Advance strategy for leveraging current TriMet assets and intellectual property, e.g.: Use existing land, right-of-way, and other resources 21 Continue comprehensive tracking of external funding opportunities and pursue viable funding sources

28 22 Our customers ultimately determine the success of our efforts. Progress on preceding goals is required to enable our success in these customer goals. If riders are satisfied, then we are providing valued service that meets people s needs. Although about three-quarters of adults in the region ride TriMet at least occasionally, even those who don t ride still benefit. By providing transit, we also provide benefits to employers, to community stakeholders, and to the broader community, so we have included them here as well. CUSTOMERS GOAL 1: Satisfied Riders 28. Provide safe service Rider and non-rider perception of safety and security via Attitude & Awareness survey FY2018: Develop strategy FY2019: Implement strategy FY2020: Assess results and make adjustment to attain or exceed target Implement results from customer experience audits to improve safety and security practices. Conduct assessment of current practice and identify best practices. Identify locations and times with higher needs. Develop plan and implement strategy to advance continuous improvement Rider safety: Provide additional presence on the system Develop and deliver a New Rider training program to address perceptions and reduce barriers Non-Rider safety: Develop and disseminate an external security dashboard Utilize market segmentation and other analytics to provide deeper information on what shapes perceptions Customers Goals

29 CUSTOMERS GOAL 1: Satisfied Riders 29. Increase ridership Percentage increase in annual boardings for Bus and MAX FY2018 and FY2019: Stabilize then increase boardings 2% annual increase by FY2022 Develop strategies to increase ridership compared to regional growth, including: Market segmentation for service and customer information/marketing Personalized marketing programs (e.g., new resident information or tourist-focused automated tours) Increase employer fare program participation Broaden multicultural marketing strategies Improve overall customer experience 31. Improve customer information and services Customer Service Quality Assurance Measure Progress on customer information and services strategy To be developed Meet milestones for customer information strategy Strengthen promotion of off-peak ridership Develop enhanced first- and last-mile strategies for coordination with other transportation options Develop and implement program and strategy for enhancing customer service of employees and contractors based on customer experience Implement enhanced information to customers through technology advances and communications strategies: Develop strategy, technologies, tools, and techniques to provide customized and targeted real-time service information to improve customer communications and minimize imprecise, global service messages Aggressively roll out information and customer access to Hop Fastpass Improve tools for capturing and processing payment for service and other potential products/services Develop enhanced Hop Fastpass customer value strategy, including potential mobility management opportunities that extend beyond directly provided service

30 CUSTOMERS GOAL 1: Satisfied Riders 32. Achieve market acceptance of Hop Fastpass as a fare instrument Percent of fare revenue from Hop Total number of Hop transit users / customers By end of FY2022: 75% By end of FY2022: 250,000 Implement Hop Fastpass roll-out Plan and deliver key milestones on time CUSTOMERS GOAL 2: Satisfied Community Stakeholders and Employers Help shape the future of cities and our region in line with Metro 2040 Growth Concept 34. Ease congestion by providing attractive travel options during peak periods Percent of housing development / employment within walking distance of MAX, Division Transit Project, and Frequent Service bus MAX ridership as percent of travel in Banfield and Sunset corridors during peak period Increase Increase percentage of travel on MAX Develop strategy for TriMet s support of Transit- Oriented Development equitable housing around MAX, Division Transit Project, and Frequent Service bus, including management of real property Pursue Red Line extension to Fairplex and MAX system improvements through Small Starts or other federal program 35. Support the region s economy by expanding employee access to jobs and customer access to businesses Percent of employment accessible by transit Percent of retail accessible by transit Increase percentage of employment and retail accessible by transit Implement Community/Job Connector process to allow additional future services

31 CUSTOMERS GOAL 2: Satisfied Community Stakeholders and Employers 36. Advance mobility for those with limited options Rides for seniors and persons with disabilities provided on fixed route service Customer satisfaction rating on LIFT Increase rides provided on fixed route Maintain or increase customer satisfaction rating Increase flexibility of services and tools for riders Develop and implement LIFT service delivery strategy, including restarting periodic LIFT customer satisfaction reviews beginning in FY2019 Cost/ride on LIFT service Reduce cost/ride Improve environmental performance and stewardship Greenhouse gas and air pollutant emissions savings vs. single occupancy vehicle CUSTOMERS GOAL 3: Satisfied Broader Community Increase savings over time Complete remaining fleet conversion by retiring pre-2007 diesel engines Plan for conversion of bus fleet to electric propulsion or other proven cleaner-fuel technologies 38. Ensure a strong TriMet brand and champion regional livability Attitude & Awareness survey result approval rating for TriMet Maintain overall approval rating at or above 80% Develop additional strategies for sharing information about TriMet performance to the broader community 39. Increase funding for regional mobility expansion Successfully obtain needed investments in Division Transit Project Successfully obtain needed investments in Southwest Corridor By FY2018 By FY2019 Develop actions, plans, and resource strategies that create enhanced investment in addressing congestion, enhancing mobility, and fostering economic growth

32 The Route Ahead This Strategic Business Plan is a dynamic document. For it to be truly effective, we will update it every year with new understandings and improved techniques based on the success and failures of our efforts, as well as factoring in numerous external, impactful issues. Our efforts will align to the satisfaction of our customers and our ability to fulfill our Vision, Mission, and Values. TriMet s management will use the Goals, Objectives, Measures, Targets, and Strategic Actions to set individual targets, define detailed objectives, and focus efforts at the individual, team, and department level with the overall strategic needs. An annual update will allow us to take on the future with a solid route map while retaining the flexibility to respond when things change and impact our strategies and the overall transit agency. A few key projects and initiatives are on the immediate horizon and will continue to be developed and expanded in future updates of the Business Plan: Division Transit Project Electric bus pilot and conversion feasibility evaluation Safety Management System and how it fosters our culture of safety Upcoming Annual Service Plans The challenge of regional growth, congestion, and advances in technology We believe in a bright future for this region and we are committed to doing our part to make our community the best place to live in the country by providing valued transit service that is safe, dependable, and easy to use. 26

33 Acronyms and Definitions Annual Service Plan Annual plan for bus and rail service enhancements including public input AV Autonomous Vehicle A vehicle with technology that senses the environment and navigates with reduced or no human input Business Plan Overall, agency-level plan that includes Goals, Objectives, Measures, Targets, and Key Strategic Actions at the agency-level CoOP Continuity of Operations Plan A formal plan for ensuring continuity of operations even in extreme emergency situations DBE Disadvantaged Business Enterprise Companies with ownership by socially or economically disadvantage individual(s) Division Transit Project Capital construction project to provide higher-capacity, more reliable, and faster bus service along SE Division Draft Environmental Impact Statement A requirement for some large federally funded projects studying potential environmental impacts of those projects Final Environmental Impact Statement A requirement for some large federally funded projects studying potential environmental impacts of those projects Full Funding Grant Agreement A contract with the federal government to receive a percentage of project funding FTA Federal Transit Administration The federal agency that provides oversight and funding opportunities for transit agencies FY Fiscal Year The fiscal operating period used by TriMet and many other public agencies in Oregon, which runs July 1 through June 30 of the following calendar year; e.g., FY2018 is from July 1, 2017, through June 30, 2018 Goals Expected achievements during the five years of the Business Plan. Goals are grouped by Success Category. Goals lead to Objectives, Measures, Targets, and Key Strategic Actions Hop Fastpass Regional transit fare card that will work on TriMet, Streetcar, and C-TRAN (with plans for additional services in the future). See Key Strategic Actions The most impactful or new Strategic Actions for agency-level planning and management in the Business Plan. These are specific actions identified to make progress toward Targets KPI Key Performance Indicators A term not used in this Plan; see Measures and Targets MBE Minority Business Enterprise Companies with ownership by minorities Measures Quantitative or qualitative methods of identifying the current status in a given issue Mobility On Demand Sandbox A federal grant program supporting technology that provides enhanced customer information and being used by TriMet to improve our online trip planner and mapping functions in an open source format that other transit agencies and transportation providers can also use. The new trip planner will integrate transit with other shared-use modes (e.g., ride sharing, ride-hailing, and bike share) National Environmental Policy Act The federal statute that requires environmental review of federallyfunded projects 27

34 NIMS National Incident Management System a comprehensive, national approach to incident management that is applicable at all jurisdictional levels and across functional disciplines Objectives Specific statements of goals in a way that are actionable and lead to Measures, Targets, and Key Strategic Actions Project Development Step in the process requirements for federally-funded transit projects Pulse Survey Periodic survey of a small sample of TriMet employees conducted several times a year Quantum Survey Periodic survey of TriMet employees conducted every few years Resilience The ability of an agency or a service to withstand challenges from external forces like weather and climate change or economic variability ROOT Rail Operations Optimization Technology The name of TriMet s MAX vehicle project that incorporates Internet of Things (IOT) approaches to vehicle and operations management S & P Global An independent rating company that rates various bonds including public bonds issued by TriMet SPF Salary Placement Form an analytical tool used to identify the suggested salary placement within the salary range by comparing a job s prerequisites to the candidate s demonstrated knowledge, skills, abilities and experience Safety Management System (SMS) A comprehensive and coordinated approach to safe operations, maintenance, actions, and management Service Enhancement Plan Long-range shared vision for bus service developed between 2012 and 2016 that illustrates desired future service and serves as a guide to each year s Annual Service Plan priorities Six Sigma Management techniques and tools for improving procedures to greatly reduce the chance that an error or defect will occur Southwest Corridor Current planning process for a new, proposed light rail line serving the southwest portion of the region including Tigard, Tualatin, and southwest Portland State of Good Repair A transit industry term that means keeping facilities and vehicles in good repair to maintain safety, efficiency, and operability Strategic Financial Plan Adopted TriMet Plan for the long-term financial health of the agency Strategic Premises Basic assumptions underlying the projections, analysis, plans, and approaches Strategic Success Categories Categories of focus to help organize Goals, Objectives, Measures, Targets, and Action Steps. They include: Customers, Internal Business Practices; People and Innovation; and Financial Targets Specific planned-for performance on Measures. Each Measure will have an associated Target to ensure that the Business Plan is focused and leads to a clear indication of whether targets are being met (and therefore demonstrate that chosen Actions are effective) TNCs Transportation Network Companies Companies that use technology platforms to connect passengers to rides in personal, non-commercial vehicles; e.g., Lyft, Uber Transit Asset Management Plan A formal, federally-required plan identifying how to manage, for long-term safety and operability, all significant assets owned and maintained by a transit agency; e.g., buses, garages, rail tracks, storage facilities, etc. 28

35