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05/14/1992 - Packet AGENDA TRANSPORTATION ADVISORY COMMITTEE THURSDAY, MAY 14, 1992 - 7:00 PM TIGARD CITY HALL - COMMUNITY DEVELOPMENT CONFERENCE ROOM 13125 SW HALL BLVD. TIGARD, OREGON 1. CALL TO ORDER 2. ROLL CALL: SCHWEITZ MOORE DUSEVOIR ETZEL HOLLAND NEWCOMB WATERMAN 3. Approval of minutes of April 9, 1992 meeting (attached). 4. Recommendations on project funding. 5. Discussion of the role of the Committee 6. Other business. 7. Adjournment TO ENSURE A QUORUM TO CONDUCT BUSINESS, PLEASE CALL LIZ NEWTON AT 639-4171, EXTENSION 308 IF YOU ARE UNABLE TO ATTEND. h: login Vo�tac A e Transportation Advisory Committee Meeting April 9, 1992 Called to order at 7:00 p.m. 1. Roll call - All present, except for Jim Dusevoir and Nancy Newcomb Others present - Pat Reilly, City Administrator Randy Wooley, City Engineer Gary Alfson, City Staff member 1 a. Previous minutes were discussed and approved. 2. Discussion of role of T.A.C. Discussion was led by Pat Reilly. It is Pat's opinion to integrate the T.A.C. with the Planning Commission. Randy handed out a memo concerning the statement of work for the T.A.C. from Liz Newton. Liz echoed similar comments as Pat. Pat is looking for feedback from the committee on alternatives and suggestions on transferring or integrating roles and responsibilities of the T.A.C. to the Planning Commission. 3. Project funding priorities for FY 92-93. Randy handed out proposed T.I.F. funds priority sheet. Randy also handed out the proposed FY 92-93 gas tax budget,the transportation improvement priorities(as prioritized by the committee previously), and a list of the potential signal locations. Ron Holland moved to accept the proposed T.I.F. budget. Motion was seconded and unanimously approved. For the gas tax budget, $131,000 remains for funding "other projects." It was moved by John Etzel to approve the $174,000 for committed projects, $320,000 for major maintenance, and the rest of the$131,000 be funded on safety related/maintenance projects, per discretion of City staff. Motion was approved unanimously. Randy and Gary will investigate safety/maintenance alternatives and report back to the committee for ratification at next meeting. 4. Election of officers Ron Holland moved to reappoint the existing officers, with option to reevaluate officers pending T.A.C. restructuring. Motion carried. 5. Other business None. 6. Meeting adjourned at 8:55 p.m. Minutes submitted by John Etzel login\jo\trans m in.492 MEMORANDUM CITY OF TIGARD TO: Transportation Advisory Committee May 5, 1992 FROM: Randy Wooley, City Engine SUBJECT: May Meeting 1 . Prosect Funding Based on the Committee' s direction at the April meeting, we have prepared the final proposal for project funding for Fiscal Year 1992-1993 . We are requesting that the Committee formally adopt the proposal as its recommendation to the Council . From gas tax funds, the proposed projects are : Committed projects from previous years $ 174, 000 Major maintenance (overlays & slurry seals) 331, 000 Main St . reconstruction (Scoffins to 99W) 120, 000 Total Gas Tax CIP Budget $ 625, 000 These projects were selected to address the City' s greatest needs in the major maintenance of our roadway pavements . This will provide a major step towards protecting the City' s capital investment in streets . These projects can be moved to construction rather quickly; we would hope to see them completed during 1992 . The decision to defer the safety-related projects was based on review of accident records and schedules . Review of accident records suggested that the safety concerns were not as severe as we had thought . Of the projects discussed by the Committee, the only one showing any accidents in the last three years was Bonita Road near the railroad crossing. However, beginning the Bonita project now would likely have Bonita under construction at the same time that the County' s project on Durham Road is under construction, which would cause major traffic problems . Therefore, the decision was made to defer the safety projects; they will again be considered for funding next year. Projects to be funded from traffic impact fees (TIF) are shown in the attached table . The table has been revised slightly since the April meeting to increase the funding for the Hall/Bonita signal . Some additional funding is required to increase the length of the left-turn lane on Hall as part of the signal project and to meet all the requirements of the State Highway Division . To balance accounts, the funding for the 72nd/99W project has been reduced slightly. Since the 72nd/99W project will not be constructed until 1993, additional funding can be provided in the FY 1993-1994 budget if necessary. If acceptable, the Committee should now formally approve these project lists as its recommendation for funding of gas tax and TIF projects . 2 . Committee Role At the April meeting, there was a discussion about the role of the Committee . The May agenda provides for continuation of this discussion. 3 . Tri-Met Enclosed for your information is a copy of the draft of the Tri-Met Strategic Plan. It describes a vision that is being discussed for land-use and transportation planning in the Portland area to accommodate growth over the next 20 years . rw/ttac-may May 5, 1992 PROPOSED F.Y. 1992-93 BUDGET FOR T. I .F. - FUNDED PROJECTS T . I .F. FUNDING PROJECTS ARTERIAL COLLECTOR TRANSIT 72nd/99W 347, 000* Dartmouth Street 30, 000 Bonita/72nd Signal 50, 000 Hall/Bonita Signal 120, 000 109th Extension 500, 000* Cascade Blvd. R/W 75, 000 Reserve for transit 133, 000 467, 000 655, 000 133, 000 TOTAL ESTIMATED T. I .F. REVENUE THROUGH 6/30/93 = $1, 255, 000 *Increased from FY 1991-92 budget to provide for complete project . Only design and right-of-way was funded in FY 1991-92 budget . dj/RW:tif-fund.tbl TRI-MET TRI-MET Strategic Plan Pursuing a Shared Vision "At0 CONTENTS Quality of Life: A Matter of Choice The case for a regional vision and strategy Lessons learned from Seattle, Toronto A Vision for Growth and Livability One vision of the region 20 years from now Pursuing the Vision: Moving Forward Together Tri-Met's role in achieving the vision Tri-Met's Mission and Goals A foldout of Tri-Met's draft Strategic Plan Business Plan Tri-Met Board of Directors Loren Wyss, President Robert Bocci Phil Bogue Nita Brueggeman Shirley Huffman Bill Robertson Ron Tonkin Strategic Plan Working Group Tom Walsh Bob Post Bill Robertson Nita Brueggeman Bruce Harder Dick Feeney Doug Capps Bill Allen Dan Hoyt G. B. Arrington, Project Manager Karl Marlantes, Consultant Paula Coppel, Consultant 5-Year Plan Working Group Rick Gerhart Ken Zatarain Claire Cushman Ross Roberts Production and Design Warren Schlegel Jeff Frane Fran Hart TRI-METApril 1992 Dear Friend, Over the next 20 years, some 500,000 people are expected to move to the Portland metropolitan area. That unprecedented level of regional growth raises a key question: "How can this region accommodate half a million more people without losing its livability?" One of the key components of livability is mobility. The ease with which citizens can get from one place to another makes a tremendous difference in the vitality and character of a community. Easy movement can contribute to a bustling, thriving region; traffic jams can choke and destroy it. We have only to look at Seattle and Los Angeles to see how congestion and gridlock can ruin an area's quality of life. Tri-Met and its regional partners have already laid the ground- work for keeping the Portland area mobile as it grows. Together we have achieved some major successes: a model light rail system, soon to be expanded; an exemplary, smooth-functioning transit mall; a thriving, compact downtown; a regional urban growth boundary; and a transit system that has been named best in the country. But much more remains to be done. As the region's growth increases, so will its challenges. This draft strategic plan is intended to do two things: First, to raise the question: "What do we want this community to look like 20 years from now?" The vision offered here for discussion calls for compact, well-planned urban development rather than today's suburban sprawl; increased reliance on transit; and full integration of land use and trans- portation planning to create attractive, lively and livable neighborhoods. Second, this document describes Tri-Met's new mission statement and six strategic goals aimed at improving mobility. The goals are ambi- tious but achievable. They call for: 1) Improving customer service; 2) Increasing ridership; 3) Obtaining additional funding and increasing efficiency; 4) Diversifying service; 5) Expanding the transit system; and 6) Advocating land use that supports greater mobility. While we call this draft Tri-Met's strategic plan, it is in fact a plan that must be shared by the entire region if it is to succeed. None of the goals outlined here can be achieved without the support and involvement of others. At the same time, many of the ideas presented here have been discussed previously in other arenas or are reflected in the future plans of other agencies. We will need to work together for coordinated, effective action. We welcome your thoughtful review and comment on this draft. It will be the first, not the only, communication piece we provide to share ideas as we strive to serve this growing community even better. 5��P I�k,,4 Loren Wyss Tom Walsh President of the Board General Manager Quality of Life The Portland area today offers a quality of life that is the envy of much of the nation. Vibrant cities, beautiful A matter of choice parks, stable neighborhoods, cultural opportunities, inno- vative development, model transportation and trend- setting environmental initiatives all contribute to a com- munity that is widely considered to be one of the best. Yet, as the population swells, this area's livability is at risk. There is a real dan- ger that an onslaught of growth could wipe out all the progress and good deeds that have shaped this community into the special place it is today. Over the next 20 years, the Portland area is expected to grow faster than the entire state of Oregon did during the 1980s. The population will grow by 500,000—the equivalent of another city the size of Portland. The challenge presented by that growth is immense. How can this region accommodate those additional people and still maintain its high quality of life? Other major metropolitan areas have fallen prey to urban sprawl, traffic jams, dirty air and decaying downtowns. It will take a concerted effort for the Portland area to resist those forces and find ways to grow without sacrificing its livability. Current Trends Are Troubling Even with the region's past achievements, some of the current trends are troubling. Traffic congestion is growing. Residents in Washing- ton and Clackamas counties who were recently surveyed listed traffic as their number one concern. Light rail on the west side will alleviate some of the traffic in Washing- ton County, but it will mainly just keep congestion from getting worse. 00 Tri-Met Strategic Plan Discussion Draft I Most disturbing is the projection that, even if the region succeeds in imple- menting its current land use and trans- portation plans, 85 percent of all growth will occur outside the Portland city limits and traffic congestion in the re- gion will more than double. A second concern is lagging investment in infrastruc. ture— including transportation, wastewater, storm sewers and other utilities. In transportation alone, according to the Oregon Department of Transportation, the state as a whole is $19 billion short of the funding needed to restore and maintain its deteriorating roads. About half of that unmet need is in the Portland area. The question now is not whether the region will fall short on infrastructure, but by how much. The more compactly the Portland area grows, the easier it will be to provide for its infrastructure needs. Air quality is another source of concern. The number of vehicle miles traveled in the Portland region has been growing by about 6 percent a year. To keep our air clean and safe to breathe,as well as meet federal clean air guidelines, the area will need to reduce that to only 2 to 4 percent a year—or face tough federal mandates to force compliance. Regional Rail System Opening the Westside VANCOUVER Project in 1998 is the next link in the develop. Al RPO n W merit of the proposed regional light rail system. HILLSBORO PORTLAN WESTSIDE MAX EXISTING MAX BEAVERTON aB�a � GRESHAM TIGARD CUCKAMAS 2 Tri-Met Strategic Plan Discussion Draft Transit Share of Market Yet, while there is mounting pressure to reduce vehicu- lar travel, the region's current pattern of growth encour- ages more trips and more travel by automobile. ` Outward Growth Means More Travel, Transit Less Transit The metropolitan area is growing outward— through low-density, spread-apart suburban development—rather than upward, through compact urban development. The All Work Trips to pattern is one of sprawl within the region's urban growth Downtown Portland boundary (UGB). The fact that growth is occurring at only 70 percent of planned densities is intensifying the pressure to expand the UGB. If current patterns continue, Transitfuture growth will mainly occur on the fringes of the UGB —or, if the boundary is expanded, beyond it. This pattern of sprawl presents two problems: First, it increases the number of daily trips at a rate even faster Washington County than the population. In the 1980s in Oregon, the number Work Trips to of vehicle miles traveled increased eight times faster than Downtown Portland the population. Second, outward growth cannot be served cost-effec- tively by transit. Current projections show the number of trips internal to the west side of Portland will increase by 81 percent Transit over the next 20 years—while, even with a large increase in service, the percentage of those trips served by transit will remain at today's level of 1 percent. Without a All Trips in change in development patterns, transit's share of the Washington County suburban transportation market is not expected to change, because transit is not well-suited to serving today's pattern of dispersed development. While Tri-Met has a substantial share of the market for all work trips to downtown Portland, it serves only 30 San Francisco Bay Area: one-fourth of downtown commuters a Doubling reduction Densityin VMT from Washington County. Transits 0 2 market share within the suburbs is .3> even lower. only one percent. g o 7 m g Xo � a � e a � 0 50 100 Households per acre Source:Siena Club Compact growth can cause a reduction in total trips and an increase in transit use. Tri-Met Strategic Plan Discussion Draft 3 By contrast, compact growth is well-suited to transit. Compact growth can cause a reduction in total trips and an increase in transit use. A study of different neighborhoods in the San Fran- cisco area found that the number of vehicle miles traveled for residents of denser communities was considerably less than those from spread-out, lower-density neighborhoods. In actual terms, doubling the density yielded up to a 30 percent drop in vehicle miles traveled. Contained growth—expanding"up" rather than"out" — can allow a community to fully use transit as a way to maintain mobility in the face of growth. Two North American cities—Seattle and Toronto— provide striking examples of the different effects on mobility and livability when a community grows out or up. Seattle: "Paradise Lost" In the early 1980s, Seattle was considered one of the most livable cities in the country. Now, just a decade later, it is listed as the sixth most congested urban area in the United States. In recent times, the Puget Sound area has been referred to as "paradise lost." What happened to cause such a dramatic decline in one decade? Primarily, rapid growth. The Seattle region grew by 500,000 people in the 1980s. However, it had no overall vision or strong planning to guide its growth. As a result, the region slid into a pattern of outward growth. From 1970 to 1990, the population grew by 38 percent— Rx for Gridlock Seattle: Percent Growth from 1970 136 . Portland is currently Source:Puget Sound Council of Governments following the same trends that overtook Seattle: land consumed 87% 1990 at a faster rate than population growth, increased dependence 1990 on the automobile, and 50% an explosion in vehicle. 389 46% miles traveled. 189E 1990 '1980 1980 1980 Population Developed Land Vehicle Miles Traveled 4 Tri-Met Strategic Plan Discussion Draft while the amount of land consumed by urban development increased by 87 percent. The outward growth led to greater reliance on the automobile; consequently, vehicle miles traveled went up 136 percent from 1970 to 1990— almost four times as much as the population. At the same time, the level of funding for transportation dropped in terms of real dollars. Seattle is now trying to play "catch-up," but the costs are enormous. Once a community has spread out, it is nearly impossible to reverse the trend. The Seattle region has identified the need for more than $20 billion in capital investments and$10 billion in operations and mainte- nance for transportation improvements over the next 30 years. That total of$30 billion would not reduce today's level of congestion,.but would only keep it from getting significantly worse. Seattle grew"out" not "up"—and has paid dearly for it in terms of traffic jams, gridlock and lost livability. Toronto: A Better Way to Grow Toronto has managed its growth differently, with more positive results. It has grown in a non-traditional way: up, not out; through density, not sprawl. The city has 2.2 million people, and 25 percent of all trips are taken on transit. Compared to the Portland region, metropolitan Toronto has twice the population, four times the density and 10 times the transit ridership. Its tran- sit network consists of diesel buses, subways, light rail, streetcars, trolley buses and commuter trains. The provin- cial government does not prohibit growth outside the metropolitan area; it just doesn't provide roads or transit to serve it. Most importantly, Toronto is a beautiful, thriving, livable city. While L.A. invested in freeways, Toronto Tri-Met Strategic Plan Discussion Draft 5 invested in transit and land use planning. A Matter of Choice The Portland area is at a critical crossroads. One route leads to"Seattle," the other to "Toronto." This region has a choice—but, judging by the experience of other cities, it has only three or four years to make that choice. Then, unless the people of the region take action, the decision will irrevocably be made for them. Los Angeles is the way it is today not because people want it that way, but because its people missed the chance to make their choice. Seattle had its opportunity in the mid-1970s to plan for growth. If the Portland area does not get ahead of change, it will be pushed into a pattern of sprawl. The trends are already pointing in that direction—but if the region is willing to take bold action, those trends can be reversed. Traffic congestion and air pollution are not an inevi- table part of growth—they are the result of growing the wrong way. Downtown Portland, like Toronto, provides an example of growing the right way. The key elements in Portland's success were the downtown plan and an investment in transit. The downtown area has grown from 56,000 jobs in 1975 to 86,000+ jobs today — an in- crease of more than 50 percent. At the same time, air quality has improved and traffic congestion has not increased. Now the entire Portland area has a chance to apply the lessons learned from the city's downtown experience, and from Seattle,Toronto and other cities. There is a way to grow and still preserve livability, and this region has the chance to achieve it— if its citizens have the collective will to do so. 6 Tri-Met Strategic Plan Discussion Draft A Vision forTo decide how to grow, the region must first determine what it wants to look like in the future. What follows is Growth and one vision, prepared by Tri-Met staff, of how the Portland metropolitan area might look 20 years from now: Livab g The region is a compact, though not crowded, thriving urban area with some 2 million people, set off from surrounding farm and forest lands by a distinct, unchanging urban growth boundary. Most buildings are low- to mid-rise, and single- family homes in traditional neighborhoods still pre- dominate. The region includes ample parks and open space, but very little neglected land. Redevel- opment is common, as obsolete structures are re- placed by new higher-density development that fits with the neighborhoods. Development is concentrated along major transit corridors and the region's four light rail lines. Two more lines are getting underway. Land use and transportation have been carefully planned and integrated to make it easy to get around. compact mixed-use "villages" have been developed around major transit stops. These consist of everything from a regional shopping center, to a major industrial site, to a mixed-use center offering affordable housing as well as employment, retail and cultural activi- \\ 0 ties. Nearly a million trips a day are taken on transit. The percentage of total trips taken on transit (includ- ing buses, light rail, shuttles and van pools as well as 1NP } taxis) is as high in the Portland region as anywhere else in the country. The average commute to work Y., r takes 20 minutes. The lifestyle in the region is more urban than suburban. Despite considerable growth, the metro area has retained a "neighborly" feel to it. The city is bustling, but also provides for citizens' quiet time. In Portland, unlike most American cities, people spend their interludes of quiet in parks, in open Tri-Met Strategic Plan Discussion Draft 7 spaces, along the rivers and in museums —rather than entombed in lonely autos stuck in traffic jams. As for Tri-Met, we envision: An agency that leads the nation in the quality, II l t:• integrity and success of its transit system. It operates a model regional rail system, complemented by a network of major bus corridors that provide the bus J equivalent of an above-ground subway: fast, fre. ' Q quent, convenient service to key destinations. The agency also provides more personalized service with OP its neighborhood mini-buses that link residents to the i . bus corridors and regional rail. i-Met works closely with local juris- dictions, decision-makers and developers to achieve land use and transportation patterns that enhance the region's mobil- ity and livability. The agency's public approval rating is extremely high. It is well-funded and well-supported at the state and local levels, and at the federal level, where Tri-Met is considered "the Bell Labs" of the transit / industry, providing a model for others. Internally, Tri-Met is high-spirited. Its employees : are among the best and brightest in the Northwest. They are actively involved in problem-solving within the agency, and find their ideas for improvement are frequently used. Two-way communication is irate- gral to the agency's method of operation. Managers �' • ! ��� -�` freely and openly share information with each other and with employees, and employees express their thoughts and concerns. Each employee has a clear idea of the agency's mission and goals,the obstacles it must overcome, and what he or she can do to contribute to Tri-Met's success. Outstanding customer service is a shared passion, and employees routinely ask themselves, "What will this do to help us attract or keep more customers?" The operative philosophy at Tri-Met is: "Customers, one at a time." The agency sees and treats customers as individuals and strives to satisfy them just that way: one at a time. 8 Tri-Met Strategic Plan Discussion Draft PLlrStllri the The vision implies significant challenges for the region. b Overall, it suggests the need for strong partnerships be- �1SlOri: Moving tween citizens, neighborhoods, government, public agen- lel cies, private businesses and other organizations to steer the Forward Together region in the desired direction. The vision also has significant implications for Tri- Met. First of all, it suggests a broader orientation for Tri- Met—beyond"bus and rail service" to"overall mobility in the region." Second, the vision suggests a need for Tri-Met to markedly increase its level of service to achieve that mobility. If the agency's service continues to grow at the current rate of 1 to 11/2 percent a year, the level of mobility described in the vision will not be achieved. Tri-Met's Mission: Mobility Using the vision as its foundation, Tri-Met has devel- oped a new strategic plan. The plan includes a mission statement and six strategic goals the agency must achieve to enhance people's mobility in the region. Tri-Met's mission is to assure that mobility improves as the region grows. The agency will help the region avoid a Dramatically in- creased ridership is critical for Tri-Met to Strategic Pian Ridership Curve achieve its mission of enhanced regional 700 mobility. a 600 4th Rail 0 Line 500 3rd Rail Opens a 400 Line astside Opens Q 300 Opens 200 w 1 *Now 00 Revenues 0 92 95 2000 2005 Tri-Met Strategic Plan Discussion Draft 9 pattern of sprawl, and meet the transit needs associated with compact growth. Achieving that mission will require a dramatic increase in transit ridership. The ridership goal calls for 690,000 daily boarding riders by 2005, up significantly from the current level of 200,000 per day. It is an aggressive but achievable goal, and will be the primary focus of every Tri- Met employee. To achieve the ridership goal, the agency will be oriented to attracting more customers to use transit. This will involve an all-out campaign to make transit so conve- nient, so easy-to-use, so economical and so appealing that customers simply can't resist it. Tri-Met will simplify the transit system and how it is communicated to customers, and will also introduce a new concept: "10-Minute Corridors." The corridors will pro- vide the backbone for Tri-Met's bus service, creating the bus equivalent of an above-ground subway. Through service and capital improvements on about two dozen major transit corridors, Tri-Met will increase bus frequency and speed so that a bus arrives every 10 minutes. The customer service goal will reinforce a dedication to giving customers outstanding service. It calls for im- proving the reliability of the system and decreasing the number of customer complaints. Each Tri-Met employee will be encouraged to do what he or she can to help more customers take advantage of a system that is highly reli- able, convenient and "user-friendly." A massive increase in ridership will mean a massive increase in buses, light rail cars and other Tri-Met ve- hicles. The system expansion goal supports the ridership 10-Minute Corridors A new concept, "10 minute" corridors will "o... VANCOUVER provide the backbone of • ` " Tri-Met service, creat. AIRPORT ing the bus and rail equivalent of an above PORTLANOA ground subway. HILLtSORO BEAYERTON ® GREtHAM RAL TIGARD f CLACKArAti Wi LAIC OSWEGO TUALATIN OREGON ;,ow" CITY y:♦ 10 Tri-Met Strategic Plan Discussion Draft goal. It indicates what must be physically in place for Tri- Met to accomplish its mission, and also dictates the level of funding needed. Additional Funding Key to Achieving Vision Additional funding will be needed, and spending that money and putting additional vehicles in service will require taking risks. The fiscal stability goal is designed to keep Tri-Met focused on funding needs and on spending its money wisely and carefully. According to Tri-Met's projections outlined in the at- tached business plan,the agency will need$45 million in new revenues starting in fiscal year 1995 and another$30 million in new revenues beginning in FY'98, in order to provide the level of service required to achieve the vision.The obvious question is:Where will that money come from? A number of efforts are already underway which will lead to the development of a transit financing package.These include the Oregon Transportation Plan by the Oregon Department of Transportation;the Governor's task force on Portland Area Motor Vehicle Emission Reduction;the Joint Policy Advisory Committee on Transportation(JPACT)for the Portland region;Future Focus,the City of Portland's strategic planning project;and the Transportation'93 Com- mittee, initiated by the Oregon Transit Association and the State Legislative Revenue Committee to consider statewide transit financing. These groups are considering transportation-related funding mechanisms such as: • A tailpipe fee in the Metro area starting at$25 per car per year with future Oregon Department of Environ- mental Quality authority for adjustment. The fee would be authorized by the State Legislature and DEQ; • A systems development charge imposed on developers at a rate of up to$1,000 per new parking space to support transit; and • A commercial parking fee on businesses aimed at limiting parking availabililty in order to encourage greater transit use and boost transit revenues. The fact that more funding will be needed makes it critically important that the region agree on its vision of the future and a land use/transportation strategy to achieve it. It is Tri-Met's belief that if the people of this region are committed to seeing the region grow in a certain way, they will provide the money to make that vision a reality. Tri-Met will work to help citizens and policymakers Tri-Met Strategic Plan Discussion Draft 11 understand that the region has a choice in how it grows— essentially, "up" vs. "out"—and that each alternative carries with it certain costs and implications. The agency will also carefully target its own spending toward achieving the vision,and will emphasize operational efficiencies to assure that the region is getting top value for its transit dollar.Tri-Met is well aware of the need to spend wisely: If the agency doesn't spend wisely, it could lose its public support. Land Use and Service Diversity Emphasized Increased transit ridership is essential to achieve the vision to be achieved,but it is not the only major change needed. The land use goal reflects an awareness that, if current land-use patterns con- tinue, even dramatic service expansion will not solve the transportation prob- lems associated with 500,000 new resi- dents in the region over the next two decades. In pursuing the land use goal,Tri-Met will encourage the region to concentrate growth along major transit corridors,so the region can grow without losing mobility. Since Tri-Met is not a land use agency, it will need to achieve this goal through complete cooperation with those jurisdictions and agencies that do have land use responsibilities. Some shifting of re- gional priorities and reallocation of funds may be needed.The region expects and has indicated a desire for Tri-Met to advocate land use patterns that contribute to effective regional transportation. Tri-Met will provide information and encour- age an urban form that enhances people's mobility. Finally,Tri-Met recognizes that demographics,tech- nology and customer needs are changing. To maintain flex- ibility for the future and avoid getting locked into only bus and rail service,the agency will explore new possibilities in service diversity. The diversity goal is intended to stimulate innova- tive,fresh,workable ideas that can help Tri-Met better meet customer needs and,at the same time, improve mobility. It will require the agency to devote time and money to creative transportation solutions, including projects and programs to increase carpooling and walking,and new neighborhood mini- bus service. 12 Tri-Met Strategic Plan Discussion Draft Tri-Met Strategic Plan: Business Plan Year of Expenditure Dollars FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST F 1. Weekday Buardings 200,000 216,000 233,280 256,608 282,269 310,496 347,755 382,531 420,784 462,862 518,406 570,246 627,271 689,998 2. Weekly Rus and Rail Hours 31,259 32,163 33,095 36,960 41,286 46,127 52,302 56,126 60,233 64,644 70,382 75,472 80,940 86,814 3. Annual Revenues(000s) a. Passenger Revenues 26,864 30,464 34,546 39,900 46,085 53,228 62,597 72,298 83,505 96,449 113,424 131,004 151,310 174,763 b. Payroll Tax Revenues 77,384 84,214 90,430 96,863 103,157 109,861 117,002 124,608 132,708 141,336 150,528 160,316 171,512 172,713 c. Other Existing Revenues 39,327 35,413 57,579 45,684 57,413 33,305 36,606 57,172 44,721 50,643 76,646 62,503 69,776 99,105 d. New Revenues 45,000 48,150 51,521 85,127 91,086 97,462 104,284 111,584 119,395 127,753 136,695 4. Total Revenues(CR and OTO) 143,575 150,091 182,555 227,447 254,805 247,915 301,332 345,164 358,396 392,712 452,182 473,218 520,351 583,276 5. Operating Expenditures(CE) 103,385 114,415 124,825 144,176 161,141 180,967 209,646 230,430 251,447 274,601 314,635 343,295 374,869 409,664 6. Capital Expenditures(CE and OTO) 32,772 32,100 67,541 53,370 109,779 62,450 70,545 101,253 90,237 101,198 138,115 125,913 139,855 184,837 7. Total Expenditures(CE and OTO) 136,157 146,515 192,366 197,546 270,920 243,417 280,191 331,683 341,684 375,799 452,750 469,208 514,724 594,501 8. Operating Result 7,418 3,576 (9,811) 29,901 (16,115) 4,498 21,141 13,481 16,712 16,913 (568) 4,010 5,627 (11,225) 9. Estimated Beginning Working Capital 49,616 57,034 54,610 44,799 74,700 58,585 63,083 84,223 97,704 114,416 131,329 130,761 134,771 140,398 a. Operating Fund 25,846 28,604 31,206 36,044 40,285 45,242 52,412 57,608 62,862 68,650 78,659 85,824 93,717 102,416 b. Capital Reserve Fund 23,770 28,430 23,404 8,755 34,415 13,343 10,671 26,616 34,843 45,766 52,670 44,938 41,054 37,982 10. Months of Operating Expense 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 11. Fare Recovery Ratio 26.0% 26.6% 27.7% 27.7% 28.6% 29.4'%, 29.9% 31.4% 33.2% 35.1% 36.0% 38.2% 40.4% 42.7% CR=Continuing Revenue OTO=One Time Only CE=Continuing Expenditures Key Points: Ridership Growth Service Expansion New Revenues Fiscal Stability Operating Efficiences • The focus of much of Tri-Met's activi- Line two,weekly bus and rail hours, • As indicated in line 3d,Tri-Met will • The agency's commitment in maintain- • The agency will be improving its ties will be achieving the weekly shows the level of service needed to need new revenues to pay for expanded ing three months'of operating working operating efficiencies,so that its fare boarding ridership increases shown in serve significantly more customers. service.The agency will need$45 capital as part of its fiscal stability goal recovery ratio(line 11)increases from line one-from 200,000 daily boarding million in new revenues starting in FY is reflected in line 10,which shows 26 percent today to almost 43 percent rides today to about 690,000 in FY '95,growing at 7 percent per year.An steady maintenance of three months of in FY 2005.This means that by 2005, 2005.This growth in ridership is additional new revenue source of$30 operating expense.Tri-Met will main- about 43 percent of Tri-Met's costs will considered critical for Tri-met to million is anticipated starting in FY'98, tain this cushion to assure wise and he covered by passenger fares. achieve its mission of improving alai increasing at 7 percent per year. prudent spending. mobility as the region grows. The total revenues in line 4 will cover Tri-Mets operating and capital ex- pensesexcept for the money needed to match federal funding for additional light rail lines. Open Here Tr:Met Strategic Man Ih.a-tr,n UruJi Tri-Met's mission: To assure people increased mobility in our growing, compact urban region. Goal t Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Customer Service: Ridership: Fiscal Stability: Diversity: System Expansion: Land Use: Steadily increase system reliability and Increase transit ridership to 690,000 Steadily decrease the cost of each Achieve a steadily increasing share of By 2005,expand the system to 1650 In partnership with other jurisdictions, decrease the number of customer riders per day by 2005. originating ride provided,maintain the walking,biking,carpooling and buses and paratrensit vehicles and help assure that 85 percent of all new complaints. Overall Approach: equivalent of three months'working paratransit as a percentage of total three rail operating corridors,with one growth inside the Urban Growth Overall Approach: The goal represents a dramatic capital,and increase the continuing trips. additional rail corridor in construction Boundary occurs within a 5-minute revenue base by$145 million per year, Overall A roach: and one in final design. walk of a designated major transit Tri-Mer will he driven by an ethic increase from the 200,000 daily board- PP of superlative customer service. The ing riders that now use transit. The by 2005' Tri-Met will explore new service Overall Approach: corridor• operative principle will he satisfying increase will he accomplished in Overall Approach: possibilities to better meet customer Tri-Met will expand its bus service Overall Approach: customers"one ata time."The system incremental stages. Bus service will To achieve this goal,Tri-Met will needs,maintainflexibility((it the future to support the 10-minute corridors and Tri-Met is not a land use agency. for organizing and responding to continue to be the mainstay of Tri- focus(in: and stimulate innovative ideas for existing and future rail lines. It will Tri-Met will work with others to customer complaints will be•improved, Met's transit service,and will be 1) Obtaining additional funding; improving mobility.Tri-Met will work seek to accelerate development of a six- achieve land use plans that can he cost- :nub costumer and community input will bolstered by two new concepts: and with its regional partners to obtain more line regional rail system,with the effectively served by transit as a way to her used to improve service. Tri-Met 1)Ten-minute corridors on two funding and staffing for carpooling completion of Westside light rail by improve mobility in the region. The will also improve the transit system dozen major transit corridors,where 2) Getting the best return(of programs,to create new incentives(e.g., September 1997,the start of final agency will advocate three major itself to make it more convenient, each dollar spent. energy tax credits)for non-automobile design on a third rail corridor h 1996, initiatives: Tri-Met will increase bus frequency and R Y reliable,easy-no-understand and speed so that a bus comes by every 10 To obtain additional funding,Tri- alternatives,to advocate high-octet- and a fourth ready for final design in 1. C:ontaininig growth within the Appealing to customers. minutes(creating the bus equivalent of Met will need the region's support for a panty vehicle lanes,to encourage 2000- The capital cost of system region's urban growth boundary WGB); Capital improvements will include an above-ground subway system);and shared vision of compact urban growth parking incentives for carpo olers and to expansion will be$3$4 billion. creation of 10-minute corridors(where 2)Neighborhood mini-bus service, and a regional rail system. Tri-Mer will increase employer vanpo cling. The. Ke Five-Year Objectives: 2. Substantially increasing R Y bl densities in transit corridors;and (aster,more frequent service is provided which will rovide service to customers increase efficiency and Ret the best agency will advocate improvements to o n rimae routes),:rad improvements P rerun for each dollar spent by increas- make more public areas safe and •Open Westside light rail in Septem- 3. Helping to assure that new ' p Y P close-to-home,offering almost Jour-to- her,1997,within budget and with in and around transit stops,including doer scku and deliver to link ing ridership:rad increasing transit oriented to walking,and will encourage R development is designed to he served by P p' Y speeds. Maintaining three months' more hie cle use. "Sector teams'made more than 20,000 daily boarding transit. park-and-ride lots. customers with light rail and the 10. R Y riders. Key Five-Year Objectives- minute corridors. capital keeping provides a et(in control mechanism upur that the employees will help Tri-Met will consider those three for keeping Tri-Met on trek finan- assure that the transportation needs of •Add Hillsboro to project in 1994; factors in deciding where to provide •Increase customer satisfaction and Marketing,advertising,promotions ciall specific neighb+rho ods are met,either complete in 1998. reduce customer complaints re regarding and pricing strategies will be used to Y P service. t. R through transit or other means. Assure that a third rail corridor is horst transit ridership. Attracting and Key Five-Year Objectives: Ke Five-Year Objectives: regular anti special service R R Y bj retaining more customers will be the •Achieve regional consensus on Key Five-Year Objectives: ready for construction in 1999,with •Mrer or exceed nll fixed-route•bus R •Change Tri-Mets service standards primary focus of every Tri-Mct em- finance packaging,mobility goals, a Assure:m arra f rarmnsit service completion scheduled for 20(13. service on-rime performance criteria Y" pa and Five-Year Plan to in«+rporatr in Tri-Met's Service Standards. ployee. expansion of transit system and options to meet customer needs. •Increase fixed-route bus(leer by 208 land use considerations into service adoption of land use plans that Enter coaches(1 l8 to meet service Stan- •Assure reliability h maintaining Key Five-Year Objectives: P P •Expand Special Needs Transportation expansion decisions. Y R mobility. to meet ur exceed Americans with darts;90 a-rotn to acs by rte lines) adequate service and vehicle mainte- •Achieve an average of i 10,000 daily to 734 fixed-r<nte buses by the end of new 1997+assure that to percent of all nonce levels. boarding riders per day by the end of •Secure taxing authority on one or Disabilities Act requirements. F1'97;and maintain average bus age new development is located within ' more taxing measures. •Achieve attractive,transit-su rtive one-fourth mile of current and future • fiscal year 1997. PPo at under 6.5 ears. Work with jurisdictions to achieve Y •Secure major new funding source for pedestrian and hiking environments. transit cmrriokrs,and built to density, road treatments that give preference •Increase the number of hours of bus •Successfully adopt one or more design and development standards operations and routine capital by •Develop a simple,integrated fare t,,transit. and light rail service to 50,000 per P P alternative heel technologies to meet week from the current level of July ss r 1994 structure for bus,rail and paratransit. °R that that theort transit. •Strengthen customer-and service- Clean Air Act requirements. - orientation thrua hout Tri-Met. 30,000 per week by the endo(FY97. •Assure finances to complete Westside •Provide xxl tri planning orforma- See that the regions land(Region and g g' p p R •Expand existing operating and This will constitute a 67 percent light rail and provide funds to tion for multi-modal trips and good transportation plan(Region ansp 2040 •Improve ways of listening and maintenance centers,or add a new res ndin to customers;use com- increase in weekly vehicle hours in construct a third rail corridor in 1999. linkage between various males of one Plan and revised Regional pre ensiv p" R five years. •Secure voter approval of a funding transportation. talion Plan)and local comprehensive plaints and other customer and PP R 1" •Develop 1900 Park and Ride parking plans include Tri-bet's land use communityinput to improve service. •Begin implementation of 10-minute mechanism to provide the kcal share •Expand the carpooling program to P (approximately_lots). initiatives. P P �+` spaces(a roximare) •Expand efforts to help more people corridors by FY95. of support for the 20-year rail level- mitigate the disruption of Westside opment plan. traffic during light rail construction •Achieve recognition from develop- learn how to use transit. •Substantially increase system reliahil- R R ity,operating speeds,capacity, it Improve efficiency by increasing and road improvements. ment community that transit- frequency,security and convenience transit vehicle speeds and ridership. oriented development is both achievable and prorfitable. •Increase transit nsit ridership by elderly and a se ra citizens •Pursue joint development orpportuni- ties at key transit stations along the Westside corridor. Tri-Met Strategic flan Discuusion Draft Tri-Met StrarMic flan Ducuusfarm Daft Please Let Us Know Additional funding will be necessary to achieve What You Think this plan. While we call this draft Tri-Met's Strategic Plan, the Would you support additional funding to carry out this g plan must be supported by the entire region if it is to plan? Yes No succeed.We need your input and support. If you have questions,want more details or your group needs a What funding sources should the region consider for speaker on the Strategic Plan,please call 238-4831. We would appreciate your taking a few minutes to fill expanding transit' out this questionnaire and let us know what you think. • The Strategic Plan raises the question, "What do we want this community look like in 20 years?" Have we clearly explained the challenge this community is facing? ❑Yes ❑No Comments: • What advice do you have for Tri-Met? Do you think the vision Tri-Met has suggested is appropriate? ❑Yes a No Do you support it? ❑Yes D No How would you change or improve the vision statement? • The Strategic Plan describes a new Tri-Met Mission Statement and six strategic goals aimed at helping the agency improve mobility. Do you think Tri-Met should be focused on mobility? 0 Yes a No If not, what should be Tri-Met's focus? Thank you. Do you think its strategic goals are appropriate? Name: ❑Yes ❑No Comments: Address: Phone: Group or Affiliation: