Trimess

Monday, December 2, 2013

TRIMET PUBLIC RECORDS

I paid ZERO for this! Haha, too bad Trimet!


Gateway TC switch repair.
Posted by Jessica Bucciarelli at Jun 07, 2013 11:30 AM | PermalinkHYPERLINK "https://trinet.trimet.org/expressline/posts/gateway-tc-switch-repair/image/image_view_fullscreen"
Thank you to all of our staff who helped during the switch malfunction and repair at Gateway Transit Center, Wednesday evening through Thursday afternoon. On Wednesday evening, crews identified that the switch gearbox was not working and needed to be repaired. Crews worked overnight in an attempt to fix the gearbox, however the decision was made early Thursday morning to replace the entire switch mechanism. Crews begin repair work immediately following the morning commute, as the repair need was immediate and could not be delayed until the overnight hours. Crews were able to restore service by 3:30 p.m. on Thursday, prior to the evening commute. Thanks again to everyone in Operations, Customer Service, and other staff who made this repair run so smoothly!

Rose Festival: All Hands on Deck!
The parade Saturdays during Rose Festival are two of TriMet's busiest days. Starlight Parade is the evening Saturday, June 1; Grand Floral Parade is the morning of Saturday, June 8. Visit the Celebrating the People of TriMet page for a slideshow of 'Ask Me' volunteers preparing for their part in ensuring that "Portland's Party" is also "TriMet's Triumph." PS If you somehow manage, in the midst of the busy-ness, to get some employees-in-action Rose Festival photos that might be appropriate for TriNET, feel free to send them to EmployeeCommunications@trimet.org.



 CELEBRATING THE PAYCHECK FLIER
The Oregon Columbia chapter of the International Association of Business Communicators (OCIABC) chose the “Celebrating the People of TriMet” paycheck flier series for a Bronze Beacon award in the Internal Communications category.


 COMMENDATION OF THE WEEK
“This driver is so kind and friendly! She always greets passengers with a smile and she really goes the extra mile (no pun intended) by announcing every stop and transfer option. After a long day or long commute, her energy is really uplifting.” -Line 4, May 22, 2013

JUST ASK: Center Transportation locker clean-out
Posted by Jessica Bucciarelli at Jun 07, 2013 11:20 AM | Permalink HYPERLINK "https://trinet.trimet.org/expressline/posts/just-ask-center-transportation-locker-clean-out/image/image_view_fullscreen"
Q: Will my belongings in the Center St lockers be moved to the trailers, or should I collect my items prior to the move?
A: Employees who have lockers in the Center Street operator report area need to collect their belongings by Wednesday June 12, 2013. As announced in multiple notices circulated and posted in recent weeks, locks will be cut on June 13 and lockers cleaned out in preparation for the temporary relocation of Center Transportation to a modular facility in front of the building. Any items left in lockers will be disposed of or donated to charity. New lockers will be assigned by random drawing in late June. Sign up or leave a message with Kathleen Locke if you want a locker at 503-962-4963.

 Speakers Bureau
Procedures, information, topics and help.

As a public organization it is part of our duty to ensure the public and community are apprised of our mission, goals, priorities and changes.

A speakers bureau will help combine and standardize our community outreach and speaking engagements that are currently occurring and allow us to more efficiently participate in community events and meet public requests.
Objectives

Inform and engage the public and community
Build and further partnerships in the community
Be responsive
Available Topics

The following topics will be listed on the website as available options; they can be updated and changed as certain initiatives and plans change. By narrowing the request field we will be able to help keep our customers focused on our mission and issues.
1. TriMet – Who we are and what we do
2. Economic impact: how transit influences the community
3. Portland to Milwaukie Light Rail Transit Project
4. Employer Pass Programs
5. Safety/Security
6. Service
7. Other
Messages

Topics, briefs and speaking engagements will be focused on exemplifying and sharing TriMet’s vision and mission whenever possible.
Our vision to make the Portland region the most livable in the country. We strive to make life better for our community by providing high-quality transit service that is safe, dependable, responsive, easy and inviting.
We believe that we will reach the highest level of service excellence in a work environment where safety is a fundamental value.
Operating Procedures

Some simple standard procedures will help ensure requests are met successfully and in a timely manner.
1. The Speaker Coordinator will respond immediately to requests letting them know that we are working to fill the request and get any other needed information.
Depending on the topic they request, the Speaker Coordinator will send an email to that specific bank of speakers, cc’ing all of the speaker’s bureau so that a shadow can also volunteer, providing the date, group, time, etc. Whoever is available or would like to fulfill the request, can then reply all, so everyone is aware of who will be speaking.
2. We will always try and have a Speaker and a Shadow – if the request can not be accommodated, the Speaker Coordinator will go back to the requesting organization and see if they have any alternative dates.
3. All events will scheduled on The Public Affairs Outlook Calendar – which everyone will have viewing access to.
4. Speaking events can vary depending on the circumstances. We will have briefs available on each topic, which will be maintained on the Global. Each brief can be tailored to the event and/or specific information. The Speaker Coordinator will let the speakers know if the organization specifically requested a PowerPoint, or if it is up to you, and will maintain a thumbdrive to be used for the events.
5. After speaking events, the Speaker Coordinator will  email the requesting organization for feedback, as well as from the Speaker/Shadow. Feedback from the organization will be provided to you,  and your feedback will be entered in a spreadsheet, so we can maintain information on the events/groups for future use.
Speakers

Capital Projects - Ann Becklund, Sean Batty, Diane Goodwin, Claudia Steinberg, DeeAnn Sandberg, Coral Egnew, Jennifer Koozer, John Fall, Mary Priester and Michelle Traver
Planning & Policy Development - Alan Lehto, Tom Mills, Steve Kautz, Kelly Betteridge,  Jessica Engelmann, Jeff Owen, Eric Hesse
Service Planning/Operations - Shelly Lomax, Ken Zatarain, Kerry Ayres-Palanuk
Human Resources - Randy Stedman, Angela Burns-Brown, Barry Chapman, Stacy Chrest
Finance & Administration - Beth deHamel, Chris Tucker
Customer Information Services - Drew Blevins, Pam Wilson, Clay Thompson, Rhonda Danielson, Adriana Britton, Jan Martin, Don Rhodes, Tom Strader, Martin Gonzalez
Communications - JC Vannatta, Mary Fetsch, Jessica Bucciarelli, Roberta Altstadt, Kellie Randall
Resources

PowerPoints are located in: W:\Public Affairs Division\Communications\Speakers Bureau
The Public Affairs calendar is located in: Outlook Public Folders\Public Affairs\Public Affairs Calendar



Appearance
         Use only the current official logo style
         Do not alter the logo's proportions; i.e., don't make it wider or narrower.
         Use the logo with TriMet's phone number and web address on materials with broad public distribution.

Placement
         Generally, place the logo at the bottom center on the front or back page.
         On business documents (such as invoices), place the logo in the upper left- or right-hand corner of the front page.
         Include the TriMet logo on internal communication materials, interoffice memos and any materials with external circulation.

View the official rules for
logo usage (PDF)
Using the logo in Word documents
         Always use one of the methods below—never copy the logo from one document and paste it in another because it may result in poor printing quality.
         To insert the logo in a Word document:
         Place the cursor at the insertion point and select Insert > Picture > From File
         Navigate to where you saved the logo
         Select it and click "Insert" to place the logo in your document
         If you have the Picture Toolbar open:
         Click the "Insert Picture" icon
         Navigate to where you saved the logo
         Select it and click "Insert"
         See the Help files within Word (select Help > Microsoft Word Help) for more information.
Fonts
         General guidelines
         Limit the number of fonts to one or two in a document.
         Be consistent with font sizes (i.e., don't use 14 pts. for one subhead and 16 pts. for another).
Business documents (reports and letters)
         For headlines and subheads, use a sans-serif font such as Helvetica or Arial.
         For body text, use a serif font such as Times New Roman.

General internal/external promo materials (posters, fliers, brochures, etc.)

         For headlines and subheads, use The Mix Bold.
         For body text, use ITC Mixage Medium.

Signs and decals
         These pieces should be formatted by Creative Services, since they are required to conform to specific signage standards.
         Headline/subhead font
         The Mix Bold (font maintained in Creative Services)

Headlines and subheads should be set in sentence case, not traditional title case. Exceptions: displays, signage and the TriMet external website.

Sentence case:
         The New York Times is a well-designed magazine. (Proper titles remain title-case.)

Title case:
         The New York Times is a Well Designed Magazine.

Body text font
         ITC Mixage Medium (font maintained in Creative Services)
         95% condensing applied


Move Representatives
The mission of the Move Representatives is to assist in accomplishing a seamless and timely transition from the Origin site to the Destination site. This can be achieved by organizing your department's internal activities and facilitating the Move Vendor's activities.
Pre-Move Responsibilities:
         Attend Move Team Meetings
         Collect information from departments for the Moving Together team
         Share documents and communications with department.
1. Distribute Move Instructions and Packing Materials and answer employee questions.
2. Distribute information to staff about building changes such as lunch rooms, conference rooms, mail distribution, storage, equipment location, and supplies.
         Participate in Prepare-PURGE-Pack events, encourage staff to do the same, and be a resource for preparing purging and packing workstations and common areas.
Post-Move Responsibilities:
         Act as an information resource to staff on the new building
         Punch list coordination:
1. Report any obvious damage that has taken place
2. Collect employee punch list items
3. Coordinate with Moving Together team to resolve punch list items
Contact your Move Rep with questions about preparing, purging, packing and other details:
Capital Projects


Administration
Community Affairs
Moving Together
Operating Projects

Program Management
Quality Assurance
Design and Construction (Field Staff)

System Engineering
Real Property
Project Development and Permitting


Legal Services


Public Affairs

Communications and Government Affairs

Customer Information Services
Planning and Policy


Office of the General Manager

Administration, Internal Audit, Diversity and Transit Equity, Business Initiatives
IT and GIS


Financial Services

Fare Revenue
Financial Analysis & Grants Administration
Risk Management
Procurement & Contracts
Risk Management


Labor Relations and Human Resources


Human Resources
Labor Relations


Safety & Security


Operations

Administration
Transportation
Transportation (Center Street)
Operations Support

Field Operations

Service Planning & Scheduling
Training
Facilities



Contacts-Training Dept
Allen Morgan, Manager
Dion Graham Sr, Assistant Manager
Jana Flores, Operations Specialist
Mike Achong, Garage Trainer, Powell
Richard Alsos, Garage Trainer, Merlo
Aaron Baune, New Hire
Mike Bishop, Classroom
Alina Clark, New Hire
Cindi Deibert, Classroom Coordinator
Chris Fields, New hire
Michael Hall, New hire
Mary Hanson, New hire Coordinator
Ken Jenson, New hire
Stewart Jolliffe, New hire
Greg Johnson, New hire
William Johnson, New hire
Jeff Muceus, Classroom
Joyce Ray, New hire
David Reis, New Hire
Denise Ulabarro, Garage Trainer, Center

SOP130 Changing PA/Readerboard Recordings for LRVs & Stations
SOP 130 Revised 04-20-2001
Purpose:
· To define the process for changing the predefined messages in the public address and reader board systems for light rail vehicles and platforms.
Statement of Principles:
· The public address and reader board systems are intended as tools to communicate with customers. All messages defined and recorded are to be constructed with customer satisfaction in mind. No inappropriate messages or sound effects will be permitted.
· To ensure consistency and reliability, all requests for changes, additions or deletions to PA/RB messages will be made through the Manager, Field Operations. Only the System Administrator may make changes to the actual PA/RB messages.
Duties and Responsibilities:
· Manager, Field Operations and Manager, Rail Equipment Maintenance:
Jointly review all requests for changes, additions or deletions to PA/RB messages.
Agree on a schedule for implementing the requested changes. Manager, Field Operations and Manager, Rail Equipment Maintenance must agree. Disputes are to be resolved by a vote of the Rail Change Review Committee.
Forward all approved requests to the Engineer, Rail Equipment Technical Support.
Return all unapproved requests to the requesting party with an explanation, or request for additional information.
· Engineer, Rail Equipment Technical Support:
1. Implement all requested changes to PA/RB messages approved by the Manager, Field Operations.
2. Notify the Manager, Field Operations when the changes have been implemented.
· Personnel Requesting Changes:
1. Complete proper form to request a change to a PA or RB message.
2. Turn in the completed form to the Manager, Field Operations.
3. The Manager, Field Operations will notify the requesting person if the request is approved or not.
Procedures:
· Manager, Field Operations:
Ensure that all requests for PA/RB message changes are submitted on the proper form in the proper format.
Review all requests for PA/RB changes, additions or deletions for purpose and content.
Ensure consistency of PA/RB messages in the system to avoid similar, conflicting or confusing messages.
Forward all approved requests to the System Administrator for implementation.
Notify the person making the request if the request was approved or not.
Reply back to the person making the request for additional information if needed.
Review PA messages once recording has been completed and prior to installation into the PA system.
· Engineer, Rail Equipment Technical Support:
PA Messages:
1. Arrange with the Customer Services Division for a studio to record messages onto the proper digital format.
Once the messages have been properly recorded, submit to the Manager, Field Operations for final review and approval.
After approval, initiate the procedure to load the new message(s) into the PA system.
Where appropriate, assign RB messages to the PA message after it has been entered into the system.
Reader Board Messages:
Initiate the procedure to enter the RB message into the system as approved by the Manager, Field Operations.
Where appropriate, assign a PA message to the RB message after it has been entered into the system.
· Personnel Requesting Changes:
Only the following personnel groups are authorized to request changes to the PA/RB System.
- Field Operations Supervisors
- Field Operations Managers and Field Operations Assistant Managers
- Tri-Met Customer Service Personnel
- Tri-Met Marketing Personnel
- Tri-Met Security Personnel
- Tri-Met Senior Management Personnel
- Port Authority Personnel (Airport terminal only)
2. All requests for changes must be made using the PA/RB Message Change Request form.
3. All submitted requests must be filled out as completely as possible. A request may be returned for additional information if not filled out properly.


You are here: Home / Divisions / General Manager / TriMet's Five-Year Action Plan
TriMet's Five-Year Action Plan
2010-2015
Delivering Safe and Dependable Service
TriMet will provide service that is safe, dependable, responsive, easy and inviting by:
         Focusing on customer needs
         Ensuring financial stability
         Building partnerships for transit growth
Action Steps
1. Focus on Customers
         Create a culture of safety (Saporta)
         Build and operate Portland-Milwaukie Light Rail (Blocher)
         Restore 15 minute or better service on Bus and MAX (Lomax)
         Expand service to relieve peak-hour crowding (Lomax)
         Expand Bus service to enhance local community connections (Clark)
         Simplify and streamline the fare system (Young)
         Increase TriMet presence on the system (Lomax, Saporta)
2. Enhance Financial Stability
         Increase fare system efficiency (deHamel)
         Bring benefit costs in line with projected revenue (Stedman)
         Increase employee productivity through improved attendance (Lomax)
         Identify efficiencies, streamline processes and engage in continuous improvement (All)
3. Build Partnerships for Transit Growth
         Engage our customers and constituents in ongoing conversations about service needs, improvements and funding (Clark)
         Strengthen partnerships with other jurisdictions to ensure growing investment in transit access (Clark)
         Build new partnerships for new projects identified in the region's high capacity transit plan (Clark)
TriMet makes life better for the community



2012 General Manager's Safety & Service Excellence Award Winners
Congratulations to the the following recipients of the 2012 General Manager's Safety & Service Excellence Award. Each winner will be recognized individually by Neil McFarlane at a small, informal workplace ceremony. Thank you for all your hard work!
Ed Choi, bus operator, Merlo
In addition to being honored by the General Manager, Ed was also voted July’s Operator of the Month by his coworkers and peers! Ed has a proven safety record while on the road – 9 Years of Safe Driving. He has reached the status of Master Operator which puts him in a very prestigious category of operators who excel in all aspects of their work. Ed is a true professional. His customers say the same thing. He has received numerous commendations from customers. One customer commented: “I can’t tell you how helpful he was,” said one Line 57 customer. “I really appreciated all of his efforts to help me out.”
Ligena Hein, benefits manager, Labor Relations & Human Resources
Hired in 2010, Ligena has proven to be a tremendous addition to the HR team. In the past two years, she has demonstrated her skill at streamlining cumbersome processes, implementing needed controls and gaining work efficiencies. She maintains her professional calm in stressful situations and delivers high quality work on tight deadlines. Ligena successfully coordinated the dependent eligibility audit, the 2012 TriMet Employee Health Fairs and the transition of TriMet’s dental and medical plans from fully insured to self insured. Her great work in managing the Benefits team has resulted in saving dollars and improved customer service.
Herb Landon, Oracle database architect, Information Technology
Herb played a key role in the ORACLE project by creating a program to interface records with a vendor for HR/Benefits and Payroll. During the project, Herb anticipated each possible scenario to produce accurate data. He also provided outstanding customer service – he was responsive to the needs of project stakeholders. Herb’s creative approach resulted in improved accuracy of data and business efficiency. Herb is the ‘behind-the-scenes’ employee all departments want to have. He is committed to identifying the best way to get something done and then gets it done.
DeeAnn Sandberg, representative, Community Affairs
As a community affairs representative, DeeAnn is tasked with providing project information to neighborhoods impacted by TriMet projects. This involves building partnerships and trust with local neighborhood associations, businesses and residents. DeeAnn continues to rise to the occasion by being a great team player; providing outstanding customer service by being responsive to stakeholders; and consistently delivering high quality work. The American Plaza Community, for example, has complete trust in DeeAnn which proved invaluable when TriMet had to remove area trees for the Portland-Milwaukie Light Rail Project.
Mark Tellis, assistant supervisor maintenance, Center
Since being hired in 1982, Mark has held various positions in maintenance including his most recent as assistant supervisor at Center Maintenance. Mark is considered a major contributor in the electronics and unit rebuild department. He has been the driving force behind the Refurbished GFI Farebox project. As a maintenance trainer, Mark demonstrated his gift for teaching and coaching. Always professional, he goes above and beyond to ensure that the work gets done.
Dave Unsworth, senior manager project development, Capital Projects
Serving as the agency’s senior manager of the Portland-Milwaukie Light Rail Project is a balancing act for Dave. He was instrumental in securing the Full Funding Grant Agreement with FTA. Whether Dave is explaining Project attributes and challenges to staff or project partners, he does so with credibility and a sense of humor. Dave understands the full range of project management, from details to milestones. Dave is appreciated for his project expertise and the high level of enthusiasm he demonstrates in his work.
Dave Whipple, senior coordinator Communications/Interactive Media
As TriMet’s Senior Communications Coordinator for Interactive Media, Dave Whipple was a driving force in the creation of TriMet’s Budget Challenges and Choices online tool. This innovative survey tool generated 4,800 responses. He also lead the development of the information materials printed for community meetings, open houses, employee outreach and public hearings throughout the budget process. Dave is unflappable in sorting through dynamic content and communicating key messages. While all of this was going on, Dave continued to stay focused on other rider engagement strategies, including the How We Roll campaign.


TriMet Way Award Winners
April 2013
Salvador Alvarenga, Journeyman Mechanic, Rail Equipment Maintenance
Brian Boman, Journeyman Mechanic, Rail Equipment Maintenance
Dave Harvey, Journeyman Mechanic, Rail Equipment Maintenance
March 2013
Arnold Alto, Journeyman Mechanic, Merlo Bus Maintenance
Greg Freels, Journeyman Mechanic, Merlo Bus Maintenance
Angel Santos, Journeyman Mechanic, Merlo Bus Maintenance
February 2013
Roberta Altstadt, Public Information Officer, Public Affairs
Alan Beane, Engineer, Capital Projects
Carol McCormick, Moving Together, Capital Projects
Judy Munro, Moving Together, Capital Projects
October 2012
Jana Brey, Administrative Specialist, Capital Projects
Britney Colton, Deputy General Counsel, Capital Projects
June 2012
Gary Cockerill, NRV Maintenance
Byron Palmer, ATP Medical Transportation Program
Steve Thatcher, MOW, Elmonica
May 2012
Jennifer Burke, ATP Coordinator
Shelley Devine, Senior Deputy General Counsel
Theodore Hilbert, Bus Maintenance, Merlo
Nichole Houston, ATP Assistant
Lee Irvine, Bus Maintenance, Center
Guy Jones, Body Shop, Merlo
Kevin Kuykendall, Bus Maintenance, Merlo
Tom Lowes, Bus Maintenance, Center
Karl McNair, Planning & Policy Development
Chris Nelson, Bus Maintenance, Center
Jerry Sandall, Bus Maintenance, Merlo
Robert Shariff, Bus Maintenance, Center
Tom Sloop, Bus Maintenance, Center
Brandon Smith, Bus Maintenance, Center
Mark Tellis, Chris Nelson, Bus Maintenance, Center
Michelle Traver, Public Arts Coordinator
Terry Wells, Bus Maintenance, Center
March 2012
Herb Landon, Oracle Database Architect, Information Technology
Melinda Merrick, Voice Systems Engineer II, Information Technology
February 2012
Becky Neill, Coordinator Claims
Greg Durham, Assistant Supervisor, Commuter Rail


A SPECIAL PAYDAY
Posted by Neil McFarlane at May 23, 2013 08:38 AM | Permalink
Late Tuesday morning, the “Employee Self-Service” link quietly appeared on the TriNET homepage, without any publicity or fanfare. Within a few hours, HR staff noticed a trend: Employees from all over the agency were logging in to update old phone numbers, correct their emergency contact information, change their life insurance beneficiaries, and so forth. It’s a relief to know that if the time comes when this information is needed, it’s more likely to be accurate.
And yesterday marked the official launch of Employee Self-Service at TriMet. By the time you read this, you’ve probably gotten on TriNET, logged in to Employee Self-Service, and checked to make sure that your payslip is there—and that it’s correct.
Many public and private employers have had this kind of service for a long time and I’m proud that we’re finally taking this “electronic” step. It really does save a lot of paper and envelope stuffing—and panic when you’re trying to find an old payslip.
Congratulations and thanks to the team—from HR, Payroll, IT and other departments--that brought Employee Self-Service to TriMet. I’m sure there will be a few wrinkles to iron out in the coming weeks, and that we will all enjoy the benefits of the system for many years to come.
Neil

Transit Center Visits
Posted by Neil McFarlane at Apr 08, 2013 11:28 AM | Permalink
Over the last couple of weeks I’ve had the chance to visit the Beaverton Transit Center and Shelly Lomax joined me at the Clackamas Transit Center. This week I’ll be at the Gresham Transit Center. My goal is to reach out to riders and operators – and hear first hand our successes and shortcomings. No question, these last few years have been challenging for us all. These have been ‘nuts and bolts’ conversations about how well our system serves our customers. Here’s a sampling:

- At BTC – a retiree from Lake Oswego was concerned about the bus shelter near his home (turns out it was privately owned, so we reached out to the owner). We also connected a rider from Gresham with our team that does customer information regarding new ideas and partnerships to create ‘apps.’
- Also at BTC I met with a number of operators, concerns mostly focused around safety, but also frustration with the ‘tone’ between union and management.
- At CTC – I met with a number of riders; most were quite pleased with the system – but there was concern about ‘missed’ transfers on occasion, and the long trip to Oregon City from the CTC.
- While at CTC, I also had the opportunity to visit with our South Precinct lead, and a number of operators. I checked on the operation of our new hybrids (reliable, comfortable for customers, but lacking in some acceleration ‘oomph’).

At each of these – we diligently took notes and are working to follow-up on any specific concerns we hear.

You do great work every day shuttling over 300,000 trips from origin to destination – but no doubt we can always do better. That’s the real goal of these visits – hearing first-hand how our system works for every day riders. With this information – we’ll work to do better – every day.

Best
Neil


610 - Automobiles: Pool Car Policy
TriMet maintains a pool of vehicles at each location for employee use when public transportation is not feasible. The privilege of driving TriMet vehicles is considered a serious responsibility.
         Pool vehicles are to be used for official TriMet business only. TriMet vehicles should not
be used for personal errands or for transportation outside the course and scope of employment.
         The right to drive a TriMet pool vehicle can be revoked.
Authorization Procedure
Driving standards and authorization procedures are found in the Authorization to Drive Non-Revenue Vehicles section. To receive authorization, take these steps:
Fill out and sign the Pool Vehicle Agreement (available from Human Resources).
Return the completed form to Human Resources.
Human Resources will order records from the Department of Motor Vehicles (DMV) to verify that the pool car applicant is in compliance with safe driving standards.
Scheduling Procedure
Vehicles are assigned on a first come, first served basis. Scheduling a pool car is similar to scheduling a conference room. Take these steps:
Using Outlook, select Calendar
Select Schedule a Meeting
Click on the date
Click on the check mark symbol before All Day Event to remove the "all day" selection
Type the beginning and ending times, allowing time to pick up the keys and return the car
Click on Attendee Availability - Beneath All Attendees, your name will appear in the top box
On the next line, type pool car, and press Enter - this brings up a list of vehicles
Click on the one you want and press Enter
Click on the Send tab
Within an hour, the receptionist will send confirmation. If you cannot wait, go to the key site in your building (listed below) to pick up the keys. Once scheduled, obtain the keys at the applicable location listed below:
         Center Street: Station agents' office (report area)
         Holgate Plaza: Executive secretary's desk
         Ruby Junction: Shop Floor Supervisor (1st floor)
         Holladay Street: Reception desk (1st floor next to the elevator)
         Elmonica: Second floor (across from the elevator)
For further information about pool cars, refer to the Bus Maintenance Non-Revenue Vehicle (NRV) SOP or call the NRV Maintenance Supervisor at (503) 962-4863. See also Non-Revenue Vehicle SOP for details on mileage, fuel entry, defect and accident reporting.
Updated June 3, 2003


Transit Development
The primary goals of Transit Development are to:
         Improve customer's overall experience as a transit user;
         Significantly expand and improve the on-street service and image of TriMet's bus service through creative, innovative and artistic programs and approches;
         Provide for the integration of all bus stop/bus shelter related planning, projects, programs and bases; and to
         Maximize opportunities for offsetting capital and maintenance expense of programs.
New Bus Stop Sign and Pole Program
To make bus stops more attractive, easier to identify, consistently placed and outfitted with scheduling information, TriMet will be replacing existing bus stops signs and poles with a new design. The artistic sign design will incorporate a two-sided half-circular sign which is flag-mounted on a dark blue hexagonal shape pole. The sign will have clear, easy to understand information for passengers that will build customer confidence in using the bus system and should help attract new riders.

Information on the new signs and poles will include larger route numbers, zone and destination information. A reflective coating is added for better visibility and identification for both driver and passenger. Consistent with a proposal to place schedule information at each TriMet bus stop that does not have a shelter, each bus stop pole will be outfitted with a schedule display unit that will provide riders with updated scheduled bus arrival times. Sheltered stops will have schedule display unit in the shelter.
Shelter and Amenities Program
TriMet has over 1075 bus stop locations with a shelter. TriMet's revised standards require shelters to be placed at locations with 35 or more daily boardings. This program gives TriMet the ability to expand the number of shelters and other amenities in the TriMet system. It can provide bus shelters for special projects, and allows TriMet to respond to new and/or strategic amenity improvement needs. TriMet has expanded placement criteria to provide support for partnerships and strategic bus stop development that is intended to grow ridership.
Ad Shelter Program
TriMet has tested advertising in shelters with the objective of:
         Generating revenue for the on-going maintenance and replacement of shelters and
         Improving security by placing lighting (with the ad panel) in the shelters.
Shelters with advertising will also be integrated into other programs where new shelters are being placed. Ad shelter installation paves the way for other TriMet projects including Transit Tracker.
Adopt-a-stop
TriMet's Adopt-a-Stop program partners with over 150 businesses and community organizations that adopt bus stops in their neighborhoods. They agree to remove litter, maintain trashcans and report any problems such as vandalism or graffiti at the stop. With the help of these dedicated volunteers, the program keeps our communities clean, safe and inviting.
Beginning in 1998, TriMet worked with SOLV to administer the program, but that partnership came to an end in 2005. The program now focuses almost exclusively on business and organization volunteers and is no longer seeking individual volunteers. Volunteers no longer receive TriMet tickets as "payment" for adopting a stop.


HR 506 Work Schedules
Work Schedules
Purpose
The purpose of the Work Schedules Policy is to:
         Comply with state and federal laws regarding employee work hours and conditions
         Ensure that TriMet is adequately staffed during normal business hours to service the public
Scope
This policy applies to all TriMet employees, unless otherwise modified by the terms of the Working and Wage Agreement, Division, Department, or work group SOP. This policy is administered by and subject to the oversight of the Human Resources department, in conjunction with other Divisions within the agency whose employees are or become subject to this policy. Violations of this policy may result in disciplinary action, as described below, and may include termination of employment.
Policy
TriMet's normal business hours are 8:00 a.m. to 5:00 p.m. at all locations. The standard workweek for regular full-time employees is 40 hours, usually eight hours per day. Each department is responsible to provide staff coverage during normal business hours, but how that coverage is staffed is at the discretion of each department director. Directors have the authority to schedule work hours to fit department needs and may consider employees' requests for flexible scheduling, job sharing, or other arrangements.
Guidelines
1. What is "Flexible Time" and how does it work?
Employees are able to work flexible workdays with director approval. Employees may work staggered shifts (e.g., 7:00 a.m. to 4:00 p.m., 9:00 a.m. to 6:00 p.m., etc.) as long as each department in each location is able to provide service during normal business hours. Employees may arrange to work four 10-hour days or other schedule configurations as long as the department fulfills its business objectives. Non-exempt employees may not work a regular schedule that exceeds 40 hours per week.
2. What is "Job Sharing" and how does it work?
Jobs may be designed to allow two individuals to job share one position. Time overlap for effective communication between the job share partners may require more hours than one full-time equivalent. Each job share request is evaluated on a case-by-case basis. Considerations include the nature of the tasks and responsibilities, continuity of work-flow, and the cooperation and competencies of the individuals.
3. What are the meal and rest break requirements?
For non-exempt employees, meal times must be at least 30 minutes and no longer than one hour and are unpaid in compliance with Oregon wage and hour laws. Employees who work at least 6 hours or more are entitled to at least a 30-minute meal period. The exact period of time depends on the circumstances of the specific work area.
Non-exempt employees are also entitled to at least a 10-minute paid rest period for every segment of 4 hours worked. If an added segment is the major portion of 4 hours, the person is entitled to another rest period. The break should be taken approximately midway through each 4-hour segment of work. The period of rest must be in addition to and taken separately from the time allowed for the usual meal period.
Managers and supervisors have an affirmative obligation to ensure that non-exempt employees actually receive these required meal and rest periods. Non-exempt employees have an affirmative obligation to take their required meal and rest periods. Non-exempt employees who do not take their required meal and rest periods will be subject to disciplinary action, up to and including termination.
Meal and rest periods for certain classifications of union employees are specified in the WWA.
4. Are there any special considerations for an employee who is breastfeeding?
5. How does TriMet's Attendance Policy Interact with the Work Schedules Policy?
Regular attendance and punctuality are required of all employees. Efficient operation requires that each person be fully present and productive. This commitment is essential to employee performance. Non-union employees must notify their supervisors or managers of an intended absence within 1 hour of the scheduled starting time and each day thereafter unless other arrangements have been made, and absences of 3 consecutive workdays without notifying the supervisor or manager will result in the employee's termination. Union employees are subject to the call-in procedures specified in the Working and Wage Agreement (WWA), or in their department or workgroup's policy, SOP, or practice. Union employees who are absent for 5 consecutive workdays without notifying their supervisor or manager are considered absent without leave (AWOL) and are subject to termination, as provided by the WWA.
All employees, exempt and non-exempt, must document time worked (see instructions in the Time, Pay and Employment Records section of this manual). Time reports should reflect accurately the days and hours worked as well as absences (paid and unpaid) or overtime (see policy HR-310 Overtime/Compensatory Time: Non-Union Employees).
6. How does the Work Schedules Policy affect special events assignments?
Delivery of new or special transit services may require that TriMet employees assist customers at stations, stops and on buses or MAX. Examples include light rail projects and start-up, heavy ridership events and snow and ice days. To assure excellent customer service and the smooth delivery of transit services, the agency must ask employees to work additional or unusual hours. Federal and state wage and hour laws define which employees are eligible for overtime pay or compensatory time (see policy HR-310 Overtime/Compensatory Time:Non-Union Employees).

HR 500 Work Force Reorganization or Reduction: Non-Union Employees
Work Force Reorganization or Reduction Non-Union Employees, Layoff, transfer, rotation, budget, severance
TriMet effectively uses its financial and human resources to meet the needs of its customers and to maintain a highly competent and motivated workforce. There have been generally three cases in which TriMet has implemented a work force reorganization or reduction. In cases of economic downturn or other factors that are affecting or may affect TriMet’s financial condition, TriMet makes every effort to reduce expenditures and take steps to economize whenever possible. Recognizing that the measures it takes may not be enough, TriMet may need to implement a workforce reduction or make other organizational changes. A second case in which TriMet may implement a workforce reduction or reorganization is in response to changing circumstance or business need. The third case occurs when grant funded projects are at or near completion and positions that have been funded by these grants are no longer available. During reorganization, layoff, or work reduction, Human Resources will work with affected managers and employees.
TRIMET INITIATED JOB TRANSFERS & ROTATION ASSIGNMENTS
For non-union employees, TriMet has the right to initiate and implement transfers, reassignment of position or job responsibilities, and reorganization to best fit the needs of the agency. TriMet can change responsibilities associated with specific jobs, reassign individual employees to specific jobs, locations, or working hours, and/or reorganize work groups. TriMet management will determine whether transfers, reassignments, or reorganization is necessary to respond to specific needs of service, budget, projects, or working environment.
WORK FORCE REDUCTION
For non-union employees, TriMet has the sole discretion in making workforce reduction decisions, which may be based upon financial and business, needs, as well as when grant funded projects are at or near their completion. Individual job performance, experience, expertise, versatility, and training are considered in making workforce reductions.
Reducing the work force can take many forms. It may include: a) a required transfer from one department to another; b) reduced work hours or workweeks; c) mandatory use of accrued vacation and/or unpaid leaves; d) furloughs; e) salary reductions; or f) layoffs. Reductions may occur agency wide, for certain job classifications, or only in specific work or organizational groups. Within work or organizational groups, managers and supervisors may layoff employees or reduce the number of hours worked.
LAYOFF SEVERANCE BENEFITS
Regular full-time, regular part-time, and limited term non-union employees whose term of employment was 12 months or greater and who are laid off due to a work force reduction or position elimination may be offered specified benefits and considerations shown on the following page subject to completion of a separation agreement, including a waiver and release of claims. Employees who have “fall back” or “bumping rights” to return to their previously held union position, and who exercise those rights of continued employment are not eligible for the severance benefits.
Severance Benefits

The severance benefits may include:
         Severance pay equal to one week of pay for each complete year of non-union service or two weeks' pay, whichever is greater. After years are calculated, if the balance of months is six or more, three days of pay is added.
         Payment in full for unused personal days and vacation accrual
         Fifty percent of sick bank accrual, if the employee is not vested in either TriMet’s Defined Benefit or Defined Contribution Plan
         Consideration as an internal candidate to apply for TriMet positions for one year from the date of layoff
See the HR-196 Hiring: Rehire Policy section for hiring guidelines and benefit information, including conditions for “bridging” (which credits previous years of service toward total years of service for purposes of calculating the pension formula and determining weeks of vacation).
Continued access to the Employee Assistance Program (EAP) for 90 days following the last date of employment.
The Separation from Employment section provides further information; it includes Questions and Answers for Employees Leaving TriMet Employment. TriMet employees who exercise their “fall back” and/or “bumping rights” and continue to work at TriMet as union employees shall not be entitled to the severance benefits set forth in this policy.

HR 332 Physical Examinations
Physical Examinations
Employees must be physically able to perform the essential functions of their positions. To ensure that all employees are able to meet the physical requirements of jobs for which they are applying - either safety responsibilities or lifting tasks - physical examinations are a requirement of employment.

Physical examinations are required as follows:
1. In safety-sensitive positions, such as vehicle operators, mechanics and transportation supervisors:
         to certify medical fitness for operators of commercial vehicles to obtain a commercial driver's permit or keep current their commercial driver's license (CDL)
         to certify fitness for return to work following a medical leave of absence or a health problem that could jeopardize safety, such as a loss of consciousness or seizure
2. In positions that require heavy lifting, such as PC specialist and mail service clerk
In addition, TriMet may require a physical examination to verify that absence with claimed sick leave is due to a bonafide illness.
COMMERCIAL DRIVER'S LICENSE
CDL Requirement - Oregon Department of Transportation mandates that all operators of commercial vehicles, regardless of class (license A, B or C), must be able to pass the physical qualification requirement established by the state and federal department of Transportation. A physical examination is required. This applies to all employees (TriMet and contracted) who hold jobs that require a commercial driver's license.
Companies that provide transportation for Accessible Transportation Programs are responsible, by contract, to provide physical examinations for their employees whose positions require a CDL and for ensuring compliance with all safety and licensing requirements.
The frequency of examination is at least every two years, but may be required sooner if the cardholder's medical condition requires more frequent review
A CDL is valid from four to eight years. The medical card is valid for two years or less. If either the CDL or medical card expires, the operator is out-of-compliance - not licensed to drive. TriMet tracks the expiration dates for both documents and notifies each employee when renewal is due. The employee is responsible for scheduling a physical exam to certify fitness, so that his/her license is valid.
In other words, you may have a CDL that is current, but if your medical card has expired, your CDL is not valid and you are not licensed to drive for TriMet.
TriMet supports this mandate by:
         notifying affected employees when cards are due to expire
         verifying that all employees whose positions require a CDL maintain current medical certification and meet ODOT physical standards
         paying for required physical examinations performed by TriMet's contracted physicians
CDL Procedure - TriMet follows this procedure to ensure compliance:
Person/Department
Action
Department Manager
1. Maintain a list of CDL-required positions and track the license expiration dates for employees' CDLs and DOT medical cards.
Designated Person at each Work Site
2. Notify employees of the need for renewal and provide a DOT Exams form showing the address for the contracted doctor's office and a corresponding map.
Employee (as notified)
3. Schedule an appointment for the exam. TriMet will pay for an examination by a TriMet contracted physician (phone number is on form). A physical examination is on the employee's personal time.
Employee's Supervisor
4. Ensure that the employee's renewal is obtained before its expiration and that the expiration dates are entered into the tracking system.
If the employee passes the physical examination:
Action
Employee
5. Present the DOT Medical Certificate, provided by the doctor, to the designated person at your work site.
Manager
6. Enter the certification results in the tracking system.
If the employee does not pass the physical examination:
Action
Physician
7. Notify the employee's manager about the examination results.
Manager
8. Call Human Resources for guidance when an employee does not pass the physical examination.

9. Notify the station/garage manager.
Station/Garage Managers
10. Follow contractual, established procedures for an employee who does not meet the physical standards.
FITNESS FOR RETURN TO WORK
An employee in a safety-sensitive position may be required to undergo a physical examination to determine fitness for return to work under the following circumstances:
         The person has been absent from work on a leave of absence 6 months or longer.
         The person has experienced a health problem that could jeopardize safety, such as heart attack, stroke, seizure, loss of consciousness, or breathing difficulty.
         Even if the condition is undiagnosed but the systems suggest a health condition that could compromise safety, TriMet may require an employee to have a physical examination and doctor's clearance before returning to work.
TriMet's contracted physician performs the examination or may refer the employee to a specialist. Every effort is made to schedule the appointment as soon as the employee feels well enough to return to work to minimize loss of pay. Time-off may be paid or unpaid and that status continues until the employee returns to work.

The procedure follows:
Person/Department
Action
Supervisor

1. Convey the facts of the situation to TriMet's contracted physician to request that the employee receive a fitness-for-duty physical examination.
Physician

2. Decide whether the employee should be examined.
         If no exam is needed, the employee returns to work.
         If an exam is recommended, continue to step 3.
Supervisor

3. Ask the employee to make an appointment for the exam.

Physician

4. Perform the examination.

5. Notify the supervisor (usually by e-mail) of the results of the exam (confirm or deny fitness for duty).
Supervisor

6. Convey the results to employee.



7. Send any written record to the employee's medical file c/o the Workers' Compensation Manager, HRM1.

If the opinions of two competent medical doctors conflict and the district does not permit the employee to return to work, procedures to resolve the conflict are set out in the TriMet/ATU Working & Wage Agreement.

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