Gateway TC
switch repair.
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
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.
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)
|
|
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Operations Support
|
|
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Field Operations
|
|
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Service Planning & Scheduling
|
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Training
|
|
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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
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.
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
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
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
- 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.
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:
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.
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:
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:
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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