Adopted FY 2014 Capital Asset Management & Investment ... - TriMet

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CAPITAL ASSET MANAGEMENT & INVESTMENT PROGRAM 

TABLE OF CONTENTS 

1. Introduction 

A. Introduction .......................................................................................................................................................................................... 9 

B. Capital Budgeting Policies and Approaches ....................................................................................................................................... 10 

C. Reader’s Guide ................................................................................................................................................................................... 11 

D. Summary of Capital Asset Management & Investment Program by Asset Category ........................................................................ 13 

2. Moving Ahead for Progress in the 21 st Century (MAP‐21) 

A. Overview............................................................................................................................................................................................. 17 

B. State of Good Repair .......................................................................................................................................................................... 17 

C. State of Good Repair Projects ............................................................................................................................................................ 18 

3. Vehicles 

A. Fixed Route Buses .............................................................................................................................................................................. 25 

i. Merlo CNG Fleet Conversion ................................................................................................................................................ 29 

ii. Drop Down Chains ................................................................................................................................................................. 30 

iii. Hybrid Buses for Expansion ................................................................................................................................................... 31 

B. Light Rail Vehicles ............................................................................................................................................................................... 32 

i. Rail Maintenance Equipment ................................................................................................................................................ 44 

C. ATP/LIFT Vehicles ............................................................................................................................................................................... 45 

D. Non‐Revenue Vehicles ....................................................................................................................................................................... 49 

E. Other Vehicle Projects 

i. Automatic Train Stop (ATS) ................................................................................................................................................... 52 

ii. Positive Train Control ............................................................................................................................................................ 53 

iii. Type 1/2/3 LRVs Destination Sign Replacements ................................................................................................................. 54 

4. Maintenance of Way 

A. Track and Structures ........................................................................................................................................................................... 57 

B. Overhead Catenary System ................................................................................................................................................................ 61 

C. Signals ................................................................................................................................................................................................ 64 

D. Substations ......................................................................................................................................................................................... 68 

E. FEM Communications ........................................................................................................................................................................ 71 

F. Maintenance of Way Projects 

i. Conversion of MAX Track Switches to Powered Operation for Service Quality ................................................................... 73 

ii. Ruby Junction MOW Training Module .................................................................................................................................. 74 

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iii. Steel Bridge Improvements ................................................................................................................................................... 75 

iv. Kubota L Series 9FT Backhoe ................................................................................................................................................. 76 

5. Facilities – Customer and Operations 

A. Customer Facilities 

i. Bus Stop Development Program ........................................................................................................................................... 79 

ii. Customer Information Services ............................................................................................................................................. 85 

iii. Bus Stop Development – New Shelters ................................................................................................................................. 86 

iv. Bike to Transit ........................................................................................................................................................................ 87 

v. Bus On‐Street Maintenance .................................................................................................................................................. 88 

vi. Respond to ADA Audit ........................................................................................................................................................... 89 

vii. Lloyd District Transit Tracker Enhancements ........................................................................................................................ 90 

viii. Park & Ride Signage Share .................................................................................................................................................... 91 

ix. Renew the Blue ..................................................................................................................................................................... 92 

B. Operating Facilities 

i. Facilities Management .......................................................................................................................................................... 93 

a. Facilities Management Summary ............................................................................................................................. 96 

b. Facilities Management Projects ............................................................................................................................... 97 

ii. Environmental 

a. Storm Water UIC Program ..................................................................................................................................... 119 

b. All Facilities Maintenance Environmental .............................................................................................................. 121 

c. Merlo UST Replacement ......................................................................................................................................... 122 

iii. Center Street Building – End of Life Maintenance .............................................................................................................. 123 

iv. Center Street Building – First Floor Remodel ...................................................................................................................... 124 

v. Line 8 & 17 Bus Turnaround & Layover Facility .................................................................................................................. 125 

vi. Union Station Area Bus Layover .......................................................................................................................................... 126 

6. Technology Systems 

A. Operations Control & Communications Equipment 

i. Bus Dispatch System ........................................................................................................................................................... 131 

ii. LIFT Dispatch System ........................................................................................................................................................... 131 

iii. Rail Control & SCADA Systems ............................................................................................................................................ 132 

iv. Radio & Microwave Communication Systems .................................................................................................................... 133 

B. Fare Systems 

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i. Electronic Fare Collection (eFare) System ........................................................................................................................... 134 

ii. Farebox System ................................................................................................................................................................... 134 

iii. Ticket Vending Machine (TVM) System .............................................................................................................................. 134 

iv. Bus Transfer Printer ............................................................................................................................................................. 135 

v. Fare Revenue Equipment .................................................................................................................................................... 135 

vi. Fare Sales Systems .............................................................................................................................................................. 135 

vii. Fare Systems Summary ....................................................................................................................................................... 136 

viii. Fare Equipment .................................................................................................................................................................. 137 

C. Security Equipment Systems 

i. Networked CCTV Systems ................................................................................................................................................... 140 

ii. Vehicle‐Borne CCTV Systems ............................................................................................................................................... 140 

iii. MAX Intrusion Detection System ........................................................................................................................................ 142 

iv. TriMet Facilities Access Control System (TRACS) ................................................................................................................ 142 

D. Technology Equipment Systems 

i. Desktop Systems ................................................................................................................................................................. 143 

ii. Server Systems .................................................................................................................................................................... 146 

iii. Cable Plant ........................................................................................................................................................................... 147 

iv. Data Communications ......................................................................................................................................................... 147 

v. Voice Systems ...................................................................................................................................................................... 148 

vi. IT Security ............................................................................................................................................................................ 149 

vii. Communications Environment Systems .............................................................................................................................. 150 

viii. Finance and Administration Systems .................................................................................................................................. 151 

ix. HR Systems .......................................................................................................................................................................... 152 

x. CIS Systems .......................................................................................................................................................................... 152 

E. Other Technology System Projects 

i. Operator Training Equipment ............................................................................................................................................. 153 

ii. Digital Sign CPU Retrofit ...................................................................................................................................................... 154 

iii. Call‐A‐Bus Replacement ...................................................................................................................................................... 155 

iv. Disaster Recovery Network Upgrades ................................................................................................................................. 156 

v. Ruby Server Room Improvements ...................................................................................................................................... 157 

vi. Single Sign On ..................................................................................................................................................................... 158 

vii. TimeClock Replacement ...................................................................................................................................................... 159 

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viii. E‐Citation ............................................................................................................................................................................. 160 

7. New/Improved Service 

A. BRT First Corridor ............................................................................................................................................................................. 165 

B. Tigard Park & Ride Expansion ........................................................................................................................................................... 166 

C. Willamette Shore Trolley Program ................................................................................................................................................... 167 

D. STIP ‐ Barbur‐99W Corridor Safety & Access to Transit TriMet ....................................................................................................... 168 

E. STIP ‐ Cornell‐Evergreen‐229th Corridor Safety & Access to Transit TriMet ................................................................................... 169 

F. STIP ‐ Highway 8 Corridor Safety & Access to Transit TriMet .......................................................................................................... 170 

G. STIP ‐ Main Street ‐ 10th ‐ 15th Oregon City (co‐sponsor) ............................................................................................................... 171 

H. STIP ‐ Molalla Avenue‐Beavercreek‐Hwy213 Oregon City (co‐sponsor) .......................................................................................... 172 

I. STIP ‐ Powell‐Division Corridor Safety & Access to Transit TriMet .................................................................................................. 173 

J. STIP ‐ Transit Corridor Pedestrian Improvements Milwaukie (co‐sponsor) ..................................................................................... 174 

8. Appendices 

A. Summary Tables 

i. Vehicles ............................................................................................................................................................................... 177 

ii. Maintenance of Way ........................................................................................................................................................... 178 

iii. Facilities – Customer & Operations ..................................................................................................................................... 179 

iv. Technology Systems ............................................................................................................................................................ 180 

v. New/Improved Service ........................................................................................................................................................ 181 

vi. Combined Summary ............................................................................................................................................................ 182 

B. Fixed Route Buses (tables 1A, 1B, 1C, 12A, 12B) .............................................................................................................................. 183 

C. Light Rail Vehicle Components (table 2B) ........................................................................................................................................ 207 

D. Non‐Revenue Vehicles (tables 12C, 16A, 16B) ................................................................................................................................. 210 

E. Facilities Management ..................................................................................................................................................................... 223 

F. Technology Equipment Systems ...................................................................................................................................................... 230 

9. Matrices 

A. FY2014 Capital Program ‐ Projects ................................................................................................................................................... 247 

B. FY2014 Capital Program ‐ Carryovers via FY13 ................................................................................................................................ 249 

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SECTION 1 – INTRODUCTION


Capital Asset Management & Investment Program Introduction FY14‐FY18 

TriMet FY2014 ‐ FY2018 

Capital Asset Management and Investment Program 

Introduction 

TriMet’s Capital Asset Management and Investment Program includes a comprehensive capital plan that identifies capital asset condition, and 

establishes future repair and replacement schedules and investment priorities. There are number of Level of Service Investments in the capital plant 

that further TriMet’s priorities. Examples of Level of Service investments include the electronic fare system, Steel Bridge improvements that would 

increase the maximum speed of light rail from 5 MPH to 15 MPH, electronic destination signs on the Type 1 Light Rail Vehicles (LRVs). 

TriMet is a capital intensive agency with $2 billion of capital assets, primarily buses, light rail vehicles and light rail right of way. TriMet financial 

forecasts include an additional $1.0 billion of investments (FY13$) in the replacement of capital assets and level of service improvements over the next 

15 years. Of that, $653 million (FY13$) will be invested in bus, light rail and paratransit vehicle replacement and additional vehicles as the region grows. 

Continuously investing in capital is critical to operating safe, reliable, efficient and financially sustainable service. Funds are always limited, so TriMet 

emphasizes cost‐effectively extending the useful life of equipment, vehicles, and facilities. 

While the Capital Asset Management and Investment Program covers just the next five years, most of TriMet’s assets have very long lives requiring 

continual on‐going or preventive maintenance to maintain in “as new condition” throughout life. Some assets, like light rail vehicles are replaced every 

35‐40 years, buses are replaced every 15 years. Stations and other facilities are refurbished but not replaced. To maintain our capital assets in a state of 

good repair, TriMet will invest $52 million a year on average in capital replacement (the capital budget) and will additionally invest about $80 million a 

year, or approximately 20% of the operating budget, in the maintenance of capital assets (FY13$). TriMet’s capital asset management and improvement 

program is forecast for each asset class for the next 20 to 30 years, depending on the asset, and included in the agency’s financial forecast. 

This year, the plan ties together the on‐going maintenance of capital assets (operating budget) and the replacement and repair of the same assets 

(capital budget) by including narratives that explain TriMet’s asset management program for each asset class. These narratives address asset 

maintenance and replacement, including backlogs, where they exist. It presents plans to bring assets up to a State of Good Repair. It explains how each 

asset class is maintained throughout its life and how an asset’s condition is continually evaluated and maintained throughout its life. 

It is important to note that funding has not been identified for all capital projects, and some projects may be considered discretionary (indicated by a 

lower priority level). All costs shown in the Capital Asset Management and Investment Program are 2013 dollars. 

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Capital Budgeting Policy 

TriMet views its capital projects as either additions to the capital plant or as rehabilitation and replacement of the existing capital. 

All projects are prioritized using the following scale whether they are part of the capital plant or replacement of existing capital: 

1 – Safety 

2 – Service Reliability 

3 – Economic Life of Asset 

4 – Level of Service Investment 

Generally, projects prioritized as Safety will be funded first and foremost over other projects. However, each project is strategically evaluated to ensure 

the best and most efficient use of public funds. 

While replacement projects may occasionally be deferred for one or two years, they are not elective. Adequate maintenance and replacement is 

necessary to maintain safe, reliable and attractive service for our customers and minimize future maintenance and replacement costs. It attracts new 

customers and helps keep current customers. 

TriMet plans and budgets replacement projects as follows: 

• Each department maintains an inventory and condition assessment of capital items. The purpose of the inventory is to estimate the life 

expectancy, condition and replacement costs of TriMet’s existing capital assets, whether or not they will be programmed for replacement 

during the next five years. With this information, TriMet plans for future expenditures, sets replacement schedules and establishes 

infrastructure standards. 

• This inventory is updated and refined each year prior to the budget process, with another year added for planning purposes. 

• During the annual budget process, replacement projects must be justified based on the actual condition or repair history of the facility or 

equipment. While an item may be programmed or scheduled for replacement within the next five years, the actual replacement date may 

be adjusted each year depending on the condition of the item when annual budget decisions are made. A significant amount of reallocation 

occurs each year during the capital budgeting process when these adjustments are made. By realizing the full life of equipment and facilities, 

replacement costs are spread over a longer period. This approach is the best use of limited funds and sometimes permits additional new 

projects to be funded. All requested replacement must be true replacement, where the item being replaced is being taken out of service. 

• TriMet will need to evaluate funding sources in future years for light rail fleet additions, long‐term maintenance facilities growth and 

ultimately the replacement of the Type I LRVs (beginning FY2027). 

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Capital Budgeting Policy (continued) 

Because of their importance in maintaining safe, reliable and attractive service, and in saving costs, replacement projects that meet the criteria above 

receive first priority for budgeting. 

The inter‐divisional Capital Committee reviews capital project requests in the Draft CAMP and sets priorities for capital spending. The Information 

Technology Committee (ITC) plans and sets priorities for IT capital spending. This input is provided to the Capital Committee at Budget time. 

Additions to the capital plan begin with a service plan and are implemented in the budget each year based on TriMet’s financial situation, executive 

direction and budget committee recommendations. 

Reader’s Guide 

This document is broken into five asset categories with multiple sub categories. Throughout each of the sections you will find common terms and 

subheadings. Here are some of those headings and a brief description of each: 

Asset Category – identifies an asset category. 

Priority – the priority of a particular asset category using the following scale: 

1 – Safety (S) 

2 – Service Reliability, Risk of Degradation (SR, RoD) 

3 – Economic Life of Asset (ELA) 

4 – Level of Service Investment (LSI) 

Asset Management Goal – the goal for a particular asset class, representing a state of good repair. 

Key Asset Management Performance Indicators/Goals – performance indicators that measure the State of Good Repair. States a target and/or 

objective. 

How Assets are Maintained and Condition Evaluated – explains how the asset is maintained and how the condition assessment is done. 

Condition Scale – defines the condition of the asset on a scale of 1‐5 with 1 not needing replacement and 5 meaning it’s out of service or a 1‐5 

scale further defined in the asset category. 

Mid‐Life Overhaul Program – describes the mid‐life overhaul program of that particular asset. 

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Reader’s Guide (continued) 

Asset Replacement Criteria – states when the asset will be replaced. 

Additional Analysis – all additional information needed to meet asset management goal. 

Not all sections follow the previously listed format; however, each replacement program is generally explained in the sections of this document. 

Another common theme found is this document, are projects that represent level of service investments, new to the CAMP or have been chosen to be 

featured for various reasons. Following is brief outline of those common terms and a brief description of each: 

‐ Top section – includes project name, project class, project ID (if known), projected start & end dates, budgeted department, priority, 

replacement and project manager (if known). 

‐ Project Description – contains a detailed description of the project. 

‐ Project Justification – the necessity of the project and reason why the project is a priority over others. 

‐ Status – this section briefly explains if a project is being carried over and/or provides an updated status of a multi‐year project. 

‐ Fiscal Projection – funding and cost of the project in the 5‐year window. 

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Summary of Capital Asset Management & Investment Program by Asset Category 

Category Type FY2014 FY2015 FY2016 FY2017 FY2018 5‐Yr Total 

Vehicles $ 35,897,177 $ 47,651,600 $ 54,394,756 $ 23,959,561 $ 20,024,983 $ 181,928,077 

Maintenance of Way 4,780,600 2,538,250 5,942,000 8,305,300 9,256,500 30,822,650 

Facilities ‐ Customer & Operations 13,280,646 9,969,695 9,503,179 5,378,989 3,837,152 41,969,661 

Technology Systems 8,428,557 8,352,800 8,008,350 8,141,100 4,199,190 37,129,997 

New‐Improved Service 425,000 6,050,000 24,927,536 17,272,520 50,000 48,725,056 

Total $ 62,811,980 $ 74,562,345 $ 102,775,821 $ 63,057,470 $ 37,367,825 $ 340,575,441 

$13,280,646 

Adopted FY 2014 

Capital Asset Management & Investment 

Program 

$8,428,557 $425,000 

Vehicles 

Maintenance of Way 

Facilities ‐ Customer & 

Operations 

Technology Systems 

$4,780,600 

$35,897,177 

New‐Improved Service 

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SECTION 2 – MAP‐21


Capital Asset Management & Investment Program Moving Ahead for Progress in the 21 st Century FY14‐FY18 

Overview 

Signed into law on July 6 th , 2012 was the Moving Ahead for Progress in the 21 st Century Act (MAP‐21) which established new Federal Transit 

Administration (FTA) programs and made changes to existing FTA programs, all in an effort to improve efficiency and provide significant funding 

increases specifically for improving the state of good repair of the nation’s transit systems. 

MAP‐21 took effect on October 1, 2012 and is a new two‐year surface transportation authority that provides FTA an authorization level of $10.6 billion in 

FY 2013 and $10.7 billion in FY 2014. MAP‐21 consolidates certain transit programs and the law grants FTA authority to strengthen the safety of the 

public transportation systems throughout the United States. It also streamlines the New Start process to expedite project delivery and provides for core 

capacity project eligibility. 

MAP‐21 furthers several important goals of the Department of Transportation, including safety, state of good repair, performance, and program 

efficiency. The Act also puts new emphasis on restoring and replacing the Nation’s aging public transportation infrastructure by establishing a new State 

of Good Repair formula program and new asset management requirements. In addition, it aligns Federal funding with key goals and tracks progress 

towards these goals. Finally, MAP‐21 improves the efficiency of administering grant programs by consolidating several programs and streamlining the 

fixed guideway capital investment grant program. 

The new law focuses on the following areas: 

‐ Safety Authority 

‐ State of Good Repair and Asset Management 

‐ Streamlining and Program Efficiency 

‐ Formula Funding and MAP‐21 Discretionary Programs 

‐ Impacts of the 2010 Census for FTA’s Fiscal Year 2013 Apportionments 

Each of the focus areas offers structure to enhance, improve and prioritize elements of the nation’s transit infrastructure. In particular, the new 

structure and guidelines brought on by MAP‐21 will allow TriMet to better its infrastructure and give customers service and safety they’ve become 

accustomed to. 

State of Good Repair 

Throughout MAP‐21, State of Good Repair is referred to as both a concept and a formula for funding. Conceptually, the FTA wants transit agencies to 

improve its infrastructure for both safety and reliability and ensure assets are in a state of good repair. More specifically, MAP‐21 has set aside 

apportionments based on a State of Good Repair Program Formula. 

The State of Good Repair Program (formerly known as the fixed guideway modernization program) includes the following transit modes: Rapid rail 

(heavy rail), commuter rail, light rail, hybrid rail, automated guideway, trolleybus (using overhead catenary), aerial tramway, cable car, inclined plan 

(funicular), passenger ferries and bus rapid transit. Additionally, fixed route bus services operating on high‐occupancy‐vehicle (HOV) facilities are also 

funded through a separate tier of this formula. 

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State of Good Repair (continued) 

Specific capital projects that may use this funding include projects necessary to maintain fixed guideway systems in a state of good repair, including 

projects to replace and rehabilitate: rolling stock, track, line equipment and structures, signals and communications, power equipment and substations, 

passenger stations and terminals, security equipment and systems, maintenance facilities and equipment, operational support equipment (computer 

hardware and software), development and implementation of a transit asset management plan, and other replacement and rehabilitation projects FTA 

determines appropriate. 

TriMet is expecting this new formula to net an additional $5‐6 million per year (in addition to the apportionment received under fixed guideway 

modernization program of $10.6 million). With the additional funding, TriMet has put a plan in place for using the funds. 

Current State of Good Repair 

For the most part TriMet has been maintaining a State of Good Repair with its assets. Transit assets are evaluated on a regular basis and 

replaced/reconditioned as necessary. Despite the proactive approach taken, there are still areas in need of improvement or in need of funding. The State 

of Good Repair formula funding will help ensure TriMet’s infrastructure is safe and reliable, but additional funds will also be needed. 

Transit Asset Management Plan 

Another element of MAP‐21 and a requirement of the State of Good Repair Program is developing a Transit Asset Management (TAM) plan. Although 

the FTA is developing the specifics of what will need to be included in the plan elements required at this time will include a capital asset inventory, 

condition assessment, decision support tools, and prioritization of capital investments. Once the FTA establishes a rulemaking all recipients of State of 

Good Repair Formula Program will need a TAM plan in place. 

State of Good Repair Projects 

TriMet has eight projects at the current time focused on improving assets to a state of good repair. Not all of these projects will be funded by the State 

of Good Repair Formula Program (which primarily focuses on rail modes of transportation), but all are necessary of improvements. 

Maintaining and/or rehabilitating assets to a state of good repair will not happen overnight and not all projects have been identified at this time, 

however, the table on the following page gives an outlook of the number of dollars involved over the next several years. Of the projects listed in the 

table all but one (Additional Bus Replacements) would be eligible or at least partially eligible for the State of Good Repair Program formula funds. 

Obviously, the projected increase in funding for the State of Good Repair Formula Program will not cover the cost of all projects and TriMet will need to 

prioritize and/or find room in the General Fund budget. 

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State of Good Repair Projects (continued) 

Project FY2014 FY2015 FY2016 FY2017 FY2018 

Additional Bus Replacements* $ 9,274,193 $ 9,552,418 $ 9,838,991 $ ‐ $ ‐ 

LRV Overhaul Components* 3,508,330 3,113,505 ‐ ‐ ‐ 

Rail Track and Structures 3,105,000 1,325,000 1,280,000 1,195,000 1,900,000 

Rail Electrification & Signalling 347,500 610,750 1,115,000 1,095,500 1,249,000 

Renew the Blue to Level III* 2,463,000 2,463,000 2,463,000 2,463,000 2,463,000 

Steel Bridge MAX * 500,000 500,000 ‐ ‐ ‐ 

Total $ 19,198,023 $ 17,564,673 $ 14,696,991 $ 4,753,500 $ 5,612,000 

Funding 

State of Good Repair Additional Revenues $ 5,000,000 $ 5,000,000 $ ‐ $ ‐ $ ‐ 

General Fund Support $ 14,198,023 $ 12,564,673 $ 14,696,991 $ 4,753,500 $ 5,612,000 

Projects with an asterisk (*) represent costs associated with reducing a repair or replacement backlog. 

$347,500 

$2,463,000 


FY2014 

$500,000 

$9,274,193 

Additional Bus Replacements* 

LRV Overhaul Components* 

Rail Track and Structures 

Rail Electrification & Signalling 

Renew the Blue to Level III* 

$3,105,000 

Steel Bridge MAX * 

$3,508,330 

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Following are a few highlights/project descriptions of a couple of State of Good Repair Projects 

Renew the Blue (funded by the SGR Formula Program) 

Through this Renew the Blue program TriMet will revitalize the appearance and safety features of the Eastside Light Rail Stations and Structures as they 

were the first in operation. The primary focus is on safety and security, followed by improved appearance. Estimated costs of the program can be found 

in the table on the following page with additional information found in the Facilities section of this document. 

Renew the Blue 

(Hollywood to Cleveland – does not include Gateway Transit Center, 

Rockwood, Civic Drive, Gresham Central) 

Safety & Security 


‐ Pedestrian Crossing Safety 

‐ Lighting (New Fixtures) 

‐ Additional Lighting 

‐ Shelter Renewal 

‐ Relocate TVM’s/Access Control 

‐ Platform Edge Tile Renewal 

‐ Landscape Demo/Replace 

‐ Remove Old Lift Building 

‐ Paving Clean/Spot Repair 

Total Estimated Program Cost $12.3million 

Station before revitalization/safety updates… 

Total Estimated Program Cost $2.5 million 

Station after revitalization/safety updates… 

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Additional Bus Replacements 

TriMet has a bus fleet of approximately 600 buses with a weighted average age of 12 years. With budgetary constraints due to the economy bus 

replacements were one of the first to be deferred. Beginning in FY12, TriMet was able to begin it’s purchasing of an aging bus fleet. This project further 

enhances the recovery of the aging fleet to lower the average age of fleet. 

The estimated cost for approximately 20 buses: 

Project FY2014 FY2015 FY2016 FY2017 FY2018 

Additional Bus Replacement $ 9,274,193 $ 9,552,418 $ 9,838,991 $ ‐ $ ‐ 

Features of the New Replacement Buses 

the OLD 

Air conditioning. 

Easy low floors for 

Boarding. 

Easy‐to‐clean vinyl seats 

and interior surfaces. 

Brighter LED lighting. 

Larger windows. 

Handrails and a gently 

sloping floor at the rear 

exit. 

A next generation GPS 

dispatch/tracking 

system. 

A lighter interior color 

scheme 

the NEW 

Page ‐ 21



Bus to be Replaced 

Improved windshield 

visibility for operators. 

Security cameras 

A modern sloping front 

end. 

Bright, easy‐to‐read LED 

overhead signs. 

Electronic ignition. 

A longer, more gradual 

boarding ramp. 

Automatic drop‐down 

snow chains. 

Brighter, energy‐efficient 

LED headlights. 

Turning lights on the 

mirrors for safety. 

Taking its Place 

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SECTION 3 – VEHICLES


Capital Asset Management & Investment Program Vehicles Fixed Route Buses 

Asset Category – Vehicles – Fixed Route Buses 

Priority 

To be determined by CIP Committee 

Asset Management Goal 

The goal for Bus Maintenance Asset Management is to provide clean, reliable transportation to our customers in the Portland Metropolitan Area 

which incorporate Multnomah, Washington and Clackamas counties. Maintaining a consistent fleet age, preventive maintenance program and 

planned obsolescence are cornerstones to having a maintainable fleet that meets our objective. 

Key Asset Management Performance Indicators/Goals 

Key performance indicators for maintaining our assets can be found in our Bus Fleet Management Plan. Additional indicators for tracking asset 

condition are age of the chassis not to exceed 16 years, engine mileage not to exceed 375,000 miles and transmission mileage not to exceed 250,000 

miles. It is at the component’s defined age or mileage that reliability begins to fall steeply and repair costs climb rapidly. In the case of engines and 

transmissions, components are replaced to ensure reliability of the coach. When a vehicle is at or over 16 years of age, the vehicle is then a 

candidate for replacement. 

How Assets are Maintained & Condition Evaluated 

Routine maintenance and component replacement can be found in TriMet’s Bus Fleet Management Plan. Many components on a bus are designed 

to be replaced at certain intervals defined by the original equipment manufacturer (OEM) and are not taken into account in vehicle assessment. 

Other items that do not have a pre‐determined OEM replacement time table are initially replaced upon failure, later through agency experience and 

analysis of the component, a preventive maintenance program is developed to replace the component before actual failure. 

The criteria for asset condition is based upon multiple key performance indicators of equipment reliability, life cycle, equipment obsolescence and 

cost. Assessment and monitoring of all assets are conducted through the Maintenance Management Information System (MMIS). Extensive analysis 

and trending are done to the critical components identified in this document to support business decisions to re‐investment in or retire of a vehicle. 

Primary components that are monitored for condition are as follows: 

Engine 

The engine provides the power for vehicle locomotion. Engines are critical to a vehicle’s reliability and also a significant cost driver in 

maintaining a bus. A bus will typically go through one engine re‐power in its lifetime. Given TriMet’s unique circumstances, we will have 

several fleets go through a 2 nd engine re‐power in order to maintain vehicle reliability and meet agency needs vehicle replacement 

cycles. Current analysis shows that an average diesel engine will last between 350,000 and 400,000 miles regardless of model. 

Assessments will be weighed against our experience with engine life. 

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How Assets are Maintained & Condition Evaluated (continued) 

Transmission 

The transmission transfers power from the engine to the wheels, physically applying the engine’s torque to the ground allowing a vehicle 

to move. Transmissions represent another significant cost. Current analysis shows a transmission lasting 200,000 to 250,000 miles on 

average. An average bus will go through 3‐4 transmissions in its service life. With newer buses, TriMet has been able to secure a 

warranty lasting 300,000 miles on new bus transmissions. Assessments will be weighed against TriMet’s experience with transmission 

life at 250,000 miles. 

Chassis / Body 

The chassis is the body of the bus. This provides the foundation for all the components to mount to and work off of. The chassis itself is 

traditionally never replaced during a bus’ service life. FTA specifies that a bus should last 12 years in transit service. TriMet specifies that 

a chassis lasts for a minimum of 15 years. Due to the recent economic distress of the nation, TriMet has had to delay purchasing of new 

fleets for several years. This has put TriMet in the position of having chassis that are far more than 15 years of age. TriMet’s current goal 

is to have a bus last 16 years before retirement. With the elevated average fleet age, new points of failure are being identified on the 

older fleets. Evaluations will be weighed against the 16 year goal of vehicle replacement. 

Condition Scale 

All assessments are done through a survey using data from MMIS. The ratings are done as an aggregate of a given fleet. When vehicles are actually 

retired, they are “Cherry‐Picked” from a fleet in order to retire the buses that are truly in the worst shape and avoid re‐investing capital while the 

buses in fairer shape are allowed to continue in service. 

Current Grading Scale is as follows: 

1 – New (less than a year old) 

2 – Good 

3 – Fair nearing end of life (about two‐thirds the way to end of life) 

4 – Asset is at projected end of life 

5 – Asset is obsolete and difficult to maintain / Asset is more than one year or 40,000 miles beyond projected end of life 

Page ‐ 26


Condition Scale (continued) 

The table that follows is a current evaluation of components of the active bus fleet: 

Fleet Engine Transmission Chassis 

1400 3 4 5 

1601‐1630 3 3 5 

1631‐1643 3 5 5 

1700‐1817 3 2 5 

1817‐1843 4 3 5 

1900 3 5 5 

2000 4 3 3 

2101‐2160 3 3 3 

2161‐2165 3 4 3 

2201‐2258 3 3 3 

2259‐2318 3 3 3 

2500 2 3 3 

2600 2 3 2 

2700 2 2 2 

2800 4 2 2 

2900 2 2 2 

3001‐3051 1 1 1 

3052‐3055 1 1 1 

Hybrid Buses 

TriMet has limited experience with hybrids and the different architectures of a hybrid powertrain. Powertrain is the component(s) of a vehicle that 

provides locomotion/thrust. In the future, the hybrid powertrain will be graded as part of a bus’ engine. With many future technologies on the table 

in regards to powering transportation (everything from using Biofuels or synthetic gases to power traditional combustion engines to electric and 

even hydrogen power), TriMet is embarking on testing a fully electrified architecture on several buses. These buses referred to as “Hyper Hybrids” 

are series‐hybrid vehicles in which the electrical architecture is tapped to power all of the accessories on the bus. This allows the bus to function 

without the engine running in certain situations, essentially allowing the bus to operate like a battery electric vehicle (BEV). In essence, the vehicles 

are BEV’s but instead of having a large battery pack, a diesel powered generator is used as the power source combined with regenerative braking 

and a smaller battery pack. This gives TriMet the opportunity to test and gain experience working with an electrical powertrain architecture and 

verify whether full‐electric vehicles should be incorporated in TriMet’s future fleet plans. 

Page ‐ 27


Bus Replacements 

Due to TriMet’s financial situation for the past few years, bus replacements have been deferred. However, the deferment of bus replacement has 

increased maintenance costs and reduced equipment reliability. Keeping obsolete equipment in a running state has also proven challenging. To 

counter‐act the increasing maintenance costs and obsolescence of TriMet’s old fleet, bus purchasing has resumed at a sustainable pace that will 

bring TriMet’s average fleet age down to approximately 8 years within five years. Replacement is being done at an even pace of 40 buses per year 

(although 60 buses for each of the next three years) to minimize TriMet’s exposure to obsolete equipment and logistical hurdles, such as fleet‐wide 

recalls and buses needing replacement of major components at the same time. 

Fixed Route Bus Summary 

Fix route bus fiscal needs are broken into four general categories: 

‐ Fixed Bus Route Replacements – includes all bus replacements 

‐ Fixed Bus Route Components – includes all components of current bus fleet 

‐ Bus Maintenance Shop Equipment > $5,000 – includes equipment such as cranes, lifts/hoists, parts cleaner/washers, presses, forklifts, etc. 

‐ Bus Maintenance Shop Equipment ≤ $5,000 – includes equipment such as battery chargers, air guns, pressure washers, welders, etc. 

VEHICLES FY14 FY15 FY16 FY17 FY18 

Total 

FY14-FY18 

Fixed Route Buses 

Fixed Route Bus Replacements $ 26,295,001 $ 29,536,000 $ 26,670,000 $ 17,830,000 $ 17,830,000 $ 118,161,001 

Fixed Route Bus Components $910,195 1,936,795 2,753,998 1,811,210 1,637,068 9,049,266 

Bus Maintenance Shop Equipment > $5,000 882,800 389,000 187,000 125,000 16,000 1,599,800 

Bus Maintenance Shop Equipment ≤ $5,000 259,850 207,400 115,000 90,895 58,550 731,695 

Project ‐ Merlo CNG Fleet Conversion ‐ 2,780,000 11,120,000 ‐ ‐ 13,900,000 

Project ‐ Drop‐Down Chains (183 buses) 311,500 329,000 ‐ ‐ ‐ 640,500 

Project ‐ Hybrid Buses for Expansion ‐ 573,200 2,292,800 ‐ ‐ 2,866,000 

Fixed Route Buses Subtotal $ 28,659,346 $ 35,751,395 $ 43,138,798 $ 19,857,105 $ 19,541,618 $ 146,948,262 

A detailed breakdown of the categories may be found in the Appendix section of this document under Fixed Route Buses. Projects are included on 

subsequent pages. 

Page ‐ 28


Fixed Route Buses – Merlo CNG Fleet Conversion 

Project Name: Merlo CNG Fleet Conversion Project ID: TBD 

Project Class: Vehicles and Facility Priority: TBD 

Start Date: FY2015 Completion Date: FY2016 Project Type: Capital 

Budgeted Dept: TBD Project Manager: TBD 

PROJECT DESCRIPTION 

Should TriMet decide to move forward in the implementation of a natural gas fleet, this project shall convert Merlo’s Diesel bus fleet over to CNG. In order to 

facilitate the move to CNG, Merlo’s fuel house will need to be modified with CNG pumps and associated ancillary equipment. Merlo’s shop facilities will also have to 

be fitted with methane detection at all service bays, along with automatic door opening and emergency ventilation fans. There is a price increase when specifying a 

bus for CNG fuel. 

PROJECT JUSTIFICATION 

Currently, TriMet is performing analysis to the practicality and return on investment in regards to converting Merlo’s fleet to run on natural gas versus diesel. Should 

TriMet find the analysis in favor of natural gas and choose to move forward with implementation, it will be due to a savings in overall operating costs. Current project 

cost estimates are as follows: 

Maintenance Facility: $1,300,000 

Fueling Infrastructure: $2,500,000 ‐ $3,500,000 

Total Incremental Cost for 130 buses: $70,000 x 130 buses = $9,100,000 

Total Project Cost: $12,900,000 ‐ $13,900,000 

STATUS 

Currently, this project is still in the analysis and vetting stage. It will take multiple years to complete this project due to logistical limitations on bus acceptance and 

actual studies and construction of new fueling infrastructure. 

Expenditure Plan FY2014 FY2015 FY2016 FY2017 FY2018 Total 5‐Year Cost 

Current Year $ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ ‐ $ 13,900,000 

$ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ ‐ $ 13,900,000 

Revenue Plan FY2014 FY2015 FY2016 FY2017 FY2018 Total 5‐Year Cost 

Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ ‐ $ 13,900,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 2,780,000 $ 11,120,000 $ ‐ $ ‐ $ 13,900,000 

Page ‐ 29


Fixed Route Buses – Drop Down Chains 

Project Name: Drop Down Chains for 183 Low‐Floor Buses Project ID: 4068 

Project Class: Vehicles Priority: SR, RoD 

Start Date: 7/1/2013 Completion Date: 6/30/15 Project Type: Operating 

Budgeted Dept: Bus Maintenance Project Manager: Nielsen 


Purchase and installation of one set of drop‐down chains for each low‐floor bus ($3,500 per set) as follows: 

Fleet 57 (New Flyer 2901‐2940) = 5 buses FY14 Fleet 56 (New Flyer 2801‐2839) = 39 buses FY15 

Fleet 55 (New Flyer 2701‐2725) = 25 buses FY14 Fleet 54 (New Flyer 2601‐2655) = 55 buses FY15 

Fleet 52 (New Flyer 2501‐2560) = 59 buses FY14 


If buses were chained via traditional methods, it would cost $141,700 ($650 per set) for a one‐year, one event total of $159,535. If additional snow/ice events occur 

the total goes up by $17,835 for each additional event, and that's only if chains don't have to be replaced. 

Drop down chains are easy to install on the bus, maintenance is minimal and activating and deactivating the chain system is done by the Operator through a switch 

on the dashboard. These systems are currently used on school buses during moderate snow/ice events and are now available for use on transit buses. Retrofitting 

our existing 2900, 2800, 2700, 2600 and 2500 series bus fleets (183 buses, since 35 2900s will be outfitted in FY13) with this drop down chaining system will save 

labor, possibly save Workers’ Compensation claims, chain and chain repair costs, and will produce a rate‐of‐return on investment during the fourth year of operation 

(if during the first four years, a winter similar to that of 2008 is experienced, the rate‐of‐return would be realized during the second or third year of operation). 

STATUS 

N/A 


Current Year $ 311,500 $ 329,000 $ ‐ $ ‐ $ ‐ $ 640,500 

$ 311,500 $ 329,000 $ ‐ $ ‐ $ ‐ $ 640,500 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 311,500 $ 329,000 $ ‐ $ ‐ $ ‐ $ 640,500 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 311,500 $ 329,000 $ ‐ $ ‐ $ ‐ $ 640,500 

Page ‐ 30


Fixed Route Buses – Hybrid Buses for Expansion 

Project Name: Four (4) 40’ Hyper‐Hybrid Buses for Expansion Project ID: 4071 

Project Class: Vehicles Priority: LSI 

Start Date: 2/1/2013 Completion Date: 6/30/2017 Project Type: Capital 

Budgeted Dept: Bus Maintenance Project Manager: Haley 


Purchase of four (4) 40’ Hybrid Low‐Floor buses. These buses will be an enhanced generation of hybrid buses (“hyper‐hybrid”). Estimated cost per bus is $716,500. 


These additional 4 “hyper‐hybrids” will be funded by $2,500,000 in FTA FY11 Clean Fuels funds, with expected delivery in early FY17. 

STATUS 

N/A 


Current Year $ ‐ $ 573,200 $ 2,292,800 $ ‐ $ ‐ $ 2,866,000 

$ ‐ $ 573,200 $ 2,292,800 $ ‐ $ ‐ $ 2,866,000 


Federal Share $ ‐ $ 458,560 $ 1,834,240 $ ‐ $ ‐ $ 2,292,800 

TriMet Share $ ‐ $ 114,640 $ 458,560 $ ‐ $ ‐ $ 573,200 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 573,200 $ 2,292,800 $ ‐ $ ‐ $ 2,866,000 

Page ‐ 31

Capital Asset Management & Investment Program Vehicles Light Rail Vehicles 

Asset Category – Vehicles ‐ Light Rail Vehicles (LRVs) 

Priority 


Background 

Tri‐Met has a fleet of 127 vehicles for its MAX (Metropolitan Area Express) light rail system. The fleet consists of 101 low floor cars and 26 high floor 

cars. A vehicle chronology follows: 

Type‐1 Fleet‐26 

The Type‐1, 26‐vehicle fleet began serving passengers on a 15‐mile line between Portland and Gresham in September 1986. These are Bombardier 

vehicles, designed by BN of Belgium. Bombardier, the principal shareholder of BN, assembled Tri‐Met’s vehicles in Barre, Vermont. The cars are 

electrically propelled (DC switched resistance drive) to a maximum design speed of 55 miles per hour, are constructed of Corten steel, and have bidirectional 

operating capability. They are designed with operator cabs at both ends to allow bi‐directional operation. The cars are 100% high floor with 

door step wells. 


The Type‐2, 46‐vehicle fleet entered service between August 1997 and September 1998. This fleet entered service in conjunction with an 18‐mile 

system expansion to the West. These were North America’s first low floor light rail vehicles. Siemens Duewag of Germany designed the cars, with final 

assembly in Sacramento, California. They are designed with operator cabs at both ends to allow bi‐directional operation. The 92‐foot long cars are airconditioned 

and Siemens Duewag’s model SD 660 vehicle. 

The cars are constructed of low alloy high tensile (LAHT) steel, and designed for a top speed of 55 miles per hour with electric propulsion (AC drive) with 

regenerative braking. The cars are double articulated and can be operated in train sets of up to four, but are limited to two due to the length of MAX 

stations. These cars can be used in any combination of Type 1, Type 2 or Type 3 vehicles. Along with passenger/operator‐activated bridgeplates on the 

center four doors, the low floor design allows full wheelchair access. The low floor section encompasses 70% of the vehicle, which is supported by a 

non‐powered truck in the center articulation section. 

Prior to 1998 there were too few vehicles to keep pace with growing ridership. In response to these ridership trends and in consideration of the rare 

opportunity to purchase a small number of cars, TriMet’s Board exercised an option (in the Westside vehicle contract) to purchase 6 additional vehicles 

put in service in 2000 and 2001. These were also Type‐2 Siemens SD 660 vehicles. 

Page ‐ 32


Background (continued) 


The Type‐3 fleet was ordered in 2000 in the way of 17 vehicles and was for the Interstate MAX, Yellow Line, opening. In 2002, 10 option vehicles were 

ordered for system ridership growth, 7 of those for Interstate MAX through 2020 as stated in the North Corridor FEIS. These 27 vehicles are the same as 

Type 2’s except they are equipped with automatic passenger counters and Thermoking instead of Sutrak HVAC equipment. 

In October 2010 TriMet was awarded a $4.2M TIGGER II Grant to develop and install energy storage systems on its Type‐3 fleet to improve efficiency of 

regenerative braking. The .7 KW capacitor based systems are going into service on all 27 vehicles over the years of 2012 and 2013. 


The Type‐4 fleet was ordered in 2006. The order was for 21 vehicles and they were for the I‐205/Portland Mall, Green Line extension. An option for 1 

more vehicle was exercised in 2008 for a total of 22. These are Siemens S70 vehicles that have a design speed of 65mph but are limited to 55mph for the 

TriMet MAX system. The car body is constructed of LAHT steel with an outer cladding of fiber reinforced plastic (FRP). The cab ends are enclosed by a 

fiberglass mask. 

Type 4 vehicles are not backward compatible with the previous fleet in terms of the ability to train‐line electrically with Type 1, 2 and 3 vehicles. 

Therefore, they are not able to run coupled together as trains with the existing Type 1, 2 or 3 vehicles in revenue service. Type 4 vehicles are singleended 

(have a control cab only at one end) which means they will be run as two‐car trains, since the ends of the existing and planned lines do not have 

loops. Single‐ended cars were selected because they have 5% greater passenger capacity. 


The Type‐5 fleet was ordered in April 2012. The order is for 18 Siemens S70 vehicles. These vehicles are similar to the Type‐4 vehicles, but with less 

tapered windshields and cab ends, a few inches longer in the low floor section and a SD660 center section and truck. These vehicles are for the Portland 

Milwaukie, Orange Line which will start service in September 2015. 

Asset Management Goal (State of Good Repair) 

Maintain a fleet of light rail vehicles that are safe, clean, and reliable, to meet service requirements. This is accomplished through an annual 

replacement schedule using criteria of the original equipment manufacturer (OEM) recommendations, as well as, age and experience of equipment. 

Reliability 

Train failures can disrupt service and cause delays in the scheduled service. The term Service Related failure is used to define which failures are used to 

calculate the mean distance between failures (MDBF). TriMet defines this as any LRV system failure that may result in a service delay, even if it didn’t. 

This service related failures measure is based on the number of times particular symptom code are used to log in a repair on the pending work list. 

Page ‐ 33


How Assets are Maintained & Condition Evaluated 

The light rail operating and maintenance program reflects industry best practices. Maintenance is conducted at two modern facilities, one, Ruby 

Junction, 13 miles east of Portland and the other, Elmonica, 10 miles to the west of Portland. Rather than conduct major vehicle overhauls at mid‐life or 

periodically, Tri‐Met follows the practice of progressive overhauls by subsystem as indicated by failure rate analysis for each subsystem. 

Tri‐Met's overall LRV maintenance program consists of seven distinct, but mutually supportive maintenance work programs: preventive maintenance, 

running repairs, component rebuild, progressive overhaul, scheduled maintenance, modifications (product improvements), and equipment engineering 

analysis and training. 

Preventive Maintenance (PM) inspections, including correction of defects found, are performed on a consistent schedule based on mileage. PM 

inspections vary in frequency and are scheduled at intervals between of 4,500 miles, and 81,000 miles. Any periodic, scheduled inspection and 

maintenance tasks with intervals greater than 81,000 miles are performed under the Progressive Overhaul program. TriMet’s goal is to complete at 

least 80% of PM inspections on time. The actual monthly rate is usually above 90%. 

Running Repairs diagnose and correct defects on vehicles identified during revenue service and reported to LRV Maintenance by Transportation 

personnel. Vandalism and accident repairs are also classified under the Running Repairs program. 

The component (or unit) rebuild program refers to repairable equipment removed and replaced on the vehicle. Such equipment components or 

subsystems are rotated through the component rebuild section of LRV Maintenance in appropriate cycles so as to maintain availability of rebuilt or 

repaired components to meet running repair requirements for removal and replacement of such components. This allows much faster return of 

defective vehicles to service. 

Other scheduled maintenance tasks that are outside of preventive maintenance or progressive overhaul and are scheduled from time of completion, 

from measured wear limit or by seasonal requirements are captured under scheduled maintenance. Maintenance tasks such as wheel truing, car floor 

height adjustment and brake disc truing are examples of scheduled maintenance. 

Modifications are product improvements made to (1) increase vehicle reliability by decreasing failure and wear rates, (2) increase maintainability by 

easing or decreasing maintenance tasks, and (3) increase customer service by improving vehicle amenities or comfort. Vehicle reliability and 

maintainability modifications are an ever‐present element of the LRV maintenance program, and arise out of continuous analysis by equipment 

engineering staff, maintenance supervisors and technicians. Introduction of a new‐type vehicle fleet to operate in train consists with existing vehicle 

types can also require considerable modifications to existing vehicle types. 

Equipment engineering analysis and training functions are provided through a 4‐member staff unit working in a team effort with maintenance 

supervisors and technicians, continuously analyzing failure data among component subsystems, refining maintenance techniques (e.g., procedures and 

training, including PM program effectiveness), and developing product improvement modifications. The equipment engineering staff is dual‐function, by 

also serving as LRV maintenance trainers. Training program elements include (1) initial training of apprentices from TriMet's maintenance helper 

Page ‐ 34



classification to become LRV maintenance technicians (30‐month program of classroom and on‐the‐job training), (2) technician recurrent training, and 

(3) training of technicians and apprentices on modifications, new or revised maintenance procedures, and new types of LRVs or maintenance 

equipment. 

The condition criteria are based on the operational goals of the equipment, including reliability, life cycle, appearance and cost. Both the on‐board 

vehicle equipment and the maintenance support equipment are included, but in separate assessments. The assessment and monitoring of the condition 

initially follows the original equipment manufacture (OEM) recommendations, and then varies with experience and age of the equipment. An evaluation 

is performed on most vehicle equipment at the first OEM predetermined overhaul interval. The data gained from the evaluation is weighed against the 

OEM recommendation and then developed into a program. The vehicle equipment is evaluated as follows: 

Car Body 

The car body evaluation interval is established by a combination of appearance, OEM recommendation, and PM defect evaluation. The 

extent of the overhaul is determined by the car body evaluation. It includes the exterior car shell, roof, under car frame, and step wells. This 

is usually performed one time at mid‐life of the vehicle. The evaluation is weighed against the OEM recommendations and the overhaul plan 

is developed and performed on the fleet. 

Truck to Car Body Connection 

The Type‐1, 2, 3 slewing ring connection to the car body is lubed and rotated on a scheduled interval for both the inner and outer races. An 

evaluation is performed after the inner and outer race clocking has gone through one complete rotation. The evaluation is weighed against 

the OEM recommendations. In the case of the Type ‐ 1, 2, 3 slewing rings, replacement is necessary at this interval. 

The Type‐4 uses a king pin bushing arrangement instead of a slewing ring. At the OEM recommended interval, the bushing is evaluated. The 

evaluation is weighed against the OEM recommendations and the overhaul plan is developed and performed on the fleet. 

Trucks 

In the Portland Oregon climate and MAX system operating environment, the truck frame and bolster will outlast the car without the need of 

overhaul. Paint touch up is performed as needed. The rest of the components mounted to the truck have their own individual overhaul 

schedules. Because of the extensive truck removal/install/disassembly labor, truck component overhauls are bundled with tire replacement 

when practical. 

Gear Box 

Gear lube samples are monitored for rising particulate counts in bearing and gear metals within the Preventive Maintenance (PM) program. 

Page ‐ 35



At first OEM overhaul interval or at a high gear lube particulate count, two gear boxes are sent to the OEM for evaluation. If the evaluation 

result doesn’t recommend overhaul, none is done. This process is repeated until the OEM recommends an overhaul. Materials are 

acquired and an overhaul program is developed and performed on the fleet. The next evaluation interval is set by adding the OEM 

recommended interval to the overhaul completion mileage for the first component overhauled. 

Traction Motors 

In most cases the armature (DC motor) or rotor (AC motor) bearings set the overhaul interval for traction motors, although the motors are 

also monitored through the reliability and preventive maintenance program.. At each OEM scheduled bearing replacement interval, two 

traction motors are sent to a certified motor repair shop for evaluation and recommendations. The evaluation is weighed against the OEM 

recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is set by adding the OEM 

recommended interval to the overhaul completion mileage for the first component overhauled. 

Hydraulic Friction Brake Actuators 

The friction brake actuators are monitored through the reliability program, and hydraulic fluid samples for rising particulate counts in seal 

material and pump gear metals within the Preventive Maintenance (PM) program. At the first OEM overhaul interval, or at high particulate 

count, or at an indication in the reliability monitoring, two units are either evaluated in house or are sent to the OEM for evaluation. The 

evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next 

evaluation interval is set by adding experienced interval to the overhaul completion mileage for the first component overhauled. 

Rubber Vulcanized Truck Components 

The rubber vulcanized truck components consist of the primary suspension, T‐1 secondary suspension, and axle coupling elements. Each of 

these has a different duty cycle and therefore different overhaul schedule. The condition is monitored through measurements and 

inspection inside and outside of the preventive maintenance program. At the point where the condition is approaching the condemn 

criteria, the overhaul interval is established and an overhaul plan is developed and performed on the fleet. The next evaluation interval is 

set by adding experienced interval to the overhaul completion mileage for the first component overhauled. 

Axle Bearings 

The axle bearings on all of the fleets are overhauled at the OEM recommended interval. An evaluation is done by the bearing manufacture 

on one of the bearings only to ensure that normal wear has occurred. The next evaluation interval is set by adding the OEM recommended 

interval to the overhaul completion mileage for the first component overhauled. 

Page ‐ 36



Tires and Friction Brake Disc 

The tires are trued within our scheduled maintenance program at pre‐established intervals. The brake discs are trued based on dish wear. 

Both are overhauled based on condemn measurements. The overhaul which is the replacement of these components is performed as 

needed; however, the wear rate is relatively the same across each fleet and each fleet start accumulating mileage at about the same time, so 

the overhaul comes due within a narrow window of time on the same fleet. 

Couplers 

The couplers are monitored through wear measurements within the preventive maintenance program. They are also monitored through the 

reliability program. Very little weight is placed on the OEM recommended interval, because the other two monitoring systems work well to 

identify the overhaul need. 

Doors 

Doors are monitored through the PM program and the reliability reporting program. An evaluation can be triggered by either of these or by 

the OEM recommended overhaul interval, whichever comes first. Two doors are evaluated to determine the extent of the overhaul. The 


evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled. 

Hydraulic Friction Brake Pump Units 

The friction brake pump units are monitored through the reliability program, and hydraulic fluid samples for rising particulate counts in seal 

material and pump gear metals within the Preventive Maintenance (PM) program. At the first OEM overhaul interval, or at high particulate 

count, or at an indication in the reliability monitoring, two units are either evaluated in house or are sent to the OEM for evaluation. The 


evaluation interval is set by adding the experienced interval to the overhaul completion mileage for the first component overhauled. 

Bridgeplates 

Bridgeplates are monitored through the PM program and the reliability reporting program. An evaluation can be triggered by either of these 

or by the OEM recommended overhaul interval, whichever comes first. One car set (four bridgeplates) is evaluated to determine the extent 

of the overhaul. The evaluation is weighed against the OEM recommendations and an overhaul plan is developed and performed on the 

fleet. The next evaluation interval is set by adding the OEM recommended interval to the overhaul completion mileage for the first 

component overhauled. 

Page ‐ 37



Pantograph 

Type 1 pantographs are on a ten year overhaul program schedule. The Type 2 and Type 3 pantographs are on an eight year overhaul 

program schedule. Type 4 Pantographs are monitored through the PM program and the reliability reporting program. An evaluation can be 

triggered by either of these or by the OEM recommended overhaul interval (eight years), whichever comes first. The evaluation will be 

weighed against the OEM recommendations and an overhaul plan is developed and performed on the fleet. The next evaluation interval is 

set by adding the OEM recommended interval to the overhaul completion mileage for the first component overhauled. 

HVAC 

The Type 1 HVAC units were installed as part of a fleet retrofit prior to the arrival of the Type 2 vehicle. Both the Type 1 and Type 2 fleets are 

equipped with a Sutrak HVAC unit, and these units initially experienced a very high rate of compressor failures. To correct these failures 

several modifications were made to the Sutrak unit and the compressors were upgraded to a more reliable model. All HVAC units are 

monitored through the PM program and the reliability reporting program, and fleet overhaul intervals are based on data collected from 

these programs. 

Overhaul 

TriMet's LRV maintenance program seeks to keep current with the entire scope of vehicle maintenance requirements, and therefore seeks to avoid 

requirements for mid‐life remanufacturing for its LRVs. Accordingly, long‐cycle tasks (beyond the 81,000 PM program cycle) are also scheduled based on 

continuing fleet condition assessment and design of overhaul campaigns. 

Each overhaul campaign bundles multiple overhaul tasks which are due, for simultaneous performance on each vehicle cycled through the campaign, for 

efficient overhaul program production. This progressive overhaul approach was recognized by USDOT in a 1995 report as best‐practice in the rail transit 

industry, preferable to mid‐life vehicle remanufacturing in terms of keeping the fleet continuously in service at a higher spare ratio and in minimizing 

fleet life‐cycle total cost. 

Page ‐ 38



The fleet condition is rated against TriMet goals for serviceability, reliability, appearance, wear, and predetermined life cycle. The condition assessment 

is rated on a scale of 1‐5 as follows: 

1 – Like new condition with routine cleaning and preventive type maintenance required, may still be under warranty. 

2 ‐ Good Condition with routine cleaning and preventive type maintenance required 

3 – Fair and serviceable condition, within range of mid‐life, with routine cleaning and some extensive maintenance or overhaul required. 

4 – Poor condition, still serviceable, but near end of service life, with major maintenance, overhaul or replacement required. 

5 – Replacement or overhaul needed immediately. Equipment is not serviceable. 

The following is the condition rating of the LRV Equipment: 

CAR BODY 

TRUCK to CAR 

BODY 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

I 2 I 3 

II, III 3 II, III 4 

IV 2 IV 2 

TRUCKS 

Gear Box Traction Motors 

Hydraulic Friction Rubber Vulcanized 

Tires and Friction 

Axle Bearings 

Brake Actuators Truck Components 

Brake Disc 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

I 3 I 3 I 3 I 3 I 2 I 3 

II, III 4 II, III 3 II, III 3 II, III 3 II, III 3 II, III 3 

IV 2 IV 2 IV 2 IV 2 IV 1 IV 3 

CAR SYSTEM 

Couplers 

Doors 

Hydraulic Friction 

Brake Pump Units 

Bridgeplates Pantograph HVAC 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

LRV 

Type 

Condition 

Rating 

I 2 I 4 I 3 I NA I 3 I 3 

II, III 4 II, III 4 II, III 3 II, III 3 II, III 3 II, III 3 

IV 2 IV 2 IV 2 IV 2 IV 3 IV 2 

Page ‐ 39


Light Rail Vehicle Replacements 

LRVs have significantly longer life cycle than that of buses, with an expected useful life cycle of 36 and 41 years depending on type of LRV. 

TABLE 2A. VEHICLES SYSTEMS - LIGHT RAIL VEHICLES 

ITEM REQUIRED 

PROJECT TOTAL 

MANAGER FLEET 

YEAR OF 

PURCHASE 

ACTION 

NEEDED 

FY 

NEEDED 

CURRENT 

AGE FY14 

OPTIMUM/ 

MINIMUM 

REPLACEMENT 

CYCLE 1 COND. 2014 2015 2016 2017 2018 


TOTAL 

LIGHT RAIL VEHICLES Griffiths 

Type 1 LRVs (Banfield LRT) 26 1986 Replace 2027 28 41 1 $0 $0 $0 $0 $0 $0 

Type 2 LRVs (Westside LRT) 46 1998 Replace 2034 16 36 1 $0 $0 $0 $0 $0 $0 

Type 2 LRVs (Airport MAX) 6 2000 Replace 2036 14 36 1 $0 $0 $0 $0 $0 $0 

Type 3 LRVs (Interstate MAX) 27 2004 Replace 2040 10 36 1 $0 $0 $0 $0 $0 $0 

Type 4 LRVs (I-205/Mall) 22 2009 Replace 2045 5 36 1 $0 $0 $0 $0 $0 $0 

127 GRAND TOTAL VEHICLE SYSTEMS. . . . $0 $0 $0 $0 $0 $0 

Light Rail Vehicle Component Replacements 

Table 2B 

Estimated Replacements 

Estimated Replacement Costs 

Fleet FY14 FY15 FY16 FY17 FY18 FY14 FY15 FY16 FY17 FY18 FY14‐FY18 Total 

Total Component Replacements Type 1 179 172 240 188 214 $ 610,000 $ 680,500 $ 806,500 $ 615,500 $ 667,500 $ 3,380,000 

Type 2/3 1,150 1,037 590 603 539 $ 4,183,000 $ 3,554,210 $ 1,588,310 $ 1,472,310 $ 1,378,820 $ 12,176,650 

Type 4 175 242 176 115 94 $ 416,500 $ 631,000 $ 540,000 $ 282,500 $ 221,727 $ 2,091,727 

Total 1,504 1,451 1,006 906 847 $ 5,209,500 $ 4,865,710 $ 2,934,810 $ 2,370,310 $ 2,268,047 $ 17,648,377 

Assumed Maintenance Budget Baseline (3% inflation) $ 1,701,170 $ 1,752,205 $ 1,804,771 $ 1,858,914 $ 1,914,682 $ 9,031,743 

Net Additional LRV Component Overhaul Total $ 3,508,330 $ 3,113,505 $ 1,130,039 $ 511,396 $ 353,365 $ 8,616,635 

Car Count 

Average 

Per Car Averages Type 1 26 6.88 6.62 9.23 7.23 8.23 $ 23,462 $ 26,173 $ 31,019 $ 23,673 $ 25,673 $ 26,000 

Type 2/3 79 14.56 13.13 7.47 7.63 6.82 $ 52,949 $ 44,990 $ 20,105 $ 18,637 $ 17,453 $ 30,827 

Type 4 22 7.95 11.00 8.00 5.23 4.27 $ 18,932 $ 28,682 $ 24,545 $ 12,841 $ 10,079 $ 19,016 

Average 11.84 11.43 7.92 7.13 6.67 $ 41,020 $ 38,313 $ 23,109 $ 18,664 $ 17,859 $ 27,793 

Page ‐ 40


Light Rail Vehicle Equipment >$5,000 

TABLE 13A. OPERATIONS - CAPITAL LIGHT RAIL SHOP EQUIPMENT (>$5,000) 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF CURRENT 

PURCHASE AGE FY14 

OPTIMUM 

REPLACEMENT 

CYCLE COND 2014 2015 2016 2017 2018 


TOTAL 

ITEM REQUIRED 

RUBY JUNCTION CAPITAL 

LRV Truck Overhaul Area 

Grove 

Dake Axle Press Recondition 2013 1984 30 10/20 Fair-3 $10,000 $10,000 

Penn Tire Press Recondition 2015 1984 30 10/20 Good-2 $4,000 $4,000 

Forklift Hyster Replace 2014 1984 30 10/20 Poor-4 $35,000 $35,000 

Total LRV Truck Overhaul Area. . . . $45,000 $4,000 $0 $0 $0 $49,000 

LRV Component Rebuild 

Grove 

Monitor Simulator #3, also used on shop floor Recondition 2016 1987 27 5/10 Poor-4 $5,000 $5,000 

OmegaSonics Ultrasonic cleaner Replace 2015 2005 9 Poor-4 $15,000 $15,000 

Total LRV Component Rebuild. . . . $0 $15,000 $5,000 $0 $0 $20,000 

Training/Engineering 

Grove 

Thermal Array Recorder 9000 # 7058258 Replace 2018 1997 17 5/10 Fair-3 $30,000 $30,000 

Total Training/Engineering. . . . $0 $0 $0 $0 $30,000 $30,000 

Page ‐ 41


Light Rail Vehicle Equipment >$5,000 (continued) 

PROJECT 

MANAGER 

Grove 

ACTION 

NEEDED 


NEEDED 



OPTIMUM 

REPLACEMENT 



TOTAL 

ITEM REQUIRED 

Shop Floor/Facility 

Pad force tester 2017 2004 10 10/20 Fair-3 $3,000 $3,000 

Portable Jacks - Washtronics Recondition 2014 1987 27 10/20 Good-2 $3,000 $3,000 








Floor/upholstry cleaner-Everest 408HP Recondition 2015 2009 5 10/20 Good-2 $3,000 $3,000 

Floor/upholstry cleaner-Prochem Performenr 405 Replace 2015 1998 16 10/20 Poor-4 $27,000 $27,000 

Total Shop Floor/Facility. . . . $24,000 $30,000 $0 $3,000 $0 $57,000 

Ground Floor Tool/Storeroom 

Grove 

Monitor Simulator #1 Recondition 2014 1986 28 10/20 Poor-4 $5,000 $5,000 

Total Ground Floor Tool/Storeroom. . . . $5,000 $0 $0 $0 $0 $5,000 

Ruby South/Body Shop 

Grove 

Body Shop Air Man Lifts Recondition 2014 2009 5 10/20 Good-2 $3,000 $3,000 $6,000 

Body Shop Air Man Lifts Recondition 2014 2009 5 10/20 Good-2 $3,000 $3,000 $6,000 

Metal Break Manual Replace 2014 1986 28 20/30 Poor-4 $10,000 $10,000 

Metal Muncher Iron Worker 49T #32071188 Recondition 2014 1989 25 20/30 Good-2 $3,000 $3,000 

Total Ruby South/Body Shop. . . . $19,000 $0 $0 $6,000 $0 $25,000 

TOTAL RUBY CAPITAL. . . . $93,000 $49,000 $5,000 $9,000 $30,000 $186,000 

ELMONICA CAPITAL 

Blair 

TOTAL ELMONICA CAPITAL. . . . $0 $0 $0 $0 $0 $0 

GRAND TOTAL LIGHT RAIL SHOP EQUIPMENT (>$5,000). . . . 

$93,000 $49,000 $5,000 $9,000 $30,000 $186,000 

Page ‐ 42


Light Rail Vehicle Equipment ≤$5,000 

TABLE 13B. OPERATIONS - OPERATIONS LIGHT RAIL SHOP EQUIPMENT (


Light Rail Vehicle Projects – Rail Equipment Maintenance 

Project Name: Rail Maintenance Equipment Project ID: 7504 

Project Class: Vehicles Priority: S 

Start Date: Continuous Completion Date: Continuous Project Type: Capital/Operating 

Budgeted Dept: Rail Equipment Maintenance Project Manager: Grove 


1) Upgrade Blowdown Turntable (Ruby) ‐ $73,000 (FY2016) 

2) Cleaner Cart Shed (Ruby) ‐ $20,000 (FY 2015) 

3) Aqueous Parts Cleaner (Elmo) ‐ $15,000 (FY 2015) 

4) Upgrade girders & install 7 ½ ton crane on M5 Ruby ‐ $100,000 (FY 2017) 

5) Crane for Rebuild Area (Ruby) ‐ $25,000 (FY 

6) Additional contingency amount ‐ $13,000 FY 2014, $3,000 FY 2015, $40,000 FY 2018 


1) Ruby Blowdown Turntable is now used on a daily basis for Truck work. All cleaning is being done in the blowdown due to the amount of dirt/grease on 

Trucks and their components. Currently it takes a couple of Technicians or the Power Pusher with a long bar to rotate it. We average about 1 request a year 

to get the Turntable working, and the repair work has gotten less and less effective in reducing resistance. 

2) The cleaner cart shed is needed to keep carts out of the weather at Ruby Junction. If this provided as part of the Ruby Expansion for Orange Line, it won’t 

be needed in this budget. 

3) Needed to clean parts for Elmo overhaul program. 

4) Ruby Truck work has grown to require more area. To accommodate expanding truck shop into M5n at Ruby, a 2 nd 7 ½ tone crane is needed. 

5) Needed to lift and carry heavy parts from one point to another in Rebuild Area. 

STATUS 

N/A 


Current Year $ 38,000 $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 289,000 

$ 38,000 $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 289,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 38,000 $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 289,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 38,000 $ 38,000 $ 73,000 $ 100,000 $ 40,000 $ 289,000 

Page ‐ 44

Capital Asset Management & Investment Program Vehicles ATP‐LIFT Vehicles 

Asset Category – Vehicles – ATP‐LIFT Vehicles 

ATP‐LIFT Replacements 

TABLE 3A. ATP/LIFT VEHICLE REPLACEMENT & EXPANSION 

ATP BUSES - ACTIVE FLEET 

FLEET FY BUS FLEET BUS MAKE & AGE END FY REPLACE 

NBR BUILT LENGTH SIZE DESCRIPTION 2014 END FY CURRENT 2014 2015 2016 2017 2018 

23 1998 24 22 Ford Eldorado 16 2008 0 0 0 0 0 0 

24 1999 24 49 Ford Eldorado 15 2009 0 0 0 0 0 0 

25 2000 24 27 Ford Eldorado 14 2011 0 0 0 0 0 0 

26 2001 24 33 Ford Eldorado 13 2011 0 0 0 0 0 0 

27 2002 24 45 Ford Eldorado 12 2012 0 0 0 0 0 0 

28 2003 24 8 Ford Eldorado 11 2013 0 0 0 0 0 0 

29 2005 12 15 4 Door Sedan 9 2010 0 0 0 0 0 0 

30 2006 24 39 Ford Eldorado 8 2013 0 0 0 0 0 0 

31 2007 24 49 Ford Eldorado 7 2015 49 49 0 0 0 0 

32 2008 24 1 Ford Eldorado 6 2016 1 1 1 0 0 0 

33 2008 24 50 Ford Eldorado 6 2016 50 50 50 0 0 0 

34 2011 15 Dodge Vans 3 2016 15 15 15 0 0 0 

35 2011 24 15 Chevy ElDorado 3 2019 15 15 15 15 15 15 

36 2011 23 1 Supreme Hybrid 3 2019 1 1 1 1 1 1 



39 2013 23 27 Cut Away 1 2021 27 27 27 27 27 27 

40 2015 24 49 Cut Away 0 2023 49 49 49 49 

41 2016 24 51 Cut Away 0 2024 51 51 51 

42 2016 15 Vans 0 2021 15 15 15 

Fleet Size 268 268 268 268 268 268 

Weighted Fleet Age 3.79 3.32 2.52 3.52 4.52 

NOTE: "Fleet Size" reflects original size of the fleet and "Current" reflects fleet status as of the end of FY13. 

Page ‐ 45


ATP‐LIFT Replacements Continued 

Minimum Service Expansion Buses (0% ) 

Expansion in Peak Pullout 

Expansion in Fleet Requirements 

Total Peak (221 as of 11/12) 

Spares (20%) 

Total Fleet Requirement 

WD Ridership % Increase 0.1% 0.1% 0.1% 0.1% 0.1% 

Peak Pullouts 224 225 225 226 226 

Spare Ratio** 19.64% 19.11% 19.11% 18.58% 18.58% 

Total Fleet Requirement 268 268 268 268 268 

Replacement Bus 0 49 51 0 0 

Replace Vans 0 0 15 0 0 

Expansion Bus 0 0 0 0 0 

Expansion Van 0 0 0 0 0 

Total Vehicle Purchase 0 49 66 0 0 

Note: 

** Does not reflect separate spares for bus and van fleets. 

Page ‐ 46


ATP‐LIFT Replacements (continued) 

TABLE 3B. ATP/LIFT CAPITAL REQUIREMENTS - VEHICLES 

ATP/LIFT VEHICLES - CAPITAL REQUIREMENTS 

BUS MAKE & # OF YEAR REPLACEMENT FY14-FY18 

DESCRIPTION VEHICLES NEEDED CYCLE FY14 FY15 FY16 FY17 FY18 TOTAL 

BDS Components/Installation 

Replacement Buses 

24 FT Paratransit Vehicles 0 2014 8 Years $0 $0 

24 FT Paratransit Vehicles 49 2015 8 Years $4,385,500 $4,385,500 

24 FT Paratransit Vehicles 51 2016 8 Years $4,564,500 $4,564,500 

24 FT Paratransit Vehicles 0 2017 8 Years $0 $0 


Replacement for Sedans 

Passenger Van 15 2016 5 Years $727,500 $727,500 

Passenger Van 0 2017 5 Years $0 $0 


Total Replacement $0 $4,385,500 $5,292,000 $0 $0 $9,677,500 

Expected Expansion Buses 

24 FT Paratransit Vehicles 0 2014 8 Years $0 $0 





Expected Expansion Vans 

Passenger Van 0 2014 5 Years $0 $0 





Total Expected Expansion $0 $0 $0 $0 $0 $0 

Total ATP/LIFT Requirements $0 $4,385,500 $5,292,000 $0 $0 $9,677,500 

Page ‐ 47


ATP‐LIFT Vehicle Equipment >$5,000 

TABLE 17A. LIFT SHOP EQUIPMENT (>$5,000) 

ITEM REQUIRED 

PROJECT ACTION 

MANAGER NEEDED 


NEEDED 



OPTIMUM 

REPLACEMENT 

CYCLE COND. 2014 2015 2016 2017 2018 


TOTAL 

ATP/LIFT MAINT SHOP EQUIPMENT 

Elmore 

Forklift, Caterpillar T80-D Replace 2016 1985 29 20 2 $30,000 $30,000 

Brake Lathe, (Ammco) Replace 2017 1999 15 10/15 1 $6,000 $6,000 

Engine Analyzer Replace 2018 2007 7 10/15 1 $10,000 $10,000 

Front End Alignment Machine Replace 2018 2001 13 10/15 2 $30,000 $30,000 

Lift (4) Ea. Mohawk 25K Cap-W/2 Elect Hyd Jacks Replace 2017 1991 23 10/15 2 $40,000 $40,000 

Lift, Gray TNT-550-Air-End Replace 2017 1993 21 10/15 2 $9,000 $9,000 

Lift, One (1) Mohawk Replace 2017 2001 13 6/10 1 $10,000 $10,000 

TOTAL ATP. . . . 

$0 $0 $30,000 $65,000 $40,000 $135,000 

ATP‐LIFT Vehicle Equipment ≤ $5,000 

TABLE 17B. LIFT SHOP EQUIPMENT (

Capital Asset Management & Investment Program Vehicles Non‐Revenue Vehicles 

Asset Category – TriMet Non‐Revenue Vehicles (NRV) 

Priority 



It is the mission of NRV maintenance to provide safe, clean, and reliable vehicles, in the most cost effective manner for our customers. This is 

accomplished through a comprehensive preventative maintenance program that requires practical planning and coordination of available resources. 


Our goal is to provide a framework to continually explore improving NRV maintenance and implementation of best practices through: 

Maximizing the use of existing resources to increase service and extend vehicle life. 

Create effective employee forums that draw out the best thinking from staff. 

Work in full partnership with the Original Equipment Manufacturers (OEM) to implement system efficiencies. 

Sustain a work environment that continually finds ways to improve maintenance repair and processes. 

Leverage and capitalize on new technologies. 

How Asset is Maintained & Condition Evaluated 

Utilizing TriMet’s Maintenance Management Information System (MMIS), preventative maintenance intervals are determined and scheduled based 

the OEM recommended PM periods and the vehicle operating conditions. To ensure that reduced number reactive repairs are performed, the PM 

schedule listed below is used. Our objective is to have all NRV maintenance and repairs scheduled rather than unscheduled. 

Preventative Maintenance Schedule 

Inspection Type 

Miles 

A level PM 5,000 

B level PM 50,000 

Low Mileage Use Vehicles 

Inspection Type 

A level PM 

B level PM 

PM Generated Based on Date 

Every 365 days 

Every 5 years 

Department of Environmental Quality (DEQ) tests are performed on each gasoline powered non‐revenue vehicle on a semi‐annual basis. The MMIS 

is set up so that each vehicle comes due for a DEQ inspection on the first of the month that corresponds with the last number of the vehicle’s license 

plate number. 

Page ‐ 49



The condition rating scale is as follows: 

1 – Asset is newly put into service and warranty is in effect. 

2 – Warranty has expired and no defects/wear has been identified during PM cycle 

3 – Slight wear evident, PM cycle shows no defects 

4 – Excess wear, defects require attention beyond PM cycle 

5 – Asset is out of service and can no longer function safely 

Level of Criticality 

The level of criticality for this discipline is applied to the following items: 

Safety 

Service Reliability, Risk of Degradation 

Economic Life of the Asset 

Level of Service Investment 

High 

High 

Medium 

High 

Asset Replacement Criteria 

The NRV Maintenance Equipment Replacement and Repair Capital Program Tables that list all NRV assets are reviewed quarterly to determine 

condition and cost to procure. Factors and criteria used to establish asset replacement: 

Current condition, i.e. replacement of TriMet non‐revenue vehicles (NRVs) is based on condition, not age or mileage. 

Equipment is unsafe to operate. 

Maintenance costs substantially exceed replacement cost. 

OEM replacement cycle. 

Acquisition of additional NRVs is based on compelling justification of need, such as associated with major expansion of TriMet 

service/operation. 

Requests for replacement or acquisition of TriMet NRVs are jointly decided by the Executive Director ‐ Operations and the Executive 

Director ‐ Finance and Administration. 

Budgeting for replacement or acquisition of TriMet NRVs is through TriMet's annual budget development process, including capital 

improvement plan (C.I.P.) annual update. 

Procedure: NRV Replacement or Acquisition Request 

1. A Non‐Revenue Vehicle Action request is prepared and submitted to the Executive Director ‐ Operations. For poolcar NRVs, the NRV 

Action request is prepared solely by the Bus Maintenance department. For department‐assigned NRVs, the NRV Action request is 

Page ‐ 50


Asset Replacement Criteria (continued) 

prepared collaboratively by the Bus Maintenance department and the respective user department. The NRV Action request 

includes: 

• Part A ‐ subject NRV data 

• Part B ‐ subject NRV condition assessment 

• Part C ‐ subject NRV photographs 

• Part D ‐ replacement/acquisition vehicle information 

• Part E ‐ replacement/acquisition vehicle cost and funding (budget) information 

• Part F ‐ evaluation of alternatives to vehicle replacement/acquisition 

2. Executive Director ‐ Operations approves or disapproves NRV Action request. If approved, the NRV Action request is forwarded to 

the Executive Director‐ Finance and Administration. If approved by the Executive Director‐ Finance and Administration, the 

requested NRV replacement or acquisition (including disposal of the existing NRV, if applicable), is performed by Bus Maintenance. 

3. Approval of a NRV Action request will likely be delayed if funding for the NRV replacement or acquisition has not yet been 

budgeted. Part E of such non‐budgeted NRV Action requests should include a proposed TriMet budget transfer, in order for the 

request to be approvable. 

Non‐Revenue Vehicle Replacements Summary 

Non‐revenue vehicle fiscal needs are broken into three general categories: 

‐ Non‐Revenue Vehicles > $5,000 – includes the replacement of non‐revenue vehicles 

‐ Non‐Revenue Vehicles ≤ $5,000 – mostly includes components for major repairs 

‐ Non‐Revenue Shop Equipment – includes equipment such as lifts/hoists, tire balancer, drill press, tire mounting machine, etc. 


Total 


Non‐Revenue Vehicles 

Non‐Revenue Vehicles > $5,000 $ 1,980,000 $ 1,640,000 $ 1,632,000 $ 1,328,000 $ ‐ $ 6,580,000 

Non‐Revenue Vehicles ≤ $5,000 ‐ 135,200 73,920 60,060 ‐ 269,180 

Non‐Revenue Shop Equipment 2,500 8,000 ‐ 3,000 ‐ 13,500 

Non‐Revenue Vehicles Subtotal $ 1,982,500 $ 1,783,200 $ 1,705,920 $ 1,391,060 $ ‐ $ 6,862,680 

A detailed breakdown of the categories may be found in the Appendix section of this document under Non‐Revenue Vehicles. 

Page ‐ 51

Capital Asset Management & Investment Program Vehicles Automatic Train Stop 

Vehicle Projects – Automatic Train Stop 

Project Name: Automatic Train Stop (ATS) Project ID: TBD 


Start Date: 7/1/2013 Completion Date: 6/30/2014 Project Type: Capital 

Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Heilig 


This project will provide automatic train stop mechanism on Portland streetcars. The Portland Streetcar and MAX will share the new Portland‐Milwaukie bridge for 

revenue service. 


TriMet’s design criteria require an automatic train stop system, which activates a vehicle’s brakes when the vehicle violates a signal. The streetcars presently 

operate without ATS. Installation of ATS on streetcars will help ensure safe operation of both streetcar and MAX. TriMet and the City of Portland are sharing the 

cost, which is part of an intergovernmental agreement governing the City’s Close the Loop project. 

STATUS 

N/A 


Current Year $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

$ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

Page ‐ 52

Capital Asset Management & Investment Program Vehicles Positive Train Control 

Vehicle Projects – Positive Train Control 

Project Name: Positive Train Control Project ID: 7563 


Start Date: 7/1/2014 Completion Date: 6/30/2017 Project Type: Capital 

Budgeted Dept: Capital Projects Project Manager: Heilig 


The Rail Safety Act of 2008 mandates the US Department of Transportation through the Federal Railroad Administration (FRA) to implement Positive Train Control 

(PTC) on all railroads which operate passenger or commuter rail service by 2015. TriMet’s final Positive Train Control Development Plan (PTCDP) was reviewed with 

FRA in late February 2012 and submitted in April. FRA responded in September. TriMet prepared a revised draft and responded to requests for clarification and resubmitted 

the PTCDP in October. After approval of the PTCDP, TriMet will begin development of protocol specifications. 


Development of protocol specifications for and installation of the PTC system is a federal safety mandate. 

Engineering resources provided by existing Capital Projects’ systems engineering staff. 

STATUS 

Project has been drawn out due to delays in FRA approvals. 


Current Year $ 700,000 $ 2,500,000 $ 3,000,000 $ 2,000,000 $ ‐ $ 8,200,000 

$ 700,000 $ 2,500,000 $ 3,000,000 $ 2,000,000 $ ‐ $ 8,200,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 700,000 $ 2,500,000 $ 3,000,000 $ 2,000,000 $ ‐ $ 8,200,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 700,000 $ 2,500,000 $ 3,000,000 $ 2,000,000 $ ‐ $ 8,200,000 

Page ‐ 53

Capital Asset Management & Investment Program Vehicles Type 1/2/3 LRVs Destination Signs Replacement 

Vehicle Projects – Type 1/2/3 LRVs Destination Signs Replacement 

Project Name: Type 1/2/3 LRVs Destination Signs Replacement Project ID: TBD 

Project Class: Vehicles Priority: SR 

Start Date: 7/1/2013 Completion Date: 6/30/2014 Project Type: Operating 

Budgeted Dept: Rail Equipment Maintenance Project Manager: Barnhart 


Replace mylar roll‐type destination signs on T1/T2/T3 LRVs, to allow LRV trains of any type to operate on any MAX line as of the Fall 2015 start‐up of the Portland‐ 

Milwaukie light rail project ("Orange Line"), as well as expected Fall 2014 or 2015 revision of the Red Line from Airport ‐ Beaverton TC to Airport ‐ Hillsboro, 

simulanteous with revision of the Blue Line from Gresham ‐ Hillsboro to Gresham ‐ Beaverton TC. 


Although retrofit of electronic LED destination signs on T1/T2/T3 LRVs is being undertaken using PMLR funds (including replacement of the existing T2/T3 LRV 

communications control unit which drives automated station announcements/interior display units system on T1/T2/T3 LRVs), that program is not expected to begin 

installations until early to mid‐2014, and is expected to take 4 years to complete at an average rate of 2 weeks per LRV for the 105 LRVs that must be retrofitted. 

Without replacement of current mylar roll‐type destination signs, only T4/T5 LRVs, and any few T1/T2/T3 LRVs for which electronic signs retrofit has been completed, 

will be able to operate in Yellow‐Orange MAX line service as of Fall 2015. This constraint would apply as well to the expected Fall 2014 or 2015 revision of the Red 

Line; as there is no "Red Line to Hillsboro" destination available on the current mylar rollsigns. Without replacement of current mylar signs, it will be impractical and 

very complex to manage the yards at the Ruby Junction and Elmonica facilities to layup and prepare for pullouts of specific types of LRV trains assigned to the various 

MAX lines. Schedule interlining of train assignments will also be constrained, as only certain LRV types will be operable on certain lines. (This will be in addition to 

the constraint that as the electronic retrofit project proceeds, such retrofitted LRVs will only be able to be coupled/consisted with other such retrofitted LRVs.) To 

provide for practical and sustainably reliable MAX system operation for the next several years as the electronic signs retrofit project proceeds, replacement of 

current mylar roll‐type destination signs on the T1/T2/T3 LRVs is required. 


Current Year $ 350,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000 

$ 350,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

PMLR $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 350,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 350,000 

Page ‐ 54

SECTION 4 – MAINTENANCE OF WAY


Capital Asset Management & Investment Program Maintenance of Way Track & Structures 

Asset Category – MOW Track & Structures 

Priority 



Maintain light rail track that is safe, clean, and reliable, to meet service requirements. Maintaining a positive draining infrastructure is key to the 

condition of the track. 


Measurement of PM compliance that is above 80% for completion percentage indicates that the system is operational without any immediate 

defects that require trains to be re‐routed. When measurement is below 80% on a consistent month to month basis, the State of Good Repair 

becomes questionable and replacement/improvements need to be addressed. 


Assets in this discipline are mechanical and not electrical in nature. The PM routine is visual inspection and adjustment of the mechanical attributes 

of the switches. In order to assess condition and determine replacement/rehabilitation times accurately, measurement of all aspects of the rail has 

been performed by a geometry car. This measurement will be performed every two years to determine the rate of wear of the rail and to analyze 

various conditions of the rail structure such as line and grade, rail wear and movement and structural condition of the ballast infrastructure. 

Additionally, preventive maintenance is done on the following schedule: 

Maintenance Activity Equipment Unit 

Weekly Girder Rail Inspections 11.6 Miles 

Weekly Yard/T‐Rail Inspections 90.4 Miles 

Weekly Riding Inspection N/A 

Weekly Switch Cleaning 45 locations 

Monthly Track Switch Inspection 137 locations 

Monthly Riding Inspection N/A 

Monthly Lube Machine 33 locations 

Quarterly T‐Rail Expansion Jt Inspection 8 locations 

Quarterly Yard Switch Inspection 40 locations 

Quarterly Track Switch Inspection 177 locations 

Semi‐Annual Exp Joint Inspection Girder Rail 6 locations 

Annual Road Crossing Inspections 154 locations 

3‐year Electronic Rail Inspection N/A 

Page ‐ 57









The majority of the track and switch inventory is between a Condition 3 and 4. The paved track is at a Condition 2 because it is secured 

and protected by the roadway structure. 



Safety 




High 

High 

Medium 

Low 

Mid‐Life Overhaul Program 

Switch mechanisms in paved track locations are overhauled when condition warrants. 


The condition of track and track structure dictates the replacement/improvement schedule. 

Additional Analysis 

• Approximately 5%‐10% of all track and track related equipment is in poor condition. 

Page ‐ 58


Track & Structures Project 

TABLE 10. OPERATIONS - LIGHT RAIL TRACK AND STRUCTURES 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

CURRENT 

AGE FY14 COND. 2014 2015 2016 2017 2018 


TOTAL 

TRACK AND STRUCTURES 

Kindig 

6 Pedestrian Crossings (z xings) Replace Varies Varies 1 $100,000 $100,000 

28.6 Embedded Track (miles) Projects Varies Varies 

11th Avenue Terminus Replace 2014+ 20 $925,000 $925,000 

No. 7 (Under Morrision Bridge) Replace 2015+ 26 $675,000 $675,000 

No. 9 (1st Avenue & Davis) Replace 2016+ 26 $675,000 $675,000 

No. 13 (Rose Quarter) Replace 2015+ 20 $300,000 $400,000 $700,000 

No. 17 (Lloyd Center) Replace 2014 14 $825,000 $825,000 

Skidmore EB Curves Replace 2018 26 $300,000 $300,000 

Rail Grinding 1 Maintain Annual Varies $250,000 $250,000 $275,000 $300,000 $375,000 $1,450,000 

80.2 Ballasted Track (miles) Varies Varies 

Surfacing and lining Maintain Bi-annual 26 2 $350,000 $500,000 $850,000 

97th Avenue Curves Replace 2015 18 $275,000 $275,000 

Banfield Curves Replace 2017 26 $325,000 $325,000 

97th Avenue Crossing Panels Replace 2014 18 $75,000 $75,000 

Gateway Bus Crossing Panels Replace 2014 20 $125,000 $125,000 

Eastman Parkway Crossing Panels Repair 2016 14 $175,000 $175,000 

Roberts Crossing Panels Repair 2018 14 $100,000 $100,000 

Main Crossing Panels Repair 2018 14 $100,000 $100,000 

Cleveland Crossing Panels Repair 2018 14 $100,000 $100,000 

113th Burnside Crossing Panels Repair 2015 26 $145,000 $145,000 

Optical Rail Measurement Crossing Panels Insp/Repair 2014+ N/A $80,000 $80,000 $75,000 $235,000 

Optical Rail Measurement 2 Maintain 2012 Varies $80,000 $80,000 $80,000 $240,000 

32 Bridge Structures 3 Insp/Repair Annual Varies 1 $45,000 $45,000 $55,000 $70,000 $95,000 $310,000 

38 Rail Lubricators 4 Replace 2010 Varies $50,000 $50,000 $100,000 

TOTAL TRACK AND STRUCTURES. . . . $3,105,000 $1,325,000 $1,280,000 $1,195,000 $1,900,000 $8,805,000 

Notes: 

1. Grinding of approximately 1/3 of track-mileage annually to remove corrugation and reduce noise and vibration. 

2. Measure and map condition of rail infrastructure, for comparision with such measurement FY12, to inform wear analysis and replacement planning. 

3. Cyclical bridge, tunnel, and wall inspections, to assure safety, including repairs as necessary. FY18 - PMLR structures added to the Required Structures to Inspect list. 

4. Purchase 2 lube machines/year for 3 years to replace worn equipment at strategic locations. 

Page ‐ 59


Track and Structures Equipment 

TABLE 14A. MOW EQUIPMENT INVENTORY AND REPLACEMENT PLAN Plan for FY = 2014 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

CURRENT 


EST. 

DESIGN 

LIFESPAN COND. 2014 2015 2016 2017 2018 

FY14-18 

TOTAL 

TRACK EQUIPMENT 

Kindig 

TRAILER AIR COMPRESSOR/TRACK REPLACE 2001 28 15 FAIR $3,500 $3,500 

ABRASIVE RAIL SAW/TRACK REPLACE 1997 27 10 FAIR $2,500 $2,500 

PROFILE RAIL GRINDER/TRACK NONE 2014 10 10 GOOD $4,000 $4,000 

RAIL DRILL/TRACK NONE 1997 27 10 FAIR $4,500 $4,500 

NOISE MONITOR/ENG NONE 2008 21 15 FAIR $2,000 $2,000 

LINK GAUGE/TRACK NONE 2009 20 15 FAIR $1,000 $1,000 

SLOT GAUGE/TRACK NONE 2009 20 15 FAIR $900 $900 

BORE GAUGE/TRACK NONE 2009 20 15 FAIR $1,200 $1,200 

BORE GAUGE/TRACK NONE 2010 19 15 FAIR $1,200 $1,200 

TIE TAMPER/TRACK NONE 2008 16 10 FAIR $3,500 $3,500 

TIE TAMPER/TRACK NONE 2008 16 10 FAIR $3,500 $3,500 

GENERATOR/TRACK NONE 2008 16 10 FAIR $3,000 $3,000 

GENERATOR/TRACK NONE 2008 16 10 FAIR $3,500 $3,500 

HYDRAULIC RAIL DRILL/TRACK NONE 2008 16 10 FAIR $3,500 $3,500 

HYDRAULIC RAIL SAW/TRACK NONE 2008 16 10 FAIR $3,500 $3,500 

HYDRAULIC RAIL PROFILER/TRACK NONE 2008 16 10 FAIR $5,000 $5,000 

GRAFFITI SODA BLASTER/TRACK NONE 2008 16 10 GOOD $4,000 $4,000 

TOTALS FOR TRACK EQUIPMENT . . . 

$9,500 $7,500 $11,000 $14,800 $7,500 $50,300 

Page ‐ 60

Capital Asset Management & Investment Program Maintenance of Way Overhead Catenary System 

Asset Category – Overhead Cantenary System (OCS) 

Priority 



Maintain light rail an OCS system that is safe, and reliable to meet service requirements. Diligent visual inspections, measurements and adjustments keep the 

system operational at all times during revenue service. 


Measurement of PM compliance that is above 80% for completion percentage indicates that the system is operational without any immediate defects that require 

trains to be re‐routed. When measurement is below 80% on a consistent month to month basis, the State of Good Repair becomes questionable and 

replacement/improvements need to be addressed. 


The equipment in this discipline is mechanical and reacts to the environment similar to track materials. Visual inspections are constant in this discipline and 

adjustments and torque checks of the hardware keep the asset in operating condition. 

An analysis has been performed on the entire system that incorporated wear rates and percentages of wear in the contact wire. When wire has worn more than 

30% of its profile it needs to be replaced. This provides a baseline condition for the system. We will perform this analysis again in two years and develop wear 

patterns and strategize as to where and when wire will need to be replaced. The outcome of this analysis will be reflected in Table 11 as a 5 year program for 

replacement 

Structural condition of the poles that support the system is good; however there are some H‐poles on the original Banfield alignment that have considerable 

amount of rust built up on them. We are removing rust and applying rust prohibitive material to slow down the migration of rust. This activity is being completed 

between normal PM activities. 



Triennials 1/3 System Inspection N/A 

Annual Tunnel Inspection 1 

Annual Steel Bridge Inspection 1 

Annual Rolling Inspection Entire System 120 Miles 

Monthly Walking Inspections 120 Miles 

Biennial Yard Inspections Elmonica and Ruby Junction 

Trimester PCS Inspections 15 miles 

Triennials PCS Inspections 15 miles 

Monthly Steel Bridge Inspection 1 

Page ‐ 61









The OCS system condition overall is at a Condition 3. 



Safety 




High 

High 

Medium 

Medium 


The condition the OCS system dictates the replacement/improvement schedule. 


• None of the entire OCS system is considered to be in “poor” condition. 

Page ‐ 62


OCS Program 

TABLE 11A. OPERATIONS - LIGHT RAIL OVERHEAD CATENARY SYSTEM 

ITEM REQUIRED 

OVERHEAD CATENARY 

SYSTEM 

PROJECT 

MANAGER 

Kindig 

ACTION 

NEEDED 

YEAR 

NEEDED 

CURRENT 

AGE 


OPTIMUM 

MINIMUM 

REPLACEMENT 



TOTAL 

97 Overhead Catenary System As Needed Varies 5/6 Good $0 

(track-miles, including yards) 

OCS Wire Measurement Service 1 As Needed Varies See Note 1 $80,000 $80,000 $160,000 

Overhead Contact Wire 2 Replacement See Note 2 $150,000 $500,000 $500,000 $500,000 $1,650,000 

Replace 60 rod insulators 3 Replacement Varies See Note 3 $40,000 $40,000 $80,000 

Replace Loop Insulators 4 Replacement See Note 4 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 

TOTAL OVERHEAD CATENARY SYSTEM. . . . 

$20,000 $250,000 $560,000 $560,000 $600,000 $1,990,000 

NOTES: 

1. Retain services to measure and map condition of OCS Wire infrastructure. Will assist in wear analysis and replacement planning. 

2. Replace worn contact wire Cleveland To Lloyd Center. Anticipate 20-30 year lifespan before 30% wear. FY15 - Design Plans developed for wire replacements. FY16 - Begin replacements on Eastside system. 

3. The existing Rod Insulators are failing. Project completion in FY14. 

4. Replace existing equipment with new, easy to install loop insulators. 

OCS Equipment Replacement 

TABLE 14A. MOW EQUIPMENT ‐ OCS Plan for FY= 2014 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 

CURRENT 


EST. 

DESIGN 


FY14‐18 

TOTAL 

OCS EQUIPMENT 

Kindig 

6‐TON RATCHET HOIST/OCS NONE 28 15 GOOD $1,500 $1,500 

3‐TON RATCHET HOIST/OCS NONE 27 15 GOOD $1,000 $1,000 

CABLE STRAIGHTENER/OCS NONE 21 25 GOOD $4,000 $4,000 

UTILITY LINE TRACER/OCS NONE 16 15 FAIR $3,000 $3,000 

ELECTRIC POWER BURNDY PRESS NONE 8 4 GOOD $3,000 $3,000 

OCS DC HI‐VOLTAGE TESTING UNITS REPLACE 7‐12 8 POOR $3,500 $3,500 

TOTALS FOR OCS EQUIPMENT . . . . 

$3,000 $2,500 $3,000 $3,500 $4,000 $16,000 

Page ‐ 63

Capital Asset Management & Investment Program Maintenance of Way Signals 

Asset Category – MOW Signals 

Priority 



Maintain a signal system that is safe and reliable, to meet service requirements. 

With each expansion of our system comes new and improved technology. As part of keeping the system in a “State of Good Repair” upgrades are 

needed to keep the entire railroad functioning as an integrated system. For example, the signal system has transitioned from chart recorders with 

readouts on chart paper installed in the signal rooms to Programmable Logic Controllers (PLC’s) that record data electronically that can be retrieved 

at a remote location on a personal computer. All of the disciplines in MOW have experienced the same type of transitions in technology as 

additional Line Sections are built and incorporated into our revenue system. 






Assets in this discipline are heavily electronic in nature and have technology that requires high expertise in programmable logic troubleshooting. The 

Signal system has seen the largest leap in technology since the opening of the Banfield Light Rail in 1986. Management of the asset requires 

knowledge by the maintainer and the support of engineering to work through the defects as they happen. 

The gate mechanisms are being replaced at a rate of 4‐5 per year until we have all east side mechanisms replaced. We are about 3‐5 years away 

from replacing Westside mechanisms and longer for newer portions of the system. 

Power switch machines are currently on a schedule to be rebuilt by the manufacturer at the rate of 6 per year. The re‐build process is equivalent to 

purchasing new and is more economical. None of the function of the machine is compromised following the rebuild. 

Relays are tested and repaired all year long. They are in a 4 year cycle that tests all 4625 relays. We have found through use and number of cycles 

that some of the critical applications need to be tested more frequently. Every two years instead of every four years. We are currently adjusting our 

MMIS program to address the recommended changes from Engineering. 


Page ‐ 64




Weekly Crossing Inspection 38 Gated 

Monthly Power Switch Inspection 177 Units 

Monthly Ground Inspections 156 Locations 

Quarterly Signal Room/Switch Maintenance 200 Houses 

Semi‐Annual Steel Bridge Maintenance 1 Bridge 

Annual Relay Testing 4625 Units 

Annual Route Locking/Interlock Test N/A 

Annual Switch Heaters 61 Units 

Annual ATS Trip Testing N/A 

Annual Signal Lens Cleaning N/A 

Annual Case Cleaning N/A 

Ten‐Year Cable Meggering 3 Yr Rotation 








The signal system condition overall is between a Condition 3 and 4. Rapidly changing technology and aging equipment, accounts for the general 

condition of the system. 



Safety 

High 


High 


Medium 

Level of Service Investment High 


Currently the only mid‐life overhaul program is focused on powered switch machines, both in ground switches and open track switches. 

Page ‐ 65



The condition of signals equipment dictates the replacement/improvement schedule. 


• Approximately 20% of the assets in the Signal system are considered to be in poor condition. These components are being replaced as 

quickly as possible and are being prioritized based on the numbers of trips and location of the equipment. 

Signal Projects 

TABLE 11B. OPERATIONS - LIGHT RAIL SIGNALS 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 

YEAR 

NEEDED 

CURRENT 

AGE 


OPTIMUM 

MINIMUM 

REPLACEMENT 



TOTAL 

SIGNALS 

Kindig 

Wayside Signaling System As Needed Varies $0 

Power Switch Machines (Open Track) 1 Rebuild Varies See Note 1 $30,000 $30,000 $60,000 $60,000 $60,000 $240,000 

Power Switch Machines (Paved Track) 1 Varies See Note 1 $30,000 $30,000 $60,000 $60,000 $60,000 $240,000 

Gate Mechanism 2 As Needed 6/7 See Note 2 $30,000 $30,000 $60,000 $120,000 

Battery Replacement 3 Replacement Varies See Note 3 $50,000 $50,000 $100,000 

Relay to PLC 4 Replacement Varies See Note 4 $75,000 $125,000 $200,000 $400,000 

Recurrent Training 5 Replacement See Note 5 $30,000 $30,000 $30,000 $90,000 

Interogators 6 Replacement See Note 6 $50,000 $50,000 $100,000 

TOTAL SIGNALS. . . . 

$220,000 $170,000 $195,000 $295,000 $410,000 $1,290,000 

NOTES: 

1. Rebuild 20 in ground H&K Switch machines. 4 per year/5 year program. 

2. Replace existing Model 75 equipment with new, Model 95 Gate Mechanisms. 3 per year/4 year program. 

3. Replacement cycle for battery backup in Signal Rooms and bungalows. 

4. Replace old style relays with new PLC technology. FY17 - Begin transition. FY16 - Design and develop systemwide plan. 

5. Retain services for recurrent Relay Testing Training and Signal School for Journeyworkers who did not attend during Apprenticeship. 

6. Develop & acquire replacement interogators to replace existing outdated and failing equipment. 

Page ‐ 66


Signal Equipment 

TABLE 14A. MOW EQUIPMENT - SIGNALS Plan for FY= 2014 

ITEM REQUIRED 

PROJECT 

MANAGER 

ORIGINAL 

COST/ 

UNIT 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


EST. 

DESIGN 


FY14-18 

TOTAL 

SIGNAL EQUIPMENT 

Kindig 

UTILITY LINE TRACER/SIG $ 3,149 1996 1986 28 10 GOOD $4,000 $4,000 

SCOPEMETER/SIG $ 2,397 2009 1999 15 10 GOOD $3,000 $3,000 

POWER SUPPLY/SIG $ 2,160 2009 1999 15 10 GOOD $3,000 $3,000 

ELECTRIC BURNDY PRESS 2012 2007 7 5 FAIR $2,500 $2,500 

TOTALS FOR SIGNAL EQUIPMENT . . . . 

$0 $0 $4,000 $6,000 $2,500 $12,500 

Page ‐ 67

Capital Asset Management & Investment Program Maintenance of Way Substations 

Asset Category – MOW Substations 

Priority 



Maintain light rail substations that are safe, clean, and reliable, to meet service requirements. 






Cleanliness of the equipment is a primary concern for maintenance of the substations. It is imperative that a dust free and clean environment is 

maintained. Visual inspections are performed as equipment is disassembled and cleaned. 


Weekly 58 Locations 

Monthly 58 Locations 

Monthly Unit Substations 5 Locations 

Semi Annual 58 Locations 

Semi Annual Unit Substations 5 Locations 

Annual 58 Locations 

Annual Unit Substations 

Monthly Wash Park 2000KVa 

Annual Wash Park 2000KVa ‐ Meggering 

Tri‐Annual Systemwide 

Annual Transfer Trip 

Page ‐ 68









The Substation condition overall is between a Condition 2 and Condition 3. 



Safety 




High 

Medium 

Medium 

Low 


After 30,000 operations the circuit breakers are given complete overhauls. 


The condition of the substations dictates the replacement/improvement schedule. 


• None of the substations in the system are considered to be in poor condition. 

Page ‐ 69


Substation Projects 

TABLE 11C. OPERATIONS - LIGHT RAIL SUBSTATIONS 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 

YEAR 

NEEDED 

CURRENT 

AGE 


OPTIMUM 

MINIMUM 

REPLACEMENT 



TOTAL 

SUBSTATIONS 

Kindig 

48 TES Substations As Needed Varies 5/6 Good $0 

Type 1 Substation Retrofit 1 Rebuild Varies See Note 1 $100,000 $100,000 $100,000 $125,000 $175,000 $600,000 

Transformer Replacement 2 As Needed Varies See Note 2 $250,000 $250,000 

Battery Replacement 3 Replacement Varies 7/8 See Note 3 $25,000 $50,000 $75,000 

Power Switch Replacement 4 Replacement Varies See Note 4 $50,000 $100,000 $150,000 

TOTAL SUBSTATIONS. . . . 

$100,000 $175,000 $350,000 $225,000 $225,000 $1,075,000 

NOTES: 

1. Retrofit 13 Type 1 Eastside substations with PLC Technology to integrate with SCADA like all other equipment. 

2. Replace existing transformers as they fail. Failure rate appears to be one every five years based on history of Blue Line Transformers. 

3. Replacement cycle for battery backup in Substations. 

4. FY15 - Replace H&K paved switches at 11th Avenue Terminus in preparation for PMLR Startup, moving Redline turnbacks to 11th Avenue Terminus. FY17 - Replace H&K paved switches at Rose Quarter. 

Substation Equipment 

TABLE 14A. MOW EQUIPMENT - SUBSTATIONS Plan for FY= 2014 

YEAR CUR. EST, YEARS, PAST 

PROJECT OF ACTION AGE DESIGN DESIGN FY2014-2018 

ITEM REQUIRED MANAGER PURCHASE NEEDED 2014 LIFESPAN LIFESPAN COND. 2014 2015 2016 2017 2018 TOTAL 

S UBS EQUIPMENT 

Kindig 

CHART RECORDER/SUBS $ 7,500 2014 2004 10 10 GOOD $9,000 $9,000 

MEGGER, BM-11D/SUBS $ 4,000 2015 2005 9 10 FAIR $3,000 $3,000 

B.I.T.E. 2 TESTER, AVO BIDDLE/SUBS $ 4,000 2014 2004 10 10 GOOD $4,250 $4,250 

IR THERMOMETER/SUBS $ 1,709 2007 1997 17 10 GOOD $1,500 $1,500 

FLUKE 123 DIGITAL MULTIMETER 2010 2006 8 4 FAIR $1,500 $2,000 $3,500 



FLUKE 123 DIGITAL MULTIMETER 2010 2006 8 4 FAIR $2,000 $2,000 



TOTALS FOR SUBS EQUIPMENT . . . . 

$4,500 $13,250 $3,000 $6,000 $7,500 $34,250 

Page ‐ 70

Capital Asset Management & Investment Program Maintenance of Way FEM Communications 

Asset Category – MOW ‐ FEM Communications 

Priority 



Maintain Communications equipment that is reliable and meets service requirements. 

The Digital Information Display equipment, maintained by Communications, consists of Solari signs and digital reader boards that transit information 

to the customer at various locations throughout the bus and rail system. The system is newer and the replacement need is if vandalism occurs. 

The agency has a large inventory of camera equipment in the ROW and at Park and Rides. All of these cameras require preventative maintenance. 

The cameras are split into two technologies, digital and analog. The analog units are aged and have met their useful life. A replacement plan is 

being developed to replace the analog equipment with digital units. The replacement program will span up to three years and will develop a priority 

rating for cameras needing upgrades first. 




becomes questionable and replacement/improvements need to be addressed. The goal is to always be above 92% reliable for a given time period. 

How Asset is Maintained and Condition Evaluated 

Assets in this discipline are related to radio based communications. The PM routine is visual inspection, cleaning of cameras and maintaining server 

connections at all communication equipment installations. Technology is rapidly changing in this discipline so keeping equipment up to date and 

assuring replacement equipment is readily available in case of failure is constant. 


A Inspection Room/Cases Comm 65 Locations 

B Inspection Room/Cases Comm 65 Locations 

C Inspection Tunnel Room/Cases 65 Locations 

D Inspection 

Tunnel Equipment 

E Inspection Equipment 

G Inspection PLC Inspections 50 Locations 

H Inspection TTY Phones on Bridges 52 Locations 

J Inspection Equipment 

K Inspection Cameras 524 Total 

Page ‐ 71

Capital Asset Management & Investment Program Maintenance of Way FEM Communications 








The Communications system is at a Condition 2. 



Safety 




High 

Medium 

Low 

Low 


Cad/AVL project replacing much of the equipment for radio communication while system converts to a 700 Mhz format. System will be TriMet 

owned and no longer supported by COP and their 800 Mhz system. 


The condition of Communications equipment dictates the replacement/improvement schedule. 


• None of the Communications equipment is in poor condition. 

Communication Equipment 

ITEM REQUIRED MANAGER PURCHASE NEEDED 2014 LIFESPAN LIFESPAN COND. 2014 2015 2016 2017 2018 


TOTAL 

COMMUNICATIONS EQUIPMENT 

Kindig 

ONEAC TELESTAR MC600 2014 2003 11 5 POOR $40,000 $40,000 

MAJORPOWER THS 90/48 CHASSIS/RECTIFIER 2015 2008 6 5 GOOD $36,000 $36,000 

TEKRANGER2 MODEL TFS-3031 OTDR 2015 1997 17 18 OBSO $5,000 $5,000 

TOTALS FOR COMM. EQUIPMENT . . . . 

$0 $45,000 $36,000 $0 $0 $81,000 

Page ‐ 72

Capital Asset Management & Investment Program Maintenance of Way Conversion of MAX Track Switches 

Maintenance of Way Projects – Conversion of MAX Track Switches 

Project Name: Conversion of MAX Track Switches to Powered Operation for Service Quality Project ID: TBD 

Project Class: MOW Priority: SR/RoD 


Budgeted Dept: Rail MOW Project Manager: Griffiths 


Conversion of MAX track switches to powered operation for service quality at the following locations: SW 11 th Terminal power track 3 (1A) ‐ $550,000, Hollywood 

pocket track (21A, 23B, 23C, 25A, 25C, 27B) ‐ $3,500,000, Beaverton pocket track (155A, 155C, 157A) ‐ $2,500,000, Fairplex pocket track (201B, 203A, 203C, 205B) ‐ 

$3,500,000, Lloyd Center (19A, 19B, 21A, 21B) ‐ $2,800,000, First & Davis ‐ $3,300,000. 


SW 11 th Terminal – staging trains for special events, remove breakdown trains from busy mainline operations, essential if Type 4 trains are not allowed to overhang 

the sidewalk on track 1. 

Hollywood – staging trains for special events, flexibility to turn back service, winter operation turn‐back if Gateway is iced over, remove breakdown trains 

from busy mainline operations, stage gap trains. 

Beaverton – during a tunnel incident trains would be turned back westbound for service, staging for special events, easier to remove breakdowns trains 

from service, facilitates manual block operation for mainline 

Fairplex – facilitate extra service for special events, eastbound turn‐backs from service would be facilitated when traffic accidents occur in downtown 

Hillsboro, store put‐in trains for terminal service, facilitate single tracking operations for track/OCS maintenance, & allows Red Line extension 

to Fairplex since Willow Creek pocket track was not constructed. 

Lloyd Center – flexibility for single‐track operations due to accident/Track‐OCS maintenance, improved customer service during accidents or track way 

maintenance. 

STATUS 

N/A 


Current Year $ ‐ $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 16,150,000 

$ ‐ $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 16,150,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 16,150,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 16,150,000 

Page ‐ 73

Capital Asset Management & Investment Program Maintenance of Way Ruby Junction MOW Training Module 

Maintenance of Way Projects – Ruby Junction MOW Training Module 

Project Name: Ruby Junction MOW Training Module Project ID: TBD 

Project Class: MOW Priority: S, LSI 


Budgeted Dept: Rail MOW Project Manager: Kindig 


Construct Track, OCS, Signals and comm. Components in area to use for training purposes. 


Bus and REM have vehicles that are out of service as training devices for immediate use when training apprentices in certain component repairs. Construction of this 

module would give MOW Training staff the ability to have hands on maintenance and repair activities of important components that are in service on the operating 

railroad all of the time. MOW does not have the ability to remove, replace, rebuild or adjust equipment that is not in service. On the job training is an important 

aspect of apprenticeship training but in MOW there is a risk involved if a switch machine or gate mechanism is repaired and not able to go back into service. It 

becomes an operations emergency. This module will provide out of service equipment to train on without the risk of service disruptions. This would enhance the 

MOW apprenticeship program and provide the ability to reduce the length of apprenticeship programs and OCS and Signals. 

STATUS 

N/A 


Current Year $ 752,600 $ ‐ $ ‐ $ ‐ $ ‐ $ 752,600 

$ 752,600 $ ‐ $ ‐ $ ‐ $ ‐ $ 752,600 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 752,600 $ ‐ $ ‐ $ ‐ $ ‐ $ 752,600 

Page ‐ 74

Capital Asset Management & Investment Program Maintenance of Way Steel Bridge Improvements 

Maintenance of Way Projects – Steel Bridge Improvements 

Project Name: Steel Bridge Improvements Project ID: TBD 

Project Class: Maintenance of Way Priority: SR, RoD 




Make improvement to the Steel Bridge to restore speed from 5 mph to 15 mph. Specifics to include: 

‐ Span locks 

‐ Replace lift joints with flange‐bearing design to reduce impact/vibration 

‐ Replace/upgrade overhead contact wire lift bridge mechanism 

‐ Bridge structure repairs/improvements 


Improving the speed on the Steel Bridge will enhance the efficiency and speed at which riders reach their destination. This upgrade also includes safety upgrades for 

the bridge to reduce impact and vibration. 

STATUS 

N/A 


Current Year $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

$ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

Page ‐ 75

Capital Asset Management & Investment Program Maintenance of Way Kubota L Series 9FT Backhoe 

Maintenance of Way Projects – Kubota L Series 9 FT Backhoe 

Project Name: Kubota L Series 9 FT Backhoe Project ID: TBD 

Project Class: MOW Priority: SR 




Purchase 4WD Kubota L Series Backhoe (or equivalent) with options as follows: 

9 Ft Backhoe 

Front End Loader 

72” Rotary Sweeper 

4 cyl Diesel 

Cab Enclosure 


This midsize piece of equipment will have the versatility to be used in remote areas of track when needed to change ties, replace switch machines, clear drainage 

impediments, and clean ditches and culverts, sweep paved track during Winter Ops events, place ballast, and assist in repair of underground drainage and ductbanks. 

Tie replacement without equipment to assist with movement of a 200 lb tie is labor intensive and stressful to the worker. We have areas that need 3‐4 ties at a time 

changed out and this equipment would increase our productivity. The equipment has a three point hitch that allows versatility to pull mowing equipment for 

maintenance of the large areas of rough cut mowing we have specifically along the I205 Corridor to Clackamas Town Center. 

STATUS 

N/A 


Current Year $ 66,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 66,000 

$ 66,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 66,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 66,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 66,000 

Page ‐ 76

SECTION 5 – FACILITIES 

CUSTOMER AND OPERATIONS


Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development Program 

Bus Stop Development Program ‐ Bus Shelters and Amenities 

TriMet is committed to a program of increased distribution of bus stop shelters based on: 

‐ 50 or more daily boardings 

‐ Significant use of the stop by persons in wheelchairs 

‐ Transfer location 

‐ Stops near principal attractions, institutions, schools or senior centers 

‐ Stops where there is an opportunity to attract new ridership from nearby or new development 

There are nearly 200 bus stop locations with 50 or more daily boardings without shelters. TriMet has scaled back a program of 50 new bus shelters 

annually to 15‐20 new shelters annually dependant on funding and site prep availability. The cost of one installed shelter is approximately $5,000. 

TriMet makes every effort to locate bus stops and shelters within the public right of way or to secure dedicated easements with new development. 

As TriMet places new bus shelters in needed, but logistically difficult locations, right of way easement or acquisition is increasingly required. In some 

instances these easements are required for existing shelter locations where property owners otherwise require the removal of shelters. Easement 

cost for further improvement of bus stops is estimated at up to $75,000 annually. 

Bus Stop Development Program ‐ ADA Access Improvements 

In addition to the placement of bus shelters, TriMet is improving bus stops by constructing wheelchair access and other sidewalk and pedestrian 

improvements that integrate stops with the streetscape. While most of these improvements are in the form of pavement, bus stop lighting may be 

added along with customer information, benches and trash containers. These amenities are placed in accordance with TriMet bus stop guidelines 

and opportunities as they arise. Improvements will be focused on frequent bus stops and service improvement focus areas in accordance with the 

Transit Investment Plan. 

While there is a theoretical point at which this program would conclude, the great need for bus stop access improvements, particularly in suburban 

areas, suggests that this program will be on‐going for programming purposes. These improvements will be combined and leveraged where possible 

with collateral sidewalk and crosswalk improvements supported by local jurisdictions and private development. 

Bus Stop Development Program ‐ Bus Stop Sign and Pole Replacement 

To make bus stops more attractive, easier to identify, consistently placed and outfitted with scheduling information, TriMet is replacing existing bus 

stops signs and poles with a new design. The new design incorporates a two‐sided half‐circular sign with new TriMet logo, flag‐mounted on a dark 

blue hexagonal shape pole. The sign has clear, easy to understand information for passengers that builds customer confidence in using the 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 will improve visibility and identification for both driver and passenger. Separate blades will denote special service “brands.” 

Designed to be adaptable to many conditions and locations, the new sign will be easier to update and maintain. Additionally, the signs will include a 

printed bus schedule holder, sized for the number of routes serving the stop. The new signs are being deployed on a route‐by‐route basis in step 

with the TIP and development of Frequent Service Corridors. All stops will receive new signs. 

Page ‐ 79


Bus Stop Development Program ‐ Streamline 

This program was initiated in the Fall of 1998 as a partnership with the City of Portland has now been more integrated into the work plan as we look 

to the suburban communities for new applications of signal priority system for transit vehicles. Overall, the program seeks to improve the operating 

efficiency of high‐ridership, high‐frequency routes using a range of tools including: (1) Signal priority treatment, (2) bus stop re‐spacing to standards, 

(3) bus queue‐jump lanes, (4) curb extensions, (5) route simplification, (6) limited bus lanes and (7) right‐turn‐only, except bus treatments. The 

program also included strategic passenger amenity improvements (signs and shelters) and improved customer information to match with stops 

relocation and/or consolidation. 

In FY05 the program was overlaid with the Frequent Bus Corridor service development program to include bus stop amenities, bus stop thinning, 

sign and pole replacement and in some instances route simplification and crosswalk and sidewalk improvements. Streamline has now become more 

“operational hotspot” based, rather than being confined to line‐by‐line implementation. Streamline efforts will also be extended to jurisdictions 

outside the City of Portland, requiring some new budget allowance for signal priority/Opticom installations. 

While the Streamline program is largely invisible to the riding public, transit riders’ benefit from more reliable service and improved travel times. 

The program has high recognition and support among jurisdictional partners. 

Bus Stop Development Program ‐ Solar Lighting 

Bus riders are very conscious of the security provided by lighting at bus stops. While conventional streetlights can often be found near bus stops, 

many stops remain poorly illuminated. 

The cost of “hard‐wiring” a bus shelter or bus stop area is significant and impractical in many locations. Hard‐wired installations cannot be relocated 

without repeating the cost. TriMet has installed the latest generation of solar lighting systems at bus stops at over 350 bus shelters along the 

system. Pole mounted LED lighting units will be expanded to other well‐used stops throughout the systems where direct power connections are 

impractical. 

Page ‐ 80


Bus Stop Development Program Summary 

Facilities - Customer & Operations - Bus Stop Development 


FY14 FY15 FY16 FY17 FY18 2014-2018 

TOTALS 

New Shelters Forecast 15 15 15 15 15 75 

Operating Program 

Project Planning FTE Positions (8.0) - included in baseline operating budget $ 736,566 $ 758,663 $ 781,423 $ 804,866 $ 829,012 $ 3,910,529 

Operating Program Total (included in baseline operating budget) $ 736,566 $ 758,663 $ 781,423 $ 804,866 $ 829,012 $ 3,910,529 

Capital Program 

New Shelters & Amenities $ 158,000 $ 166,000 $ 174,000 $ 194,000 $ - $ 692,000 

Pavement, pedestrian and ADA Improvements (carryover) $ 150,000 $ 380,000 $ 338,000 $ - $ - $ 868,000 

Bus Stop Signs and Poles/Solar Lighting (carryover) $ 55,000 $ 72,000 $ 75,000 $ - $ - $ 202,000 

Transit Safety Enhancements (carryover) $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000 

Streamline/TSM Treatments (carryover) $ 57,680 $ 100,000 $ 125,000 $ - $ - $ 282,680 

Capital Program Total $ 520,680 $ 818,000 $ 812,000 $ 194,000 $ - $ 2,344,680 

Bus Stop Development Total $ 1,257,246 $ 1,576,663 $ 1,593,423 $ 998,866 $ 829,012 $ 6,255,209 

Funding Sources 

Regional MTIP (89.73%) $ 467,206 TBA TBA TBA TBA $ 467,206 

TriMet General Funds (10.27%) $ 53,474 $ 818,000 $ 812,000 $ 194,000 $ - $ 1,877,474 

Funding Sources Total $ 520,680 $ 818,000 $ 812,000 $ 194,000 $ - $ 2,344,680 

Page ‐ 81


Neighborhood Shelters 

TABLE 4A. CUSTOMER FACILITIES AND AMENITIES - BUS SHELTERS 

RETIRE 

BUS SHELTERS INSTALLED ON-STREET 

Yr Purchased QT SHELTER TYPE END FY 2014 2015 2016 2017 2018 

1991 205 Shelters A,B 2011 150 150 150 150 150 

1992 130 Shelters A,B,AX,BX 2012 120 120 120 120 120 


1994 36 Shelters A,B,AX,BX 2014 30 30 30 30 30 

1995 30 Shelters A,B,BB,AX,BX,LL 2015 30 30 30 30 30 

1996 35 Shelters A,B,AB,AX,BX,TL 2016 35 35 35 35 35 











2009 35 Shelters A,B,AX,BX,2BXW 2029 35 35 35 35 35 



2012 15 Shelters A,B,AX,BX,2BX 2032 20 20 20 20 20 

2013 15 Shelters A,B,AX,BX,2BX 2033 15 15 15 15 15 

2014 15 Shelters A,B,AX,BX 2034 15 15 15 15 15 





TOTAL YEAR END SHELTERS 1,110 1,125 1,140 1,155 1,170 

REPLACEMENT FOR DAMAGED 6 6 6 6 6 

SERVICE EXPANSION 15 15 15 15 15 

TOTAL SHELTER REQUEST 21 21 21 21 21 

Page ‐ 82


Neighborhood Shelters 

TABLE 4B. CUSTOMER FACILITIES AND AMENITIES - BUS STOPS & SHELTERS 

NEIGHBORHOOD BUS SHELTERS 

OPTIMUM/ 

CURRENT MINIMUM 

PROJECT ACTION YEAR AGE REPLACEMENT FY2014-2018 

ITEM REQUIRED MANAGER NEEDED NEEDED FY2013 CYCLE COND. 2014 2015 2016 2017 2018 TOTAL 

Neighborhood Shelters Replacement 

Replacement for Damaged Shelters Park, Y. Replace annual n/a 10/year damaged $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 

Approx. 10 shelters annually 

Total Replacement $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 

Neighborhood Shelters Refurbishment 

Shelters - approx. 1,100 installed on-street 

Refurbish, incl. Painting, roof replacement, Park, Y. Refurbish annual 21 yrs n/a 3 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 

glass/film replacement, bench repair, etc. 

Refurbish Shelter Electrified Lighting Papadopoulos, E. Replace annual 3 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 

Refurbish Shelter Trash Receptacles Oxley, P. Replace annual 3 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 

Refurbish Bus Stop Signs, Poles & Assemblies Papadopoulos, E. Replace annual 3 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 

Refurbish Solar Lighting Papadopoulos, E. Replace annual 3 $12,000 $12,000 $12,000 $20,000 $20,000 $76,000 

Total Refurbishment $100,000 $100,000 $100,000 $108,000 $108,000 $516,000 

GRAND TOTAL $130,000 $130,000 $130,000 $138,000 $138,000 $666,000 

Page ‐ 83


Bus Shelters 

TABLE 4C. CUS TOMER FACILITIES AND AMENITIES - BUS S HELTERS 

ITEMS REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

MALL SHELTERS - South Mall (Qty 11) 36 

Panels 

Vandal-film application Ronan Replace 2014 3 $900 $900 $900 $900 $900 $4,500 

Roof & Windscreens 

Caulk repair Ronan Repair 2014 36 15/20 3 $400 $400 $400 $400 $400 $2,000 

Electrical System 

No scheduled maintenance in 5-year window. 

MALL SHELTERS - Central Mall (Qty 25) 36 

Panels 

Vandal-film application Ronan Replace 2014 3 $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 


Caulk repair Ronan Repair 2014 36 15/20 3 $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 


LED track lighting Replace 2020 15 


15/20 $0 

MALL SHELTERS - North Mall (Qty 7) 36 

Panels 






MALL SHELTERS - Cross Mall (Qty 9) 36 

Panels 






PSU SHELTERS (Qty 4) 


GRAND TOTAL BUS SHELTERS . . . . $6,250 $6,250 $6,250 $6,250 $6,250 $31,250 

Page ‐ 84

Capital Improvement Program Facilities – Customer & Operations Customer Information Services 

CIS Systems 

Customer information on the Blue, Red and Yellow line platforms is displayed in 2‐ or 4‐sided “pylons.” These pylons are faced with heavy enamel 

panels and doors, which are subject to vandalism and vehicle collisions. These funds are designed as a resource for repair and replacement of these 

structures, as well as other on‐street customer information. 

Customer Information Modernization 

Many of TriMet’s transit centers and visitor destinations are 14‐25 years old and have had no significant maintenance of improvements. Customer 

information displays at these locations have likewise lacked refurbishment or modernization. This funding would pay for targeted annual projects at 

the following locations: 

FY2014 Rose Quarter TC: Install super bay signs at bus stops, construct centrally‐located information kiosk, wayfinding signage 

FY2015 Washington Park: Replace information displays in both lobbies near platforms, replace porcelain enamel w/ more durable, lessexpensive 

material 

FY2016 Oregon City TC & Washington Square TC: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate 

maps & schedules; potentially add LCD display. 

FY2017 Beaverton TC & Sunset TC: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate maps & 

schedules 

FY2018 Parkrose TC & downtown St Johns: upgrade signs at stops, refresh cupola w/modern place‐making, centralize and consolidate maps 

& schedules. 

CUSTOMER FACILITIES & AMENITIES - CUSTOMER INFORMATION & TTO 

OPTIMUM/ 

CURRENT MINIMUM 

ACTION YEAR AGE REPLACEMENT 2014-2018 

ITEM REQUIRED NEEDED NEEDED FY2013 CYCLE CONDITION 2014 2015 2016 2017 2018 TOTALS 

CUSTOMER SUPPORT FACILITIES & EQUIPMENT 

Customer Info Equipment Replacement Replace 2014-2018 21 10/10 5,000 5,000 5,000 5,000 5,000 $25,000 

Document Services 

Laminator (Copy Center) Replace 5/7 New 

GBC Power Punch + Binder (Copy Center) Replace 5/7 Good 

Folder Duplo D-590 (Copy Center) Replace 2017 New 5/7 New 

Customer Information Modernization Replace 2014-2018 1 $25,000 $50,000 $50,000 $50,000 $50,000 $225,000 

Postage Machine w/meter Replace 2017 New 5/6 New $25,000 $25,000 

TOTAL $30,000 $55,000 $55,000 $55,000 $80,000 $275,000 

Page ‐ 85

Capital Asset Management & Investment Program Facilities – Customer & Operations Bus Stop Development – New Shelters 

Bus Stop Development – New Shelters 

Project Name: Bus Stop Development – New Shelters Project ID: 5508 

Project Class: Facilities Priority: LSI 

Start Date: Ongoing Completion Date: Ongoing Project Type: Capital 

Budgeted Dept: Bus Stop Development Project Manager: Park 


Installation of new shelters based on: 

50 or more daily boardings 

Significant use of the stop by persons in wheelchairs 

Transfer location 

Stops near principal attractions, institutions, schools or senior centers 

Stops where there is an opportunity to attract new ridership from nearby or new development 


There are nearly 200 bus stops locations with 50 or more daily boardings without shelters. TriMet anticipates placing 15‐20 new shelters annually depending on 

funding and site availability. The cost of one installed shelter is approximately $5,000. TriMet prioritizes placing bus stops and shelters within the public right of way 

or to secure dedicated easements with new development. As TriMet places new bus shelters in needed, but logistically difficult locations, right of way easement or 

acquisition is increasingly required. In some instances these easements are required for existing shelter locations where property owners otherwise require the 

removal of shelters. Easement cost for further improvement of bus stops is estimated at $75,000 annually. 

STATUS 

N/A 


Current Year $ 158,000 $ 166,000 $ 174,000 $ 194,000 $ ‐ $ 692,000 

$ 158,000 $ 166,000 $ 174,000 $ 194,000 $ ‐ $ 692,000 


Federal Share $ 141,773 $ 148,952 $ 156,130 $ 174,076 $ ‐ $ 620,932 

TriMet Share $ 16,227 $ 17,048 $ 17,870 $ 19,924 $ ‐ $ 71,068 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 158,000 $ 166,000 $ 174,000 $ 194,000 $ ‐ $ 692,000 

Page ‐ 86

Capital Asset Management & Investment Program Facilities – Customer & Operations Bike to Transit Facilities 

Bike to Transit Facilities 

Project Name: Bike to Transit Facilities Project ID: 2902 


Start Date: Ongoing Completion Date: Ongoing Project Type: Operating 

Budgeted Dept: Planning & Policy Project Manager: Owen, J. 


Purchase and installation of bike racks, lockers and signage at MAX stations and Transit Centers. 


Each year, the Bike Program requests bike racks, lockers, and signage which are hard to project and often too small to add to the CIP as individual projects and would 

otherwise be funded out of Park & Ride and bus stop projects. Ongoing projects that will require investment in FY14 include installation of bike racks and bike lockers 

when demand exceeds bike parking capacity at MAX stations and Transit Centers as well as way finding, regulatory and informational signage. 

STATUS 

N/A 


Current Year $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 

$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 

Page ‐ 87

Capital Asset Management & Investment Program Facilities – Customer & Operations Bus On‐Street Related Maintenance 

Bus On‐Street Related Maintenance 

Project Name: Bus On‐Street Related Maintenance Project ID: 5563 

Project Class: Facilities Priority: S 




Repair of bus stops is required to reduce wear on buses and to assure their ability to align with sidewalks for the boarding riders. Deteriorated pavement detracts 

from the appearance of bus stop and layover locations and is likely to be an unacceptable condition for the local jurisdiction. Replacement of asphalt with concrete 

pad costs in the range of $20,000 ‐ $30,000. This cost may or may not be shared. 


TriMet receives requests from partner jurisdictions to cover the cost or a portion of the cost for extraordinary street repair at heavily used bus stops or bus layover 

locations. While TriMet continues to assert that street repair is the responsibility of jurisdictions, there are justifiable instances where the bus‐caused impact is 

extraordinary. TriMet has established a rule‐of‐thumb where TriMet participation may be negotiated where 150 or more buses are using a stop daily. 

While this is maintenance related, the maintenance is within the public right‐of‐way and therefore, not carried into replacement tables. Repairs are regarded as onetime‐only, 

but some replacement cycle might need to be considered. While this improved pavement may deteriorate over time, any repair or replacement of these 

bus stop pads will be managed from this budget. 

STATUS 

N/A 


Current Year $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 

$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 

Page ‐ 88

Capital Asset Management & Investment Program Facilities – Customer & Operations Respond to ADA Audit 

Respond to ADA Audit 

Project Name: Respond to ADA Audit Project ID: TBD 

Project Class: Facilities Priority: Safety 


Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Batty 


TriMet must comply with the requirements of the Americans with Disabilities Act (ADA). The Federal Transit Administration’s Office of Civil Rights regularly audits 

TriMet’s facilities and vehicles. FTA identified a series of improvements to bring stations into conformance with current application of the federal regulations. Most 

are modest improvements to sidewalks, ramps, telephones and striping. 


TriMet is required to conform with the provisions of the ADA. 

STATUS 

Annually prioritize projects. 


Current Year $ 310,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 760,000 

$ 310,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 760,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 310,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 760,000 

Page ‐ 89

Capital Asset Management & Investment Program Facilities – Customer & Operations Lloyd District Transit Tracker Enhancements 

Lloyd District Transit Tracker Enhancements 

Project Name: Lloyd District Transit Tracker Enhancements Project ID: 5599 

Project Class: Facilities Priority: SR, RoD 




Lloyd District TMA and PDC have committed funding totaling $204,500 to complete upgrade electrical connections to bus shelters and install real time arrival 

information for 12 shelters along NE Multnomah and two MAX platforms at NE 7th Avenue. 


Lloyd District TMA and PDC have committed funding totaling $204,500 for this project. 

In FY2011, electrical connection work was completed, along with design, fabrication and installation of all bus and rail real time flat screen reader boards. Once 

reader boards are energized, Lloyd TMA will directly pay annual cellular data service fees (estimated at $10,000) for a five year period. 

STATUS 

N/A 


Current Year $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ ‐ $ 40,000 

$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ ‐ $ 40,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Other Source $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ ‐ $ 40,000 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 10,000 $ 10,000 $ 10,000 $ 10,000 $ ‐ $ 40,000 

Page ‐ 90

Capital Asset Management & Investment Program Facilities – Customer & Operations Park & Ride Signage and Shared Use Support 

Park & Ride Signage and Share Use Support 

Project Name: Park & Ride Signage and Shared Use Support Project ID: 5588 





This project facilitates the continuing development of shared‐use park and ride lots – along with an effort to improve monument and pathfinder signage for all 

existing TriMet lots. This is consistent with the finding of the recent Park and Ride Policy Committee that shared‐use lots need to be promoted. 


These improvements will be low investment and high return by optimizing use of exiting lots and locating new cost‐effective shared lots. Some of the funds will be 

used to make modest lot improvements (sealing, striping, etc.) to shared lot properties. 

STATUS 

N/A 


Current Year $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 

$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 125,000 

Page ‐ 91

Capital Asset Management & Investment Program Facilities – Customer & Operations Renew the Blue 

Renew the Blue 

Project Name: Renew the Blue Project ID: TBD 

Project Class: Facilities – Customer & Operations Priority: S 




Additional Security & Safety station improvements from Hollywood to Gresham. 

Level I (Safety & Security) Level II (SGR) 

Pedestrian Crossing Safety Platform Edge Tile Renewal 

Lighting (New Fixtures) 

Additional Lighting Landscape, demo, replace 

Shelter Renewal Remove Old Lift Building 

Relocate TVM’s/Access Control Paving Clean/Spot Repair 

The current estimate for the overall Level I Program, including escalation, is $10.1 million. Level II is estimated to be $2.2 million. 


The Eastside stations were the first stations to be operational several years back and are showing signs of aging. Safety and Security is the primary focus for TriMet 

riders and this expanded Renew the Blue program will put the focus back on safety and security elements. In addition, modest aesthetic enhancements and general 

repairs are included. Improving these facilities in this way has the potential of also increasing rider satisfaction and thereby ridership. 

STATUS 

N/A 


Current Year $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 12,315,000 

$ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 12,315,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 12,315,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 2,463,000 $ 12,315,000 

Page ‐ 92

Capital Asset Management & Investment Program Facilities – Customer and Operations Facilities Management 

Facilities Management ‐ Introduction 

Power, lighting, fuel dispensing, fleet maintenance equipment and other systems (structural and mechanical) must function in order to keep TriMet 

fleets functional. Elevators are vital for customer access and building systems provide suitable and healthy working environments for TriMet staff. 

Most people notice systems only when something loses function or is unreliable. TriMet Facilities Division’s challenge (and opportunity) is in finding 

the balance to minimize significant disruptions and maximize lifecycles while prioritizing existing funding and replacement needs. 

Compared to eastern transit systems, the bulk of TriMet’s fixed assets are young, having been built in the last forty years. Most of our assets have a 

lifecycle of 30 or fewer years (often based on wear or driven by changes in various codes). TriMet is moving into a period where it expects to see 

maintenance requirements and system disruptions increasing as our oldest assets are due for replacement. In many cases deferral is a viable option, 

but ill increase overall lifecycle costs and increase the maintenance backlog in future years. Current bus hoist replacement work is an example of an 

end‐of‐lifecycle replacement program, whereas, proposed facilities upgrades to the Center Street Operations building is an example of timing 

upgrades to make use of efficiencies provided by coincident PMLR work to the building. 

Facilities are broken into the following categories and discussed individually throughout the remainder of the section: 

Building Area/Component 

Electrical Equipment & Systems 

HVAC Equipment & Systems 

Lifting Equipment & Systems 

Plumbing Systems 

Safety/Hazmat Systems 

Site/Property Improvements 

Other Systems & Equipment 

Facilities Management ‐ Building Area/Component 

This asset category covers our main buildings and includes such items as: 

Roofs Windows Battery Rooms 

Repair Bays Stairwells Carpet 

Walls Welding Areas Lobbies 

Life cycle length for building components range from a few years (surface paint) to 100+ years (structural frame). Generally, items in this category 

having a short life cycle are not critical and items with higher criticality have a longer life cycle. 

Inspections and/or privative maintenance are schedule for more critical assets (i.e., roofs, wall sealants, stair treads, garage doors). Items with low 

criticality are typically retained beyond their useful life, so long as no hazard is created (i.e., carpeting). 

Page ‐ 93


Facilities Management ‐ Electrical Equipment & Systems 

This asset category includes: 

Lighting Standard Electrical System Building Emergency Generators 

Solar Cell Systems 

Uninterruptable Power Supply (UPS) 

Life cycle length varies from 2 – 30 years depending on the asset. Shortest life cycle items (i.e., light bulbs) have scheduled replacement campaigns. 

Most critical components are UPS and generators, which are on routine maintenance schedules and include servicing contracts with knowledgeable 

firms. TriMet’s Information Technology division owns and maintains the UPS. 

Replacement is scheduled based on useful life and maintenance history. Of our main sites, only Elmonica is without a generator, TriMet’s current 

Continuity of Service planning will evaluate emergency power supply needs and may lead to possible resizing of backup power needs in upcoming 

years. 

Facilities Management ‐ HVAC Equipment & Systems 


Boilers Condensers Exhaust Fans 

Roof Top Units (RTU) Radiant Heaters HVAC Control Systems 

Fan Building Louvers HVAC Unit Filters Server Room Cooling (Lieberts) 

Life cycle length varies from months up to 20 years depending on the asset. Shortest lifecycle items (filters) have scheduled replacements; all HVAC 

items have established inspection/maintenance frequencies provided by staff with access to contractors for significant repair issues. 

Replacement is based on maintenance history and useful life. 

Facilities Management ‐ Lifting Equipment & Systems 


Elevators & Material Lifts Vehicles Hoists Fixed Cranes 

Portable Manlifts 

Of facility asset categories, this category has the greatest proportion of higher criticality assets. Elevators in particular may be in locations where 

they are the only option for ADA access and have no redundancy. In order to meet licensing requirements, elevator inspections, repair and 

maintenance monitoring is handled through contracts with experienced elevator firms. Cranes also have State required crane inspections through a 

certified inspection firm. All assets in this category undergo periodic inspections and maintenance. 

TriMet is carrying out useful life assessments on elevators in order to begin programming replacements (elevator life is typically 30 years or less, our 

oldest elevators are about 35 years). 

Page ‐ 94


Facilities Management ‐ Plumbing Systems 


Water Heaters Drinking Fountains Plumbing Fixtures 

Storm Drains Irrigation Systems Icemakers 

Fire Hydrants Piping 

Lifecycle length varies from 5‐30+ years depending on the asset. Many items in this category have scheduled maintenance; lower risk and low access 

systems (underground drain lines) are addressed as needed. 

Facilities Management ‐ Safety/Hazmat Systems 


Fire Alarm Systems Fire Suppression Systems Fixed Fall Arrest/Restraint Systems 

Gas Sensors/Detectors Exit Lighting Roof Smoke Vents 

Safety/Guide Railings 

Aerosol Can Disposal Unit 

This asset category includes all fixed safety systems. These are typically OSHA or federal/local code requirements. These assets often play a critical 

function for safety. Lifecycle length varies from 5 – 30 or more years depending on the asset. Most items in this category have scheduled 

inspections/maintenance. 

Update/improvement requirements are typically required only when a facility is updated, however, modern safety improvements may warrant 

installation regardless of code requirements. 

Facilities Management ‐ Site/Property Improvements 


Rail Platforms Pavement & Sidewalks Landscaping 

Bus Stops Transit Centers Secondary Buildings 

Signs & Shelters Fencing & Gates Pavement Markings 

This is the largest facilities asset category, covering a large number of sites throughout our service area. For example, we maintain over 7,000 bus 

stops and 100 rail platforms. Asphalt pavement owned by TriMet exceeds three million square feet. Lifecycles vary from a few to 30+ years, some 

items (such as pavements) are largely dependent on construction quality and consistent periodic maintenance practices in order to reach the 

planned lifecycle length. 

Page ‐ 95


Facilities Management ‐ Other Systems & Equipment 


Brake Lathes Dynamometers Bus Cleaning Vacuums (Cyclones) 

Snow Plow Milling Machines Wastewater Treatment System 

Bus Wash Racks Compressed Air Systems Pressure Washing Equipment 

For budget purposes this is a combination of smaller asset categories including; compressed air systems; cleaning equipment, metal fabrication and 

other fixed equipment needed for fleet maintenance and repair. Many items in this category may be owned by other departments with facilities 

providing maintenance directly or through specialty contracts. Lifecycles vary based on the specific asset and for equipment is typically most 

impacted by user handling. Compressed air systems power tools in all shops; Energy Trust evaluations are underway to identify systems 

modifications that could result in significant energy savings. 

Facilities Management – Summarized Categories 

FACILITIES FY14 FY15 FY16 FY17 FY18 

Total 

FY14‐FY18 

Building Area/Components $ 981,496 $ 1,119,105 $ 1,504,061 $ 863,710 $ 259,500 $ 4,727,872 

Electrical Equipment & Systems 45,000 30,000 260,000 45,000 ‐ 380,000 

HVAC Equipment & Systems 463,076 506,779 249,600 140,798 ‐ 1,360,253 

Lifting Equipment & Systems 472,000 247,000 473,640 278,509 27,000 1,498,149 

Plumbing System ‐ 45,000 95,000 ‐ ‐ 140,000 

Safety‐Hazmat Systems 6,193 ‐ 6,193 ‐ 6,193 18,579 

Site Property Systems 1,518,559 1,697,061 2,842,935 261,222 183,709 6,503,486 

Other Systems & Equipment 101,500 419,500 408,500 98,500 98,500 1,126,500 

Facilities Program Management Subtotal $ 3,587,824 $ 4,064,445 $ 5,839,929 $ 1,687,739 $ 574,902 $ 15,754,839 

A detailed breakdown of the categories may be found in the Appendix section of this document under Facilities Management. 

Page ‐ 96


Facilities Management – Summarized Projects 

Facilities Management Projects Location Project mgr Bus/Rail Condition 

Useful life 

(typ) FY14 FY15 FY16 FY17 FY18 

Total 


IMPROVEMENT ‐ Bay Utility Relocations Bay M4E ELMONICA Papadopoulos R n/a n/a $ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 

IMPROVEMENT ‐ Build Permanent Operator/Others Restrooms VARIOUS locations Papadopoulos R ‐ 110,000 110,000 110,000 110,000 440,000 

IMPROVEMENT ‐ Pallet Rack Cover Exterior ELMONICA Papadopoulos R n/a 30 ‐ ‐ ‐ 28,710 ‐ 28,710 

IMPROVEMENT ‐ Railing Repainting Interior ‐ New Color ELMONICA Papadopoulos R n/a 10 ‐ 54,863 ‐ ‐ ‐ 54,863 

IMPROVEMENT ‐ REM Storage ELMONICA Papadopoulos R n/a 20 261,038 ‐ ‐ ‐ ‐ 261,038 

IMPROVEMENT ‐ Supervisor Office Relocation ELMONICA Papadopoulos R n/a 15 ‐ 29,375 101,533 ‐ ‐ 130,908 

IMPROVEMENT ‐ TEI & Master Plan ‐ new construction POWELL Papadopoulos B 3 50 60,000 129,851 477,822 ‐ ‐ 667,673 

INTERIOR ‐ Refurbish Admin/Operator Report Area MERLO ADMINISTRATION Papadopoulos B 3 15 ‐ 107,000 393,000 ‐ ‐ 500,000 

INTERIOR ‐ Refurbish Layover & Crew Rooms VARIOUS locations ‐ Rail layovers Papadopoulos R 3 15 40,000 52,000 52,000 52,000 52,000 248,000 

INTERIOR ‐ Refurbish OPS (admin, bullpen, restrooms) POWELL Papadopoulos B 3 15 96,258 350,016 ‐ ‐ ‐ 446,274 

HVAC ‐ Battery Room Ventilation ‐ Improve/Eval CENTER MAINT Papadopoulos B 2 n/a 44,625 125,449 ‐ ‐ ‐ 170,074 

HVAC ‐ Server Room Remodel ‐ Energy Trust Eligible RUBY NORTH Papadopoulos R n/a n/a 26,100 57,330 ‐ ‐ ‐ 83,430 

HVAC ‐ Welding Area Ventilation ELMONICA Papadopoulos R n/a 20 ‐ ‐ 27,600 100,798 ‐ 128,398 

HVAC DDC Replacement RUBY NORTH Papadopoulos R 3 25 119,351 ‐ ‐ ‐ ‐ 119,351 

HOISTS Unit 9 & 13 POWELL Papadopoulos B 3 30 ‐ ‐ ‐ 230,000 ‐ 230,000 

HOISTS Unit FY14 ‐ #27 & #28; FY17 ‐ #7 CENTER MAINT Papadopoulos B 3 30 421,000 ‐ ‐ ‐ ‐ 421,000 

HOISTS Unit FY15 ‐ #8; FY16 ‐ #9 & #10 MERLO MAINTENANCE Papadopoulos B 3 30 ‐ 220,000 446,640 ‐ ‐ 666,640 

IMPROVEMENT ‐ Jib Crane for Rebuild Area ELMONICA Papadopoulos R n/a n/a ‐ ‐ ‐ 21,509 ‐ 21,509 

DEMOLITION ‐ Blue Flame Building Powell Papadopoulos B 3 n/a 37,854 ‐ ‐ ‐ ‐ 37,854 

IMPROVEMENT ‐ Station Finishes & Landscaping PLATFORMS ‐ WASHINGTON PARK Papadopoulos R 3 30 654,032 ‐ 2,674,353 ‐ ‐ 3,328,385 

PLATFORM PAVERS ‐ Sunset T/C Replacement TRANSIT CENTER ‐ SUNSET Papadopoulos R 3 onetime 295,452 1,235,827 ‐ ‐ ‐ 1,531,279 

TRANSIT CENTER ‐ Hollywood Paving & Storm Drainage TRANSIT CENTER Hollywood/NE 42nd Papadopoulos B 3 27 ‐ 200,000 ‐ ‐ ‐ 200,000 

VAULT COVERS ‐ Downtown Vault Lid Replacements Various: Morrison & Yamhill Kindig/Papadopoulos R 3 n/a 310,200 ‐ ‐ ‐ ‐ 310,200 

Projects Subtotal $ 2,365,910 $ 2,671,711 $ 4,315,654 $ 543,017 $ 162,000 $ 10,058,292 

The projects included in the above Summarized Projects are also included in the Summarized Categories table on the previous page and are not in 

addition to the total cost. A detailed breakdown of each project listed above is included on the subsequent pages. 

Page ‐ 97


Facilities Management ‐ Building Area/Component – Detailed Projects 

Project Name: Elmonica Bus Utilities Relocations Bay M4E Project ID: TBD 



Budgeted Dept: Facilities Management Project Manager: Papadopoulos 


Relocation of lighting and piping in Elmonica Maintenance Bay (M4E). 


M4E was built as part of an expansion project and was not constructed to the same specifications as the rest of the shop. Specifically, the lighting fixtures, electrical 

conduits and piping are mounted 4 ¼ inches lower than TriMet’s standard pit. This causes mechanics to have to duck lower to maneuver under the rail support 

structure to work in the under car area in between the rails. This is not only inconvenient and uncomfortable, but has caused several injuries to mechanics. 

Relocating the lighting and piping would eliminate these concerns. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 

$ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 

Page ‐ 98


Facilities Management ‐ Building Area/Component – Detailed Projects (continued) 

Project Name: Build Permanent Operator/Others Restrooms Project ID: 5614 


Start Date: Ongoing Completion Date: Ongoing Project Type: Capital 

Budgeted Dept: Facilities Management Project Manager: Scott, R. 


FY14 will be used to identify and evaluate all potential locations, determine feasibility (for example, whether land is needed and can be obtained) and prioritize based 

on feasibility/cost. FY15 and on the plan will be to replace one event‐style Porta‐Potty unit with a walk‐in restroom each year. 


Scattered throughout Trimet’s 575 square mile service area and 93 bus lines are 19 operator restrooms that are maintained as permanent TriMet assets for exclusive 

bus operator use. Most are strategically located at transit centers to serve multiple bus routes and many operators. These important assets are maintained by TriMet 

to provide a safe, clean and secure area for operators and other TriMet field staff. At this time, not all locations have needed restrooms or have temporary Porta‐ 

Potty facilities. 

STATUS 

N/A 


Current Year $ ‐ $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ 440,000 

$ ‐ $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ 440,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ 440,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ 440,000 

Page ‐ 99



Project Name: Elmonica Pallet Rack Cover Exterior Project ID: TBD 

Project Class: Facilities Priority: SR 




Project will only be needed if Elmonica Storage Project occurs. 

Installation/construction of awnings over pallet racks at Elmonica location. 


Due to space restriction at the Elmonica shop it has become necessary to start storing larger LRV components outside of the shop. In order to protect these 

components from the elements, awnings need to be constructed over the pallet racks. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ ‐ $ 28,710 $ ‐ $ 28,710 

$ ‐ $ ‐ $ ‐ $ 28,710 $ ‐ $ 28,710 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ ‐ $ ‐ $ 28,710 $ ‐ $ 28,710 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ ‐ $ 28,710 $ ‐ $ 28,710 

Page ‐ 100



Project Name: Elmonica Railing Repainting Interior – New Color Project ID: TBD 


Start Date: 7/1/2014 Completion Date: 6/30/2015 Project Type: Operating 



Repainting of Elmonica shop safety rails. 


Elmonica’s shop safety rails are painted red and this makes it difficult to locate a fire extinguisher, high voltage emergency shut off, alarm pull, and/or shop power 

shutoff, because they are all painted red as well. Changing the color of the railing to either blue or green would make it much easier to find this equipment/shut offs 

during an emergency. 

STATUS 

N/A 


Current Year $ ‐ $ 54,863 $ ‐ $ ‐ $ ‐ $ 54,863 

$ ‐ $ 54,863 $ ‐ $ ‐ $ ‐ $ 54,863 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 54,863 $ ‐ $ ‐ $ ‐ $ 54,863 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 54,863 $ ‐ $ ‐ $ ‐ $ 54,863 

Page ‐ 101



Project Name: Elmonica REM Storage Building Project ID: 4594 





Design and construction of storage building for Elmonica REM. 


Elmonica is the designated HVAC and pantograph overhaul shop and currently stores nine spare HVAC units and fifteen spare pantographs. They are currently stored 

on the second floor in the shop rebuild area and second floor storeroom. This building would allow the storage of these units outside of the shop and free up 

valuable shop floor space that could be used to expand rebuild capabilities as well as provide storage for Type 5 vehicle parts. 

STATUS 

N/A 


Current Year $ 261,038 $ ‐ $ ‐ $ ‐ $ ‐ $ 261,038 

$ 261,038 $ ‐ $ ‐ $ ‐ $ ‐ $ 261,038 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 261,038 $ ‐ $ ‐ $ ‐ $ ‐ $ 261,038 

Page ‐ 102



Project Name: Elmonica Supervisor Office Relocation Project ID: TBD 





Design and construction of new supervisor office at Elmonica location. 


The REM supervisor’s office is currently on the second floor. Having the office on the second floor creates a situation where it is more difficult for mechanics to 

communicate with their supervisor, and for supervisors to properly oversee the work of their subordinates. Moving the office to either of the proposed areas would 

alleviate most, if not all, of these concerns. 

STATUS 

N/A 


Current Year $ ‐ $ 29,375 $ 101,533 $ ‐ $ ‐ $ 130,908 

$ ‐ $ 29,375 $ 101,533 $ ‐ $ ‐ $ 130,908 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 29,375 $ 101,533 $ ‐ $ ‐ $ 130,908 

Page ‐ 103



Project Name: Powell ‐ TEI & Master Plan Update – New Construction Project ID: TBD 





Update master plan, design and construct TEI facility and operator showers. 


Powell TEI is housed in a trailer. The trailer has exceeded its useful life and experiencing worsening maintenance issues related to trailer construction. In addition, 

showers at Powell require walking through maintenance work areas, therefore, inaccessible for operators. A permanent building housing TEI and showers is 

proposed. Finding a site for a new facility need to be addressed as do other needs at Powell. The first year of this project is a master plan update process. 

STATUS 

N/A 


Current Year $ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ 667,673 

$ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ 667,673 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ 667,673 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 60,000 $ 129,851 $ 477,822 $ ‐ $ ‐ $ 667,673 

Page ‐ 104



Project Name: Merlo ‐ Refurbish Admin/Operator Report Area Project ID: TBD 





Refurbish interior at Merlo facility. 


The Merlo Operations Building was constructed in 1979. The offices, bathrooms and operator report area are in need of upgrades and new finishes. Design and 

construction would follow comparable upgrades at Center and Powell where a new concept for the operator report area will be established. 

STATUS 

N/A 


Current Year $ ‐ $ 107,000 $ 393,000 $ ‐ $ ‐ $ 500,000 

$ ‐ $ 107,000 $ 393,000 $ ‐ $ ‐ $ 500,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 107,000 $ 393,000 $ ‐ $ ‐ $ 500,000 

Page ‐ 105



Project Name: Refurbish Layover and Crew Rooms Project ID: TBD 





Refurbishing of Bus & Rail Operator Layover facilities. 


TriMet has 24 Bus & Rail Operator Layover facilities, which typically includes a small break room plus bathrooms. These facilities sustain a high level of wear and need 

periodic refurbishing every 7‐10 years to restore surfaces and provide minor needed upgrades. Sunset and Gresham Central layovers were completed in 2013; an 

ongoing program will require refurbishing of 2‐3 layovers every year. FY14 funding is targeted for an evaluation of layovers with recommendations and prioritization. 

STATUS 

N/A 


Current Year $ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 248,000 

$ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 248,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 40,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 248,000 

Page ‐ 106



Project Name: Powell ‐ Refurbish OPS (admin, bullpen, restrooms) Project ID: 4574 





Upgrade/refurbish offices, bathrooms and operator report area in addition to enlarging the meeting room at Powell Street. 


Powell is the oldest bus facility. The offices, bathrooms and operator report area are in need of upgrades and new finishes. In addition, the existing single meeting 

room is insufficient and needs to be enlarged by relocating the north wall. Design in FY2014 would be paired with Center operator report area design work to allow 

rollout of new concepts at Powell. 

STATUS 

N/A 


Current Year $ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ 446,274 

$ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ 446,274 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 96,258 $ 350,016 $ ‐ $ ‐ $ ‐ $ 446,274 

Page ‐ 107


Facilities Management ‐ HVAC Equipment & Systems – Detailed Projects 

Project Name: Center Maintenance Battery Room Ventilation – Improve/Eval Project ID: TBD 





Evaluate Center Street Maintenance Building Battery Charging Room and adjacent machine/gear rebuild work area, then design and construct HVAC modifications. 


The ventilation system of the Center Street maintenance building battery charging room may not be adequate to vent gases produced by stored batteries and those 

being charged. Also, there is no ventilation at the adjacent machine/gear rebuild work area for removing air born cleaning solvents being blown from parts as they 

are cleaned. 

STATUS 

N/A 


Current Year $ 44,625 $ 125,449 $ ‐ $ ‐ $ ‐ $ 170,074 

$ 44,625 $ 125,449 $ ‐ $ ‐ $ ‐ $ 170,074 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 44,625 $ 125,449 $ ‐ $ ‐ $ ‐ $ 170,074 

Page ‐ 108


Facilities Management ‐ HVAC Equipment & Systems – Detailed Projects (continued) 

Project Name: Ruby North ‐ Server Room Remodel – Energy Trust Eligible Project ID: 4577 





Reconfigure and upgrade room system for servers at Ruby North. 


The original server room in Ruby North has not been upgraded resulting in locating servers in three separate rooms. Reconfiguring and upgrading the room systems 

will create efficiencies through installation of more modern equipment and reduction of duplicate equipment needed to service multiple rooms. HVAC and other 

work resulting in energy savings are potentially eligible for Energy Trust rebates. IT is proposing additional work in support of this project. 

STATUS 

N/A 


Current Year $ 26,100 $ 57,330 $ ‐ $ ‐ $ ‐ $ 83,430 

$ 26,100 $ 57,330 $ ‐ $ ‐ $ ‐ $ 83,430 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 26,100 $ 57,330 $ ‐ $ ‐ $ ‐ $ 83,430 

Page ‐ 109



Project Name: Elmonica Welding Area Ventilation Project ID: TBD 





Installation of ventilation hoods at Elmonica welding area. 


Elmonica’s rebuild and fabrication area does not have a ventilation system for the removal of the fumes and smoke that are generated during welding and cutting. To 

address this, a ventilation hood needs to be installed to exhaust the smoke and fumes to the outside of the shop. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 27,600 $ 100,798 $ ‐ $ 128,398 

$ ‐ $ ‐ $ 27,600 $ 100,798 $ ‐ $ 128,398 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ ‐ $ 27,600 $ 100,798 $ ‐ $ 128,398 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 27,600 $ 100,798 $ ‐ $ 128,398 

Page ‐ 110



Project Name: Ruby North ‐ Direct Digital Control (DDC) Replacement Project ID: 4577 





Replacement of the Ruby North HVAC DDC. 


The control system for Ruby north HVAC is run through a series of sensors in rooms and on equipment and managed through a computer interface only. At the time 

of construction DDC communication from sensors was through plastic pneumatic tubing built into the walls. The tubing is becoming brittle and developing leaks, and 

because much of the system is inaccessible, a leak in the wrong place could render the system inoperable. (For example, the boiler is located in the 3 rd floor, the 

controller is in the basement. Failed tubing in‐between would render the boiler which provides heat, inoperable until a new line could be constructed.) Current 

technology would typically replace the tubing with an electrical wire system. 

STATUS 

N/A 


Current Year $ 119,351 $ ‐ $ ‐ $ ‐ $ ‐ $ 119,351 

$ 119,351 $ ‐ $ ‐ $ ‐ $ ‐ $ 119,351 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 119,351 $ ‐ $ ‐ $ ‐ $ ‐ $ 119,351 

Page ‐ 111


Facilities Management ‐ Lifting Equipment & Systems – Detailed Projects 

Project Name: Bus Hoist Replacements Project ID: TBD 





This project continues replacement of bus hoists at Center, Merlo and Powell garages. To date, three hoists have been replaced at Center and two lifts are in progress 

at Powel. Six additional hoists replacements are included in this program: 

FY14 – Center Bays 27 & 28 

FY 15 – Merlo Bay 8 

FY 16 – Merlo Bays 9& 10 

FY 17 – Center Bay 7 


Hoists being replaced are equipment from original building construction and are past their useful life (30 years). Technological improvements include: 

Remote control ability allowing mechanic to more effectively position lift height. 

Hydraulic fluid reduced from 50 gallons to 7 gallons. 

No opportunity for hydraulic fluid leaks underground (a common issue with old‐style lifts). 

Scissor type design. 

STATUS 

N/A 


Current Year $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ ‐ $ 1,317,640 

$ 421,000 $ 220,000 $ 446,640 $ 230,000 $ ‐ $ 1,317,640 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 421,000 $ 220,000 $ 446,640 $ 230,000 $ ‐ $ 1,317,640 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 421,000 $ 220,000 $ 446,640 $ 230,000 $ ‐ $ 1,317,640 

Page ‐ 112


Facilities Management ‐ Lifting Equipment & Systems – Detailed Projects (continued) 

Project Name: Facilities – Elmonica REM Rebuild Area Jib Crane Project ID: TBD 





Project will only be needed if Elmonica Storage Project occurs. 

Purchase of jib crane. 


A jib crane is needed to facilitate moving of bridgeplates and pantographs within the rebuild area. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ ‐ $ 21,509 $ ‐ $ 21,509 

$ ‐ $ ‐ $ ‐ $ 21,509 $ ‐ $ 21,509 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ ‐ $ ‐ $ 21,509 $ ‐ $ 21,509 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ ‐ $ 21,509 $ ‐ $ 21,509 

Page ‐ 113


Facilities Management ‐ Site/Property Improvements – Detailed Projects 

Project Name: Powell ‐ Blue Flame Bldg Demolition Project ID: TBD 





Demolition of Powell Blue Flame Building. 


On the northwest corner of the Powell yard is a separate piece of property with a building (Blue Flame) constructed by a prior owner. The building is in poor 

condition and has only limited value for storage. Past studies have determined the building is not worth saving. Powell has a current shortage of parking; removal of 

the building would allow more room for parking and will be a necessary step for Master Plan implementation. 

STATUS 

N/A 


Current Year $ 37,854 $ ‐ $ ‐ $ ‐ $ ‐ $ 37,854 

$ 37,854 $ ‐ $ ‐ $ ‐ $ ‐ $ 37,854 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 37,854 $ ‐ $ ‐ $ ‐ $ ‐ $ 37,854 

Page ‐ 114


Facilities Management ‐ Site/Property Improvements – Detailed Projects (continued) 

Project Name: Washington Park – Station Finishes & Landscaping Project ID: TBD 



Budgeted Dept: Facilities Management Project Manager: Batty 


Replace and upgrade elevators/platforms at Washington Park. 


The elevators and platform areas at Washington park were constructed in 1997. Finishes have been durable but not designed for regular effective cleaning. In order 

to restore Washington Park as a flagship station, finishes need to be replaced and upgraded. This work will include a significant design process to work with internal 

and community stakeholders. Design and permitting is proposed for FY14 with construction delayed until after the PMLR opening. 

STATUS 

N/A 


Current Year $ 654,032 $ ‐ $ 2,674,353 $ ‐ $ ‐ $ 3,328,385 

$ 654,032 $ ‐ $ 2,674,353 $ ‐ $ ‐ $ 3,328,385 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 654,032 $ ‐ $ 2,674,353 $ ‐ $ ‐ $ 3,328,385 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 654,032 $ ‐ $ 2,674,353 $ ‐ $ ‐ $ 3,328,385 

Page ‐ 115



Project Name: Sunset Transit Center ‐ Platform Pavers Replacement Project ID: TBD 



Budgeted Dept: Facilities Management Project Manager: Batty 


Surface replacements at the Sunset Platform. 


Platform surfaces at Sunset Transit Center are pavers mortared to a concrete base. Failure appears to be a result of lack of below surface drainage combined with 

impacts of using de‐icing chemicals plus unit construction that transfer train vibration to the platform. The surface is sloped toward the track and pavers are slowly 

migrating into the trackway. To address the problem the pavers and mortar must be removed, drainage issues addressed and the surface rebuilt. Construction to 

begin towards end of FY2014 with bulk of work summer of 2015 to be completed prior to PMLR opening. 

STATUS 

N/A 


Current Year $ 295,452 $ 1,235,827 $ ‐ $ ‐ $ ‐ $ 1,531,279 

$ 295,452 $ 1,235,827 $ ‐ $ ‐ $ ‐ $ 1,531,279 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 295,452 $ 1,235,827 $ ‐ $ ‐ $ ‐ $ 1,531,279 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 295,452 $ 1,235,827 $ ‐ $ ‐ $ ‐ $ 1,531,279 

Page ‐ 116



Project Name: Hollywood Transit Center ‐ Paving & Storm Drainage Project ID: TBD 





Replacement of storm drain line and repaving of Hollywood Transit Center. 


Approximately 2/3 of the pavement at Hollywood Transit Center is asphalt pavement at the end of its useful life. Pavement needs to be removed and replaced to 

restore useful life with reasonable maintenance. An existing poorly functioning storm drain line would be replaced at the same time. 

STATUS 

N/A 


Current Year $ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ 200,000 

$ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ 200,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ 200,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ 200,000 

Page ‐ 117



Project Name: Vault Cover Replacements ‐ Morrison/Yamhill Signal Project ID: TBD 



Budgeted Dept: Facilities Management Project Manager: Kindig/ 

Papadopoulos 


Replace signal vaults located in auto travel lanes adjacent to the track way along Morrison and Yamhill 


The vault covers are not holding up to traffic loadings and are not reparable as operating hinged covers. Instead covers are welded in place and must be cut open 

when access is needed. Covers need to be replaced with a design more suited to traffic conditions. There are approximately 20 vaults of this type. 

STATUS 

N/A 


Current Year $ 310,200 $ ‐ $ ‐ $ ‐ $ ‐ $ 310,200 

$ 310,200 $ ‐ $ ‐ $ ‐ $ ‐ $ 310,200 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 310,200 $ ‐ $ ‐ $ ‐ $ ‐ $ 310,200 

Page ‐ 118

Capital Asset Management& Investment Program Facilities – Customer & Operations Environmental 

Environmental ‐ Storm Water Underground Injection Control (UIC) Program 

The Oregon Department of Environmental Quality (DEQ) and the Environmental Protection Agency (EPA) oversee and enforce environmental rules 

regarding the installation and operation of underground injection control (UIC) devices, also known as ‘drywells.’ Unlike many storm water devices, 

which drain to surface water (streams or creeks), UICs discharge water from paved areas to groundwater. The UIC rules are more stringent than 

other Clean Water Act standards, because the intent is to protect groundwater as drinking water source and must, instead, comply with the Safe 

Drinking Water Act. 

TriMet currently owns and operates over 140 drywells, which have been inventoried and registered with DEQ. A preliminary assessment begun in 

2002, revealed that many of TriMet’s drywells, installed 30 or more years ago, were built without pre‐treatment, drain poorly, and do not meet basic 

design and operation criteria. 

As a result, in 2003, TriMet applied to DEQ for an area‐wide permit to cover all TriMet UICs. This permit, when issued, would provide a legal shield 

from third‐party lawsuits related to groundwater protection, and would allow TriMet to develop a staged approach to fixing non‐compliant UICs. 

With this permit also comes increased monitoring, maintenance and management of these systems. Many local municipalities with large numbers 

of UICs also applied for a permit. 

Since applying for this permit, DEQ has struggled with funding the UIC program as well as working through the many issues applicants and other 

interested parties had (e.g., Oregon DOJ, EPA, environmental advocacy groups) around the implementation and compliance implications of the 

permit templates that were developed. In 2012, DEQ had turnover in management and staff working on their UIC program, which resulted in a 

paradigm shift of sorts and a revised permit template that resolved many of the remaining issues TriMet and others had with the permit. DEQ has 

once again begun drafting several individual permits and notified TriMet that its permit is in the queue to be drafted. This was anticipated and 

budgeted for in FY13 and will likely push into FY14. Due to these major changes in the UIC program at DEQ and revised permit template, it appears 

that major capital improvements previously anticipated at Center Garage and other locations may not be needed. Hence, the design work at Center 

was stopped in FY13 and capital improvement funds reduced and pushed out to future years after the permit requirements are better understood. 

Environmental ‐ Storm Water UIC Program ‐ Impact to the Budget 

The work for this program can be broken down as follows: 

1. Permit application submittals and negotiations with DEQ to permit issuance 

2. Preparation and submission of permit‐required plans (e.g., System‐Wide Assessment, UIC Management Plan, Sampling & Analysis 

Plan, Decommissioning Plan) 

3. Ongoing annual monitoring, sampling, analytical analyses, and reporting 

4. Capital repairs , including planning, design and construction 

Page ‐ 119


Environmental ‐ Storm Water UIC Program ‐ Impact to the Budget 

In FY14 (a carryover from FY13), the following tasks with their estimated costs anticipated: 

Legal assistance with DEQ negotiations $ 40,000 

Consulting assistance with Plans, DEQ negotiations $ 30,000 

Capital improvements $ 40,000 

Annual monitoring and sampling $ 40,000 

$ 150,000 

Due to the uncertainty of this program and unknown regulatory obligations, the money allocated in out years is somewhat of a placeholder with 

some capital improvements anticipated, with specifics unknown at this point. 

Environmental ‐ Storm Water UIC Program Summary 

Project Name: Storm Water Underground Injection Control (UIC) Program Project ID: 7568 



Budgeted Dept: Safety & Security – Environmental Services Project Manager: Preston 


Current Year $ ‐ $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ 1,500,000 

$ ‐ $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ 1,500,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ 1,500,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ 250,000 $ 500,000 $ 500,000 $ 250,000 $ 1,500,000 

Page ‐ 120


Environment Projects – All Facilities Maintenance Environmental 

Project Name: All Facilities Maintenance Environmental Project ID: 4557 



Budgeted Dept: Safety & Security – Environmental Services Project Manager: Preston 


Upgrades and repairs to environmental infrastructure and equipment as a result of regulatory requirements, changes or unplanned failure. Systems include storm 

water, wastewater, underground and above ground tank and piping systems, air quality systems and others. Additionally, new focus is needed for stormwater 

bioswale maintenance and upgrades, due to their specialized environmental function, visibility, and increasing regulatory obligations. Bioswale maintenance and 

improvement landscapers have been contracted to fill this gap and addition funding is required for this new program. 

Planned projects include: 

AST tank inspections and upgrades 

Tank monitoring system upgrades 

Stormwater swale improvements, increased maintenance 


Upgrades and repair are necessary as a result of regulatory requirements, changes and/or unplanned failure. 

STATUS 

N/A 


Current Year $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000 

$ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000 

Page ‐ 121


Environment Projects – Merlo UST Replacement 

Project Name: Merlo Underground Storage Tank (UST) Replacement Project ID: TBD 



Budgeted Dept: Safety & Security ‐ Environmental Services Project Manager: Preston 


TriMet currently owns and operates 24 underground storage tanks (USTs) used for storing and dispensing diesel, motor oils, coolant, used oil, etc. Over the years, 

the number of underground tanks has been reduced from 47 to 24 through changing operational needs or replacing with above ground tanks. These 24 USTs have 

an estimated useful life of 30 years and are a necessary part of operations. Since 2005, all but one UST has been replaced (through general and ARRA funding) with 

new double‐walled tanks with improved leak detection and piping, bringing them up to current code and reducing TriMet’s environmental liability. The remaining 

tank at Merlo is a stand‐alone tank and was not easily grouped with other UST replacement projects and is the last original, single‐walled tank at TriMet. 

The project includes planning, design and construction to remove and replace a single‐walled 2,500‐gal used oil UST and piping and install a new double‐walled tank 

and piping. Decommission a small section of steel piping and replace with corrosion‐resistant double‐walled piping. The corrosion protection system for this section 

of steel piping is nearing the end of its useful life and needs to be replaced prior to failure. If the full UST replacement project is not funded, then the corrosion 

protection system will need to be re‐installed or an alternate piping project will need to completed, both requiring significant excavation. 


Recent testing of the section of steel piping indicates that the cathodic protection is nearing the end of its useful life and needs to be replaced within the next couple 

of years to prevent corrosion and leaks in the underground piping to this tank. Replacing the piping or installing new cathodic protection will soon be necessary to be 

in compliance with UST regulations and to prevent a costly cleanup. Doing this work sooner, rather than later is in TriMet’s best interest. It is also in TriMet’s best 

interest to replace the last remaining 30‐year old single‐walled tank and it would be most economical and efficient to do the piping and tank work at the same time. 

Replacing this tank and piping completes TriMet’s UST replacement program for another 25‐30 years. 

STATUS – N/A 


Current Year $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 

$ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 

Page ‐ 122

Capital Asset Management & Investment Program Facilities – Customer & Operations Center Street Building – End of Life Maintenance Work 

Center Street Building – End of Life Maintenance Work 

Project Name: Center Street Building – End of Life Maintenance Work Project ID: TBD 



Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Munro 


Building façade, replacement of all of the windows, greater fire suppression, additional HVAC and electronic equipment 

Construction ‐ $2,216,745 

Soft Costs ‐ $465,516 

Contingency ‐ $737,622 

Escalation ‐ $0 


The Center Street building is in need of additional maintenance work as part of the remodel. From an efficiency standpoint, it makes sense to pair this project with 

the rest of the Center Street building remodel to complete the entire building rather than piecemeal. This request covers design and construction costs to occur in 

step with PMLR remodeling work. 

STATUS 

N/A 


Current Year $ 3,419,883 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,419,883 

$ 3,419,883 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,419,883 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 3,419,883 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,419,883 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 3,419,883 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,419,883 

Page ‐ 123

Capital Asset Management & Investment Program Facilities – Customer & Operations Center Street Building – First Floor 

Center Street Building – First Floor 

Project Name: Center Street Building – First Floor Project ID: TBD 



Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Munro 


Remodel of the Bull Pen, Lobby Area and East End Entrance 

Construction ‐ $1,226,696 

Soft Costs ‐ $480,276 

Contingencies ‐ $565,541 

Escalation ‐ $68,175 


With the new 200‐space parking lot being built to the northeast of the Center Street building, the entry door on the east end of the building will become a significant 

entry point for the building. This entry, the lobby and bull pen need to be modified to respond to and support the PMLR project remodeling. This request covers 

design and construction costs to occur in step with PMLR remodeling work. 

STATUS 

N/A 


Current Year $ 2,340,689 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,340,689 

$ 2,340,689 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,340,689 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ 2,340,689 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,340,689 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 2,340,689 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,340,689 

Page ‐ 124

Capital Asset Management & Investment Program Facilities – Customer & Operations Line 8 & 17 Bus Turnaround & Layover Facility 

Line 8 & 17 Bus Turnaround & Layover Facility 

Project Name: Line 8 & 17 Bus Turnaround & Layover Facility Project ID: TBD 



Budgeted Dept: Capital Projects – Bus Stop Development Project Manager: Park 


Acquire property, design and construct a combined layover, turnaround and restroom facility, for bus lines 8 and 17. Facility will be located in NE Portland near the 

current line 8 layover. Both on and off street options will be considered. 


Providing a centrally located layover facility saves TriMet an estimated $500K annually in operating costs when compared to our old location on Middlefield Rd and 

Vancouver Way. It is cost neutral (save utilities and cleaning) when compared to our current layover on Dekum (that we will be vacating due to neighborhood 

opposition and lack of a secured restroom). The transitory nature of many of our layovers and restroom agreements with local businesses is frequently problematic. 

Changes are often made on the fly in response to changing development patterns, unhappy neighbors, cancelled restroom agreements etc. Building a facility 

provides permanence, enhancing operational consistency and improving schedule reliability. A guaranteed restroom enhances operator safety and comfort. 

In concert with Real Property and Service Planning, we are currently searching for available properties that both meet operational and circulation requirements and 

are appropriately located to maximize routing efficiency. The search process should produce 2 or 3 viable options for advancement in 2014. 

FY 2014 – acquire ROW, advance design and permits. FY 2015 – Construction 

STATUS 

N/A 


Current Year $ 400,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ 900,000 

$ 400,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ 900,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 400,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ 900,000 

Page ‐ 125

Capital Asset Management & Investment Program Facilities – Customer & Operations Union Station Area Bus Layover & Turnaround 

Union Station Area Bus Layover and Turnaround 

Project Name: Union Station Area Bus Layover and Turnaround Project ID: TBD 



Budgeted Dept: Capital Projects – Development & Operations Support Project Manager: Lehto 


Design for 40’ bus vehicle 

Design Pavement Section: 18” Aggregate, 6” ATB, 8” AC 

All sidewalks on Union Station side of NW Station Way will remain 

Improvements limited to turnaround and up to 250’ in each direction 

approaching the turnaround 

Street section currently not adequate to support additional bus traffic. 

 

 

 

 

Overlay pavement that is not reconstructed to limits in sketch 

Road widths to stay the same 

No signalization other than signage required at turnaround 

Building facade will need reconfiguration due to amount of sidewalk being 

removed for turnaround 

Project Scope: Design/Construct intersection of NW Station Way and NW Marshall Street to accommodate a Bus Turnaround and parking for Mall Operations. 

Design incorporates two levels of improvements, full street reconstruction of the intersection to support bus movements, and an AC overlay to the limits of 

construction. Work also includes relocation/adjustment of effected utilities, drainage improvements, and restriping of the existing streets. Some enhancements may 

be required to the existing building façade following the construction of the new curb line at the south corner. 


Bus capacity at North Terminal and adjacent on‐street spots was reduced from 23 (20 on site, 3 on street) to 9 buses due to the Portland Mall project. This capacity 

will meet needs at startup, but it requires interim on‐street layover location for buses (e.g., SW Broadway and W Burnside) and on‐street dwell locations for pullouts 

from garages (e.g., on Burnside Bridge, at NW Everett and Broadway). On‐street locations are subject to removal due to impacts on adjacent uses and traffic/security 

conditions. Therefore, it is good to have a more permanent solution. In addition, space is needed for special events and bus chaining during inclement weather. As 

the area around North Terminal redevelops, there would likely be interest in moving the bus layover. The proposed location is between railroad tracks and a parking 

garage. Restroom and break room would be provided in the Smart Park garage. 

STATUS – N/A 


Current Year $ 1,750,000 $ ‐ $ ‐ $ ‐ $ 1,750,000 

$ ‐ $ 1,750,000 $ ‐ $ ‐ $ ‐ $ 1,750,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


‐ 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ 1,750,000 $ ‐ $ ‐ $ ‐ $ 1,750,000 

$ ‐ $ 1,750,000 $ ‐ $ ‐ $ ‐ $ 1,750,000 

Page ‐ 126

Capital Asset Management & Investment Program Facilities – Customer & Operations Union Station Area Bus Layover & Turnaround 

Union Station Area Bus Layover and Turnaround (continued) 

Page ‐ 127


SECTION 6 – TECHNOLOGY SYSTEMS


Capital Asset Management & Investment Program Technology Systems Operations Control & Communication Systems 

Asset Category – Technology Systems – Operations Control & Communication Systems 

Bus Dispatch System 

Beginning in FY09 ‐ TriMet began replacement of the failing and rapidly aging Bus Dispatch System. The replacement of the dispatch system is 

concurrent with replacement and narrow banding of the radio systems mandated by the Federal Communications Commission (FCC). The new 

Computer Aided Dispatch (CAD)/Automatic Vehicle Location (AVL) system in undergoing final pilot testing and installation of the entire bus fleet. 

Final cutover is scheduled to occur in the spring 2013. Warranty payments will be made over the next three fiscal years. Condition of asset is new. 

Qty YEAR REPLACE- FY 

OF ACTION YEAR MENT FY14 FY15 FY16 FY17 FY18 2014-2018 

PURCHASE NEEDED NEEDED CYCLE TOTALS 

Bus Dispatch System and TriMet Radios System 

replacement program contract - fixed route & radios $ - $ 385,000 $ 385,000 $ 385,000 

$ 770,000 

program management/eng. svcs. (consultant + staff) 

[CAD/AVL servers & workstations listed in IT Foundation] 

Bus Dispatch System Equipment 

Equipment will be inventoried upon completion of the project 

BUS DISPATCH TOTAL $ - $ 385,000 $ 385,000 $ 385,000 $ - $ 770,000 

LIFT Dispatch System 

The LIFT/MDT project is upgrading the dispatch system for LIFT vehicles. Installation and completion of pilot will occur in the spring of 2013. 

Warranty payments will be made over the next three fiscal years. Condition of asset is new. 


OF ACTION YEAR MENT FY14 FY15 FY16 FY17 FY18 2014-2018 


Paratransit Improvements 

LIFT MDT, Dispatch & Communications System $ - $ 72,000 $ 72,000 $ 72,000 

$ 144,000 

Equipment will be inventoried upon completion of the project. 

LIFT DISPATCH TOTAL $ - $ 72,000 $ 72,000 $ 72,000 $ - $ 144,000 

Page ‐ 131


Rail Control & SCADA Systems 

The Rail Control & SCADA Systems are broken up into four areas or specific projects. Below is a breakdown of the areas/projects with information or 

notes that relate to the table that follows: 

 

 

 

 

MAX Fiber Optic Cable System – Power supplies and batteries are replaced as need as part of the maintenance budget. SONET 

equipment is in process of being decommissioned and funded by the CCTV in order to better support IP network. 

Tunnel Radio System – Bi‐Directional Amplifier system is being replaced as part of BDS/Radio Replacement project and has an 

estimated 20 year life. Completion of this element expected in FY2013. 

MOW Type 1 Substation Transition to Ethernet – An engineering study is needed to determine cost and time frame to connect type 

1 substations to the Ethernet Network. The connection is needed to provide remote management capabilities that are not currently 

available. 

MAX Orange Line Improvements – Orange line costs to be updated as contracts bid and are awarded. 

Qty YEAR ACTION REPLACE- FY 

TECHNOLOGY EQUIPMENT SYSTEMS OF NEEDED YEAR MENT 2014-2018 

PURCHASE NEEDED CYCLE FY14 FY15 FY16 FY17 FY18 TOTALS 

RAIL CONTROL & SCADA SYSTEMS 

MAX Fiber Optic Cable System 

Communications Node Power Supplies (44/7/12) 63 1998/02/05 $ - 

Communications Node Batteries (110/20/30) 160 1998/02/05 $ - 

Fiber Optic Cable 1998/02/05/09/14 $ - 

SONET Ethernet Equipment 43 2007 10yr $ - 

MAX Fiber Optic Cable System Total $ - $ - $ - $ - $ - $ - 

IMPROVEMENT 

MOW Type 1 Substation Transition to Ethernet 

No projects at this time $ - 

MOW Type 1 Substation Transition to Ethernet Total $ - $ - $ - $ - $ - $ - 

MAX Orange Line improvements 

Control Center Relocation (Estimated amount only) $ 500,000 $ 500,000 $ - 

$ 1,000,000 

AIM Upgrade--ARINC Contract (Estimated amount only) $ 500,000 $ 500,000 

$ 1,000,000 

Orange Line Comm Contract (Bid Prices--Siemens Contract) $ 1,380,000 $ 1,380,000 $ 1,840,000 

$ 4,600,000 

MAX Orange Line improvements Total $ 2,380,000 $ 2,380,000 $ 1,840,000 $ - $ - $ 6,600,000 

Improvement Total TRIMET CAPITAL (Orange Line) $ 2,380,000 $ 2,380,000 $ 1,840,000 

$ 6,600,000 

RAIL CONTROL AND SCADA SYSTEMS TOTAL $ 2,380,000 $ 2,380,000 $ 1,840,000 $ - $ - $ 6,600,000 

PMLR GRANT FUNDING $ 2,380,000 $ 2,380,000 $ 1,840,000 $ - $ - $ 6,600,000 

REPLACEMENT & IMPROVEMENT TOTAL (TriMet Capital Only) $ - 

$ - 

The MAX Orange Line Improvement project is not part of the Capital Program appropriations as it is PMLR funded, but listed here as it is a part of 

the Rail Control & SCADA Systems. 

Page ‐ 132


Radio & Microwave Communication Systems 

Some of the Microwave upgrades are part of the Bus Dispatch System (BDS)/Radio replacement. The towers and microwave radios will be evaluated 

in 2016 to determine possible replacement schedule, hence the reason for no projected expenses in the table below. 

Qty YEAR ACTION REPLACE- FY 

TECHNOLOGY EQUIPMENT SYSTEMS OF NEEDED YEAR MENT 2014-2018 


RADIO & MICROWAVE COMMUNICATION SYSTEMS 

Microwave Communication System 

Towers 2 1984 2016 $ - 

Digital Microwave Base Stations 14 2001 2016 $ - 

Radar Speed Guns 11 1982 $ - 

Microwave Communication System Total $ - $ - $ - $ - $ - $ - 

RADIO & MICROWAVE COMMUNICATION SYSTEMS TOTAL $ - $ - $ - $ - $ - $ - 

Page ‐ 133

Capital Asset Management & Investment Program Technology Systems Fare Systems 

Asset Category – Technology Systems – Fare Systems 

Fare Systems consist of a wide variety of components and software and are broken down into five different discipline areas as described in each of 

the headings below. 

Electronic Fare Collection (eFare) System, Priority= 2, Criticality = High 

eFare systems are electronic payment systems used in public transit around the world. This advancement in technology opens up transit to accept all 

modern payment types, not just cash or paper tickets. With eFare, customers acquire a payment device, tap a bus or rail validator connected to a 

central back office system, which then communicates with the bank. 

A few benefits of the eFare System include: 

‐ Easy to understand and simple to use 

‐ Reduces fare leakage and equipment maintenance costs 

‐ Compatible on all transit modes: bus, light rail and commuter rail 

‐ Provides seamless transfers between TriMet vehicles, as well as C‐TRAN and Streetcar 

‐ Establishes better fiscal controls 

‐ Brings TriMet into the mainstream of next generation payment technology 

Farebox System Priority= 2, Criticality = High 

TriMet replaced the fareboxes on its fixed‐route bus fleet in FY12, including a current‐technology farebox revenue accounting system back‐end. In 

FY13, the bus fareboxes will be supplemented by a transfer/fare receipt printer, replacing tissue‐paper cutter‐bar transfers used previously. The 

future eFare system as installed on TriMet buses will "stand‐alone" from the farebox, and the farebox/transfer printer system will be retained as the 

fare collection system for fixed‐route bus riders who pay cash. 

Due to the recent investment in renewal/upgrade of the bus farebox system, no capital replacement needs are forecasted for the system through 

FY18. 

Ticket Vending Machine (TVM) System Priority= 2, Criticality = High 

TriMet has 225 TVMs installed at 86 MAX light rail and 5 WES stations. In FY13, 120 of the oldest TVMs ("Type 3") were replaced with refurbished 

"Type 6" TVMs. The remaining 105 TVMs were procured in 2008 and consist of 36 "Type 5" TVMs installed at Mall and I‐205 MAX stations, and 69 

"Type 4" credit/debit card‐only TVMs. The Type 5 and 6 TVMs accept cash and make change, as well as credit/debit card payment. (Type 4 cardonly 

TVMs are used only at platforms where a Type 5 or 6 full‐service TVM is also available.) Associated with each TVM, is an electro‐mechanical 

validator unit used to validate advance‐purchased paper ticket fares. This type of fare product will no longer be used when eFare begins operation, 

meaning that the current‐era validator units will be removed. 

Page ‐ 134


Ticket Vending Machine (TVM) System (continued) 

Replacement of the current‐generation TVM system is envisioned subsequent to the eFare implementation, potentially with a smaller, lowermaintenance 

type of TVM designed to vend single fares for occasional riders. This may be budgeted and expensed under the eFare project. During 

the FYs14‐18 period, renewal/upgrade investment in the current TVM system will be needed for a TVM operating system upgrade, and to replace 

old, failing vaildator units. 

Bus Transfer Printer Priority= 2, Criticality = Medium 

New bus transfer printers will be installed and connected through the new CAD/AVL system. These printers will be operational on all 620 fixed route 

TriMet buses June 2013 (FY13). These printers will be used in place of paper tissue transfers, and will allow transfer times to be controlled from time 

of issue, reducing fare leakage. The paper stock will also contain a security feature, in addition to the Day Code, to reduce counterfeiting. 

Fare Revenue Equipment Priority= 2, Criticality = High 

Collecting, counting, and controlling cash requires the appropriate equipment. TriMet’s money room and TriMet Ticket Office uses currency and coin 

counters and verifiers to accurately count bills and coins received through bus fareboxes, on‐street sales, TVMs and the TriMet Ticket Office sales 

counters. 

Money Room Equipment: 

3 Cummins Jet Scan currency counters 

5 Glory single pocket currency counters 

2 Glory currency counters 

1 Jet Sort coin separator 

1 de Larue coin separator 

2 Glory coin verifiers 

In FY13, TriMet will implement an open source revenue component tracking system to track location of all TVM revenue components for internal 

controls. This system will use barcode technology to check these components in and out of maintenance, the money room and the revenue 

collection contractor. 

Fare Sales Systems Priority= 2, Criticality = High 

TriMet supports several consumer and institutional sales programs, each with its own in‐house sales system and database. Most of these systems 

will be replaced with the eFare system consolidating systems, and providing one CRM system providing seamless support of our riders. It will also 

support account based fares, allowing multiple media types to be used as valid fare. The open source point of sale system at the TriMet Ticket Office 

was deployed in FY08, and with Windows XP’s support expiring, the system will need software and hardware upgrades FY14, including PC, monitor, 

and operating systems. 

Fare sales come in many types and quantities. Many of these transactions involve purchasing online, by mail, at Ticket Vending 

Machines (TVMs), employers, schools, the TriMet Ticket Office (TTO) along with a few others. Essentially, fare sales can be broken into two 

Page ‐ 135


Fare Sales Systems (continued) 

categories: 

Consumer Sales – these sales tend to be on an individual basis and include online, mail, and TVM sales. 

Institutional Sales – in most cases, these sales involve employers or agencies purchasing transit passes for employees, clients, or events, 

including schools purchasing fares for student field trips. 

Fare Systems Project Summary 

ITC Functional Area Category: FARE SYSTEMS 

Fare System Replacement Program - Expenditures by TriMet FY 


FY14 FY15 FY16 FY17 FY18 2014-2018 

TOTALS 

A. TYPE 3 TVM FLEET REBUILD - upgrade 120 Type 3s to Type 6s + Carryover FY12 ($540,220) $ 

- 

B. TVM FLEET OPERATING SYSTEM UPGRADE - 225, from Windows XP embedded, to Windows $ 227,000 

$ 227,000 

embedded standard 2009. Microsoft will not support current XP-embedded TVM OS after December 2016; 

Windows embedded standard (WES) is upgrade path; Microsoft states it will support WES to January 2019 

C. MAX VALIDATORS REPLACEMENT - 227 $ 60,000 $ - 

$ 60,000 

allow for replacing 20 failing units per year, $3,000 ea. 

D .TRIMET TICKET OFFICE POINT OF SALE UPGRADE -Upgrade open source point of sale from Windows $ 49,000 

$ 49,000 

XP to Windows 7, including PCs, monitors receipt printers and sale amount display. Microsoft will no support 

Windows XP after April 2014. 

Fare System Replacement Program Total $ 109,000 $ 227,000 $ - $ - $ - $ 336,000 

Fare System Improvement Program 

E. ELECTRONIC FARE SYSTEM - consultant services $ 550,000 $ 650,000 $ 650,000 $ 550,000 $ 500,000 $ 2,900,000 

F. ELECTRONIC FARE SYSTEM - implementation contract(s) $ 1,000,000 $ 4,500,000 $ 4,500,000 $ 4,500,000 $ 1,117,790 $ 15,617,790 

F. FARE PULL STATION $ 124,000 $ - $ - $ - $ - $ 124,000 

Total Improvement of Electronic Fare Collection System $ 1,674,000 $ 5,150,000 $ 5,150,000 $ 5,050,000 1,617,790 18,641,790 

Totals Replacement and Improvement of all Fare Revenue Systems $ 1,783,000 $ 5,377,000 $ 5,150,000 $ 5,050,000 $ 1,617,790 $ 18,977,790 

Page ‐ 136


Asset Category – Technology Systems ‐ Fare Systems ‐ Fare Equipment 

Priority 



Maintain Fare and Communications equipment that is reliable and meets service requirements. 

Fare machine types are as follows, Type 3’s, Type 4’s (Credit Card only), Type 5’s, Type 6’s and Type 7’s. The Type 3’s being the oldest machines in 

the fleet. There are 120 of them and we currently are in a replacement program for those that will take approximately 9 months to complete. The 

replacement fleet are Type 6’s and will improve reliability and reduce labor time spent repairing the old fleet and the components within the 

machine. 

The agency has a large inventory of camera equipment in the ROW and at Park and Rides. All of these cameras require preventative maintenance. 

The cameras are split into two technologies, digital and analog. The analog units are aged and have met their useful life. A replacement plan is 

being developed to replace the analog equipment with digital units. The replacement program will span up to three years and will develop a priority 

rating for cameras needing upgrades first. 




becomes questionable and replacement/improvements need to be addressed. Fare machines also are measured in reliability over time. The goal is 

to always be above 92% reliable for a given time period. 

How Asset is Maintained and Condition Evaluated 

Assets in this discipline are mechanical and not electrical in nature. The PM routine is visual inspection and adjustment of the mechanical attributes 

of the switches. In order to assess condition and determine replacement/rehabilitation times accurately, measurement of all aspects of the rail has 

been performed by a geometry car. This measurement will be performed every two years to determine the rate of wear of the rail and to analyze 

various conditions of the rail structure such as line and grade, rail wear and movement and structural condition of the ballast infrastructure. 


A Inspection Room/Cases Comm 65 Locations 

B Inspection Room/Cases Comm 65 Locations 

C Inspection Tunnel Room/Cases 65 Locations 

D Inspection 

Tunnel Equipment 

E Inspection Equipment 

Page ‐ 137


How Asset is Maintained and Condition Evaluated (continued) 


G Inspection PLC Inspections 50 Locations 

H Inspection TTY Phones on Bridges 52 Locations 

J Inspection Equipment 

K Inspection Cameras 524 Total 

Monthly TVM 220 Locations 

Annual TVM 220 Locations 








The fare system is between a Condition 3 and Condition 4. At the completion of the replacement program of the Type 3 TVM’s the condition 

will be between Condition 2 and Condition 3. The replacement program will be complete July 2013. 



Safety 




High 

Medium 

Low 

Low 


Mid Life overhaul (replacement) of the Type 3 ticket machines is currently in progress. Components within the TVM, ie Bill Acceptor, Coin 

Mechanisms and printers go through a mid‐life overhaul. 


The condition of Fare equipment dictates the replacement/improvement schedule. 

Page ‐ 138



• None of the Fare equipment is in poor condition. 

Fare Equipment 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


EST. 

DESIGN 



TOTAL 

FARE EQUIPMENT 

Kindig 

PANASONIC LAPTOP REPLACE 2014 2009 5 5 VERY GOOD $1,500 $1,500 

TOP MAX EPROM BURNER REPLACE 2016 2001 13 15 GOOD $3,600 $3,600 

PACE MBT250 SMD WORKSTATION REPLACE 2014 2004 10 10 GOOD $2,200 $2,200 

HUNTER PULSE GENERATOR REPLACE 2017 2002 12 15 GOOD $3,500 $3,500 

WELLER DS800 SOLDER STATION REPLACE 2003 1993 21 10 POOR $1,500 $1,500 

BRANSON SONIC CLEANER REPLACE 2017 2002 12 15 VERY GOOD $1,200 $1,200 

GRAND TOTAL -- FARE EQUIPMENT. . . . $5,200 $0 $3,600 $4,700 $0 $13,500 

Page ‐ 139

Capital Asset Management & Investment Program Technology Systems Security Equipment Systems 

Asset Category – Technology Systems – Security Equipment Systems 

Networked CCTV System 

The Networked Closed Circuit Television (CCTV) system was installed primarily on MAX light rail platforms, but also at TriMet operating facilities, 

over a period of years beginning in 1997. Early installations were performed under the Westside light rail project and covered all elevator‐equipped 

MAX stations. The Interstate MAX project funded CCTV installations at its stations. Beginning in 2005, a series of annual Homeland Security grants 

were used to install CCTV at all other MAX stations. In addition, the Mall/I‐205 MAX project included local funding for CCTV at Mall MAX stations. 

All installations prior to mid‐2012 were analog technology, whereas installations after mid‐2012 are digital IP technology. Although installation 

across the entire MAX system will be completed in 2013, a new, ongoing program of system upgrade will be needed going forward, providing for 

end‐of‐life replacement of prior‐technology components (e.g. analog) with current‐technology components (digital IP), and will include installations 

of additional CCTV cameras as‐needed for security enhancement. 

TABLE SECURITY EQUIPMENT SYSTEMS 

ITEM REQUIRED 

(information as of 10/2012) 

Networked CCTV System 

QUANTITY 

ACTION 

NEEDED 

CCTV cameras (Light Rail/P&R) 1 744 System 

Upgrade 

CCTV cameras (Project Completion) 2 192 

CCTV cameras (TriMet facilities) 3 78 

CCTV Encoders 142 

CCTV Servers 42 

CCTV viewing stations 4 10 


NEEDED 

2014+ 

ongoing 



1997 to 2012 16 to 1 10/15 

REPLACEMEN 

T 


Good-2 

to Fair-3 

Total Networked CCTV System. . . . 


TOTAL 

$125,000 $250,000 $250,000 $250,000 $250,000 $1,125,000 

$125,000 $250,000 $250,000 $250,000 $250,000 $1,125,000 

NOTES: 

1. CCTV cameras on‐line at light rail stations and park‐rides (73 of 86 stations as of 10/2012 – includes tunnel & bridge portals. 

2. CCTV cameras to complete installations at remaining 13 light rail stations. 

3. CCTV cameras on‐line at TriMet facilities. 

4. CCTV viewing stations include: 2 – Security Department, 2 – Claims, 1 per Bus Transportation Garage, 1 per REM Facility, 1 – Bus Maintenance. 

5. Represent's exhaustion of FFY10 Homeland Security grant for MAX CCTV retrofit, which is the last in the series of such grants ($125,000 carryover to FY14). 

Vehicle‐Borne CCTV Systems 

In the late 1990's, TriMet installed CCTV on an initial fleet of buses and on its Light Rail Vehicle (LRV) fleet at the time. Subsequently, CCTV was 

included in orders of new replacement buses, and procurement of additional LRVs under light rail extension projects, as well as on the WES DMU 

vehicles. 

All vehicle‐borne CCTV installations prior to 2013 are analog technology, whereas all installations after 2012 will be digital IP technology. The digital 

Page ‐ 140


Vehicle‐Borne CCTV Systems (continued) 

IP technology offers the ability to off‐load incident video from a specific bus or LRV via yard wi‐fi, more efficiently than the traditional data‐pak 

process, and in the future is expected to enable secure live‐streaming of incident video to responding police cars. Moreover, after 2013, suppliers of 

vehicle‐borne CCTV systems will no longer support analog technology legacy equipment. Therefore, a multi‐year project to replace/upgrade 

TriMet's vehicle‐borne CCTV equipment systems is needed over the FYs14‐18 period. (TriMet's oldest CCTV‐equipped buses will not be included in 

the project, since they will be replaced during this time period with new buses equipped with new digital IP CCTV.) Order of magnitude cost 

estimate for the project is $6,000 per bus x 300 buses, and $12,000 per LRV x 127 LRVs, for replacing analog CCTV with digital IP equipment, and 

replacing current coax cabling with CAT‐5 cabling; total $1,800,000 bus + $1,524,000 MAX. 

TABLE S ECURITY EQUIPMENT SYSTEMS 

ITEM REQUIRED 

(information as of 10/2012) QUANTITY 

ACTION 

NEEDED 

Vehicle-Borne CCTV Systems 

CCTV cameras (bus) 1 1,570 System 

Upgrade 

On-board CCTV recorders (bus) 371 

CCTV cameras (LRVs) 2 963 

On-board CCTV recorders (LRV) 

127 

CCTV cameras (WES) 3 28 

On-board CCTV recorders (WES) 

4 

Data-Paks 740 


NEEDED 




ongoing 1999 to 2012 14 to 1 10/15 Good-2 

to Fair-3 

OPTIMUM 

REPLACEMENT 



TOTAL 

$664,800 $664,800 $664,800 $664,800 $664,800 $3,324,000 

Total Vehicle-Borne CCTV Systems. . . . $664,800 $664,800 $664,800 $664,800 $664,800 $3,324,000 

NOTES: 

1. CCTV cameras installed on fixed‐route bus fleet (as of 10/2012, 371 of 595 active fleet buses are equipped with CCTV, with 3 to 7 cameras per bus). 

2. CCTV cameras installed on light rail vehicle fleet (all 127 LRVs are equipped with CCTV, with 4 to 10 cameras per LRV, including rearview). 

3. CCTV cameras installed on WES vehicle fleet (4 of 6 WES vehicles are equipped with CCTV, with 7 cameras each including rearview). 

Page ‐ 141


MAX Intrusion Detection System 

Current‐era best‐technology for intrusion detection systems are CCTV‐based intelligent video systems. This will be the type of intrusion detection 

system installed on the Willamette River Transit Bridge and Harbor Structure under the PMLR light rail extension project. Replacement/upgrade of 

TriMet's existing MAX intrusion detection systems is planned to follow the PMLR installations, in FYs16‐17. Order‐of‐magnitude cost estimate for 

the upgrade is $5,000 per portal. 


ITEM REQUIRED 


MAX Intrusion Detection Systems 

QUANTITY 

ACTION 

NEEDED 

Robertson Tunnel 1 8 System 

Upgrade 

Vanport Bridge 2 2 

I-205/Division 3 2 


NEEDED 



2016 1999 to 2009 14 to 4 10/15 

OPTIMUM 

REPLACEMENT 


Good-2 to 

Fair-3 


TOTAL 

$60,000 $60,000 

Total MAX Intrusion Detection Systems. . . . $0 $0 $60,000 $0 $0 $60,000 

NOTES: 

1. Robertson Tunnel Intrusion Detection includes infrared motion detectors, logic controller, alarm lights and audio, interface to Rail OCC, supplemented by CCTV; at each of 8 

tunnel portals. 

2. Vanport Bridge Intrusion Detection includes infrared laser scanning detection, alarm lights and audio, interface to Rail OCC, supplemented by CCTV; at each end of bridge. 

3. I‐205/Division Undercrossing Intrusion Detection includes infrared laser scanning detection, alarm lights and audio, interface to Rail OCC; at each end of the undercrossing. 

TriMet Facilities Access Control System (TRACS) 

"Add and Replace": Equip additional doors and gates at TriMet facilities, as‐needed to improve security. Replace end‐of‐life components of the 

TRACS system as‐needed. 


ITEM REQUIRED 


TriMet Facilities Access Control 

System (TRACS) 

QUANTITY 

Door and gate TRACS readers 373 

TRACS Server 1 

etc. 

ACTION 

NEEDED 

Add and 

Replace 


NEEDED 



REPLACEMEN 

T 


FY14- 

FY18 

TOTAL 


ongoing 1997 to 2012 16 to 1 10/20 good-2 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 

Total TriMet Facilities Access Control System (TRACS). . . . 

$20,000 $20,000 $20,000 $20,000 $20,000 $100,000 

Page ‐ 142

Capital Asset Management & Investment Program Technology Systems Technology Equipment Systems 

Asset Category – Technology Systems – Technology Equipment Systems 

Desktop Systems 

The Desktop Systems are broken up into five areas. Following is a brief description of each area along with planned replacements or upgrades. In the 

tables that ensue, all condition assessments are based on age of asset or using the following scale: 

1 – New or Excellent 

2 – Good 

3 – Fair 

4 – Aging 

5 – Replace or Retire 

Personal Computer Desktops & Monitors & Networked Printers 

Personal Computers (PCs) and Monitors for agency staff are replaced on a five year cycle. Each year 200 PCs, approximately 50 monitors and 25 

printers are replaced by IT technicians. New systems usually mean greater memory capacity and improved speed as technology advances. Monitors 

and printers are replaced when failure occurs or repair is no longer cost effective. Condition of asset is directly linked to age of asset. 

ITC Functional Area Category: IT FOUNDATION FISCAL FISCAL REPLACE- FY 

ITC Subcategory: DESKTOP COMPUTING QTY ACTION YEAR YEAR OF CURRENT MENT CONDITION FY14 FY15 FY16 FY 17 FY18 2014-2018 

NEEDED NEEDED PURCHASE AGE CYCLE TOTALS 

DESKTOP SYSTEMS 

Desktop PC's - estimated replacement cost $ 800 ea. 1000 Upgrade 2014 on going 2009-2012 1 to 5 years 5 years 5 to 1 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 800,000 

Desktop Monitors - estimated replacement cost $200 ea. 1000 Upgrade 2014 on going 2009-2012 1 to 5 years 5 years 5 to 1 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ 70,000 

Network Printers 140 Replace 2014 on going 2009-2012 1 to 5 years 5 years 5 to 1 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 

Desktop Systems Total $ 224,000 $ 224,000 $ 224,000 $ 224,000 $ 224,000 $ 1,120,000 

Operating System (OS) Software 

Support for the current OS will be terminated by Microsoft in November 2014. As PCs are replaced, the OS is upgraded to Windows v.7. All 

remaining PCs will need to be manually upgraded prior to support termination. Condition of asset is fair. 

Virtualization of Shared PCs ‐ There are several PCs throughout the agency that users can log into when they are not at their desk allowing them to 

respond to emails or work at different locations. Virtualization of these PCs will make them more usable for staff as they move from location to 

location. 

Page ‐ 143


Desktop Systems (continued) 




Operating System (OS) Software 

Virtualization of Shared PCs Upgrade 2014 unknown $ 50,000 

$ 50,000 

Upgrade to Windows 7 Upgrade 2014 2004 9 varies 3 $ 250,000 

$ 250,000 

Operating System (OS) Software Total $ 300,000 $ - $ - $ - $ - $ 300,000 

Rail Control Desktops 

Rail Control systems, like agency systems, are on a 5 year replacement schedule. The rail system, due to its critical function, has additional 

requirements. Remote systems are provided at rail stations for operators to report for work and print out train orders. Special monitors for training and 

control stations are used to display the unique rail control system. 




Rail Control Desktops 

PC's ( P4 2.4 GHZ's ) Rail Control $800 ea. 19 Upgrade 2018 2013 0 5 years 1 $ 15,200 $ 15,200 

PC's ( P4 2.4 GHZ's ) Remote Workstations $800 ea. 15 Upgrade 2018 2013 0 5 years 1 $ 12,000 $ 12,000 

Tools Laptop 1 Upgrade 2018 2013 0 5 years 1 $ 1,500 $ 1,500 

Remote Workstation Monitors 19 Replace 2021 2012 1 9 years 1 $ 

- 

Samsung 570DX 17 Replace 2015 2008 5 7 years 2 $ 128,000 

$ 128,000 

46" Samsung overview 2 Replace 2017 2009 4 8 years 3 $ 3,000 

$ 3,000 

30" Samsung overview 2 Replace 2017 2009 4 8 years 3 $ 2,500 

$ 2,500 

23" Training Room Monitors 16 Replace 2015 2008 5 8 years 5 $ 12,800 

$ 12,800 

20.1" Rail Control Dual Monitors 31 Replace 2022 2013 0 9 years 1 $ 

- 

Remote Workstation Printers - 600.00 each 15 Replace 2018 2013 0 5 years 1 $ 9,000 $ 9,000 

Training room/Control Printers 1000.00 each 4 Replace 2018 2013 0 5 years 1 $ 4,000 $ 4,000 

Rail Control Desktops Totals $ - $ 140,800 $ - $ 5,500 $ 41,700 $ 188,000 

CCTV System Desktops 

Systems specific to monitoring the CCTV cameras are provided in Dispatch and Control as well as at various security locations. These systems are on the 

same 5 year replacement schedule as agency systems. 




CCTV System Desktops 

PC's ( P4 2.4 GHZ's ) Dispatch/Control 9 Replace 2014 2009 4 5 years 4 $ 7,200 

$ 7,200 

20.1" LCD Monitor 18 Replace 2014 2009 4 5 years 4 $ 5,400 

$ 5,400 

CCTV System Desktops Totals $ 12,600 $ - $ - $ - $ - $ 12,600 

Page ‐ 144


Desktop Systems (continued) 

Maintenance System Desktops 

Maintenance systems are used for vehicle diagnosis and viewing of the online parts catalog. Items are on a 5 year replacement schedule. 




Maintenance Desktop Systems 

PCs on Carts - 800.00 each 10 Replace 2016 2011 2 5 years 2 $ 8,000 

$ 8,000 

Maintenance Laptops (1500.00 ea) 18 Replace 2018 2013 0 5 years 1 $ 27,000 $ 27,000 

Maintenance Laptops (1500.00 ea) 20 Replace 2014 2009 4 5 years 4 $ 30,000 

$ 30,000 

Maintenance Laptops (1500.00 ea) 18 Replace 2015 2010 3 5 years 3 $ 27,000 

$ 27,000 


$ 40,500 


$ 22,500 

Maintenance Desktop Systems Total $ 30,000 $ 27,000 $ 48,500 $ 22,500 $ 27,000 $ 155,000 

TOTAL FOR ALL DESKTOP SYSTEMS 

ITC Functional Area Category: IT FOUNDATION 

FY2014-2018 

FY14 FY15 FY16 FY 17 FY18 

ITC Subcategory: DESKTOP COMPUTING 

TOTALS 

DESKTOP SYSTEMS TOTAL $ 566,600 $ 391,800 $ 272,500 $ 252,000 $ 292,700 $ 1,775,600 

Page ‐ 145


Server Capital 

TriMet's Servers are the foundation for all the applications and data that make the agency run. Major applications and systems that run on these 

servers include Oracle HR and Payroll, Oracle Financials and Accounts Payable, Maintenance Management Information System (MMIS), Facilities 

Management Information System (FMIS), AIM ‐ Rail Control, Dispatch (CAD/AVL), Exchange Email, Hastus Scheduling, LIFT Reservation, Mapping 

applications, Web services, Intranet services, CCTV and storage for all the data these systems produce. Most of the equipment is on a 5 year 

replacement schedule. 

SUMMARY OF SERVERS 

FY14 FY15 FY16 FY17 FY18 FY2014-2018 

TOTALS 

Oracle Database Servers $ 240,000 $ - $ 165,000 $ 23,500 $ 2,000 $ 430,500 

Oracle Development Servers 60,000 - 14,000 15,000 - 89,000 

SQL and IIS database server - 10,000 - - - 10,000 

ATIS- trip planner - - - - 19,600 19,600 

Hastus - - - - 9,000 9,000 

Tabs + - - - - 12,000 12,000 

Trapeze4 - PASS - 26,000 - - - 26,000 

Fare Systems 6,500 - 21,250 25,000 - 52,750 

Rail Control System (AIM) 10,000 16,000 21,000 - 4,500 51,500 

Rail Communication Servers - - - - 20,000 20,000 

Rail Large Panel Overview Servers - - - - 30,000 30,000 

Rail Terminal Servers - - - - 27,000 27,000 

Rail Time Servers - 7,000 - - - 7,000 

Rail Audio / Video 7,000 - - - - 7,000 

CCTV Storage Systesm - - 180,000 - - 180,000 

CCTV Digital Video Recorders - - 21,000 36,500 31,500 89,000 

ASA System - - - - - - 

Network Backup - 330,000 23,000 206,500 9,000 568,500 

File Storage - - - - 200,000 200,000 

Domain Controllers 5,000 20,000 5,000 - - 30,000 

Faxing - - - 6,000 5,500 11,500 

Security System 6,500 - - - 5,000 11,500 

Virtual Servers - - - 87,500 220,500 308,000 

E-Mail systems 7,000 - 7,000 10,000 25,000 49,000 

IT Infrastructure and Monitoring 7,000 - 32,000 35,000 18,500 92,500 

TriMet Web - - - - 24,000 24,000 

GIS - - 12,000 - 30,000 42,000 

TriNet 7,000 - - 7,000 7,000 21,000 

Remote KVM and Power - - - 54,000 - 54,000 

SERVERS TOTAL $ 356,000 $ 409,000 $ 501,250 $ 506,000 $ 700,100 $ 2,472,350 

A more detailed breakdown of the servers may be found in the Appendix section of this document under Technology Equipment Systems. 

Page ‐ 146


Cable Plant 

Cable plant covers all low voltage wiring in TriMet facilities and network cabling that link the facilities together in a communications ring. The yearly 

budget allotment is earmarked for maintenance, repair and improvement. 

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- FY 

ITC Subcategory: CABLE PLANT YEAR OF ACTION YEAR MENT 2014 - 2018 

PURCHASE NEEDED NEEDED CYCLE 2014 2015 2016 2017 2018 TOTALS 

Cable Plant 

Cable Plant Voice & Data - Core Systems Varies Varies Replace 2014 Varies $ 80,000 $ 50,000 $ 30,000 $ 30,000 $ 30,000 $ 220,000 

Cable Plant TOTAL $ 80,000 $ 50,000 $ 30,000 $ 30,000 $ 30,000 $ 220,000 

Data Communications 

Routers, switches and wireless access points are what allows the various elements (PCs, telephones, fax machines, printers) of the WAN and LAN to 

"talk" to each other. Replacement schedules on these devices vary from 4 years to 10 or more years. 

SUMMARY OF DATA 


COMMUNICATIONS 

TOTALS 

Switches & Routers $ 123,000 $ 146,200 $ 275,200 $ 793,000 $ 456,300 $ 1,793,700 

Remote Access 56,000 6,000 6,000 6,000 6,000 80,000 

Wireless Network 129,000 34,100 115,000 36,000 10,000 324,100 

Management Tools 20,000 40,500 20,000 9,000 - 89,500 

DATA COMMUNICATIONS TOTAL $ 328,000 $ 226,800 $ 416,200 $ 844,000 $ 472,300 $ 2,287,300 

A more detailed breakdown of the servers may be found in the Appendix section of this document under Technology Equipment Systems. 

Page ‐ 147


Voice Systems 

In 2008, TriMet replaced their voice system with VOIP technology. This equipment provides all telephone, voice mail and voice recording to the 

agency. Condition is based on age. 

ITC Functional Area: IT FOUNDATION Qty FISCAL REPLACE- CURRENT FY 

ITC Subcategory: VOICE SYSTEMS YEAR OF ACTION YEAR MENT AGE CONDITION FY FY FY FY FY 2014-2018 


Telephone Service 

Center - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2014 5 5 5 $18,000 $18,000 

Center - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2014 5 5 5 $18,000 $18,000 

Center - Telephone Service - Cisco Unified Communications Manager 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

Center - Telephone Service - Cisco Unified Communications Manager 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

Nela - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2014 5 5 5 $18,000 $18,000 

Nela - Telephone Service - Cisco Unified Communications Manager 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

Ruby - PRI Gateway - Cisco 3845 T1 Router 1 2008 Replace 2014 5 5 5 $18,000 $18,000 

Ruby - Telephone Service - Cisco Unified Communications Manager 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

VOIP Phones & Analog Converters N/A N/A Replace 2014 N/A $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 

Port/Memory Expansion Varies N/A Upgrade 2014 N/A $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 

Total Telephone Service: $164,000 $40,000 $40,000 $40,000 $40,000 $324,000 

Voicemail Service 

Center - Voicemail - Cisco Unity Voice Mail Server 1 2009 Replace 2015 5 4 4 $13,000 $13,000 

Total Voicemail Service: $0 $13,000 $0 $0 $0 $13,000 

Other Voice Services 

Center - 238-RIDE & CAB - Cisco 7845 IPCC IVR 1 2009 Replace 2014 4 4 5 $13,000 $13,000 

Center - 238-RIDE & CAB - Cisco 7845 IPCC IVR 1 2009 Replace 2014 4 4 5 $13,000 $13,000 

Center - Emergency Responder Service - Emergency Responder Appliance 1 2011 Replace 2017 5 2 2 $3,800 $3,800 

Center - Emergency Responder Service - Emergency Responder Appliance 1 2011 Replace 2017 5 2 2 $3,800 $3,800 

Center - Call Reporting - Call Detail Reporting Software 1 2008 Replace 2014 5 5 5 $25,000 $25,000 

Center - Telephone Recording - Carin Audio Recording Software 1 2009 Replace 2020 10 4 2 $0 

Center - Telephone Recording - Carin Audio Recording Storage System 1 2009 Replace 2015 5 4 4 $10,000 $10,000 

Center - Telephone Recording - Carin Central Audio Recording Server 1 2009 Replace 2015 5 4 4 $8,000 $8,000 

Center - Telephone Recording - Carin Local Audio Recording Server 1 2009 Replace 2015 5 4 4 $8,000 $8,000 

Center - Telephone Recording - Carin Local Audio Recording Server 1 2009 Replace 2015 5 4 4 $8,000 $8,000 

Nela - Call Center ACD - Cisco 7845 IPCC IVR 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

Nela - Call Center ACD - Cisco 7845 IPCC IVR 1 2008 Replace 2014 5 5 5 $13,000 $13,000 

Nela - Call Center ACD - Wallboard Displays 4 2009 Replace 2015 5 4 4 $8,000 $8,000 

Total Other Voice Services: $77,000 $42,000 $0 $7,600 $0 $126,600 

Voice Systems TOTAL $241,000 $95,000 $40,000 $47,600 $40,000 $463,600 

Page ‐ 148


IT Security 

The security category of Technology CIP encompasses the firewalls which protect our network and sensors for intrusion detection. Condition of 

equipment is based on age. 

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT FY 

ITC Subcategory: IT SECURITY YEAR OF ACTION YEAR MENT AGE CONDITION FY14 FY15 FY16 FY17 FY18 2014-2018 


Center - Comm System Security - Cisco Access Control System SW 1 2008 Replace 2014 5 5 3 $ 12,000 

$ 12,000 

Center - Comm System Security - Cisco Access Control System SW 1 2008 Replace 2014 5 5 3 $ 12,000 

$ 12,000 

Center - Comm System Security - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 




















Center - Comm System Security - Cisco IPS 4240 Module 1 2004 Replace 2015 10 9 4 $ 7,200 

$ 7,200 

Center - Comm System Security - Cisco IPS 4240 Module 1 2004 Replace 2015 10 9 4 $ 7,200 

$ 7,200 

Center - Comm System Security - Cisco MARS Security Appliance 1 2008 Replace 2014 5 5 3 $ 53,000 

$ 53,000 

Center - Comm System Security - Cisco Security Manager SW 1 2008 Replace 2014 5 5 3 $ 4,000 

$ 4,000 

Center - Internet Security - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 5 3 $ - 

Center - Internet Security - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 5 3 $ - 

Center - Internet Security - Cisco ASA 5540 Firewall 1 2006 Replace 2015 8 7 2 $ 11,000 

$ 11,000 

Center - Internet Security - Cisco ASA 5540 Firewall 1 2006 Replace 2015 8 7 2 $ 11,000 

$ 11,000 

Center - ITS Network Security - Cisco IPS 4240 Module 1 2010 Replace 2021 10 3 4 $ - 

Center - PCI System Security - Cisco ASA 5510 Firewall 1 2009 Replace 2018 8 4 3 $ 5,000 $ 5,000 

Center - PCI System Security - Cisco ASA 5510 Firewall 1 2009 Replace 2018 8 4 3 $ 5,000 $ 5,000 

Center - Remote Access Services - Cisco PIX 525 firewall 1 2010 Replace 2019 8 3 4 $ - 

Center - Remote Access Services - Cisco PIX 525 firewall 1 2010 Replace 2019 8 3 4 $ - 

Holladay - Intrusion Prevention - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 5 3 $ - 

Nela - Intrusion Prevention - Cisco 4260 IPS Sensor 1 2008 Replace 2019 10 5 3 $ - 

Ruby - Comm System Security - Cisco ASA 5520 Firewall 1 2009 Replace 2018 8 4 3 $ 8,000 $ 8,000 

Ruby - Comm System Security - Cisco ASA 5520 Firewall 1 2009 Replace 2018 8 4 3 $ 8,000 $ 8,000 

Ruby - North - Comm System Security - Cisco IPS 4240 Module 1 2010 Replace 2021 10 3 4 $ - 

Center - Spare - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Center - Spare - Cisco ASA 5505 Firewall 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Security Device Memory Upgrades Varies N/A Upgrade 2014 N/A N/A N/A $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 

IT Security TOTAL $ 86,000 $ 41,400 $ 5,000 $ 5,000 $ 73,000 $ 210,400 

Page ‐ 149


Communications Environment Systems 

TriMet has a substantial investment in technology and technological equipment. Environmental monitoring equipment is needed to ensure that this 

investment is protected from overheating, water, and power disruptions. The Net Guardian provides an alert system notifying personnel when a 

threat is perceived. UPS unit ensure that power continues in the event of a power loss to facilities. Condition is based on age. 

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- FY 

ITC Subcategory: COMMUNICATION ENVIRONMENT SYSTEMS YEAR OF ACTION YEAR MENT CURRENT CONDITION 2014 - 2018 

PURCHASE NEEDED NEEDED CYCLE AGE 2014 2015 2016 2017 2018 TOTALS 

Environmental Monitoring 

Center - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Elmonica - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Holladay - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Merlo - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Nela - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Powell - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Ruby - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Washington Park - Alarm Reporting - Net Guardian 1 2002 Replace 2014 11 11 5 $ 5,000 

$ 5,000 

Total Environmental Monitoring: $ 40,000 $ - $ - $ - $ - $ 40,000 

Power Systems 

Center - Enterprise UPS - Powerware 9315-160 UPS 1 2000 Replace 2013 12 13 5 $ 150,000 

$ 150,000 

Center Maint. - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Distribution Center - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Elmonica - Enterprise UPS - APC SURT6000RMXLT3U UPS 1 2009 Replace 2022 12 4 2 $ - 

6th St. Facilities Maint. - Enterprise UPS - APC SUA750XL UPS 1 2013 Replace 2022 8 0 1 $ - 

Gresham Parking Garage - Alignment UPS - Dual-lite DL1.25K UPS 1 1998 Replace 2007 8 15 5 $ 1,250 

$ 1,250 

Holgate - Enterprise UPS - APC SURT3000XLT UPS 1 2009 Replace 2018 8 4 3 $ 3,000 $ 3,000 

Holladay - Enterprise UPS - Best Unity UPS 1 1996 Retire 2009 12 17 5 $ - 

Merlo Admin - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Merlo ATP - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Merlo Fuel/Wash - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Merlo Maint. Electrical Room - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Merlo Maint. Sup. Office - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Nela - Enterprise UPS - MGE 72-169802-42 UPS 1 1998 Replace 2011 12 15 5 $ 80,000 

$ 80,000 

Powell Admin - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Powell Admin Lunchroom - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Powell ATP - Enterprise UPS - APC SUA3000XL UPS 1 2005 Replace 2014 8 8 5 $ 3,000 

$ 3,000 

Ruby North - Enterprise UPS - Powerware 9315-80 UPS 1 2003 Replace 2014 10 10 5 $ 150,000 

$ 150,000 

Ruby North - Rail UPS - Powerware 9315-50 UPS 1 2000 Replace 2013 12 13 5 $ 100,000 

$ 100,000 

Ruby South - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

Ruby West - Enterprise UPS - APC SUA750XL UPS 1 2009 Replace 2018 8 4 3 $ 750 $ 750 

Sunset Parking Garage - Alignment UPS - Emergi-Lite 277SG UPS 1 1998 Replace 2007 8 15 5 $ 7,000 

$ 7,000 

Sunset Station - Platform UPS - Powerware PLUS 36 UPS 1 2008 Replace 2021 12 5 2 $ - 

TMC - Enterprise UPS - APC SUA750XL UPS 1 2009 Replace 2018 8 4 3 $ 750 $ 750 

Transit Police - Enterprise UPS - APC SUA2200XL UPS 1 2009 Replace 2018 8 4 3 $ 2,500 $ 2,500 

TTO - Enterprise UPS - APC SUA2200XL UPS 1 2010 Replace 2019 8 3 2 $ - 

Wilsonville Maint. - Enterprise UPS - APC SU1000XL UPS 1 2009 Replace 2018 8 4 3 $ 1,000 $ 1,000 

Zoo - Headhouse UPS - Powerware Plus 160 UPS 1 2003 Replace 2016 12 10 4 $ 128,000 

$ 128,000 

UPS Unit Network Monitoring Feature Varies N/A Upgrade 2014 N/A $ 15,000 

$ 15,000 

Battery Replacement/ Expansion Varies N/A Upgrade 2014 N/A $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 

Total Power Systems: $ 516,250 $ 10,000 $ 138,000 $ 10,000 $ 38,500 $ 712,750 

Communications Environment TOTAL $ 556,250 $ 10,000 $ 138,000 $ 10,000 $ 38,500 $ 752,750 

Page ‐ 150


Finance and Admin Systems 

The Finance and Admin Systems are broken up into four project areas. Following is a brief description of each project area along with a brief 

description: 

Finance/Procurement Digital Imaging System – Replacement and upgrade of docuware. System will be used to scan invoices and link in Oracle 

Financial system to allow for online approval of invoices. Requires modifications to oracle, provides consultant labor for implementation and 

provides replacement scanning equipment. 

Union Pay Rates in Oracle Payroll – Currently, pay rates for union employees are not housed in the oracle payroll system. This causes inefficiencies 

in processing and potential for errors. This project will allow for consulting labor to update the system to track union pay rates within the source 

financial system for payroll, Oracle. 

Develop and set up Reorder Point Planning – This project will allow for reorder point planning to automatically occur in the Oracle procurement 

system. This will allow for efficiencies in the ordering process projected to allow for cost savings, as emergency orders will decline. 

Agency Copier Capital Lease – Funding of replacement leases for agency copiers based upon end dates of existing capital leases. 


FINANCE AND ADMINISTRATION SYSTEMS OF ACTION MENT 2014-2018 


Finance/Procurement Digital Imaging System 1 2008 Replace 5 $ 600,000 

$ 600,000 

Union Pay Rates in Oracle Payroll 1 Replace 10 $ 170,000 

$ 170,000 

Develop and set up Reorder Point Planning 1 Upgrade $ 150,000 

$ 150,000 

Agency Copier Capital Lease Replace 45 $ 360,000 

$ 360,000 

FINANCE & ADMINISTRATION SYSTEMS TOTAL $ 920,000 $ 360,000 $ - $ - $ - $ 1,280,000 

Page ‐ 151


HR Systems 

The project request below provides funding for consulting resources in IT to lead and implement both employee and manager self service modules. 

Oracle employee self‐service allows employees to view and update their personal information, such as tax withholding, home address and benefits 

enrollment information. Manager Self Service gives managers online, real‐time access to the tools and information they need to oversee almost 

every aspect of their employees, including pay, performance, and professional development. By streamlining managerial tasks, eliminating 

paperwork, and minimizing the need for HR involvement, they can control costs, improve productivity, and provide greater access to important 

business data and processes. 

Qty YEAR FY 

HUMAN RESOURCES AND OF ACTION 2014-2018 

LABOR RELATIONS SYSTEMS PURCHASE NEEDED FY14 FY15 FY16 FY17 FY18 TOTALS 

ORACLE IMPROVMENTS 

Self Service - Manager $ 150,000 

$ 150,000 

Discipline Records - build Oracle Solution $ 100,000 

$ 100,000 

HUMAN RESOURCES & LABOR RELATIONS SYSTEMS TOTAL $ 250,000 $ - $ - $ - 

$ 250,000 

CIS Systems 

A priority of Customer Information Services (CIS) is to Deliver timely, accurate and relevant information to riders via static and dynamic content 

channels, providing customer what they want (and need), when they want it. A current project of CIS is to install digital information displays at all 

MAX platforms, not currently fitted with electronic displays, prioritized by boarding rides. 


CUSTOMER INFORMATION OF ACTION YEAR MENT 2014-2018 


Transit Tracker Displays - Blue & Red MAX lines 68 2012-18 $ 235,000 $ - 

$ 235,000 

CUSTOMER INFORMATION SYSTEMS TOTAL $ 235,000 $ - $ - $ - $ - $ 235,000 

NOTE: FY2014 includes the purchase of 20 signs with a contingency of $15,000. 

Page ‐ 152

Capital Asset Management & Investment Program Technology Systems Operator Training Equipment 

Technology System Projects – Operator Training Equipment 

Project Name: Operator Training Equipment Project ID: TBD 

Project Class: Technology Systems Priority: S 


Budgeted Dept: Information Technology Project Manager: Morgan, A. 


Purchase of a training simulator ($300,000) and development of virtual environment based on transit agency’s specific buses and local driving environment 

($100,000). 


Recertification training of Bus Operators with 3 or more PAs, refresher training of Bus Operations referred to Defensive Driving Evaluations (checkrides), and handson 

testing during training of new‐hire Bus Operators, are all most efficiently performed with a training simulator, increasing training productivity and accuracy. 

STATUS 

N/A 


Current Year $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 

$ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 

Page ‐ 153

Capital Asset Management & Investment Program Technology Systems Digital Sign CPU Retrofit 

Technology System Projects – Digital Sign CPU Retrofit 

Project Name: Digital Sign CPU Retrofit Project ID: TBD 

Project Class: Technology Systems Priority: SR, RoD 


Budgeted Dept: Information Technology Project Manager: Vitko, I. 


Equipment upgrade for Solari Digital Information Displays—retrofit CPUs 


TriMet is adding 54 Digital Information Displays over three years in a project to ensure that electronic messaging is available at all MAX platforms. In order to 

improve performance and presentation of customer information, the new displays and all future purchases will include a significant upgrade to the CPUs and server 

software. The current supply of 92 displays requires a major CPU retrofit in order to gain the benefits seen in the new displays; without the upgrade they will 

continue to encounter problems with graphics and video presentation of messaging and customer information. 

STATUS 

N/A 


Current Year $ 92,730 $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730 

$ 92,730 $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 92,730 $ ‐ $ ‐ $ ‐ $ ‐ $ 92,730 

Page ‐ 154

Capital Asset Management & Investment Program Technology Systems Call A Bus Replacement 

Technology System Projects – Call A Bus Replacement 

Project Name: Call A Bus Replacement Project ID: TBD 

Project Class: Technology Systems Priority: LSI 


Budgeted Dept: Information Technology Project Manager: Maercklein 


Call a Bus is a heavily used, unsupported customer service information system. This project request provides the funding for an external developer resource to 

complete the project. 


Call A Bus is a customer information technology that provides customers real time arrival information from their phone. This system processes over 1M calls per 

month. As it is unsupported, if the system no longer function, the adverse impact on TriMet customers, and in turn, TriMet’s reputation, would be significant. IT 

projects that it will take a developer 9 – 12 months of development to complete the rewrite. Internal IT resources are insufficient to meet the demands for IT 

support in FY14. This project is more easily contracted out to external IT resources. 

STATUS 

N/A 


Current Year $ 225,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 225,000 

$ 225,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 225,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 225,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 225,000 

Page ‐ 155

Capital Asset Management & Investment Program Technology Systems Disaster Recovery Network Upgrades 

Technology System Projects – Disaster Recovery Network Upgrades 

Project Name: Disaster Recovery Network Upgrades Project ID: TBD 

Project Class: Technology Systems Priority: S, LSI 


Budgeted Dept: Information Technology Project Manager: White, R. 


Upgrade Data Network Components to support system redundancies between Center St and Ruby Junction server rooms for mission critical systems. 


STATUS 

N/A 


Current Year $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 

$ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 

Page ‐ 156

Capital Asset Management & Investment Program Technology Systems Ruby Server Room Improvements 

Technology System Projects – Ruby Server Room Improvements 

Project Name: Ruby Server Room Improvements Project ID: TBD 



Budgeted Dept: Information Technology Project Manager: Fouts 


Refurbish Server room infrastructure to support required server room equipment. 


Current conditions at Ruby are not adequate to support the level of service required. As part of a long term plan to maintain Ruby as the redundant failover site for 

TriMet’s mission critical systems, the room needs to be readied by upgrading power, wiring and room conditioning. 

STATUS 

N/A 


Current Year $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 

$ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 

Page ‐ 157

Capital Asset Management & Investment Program Technology Systems Single Sign On 

Technology System Projects – Single Sign On 

Project Name: Single Sign On Project ID: TBD 



Budgeted Dept: Information Technology Project Manager: Baylor 


An important feature needed for the Employee Self Service Project is for the employee to have the ability to sign on once to access the Oracle self service 

applications from external devices. This project creates a single sign on for Employee Service by purchasing the licenses from Oracle. A one‐time only purchase, 

there will be annual maintenance fees which would be about 20% of the total cost. 


In FY14, IT will be adding Oracle application Employee Self Service to the TriNet site for the purpose of replacing several employment related paper processes with 

automated process. This application will vastly facilitate employees ability to easily conduct and complete employment related business transactions independently 

from home, or the office. Two of the features include access to electronic pay slips and to enroll in a benefit plan. All Agency employees will be accessing the 

application at least every other week to view their pay slips and once a year to enroll in a benefit plan. In addition to increasing the reliability of the data, 

simplification of the process, it will also decrease the administrative workloads associated with the current process. However, it is equally important that the process 

for accessing the application must be as simplest method as possible. The first step in this process is provide them the ability to sign in once to access the employee 

self service. 

STATUS 

N/A 


Current Year $ 230,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 230,000 

$ 230,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 230,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 230,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 230,000 

Page ‐ 158

Capital Asset Management & Investment Program Technology Systems Time Clock Replacement 

Technology System Projects – Time Clock Replacement 

Project Name: TimeClock Replacement Project Project ID: TBD 



Budgeted Dept: Information Technology Project Manager: Maercklein, D. 


Replace outdated, manual time clocks and paper time cards with time and attendance system. Allow employees to clock in and out with their employee badge or 

other means of identification. Report employee hours in an easy to use format for management and timekeeping purposes. Eliminate time card errors, and provide 

better hours of service information. 


Our current clocks are old and no longer repairable. Parts are no longer made for them. Introducing different manual clocks would require that we use a new format 

of time card. It is undesirable to have to design time card printing and processing around two formats of time cards. 

Approximately 600 employees currently use a manual time clock and paper time card as their timekeeping method. The paper time cards must be printed, 

separated, sorted and distributed each week. When they are turned in they go through a manual process of work hours, absence and overtime verification. The 

process is very labor intensive and thus expensive. 

Modern time clocks include new ways to prevent employees from punching in for each other. 

Introducing networked, modern time clocks would save time and money for the agency. 

STATUS 

N/A 


Current Year $ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 

$ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 

Page ‐ 159

Capital Asset Management & Investment Program Technology Systems E‐Citation 

Technology System Projects – E‐Citation 

Project Name: E‐Citation Project ID: TBD 



Budgeted Dept: Safety, Security, and Environmental Services Project Manager: Saporta 


E‐Citation is a wireless mobile application that automates the citation process that produces TriMet citations, warnings, and exclusions in an electronic format using 

hand‐held devices. Field Supervisors and Transit Police Officers would use the system. 

The system is designed to transmit citations to the courts (Multnomah, Washington, & Clackamas Counties) whenever a wifi connection is available or at the end of 

the day when the device is cradled. All three Courts currently use the e‐citation process. The system is designed to replace the manual paper process of issuing 

citations and auto‐populates the citation information on an individual by scanning the individual’s drivers license or other ID card with a bar code. Information may 

also be manually entered if ID is not available. Pull‐down option fields allow the Supervisor to select which violation category to use. A copy of the violation is 

handed to the individual, using a portable printer. At the end of the shift, the Supervisor would complete the narrative pages that were not completed in the field. 

For exclusions, the Supervisor would select the appropriate electronic form on the hand‐held device and scan the violator’s ID, as above. Once the data is entered, 

the supervisor utilizes pull down menus to compete the entry and then enters the narrative of events or does so at the end of the shift. The electronic storage of 

exclusions makes the information available to the Exclusions Administrator quicker than if mailed and eliminates the need to fax narratives. Time is saved at the end 

of the shift. Supervisors are currently required to copy, scan, or fax exclusions within 48 hrs of issuance. 

Additionally, a software interface will be developed allowing for the devices to link to the Law Enforcement Database (LEDS), TPD officers only, to check for 

outstanding warrants and existing violations and exclusions in FINS (Supervisors and TPD). Approximately 150 FINS queries are made each day, with queries ranging 

from 30 seconds to 2 minutes. Using an average of 1 minute per query, Control allocates approximately 2 hours of each day to FINS queries alone. 

Currently 1.5 FTE process approximately 3,000 warnings, citations, and exclusions monthly. With the increase in the fare inspection activities, and anticipated 

increase in ridership, the number of warnings, citations, and exclusions is expected to increase, requiring additional staff. 

Total project: $220,324 

Software: $100,140 

Ticket, Warning, & Exclusion forms on 18 devices 

The ability to run LEDS queries on 6 for law enforcement personnel. Query return data can be auto‐populated to the forms for easier form completion. 

Export of the ticket data to 1 of 3 court systems. 

Export of the ticket data to FINS – assuming the IT staff can accept/parse a full XML or csv dump for import into FIN. 

Export of the Exclusion for data and Warning form data to FINS – same assumption as the ticket data. 

Hardware and paper: $74,044 

18 Motorola handheld devices, plus cables and cradles. (10 Supervisor units, 6 TPD units, 2 spares) 

18 Zebra RW420 printers with Bluetooth. (10 Supervisor units, 6 TPD units, 2 spares) 

Page ‐ 160


Technology System Projects – E‐Citation (continued) 





PROJECT DESCRIPTION (continued) 

3 year no fault warranties on handheld devices and printers. 

2 cases of paper and all shipping fees. 

Train the Trainer Training: $350 

Remote training (via web and phone) to train IT or appropriate staff to use and provide level 1 support. 

Services: $26,622 

Includes Professional Services for scofflaw functionality (60 hours). 

Includes total project Implementation Services. 

Includes Project Management. 

Annual Maintenance: $19,168 

Includes Technical Support on software and non‐material change requests. 


Provide the reasoning for the project. 

1. Eliminate at least .5 FTE 

2. Number of warnings, citations, and exclusions are expected to increase with the addition of Supervisors and Fare Inspection staff. 

3. Eliminates or greatly reduces hard copy citations/warning/exclusion forms. 

4. Eliminates or minimizes data entry errors and data entry time. TriMet personnel and County courts currently perform data entry manually. 

5. Eliminates deciphering of handwriting, thus reducing errors. 

6. Ensures violations and exclusions are entered within required timeframes. 

7. Eliminates mailing, scanning, or faxing of citations and exclusions between TriMet offices and courts. 

8. Less time is spent entering violator’s information. 

9. Eliminates radio checks for warrants (TPD only) and existing violations and exclusions (Supervisors and TPD), thus reducing radio time. 

10. Eliminates time lag in entry of data. Violation and exclusion data would be continually up to date. 

11. Information is available immediately as it would be stored on the server and be retrieved quickly and provided to any authorized party (TPD, District 

Attorney, Field Operations, etc) 

12. Minimizes Supervisor overtime as completion of forms is expedited. 

13. Improves safety as less time is spent with violator. 

Page ‐ 161


Technology System Projects – E‐Citation (continued) 





STATUS 

There would be an annual licensing fee and equipment maintenance expenses. 


Current Year $ 220,324 $ ‐ $ ‐ $ ‐ $ ‐ $ 220,324 

$ 220,324 $ ‐ $ ‐ $ ‐ $ ‐ $ 220,324 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 220,324 $ ‐ $ ‐ $ ‐ $ ‐ $ 220,324 

Page ‐ 162

SECTION 7 – NEW/IMPROVED SERVICE


Capital Asset Management & Investment Program New/Improved Service BRT First Corridor – Powel – Division 

Bus Rapid Transit First Corridor – Powell – Division 

Project Name: BRT First Corridor – Powell – Division Project ID: TBD 

Project Class: New/Improved Service Priority: LSI 


Budgeted Dept: Public Affairs – Planning & Policy Project Manager: Lehto 


BRT service with new, dedicated buses implemented under Very Small Starts federal program. This will be a limited stop, all day service, with distinctive branding 

and customer information, providing faster service along an existing Frequent Service Bus corridor. Project includes shelters, stop improvements, new buses 

dedicated to the service, and targeted transit priority treatments. Corridor Study to determine alignment and treatment details begins July, 2013. 

Concept schedule: Begin corridor study July, 2013. LPA summer, 2014. Apply for Very Small Starts, Fall 2014. Design/Engineering and start procurement of vehicles 

2015. Construction 2016. 


Strong transit demand in the corridor, with potential for significant growth with factors like new housing being developed in the corridor, continued growth in central 

Gresham and the establishment of a full campus of PCC at 82 nd /Division in addition to continued growth in South Waterfront. 

The majority of the General Fund contribution is assumed to be repurposed funds already budgeted for replacement buses. Figures shown are placeholders until 

corridor is confirmed, and vehicle needs, and budget is refined. 

STATUS 

N/A 


Current Year $ 100,000 $ 6,000,000 $ 20,000,000 $ 15,000,000 $ ‐ $ 41,100,000 

$ 100,000 $ 6,000,000 $ 20,000,000 $ 15,000,000 $ ‐ $ 41,100,000 


Federal Share $ 100,000 $ 6,000,000 $ 20,000,000 $ 15,000,000 $ ‐ $ 41,100,000 


‐ 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 100,000 $ 6,000,000 $ 20,000,000 $ 15,000,000 $ ‐ $ 41,100,000 

Page ‐ 165

Capital Asset Management & Investment Program New/Improved Service Tigard Park & Ride Expansion – Land Acquisition 

Tigard Park & Ride Expansion – Land Acquisition 

Project Name: Tigard Park & Ride Expansion: Land Acquisition Project ID: TBD 

Project Class: New/Improved Service Priority: LSI 


Budgeted Dept: TBD Project Manager: TBD 


Acquisition of 0.8‐acre property adjacent to the existing TriMet park and ride lot along Pacific Highway (99W). 


This acquisition would allow expansion of the existing park and ride lot and land for potential Barbur LRT, but more importantly provides street frontage for the lot, 

which would be used for an enhanced bus stop and a future High Capacity Transit or Bus Rapid Transit station. This lot now sits below and out‐of‐sight from Pacific 

Highway. The adjacent site is undeveloped. While this is not an urgent project, it takes advantage of an opportunity and is fully consistent with TriMet’s park and ride 

policy and the service development plans in this corridor. 

This project creates a new “super” bus stop and some additional parking which would have to be maintained. Timing has been moved back to FY2016 to be 

consistent with schedule for ongoing Southwest Corridor planning efforts led by the region, which includes transit improvements along with all other modes as 

potential recommendations. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 750,000 $ ‐ $ ‐ $ 750,000 

$ ‐ 

‐ $ 750,000 $ ‐ $ ‐ $ 750,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TriMet Share $ ‐ ‐ $ 750,000 $ ‐ $ ‐ $ 750,000 

Other Source $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 750,000 $ ‐ $ ‐ $ 750,000 

Page ‐ 166

Capital Improvement Program New/Improved Service Willamette Shore Trolley Program 

Willamette Shore Trolley Program 

Project Name: Willamette Shore Trolley Program Project ID: 5581 

Project Class: New/Improved Service Priority: Safety 

Start Date: 7/1/2013 Completion Date: 6/30/2014 and on‐going Project Type: Operating 



TriMet participates in the regional efforts of the Willamette Shore Consortium to preserve this right of way for future provision of public transportation to Lake 

Oswego from the Riverplace district. Preservation and conversion of this right of way is a regional priority, reflected in the 2020 Regional Transportation Plan. 


TriMet works with the City of Lake Oswego (LO) to maintain and preserve this right‐of‐way along the Willamette River. Usual annual maintenance includes 

inspection, track upgrade, tunnel repair or other structural and right‐of‐way upkeep. In addition, usual annual activities may include development of more 

significant maintenance project scopes. 

More substantial trestle maintenance work under a funding agreement with LO in FY14 is anticipated. In FY 2014 TriMet may incur additional expenses regarding real 

property ownership, rights and associated legal costs. These potential costs of $75,000 are reflected in the TriMet share. 

STATUS 

N/A 


Current Year $ 325,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 525,000 

$ 325,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 525,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ 325,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 525,000 

Page ‐ 167

Capital Asset Management & Investment Program New/Improved Service STIP – Barbur – Hwy 99W 

STIP – Barbur – Hwy 99W Corridor & Access to Transit 

Project Name: Barbur – 99W Corridor Safety & Access to Transit Project ID: TBD 

Project Class: New/Improved Service Priority: S 


Budgeted Dept: TBD Project Manager: Lehto 


Improve bus stops, construct sidewalks, enhance crossings, install signal priority and transit operation improvements on and connecting to Barbur‐99W between 

Portland and Sherwood. Specifically, the project would build bus stop landing pads and shelters and connect bus stops to sidewalks. Rapid flash beacons would be 

installed to improve safety at non‐signalized crossings. Signal priority and operational treatments would decrease travel times. Pedestrian network and connections 

to transit and regional trails would be improved in Tigard & Tualatin. 


Barbur‐99W is 4‐6 lanes with a maximum speed of 45 mph. TriMet lines 12, 64, and 94 serve the corridor with more than 35,000 weekly rides. Sidewalk and basic bus 

stop amenities are lacking in much of the corridor. Because of high speeds, crossing the corridor to a bus stop can be dangerous and safe bicycle access is limited. As 

employment and housing in the area grow, traffic congestion will increase, making transit less attractive by slowing travel times and lowering on‐time performance. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 920,400 $ 495,600 $ ‐ $ 1,416,000 

$ ‐ $ ‐ $ 920,400 $ 495,600 $ ‐ $ 1,416,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 825,875 $ 444,702 $ ‐ $ 1,270,577 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 920,400 $ 495,600 $ ‐ $ 1,416,000 

Page ‐ 168

Capital Asset Management & Investment Program New/Improved Service STIP – Cornell‐Evergreen‐229 th 

STIP – Cornell‐Evergreen‐229 th Corridor Safety & Access to Transit 

Project Name: Cornell‐Evergreen – 229 th Corridor Safety & Access to Transit Project ID: TBD 





Improve bus stops, construct landing pads, enhance crossings, and installing signal priority on Cornell Rd., Evergreen Pkwy., and 229 th Ave. in Beaverton, Hillsboro, 

and Washington county. Specifically, TriMet intends to install concrete landing pads between the sidewalks and curbs at 50 bus stops, rapid flash beacons (RFB) with 

striping at 3 non‐signalized crossing locations, and transit signal priority at 3 intersections. 


The corridors are 3‐5 lanes wide with a maximum speed of 45 mph. TriMet’s lines 47 and 48 serve the corridors with an average of more than 2,500 weekly rides. 

There are 50 bus stop locations that have landscaping between the sidewalks and the curbs. Customers with mobility devices can’t access the transit service due to 

this gap in the pedestrian system. Also, able bodied customers must walk through wet grass or mud or enter the street when stepping on and off the bus. Some bus 

stops on Cornell Rd. are located at unsignalized crossings. Due to high speeds, crossing the corridors can be dangerous. As housing and employment in the area grow, 

traffic congestion will increase, making transit less attractive by slowing travel times and lowing on‐time performance. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 422,500 $ 227,500 $ ‐ $ 650,000 

$ ‐ $ ‐ $ 422,500 $ 227,500 $ ‐ $ 650,000 


Federal Share $ ‐ $ ‐ $ 21,695 $ 11,682 $ ‐ $ 33,377 


Other Source $ ‐ $ ‐ $ 379,109 $ 204,136 $ ‐ $ 583,245 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 422,500 $ 227,500 $ ‐ $ 650,000 

Page ‐ 169

Capital Asset Management & Investment Program New/Improved Service STIP – Hwy 8 

STIP – Highway 8 Corridor Safety & Access to Transit 

Project Name: Highway 8 Corridor Safety & Access to Transit Project ID: TBD 





Improve bus stops, construct sidewalks, enhance crossings and install signal priority on and connecting to Highway 8 between 110 th Ave. in Beaverton and SW 209 th 

Ave. in Hillsboro. Specifically, the project would build bus stop landing pads and shelters and connect bus stops to sidewalks. Rapid flash beacons would be installed 

to improve safety and non‐signalized crossings near bus stops and signal and striping improvements would be made to help protect transit customers at signalized 

crossings. Signal priority and operational treatments at key intersections would decrease travel times. 


Highway 8 is 5‐7 lanes with a maximum speed of 45 mph. The project area runs through downtown Beaverton and low‐income parts of Aloha, Reedville and 

Hillsboro. The future South Hillsboro development will bring more than 10,000 new homes and a new town center to the corridor. Sidewalk and basic bus stop 

amenities are lacking on much of the highway, particularly on the south side of TV Hwy (OR‐8) due to a railroad right of way. Because of high speeds, crossing the 

corridor to a bus stop can be dangerous and safe bicycle access is limited. As the area grows, traffic congestion will increase, making transit less attractive by slowing 

travel times and lowering on‐time performance 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 1,134,900 $ 611,100 $ ‐ $ 1,746,000 

$ ‐ $ ‐ $ 1,134,900 $ 611,100 $ ‐ $ 1,746,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 1,018,346 $ 548,340 $ ‐ $ 1,566,686 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 1,134,900 $ 611,100 $ ‐ $ 1,746,000 

Page ‐ 170

Capital Asset Management & Investment Program New/Improved Service STIP – Main Street – Oregon City 

STIP – Main Street: 10 th ‐15 th Streets (Oregon City) 

Project Name: Main Street: 10 th Street – 15 th Street (Oregon City) Project ID: TBD 





TriMet is a Co‐Sponsor on this project. 

Leveraged STIP funding supports infrastructure improvements that encourage mixed‐use development and improved regional transportation by connecting existing 

transit modes and nodes. The final phase of a Connective Corridor in downtown Oregon City builds connections to a TriMet Transit Center and City park and ride 

integrating them as a nexus for transit. 

Improvements include: ADA accessibility, bicycle parking, illumination and safety ‐ open sight lines for vehicles and pedestrians. A connective corridor aligns transit 

infrastructure into an integrated multi‐modal system. Connecting transit (TriMet Transit Center), waterfront trails (Interweave) and the walkability of our downtown 

places a higher priority on transit solutions and leads to decreased single occupancy vehicle use. 


Partial funding for Oregon City’s Connective Corridor (Phase one, 2010‐2012), left transit components isolated and disconnected. In order for multi‐modal transit to 

well serve this community and region, connectivity needs to be improved from the City’s park & ride lot to the regional transit center and to our downtown core. 

Bike/Ped routes linking Oregon City with the commercial waterfront and trails need to be physically linked together. A TriMet Transit Center off 99E needs 

improvements for safety, access and to accommodate increased ridership driven by growing regional and downtown activity. Oregon City’s next steps will complete a 

connective corridor stitching together state and regional transit systems that converge in Oregon City’s 166 year‐old downtown. 

STATUS ‐ N/A 


Current Year $ ‐ $ ‐ $ 104,000 $ 56,000 $ ‐ $ 160,000 

$ ‐ $ ‐ $ 104,000 $ 56,000 $ ‐ $ 160,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 93,319 $ 50,249 $ ‐ $ 143,568 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 104,000 $ 56,000 $ ‐ $ 160,000 

Page ‐ 171

Capital Asset Management & Investment Program New/Improved Service STIP – Molalla Avenue – Oregon City 

STIP – Molalla Avenue – Beavercreek Rd to Hwy 213 (Oregon City) 

Project Name: Molalla Avenue – Beavercreek Rd to Hwy 213 (Oregon City) Project ID: TBD 






Molalla Avenue is a key route for all travel modes connecting the Oregon City Regional Center with Clackamas Community College. However, the segment from 

Beavercreek Road to OR 213 is uncomfortable, unwelcoming and at times unaccommodating for those walking, biking or accessing transit. With some of the highest 

population and employment densities in Oregon City adjacent to the corridor, the City, in partnership with TriMet, would like to encourage non‐motorized travel by 

reconfiguring the existing right‐of‐way to better accommodate all street users. The project would reduce the underutilized curb‐to‐curb pavement width to include 

continuous bike lanes, wider and continuous sidewalks, street furnishings, improved access management and more convenient and comfortable street crossings. 


Molalla Avenue from Beavercreek Road to OR 213 is a challenge for non‐motorized users. Excessive driveways reduce the efficiency of the street and sidewalk and 

bike lane gaps, coupled with inconvenient street crossings, put non‐motorized users in adverse conditions. Molalla Avenue currently functions as a barrier between 

residential and commercial land uses. Existing sidewalks are often curb‐tight and obstructed by utility poles or signage, further narrowing the sidewalk to widths 

inaccessible to wheelchairs. Street crossing opportunities are inconveniently spaced in relation to transit stops and other mid‐block activity generators. Overall, 

Molalla Avenue struggles to manage demand along the corridor and this project is needed to increase the efficiency of the existing right‐of‐way. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 94,936 $ 51,120 $ ‐ $ 146,056 

$ ‐ $ ‐ $ 94,936 $ 51,120 $ ‐ $ 146,056 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 85,186 $ 45,870 $ ‐ $ 131,056 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 94,936 $ 51,120 $ ‐ $ 146,056 

Page ‐ 172

Capital Asset Management & Investment Program New/Improved Service STIP – Powell‐Division 

STIP – Powell‐Division Corridor Safety & Access to Transit 

Project Name: Powell‐Division Corridor Safety & Access to Transit Project ID: TBD 





This project makes priority improvements for safety, access to transit and transit operations in the Powell & Division corridors, with current TriMet Frequent Service 

lines and a designated regional High Capacity Transit development corridor. It will focus on priority safety and access improvements identified by the project 

partners, adopted plans, and highlighted in TriMet’s Pedestrian Network Analysis. Improved safety, access, operations reliability and travel time provide immediate 

benefits and set the stage for future anticipated service increases in the corridor. Identified improvements could also be included in the scope of potential Powell‐ 

Division On‐Street Bus Rapid Transit project, which would present additional chance for using these STIP funds to leverage future improvements. 


The Powell Blvd (US26) – Division St (“Powell‐Division”) corridor is currently served by frequent service bus lines 4 and 9 and has numerous transfer points for 

crossing routes. Ridership in the combined corridor averages 71,000 riders per week. There are stretches of roadway without marked crossings, missing sidewalks 

and inaccessible bus stops. This project aims to enhance crossings in conjunction with bus stop improvements such as improved shelters and lighting to make taking 

transit a more attractive option. Also, this project aims to upgrade existing marked crosswalks to current standards and treatment technologies, which may include 

adding rapid flashing beacons where appropriate and supported by existing plans and project partners. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 1,216,800 $ 655,200 $ ‐ $ 1,872,000 

$ ‐ $ ‐ $ 1,216,800 $ 655,200 $ ‐ $ 1,872,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 1,091,835 $ 587,911 $ ‐ $ 1,679,746 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 1,216,800 $ 655,200 $ ‐ $ 1,872,000 

Page ‐ 173

Capital Asset Management & Investment Program New/Improved Service STIP – Transit Corridor Pedestrian Improvements 

STIP – Transit Corridor Pedestrian Improvements 

Project Name: Transit Corridor Pedestrian Improvements (Harrison St. & King Rd.) Project ID: TBD 






This Project will make ADA upgrades to sidewalks, ramps and crosswalks along the Harrison‐King corridor to create a safe and continuous network from McLoughlin 

Blvd and downtown Milwaukie to the east edge of the city. Current sidewalks and bus stops do not meet ADA standards and there is a need for additional safe 

crossings. ADA upgrades in the pedestrian network, and bus stop improvements will complement increased bus service levels and connections to the new light rail 

service in downtown Milwaukie. Bus service improvements envisioned with addition of Light Rail service in 2015 include frequent service (operating every 15 minutes 

or more seven days a week) on the McLoughlin/King Rd corridor between Clackamas Community College, downtown Milwaukie, and Clackamas Town Center. 


With the completion of Light Rail transit in Milwaukie, use of the Harrison‐King corridor is expected to intensify. Currently, sidewalks exist between McLoughlin and 

42nd Ave, but the ramps do not meet current ADA standards. East of 42nd Ave, along King Road, sidewalks are made of asphalt, are curb tight, and do not meet ADA 

all together as there are no ramped curb cuts. Pedestrian crossings are lacking throughout the entire stretch of this corridor, the City's primary cross‐city corridor. 

Revitalization of the city's neighborhood commercial areas also relies on pedestrian connections along this corridor (this corridor connects three neighborhood 

commercial centers to four neighborhoods). Improving pedestrian access from neighborhoods is one of the main needs found in a recent study. 

STATUS 

N/A 


Current Year $ ‐ $ ‐ $ 234,000 $ 126,000 $ ‐ $ 360,000 

$ ‐ $ ‐ $ 234,000 $ 126,000 $ ‐ $ 360,000 


Federal Share $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


Other Source $ ‐ $ ‐ $ 209,968 $ 113,060 $ ‐ $ 323,028 

TBD $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

$ ‐ $ ‐ $ 234,000 $ 126,000 $ ‐ $ 360,000 

Page ‐ 174

SECTION 8 ‐ APPENDIX


Capital Asset Management & Investment Program Appendix Summaries 

Vehicle Summary 


Total 


Fixed Route Buses 

Fixed Route Bus Replacements $ 26,295,002 $ 29,536,000 $ 26,670,000 $ 17,830,000 $ 17,830,000 $ 118,161,002 

Fixed Route Bus Components $910,195 1,936,795 2,753,998 1,811,210 1,637,068 9,049,266 

Bus Shop Equipment > $5,000 923,800 405,000 187,000 125,000 16,000 1,656,800 

Bus Maintenance Shop Equipment ≤ $5,000 259,850 207,400 115,000 90,895 58,550 731,695 

Project ‐ Merlo CNG Fleet Conversion ‐ 2,780,000 11,120,000 ‐ ‐ 13,900,000 

Project ‐ Drop‐Down Chains (183 buses) 311,500 329,000 ‐ ‐ ‐ 640,500 

Project ‐ Hybrid Buses for Expansion ‐ 573,200 2,292,800 ‐ ‐ 2,866,000 

Fixed Route Buses Subtotal $ 28,700,347 $ 35,767,395 $ 43,138,798 $ 19,857,105 $ 19,541,618 $ 147,005,263 

Light Rail Vehicles 

Light Rail Vehicle Replacements 

No LRV Replacements Until 2027 

Light Rail Vehicle Components $ 3,508,330 $ 3,113,505 $ 1,130,039 $ 511,396 $ 353,365 $ 8,616,635 

Light Rail Shop Equipment > $5,000 93,000 49,000 5,000 9,000 30,000 186,000 

Light Rail Shop Equipment ≤ $5,000 21,000 15,000 15,000 15,000 20,000 86,000 

Rail Equipment Maintenance 38,000 38,000 73,000 100,000 40,000 289,000 

Light Rail Vehicles Subtotal $ 3,660,330 $ 3,215,505 $ 1,223,039 $ 635,396 $ 443,365 $ 9,177,635 

ATP/LIFT Vehicles 

ATP‐LIFT Vehicle Replacements $ ‐ $ 4,385,500 $ 5,292,000 $ ‐ $ ‐ $ 9,677,500 

Light Rail Shop Equipment > $5,000 ‐ ‐ 30,000 65,000 40,000 135,000 

Light Rail Shop Equipment ≤ $5,000 4,000 ‐ 5,000 11,000 ‐ 20,000 

ATP/LIFT Vehicles Subtotal $ 4,000 $ 4,385,500 $ 5,327,000 $ 76,000 $ 40,000 $ 9,832,500 

Non‐Revenue Vehicles 

Non‐Revenue Vehicles > $5,000 $ 1,980,000 $ 1,640,000 $ 1,632,000 $ 1,328,000 $ ‐ $ 6,580,000 

Non‐Revenue Vehicles ≤ $5,000 ‐ 135,200 73,920 60,060 ‐ 269,180 

Non‐Revenue Shop Equipment ≤ $5,000 2,500 8,000 ‐ 3,000 ‐ 13,500 

Non‐Revenue Vehicles Subtotal $ 1,982,500 $ 1,783,200 $ 1,705,920 $ 1,391,060 $ ‐ $ 6,862,680 

Other Projects 

Automatic Train Stop (ATS) $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 

Positive Train Control 700,000 2,500,000 3,000,000 2,000,000 ‐ 8,200,000 

Type 1/2/3 LRVs Destination Signs Replacement 350,000 ‐ ‐ ‐ ‐ 350,000 

Other Projects Subtotal $ 1,550,000 $ 2,500,000 $ 3,000,000 $ 2,000,000 $ ‐ $ 9,050,000 


Grants $ (3,831,214) $ (5,850,000) $ (4,000,000) $ ‐ $ ‐ $ (13,681,214) 

Bond Proceeds (17,736,688) (26,000,000) (9,400,000) (9,700,000) (20,000,000) (82,836,688) 

TriMet (14,329,275) (15,801,600) (40,994,756) (14,259,561) (24,983) (85,410,175) 

Other ‐ ‐ ‐ ‐ ‐ ‐ 

PMLR ‐ ‐ ‐ ‐ ‐ ‐ 

Funding Sources Total $ (35,897,177) $ (47,651,600) $ (54,394,756) $ (23,959,561) $ (20,024,983) $ (181,928,077) 

VEHICLES GRAND TOTAL $ 35,897,177 $ 47,651,600 $ 54,394,756 $ 23,959,561 $ 20,024,983 $ 181,928,077 

Page ‐ 177


Maintenance of Way Summary 

Maintenance of Way FY14 FY15 FY16 FY17 FY18 

Total 


MOW Program 

Track & Structures $3,114,500 $1,332,500 $1,291,000 $1,209,800 $1,907,500 $ 8,855,300 

Overhead Catenary System $23,000 252,500 563,000 563,500 604,000 2,006,000 

Signals $220,000 170,000 199,000 301,000 412,500 1,302,500 

Substations $104,500 188,250 353,000 231,000 232,500 1,109,250 

FEM Communications ‐ 45,000 36,000 ‐ ‐ 81,000 

Maintenance of Way Subtotal $ 3,462,000 $ 1,988,250 $ 2,442,000 $ 2,305,300 $ 3,156,500 $ 13,354,050 

MOW Projects 

Conversion of MAX Track Switches $ ‐ $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 16,150,000 

Ruby Junction MOW Training Module 752,600 ‐ ‐ ‐ ‐ 752,600 

Steel Bridge Improvements 500,000 ‐ ‐ ‐ ‐ 500,000 

Kubota L Series 9 FT Backhoe 66,000 ‐ ‐ ‐ ‐ 66,000 

Non‐Revenue Vehicles Subtotal $ 1,318,600 $ 550,000 $ 3,500,000 $ 6,000,000 $ 6,100,000 $ 17,468,600 


Grants $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ 

TriMet (4,780,600) (2,538,250) (5,942,000) (8,305,300) (9,256,500) (30,822,650) 

Other ‐ ‐ ‐ ‐ ‐ ‐ 

TBD ‐ ‐ ‐ ‐ ‐ ‐ 


MAINTENANCE OF WAY GRAND TOTAL $ 4,780,600 $ 2,538,250 $ 5,942,000 $ 8,305,300 $ 9,256,500 $ 30,822,650 

Page ‐ 178


Facilities – Customer & Operations Summary 

Facilities ‐ Customer & Operations FY14 FY15 FY16 FY17 FY18 

Total 


Customer Facilities 

Bus Stop Development ‐ New Shelters $ 158,000 $ 166,000 $ 174,000 $ 194,000 $ ‐ $ 692,000 

Customer Information Services 30,000 55,000 55,000 55,000 80,000 275,000 

Neighborhood Shelters Replacement 30,000 30,000 30,000 30,000 30,000 150,000 

Neighborhood Shelters Refurbishment 100,000 100,000 100,000 108,000 108,000 516,000 

Bus Shelters 6,250 6,250 6,250 6,250 6,250 31,250 

Bus On‐Street Maintenance 100,000 100,000 100,000 100,000 100,000 500,000 

Bike to Transit Facilities 25,000 25,000 25,000 25,000 25,000 125,000 

Lloyd District Transit Tracker 10,000 10,000 10,000 10,000 ‐ 40,000 

Respond to ADA Audit 310,000 300,000 50,000 50,000 50,000 760,000 

Park & Ride Signage Share 25,000 25,000 25,000 25,000 25,000 125,000 

Renew the Blue 2,463,000 2,463,000 2,463,000 2,463,000 2,463,000 12,315,000 

Customer Facilities Subtotal $ 3,257,250 $ 3,280,250 $ 3,038,250 $ 3,066,250 $ 2,887,250 $ 15,529,250 

Operating Facilities 

Facilities Management 

Building Area/Components $ 981,496 $ 1,119,105 $ 1,504,061 $ 863,710 $ 259,500 $ 4,727,872 

Electrical Equipment & Systems 45,000 30,000 260,000 45,000 ‐ 380,000 

HVAC Equipment & Systems 463,076 506,779 249,600 140,798 ‐ 1,360,253 

Lifting Equipment & Systems 472,000 247,000 473,640 278,509 27,000 1,498,149 

Plumbing Systems ‐ 45,000 95,000 ‐ ‐ 140,000 

Safety/Hazmat Systems 6,193 ‐ 6,193 ‐ 6,193 18,579 

Site/Property Improvements 1,518,559 1,697,061 2,842,935 261,222 183,709 6,503,486 

Other Equipment & Systems 101,500 419,500 408,500 98,500 98,500 1,126,500 

Facilities Management Subtotal $ 3,587,824 $ 4,064,445 $ 5,839,929 $ 1,687,739 $ 574,902 $ 15,754,839 

Environmental 

All Facilities Maintenance Environmental $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 625,000 

Merlo UST Replacement 150,000 ‐ ‐ ‐ ‐ 150,000 

Storm Water UIC Program ‐ 250,000 500,000 500,000 250,000 1,500,000 

Environmental Subtotal $ 275,000 $ 375,000 $ 625,000 $ 625,000 $ 375,000 $ 2,275,000 

Center Street Bldg ‐ End of Life Maintenance $ 3,419,883 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,419,883 

Center Street Bldg ‐ First Floor Remodel 2,340,689 ‐ ‐ ‐ ‐ 2,340,689 

Line 8 & 17 Bus Turnaround & Layover Facility 400,000 500,000 900,000 

Union Station Area Bus Layover ‐ 1,750,000 ‐ ‐ ‐ 1,750,000 

Operating Facilities Subtotal $ 10,023,396 $ 6,689,445 $ 6,464,929 $ 2,312,739 $ 949,902 $ 26,440,411 


Grants $ (141,773) $ (198,303) $ (205,482) $ (223,428) $ (71,784) $ (840,770) 


General Fund (13,128,873) (9,771,392) (9,297,697) (5,155,561) (3,765,368) (41,118,891) 

Other (10,000) ‐ ‐ ‐ ‐ (10,000) 

TBD ‐ ‐ ‐ ‐ ‐ ‐ 

Funding Sources Grand Total $ (13,280,646) $ (9,969,695) $ (9,503,179) $ (5,378,989) $ (3,837,152) $ (41,969,661) 

FACILITIES ‐ CUSTOMER & OPERATIONS GRAND TOTAL $ 13,280,646 $ 9,969,695 $ 9,503,179 $ 5,378,989 $ 3,837,152 $ 41,969,661 

Page ‐ 179


Technology Systems Summary 

TECHNOLOGY SYSTEMS FY14 FY15 FY16 FY17 FY18 

Total 


Operations Control & Communication Systems 

Bus Dispatch System $ ‐ $ 385,000 $ 385,000 $ 385,000 $ ‐ $ 1,155,000 

Bus Dispatch System (capitalized labor/fringe) 68,447 ‐ ‐ ‐ ‐ 68,447 

FMIS/MMIS (capitalized labor/fringe) 40,512 ‐ ‐ ‐ ‐ 40,512 

LIFT Dispatch System ‐ 72,000 72,000 72,000 ‐ 216,000 

Rail Control & SCADA System (non‐PMLR) ‐ ‐ ‐ ‐ ‐ ‐ 

Radio & Microwave Communications System ‐ ‐ ‐ ‐ ‐ ‐ 

Operations Control & Communication Systems Subtotal $ 108,959 $ 457,000 $ 457,000 $ 457,000 $ ‐ $ 1,479,959 

Fare Systems 

Fare Equipment $ 5,200 $ ‐ $ 3,600 $ 4,700 $ ‐ $ 13,500 

Fare System Replacement Program 109,000 227,000 ‐ ‐ ‐ 336,000 

Electronic Fare Collection System 1,550,000 5,150,000 5,150,000 5,050,000 1,617,790 18,517,790 

E‐Fare System (capitalized labor/fringe) 37,398 ‐ ‐ ‐ ‐ 37,398 

Fare Pull Station 124,000 ‐ ‐ ‐ ‐ 124,000 

Fare Systems Subtotal $ 1,825,598 $ 5,377,000 $ 5,153,600 $ 5,054,700 $ 1,617,790 $ 19,028,688 

Security Equipment Systems 

Networked CCTV System $ 125,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,125,000 

Vehicle‐Borne CCTV Systems 664,800 664,800 664,800 664,800 664,800 3,324,000 

MAX Intrusion Detection Systems ‐ ‐ 60,000 ‐ ‐ 60,000 

TriMet Facilities Access Control Systems (TRACS) 20,000 20,000 20,000 20,000 20,000 100,000 

Security Equipment Systems Subtotal $ 809,800 $ 934,800 $ 994,800 $ 934,800 $ 934,800 $ 4,609,000 

Technology Equipment Systems 

Desktop Systems $ 566,600 $ 391,800 $ 272,500 $ 252,000 $ 292,700 $ 1,775,600 

Server Capital 356,000 409,000 501,250 506,000 700,100 2,472,350 

Cable Plant 80,000 50,000 30,000 30,000 30,000 220,000 

Data Communications 328,000 226,800 416,200 844,000 472,300 2,287,300 

Voice Systems 241,000 95,000 40,000 47,600 40,000 463,600 

IT Security 86,000 41,400 5,000 5,000 73,000 210,400 

Communications Environment Systems 556,250 10,000 138,000 10,000 38,500 752,750 

Finance and Admin Systems 920,000 360,000 ‐ ‐ ‐ 1,280,000 

Human Resource Systems 250,000 ‐ ‐ ‐ ‐ 250,000 

Human Resource Systems (capitalized labor/fringe) 47,296 ‐ ‐ ‐ ‐ 47,296 

Customer Information Systems 235,000 ‐ ‐ ‐ ‐ 235,000 

Technology Equipment Systems Subtotal $ 3,666,146 $ 1,584,000 $ 1,402,950 $ 1,694,600 $ 1,646,600 $ 9,994,296 

Other Projects 

Operator Training Equipment $ 400,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 400,000 

Digital Sign CPU Retrofit 92,730 ‐ ‐ ‐ ‐ 92,730 

Call‐A‐Bus Replacement 225,000 ‐ ‐ ‐ ‐ 225,000 

Disaster Reovery Network Upgrades 600,000 ‐ ‐ ‐ ‐ 600,000 

Ruby Server Room Improvements 150,000 ‐ ‐ ‐ ‐ 150,000 

Single Sign‐On 230,000 ‐ ‐ ‐ ‐ 230,000 

TimeClock Replacement 100,000 ‐ ‐ ‐ ‐ 100,000 

E‐Citation 220,324 ‐ ‐ ‐ ‐ 220,324 

Other Projects Subtotal $ 2,018,054 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,018,054 


Grants (non‐PMLR) $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 


General Fund (8,428,557) (8,352,800) (8,008,350) (8,141,100) (4,199,190) (37,129,997) 

Other ‐ ‐ ‐ ‐ ‐ ‐ 

PMLR ‐ ‐ ‐ ‐ ‐ ‐ 


Page ‐ 180


New/Improved Service Summary 

New/Improved Service FY14 FY15 FY16 FY17 FY18 

Total 


Projects 

BRT First Corridor $ 100,000 $ 6,000,000 $ 20,000,000 $ 15,000,000 $ ‐ $ 41,100,000 

Tigard Park & Ride Expansion ‐ ‐ 750,000 ‐ ‐ 750,000 

Willamette Shore Trolley Program 325,000 50,000 50,000 50,000 50,000 525,000 

Projects Subtotal $ 425,000 $ 6,050,000 $ 20,800,000 $ 15,050,000 $ 50,000 $ 42,375,000 

STIP Projects 

Barbur‐99W Corridor Safety & Access to Transit $ ‐ $ ‐ $ 920,400 $ 495,600 $ ‐ $ 1,416,000 

Cornell‐Evergreen‐229th Corridor Safety & Access to Transit ‐ ‐ 422,500 227,500 650,000 

Highway 8 Corridor Safety & Access to Transit ‐ ‐ 1,134,900 611,100 1,746,000 

Powell‐Division Corridor Safety & Access to Transit ‐ ‐ 1,216,800 655,200 1,872,000 

Main Street‐10th to 15th ‐ Oregon City (co‐sponsor) ‐ ‐ 104,000 56,000 160,000 

Molalla Avenue‐Beavercreek‐Hwy213‐Oregon City (co‐sponsor) ‐ ‐ 94,936 51,120 146,056 

Transit Corridor Pedestrian Improvements ‐ Milwaukie (co‐sponsor) ‐ ‐ 234,000 126,000 360,000 

STIP Projects Subtotal $ ‐ $ ‐ $ 4,127,536 $ 2,222,520 $ ‐ $ 6,350,056 


Grants $ (100,000) $ (6,000,000) $ (23,725,333) $ (17,005,949) $ ‐ $ (46,831,282) 


General Fund (125,000) (50,000) (1,202,203) (266,571) (50,000) (1,693,774) 

Other (200,000) ‐ ‐ ‐ ‐ (200,000) 

TBD ‐ ‐ ‐ ‐ ‐ ‐ 

Funding Sources Grand Total $ (425,000) $ (6,050,000) $ (24,927,536) $ (17,272,520) $ (50,000) $ (48,725,056) 

NEW/IMPROVED SERVICE GRAND TOTAL $ 425,000 $ 6,050,000 $ 24,927,536 $ 17,272,520 $ 50,000 $ 48,725,056 

Page ‐ 181


Combined Summary 

Capital Asset Management & Investment Program FY14 FY15 FY16 FY17 FY18 

Total 


Vehicles 

Fixed Route Buses $ 28,700,346 $ 35,767,395 $ 43,138,798 $ 19,857,105 $ 19,541,618 $ 147,005,262 

Light Rail Vehicles 3,660,330 3,215,505 1,223,039 635,396 443,365 9,177,635 

ATP/LIFT Vehicles 4,000 4,385,500 5,327,000 76,000 40,000 9,832,500 

Non‐Revenue Vehicles 1,982,500 1,783,200 1,705,920 1,391,060 ‐ 6,862,680 

Other Vehicle Projects 1,550,000 2,500,000 3,000,000 2,000,000 ‐ 9,050,000 

Vehicles Subtotal $ 35,897,176 $ 47,651,600 $ 54,394,756 $ 23,959,561 $ 20,024,983 $ 181,928,076 

Maintenance of Way 

Track & Structures $ 3,114,500 $ 1,332,500 $ 1,291,000 $ 1,209,800 $ 1,907,500 $ 8,855,300 

Overhead Catenary System 23,000 252,500 563,000 563,500 604,000 2,006,000 

Signals 220,000 170,000 199,000 301,000 412,500 1,302,500 

Substations 104,500 188,250 353,000 231,000 232,500 1,109,250 

Communications ‐ 45,000 36,000 ‐ ‐ 81,000 

Other MOW Projects 1,318,600 550,000 3,500,000 6,000,000 6,100,000 17,468,600 

Maintenance of Way Subtotal $ 4,780,600 $ 2,538,250 $ 5,942,000 $ 8,305,300 $ 9,256,500 $ 30,822,650 

Facilities ‐ Customer & Operations 

Customer Facilities $ 3,257,250 $ 3,280,250 $ 3,038,250 $ 3,066,250 $ 2,887,250 $ 15,529,250 

Operating Facilities 10,023,396 6,689,445 6,464,929 2,312,739 949,902 26,440,411 

Facilities ‐ Customer & Operations Subtotal $ 13,280,646 $ 9,969,695 $ 9,503,179 $ 5,378,989 $ 3,837,152 $ 41,969,661 

Technology Systems 

Operations Control & Communications Equipment $ 108,959 $ 457,000 $ 457,000 $ 457,000 $ ‐ $ 1,479,959 

Fare Systems 1,825,598 5,377,000 5,153,600 5,054,700 1,617,790 19,028,688 

Security Equipment Systems 809,800 934,800 994,800 934,800 934,800 4,609,000 

Technology Equipment Systems 3,666,146 1,584,000 1,402,950 1,694,600 1,646,600 9,994,296 

Other Projects 2,018,054 ‐ ‐ ‐ ‐ 2,018,054 

Technology Systems Subtotal $ 8,428,557 $ 8,352,800 $ 8,008,350 $ 8,141,100 $ 4,199,190 $ 37,129,997 

New Improved Service 

Other Projects $ 425,000 $ 6,050,000 $ 20,800,000 $ 15,050,000 $ 50,000 $ 42,375,000 

STIP Projects ‐ ‐ 4,127,536 2,222,520 ‐ 6,350,056 

New‐Improved Service Subtotal $ 425,000 $ 6,050,000 $ 24,927,536 $ 17,272,520 $ 50,000 $ 48,725,056 


Grants $ (4,072,987) $ (12,048,303) $ (27,930,815) $ (17,229,377) $ (71,784) $ (61,353,266) 

Bond Proceeds (17,736,688) (26,000,000) (9,400,000) (9,700,000) (20,000,000) (82,836,688) 

TriMet (32,363,747) (28,161,242) (57,436,656) (27,986,993) (13,096,851) (159,045,489) 

Other (8,638,557) (8,352,800) (8,008,350) (8,141,100) (4,199,190) (37,339,997) 

PMLR ‐ ‐ ‐ ‐ ‐ ‐ 


CAPITAL ASSET MANAGEMENT & INVESTMENT GRAND TOTAL $ 62,811,979 $ 74,562,345 $ 102,775,821 $ 63,057,470 $ 37,367,825 $ 340,575,440 

Page ‐ 182

Capital Asset Management & Investment Program Appendix Fixed Route Buses 

Projected Bus Replacement Schedule 

TABLE 1A. FIXED ROUTE BUSES - ACTIVE FLEET 2014 

BUS FY BUS FLEET BUS MAKE & AGE REPLACE BUSES ACTIVE FLEET SIZE AT FISCAL YEAR END 

FLEET ACQ LNGTH SIZE DESCRIPTION FY14 END FY 11/7/12 2014 2015 2016 2017 2018 

37 1991 40 63 Gillig 1400s 23 2014 22 21 0 0 0 0 

38 1991 30 30 Gillig 1600s 23 2013 10 10 0 0 0 0 

39 1991 30 13 Gillig 1600s 23 2013 6 6 0 0 0 0 

40 1992 40 108 FlxMetro 1700's 22 2014 44 0 0 0 0 0 

41 1993 30 10 FlxMetro 1900's 21 2013 6 6 0 0 0 0 

44 1995 40 27 FlxMetro 1800's 19 2014 25 0 0 0 0 0 

46 1998 40 22 New Flyer (Low Floor) 16 2017 22 22 5 0 0 0 

47 1998 40 60 Gillig 2100s 16 2017 60 60 60 1 0 0 

48 1998 40 5 Gillig 2100s 16 2017 5 5 5 5 0 0 




53 2002 40 2 New Flyer (Diesel-Electric) 12 2022 0 0 0 0 0 0 





58 2012 40 51 Gillig (Low Floor) 2 2029 51 51 51 51 51 51 

59 2012 40 4 Gillig (Low Floor BAE Hyb) 2 2029 4 4 4 4 4 4 

60 2013 40 70 Low Floor 1 2030 0 70 70 70 70 70 

61 2014 30 25 Low Floor 0 2030 0 0 25 25 25 25 

62 2014 40 35 Low Floor 0 2031 0 0 35 35 35 35 

63 2015 40 4 Low Floor (Super Hybrids) 0 2032 0 0 0 4 4 4 

64 2015 40 40 Low Floor 0 2032 0 0 0 60 60 60 

65 2016 40 40 Low Floor 0 2033 0 0 0 0 60 60 

66 2017 40 40 Low Floor 0 2034 0 0 0 0 0 40 

Total Fleet Size (Without Expansion or Special Services* Buses) 591 591 591 591 591 591 

Page ‐ 183


Projected Bus Replacement Schedule (continued) 

ACTIVE FLEET CONTINUED 

Weighted Average Replacement Fleet Age At Year End 10.92 9.81 8.96 8.32 8.16 

Weighted Average Active (Replacement + Expansion) Fleet Age At Year End 10.92 9.81 8.96 8.32 8.13 

Low Floor Fleet (w/o Expansion Buses) => 413 483 526 585 591 591 

Standard (High Floor) Fleet (w/o Expansion Buses) => 178 108 65 6 0 0 

Replacement Buses 40 60 60 60 40 

Expansion Buses 0 0 0 0 2 

Total Buses Purchased 40 60 60 60 42 

Average # of Buses Purchased Annually: 45 

Average # of Replacement Buses Annually: 44 

Total Fleet Size Including Expansion Buses 591 591 591 591 593 

Current 

FLEET REQUIRED 11/7/12 2014 2015 2016 2017 2018 

Annual Service Expansion => 0.50% 0.50% 0.50% 0.50% 0.50% 

Weekly Bus Vehicle Hours 36374 36556 36739 36922 37107 37292 

Estimated Peak Pullouts 495 495 500 503 505 507 

Spares 83 83 83 83 83 83 

Total Fleet Required (Excluding Special Services* Buses) 578 578 583 586 588 590 

Spare Ratio (based on actual fleet): 19.39% 19.39% 18.20% 17.50% 17.03% 16.96% 

Spare Ratio (based on required fleet): 16.77% 16.77% 16.60% 16.50% 16.44% 16.37% 

Page ‐ 184



TABLE 1A. FIXED ROUTE BUSES - EXPANSION & RESERVE FLEET 

EXPANSION FLEET REQUIREMENT 

BUS YEAR BUS FLEET BUS MAKE & AGE REPLACE Buses 

FLEET BUILT LENGTH SIZE DESCRIPTION FY14 END FY 11/7/12 2014 2015 2016 2017 2018 

65 2018 40 0 Low Floor 0 2034 0 0 0 0 0 2 

66 2019 40 0 Low Floor 0 2035 0 0 0 0 0 0 

67 2020 40 0 Low Floor 0 2036 0 0 0 0 0 0 

68 2021 40 0 Low Floor 0 2037 0 0 0 0 0 0 

69 2022 40 0 Low Floor 0 2038 0 0 0 0 0 0 

70 2023 40 0 Low Floor 0 2039 0 0 0 0 0 0 

71 2024 40 0 Low Floor 0 2040 0 0 0 0 0 0 

72 2025 40 0 Low Floor 0 2041 0 0 0 0 0 0 

2026 40 0 Low Floor 0 2042 0 0 0 0 0 0 

2027 40 0 Low Floor 0 2043 0 0 0 0 0 0 

73 2028 40 0 Low Floor 0 2044 0 0 0 0 0 0 

73 2028 40 0 Low Floor 0 2044 0 0 0 0 0 0 

Total Expansion Fleet Requirement 0 0 0 0 0 2 

Page ‐ 185



Buses 

CONTINGENCY FLEET 11/7/12 2014 2015 2016 2017 2018 

Gillig Fleet 37 7 0 0 0 0 0 

Gillig Fleet 38 12 0 0 0 0 0 

Gillig Fleet 39 2 0 0 0 0 0 

Flx Metro Fleet 40 12 5 0 0 0 0 




New Flyer Fleet 46 0 0 0 0 20 0 

Gillig Fleet 47 1 0 0 20 0 0 

Gillig Fleet 48 0 0 0 0 0 0 


Collins Fleet 50 0 0 0 0 0 0 



New Flyer Hybrids Fleet 53 0 0 0 0 0 0 

Low Floor Fleet 54 0 0 0 0 0 0 









Total Reserve Fleet 35 20 20 20 20 20 

Page ‐ 186


Bus Replacement Schedule (continued) 

TABLE 1B. VEHICLE SYSTEMS - FIXED ROUTE BUSES 

CAPITAL REQUIREMENTS 

ITEM REQUIRED 

# OF 

VEHICLES 

YEAR 

NEEDED 

OPTIMUM 

REPLACEMENT 

CYCLE 2014 2015 2016 2017 2018 


TOTAL 

Replacement Buses 

Low Floor 40-foot Buses 35 2014 16 Yrs/675,000 $15,470,000 $15,470,000 

Low Floor 30-foot Buses 25 2014 16 Yrs/675,000 $10,675,000 $10,675,000 

Low Floor 40-foot Buses 4 2015 16 Yrs/675,000 $2,866,000 $2,866,000 

Low Floor 40-foot Hybrid Buses 60 2015 16 Yrs/675,000 $26,520,000 $26,520,000 




Total Replacement . . . . $26,145,000 $29,386,000 $26,520,000 $17,680,000 $17,680,000 $117,411,000 

Expansion Buses 

Low Floor 40-foot Buses 0 2014 16 Yrs/675,000 $0 $0 

Low Floor 40-foot Buses 0 2015 16 Yrs/675,000 $0 $0 




Total Expansion . . . . 

$0 $0 $0 $0 $0 $0 

Procurement Costs 

Inspections Costs for Bus Buys $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 

Total Procurement Costs . . . . $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 

TOTAL . . . . 

$26,295,000 $29,536,000 $26,670,000 $17,830,000 $17,830,000 $118,161,000 

Page ‐ 187


Fixed Route Bus – Bus Component Replacements 

TABLE 1C. VEHICLE COMPONENT REPLACEMENT ‐ FIXED ROUTE BUS ‐ CAPITAL REQUIREMENTS 

Unit Estimated Replacements Estimated Replacement Costs FY14‐FY18 

Maintenance Item Fleet Cost FY14 FY15 FY16 FY17 FY18 FY14 FY15 FY16 FY17 FY18 Total 

EPA ‐ Engines 

2000 $20,617 3 2 2 $61,851 $41,234 $41,234 $0 $0 $144,319 

2101‐2160 $17,838 5 17 18 7 $0 $89,190 $303,246 $321,084 $124,866 $838,386 

2161‐2165 $17,838 1 1 3 $0 $0 $17,838 $17,838 $53,514 $89,190 

2201‐2258 $17,250 3 20 19 4 1 $51,750 $345,000 $327,750 $69,000 $17,250 $810,750 

2259‐2318 $17,250 3 22 16 1 2 $51,750 $379,500 $276,000 $17,250 $34,500 $759,000 

2500 $17,250 8 17 14 5 $0 $138,000 $293,250 $241,500 $86,250 $759,000 

2600 $17,250 2 1 13 26 $0 $34,500 $17,250 $224,250 $448,500 $724,500 

2700 $17,250 5 14 $0 $0 $0 $86,250 $241,500 $327,750 

2800 $17,250 4 1 $69,000 $0 $0 $17,250 $0 $86,250 

2900 $20,385 2 37 1 $0 $40,770 $754,245 $0 $20,385 $815,400 

*Engines not avialable reconditioned yet, used new price 3001‐3051 $47,825 

*Engines not avialable reconditioned yet, used new price 3052‐3055 $47,825 

$234,351 $1,068,194 $2,030,813 $994,422 $1,026,765 $5,354,545 

ABE ‐ Alternator Bearing Exchange 

*pricing updated to reflect contracted bearing exchange 2201‐2258 $500 17 37 20 37 20 $8,500 $18,500 $10,000 $18,500 $10,000 $65,500 

2259‐2318 $500 24 33 28 32 28 $12,000 $16,500 $14,000 $16,000 $14,000 $72,500 

2500 $500 28 29 30 29 30 $14,000 $14,500 $15,000 $14,500 $15,000 $73,000 

$34,500 $49,500 $39,000 $49,000 $39,000 $211,000 

ABR ‐ Front Air Bag Replacement 

*All bags priced at single units 2201‐2258 $80 31 15 4 12 32 $4,958 $2,399 $640 $1,919 $5,117 $15,032 

*All New Flyers use 2 bags for front suspension 2259‐2318 $80 12 30 18 7 $1,919 $4,798 $2,879 $0 $1,119 $10,715 

*All Gilligs use 4 bags for front suspension 2500 $80 11 13 12 20 7 $1,759 $2,079 $1,919 $3,198 $1,119 $10,075 

2600 $80 9 14 28 4 12 $1,439 $2,239 $4,478 $640 $1,919 $10,715 

2700 $80 7 5 9 6 5 $1,119 $800 $1,439 $960 $800 $5,117 

2800 $80 7 18 10 4 15 $1,119 $2,879 $1,599 $640 $2,399 $8,636 

2900 $80 21 19 30 10 $3,358 $3,038 $0 $4,798 $1,599 $12,794 

**Assumed same pricing as flyers 3001‐3051 $80 51 $0 $0 $16,312 $0 $0 $16,312 

**Assumed same pricing as flyers 3052‐3055 $80 4 $0 $0 $1,279 $0 $0 $1,279 

**Assumed same pricing as flyers Future 40' $80 25 $0 $0 $0 $7,996 $0 $7,996 

**Assumed same pricing as flyers Future 30'/35' $80 15 $0 $0 $0 $4,798 $0 $4,798 

**Assumed same pricing as flyers Future 40' $80 40 $0 $0 $0 $0 $12,794 $12,794 

$15,672 $18,231 $30,545 $24,948 $26,867 $116,262 

Page ‐ 188


Fixed Route Bus – Bus Component Replacements (continued) 



BAV ‐ Brake Application valve 

1400 $92 11 7 $1,010 $643 $0 $0 $0 $1,653 

1601‐1630 $92 7 6 $643 $551 $0 $0 $0 $1,194 

1631+ $92 2 7 $184 $643 $0 $0 $0 $826 

1700 $92 14 $1,285 $0 $0 $0 $0 $1,285 

1900 $92 1 2 $92 $184 $0 $0 $0 $275 

1817+ $92 1 $92 $0 $0 $0 $0 $92 

2000 $92 5 8 9 5 $459 $735 $826 $459 $0 $2,479 

2101‐2160 $92 15 23 22 15 $1,377 $2,112 $2,020 $1,377 $0 $6,887 

2161‐2165 $92 4 1 $0 $367 $92 $0 $0 $459 

2201‐2258 $92 26 20 11 27 20 $2,387 $1,836 $1,010 $2,479 $1,836 $9,549 

2259‐2318 $92 30 16 11 33 16 $2,755 $1,469 $1,010 $3,030 $1,469 $9,733 

2500 $92 15 21 20 18 21 $1,377 $1,928 $1,836 $1,653 $1,928 $8,723 

2600 $92 11 31 12 12 31 $367 $551 $1,194 $551 $551 $3,214 

2700 $92 4 6 13 6 6 $826 $2,112 $643 $735 $2,204 $6,519 

2800 $92 9 23 7 8 24 $92 $3,306 $275 $92 $3,306 $7,070 

2900 $92 1 36 3 1 36 $0 $0 $4,683 $0 $0 $4,683 

**Assumed same pricing as flyers 3001‐3051 $92 51 $0 $0 $367 $0 $0 $367 

**Assumed same pricing as flyers 3052‐3055 $92 4 $0 $0 $0 $2,296 $0 $2,296 

**Assumed same pricing as flyers Future 30'/35' $92 25 $0 $0 $0 $2,296 $0 $2,296 

**Assumed same pricing as flyers Future 40' $92 15 $0 $0 $0 $1,377 $0 $1,377 

**Assumed same pricing as flyers Future 40' $92 40 $0 $0 $0 $0 $3,673 $3,673 

$12,947 $16,436 $13,957 $16,344 $14,967 $74,650 

BRF ‐ Front Brake Relay Valve 

*Pricing is assumed to match rear relay valves as front 

relay valve pricing was not available. 

1700 $20 6 $120 $0 $0 $0 $0 $120 

1900 $20 1 $20 $0 $0 $0 $0 $20 

1817+ $20 4 $80 $0 $0 $0 $0 $80 

2201‐2258 $20 1 3 3 42 6 $20 $60 $60 $838 $120 $1,098 

2259‐2318 $20 2 5 4 37 7 $40 $100 $80 $739 $140 $1,098 

2500 $20 3 1 3 1 4 $60 $20 $60 $20 $80 $240 

$0 $0 $0 $0 $0 $0 

$339 $180 $200 $1,597 $339 $2,655 

Page ‐ 189





BRR ‐ Rear Brake Relay Valve 

* pricing not provided for all fleets, assumed same 

1400 $20 9 5 $181 $101 $0 $0 $0 $282 

pricing for all other fleets 

1601‐1630 $20 6 5 $121 $101 $0 $0 $0 $221 

1631+ $20 2 4 $40 $80 $0 $0 $0 $121 

1700 $20 6 $121 $0 $0 $0 $0 $121 

1900 $20 1 1 $20 $20 $0 $0 $0 $40 

1817+ $20 4 $80 $0 $0 $0 $0 $80 

2000 $20 1 21 $0 $0 $20 $423 $0 $443 

2101‐2160 $20 3 1 40 9 $60 $20 $805 $181 $0 $1,066 

2161‐2165 $20 1 3 1 $0 $20 $60 $20 $0 $101 

2201‐2258 $20 2 1 2 53 2 $40 $20 $40 $1,066 $40 $1,207 

2259‐2318 $20 3 9 8 28 8 $60 $181 $161 $563 $161 $1,127 

2500 $20 45 7 7 $0 $905 $141 $141 $0 $1,187 

2600 $20 1 49 2 1 $20 $986 $0 $40 $20 $1,066 

2700 $20 1 1 23 $0 $20 $20 $463 $0 $503 

2800 $20 1 4 4 30 1 $20 $80 $80 $604 $20 $805 

2900 $20 39 1 $0 $785 $20 $0 $0 $805 

$765 $3,320 $1,348 $3,501 $241 $9,175 

CCF ‐ Crank Case Filter 

2201‐2258 $46 55 50 5 55 55 $2,509 $2,281 $228 $2,509 $2,509 $10,034 

*Cost is assumed for 2900's on up. 2259‐2318 $46 58 19 39 58 58 $2,645 $867 $1,779 $2,645 $2,645 $10,582 

2500 $46 13 10 19 21 21 $593 $456 $867 $958 $958 $3,831 

2800 $46 39 1 38 39 39 $1,779 $46 $1,733 $1,779 $1,779 $7,115 

2900 $46 40 41 43 44 48 $1,824 $1,870 $1,961 $2,007 $2,189 $9,852 

3001‐3051 $46 51 51 51 51 51 $2,326 $2,326 $2,326 $2,326 $2,326 $11,631 

3052‐3055 $46 4 4 4 4 4 $182 $182 $182 $182 $182 $912 

Future 30'/35' $46 25 25 25 25 $0 $1,140 $1,140 $1,140 $1,140 $4,561 

Future 40' $46 15 15 15 15 $0 $684 $684 $684 $684 $2,737 

Future 40' $46 40 40 40 $0 $0 $1,824 $1,824 $1,824 $5,473 

Future 40' $46 40 40 $0 $0 $0 $1,824 $1,824 $3,649 

Future 40' $46 40 $0 $0 $0 $0 $1,824 $1,824 

$11,859 $9,852 $12,725 $17,879 $19,886 $72,201 

Page ‐ 190





DPF ‐ Particulate Filter Cleanings 

2201‐2258 $220 67 96 73 81 92 $14,740 $21,120 $16,060 $17,820 $20,240 $89,980 

*DPF cleaning for 2800's and older is priced assuming 2259‐2318 $220 71 89 80 83 91 $15,620 $19,580 $17,600 $18,260 $20,020 $91,080 

half are cleaned as Tier1 and half as Tier2 over the span 2500 $220 45 58 55 43 71 $9,900 $12,760 $12,100 $9,460 $15,620 $59,840 

of 5 years. The active regeneration systems on 2900's 2800 $220 105 86 98 94 90 $23,100 $18,920 $21,560 $20,680 $19,800 $104,060 

and newer doesn't require as much/intensive of 

2900 $180 32 30 34 33 36 $5,760 $5,400 $6,120 $5,940 $6,480 $29,700 

cleaning. 

3000 $180 51 51 $0 $9,180 $0 $9,180 $0 $18,360 

3000 Hyb $180 4 4 $0 $720 $0 $720 $0 $1,440 

Future 30'/35 $180 25 25 $0 $0 $4,500 $0 $4,500 $9,000 

Future 40' $180 15 15 $0 $0 $2,700 $0 $2,700 $5,400 

Future 40' $180 40 $0 $0 $0 $7,200 $0 $7,200 

Future 40' $180 40 $0 $0 $0 $0 $7,200 $7,200 

$69,120 $87,680 $80,640 $89,260 $96,560 $423,260 

EI ‐ Fuel Injectors 

*Injector prices are assumed for 2900's and newer due 

to not having any data on price for these newer motors. 

2201‐2258 $359 4 28 18 6 4 $8,617 $60,320 $38,777 $12,926 $8,617 $129,258 

2259‐2318 $359 3 23 22 10 2 $6,463 $49,549 $47,395 $21,543 $4,309 $129,258 

2500 $359 4 9 22 19 5 $8,617 $19,389 $47,395 $40,932 $10,772 $127,104 

2600 $359 23 29 3 10 $49,549 $62,475 $6,463 $0 $21,543 $140,030 

2700 $359 8 17 5 $17,234 $36,623 $0 $0 $10,772 $64,629 

2800 $359 22 1 1 19 19 $47,395 $2,154 $2,154 $40,932 $40,932 $133,567 

2900 $359 1 39 1 $0 $2,154 $84,018 $0 $2,154 $88,326 

3001‐3051 $359 51 $0 $0 $0 $109,869 $0 $109,869 

3052‐3055 $359 4 $0 $0 $0 $8,617 $0 $8,617 

Future 30'/35' $359 25 $0 $0 $0 $0 $53,858 $53,858 

Future 40' $359 15 $0 $0 $0 $0 $32,315 $32,315 

$137,875 $232,664 $226,202 $234,819 $185,270 $1,016,830 

TCR ‐ Turbo Charger Replacement 

*Turbo costs are assumed for 2900's and newer fleets 1631+ $843 2 1 $1,686 $843 $0 $0 $0 $2,529 

1700 $945 10 $9,452 $0 $0 $0 $0 $9,452 

*1817+ pricing is assumed to match 1700's 1900 $945 2 3 $1,890 $2,836 $0 $0 $0 $4,726 

1817+ $832 3 $2,497 $0 $0 $0 $0 $2,497 

2000 $980 13 9 12 8 $12,742 $8,821 $11,762 $7,841 $0 $41,165 

2101‐2160 $952 15 12 17 13 $14,283 $11,427 $16,188 $12,379 $0 $54,277 

2161‐2165 $952 2 0 2 1 $1,904 $0 $1,904 $952 $0 $4,761 

2201‐2258 $1,141 4 11 30 11 2 $4,565 $12,555 $34,240 $12,555 $2,283 $66,198 

2259‐2318 $1,141 2 11 31 16 0 $2,283 $12,555 $35,382 $18,261 $0 $68,480 

Page ‐ 191





TCR ‐ Turbo Charger Replacement continued . . . 2500 $1,141 10 11 14 15 10 $11,413 $12,555 $15,979 $17,120 $11,413 $68,480 

2600 $1,141 10 28 11 4 8 $11,413 $31,958 $12,555 $4,565 $9,131 $69,622 

2700 $1,141 4 10 5 6 4 $4,565 $11,413 $5,707 $6,848 $4,565 $33,099 

2800 $1,141 6 15 12 7 7 $6,848 $17,120 $13,696 $7,989 $7,989 $53,643 

*Pricing for 2900's and newer is assumed, not data yet. 2900 $1,141 8 5 18 11 9 $9,131 $5,707 $20,544 $12,555 $10,272 $58,208 

3001‐3051 $1,141 51 $0 $0 $0 $58,208 $0 $58,208 

3052‐3055 $1,141 4 $0 $0 $0 $4,565 $0 $4,565 

Future 30'/35' $1,141 25 $0 $0 $0 $0 $28,534 $28,534 

Future 40' $1,141 15 $0 $0 $0 $0 $17,120 $17,120 

$94,674 $127,788 $167,956 $163,840 $91,307 $645,565 

TMR ‐ Thermostat Replacement 

1400 $26 2 $0 $52 $0 $0 $0 $52 

*Prices assumed for newer buses (2900+) 1601‐1630 $26 1 1 $26 $26 $0 $0 $0 $52 

1631+ $26 1 $0 $26 $0 $0 $0 $26 

1817+ $26 15 $386 $0 $0 $0 $0 $386 

2000 $23 7 10 3 3 $319 $455 $137 $137 $0 $1,047 

2101‐2160 $26 3 1 2 $77 $26 $52 $0 $0 $155 

2161‐2165 $26 1 $0 $0 $0 $26 $0 $26 

2201‐2258 $37 4 6 12 33 $150 $225 $449 $1,235 $0 $2,059 

2259‐2318 $37 29 4 11 16 $1,085 $150 $412 $599 $0 $2,246 

2500 $37 27 9 10 13 $1,011 $337 $374 $487 $0 $2,208 

2600 $37 18 29 4 1 7 $674 $1,085 $150 $37 $262 $2,208 

2700 $37 12 3 1 6 13 $449 $112 $37 $225 $487 $1,310 

2800 $37 4 16 15 4 5 $150 $599 $561 $150 $187 $1,647 

2900 $37 1 7 31 0 3 $37 $262 $1,160 $0 $112 $1,572 

3001‐3051 $37 51 $0 $0 $1,909 $0 $0 $1,909 

3052‐3055 $37 4 $0 $0 $150 $0 $0 $150 

Future 30'/35' $37 25 $0 $0 $0 $936 $0 $936 

Future 40' $37 15 $0 $0 $0 $561 $0 $561 

Future 40' $37 40 $0 $0 $0 $0 $1,497 $1,497 

$4,364 $3,354 $5,391 $4,392 $2,545 $20,045 

Page ‐ 192





WTR ‐ Water Pump Replacement 

2000 $250 4 12 6 4 $999 $2,996 $1,498 $999 $0 $6,492 

2201‐2258 $100 19 37 8 44 $1,900 $3,700 $800 $4,400 $0 $10,800 

*Prices assumed for 2900's and newer 2259‐2318 $100 26 32 3 47 12 $2,608 $3,209 $301 $4,714 $1,203 $12,035 

2500 $100 17 34 19 24 18 $1,705 $3,410 $1,906 $2,407 $1,805 $11,232 

2600 $100 29 23 29 24 24 $2,908 $2,307 $2,908 $2,407 $2,407 $12,937 

2700 $100 8 17 6 18 6 $802 $1,705 $602 $1,805 $602 $5,516 

2800 $100 22 17 23 17 23 $2,206 $1,705 $2,307 $1,705 $2,307 $10,230 

2900 $100 7 17 17 6 17 $702 $1,705 $1,705 $602 $1,705 $6,419 

3001‐3051 $100 51 $0 $0 $5,115 $0 $0 $5,115 

3052‐3055 $100 4 $0 $0 $401 $0 $0 $401 

Future 30'/35' $100 25 $0 $0 $0 $2,507 $0 $2,507 

Future 40' $100 15 $0 $0 $0 $1,504 $0 $1,504 

Future 40' $100 40 $0 $0 $0 $0 $4,012 $4,012 

$13,830 $20,737 $17,542 $23,050 $14,041 $89,200 

SSR ‐ Sardo Seat Replacement 

EMP Alternator Retrofit 

RR ‐ Radiator Replacement 

2500 $2,689 20 $53,780 $0 $0 $0 $0 $53,780 

$53,780 $0 $0 $0 $0 $53,780 

2101‐2160 $2,041 20 20 $40,820 $40,820 $0 $0 $0 $81,640 

2161‐2165 $2,041 5 $10,205 $0 $0 $0 $0 $10,205 

2600 $2,041 15 40 $30,615 $81,640 $0 $0 $0 $112,255 

$81,640 $122,460 $0 $0 $0 $204,100 

2201‐2258 $1,680 15 32 16 28 23 $25,200 $53,760 $26,880 $47,040 $38,640 $191,520 

2259‐2318 $1,680 7 41 10 30 26 $11,760 $68,880 $16,800 $50,400 $43,680 $191,520 

2500 $1,680 24 19 25 25 20 $40,320 $31,920 $42,000 $42,000 $33,600 $189,840 

2600 $1,680 40 13 25 29 2 $67,200 $21,840 $42,000 $48,720 $3,360 $183,120 

$144,480 $176,400 $127,680 $188,160 $119,280 $756,000 

Expected Costs in Routine Maintenance ‐ Grand Totals . . . . 

$910,195 $1,936,795 $2,753,998 $1,811,210 $1,637,068 $9,049,266 

Expected Costs in YOE $ . . . . 

$910,195 $1,985,215 $2,893,419 $1,950,475 $1,807,017 

Inflation Factor . . . . 

Year . . . . 

1.00 1.03 1.05 1.08 1.10 

1 2 3 4 5 

Assumed Maintenance Budget Baseline . . . . 

Estimated Total Maintenance Budget Need . . . . 

$6,224,459 $6,380,070 $6,539,572 $6,703,062 $6,870,638 

$7,134,654 $8,316,865 $9,293,570 $8,514,272 $8,507,706 $41,767,067 

Page ‐ 193


Fixed Route Bus – Bus Maintenance Equipment > $5,000 

TABLE 12A FY14-FY18 BUS MAINTENANCE CAPITAL PROGRAMS - SHOP EQUIPMENT REPLACEMENT/REPAIR (>$5,000) 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 

CYCLE COND. FY14 FY15 FY16 FY17 FY18 

ITEM REQUIRED 

CENTER MAINTENANCE BUILDING 

South Shop 

Seeley 

Crane, Jib Wall 1 Ton (Brake) Replace 2014 1982 32 10/30 3 $10,000 $10,000 

Crane, Jib Wall 2 Ton (Steam) Replace 2014 1982 32 10/30 1 $20,000 $20,000 

Lift Wheel 4 Post (Ari Herta) Replace 2014 1997 17 10/15 3 $46,000 $46,000 

Lift Wheel 4 Post (Ari Herta) New 2014 10/15 $46,000 $46,000 

Parts Cleaner Inland LT32 30035936 Replace 2015 2000 14 10/15 1 $4,000 $4,000 



Total . . . . $122,000 $12,000 $0 $0 $0 $134,000 

North Shop 

Seeley 

Floor Scrubber Tennant 5700 Replace 2017 2007 7 10/12 2 $15,000 $15,000 

Parts Cleaner Inland LT3230035937 Replace 2015 2000 14 10/15 1 $4,000 $4,000 

Wheel lift 4 post (Ari Hetra) Replace 2014 1999 15 10/15 1 $46,000 $46,000 

Hetra jack stands (4) short Replace 2015 2005 9 10/20 1 $40,000 $40,000 

Wheel lift 4 post Replace 2014 2000 14 10/15 2 $46,000 $46,000 

Lift Wheel 4 Post New 2014 10/15 $45,000 $45,000 

Total . . . . $137,000 $44,000 $0 $15,000 $0 $196,000 

Steam Bay 

Seeley 

Omar lift Replace 2014 1995 19 10/20 2 $120,000 $120,000 

Steam cleaner Replace 2014 1995 19 10/20 2 $6,000 $6,000 

Total . . . . $126,000 $0 $0 $0 $0 $126,000 

Tire Shop 

Seeley 

Tire Changer, Hofmann Replace 2015 2006 8 10/20 2 $10,000 $10,000 

Tire Balancer, Hofmann Replace 2015 2005 9 10/20 2 $5,000 $5,000 

Tire Changer, Hofmann (car) Replace 2015 2006 8 10/20 2 $6,000 $6,000 

Total . . . . $0 $21,000 $0 $0 $0 $21,000 

UNIT REBUILD 

Unit Rebuild -- General 

Seeley 

Crane Jib, 2.5 ton Replace 2014 1982 32 10/30 1 $20,000 $20,000 

Monarch Dynapak Replace 2014 2001 13 5/10 3 $10,000 $10,000 

Cleaning Machines, Ampro (2) Replace 2014 1993 21 5/10 3 $50,000 $50,000 

Cleaning Machine Cages, Ampro (2) Replace 2014 1993 21 5/10 3 $18,000 $18,000 

Crane, Jib 1/2 Ton (Ampro) Mar Crane (unit) Replace 2014 1982 32 10/30 1 $5,000 $5,000 

Press, Shop 25 Ton Replace 2014 1988 26 10/20 3 $7,500 $7,500 

Press, Air/Hydraulic Enerpac 75 ton Replace 2015 1995 19 5/10 3 $10,000 $10,000 

Total . . . . $110,500 $10,000 $0 $0 $0 $120,500 


TOTAL 

Page ‐ 194


Fixed Route Bus – Bus Maintenance Equipment > $5,000 (continued) 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Unit Rebuild -- Air Electric 

Seeley 

Press, Air/Hyd, 30 Ton, (Enerpac) Replace 2014 1985 29 25 2 $7,500 $7,500 

Press, Manual Hydraulic, 10 Ton (Red Arrow) Replace 2017 1997 17 20 1 $1,000 $1,000 

AR Industry Parts Washer Replace 2015 2000 14 10/20 2 $4,000 $4,000 

Test Bench (Farebox Eqpt) SCR022689 (GFI) Replace 2014 1991 23 15 3 $8,000 $8,000 

Test Bench (Farebox Eqpt) SCR022690 (GFI) Replace 2016 1991 23 20 3 $8,000 $8,000 

Total . . . . $15,500 $4,000 $8,000 $1,000 $0 $28,500 

Unit Rebuild -- Differential 

Seeley 

Hydraulic power steering test stand Replace 2014 1995 19 10/15 2 $10,000 $10,000 


Press, Walker 10 T Replace 2014 1995 19 10/20 3 $10,000 $10,000 

Total . . . . $20,000 $4,000 $0 $0 $0 $24,000 

Unit Rebuild -- Transmission 

Seeley 

Dyno Transmission (upgrade) Replace 2014 2008 6 3/5 1 $60,000 $60,000 

Hoist, 1 Ton Electric (Coffing) Replace 2016 1982 32 10/20 2 $5,000 $5,000 

Hoist, 1 Ton Electric (Dayton) Replace 2016 2006 8 10/20 1 $5,000 $5,000 

Hoist, 1 Ton Electric (Demac) Replace 2016 2006 8 10/20 1 $5,000 $5,000 

Press, Enerpac 15 ton air/hydraulic Replace 2016 2006 8 10/15 1 $5,000 $5,000 






Total . . . . $60,000 $20,000 $20,000 $0 $0 $100,000 

Unit Rebuild -- Electronics 

Seeley 

Oscilloscope (Tektronix) (2) Replace 2014 1997 17 20 3 $15,000 $15,000 

Service Monitor (Motorola) (2) Replace 2014 1995 19 10/20 2 $10,800 $10,800 

Motorola Test Bench (Service monitor, control panel, radio test set) Replace 2014 1980 34 10 2 $50,000 $50,000 

Total . . . . $75,800 $0 $0 $0 $0 $75,800 

Unit Rebuild -- Machine 

Seeley 

Lathe, Geared Head Engine wi/Lead SC (tool mex) Replace 2014 1982 32 10/30 1 $30,000 $30,000 

Total . . . . $30,000 $0 $0 $0 $0 $30,000 

TOTAL CENTER . . . . $696,800 $115,000 $28,000 $16,000 $0 $855,800 

POWELL MAINTENANCE BUILDING 

Shop Equipment 

Haley 

Alignment Equipment, Front-end Laser Beeline New 2016 $30,000 $30,000 

Parkimp 2 Hose Crimper Replace 2015 2008 6 10/20 1 $10,000 $10,000 

Wheel Lift, (4) (HETRA) Replace 2015 2005 9 10/20 1 $40,000 $40,000 

Wheel Lift, (4) (HETRA) Replace 2014 1997 17 10/20 2 $40,000 $40,000 

Wheel Lift, (4) (HETRA) Replace 2014 1997 17 10/20 2 $40,000 $40,000 

Total . . . . $80,000 $50,000 $30,000 $0 $0 $160,000 

Page ‐ 195



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Specialty Equipment 

Haley 

Floor Scrubber (Tenant 5700) Replace 2014 1999 15 10 3 $15,000 $15,000 

Brake Lathe (Star) Repair 2015 2 $25,000 $25,000 

Cushman Cart Replace 2014 2001 13 10 3 $5,000 $5,000 

Total . . . . $20,000 $25,000 $0 $0 $0 $45,000 

Tire Shop 

Haley 

Tire Spreader (Branick) EF/HG Replace 2015 1984 30 25 3 $12,000 $12,000 

Total . . . . $0 $12,000 $0 $0 $0 $12,000 

TOTAL POWELL . . . . $100,000 $87,000 $30,000 $0 $0 $217,000 

MERLO MAINTENANCE BUILDING 

Main Shop 

Johnson 

Alignment Equipment, Laser (Beeline) Replace 2016 2009 5 10 1 $20,000 $20,000 

Air Conditioning Equipment Replace 2014 1998 16 5/10 2 $7,000 $7,000 

Brake Test Kit (Vericom) Replace 2015 1999 15 15 3 $7,000 $7,000 

Brake Lathe (Star) Repair 2016 2007 7 25 3 $10,000 $10,000 

Crane, Roll Around, 20 Ton (Acrin Warning) Replace 2016 1982 32 20 1 $14,000 $14,000 

Press, Hydraulic, 100 Ton, (Enerpac) Replace 2016 1993 21 15 2 $8,000 $8,000 

Sand Spreader, Epoke Replace 2017 1985 29 20 3 $12,000 $12,000 

Transmission Jack OTC Replace 2014 1997 17 10 3 $6,000 $6,000 

Transmission Test Equipment (Voith) Replace 2014 1993 21 15 3 $6,000 $6,000 

Wheel Hoist (Hetra) (16) Replace 2015 1997 17 15 1 $180,000 $180,000 

Wheel Hoist (Hetra) (6) Replace 2016 1998 16 15 1 $70,000 $70,000 

Total . . . . $19,000 $187,000 $122,000 $12,000 $0 $340,000 

Body Shop 

Johnson 

Recycler, Paint Solvent Replace 2018 2012 2 5/10 1 $10,000 $10,000 

Iron Worker, 35, Ton MW35 Replace 2017 1991 23 15/30 1 $20,000 $20,000 

Total . . . . $0 $0 $0 $20,000 $10,000 $30,000 

Steam Bay 

Johnson 

Chain Hoist Electric Steam Bay Replace 2014 1983 31 25 3 $12,000 $12,000 

Total . . . . $12,000 $0 $0 $0 $0 $12,000 

Page ‐ 196



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Fuel House 

Johnson 

Floor Scrubber (Tenant) Replace 2017 1999 15 10 2 $17,000 $17,000 

Tire Groover Replace 2016 2010 4 30 1 $7,000 $7,000 

Tire Spreader (Branick) Replace 2018 2010 4 25 1 $6,000 $6,000 

Total . . . . $0 $0 $7,000 $17,000 $6,000 $30,000 

TOTAL MERLO . . . . $31,000 $187,000 $129,000 $49,000 $16,000 $412,000 

STORES 

Stores -- Center 

Brooks 

Forklift, Hyster (electric) Replace 2017 2002 12 10/15 2 $30,000 $30,000 

Forklift, Yale (propane) Replace 2014 1999 15 10/15 3 $55,000 $55,000 

Total . . . . $55,000 $0 $0 $30,000 $0 $85,000 

Stores -- Merlo 

Brooks 

Forklift, Yale (NG) Replace 2017 1997 17 20 3 $30,000 $30,000 

Total . . . . $0 $0 $0 $30,000 $0 $30,000 

TOTAL STORES . . . . $55,000 $0 $0 $60,000 $0 $115,000 

NON-REVENUE VEHICLES (>$5,000) 

Non-Revenue Vehicles -- Center 

Brooks 

Rotary Drive-on Hoist Replace 2014 2003 11 10/15 1 $7,000 $7,000 

Lift, Wheel 4 Post (Ari-Hetra) Replace 2015 2004 10 10/15 1 $8,000 $8,000 

Total . . . . $7,000 $8,000 $0 $0 $0 $15,000 

Non-Revenue Vehicles -- Ruby Junction 

Brooks 

Rotary Drive-on Hoist (2) Replace 2014 2003 11 10/15 1 $14,000 $14,000 

4-Post Lift (Ari-Hetra) Replace 2015 2003 11 10/20 1 $8,000 $8,000 

Automotive Lift - AG15 #X-15025 (2 Post) Replace 2014 1996 18 5/10 3 $12,000 $12,000 

Tire Mounting Machine FMC Replace 2014 1996 18 5/10 3 $5,000 $5,000 

Tire Balancer John Bean Replace 2014 1996 18 5/10 3 $3,000 $3,000 

Total . . . . $34,000 $8,000 $0 $0 $0 $42,000 

TOTAL ALL BUS MAINTENANCE (CAPITAL) . . . . 

$923,800 $405,000 $187,000 $125,000 $16,000 $1,656,800 

Page ‐ 197


Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 

TABLE 12B FY14-FY18 BUS MAINTENANCE OPERATING PROJECTS - SHOP EQUIPMENT REPLACEMENT/REPAIR (


Fixed Route Bus – Bus Maintenance Equipment ≤ $5,000 (continued) 

ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Pump, Pneumatic Power Lube Replace 2014 1998 16 5/10 3 $4,000 $4,000 

Welder, Miller Dial Arc HF Replace 2014 1979 35 10/20 3 $2,500 $2,500 

Welder, Miller Dial Arc HF Replace 2014 1979 35 10/20 2 $2,500 $2,500 

Welder, Millermatic 200 Wire Feed Steel Replace 2014 1988 26 10/20 2 $2,500 $2,500 

Total . . . . $70,450 $9,300 $1,500 $5,000 $1,200 $87,450 

North Shop 

Seeley 

Alignment Equipment (Replace Laser) New 2014 10 $2,000 $2,000 

Drill Press, 13", Bench Type DP 575 #13840 Replace 2014 1981 33 10/30 2 $2,000 $2,000 

Work benches (3) Replace 2014 1980 34 30 2 $3,000 $3,000 

Lift bench table Replace 2014 1988 26 10/20 3 $4,500 $4,500 

Radio cabinets (6) Replace 2015 2005 9 10/20 1 $8,000 $8,000 

Scaffold Replace 2015 1980 34 10/30 2 $2,000 $2,000 

Grease pump (Lincoln) Replace 2014 1995 19 10/20 2 $4,900 $4,900 

Solvent tanks (3) Replace 2014 1998 16 10/20 1 $3,000 $3,000 

Jet Disc Sander Replace 2015 2005 9 5/10 2 $1,000 $1,000 

Floor Scrubber (Tennant) Repair Yearly 2007 7 5/10 3 $3,500 $3,500 $3,500 $5,000 $5,000 $20,500 

Portable oil drains (3) Replace 2014 1990 24 10/20 3 $900 $900 

Ladders 4' (2) Replace 2015 2004 10 5/10 1 $2,500 $2,500 

Ladders 12' (2) Replace 2014 2000 14 5/10 1 $2,000 $2,000 

Portable air compressor Replace 2015 2005 9 5/10 1 $1,000 $1,000 

Portable battery chargers (2) Replace 2014 2005 9 1/3 2 $1,500 $1,500 





Pump, Pneumatic Power Lube Replace 2014 1998 16 5/10 3 $5,000 $5,000 

Low floor hyd. Pit Jack Replace 2014 1999 15 10/15 3 $2,500 $2,500 




Total . . . . $42,300 $34,000 $3,500 $5,000 $5,000 $89,800 

Brake Bay 

Seeley 

Lathe, Star Transfermatic (53D8#3460) Repair 2016 1993 21 10 3 $25,000 $25,000 

Total . . . . $0 $0 $25,000 $0 $0 $25,000 

Page ‐ 199



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Tire Shop 

Seeley 

Air gun 1" spline drive Replace 2016 2013 1 2/3 1 $1,500 $1,500 

Air gun 1" spline drive Replace 2016 2013 1 2/3 1 $1,300 $1,300 

Tire Spreader, Branick EF 91K16305 Replace 2014 1992 22 10/20 3 $3,000 $3,000 

Total . . . . $3,000 $0 $2,800 $0 $0 $5,800 

UNIT REBUILD 

Unit Rebuild -- General 

Seeley 

Saw, Horizontal Band Jet HBS416W 404044 Replace 2014 1982 32 10/20 3 $3,000 $3,000 

Drill Press, Pedestal Type Peerless Replace 2015 1982 32 10/30 3 $5,000 $5,000 

Sewing Machine, Commercial (2) Replace 2015 1983 31 10/20 3 $3,000 $3,000 

Hose cutter, stainless Replace 2014 2007 7 5/10 1 $3,000 $3,000 

Shear w/36" Back Gauge Range Atlantic HDE801227 Replace 2014 1990 24 10/30 3 $3,000 $3,000 

Welder, Millermatic 35 Wire Feed HK245781 Replace 2015 1982 32 10/20 3 $4,500 $4,500 

Drill, Heavy Duty Ped type 20' Replace 2014 1994 20 10/30 3 $3,500 $3,500 

Welder, Millermatic 35 Stainless Wire Fd. JB545373 Replace 2016 1982 32 10/20 3 $4,500 $4,500 

Cradle, Engine 6000 Cap Replace 2014 1983 31 10/30 1 $5,000 $5,000 

Saw, Metal Grobe Band 17" Cap Replace 2014 1983 31 10/30 1 $5,000 $5,000 

Welder, Plasma Cutter TDC50 T52357A186401J Replace 2015 1989 25 10/20 3 $5,000 $5,000 

Total . . . . $22,500 $17,500 $4,500 $0 $0 $44,500 

Unit Rebuild -- Differential 

Seeley 

Crane, Jib 1 Ton Replace 2014 1982 32 10/30 1 $5,000 $5,000 

Oven Replace 2016 1975 39 20/30 3 $700 $700 

Hoist, 1 Ton Electric Replace 2014 1985 29 10/20 3 $3,000 $3,000 

Total . . . . $8,000 $0 $700 $0 $0 $8,700 

Unit Rebuild -- Air Electric 

Seeley 

Bead Blaster, (Pauley & Griffin) Replace 2014 1987 27 15 3 $3,000 $3,000 

Chain Hoist Electric Unit Rebuild Replace 2014 1997 17 10 3 $1,000 $1,000 

Press, Arbor Replace 2017 2007 7 10 1 $5,000 $5,000 

Drill Press, Pedestal Type Replace 2015 1985 29 10/15 3 $5,000 $5,000 

Work Table, 26" X 73" W/8" Vise (2) Replace 2015 1985 29 20 3 $1,000 $1,000 

Work Table, Metal (Material Flow) (3) Replace 2015 1985 29 20 3 $1,000 $1,000 

Work Table, Metal (Material Flow) (5) Replace 2015 1985 29 20 3 $1,200 $1,200 

Work Table, Metal No Vise (11) Replace 2015 1985 29 20 3 $2,400 $2,400 

Work Table, Metal W/Ovrhd Shlvng (3) Replace 2015 1985 29 20 3 $1,000 $1,000 

Total . . . . $4,000 $11,600 $0 $5,000 $0 $20,600 

Page ‐ 200



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Unit Rebuild -- Transmission 

Seeley 

Press, 10 ton (manual) Replace 2014 1998 16 10/20 2 $3,500 $3,500 

Stand, Transmission #2 Replace 2014 1978 36 10/20 2 $5,000 $5,000 

Stand, Transmission OTC 00824 Replace 2014 1990 24 10/20 2 $5,000 $5,000 

Stand, Transmission OTC 00942 Replace 2014 1990 24 10/20 2 $5,000 $5,000 

Crane, Jib 1 Ton Mar #1184 Replace 2015 1982 32 10/30 1 $2,000 $2,000 

Crane, Jib 1 Ton Cascade Replace 2015 1982 32 10/30 1 $2,000 $2,000 

Crane, Jib 1 Ton Yale Replace 2015 1982 32 10/30 1 $2,000 $2,000 

Total . . . . $18,500 $6,000 $0 $0 $0 $24,500 

Unit Rebuild -- Electronic 

Seeley 

Soldering station (2) Replace 2014 2006 8 3 3 $2,000 $2,000 

Soldering station Replace 2015 2006 8 3 3 $2,500 $2,500 

Soldering station Replace 2016 2013 1 3 1 $2,500 $2,500 

NE High Current DC Power Supply Replace 2016 2010 4 5/10 3 $500 $500 

Fluke 192B, Scopemeter Replace 2014 2000 14 5/10 3 $3,000 $3,000 

Westward Drill Press, 8-Inch, Model 4TM69 Replace 2015 1995 19 10/20 3 $500 $500 

Total . . . . $5,000 $3,000 $3,000 $0 $0 $11,000 

Unit Rebuild -- Engine 

Seeley 

Hoist, 5 Ton Electric Replace 2015 1982 32 10/20 3 $3,000 $3,000 

Stand, Engine (3) OTC Replace 2015 1988 26 10/15 2 $12,000 $12,000 

Total . . . . $0 $15,000 $0 $0 $0 $15,000 

Unit Rebuild -- Tune 

Seeley 

Parts Cleaner Inland AL830035940 Replace 2015 2000 14 10/15 1 $4,000 $4,000 

Parts Cleaner Inland AL830035943 Replace 2015 2000 14 10/15 1 $4,000 $4,000 

Total . . . . $0 $8,000 $0 $0 $0 $8,000 

Unit Rebuild -- Radiator 

Seeley 


Total . . . . $0 $4,000 $0 $0 $0 $4,000 

Unit Rebuild -- Lift 

Seeley 


Crane, Spanco Gantry Replace 2014 1996 18 10/20 3 $3,000 $3,000 

Total . . . . $3,000 $4,000 $0 $0 $0 $7,000 

Page ‐ 201



PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 


ITEM REQUIRED 

TRAINING DEPARTMENT 

Training -- General 

Brooks 

In Focus Projector (Merlo) Replace 2014 2006 8 3/5 3 $1,500 $1,500 

In Focus Projector (Center) Replace 2014 2006 8 3/5 3 $1,500 $1,500 

NEC Projector (Powell) 9400856FB Replace 2014 2009 5 4/5 3 $700 $700 

Total . . . . $3,700 $0 $0 $0 $0 $3,700 

TOTAL CENTER . . . . $180,450 $112,400 $41,000 $15,000 $6,200 $355,050 

POWELL MAINTENANCE BUILDING 

Battery Room 

Haley 

Battery Chargers, Associated Model 6068 (4 x $1,650/ea) Replace 2014 1995 19 10 4 $6,600 $6,600 

Battery Load Tester, Assoc Model 6036 Replace 2017 2007 7 10 3 $3,000 $3,000 

Total . . . . $6,600 $0 $0 $3,000 $0 $9,600 

Shop Equipment 

Haley 

Air Conditioning Pump, Thermo King Replace 2016 2000 14 10/20 3 $1,500 $1,500 

Press, Hydraulic, Enerpac (100 Ton) Repair Yearly 1991 23 10/20 3 $500 $500 $500 $500 $500 $2,500 

Air Conditioning Recycler, RTI Tech, Model RHS 780 Repair Bi-yearly 2005 9 5 3 $500 $500 $500 $1,500 

Air Conditioning Recycler, Robinair Enviro Repair Bi-yearly 1999 15 5 3 $500 $500 $500 $1,500 

Parts Cleaners Inland - Brakes IT 80 #42866 Replace 2018 2008 6 10/15 1 $3,500 $3,500 

Parts Cleaners Inland - Tune Up IT 80 #20624 Replace 2014 1999 15 10/15 3 $3,500 $3,500 

Parts Cleaners Inland - Insp IT 30 #20625 Replace 2014 1999 15 10/15 3 $3,500 $3,500 

Parts Cleaners Inland - Bay 16-17 IT 30 #20627 Replace 2014 1999 15 10/15 3 $3,500 $3,500 

Parts Cleaners Inland - Bay 17 IT 30 #20621 Replace 2014 1999 15 10/15 3 $3,500 $3,500 

Parts Cleaners Inland - Bay 2-3 IT 30 #20626 Replace 2014 1999 15 10/15 3 $3,500 $3,500 

Safety Stand Wheel Lift (8) Replace 2015 1997 14 10/20 3 $6,000 $6,000 

Safety Stand Wheel Lift (4) Replace 2015 2005 6 10/20 1 $3,000 $3,000 

Safety Stand Wheel Lift, Tall (4) Replace 2017 1981 30 10/20 4 $650 $650 

Pressure Washer, Landa Repair 2014 1999 15 5 3 $2,500 $2,500 


TOTAL 

Page ‐ 202



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Band Saw, Jet Replace 2014 1995 19 10/15 3 $1,500 $1,500 

Battery Charger, Model Dx5-2 Replace 2014 2004 10 5 3 $300 $300 

Battery Tester & Printer, Midtronics Repair 2014 2008 6 5 2 $600 $600 

Brake Drum Dolly Replace 2017 2008 6 10/15 1 $1,700 $1,700 

Drill Press, Wilton Replace 2014 1980 34 10/15 4 $2,000 $2,000 

Grinder, Dbl Ped., Daton Model 42911B (2) Replace 2014 1984 30 5/10 3 $2,000 $2,000 

Jack, HDLC 4500 Cap Pallet (3) Replace 2016 1980 34 5/10 3 $1,500 $1,500 

KarryKrimp 2 Hose Crimper Replace 2016 2009 5 5/10 1 $600 $600 

Battery Charger (Dayton 1JYU3) Replace 2017 2007 7 10 2 $450 $450 

Oven, Linberg/Blue Replace 2015 2002 12 10/15 2 $1,000 $1,000 

Port-a-Power, Interpack Replace 2018 2003 11 10/15 2 $1,500 $1,500 

Pressure Washer, American Made Repair 2014 2001 13 5 2 $5,000 $5,000 

Sander/Grinder, Jet Replace 2016 2001 13 10/15 2 $1,000 $1,000 

Tornado Super Sucker Seat Cleaner Replace 2016 2009 5 10/15 1 $600 $600 

Seat Cleaner, Euro Replace 2016 2007 7 10/15 1 $600 $600 

Total . . . . $32,900 $10,500 $7,300 $3,300 $6,500 $60,500 

Tools 

Haley 

Gun, Monobolt, Avdel Model 749 Replace 2014 1997 17 5/10 3 $1,500 $1,500 

Brake Test Meter, Recond., Vericom Replace 2014 2008 6 3/5 2 $3,000 $3,000 

Hose Cutter, Stainless Steel (Baldor L1406T) Repair Yearly 2000 14 5 3 $300 $300 $300 $300 $300 $1,500 

Torque Wrench, 1000 lb., Ammco Model 1150 Recalibrate Yearly 1998 16 5/10 3 $300 $300 $300 $300 $300 $1,500 

Torque Wrench, 600 lb. Snap-On Recalibrate Yearly 2004 10 5/8 3 $300 $300 $300 $300 $300 $1,500 

Total . . . . $5,400 $900 $900 $900 $900 $9,000 

Specialty Equipment 

Haley 

Sand Spreader, Epoke Repair Bi-yearly 1989 25 15 3 $1,000 $1,000 $1,000 $3,000 

Pump, Inspection Gear Oil, Lincoln St. Louis Replace 2014 2001 13 10/15 3 $3,300 $3,300 

Pump, Inspection Gear Oil, Lincoln Replace 2014 2000 14 10/15 3 $3,300 $3,300 

Welder, Steel, Miller 200 w/wire feed attachment Replace 2017 2008 6 10/15 1 $3,395 $3,395 

Cushman Cart Repair Bi-yearly 2001 13 10 3 $500 $500 $500 $1,500 


Optimice EP727 DLP Projector Display Replace 2014 2009 5 5 1 $800 $800 

JNC 12/24 Jumper Pack (2) Replace 2014 2007 7 5 3 $800 $800 

JNC 12/24 Jumper Pack (2) Replace 2014 2009 5 5 2 $800 $800 

Air Gun, Titanium 2190TT-6 Replace 2015 2007 7 2/4 3 $800 $800 

Air Gun, Titanium 2190TT-6 (Brake Bay) Replace 2015 2007 7 2/4 3 $800 $800 

Air Gun, Spline Drive CP (Service Truck) Replace 2018 2001 13 10/15 2 $650 $650 

Air Gun, Blue Point AT/00A (Suspension Bay) Replace 2015 1997 17 10/15 3 $1,000 $1,000 

Pod Storeage New Yearly 2009 5 2 $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 

Welding Set, Oxyacetylene (2) Replace 2014 1997 17 3/10 3 $1,200 $1,200 

Total . . . . $16,200 $7,100 $6,000 $7,895 $6,650 $43,845 

Page ‐ 203



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Tire Shop 

Haley 

Air Gun, IR (3) Replace 2015 2011 3 3 1 $3,000 $3,000 

Air Gun, IR (3) Repair Bi-yearly 2008 6 3 3 $500 $500 $500 $1,500 

Tire Mounting Machine (Hofmann Monty 3800) Repair Yearly 2009 5 5 1 $200 $200 $200 $200 $200 $1,000 

Tire Balancer (Hofmann 980L) Repair Yearly 2009 5 5 1 $200 $200 $200 $200 $200 $1,000 

Total . . . . $900 $3,400 $900 $400 $900 $6,500 

TOTAL POWELL . . . . $62,000 $21,900 $15,100 $15,495 $14,950 $129,445 

MERLO MAINTENANCE BUILDING 

Main Shop 

Johnson 

Alignment Equipment, Laser (Beeline) Repair Bi-yearly 2009 5 10 3 $3,000 $3,000 $6,000 

Floor Lift (Owatonna), (2) Repair 2016 1982 32 20 2 $9,000 $9,000 

Floor Lift, (OTC), (2) Repair 2015 1986 28 15 2 $7,000 $7,000 

Sand Spreader, Epoke Repair Bi-yearly 1985 29 20 2 $2,000 $2,000 $2,000 $6,000 

Brake Test Kit (Vericom) Repair 2016 1999 15 15 3 $2,500 $2,500 

Chain hoist electric, Steam Bay Repair 2017 1983 31 20 2 $5,000 $5,000 

Steam cleaners Apollo (2) Repair 2015 1983 31 17 3 $3,000 $3,000 

Drill press (4) Repair 2015 1983 31 30 1 $3,500 $3,500 

Low floor hyd. Pit Jack (2) Repair 2016 2002 12 20 3 $1,500 $1,500 

Battery tester, Midtronics & printer Repair 2016 2007 7 3 3 $2,000 $2,000 

Hose Cutter, Stainless Steel Repair 2018 2011 3 10 1 $1,500 $1,500 

Air gun, Spline Drive, Torque Limiting CP (4) Repair 2017 2001 13 5 3 $3,000 $3,000 

Transmission Jack (2) Replace 2016 1993 21 10 2 $5,500 $5,500 

Stand, Engine (Cummins) Replace 2015 1985 29 20 1 $4,000 $4,000 

Opacity Meter Replace 2016 1998 16 5 2 $4,000 $4,000 

Chain Hoist Electric Engine OH Replace 2016 1983 31 20 2 $3,000 $3,000 

Jack Stands, Hetra (8) Replace 2015 1997 17 10 1 $6,000 $6,000 

Jack Stands, Hetra (8) Replace 2015 1983 31 20 2 $6,000 $6,000 

Welder, Wire Feed, (Miller, Mig 2000) Replace 2016 1985 29 25 1 $5,000 $5,000 

Oil Filter Press, (Oberg) Replace 2015 1990 24 10 1 $3,500 $3,500 

Parts Washing Tank (Inland Tech) (8) Replace 2018 1983 31 20 1 $4,000 $4,000 

Pressure Washer, Coldwater Replace 2015 2009 5 5 1 $3,500 $3,500 

Puller, Seal Instrument Replace 2018 1991 23 10 2 $3,000 $3,000 


Work Table 5' X 10' Replace 2017 1985 29 20 1 $2,500 $2,500 

Work Table 5' X 4' Replace 2017 1985 29 20 1 $2,500 $2,500 

Work Table W/Vise 4" (Wilton) (5) Replace 2017 1985 29 20 1 $2,500 $2,500 

Work Table, 26" X 73" No Vise Replace 2017 1983 31 20 1 $2,500 $2,500 

Work Table, 26" X 73" W/4" Vise(4) Replace 2017 1983 31 20 1 $2,500 $2,500 

Total . . . . $5,500 $43,000 $38,000 $27,000 $14,000 $127,500 

Page ‐ 204



ITEM REQUIRED 

PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 



TOTAL 

Body Shop 

Johnson 

Bending Brake - 10" (Connections Tennsmith) Replace 2015 1985 29 25 1 $4,000 $4,000 

Bending Brake - 4' (Connections Tennsmith) Replace 2015 1985 29 25 1 $4,000 $4,000 

Chain Hoist Body Shop Replace 2015 1985 29 20 2 $2,500 $2,500 

Plasma Cutter, Lincoln PC55 Replace 2017 2003 11 10 1 $4,000 $4,000 

Recycler, Paint Solvent & Gas Cleaner Repair 2018 2011 3 10 1 $2,000 $2,000 

Scaffold, Aluminum 8' (Alder) (4) Replace 2018 1985 29 20 1 $6,000 $6,000 

Vacuum Extractor Replace 2015 2009 5 5 1 $2,500 $2,500 

Welder, Arc, Dialarc HF, (Miller) Replace 2016 1985 29 25 1 $3,000 $3,000 

Welder, Dialarc HF w/Tig, (Miller) Replace 2016 1985 29 25 1 $3,000 $3,000 

Welder, Millermatic 200 W/Alum. Feed (Miller) Replace 2016 1981 33 25 2 $3,000 $3,000 

Welder, Millermatic 200 Wire Feed Alum/Stainless Replace 2018 2008 6 10/20 1 $3,500 $3,500 

Welder, W/Wire Feed, (Linde) Replace 2015 1990 24 25 1 $2,700 $2,700 

Welder, Wire Feed, Millermatic 35, (Miller) Replace 2017 1990 24 25 1 $2,500 $2,500 

Workbench W/Ovhd Shlvng W/Vice (Shure Lyons) (3) Replace 2017 1985 29 20 1 $2,500 $2,500 

Workbench W/Ovrhd Shlvng (72"x36") (Shur Lyons) Replace 2017 1985 29 20 1 $2,500 $2,500 

Workbench, 120"x36", No Shlvng (Shure Lyons) Replace 2017 1985 29 20 1 $2,500 $2,500 

Workbench, 72"x36" W/5" Vise (Shure Lyons) Replace 2017 1985 29 20 1 $2,500 $2,500 

Workbench, 72"x36"W/Ovrhd Shlvng (Tennsco) (2) Replace 2017 1987 27 20 1 $2,500 $2,500 

Workbench, W/4" & 5" Vise W/Shlvng (Shure Lyons) Replace 2017 1985 29 20 1 $2,500 $2,500 

Total . . . . $0 $15,700 $9,000 $21,500 $11,500 $57,700 

Brake Lathe Room 

Johnson 

Chain Hoist Electric Brk Lathe Room Replace 2015 1983 31 15 3 $2,500 $2,500 

Total . . . . $0 $2,500 $0 $0 $0 $2,500 

TOTAL MERLO . . . . $5,500 $61,200 $47,000 $48,500 $25,500 $187,700 

Page ‐ 205



PROJECT 

MANAGER 

ACTION 

NEEDED 


NEEDED 

YEAR OF 

PURCHASE 

CURRENT 


OPTIMUM 

REPLACEMENT 


ITEM REQUIRED 

STORES 

Stores -- Center 

Brooks 

Forklift, Hyster (electric) Repair Yearly 2002 12 10/15 3 $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 

Forklift, Yale (propane) Repair Yearly 1999 15 10/15 3 $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 

Total . . . . $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 

Stores -- Powell 

Brooks 

Pallet Jacks (3) Repair Yearly 5/10 1 $300 $300 $300 $300 $300 $1,500 

Forklift, Toyota (NG) Repair Yearly 2009 5 10 1 $1,500 $1,500 $1,500 $1,500 $1,500 $7,500 

Total . . . . $1,800 $1,800 $1,800 $1,800 $1,800 $9,000 

Stores -- Merlo 

Brooks 

Pallet Jack (electric) Repair Yearly 5/10 1 $100 $100 $100 $100 $100 $500 

Forklift, Yale (electric) Repair Yearly 1983 31 20 3 $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 

Forklift, Yale, (NG) Repair Yearly 1997 17 20 3 $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 

Total . . . . $5,100 $5,100 $5,100 $5,100 $5,100 $25,500 

TOTAL STORES . . . . $11,900 $11,900 $11,900 $11,900 $11,900 $59,500 


TOTAL 

TOTAL ALL BUS MAINTENANCE (OPERATING) . . . . 

$259,850 $207,400 $115,000 $90,895 $58,550 $731,695 

Page ‐ 206

Capital Asset Management & Investment Program Appendix LRV Components 




Rebuild Item Fleet Unit Cost FY14 FY15 FY16 FY17 FY18 FY14 FY15 FY16 FY17 FY18 FY14‐FY18 Total 

Aux Inverter Type 2/3 $ 6,000.00 10 20 20 20 10 $ 60,000 $ 120,000 $ 120,000 $ 120,000 $ 60,000 $ 480,000 

Batteries Type 1 $ 2,500.00 20 $ 50,000 $ 75,000 $ 75,000 $ ‐ $ ‐ $ 200,000 

(in sets) Type 2/3 $ 2,500.00 

30 30 20 $ ‐ $ ‐ $ ‐ $ 50,000 $ ‐ $ 50,000 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Body Overhaul Type 1 $ 23,500.00 3 3 3 $ 70,500 $ 70,500 $ 70,500 $ ‐ $ ‐ $ 211,500 

Type 2/3 $ 5,000.00 

12 12 $ ‐ $ ‐ $ ‐ $ 60,000 $ 60,000 $ 120,000 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Brake Actuators Center Truck Type 2/3 $ 1,000.00 40 40 40 40 40 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 200,000 

Type 4 $ 1,000.00 40 40 10 10 10 $ 40,000 $ 40,000 $ 10,000 $ 10,000 $ 10,000 $ 110,000 

Brake Actuators Motor Truck Type 1 $ 500.00 20 20 20 20 20 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 

Type 2/3 $ 2,200.00 40 40 40 40 40 $ 88,000 $ 88,000 $ 88,000 $ 88,000 $ 88,000 $ 440,000 

Type 4 $ 2,200.00 80 80 20 20 20 $ 176,000 $ 176,000 $ 44,000 $ 44,000 $ 44,000 $ 484,000 

Brake Calipers Type 1 $ 50.00 12 12 12 12 12 $ 600 $ 600 $ 600 $ 600 $ 600 $ 3,000 

Type 2/3 $ 2,600.00 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Brake Disc Poli Type 1 $ 1,500.00 5 5 5 5 5 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 37,500 

Bridgeplates Type 2/3 $ 1,000.00 96 96 76 160 160 $ 96,000 $ 96,000 $ 76,000 $ 160,000 $ 160,000 $ 588,000 

Couplers Type 1 $ 2,000.00 

26 $ ‐ $ ‐ $ ‐ $ ‐ $ 52,000 $ 52,000 

Type 2/3 $ 2,000.00 100 30 $ 200,000 $ 60,000 $ ‐ $ ‐ $ ‐ $ 260,000 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Coupling Elements Type 1 $ 2,200.00 10 10 10 10 10 $ 22,000 $ 22,000 $ 22,000 $ 22,000 $ 22,000 $ 110,000 

Type 2/3 $ 1,600.00 80 80 80 40 $ 128,000 $ 128,000 $ 128,000 $ 64,000 $ ‐ $ 448,000 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

DC/DC Static Converter Type 1 $ 3,500.00 

13 13 $ ‐ $ 45,500 $ 45,500 $ ‐ $ ‐ $ 91,000 

Doors Type 1 $ 4,000.00 

70 70 70 $ ‐ $ ‐ $ 280,000 $ 280,000 $ 280,000 $ 840,000 

Type 2/3 $ 4,000.00 300 300 $ 1,200,000 $ 1,200,000 $ ‐ $ ‐ $ ‐ $ 2,400,000 

Door Operators Type 1 $ 400.00 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Type 2/3 $ 4,000.00 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Page ‐ 207






EHU Center Truck Type 2/3 $ 5,000.00 15 15 15 15 15 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 375,000 

Type 4 $ 5,000.00 12 12 4 4 4 $ 60,000 $ 60,000 $ 20,000 $ 20,000 $ 20,000 $ 180,000 

EHU Motor Truck Type 2/3 $ 3,500.00 25 25 25 25 25 $ 87,500 $ 87,500 $ 87,500 $ 87,500 $ 87,500 $ 437,500 

Type 4 $ 3,500.00 13 20 20 8 8 $ 45,500 $ 70,000 $ 70,000 $ 28,000 $ 28,000 $ 241,500 

Gearbox Type 1 $ 10,000.00 10 10 10 10 10 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 

Type 2/3 $ 5,200.00 70 45 8 8 8 $ 364,000 $ 234,000 $ 41,600 $ 41,600 $ 41,600 $ 722,800 

*contracted Type 2/3 $ 9,000.00 70 45 $ 630,000 $ 405,000 $ ‐ $ ‐ $ ‐ $ 1,035,000 

Type 4 $ ‐ 

22 12 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Ground Brush Type 1 $ 500.00 20 20 20 20 20 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 

HPCU Type 1 $ 700.00 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

HVAC Compressor Type 1 $ 3,000.00 2 2 2 2 2 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 30,000 

Type 2/3 $ 3,000.00 3 3 3 3 3 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 45,000 

Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Journal Bearings CT Type 2/3 $ 3,000.00 70 30 $ 210,000 $ 90,000 $ ‐ $ ‐ $ ‐ $ 300,000 

Journal Bearings MT Type 1 $ 2,040.00 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Type 2/3 $ 2,040.00 

43 $ ‐ $ ‐ $ ‐ $ ‐ $ 87,720 $ 87,720 

Load Weigh Sensor Type 1 $ 500.00 20 20 20 20 20 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 

Type 2/3 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Motor Truck Wiring Type 2/3 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Pantograph Type 1 $ 230.77 

26 $ ‐ $ ‐ $ 6,000 $ ‐ $ ‐ $ 6,000 

Type 2/3 $ 230.00 

27 27 27 $ ‐ $ 6,210 $ 6,210 $ 6,210 $ ‐ $ 18,630 

Type 4 $ 272.73 

22 10 $ ‐ $ ‐ $ 6,000 $ ‐ $ 2,727 $ 8,727 

Pre‐excitation Contactor Type 1 $ 500.00 20 20 12 $ 10,000 $ 10,000 $ 6,000 $ ‐ $ ‐ $ 26,000 

Primary Suspension Type 1 $ 4,000.00 6 6 6 6 6 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 120,000 

Type 2/3 $ 500.00 80 80 80 80 80 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 200,000 

Type 4 $ 500.00 20 60 40 22 12 $ 10,000 $ 30,000 $ 20,000 $ 11,000 $ 6,000 $ 77,000 

Page ‐ 208






Secondary Suspension Type 1 $ 3,500.00 

10 10 $ ‐ $ ‐ $ ‐ $ 35,000 $ 35,000 $ 70,000 

Type 2/3 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Type 4 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Slewing Ring Type 1 $ 2,000.00 7 7 7 $ 14,000 $ 14,000 $ 14,000 $ ‐ $ ‐ $ 42,000 

Type 2/3 $ 4,000.00 30 10 10 $ 120,000 $ 40,000 $ 40,000 $ ‐ $ ‐ $ 200,000 

Type 4 $ ‐ 

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 

‐ 

Tire Replacement Center Truck Type 1 $ 9,000.00 8 8 4 3 3 $ 72,000 $ 72,000 $ 36,000 $ 27,000 $ 27,000 $ 234,000 

(in sets) Type 2/3 $ 8,500.00 18 18 18 16 16 $ 153,000 $ 153,000 $ 153,000 $ 136,000 $ 136,000 $ 731,000 

Type 4 $ 8,500.00 10 10 5 2 2 $ 85,000 $ 85,000 $ 42,500 $ 17,000 $ 17,000 $ 246,500 

Tire Replacement Motor Truck Type 1 $ 9,000.00 16 16 6 6 6 $ 144,000 $ 144,000 $ 54,000 $ 54,000 $ 54,000 $ 450,000 

(in sets) Type 2/3 $ 9,000.00 48 48 48 27 27 $ 432,000 $ 432,000 $ 432,000 $ 243,000 $ 243,000 $ 1,782,000 

Type 4 $ 8,500.00 

20 15 5 4 $ ‐ $ 170,000 $ 127,500 $ 42,500 $ 34,000 $ 374,000 

Traction Motor Type 1 $ 5,000.00 12 12 6 6 6 $ 60,000 $ 60,000 $ 30,000 $ 30,000 $ 30,000 $ 210,000 

Type 2/3 $ 5,000.00 50 50 50 50 50 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,250,000 

Type 4 $ 5,000.00 

40 22 12 $ ‐ $ ‐ $ 200,000 $ 110,000 $ 60,000 $ 370,000 

Wiper/Car Body Type 2/3 $ 100.00 5 5 20 20 10 $ 500 $ 500 $ 2,000 $ 2,000 $ 1,000 $ 6,000 




Totals Type 1 179 172 240 188 214 $ 610,000 $ 680,500 $ 806,500 $ 615,500 $ 667,500 $ 3,380,000 

Type 2/3 1,150 1,037 590 603 539 $ 4,183,000 $ 3,554,210 $ 1,588,310 $ 1,472,310 $ 1,378,820 $ 12,176,650 

Type 4 175 242 176 115 94 $ 416,500 $ 631,000 $ 540,000 $ 282,500 $ 221,727 $ 2,091,727 

Total 1,504 1,451 1,006 906 847 $ 5,209,500 $ 4,865,710 $ 2,934,810 $ 2,370,310 $ 2,268,047 $ 17,648,377 

Assumed Maintenance Budget Baseline (3% inflation) $ 1,701,170 $ 1,752,205 $ 1,804,771 $ 1,858,914 $ 1,914,682 $ 9,031,743 

Net Additional LRV Component Overhaul Total $ 3,508,330 $ 3,113,505 $ 1,130,039 $ 511,396 $ 353,365 $ 8,616,635 

Car Count 

Average 

Per Car Type 1 26 6.88 6.62 9.23 7.23 8.23 $ 23,462 $ 26,173 $ 31,019 $ 23,673 $ 25,673 $ 26,000 

Type 2/3 79 14.56 13.13 7.47 7.63 6.82 $ 52,949 $ 44,990 $ 20,105 $ 18,637 $ 17,453 $ 30,827 

Type 4 22 7.95 11.00 8.00 5.23 4.27 $ 18,932 $ 28,682 $ 24,545 $ 12,841 $ 10,079 $ 19,016 

Average 11.84 11.43 7.92 7.13 6.67 $ 41,020 $ 38,313 $ 23,109 $ 18,664 $ 17,859 $ 27,793 

Page ‐ 209

Capital Asset Management & Investment Program Appendix Non‐Revenue Vehicles 

Non‐Revenue Vehicle Replacements > $5,000 Table 16A 

VEH.# 

CONDITION BASED REPLACEMENT TABLE 

VEHICLE DESCRIPTION 

NON-REVENUE VEHICLES 

DEPT 

MODEL 

YEAR 

CURRENT 



NEEDED COND. FY14 FY15 FY16 FY17 FY18 


TOTALS 

ASSIGNED - STAFF 

2 DODGE VAN (Surveillance Van -- No Listed Mileage) Transit Police 1987 27 2016 3 $30,000 $30,000 

95 3 WHEEL ELECTRIC SCOOTER Trans Trainers 1988 26 2015 3 $5,000 $5,000 

154 FORD TAURUS WAGON Merlo Trans 1992 22 2014 3 $25,000 $25,000 

155 FORD TAURUS WAGON Powell Trans 1992 22 2014 3 $25,000 $25,000 

161 CHEVROLET ASTRO VAN Center Trans 1992 22 2014 3 $25,000 $25,000 

162 CHEVROLET ASTROVAN IDP 1992 22 2014 3 $25,000 $25,000 

163 CHEVROLET ASTROVAN TS/Mail Room 1992 22 2014 3 $25,000 $25,000 

812 FORD TAURUS SEDAN Shelly Lomax 1999 15 2015 2 $25,000 $25,000 

813 FORD TAURUS SEDAN Powell Trans 1995 19 2016 2 $25,000 $25,000 


818 FORD TEMPO SEDAN Ruby Road Ops 1994 20 2014 2 $25,000 $25,000 

821 JEEP CHEROKEE 4 X 4 Safety HS 1995 19 2015 3 $30,000 $30,000 

822 FORD RANGER PU 2WD IDP 1995 19 2016 2 $25,000 $25,000 

827 FORD TAURUS Merlo Trans 1996 18 2014 2 $25,000 $25,000 

851 FORD WINDSTAR MINI VAN Marketing 1996 18 2016 2 $25,000 $25,000 

860 DODGE CARAVAN Safety/Drug Test 1997 17 2014 1 $25,000 $25,000 

893 CHEVY LUMINA SEDAN Customer Service 1998 16 2016 1 $25,000 $25,000 

1042 CUSHMAN GAS 3 WHEELER IT Dept. 1990 24 2015 2 $14,000 $14,000 

1064 CHEVROLET 1 TON VAN Distribution Ctr 1999 15 2016 1 $30,000 $30,000 

1105 GRUMMEN VAN (TICKET BOOTH) Ticket booth 1991 23 2016 1 $30,000 $30,000 

1108 CHEVROLET CARGO VAN IDP 2002 12 2016 2 $30,000 $30,000 

23 Total . . . . $200,000 $96,000 $220,000 $0 $0 $516,000 

Page ‐ 210


Non‐Revenue Vehicle Replacements > $5,000 Table 16A (continued) 

VEH.# 

POOL 



DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

197 FORD TAURUS SEDAN (new eng@119k) Holgate Pool 1994 20 2015 2 $25,000 $25,000 

318 FORD WINDSTAR (new engine @ 80k) Ruby Pool 1995 19 2016 3 $25,000 $25,000 

847 CHEVROLET CLUB WAGON - 11 PASS Holgate Pool 1996 18 2015 2 $30,000 $30,000 

1056 DODGE WAGON ATP Pool 1999 15 2015 2 $30,000 $30,000 

1059 DODGE SEDAN Holgate Pool 1999 15 2016 2 $25,000 $25,000 

1080 TOYOTA PRIUS - HYBRID Center Pool 2000 14 2017 1 $25,000 $25,000 

1084 FORD ECONOLINE - 15 PASS Ruby Pool 1999 15 2017 1 $30,000 $30,000 

12 Total . . . . 

$0 $85,000 $50,000 $55,000 $0 $190,000 

ASSIGNED - FIELD OPERATIONS 

829 8-PASSENGER VAN (Fare Inspectors) Field Ops-Rail 1996 18 2015 2 $30,000 $30,000 

839 FORD F-150 PICKUP Field Ops-Rail 1996 18 2014 3 $25,000 $25,000 

854 FORD EXPLORER Field Ops-Rail 1997 17 2014 3 $25,000 $25,000 

855 FORD EXPLORER (new eng@ 154k) Field Ops-Rail 1997 17 2014 3 $25,000 $25,000 

856 FORD EXPLORER (206,442) Field Ops-Rail 1997 17 2014 3 $25,000 $25,000 

885 FORD F-150 PICKUP (new eng@82k) Field Ops-Rail 1997 17 2015 3 $25,000 $25,000 

1036 FORD EXPLORER Field Ops-Rail 1998 16 2015 3 $25,000 $25,000 

1060 JEEP-CHEROKEE Field Ops-Rail 1999 15 2015 3 $25,000 $25,000 

1072 FORD F-150 (new eng@142k) Field Ops-Rail 2000 14 2015 3 $25,000 $25,000 

1073 FORD F-150 (new eng) Field Ops-Rail 2000 14 2014 3 $25,000 $25,000 

1095 FORD F-150 (201,547) Field Ops-Rail 2001 13 2014 3 $25,000 $25,000 

1100 FORD F-150 (new eng@ 199k) (217,806) Field Ops-Rail 2001 13 2014 3 $25,000 $25,000 

1103 FORD F-150 (new eng@ 174k) (236,920) Field Ops-Bus 2001 13 2015 3 $25,000 $25,000 

34 Total . . . . $175,000 $155,000 $0 $0 $0 $330,000 

Page ‐ 211



VEH.# 



DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

ASSIGNED - BUS MAINTENANCE 

1 CHAINING TRUCK -CHEVY (No Listed Mileage) Powell Maint 1985 29 2017 3 $30,000 $30,000 

104 FORD -F-350 Powell Maint 2007 7 1 $0 

118 DODGE PICKUP (4x4) Center NRV 1991 23 2015 2 $25,000 $25,000 

172 FORD RANGER 4X4 Center NRV 1992 22 2014 2 $25,000 $25,000 

173 GMC CUSTOM SAND TRK Merlo Maint 1992 22 2016 2 $50,000 $50,000 

188 GMC CUSTOM SAND TRK Center Maint 1993 21 2016 2 $50,000 $50,000 

190 FORD PICKUP 2WD Ruby NRV 1993 21 2014 2 $25,000 $25,000 

304 FORD RNGR EXT CAB PU Center NRV 1994 20 2014 2 $25,000 $25,000 

803 CHEVY ASTRO VAN (153,704) Merlo NRV 1995 19 2017 3 $25,000 $25,000 

810 GMC SAND TRUCK Powell Maint 1995 19 2016 2 $50,000 $50,000 

828 AEROSTAR MINI VAN Powell Maint 1996 18 2015 3 $25,000 $25,000 

838 FORD F150 PICKUP Merlo Maint 1996 18 2016 2 $30,000 $30,000 

846 CHEVROLET ASTRO VAN Center NRV 1996 18 2017 3 $30,000 $30,000 

848 CHEVROLET 3/4 T TRK Merlo Maint 1996 18 2014 2 $30,000 $30,000 

859 FORD 1 TON TRUCK - RADIO SRV. Center Maint 1997 17 2015 2 $30,000 $30,000 

1057 GMC STEP VAN-Chain Truck Center Maint 1998 16 2015 2 $30,000 $30,000 

1061 STEP VAN-RADIO SERVICE Merlo Maint 1999 15 2016 2 $30,000 $30,000 

1062 STEP VAN-RADIO SERVICE Powell Maint 1999 15 2016 2 $30,000 $30,000 

1075 HONDA INSIGHT- HYBRID Center NRV 2000 14 2017 2 $25,000 $25,000 

TBD MONEY RUN TRUCK REPLACEMENT - PENDING Center Maint 2013 1 2025 1 $0 

1090 FORD 1 TON DUALLY PICKUP Center Maint 2001 13 2017 2 $30,000 $30,000 

1204 FORD F-450 CREW CAB - MERLO SERVICE TRUCK Merlo Maint 2012 2 1 $0 

22 Total . . . . $105,000 $110,000 $240,000 $140,000 $0 $595,000 

ASSIGNED - FACILITIES MAINTENANCE 

27 KUBOTA RIDING LAWN MOWER Elmonica-FM 2007 7 2017 2 $15,000 $15,000 

33 17' TRAILER (LAND SCAPERS) Elmonica-FM 2007 7 2017 2 $15,000 $15,000 

92 CASE CRANE Ruby-FM 1983 31 2015 2 $15,000 $15,000 

115 GMC STEP VAN Merlo-FM 1991 23 2015 2 $30,000 $30,000 

171 FORD RANGER 4X4 Ruby-FM 1992 22 2014 2 $25,000 $25,000 

183 1-TON P/U DODGE Ruby-FM 1993 21 2014 2 $25,000 $25,000 

TBD FORD E-350 CARGO VAN 9th St.-FM 2012 2 2024 1 $30,000 $30,000 

193 FORD 1 TON PU Center-FM 1994 20 2014 3 $30,000 $30,000 

Page ‐ 212




MODEL CURRENT FY 


VEH.# VEHICLE DESCRIPTION 

DEPT YEAR AGE FY14 NEEDED COND. FY14 FY15 FY16 FY17 FY18 TOTALS 

259 FORD RANGER PU 4x4 9th St.-FM 1998 16 2015 3 $30,000 $30,000 

265 STEP VAN (new engine 74K miles) 9th St.-FM 1998 16 2015 3 $30,000 $30,000 

834 3/4 TON VAN-ELMO Merlo-FM 1996 18 2014 2 $30,000 $30,000 

836 3/4 TON VAN CLEANER (159,030) Ruby FM 1996 18 2016 3 $30,000 $30,000 

841 3/4 TON PICKUP-ELMO Elmonica-FM 1996 18 2014 3 $30,000 $30,000 

842 1-TON 4WD STAKEBED W/DUMP BOX Center-FM 1996 18 2014 3 $30,000 $30,000 

843 1-TON HI-CUBE VAN Ruby-FM 1996 18 2014 2 $35,000 $35,000 

844 LANDSCAPER'S TRAILER Ruby-FM 1996 18 2014 3 $30,000 $30,000 

875 3/4 TON VAN Elmonica-FM 1997 17 2014 3 $30,000 $30,000 

877 3/4 TON VAN FM-PM 1997 17 2014 3 $25,000 $25,000 

880 1-TON PICKUP Ruby-FM 1997 17 2015 2 $25,000 $25,000 

886 STEPVAN Merlo-FM 1997 17 2016 2 $35,000 $35,000 

887 STEPVAN Center-FM 1997 17 2016 2 $30,000 $30,000 

890 FORD RANGER PICK UP 4x4 Ruby-FM 1998 16 2017 2 $25,000 $25,000 

891 FORD RANGER PICK UP 4x4 Ruby-FM 1998 16 2016 2 $25,000 $25,000 

892 FORD RANGER PICK UP 4x4 Center-FM 1998 16 2015 2 $25,000 $25,000 

1012 VAN-FORD ELMO Merlo-FM 1998 16 2015 2 $30,000 $30,000 

1030 CHEVROLET 2500 CREW CAB Elmonica-FM 1998 16 2015 2 $30,000 $30,000 

1031 FORD RANGER PICK UP 4x4 Merlo-FM 1998 16 2016 2 $30,000 $30,000 

1032 FORD PICKUP Ruby-FM 1998 16 2016 2 $30,000 $30,000 

1055 1-TON 4WD STAKEBED W/DUMP BOX Elmonica-FM 1998 16 2016 2 $30,000 $30,000 

1066 FORD RANGER PICK UP 4x4 Elmonica-FM 1999 15 2015 2 $25,000 $25,000 

1067 FORD 1-TON VAN Ruby-FM 1999 15 2017 2 $30,000 $30,000 

1069 LRV MAINT. UTILITY CART Ruby-FM 1999 15 2017 2 $14,000 $14,000 

1070 LRV MAINT. UTILITY CART Ruby-FM 1999 15 2017 2 $14,000 $14,000 

1074 1-TON PICKUP Ruby-FM 2000 14 2015 3 $30,000 $30,000 

1076 FORD 350 - 1 TON Center-FM 2000 14 2016 2 $35,000 $35,000 

1078 STEP VAN 9th St.-FM 2000 14 2016 2 $30,000 $30,000 

1086 GMC SAVANNA VAN Elmonica-FM 2001 13 2017 2 $30,000 $30,000 

1087 GMC SAVANNA VAN (new eng@133k) Ruby-FM 2001 13 2016 2 $30,000 $30,000 

1092 FORD 1 TON DUALLY PICKUP Powell-FM 2001 13 2017 2 $30,000 $30,000 

60 Total . . . . $290,000 $270,000 $335,000 $173,000 $0 $1,068,000 

Page ‐ 213



VEH.# 



DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

ASSIGNED - STORES 

837 FORD 1-TON VAN Ruby Stores 1996 18 2015 2 $30,000 $30,000 

857 FORD ECONOLINE Powell Stores 1997 17 2016 2 $30,000 $30,000 

858 FORD ECONOLINE Merlo Stores 1997 17 2017 2 $30,000 $30,000 

3 Total . . . . 

$0 $30,000 $30,000 $30,000 $0 $90,000 

ASSIGNED - CAPITAL PROJECTS (HS) 

181 ASTRO VAN CRC Pool 1993 21 2015 3 $25,000 $25,000 

187 FORD RANGER 4X4 Bus Stops 1993 21 2015 2 $25,000 $25,000 

301 FORD RNGR EXT CAB PU Milwaukie Project 1994 20 2016 2 $25,000 $25,000 

302 FORD RNGR EXT CAB PU Stimulus Project 1994 20 2016 2 $25,000 $25,000 


305 FORD RNGR EXT CAB PU Milwaukie Project 1994 20 2015 2 $25,000 $25,000 


308 JEEP 4X4 CHEROKEE CRC Pool 1994 20 2016 2 $25,000 $25,000 


811 FORD RANGER PICKUP 2WD Milwaukie Project 1995 19 2017 2 $25,000 $25,000 

819 FORD TEMPO SEDAN Customer Service 1994 20 2015 3 $25,000 $25,000 


823 FORD RANGER PU 2WD CRC Pool 1995 19 2017 2 $25,000 $25,000 

824 FORD RANGER PU 2WD Stimulus Project 1995 19 2017 2 $25,000 $25,000 

825 FORD RANGER PU 2WD Milwaukie Project 1995 19 2017 2 $25,000 $25,000 


19 Total . . . . 

$0 $125,000 $150,000 $125,000 $0 $400,000 

ASSIGNED - ATP MAINT 

186 DODGE 3/4 TON PU ATP Maint 1993 21 2014 3 $25,000 $25,000 

2 Total . . . . $25,000 $0 $0 $0 $0 $25,000 

Page ‐ 214



VEH.# 



DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

ASSIGNED - RAIL MAINT 

79 CUSHMAN UTILITY CART Ruby REM 1986 28 2015 3 $14,000 $14,000 

82 LRV CLEANING CART Elmo REM 1997 17 2015 3 $14,000 $14,000 

83 LRV CLEANING CART Elmo REM 1997 17 2015 3 $14,000 $14,000 

84 LRV CLEANING CART Ruby REM 1997 17 2015 2 $14,000 $14,000 

85 Electric Cart EZGO Ruby REM 2001 13 2016 2 $14,000 $14,000 



91 AIR COMPRESSOR TRAILER Ruby MOW 1998 16 2017 2 $10,000 $10,000 

117 DODGE 3/4 TON PU (153,999) Ruby REM 1991 23 2017 3 $25,000 $25,000 

119 S-10 CHEVY BLAZER (162,081) Ruby MOW 1991 23 2016 3 $25,000 $25,000 

138 HI-RAIL TRAILER Ruby MOW 1986 28 2017 1 $5,000 $5,000 

139 RE-RAIL TRAILER Ruby MOW 1986 28 2017 1 $15,000 $15,000 

182 ASTRO VAN (new eng@ 143k) Ruby Substation 1993 21 2015 3 $25,000 $25,000 

192 1/2 TON PICKUP (FORD) MOW 1993 21 2015 3 $28,000 $28,000 

194 FORD 1 TON CREW DUMP Elmo MOW 1994 20 2015 2 $35,000 $35,000 

195 CHEVY ASTRO VAN (156,538) Ruby FEM 1994 20 2016 3 $25,000 $25,000 

307 FORD RNGR EXT CAB PU Ruby MOW 1994 20 2016 3 $25,000 $25,000 

310 1-TON CREW CAB FLATBED TILT (new eng@192k) Ruby MOW 1994 20 2015 3 $35,000 $35,000 

316 FORD 1/2 T PU W/UTILITY BOX Ruby MOW 1994 20 2015 3 $30,000 $30,000 

805 1-TON VAN Elmo MOW 1995 19 2014 3 $25,000 $25,000 

806 1-TON VAN-RJ Ruby MOW 1995 19 2014 3 $25,000 $25,000 


817 FORD TAURUS SEDAN Elmo MOW 1995 19 2014 3 $25,000 $25,000 

832 3/4 TON VAN Ruby MOW 1996 18 2014 3 $25,000 $25,000 

833 3/4 TON VAN-ELMO Elmo MOW 1996 18 2014 3 $25,000 $25,000 

835 1-TON VAN Ruby MOW 1996 18 2014 3 $25,000 $25,000 

840 3/4 TON PICKUP Ruby MOW 1996 18 2014 3 $25,000 $25,000 

873 1-TON VAN Ruby MOW 1997 17 2014 2 $30,000 $30,000 

Page ‐ 215









876 FORD E-250 CARGO Elmo MOW 1998 16 2015 3 $75,000 $75,000 

879 1/2 TON VAN Ruby MOW 1997 17 2014 2 $30,000 $30,000 

881 1-TON PICKUP-ELMO MOW TK 1997 17 2014 2 $30,000 $30,000 

882 1-TON UTILITYBED 4WD-ELMO MOW TK 1997 17 2014 2 $30,000 $30,000 

888 1-TON PICKUP Ruby MOW 1997 17 2014 3 $30,000 $30,000 

889 1-TON PICKUP-RJ Elmo MOW 1997 17 2014 3 $30,000 $30,000 

1000 3/4-TON VAN MOW OCS 1998 16 2016 2 $30,000 $30,000 

1001 3/4-TON VAN Ruby MOW 1998 16 2014 3 $25,000 $25,000 

1010 1-TON VAN Elmo MOW 1998 16 2015 3 $30,000 $30,000 

1011 1-TON VAN-RJ Ruby MOW 1998 16 2015 2 $30,000 $30,000 

1044 1-TON PICKUP RJ (new eng @ 40K) Ruby MOW 1998 16 2014 2 $30,000 $30,000 

1045 1-TON PICKUP Elmo REM 1998 16 2014 2 $30,000 $30,000 

1048 AIR COMPRESSOR TRAILER Elmo MOW 1998 16 2017 2 $30,000 $30,000 

1054 1-TON STAKEBED TRUCK Elmo MOW 1998 16 2014 2 $30,000 $30,000 

1065 1-TON STAKEBED W/LIFT GATE Elmo MOW 1999 15 2015 2 $30,000 $30,000 

1068 HI-RAIL CREW CAB PICKUP-DIESEL Ruby MOW 1999 15 2015 2 $35,000 $35,000 


1088 GMC SAVANNA VAN Ruby MOW 2001 13 2016 1 $30,000 $30,000 

1089 GMC SAVANNA VAN MOW-SUB 2001 13 2016 2 $30,000 $30,000 

1091 FORD F-350 Ruby REM 2001 13 2017 1 $30,000 $30,000 

1137 FORD MINI BUS-SIGNAL TESTING (207,919) Ruby Elmo 1995 19 2014 3 $30,000 $30,000 

1138 FORD MINI BUS-SIGNAL TESTING (198,541) Elmo MOW 1995 19 2015 3 $30,000 $30,000 

1140 CHEVY 1-TON CARGO VAN Ruby MOW 2003 11 2017 2 $30,000 $30,000 

86 Total . . . . $555,000 $439,000 $207,000 $180,000 $0 $1,381,000 

261 TOTAL NON-REVENUE VEHICLES . . . . $1,350,000 $1,310,000 $1,232,000 $703,000 $0 $4,595,000 

Page ‐ 216








HEAVY DUTY NON-REVENUE VEHICLES 

200 UNIMOG (Replace with 2nd Brandt Truck) Elmo REM 1985 29 2014 1 $250,000 $250,000 

202 HI-RAIL (Bucket Truck Conversion) Ruby MOW 1987 27 2016 2 $150,000 $150,000 

203 HI-RAIL CRANE TRUCK Ruby MOW 1986 28 2014 3 $250,000 $250,000 

204 HI-RAIL BUCKET TRUCK Ruby MOW 1987 27 2017 3 $250,000 $250,000 

1046 HY-RAIL PLATFORM TRUCK Ruby MOW 1998 16 2014 2 $130,000 $130,000 

1047 FORD F-350 MERLO SERVICE TRUCK (117,107) Merlo Maint 1998 16 2015 2 $80,000 $80,000 

1071 HI-RAIL BUCKET TRUCK Ruby MOW 1998 16 2015 3 $250,000 $250,000 

1081 HY-RAIL PLATFORM TRUCK Ruby MOW 2000 14 2017 3 $250,000 $250,000 

1082 HY-RAIL BUCKET TRUCK Ruby MOW 1999 15 2016 3 $250,000 $250,000 

1104 FORD F-550 HIGH RAIL VEHICLE Elmo MOW 2002 12 2017 1 $50,000 $50,000 

1144 STREET SWEEPER Ruby FM 2003 11 2017 3 $75,000 $75,000 

1201 INTERNATIONAL- Tow Truck Powell Maint 2004 10 1 $0 

1202 INTERNATIONAL- Tow Truck Center Maint 2004 10 1 $0 

1203 GMC TOW TRUCK Merlo Maint 2009 5 1 $0 

19 TOTAL HEAVY DUTY NON-REVENUE VEHICLES . . . . $630,000 $330,000 $400,000 $625,000 $0 $1,985,000 

Summary of Non‐Revenue Vehicle Replacements > $5,000 – Table 16A 

SUMMARY OF NRV VEHICLES 

Number 

of FY14 FY15 FY16 FY17 FY18 FY2014-2018 

Vehicles 

TOTALS 


23 $ 200,000 $ 96,000 $ 220,000 $ - $ - $ 516,000 

POOL 

12 - 85,000 50,000 55,000 - 190,000 


34 175,000 155,000 - - - 330,000 

ASSIGNED - BUS MAINTENANCE 22 105,000 110,000 240,000 140,000 - 595,000 

ASSIGNED - FACILITIES MAINTENANCE 60 290,000 270,000 335,000 173,000 - 1,068,000 


3 - 30,000 30,000 30,000 - 90,000 


19 - 125,000 150,000 125,000 - 400,000 


2 25,000 - - - - 25,000 


86 555,000 439,000 207,000 180,000 - 1,381,000 

HEAVY DUTY NON-REVENUE VEHICLES 19 630,000 330,000 400,000 625,000 - 1,985,000 

TOTAL NON-REVENUE VEHICLES 280 $ 1,980,000 $ 1,640,000 $ 1,632,000 $ 1,328,000 $ - $ 6,580,000 

Page ‐ 217


Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B 

VEH.# COST OF FORECASTED MAJOR REPAIRS 

DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 


2 DODGE AIRES VAN Transit Police 1987 27 2015 3 $4,400 $4,400 

155 FORD TAURUS WAGON Powell Trans 1992 22 2015 3 $4,400 $4,400 

161 CHEVROLET ASTRO VAN Center Trans 1992 22 2014 3 $4,190 $4,190 

163 CHEVROLET ASTROVAN TS/Mail Room 1992 22 2016 3 $4,620 $4,620 


815 FORD TAURUS SEDAN Powell Trans 1995 19 2014 3 $4,190 $4,190 

822 FORD RANGER PU 2WD IDP 1995 19 2015 2 $4,400 $4,400 

851 FORD WINDSTAR MINI VAN Marketing 1996 18 2014 2 $4,190 $4,190 

893 CHEVY LUMINA SEDAN Customer Service 1998 16 2014 1 $4,190 $4,190 

1105 GRUMMEN VAN (TICKET BOOTH) Ticket booth 1991 23 2016 1 $4,620 $4,620 

1108 CHEVROLET CARGO VAN IDP 2002 12 Various 2 $4,190 $4,620 $8,810 

23 Total . . . . $20,950 $17,600 $13,860 $0 $0 $52,410 

POOL 

318 FORD WINDSTAR (new engine @ 80k) Ruby Pool 1995 19 2014 3 $4,190 $4,190 

1080 TOYOTA PRIUS - HYBRID Center Pool 2000 14 2015 1 $4,400 $4,400 

1084 FORD ECONOLINE - 15 PASS Ruby Pool 1999 15 2015 1 $4,400 $4,400 

1124 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Elmonica Pool 2002 12 Various 2 $4,620 $4,620 $9,240 

1125 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Merlo Pool 2002 12 2015 2 $4,400 $4,400 

1126 FORD ECONOLINE - 12 PASS, Previously Cedar Shuttle Ruby Pool 2002 12 Various 2 $4,620 $4,620 $9,240 

12 Total . . . . $4,190 $13,200 $9,240 $9,240 $0 $35,870 





1072 FORD F-150 (new eng@142k) Field Ops-Rail 2000 14 2014 3 $4,190 $4,190 

1073 FORD F-150 (new eng) Field Ops-Rail 2000 14 2015 3 $4,400 $4,400 

1095 FORD F-150 Field Ops-Rail 2001 13 2014 3 $4,190 $4,190 

34 Total . . . . $20,950 $4,400 $0 $0 $0 $25,350 

Page ‐ 218


Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B (continued) 


DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

ASSIGNED - BUS MAINTENANCE 

104 FORD -F-350 Powell Maint 2007 7 Various 1 $4,620 $4,620 $9,240 

172 FORD RANGER 4X4 Center NRV 1992 22 2014 2 $4,190 $4,190 

803 CHEVY ASTRO VAN Merlo NRV 1995 19 2014 3 $4,190 $4,190 

810 GMC SAND TRUCK Powell Maint 1995 19 2015 2 $4,400 $4,400 

838 FORD F-150 PICKUP Merlo Maint 1996 18 2014 2 $4,190 $4,190 

848 CHEVROLET 3/4 T TRK Merlo Maint 1996 18 2014 2 $4,190 $4,190 

859 FORD 1 TON TRUCK - RADIO SRV. Center Maint 1997 17 2014 2 $4,190 $4,190 

1047 FORD F-350 MERLO SERVICE TRUCK Merlo Maint 1998 16 Various 2 $4,190 $4,620 $4,620 $13,430 

1057 GMC STEP VAN-Chain Truck Center Maint 1998 16 2015 2 $4,400 $4,400 

1061 STEP VAN-RADIO SERVICE Merlo Maint 1999 15 2014 2 $4,190 $4,190 

1075 HONDA INSIGHT- HYBRID Center NRV 2000 14 2015 2 $4,400 $4,400 

1090 FORD 1 TON DUALLY PICKUP Center Maint 2001 13 2015 2 $4,400 $4,400 

1201 INTERNATIONAL- Tow Truck Powell Maint 2004 10 Various 1 $4,620 $4,620 $9,240 

1202 INTERNATIONAL- Tow Truck Center Maint 2004 10 2015 1 $4,400 $4,400 

1203 GMC TOW TRUCK Merlo Maint 2009 5 Various 1 $4,620 $4,620 $9,240 

28 Total . . . . $29,330 $22,000 $18,480 $18,480 $0 $88,290 

ASSIGNED - FACILITIES MAINTENANCE 

183 1-TON P/U DODGE Ruby-FM 1993 21 Various 2 $4,620 $4,620 $9,240 

265 STEP VAN (new engine 74K miles) 9th St.-FM 1998 16 2014 3 $4,190 $4,190 

836 3/4 TON VAN CLEANER Ruby FM 1996 18 2014 3 $4,190 $4,190 

842 1-TON 4WD STAKEBED W/DUMP BOX Center-FM 1996 18 2015 3 $4,400 $4,400 

875 3/4 TON VAN Elmonica-FM 1997 17 2014 3 $4,190 $4,190 

877 3/4 TON VAN FM-PM 1997 17 2015 3 $4,400 $4,400 

887 STEPVAN Center-FM 1997 17 2014 2 $1,800 $1,800 

891 FORD RANGER PICK UP 4x4 Ruby-FM 1998 16 2014 2 $4,190 $4,190 

892 FORD RANGER PICK UP 4x4 Center-FM 1998 16 2014 2 $4,190 $4,190 

1032 FORD PICKUP Ruby-FM 1998 16 2014 2 $4,190 $4,190 

Page ‐ 219




DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 

1074 1-TON PICKUP Ruby-FM 2000 14 Various 3 $4,620 $4,620 $9,240 

1078 STEP VAN 9th St.-FM 2000 14 2014 2 $4,190 $4,190 

1086 GMC SAVANNA VAN Elmonica-FM 2001 13 2015 2 $4,400 $4,400 

1087 GMC SAVANNA VAN (new eng@133k) Ruby-FM 2001 13 2015 2 $4,400 $4,400 

1092 FORD 1 TON DUALLY PICKUP Powell-FM 2001 13 2014 2 $4,190 $4,190 

1141 FORD 1 TON TRUCK EXT CAB Elmonica-FM 2004 10 2015 1 $4,400 $4,400 

1144 STREET SWEEPER Ruby-FM 2003 11 2014 3 $4,190 $4,190 

61 Total . . . . $39,510 $22,000 $9,240 $9,240 $0 $79,990 


857 FORD ECONOLINE Powell Stores 1997 17 2015 2 $4,400 $4,400 

858 FORD ECONOLINE Merlo Stores 1997 17 2014 2 $4,190 $4,190 

3 Total . . . . $4,190 $4,400 $0 $0 $0 $8,590 


187 FORD RANGER 4X4 Bus Stops 1993 21 2015 2 $4,400 $4,400 


305 FORD RNGR EXT CAB PU Milwaukie Project 1994 20 2014 2 $4,190 $4,190 

308 JEEP 4X4 CHEROKEE CRC Pool 1994 20 2014 2 $3,990 $3,990 

309 JEEP 4X4 CHEROKEE CRC Pool 1994 20 2014 2 $4,190 $4,190 

611 FORD ESCAPE CRC Pool 2007 7 Various 1 $4,620 $4,620 $9,240 

612 FORD ESCAPE Holladay Pool 2007 7 2015 1 $4,400 $4,400 

613 FORD ESCAPE CRC Pool 2007 7 Various 1 $4,620 $4,620 $9,240 

823 FORD RANGER PU 2WD CRC Pool 1995 19 2014 2 $4,190 $4,190 


19 Total . . . . $16,560 $17,600 $9,240 $9,240 $0 $52,640 


186 DODGE 3/4 TON PU ATP Maint 1993 21 2014 3 $4,190 $4,190 

1077 FORD SERVICE TRUCK - 1 TON ATP Maint 2000 14 2015 1 $4,400 $4,400 

2 Total . . . . $4,190 $4,400 $0 $0 $0 $8,590 

Page ‐ 220




DEPT 

MODEL 

YEAR 

CURRENT 





TOTALS 


83 LRV CLEANING CART Elmo REM 1997 17 2014 3 $1,000 $1,000 

87 Electric Cart EZGO Ruby REM 2001 13 2014 2 $1,000 $1,000 

182 ASTRO VAN (new eng@ 143k) Ruby Substation 1993 21 2014 3 $4,190 $4,190 

195 CHEVY ASTRO VAN Ruby FEM 1994 20 2014 3 $4,190 $4,190 

202 HI-RAIL Bucket Truck Conversion Ruby MOW 1987 27 2015 2 $4,400 $4,400 

203 HI-RAIL CRANE TRUCK Ruby MOW 1986 28 2015 3 $4,400 $4,400 

204 HI-RAIL BUCKET TRUCK Ruby MOW 1987 27 2014 3 $4,190 $4,190 



833 3/4 TON VAN-ELMO Elmo MOW 1996 18 2014 3 $4,190 $4,190 

835 1-TON VAN Ruby MOW 1996 18 2015 3 $4,400 $4,400 

876 FORD E-250 CARGO Elmo MOW 1998 16 2015 3 $4,400 $4,400 

881 1-TON PICKUP-ELMO MOW TK 1997 17 2014 2 $4,190 $4,190 

882 1-TON UTILITYBED 4WD-ELMO MOW TK 1997 17 2014 2 $4,190 $4,190 

889 1-TON PICKUP-RJ Elmo MOW 1997 17 2014 3 $4,190 $4,190 

1044 1-TON PICKUP RJ (new eng @ 40K) Ruby MOW 1998 16 2014 2 $4,190 $4,190 

1053 CAR MOVER"BRANDT TRUCK" Ruby REM 1998 16 Various 1 $4,190 $4,620 $4,620 $13,430 


1088 GMC SAVANNA VAN Ruby MOW 2001 13 2014 1 $4,190 $4,190 

1089 GMC SAVANNA VAN MOW SUB 2001 13 2015 2 $3,800 $3,800 

1091 FORD F-350 Ruby REM 2001 13 2015 1 $3,800 $3,800 

1104 FORD F-550 HIGH RAIL VEHICLE Elmo MOW 2002 12 2014 1 $4,190 $4,190 

1109 FORD PUMP TRUCK Ruby Elmo 1999 15 2014 1 $3,990 $3,990 

1139 GMC DUMP TRUCK, HI-RAIL Ruby MOW 2002 12 Various 1 $4,620 $4,620 $9,240 

1140 CHEVY 1-TON CARGO VAN Ruby MOW 2003 11 2014 2 $4,190 $4,190 

1142 FORD I TON CREW CAB Elmo MOW 2004 10 Various 1 $4,620 $4,620 $9,240 

97 Total . . . . $64,650 $29,600 $13,860 $13,860 $0 $121,970 

279 TOTAL NON-REVENUE VEHICLES . . . . $204,520 $135,200 $73,920 $60,060 $0 $473,700 

ADJUSTED AMOUNT $0 $135,200 $73,920 $60,060 $0 $269,180 

*FY14 budgeted appropriations will only include carryover amount ($132,407) and not forecasted costs. 

Page ‐ 221


Summary of Non‐Revenue Vehicle Replacements ≤ $5,000 – Table 16B 

SUMMARY OF NRV ≤ $5,000 


TOTALS 


$ 20,950 $ 17,600 $ 13,860 $ - $ - $ 52,410 

POOL 

4,190 13,200 9,240 9,240 - 35,870 


20,950 4,400 - - - 25,350 

ASSIGNED - BUS MAINTENANCE 29,330 22,000 18,480 18,480 - 88,290 

ASSIGNED - FACILITIES MAINTENANCE 39,510 22,000 9,240 9,240 - 79,990 


4,190 4,400 - - - 8,590 

ASSIGNED - CAPITAL PROJECTS (HS) 16,560 17,600 9,240 9,240 - 52,640 


4,190 4,400 - - - 8,590 


64,650 29,600 13,860 13,860 - 121,970 

TOTAL NON-REVENUE VEHICLES $ 204,520 $ 135,200 $ 73,920 $ 60,060 $ - $ 473,700 

ADJUSTED AMOUNT $ - $ 135,200 $ 73,920 $ 60,060 $ - $ 269,180 

Non‐Revenue Shop Equipment – Table 12C 

TABLE 12C FY14-FY18 BUS MAINTENANCE NON-REVENUE CAPITAL PROGRAMS - SHOP EQUIPMENT REPLACEMENT/REPAIR 

ITEM REQUIRED 

PROJECT ACTION 

MANAGER NEEDED 


NEEDED 



OPTIMUM 

REPLACEMENT 



TOTAL 

NON-REVENUE VEHICLES (

Capital Asset Management & Investment Program Appendix Facilities Management 

Facilities Management ‐ Building Area/Component 

Item Location Project mgr Bus/Rail Condition 

Useful life 


Total 


*IMPROVEMENT ‐ Bay Utility Relocations Bay M4E ELMONICA Papadopoulos R n/a n/a $ ‐ $ ‐ $ 32,706 $ ‐ $ ‐ $ 32,706 

*IMPROVEMENT ‐ Build Permanent Operator/Others Restrooms VARIOUS locations Papadopoulos R ‐ 110,000 110,000 110,000 110,000 440,000 

*IMPROVEMENT ‐ Pallet Rack Cover Exterior ELMONICA Papadopoulos R n/a 30 28,710 28,710 

*IMPROVEMENT ‐ Railing Repainting Interior ‐ New Color ELMONICA Papadopoulos R n/a 10 ‐ 54,863 ‐ ‐ ‐ 54,863 

*IMPROVEMENT ‐ Refurbish Lobby and East Entry CENTER ADMINISTRATION Papadopoulos B 3 15 ‐ ‐ ‐ ‐ ‐ ‐ 

*IMPROVEMENT ‐ REM Storage ELMONICA Papadopoulos R n/a 20 261,038 ‐ ‐ ‐ ‐ 261,038 

*IMPROVEMENT ‐ Supervisor Office Relocation ELMONICA Papadopoulos R n/a 15 ‐ 29,375 101,533 ‐ ‐ 130,908 

*IMPROVEMENT ‐ TEI & Master Plan ‐ new construction POWELL Papadopoulos B 3 50 60,000 129,851 477,822 ‐ ‐ 667,673 

DOORS exterior mandoor south end, 2nd floor CENTER MAINT Nordstrom/Ronan B 3 40 3,000 ‐ ‐ ‐ ‐ 3,000 

DOORS OVERHEAD Motors POWELL Nordstrom/Ronan B 3 20 17,500 15,000 ‐ ‐ ‐ 32,500 

EXTERIOR Painting PLATFORMS ‐ MAX Papadopoulos R 3 10 80,000 80,000 80,000 80,000 80,000 400,000 

EXTERIOR Painting/Reseal LAYOVER FOSTER Papadopoulos B 2 10 1,200 ‐ ‐ ‐ ‐ 1,200 

EXTERIOR Painting/Reseal RUBY NORTH Papadopoulos R 2 10 100,000 ‐ ‐ ‐ ‐ 100,000 

EXTERIOR Painting/Reseal TRANSIT CENTER BARBUR Papadopoulos B 2 10 55,000 ‐ ‐ ‐ ‐ 55,000 

EXTERIOR Painting/Reseal TRANSIT CENTER TIGARD Papadopoulos B 2 10 ‐ 18,000 ‐ ‐ ‐ 18,000 

EXTERIOR Painting/Reseal ???? PARKING GARAGE DISRICT‐WIDE Papadopoulos R 2 10 85,000 85,000 ‐ ‐ ‐ 170,000 

EXTERIOR Painting/Reseal CMU PARK & RIDE TUALATIN NORTH/SOUTH Papadopoulos B 3 5 ‐ ‐ 4,500 ‐ ‐ 4,500 

FLOOR CARPET RUBY NORTH Papadopoulos R 2 15 ‐ ‐ ‐ 100,000 ‐ 100,000 

FLOOR CARPET, 2ND FLR HALLWAY ‐ replace ELMONICA Papadopoulos R 3 15 5,000 ‐ ‐ ‐ ‐ 5,000 

FLOOR CONCRETE Non‐Skid Coating CENTER MAINT Ntekpere B 2 4 ‐ ‐ ‐ 90,000 ‐ 90,000 

FLOOR CONCRETE Non‐Skid Coating CENTER MAINTENANCE FUEL HOUSE Ntekpere B 2 4 ‐ ‐ ‐ 27,000 ‐ 27,000 

FLOOR CONCRETE Non‐Skid Coating MERLO MAINTENANCE Ntekpere B 2 4 ‐ ‐ ‐ 20,000 ‐ 20,000 

FLOOR CONCRETE Non‐Skid Coating POWELL FUEL HOUSE Ntekpere B 2 4 ‐ ‐ ‐ 20,000 ‐ 20,000 

FLOOR EPOXY TERMINAL FOREST GROVE Nordstrom/Ronan B 2 6 ‐ ‐ 2,000 ‐ ‐ 2,000 

FLOOR EPOXY TRANSIT CENTER ROSE QUARTER Nordstrom/Ronan B 2 6 ‐ ‐ 3,000 ‐ ‐ 3,000 

IMPROVEMENT Mezzanine for Storage RUBY SOUTH Papadopoulos R n/a 30 ‐ ‐ 30,000 150,000 ‐ 180,000 

IMPROVEMENT Tenant ELMONICA Papadopoulos R 2 15 $ ‐ $ ‐ $ ‐ $ 108,000 $ ‐ $ 108,000 

*INTERIOR ‐ Refurbish Admin/Operator Report Area MERLO ADMINISTRATION Papadopoulos B 3 15 $ ‐ $ 107,000 $ 393,000 $ ‐ $ ‐ $ 500,000 

*INTERIOR ‐ Refurbish Layover & Crew Rooms VARIOUS locations ‐ Rail layovers Papadopoulos R 3 15 40,000 52,000 52,000 52,000 52,000 248,000 

*INTERIOR ‐ Refurbish OPS (admin, bullpen, restrooms) POWELL Papadopoulos B 3 15 96,258 350,016 ‐ ‐ ‐ 446,274 

INTERIOR Painting/Tile work CENTER MAINT Papadopoulos B 2 15 100,000 ‐ ‐ ‐ ‐ 100,000 

INTERIOR Painting/Tile work NELA ATP Papadopoulos B 2 15 ‐ ‐ ‐ 30,000 ‐ 30,000 

INTERIOR Painting/Tile work RUBY NORTH Papadopoulos R 2 15 ‐ ‐ 160,000 ‐ ‐ 160,000 

INTERIOR Painting/Tile work TRANSIT CENTER OREGON CITY Papadopoulos B 2 15 ‐ ‐ 1,000 ‐ ‐ 1,000 

INTERIOR Refurbish TRANSIT CENTER HILLSBORO Papadopoulos B 3 15 ‐ 30,000 ‐ ‐ ‐ 30,000 

INTERIOR Refurbish Lunchroom RUBY NORTH Papadopoulos R 2 15 ‐ ‐ ‐ 25,000 ‐ 25,000 

INTERIOR Restrooms ‐ upgrade/refurbish RUBY NORTH Papadopoulos R 2 15 ‐ ‐ 39,000 ‐ ‐ 39,000 

LIGHTING (Shop) CENTER MAINT Nordstrom/Ronan B n/a 2 4,000 ‐ 4,000 ‐ 4,000 12,000 

LIGHTING (Shop) MERLO MAINTENANCE Nordstrom/Ronan B n/a 2 4,000 ‐ 4,000 ‐ 4,000 12,000 

LIGHTING (Shop) NELA ATP Nordstrom/Ronan B n/a 2 1,500 ‐ 1,500 ‐ 1,500 4,500 

LIGHTING (Shop) POWELL Nordstrom/Ronan B n/a 2 4,000 ‐ 4,000 ‐ 4,000 12,000 

LIGHTING Ceiling lights ‐24 hour lighting VINTAGE TROLLEY BARN Nordstrom/Ronan R n/a 2 500 ‐ 500 ‐ 500 1,500 

LIGHTING interior CENTER ADMINISTRATION Nordstrom/Ronan B n/a 2 1,500 ‐ 1,500 ‐ 1,500 4,500 

LIGHTING interior MERLO ADMINISTRATION Nordstrom/Ronan B n/a 2 1,500 ‐ 1,500 ‐ 1,500 4,500 

LIGHTING Paint Bay MERLO MAINTENANCE Nordstrom/Ronan B n/a 2 500 ‐ 500 ‐ 500 1,500 

ROOF Inspect/repair EPDM CENTER ADMINISTRATION Papadopoulos B 2 5 25,000 ‐ ‐ ‐ ‐ 25,000 

ROOF Inspect/repair EPDM NELA ATP Papadopoulos B 2 5 25,000 ‐ ‐ ‐ ‐ 25,000 

SHELTER/WIND SCREEN (ongoing glass replacement?) PLATFORMS ‐ WES Nordstrom/Ronan R 2 2 ‐ 3,000 ‐ 3,000 ‐ 6,000 

WINDOWS Replace CENTER MAINT Papadopoulos B 2 40 ‐ 35,000 ‐ ‐ ‐ 35,000 

WINDOWS Replace POWELL Papadopoulos B 2 40 ‐ 20,000 ‐ 20,000 ‐ 40,000 

WINDOWS Reseal MERLO MAINTENANCE Nordstrom/Ronan B 3 5 10,000 ‐ ‐ ‐ ‐ 10,000 

Total Building Area/Components $ 981,496 $ 1,119,105 $ 1,504,061 $ 863,710 $ 259,500 $ 4,727,872 

Note: Items marked with asterisk (*) indicate item is project. 

Page ‐ 223


Facilities Management ‐ Electrical Equipment & Systems 


Useful life 


Total 


ELECTRICAL Generator ‐ ADD ELMONICA Papadopoulos R n/a 25 $ ‐ $ 30,000 $ 220,000 $ ‐ $ ‐ $ 250,000 

ELECTRICAL UPS Batteries CENTER ADMINISTRATION Ntekpere B n/a 3 10,000 ‐ ‐ 10,000 ‐ 20,000 

ELECTRICAL UPS Batteries CENTER MAINT Ntekpere B n/a 3 ‐ ‐ 10,000 ‐ ‐ 10,000 

ELECTRICAL UPS Batteries ELMONICA Ntekpere R n/a 3 15,000 ‐ ‐ 15,000 ‐ 30,000 

ELECTRICAL UPS Batteries MERLO ADMINISTRATION Ntekpere B n/a 3 ‐ ‐ 7,500 ‐ ‐ 7,500 

ELECTRICAL UPS Batteries NELA ATP Ntekpere B n/a 3 ‐ ‐ 15,000 ‐ ‐ 15,000 

ELECTRICAL UPS Batteries POWELL Ntekpere B n/a 3 ‐ ‐ 7,500 ‐ ‐ 7,500 

ELECTRICAL UPS Batteries RUBY NORTH, 2 LOCATIONS Ntekpere R n/a 3 20,000 ‐ ‐ 20,000 ‐ 40,000 

Total Electrical Equipment & Systems $ 45,000 $ 30,000 $ 260,000 $ 45,000 $ ‐ $ 380,000 

Facilities Management ‐ HVAC Equipment & Systems 


Useful life 


Total 


*HVAC ‐ Battery Room Ventilation ‐ Improve/Eval CENTER MAINT Papadopoulos B 2 n/a $ 44,625 $ 125,449 $ ‐ $ ‐ $ ‐ $ 170,074 

*HVAC ‐ Server Room Remodel ‐ Energy Trust Eligible RUBY NORTH Papadopoulos R n/a n/a 26,100 57,330 ‐ ‐ ‐ 83,430 

*HVAC ‐ Welding Area Ventilation ELMONICA Papadopoulos R n/a 20 ‐ ‐ 27,600 100,798 ‐ 128,398 

*HVAC DDC Replacement RUBY NORTH Papadopoulos R 3 25 119,351 ‐ ‐ ‐ ‐ 119,351 

HVAC Replacement Carnes Upblast fans ??? MERLO MAINTENANCE Nordstrom/Ronan B 2 20 ‐ 30,000 ‐ ‐ ‐ 30,000 

HVAC Boiler Evaluate/replace RUBY NORTH Nordstrom/Ronan R 3 35 3,000 34,000 ‐ ‐ ‐ 37,000 

HVAC contol upgrade ELMONICA Ntekpere R 2 25 ‐ 40,000 ‐ ‐ ‐ 40,000 

HVAC Duct Cleaning POWELL Ntekpere B n/a 7 ‐ ‐ ‐ 5,000 ‐ 5,000 

HVAC Exhaust Fans Overhaul MERLO MAINTENANCE Papadopoulos B 2 10 ‐ ‐ ‐ 35,000 ‐ 35,000 

HVAC Infrared Heater Replacement CENTER MAINT Papadopoulos B 3 20 270,000 220,000 222,000 ‐ ‐ 712,000 

Total HVAC Equipment & Systems $ 463,076 $ 506,779 $ 249,600 $ 140,798 $ ‐ $ 1,360,253 


Page ‐ 224


Facilities Management ‐ Lifting Equipment & Systems 


Useful life 


Total 


*HOISTS Unit 9 & 13 POWELL Papadopoulos B 3 30 $ ‐ $ ‐ $ ‐ $ 230,000 $ ‐ $ 230,000 

*HOISTS Unit FY14 ‐ #27 & #28; FY17 ‐ #7 CENTER MAINT Papadopoulos B 3 30 421,000 ‐ ‐ ‐ ‐ 421,000 

*HOISTS Unit FY15 ‐ #8; FY16 ‐ #9 & #10 MERLO MAINTENANCE Papadopoulos B 3 30 ‐ 220,000 446,640 ‐ ‐ 666,640 

*IMPROVEMENT ‐ Jib Crane for Rebuild Area ELMONICA Papadopoulos R n/a n/a ‐ ‐ ‐ 21,509 ‐ 21,509 

ELEVATOR Flr Lining‐ CTC, STC, Grshm, Gtwy PARKING GARAGE DISRICT‐WIDE Ntekpere R 3 7 10,000 10,000 10,000 10,000 10,000 50,000 

ELEVATOR Flr lining ‐Gtwy, 82 nd , 42 nd , 60 th ,STC PLATFORMS MAX Ntekpere R 3 7 10,000 10,000 10,000 10,000 10,000 50,000 

HOISTS‐ INGROUND ‐ cylinder rechroming POWELL Nordstrom/Ronan B 3 20 24,000 ‐ ‐ ‐ ‐ 24,000 

Hoists Omer lift pin PARTS BUS GARAGES ‐ ALL Nordstrom/Ronan B n/a 30 7,000 7,000 7,000 7,000 7,000 35,000 

Total Lifting Equipment & Systems $ 472,000 $ 247,000 $ 473,640 $ 278,509 $ 27,000 $ 1,498,149 


Facilities Management ‐ Plumbing Systems 


Useful life 


Total 


PLUMBING 17th Ave backflow CENTER ADMINISTRATION Papadopoulos B 2 onetime $ ‐ $ ‐ $ 70,000 $ ‐ $ ‐ $ 70,000 

PLUMBING Mop Sinks Add at Sunset, 185th TRANSIT CENTER DISRICT‐WIDE Ntekpere R n/a onetime ‐ ‐ 10,000 ‐ ‐ 10,000 

PLUMBING Sewer Line to Street CENTER ADMINISTRATION Nordstrom/Ronan B 3 20 ‐ ‐ 15,000 ‐ ‐ 15,000 

PLUMBING Storm Drain yard POWELL ATP Ntekpere B 2 20 ‐ 25,000 ‐ ‐ ‐ 25,000 

PLUMBING STORM DRAINS yard POWELL Papadopoulos B 3 20 ‐ 20,000 ‐ ‐ ‐ 20,000 

Total Plumbing Systems $ ‐ $ 45,000 $ 95,000 $ ‐ $ ‐ $ 140,000 

Facilities Management ‐ Safety/Hazmat Systems 


Useful life 


Total 


CO2 sensors ‐ garage exhaust TRANSIT CENTER CLACKAMAS TWN CNTR Nordstrom/Ronan B n/a 2 $ 6,193 $ ‐ $ 6,193 $ ‐ $ 6,193 $ 18,579 

Total Safety‐Hazmat Systems $ 6,193 $ ‐ $ 6,193 $ ‐ $ 6,193 $ 18,579 

Page ‐ 225


Facilities Management ‐ Site/Property Improvements 

ITEM LOCATION Project mgr Bus/Rail Condition 

Useful life 


Total 


*DEMOLITION ‐ Blue Flame Building Powell Papadopoulos B 3 n/a $ 37,854 $ ‐ $ ‐ $ ‐ $ ‐ $ 37,854 

*IMPROVEMENT ‐ Station Finishes & Landscaping PLATFORMS ‐ WASHINGTON PARK Papadopoulos R 3 30 654,032 ‐ 2,674,353 ‐ ‐ 3,328,385 

*PLATFORM PAVERS ‐ Sunset T/C Replacement TRANSIT CENTER ‐ SUNSET Papadopoulos R 3 onetime 295,452 1,235,827 ‐ ‐ ‐ 1,531,279 

*TRANSIT CENTER ‐ Hollywood Paving & Storm Drainage TRANSIT CENTER Hollywood/NE 42nd Papadopoulos B 3 27 ‐ 200,000 ‐ ‐ ‐ 200,000 

*VAULT COVERS ‐ Downtown Vault Lid Replacements Various: Morrison & Yamhill Kindig/Papadopoulos R 3 n/a 310,200 ‐ ‐ ‐ ‐ 310,200 

FENCING Chain Link add TRANSIT CENTER WILLOW CREEK Nordstrom/Ronan B n/a 10 3,000 ‐ ‐ ‐ ‐ 3,000 

Gate Operator Replacement (2) RUBY WEST Nordstrom/Ronan R 2 7 14,000 ‐ ‐ ‐ ‐ 14,000 

IMPROVEMENT Trash Recepticle Liners‐District wide PLATFORMS ‐ MAX Cook R n/a n/a ‐ 12,000 ‐ 12,000 ‐ 24,000 

LANDSCAPING ELMONICA Cook R 3 n/a ‐ 2,000 ‐ 2,000 ‐ 4,000 

LANDSCAPING MERLO ATP Cook B 2 n/a ‐ ‐ 1,000 ‐ ‐ 1,000 

LANDSCAPING PLATFORMS ‐ MAX Cook R 3 n/a ‐ 2,000 ‐ 2,000 ‐ 4,000 

LANDSCAPING PLATFORMS ‐ WES Cook R 3 n/a ‐ 2,500 ‐ 2,500 ‐ 5,000 

LANDSCAPING POWELL ATP Cook B 3 n/a 1,000 ‐ ‐ 1,000 ‐ 2,000 

LANDSCAPING RUBY NORTH Cook R 3 n/a 2,000 ‐ ‐ 2,000 ‐ 4,000 

LANDSCAPING TRANSIT CENTER DISRICT‐WIDE Cook R 3 n/a ‐ 15,000 ‐ 15,000 ‐ 30,000 

LANDSCAPING VINTAGE TROLLEY BARN Cook R 3 n/a 1,000 ‐ ‐ 1,000 ‐ 2,000 

LANDSCAPING WES OPERATIONS Cook R 2 n/a ‐ ‐ 1,000 ‐ ‐ 1,000 

LANDSCAPING Bark dust/irrigation NELA ATP Cook B 2 n/a ‐ ‐ 2,000 ‐ ‐ 2,000 

LANDSCAPING improve (permits) MERLO MAINTENANCE Cook B 2 n/a ‐ ‐ 2,000 ‐ ‐ 2,000 

LANDSCAPING Systems CENTER MAINT Cook B 2 n/a ‐ ‐ 2,000 ‐ ‐ 2,000 

LANDSCAPING Systems MERLO ADMINISTRATION Cook B 2 n/a ‐ ‐ 2,000 ‐ ‐ 2,000 

LANDSCAPING Systems POWELL Cook B 2 n/a ‐ ‐ 2,000 ‐ ‐ 2,000 

LIGHTING ELMONICA Nordstrom/Ronan R n/a 2 ‐ 4,000 ‐ 4,000 ‐ 8,000 

LIGHTING RUBY NORTH Nordstrom/Ronan R n/a 2 ‐ 4,000 ‐ 4,000 ‐ 8,000 

LIGHTING RUBY SOUTH Nordstrom/Ronan R n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING RUBY WEST Nordstrom/Ronan R n/a 2 ‐ 1,000 ‐ 1,000 ‐ 2,000 

LIGHTING WES OPERATIONS Nordstrom/Ronan R n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING upgrades DISTRICT‐WIDE Nordstrom/Ronan R n/a n/a ‐ 25,000 ‐ 25,000 ‐ 50,000 

LIGHTING Central PLATFORMS ‐ MAX Nordstrom/Ronan R n/a 2 ‐ 6,000 ‐ 6,000 ‐ 12,000 

LIGHTING Eastside PLATFORMS ‐ MAX Nordstrom/Ronan R n/a 2 11,000 ‐ 11,000 ‐ 11,000 33,000 

LIGHTING interior Layover LAYOVER FOSTER Nordstrom/Ronan B n/a 2 500 ‐ 500 ‐ 500 1,500 

LIGHTING parking lot ‐ employee, Upgrade MERLO Nordstrom/Ronan B n/a 2 40,000 ‐ ‐ ‐ ‐ 40,000 


Page ‐ 226


Facilities Management ‐ Site/Property Improvements (continued) 


Useful life 


Total 


LIGHTING Parking Lot ‐ N&S PARK & RIDE TUALATIN NORTH/SOUTH Nordstrom/Ronan B n/a 2 $ ‐ $ 4,000 $ ‐ $ 4,000 $ ‐ $ 8,000 

LIGHTING Parking Lot/Platform PARK & RIDE MILWAUKIE Nordstrom/Ronan B n/a 2 1,000 ‐ 1,000 ‐ 1,000 3,000 

LIGHTING Parking Lot/Platform PARK & RIDE MOHAWK Nordstrom/Ronan B n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING Parking Lot/Platform PARK & RIDE PROGRESS Nordstrom/Ronan B n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING Parking Lot/Platform PARK & RIDE TIGARD Nordstrom/Ronan B n/a 2 2,000 ‐ 2,000 ‐ 2,000 6,000 

LIGHTING Parking Lot/Platform TERMINAL FOREST GROVE Nordstrom/Ronan B n/a 2 2,000 ‐ 2,000 ‐ 2,000 6,000 

LIGHTING Parking Lot/Platform TERMINUS NORTH MALL Nordstrom/Ronan B n/a 2 ‐ 1,000 ‐ 1,000 ‐ 2,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER BARBUR Nordstrom/Ronan B n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER BEAVERTON Nordstrom/Ronan B n/a 2 2,000 ‐ 2,000 ‐ 2,000 6,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER CLACKAMAS TWN CNTR Nordstrom/Ronan B n/a 2 ‐ 2,000 ‐ 2,000 ‐ 4,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER OREGON CITY Nordstrom/Ronan B n/a 2 ‐ 2,500 ‐ 2,500 ‐ 5,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER ROSE QUARTER Nordstrom/Ronan B n/a 2 ‐ 1,000 ‐ 1,000 ‐ 2,000 

LIGHTING Parking Lot/Platform TRANSIT CENTER TIGARD Nordstrom/Ronan B n/a 2 2,000 ‐ 2,000 ‐ 2,000 6,000 

LIGHTING System wide relamp PARK & RIDE DISRICT‐WIDE Nordstrom/Ronan R n/a 2 ‐ 10,000 ‐ 10,000 ‐ 20,000 

LIGHTING System wide relamp‐STC, Parkrose, Gateway TRANSIT CENTER DISRICT‐WIDE Nordstrom/Ronan R n/a 2 ‐ 25,000 ‐ 25,000 ‐ 50,000 

LIGHTING Tualatin, Tigard, Wilsonville PLATFORMS ‐ WES Nordstrom/Ronan R n/a 2 ‐ 3,000 ‐ 3,000 ‐ 6,000 

LIGHTING Westside PLATFORMS ‐ MAX Nordstrom/Ronan R n/a 2 ‐ 16,000 ‐ 16,000 ‐ 32,000 

PAVEMENT ASPHALT sealcoat CENTER ADMINISTRATION front Nordstrom/Ronan B n/a 4 ‐ ‐ 2,058 ‐ ‐ 2,058 

PAVEMENT ASPHALT sealcoat ELMONICA Nordstrom/Ronan R n/a 4 ‐ 12,418 ‐ ‐ ‐ 12,418 

PAVEMENT ASPHALT sealcoat MERLO & MERLO ATP ‐ all Nordstrom/Ronan B n/a 4 ‐ 19,510 ‐ ‐ ‐ 19,510 

PAVEMENT ASPHALT sealcoat NELA ATP Nordstrom/Ronan B n/a 4 ‐ ‐ 10,222 ‐ ‐ 10,222 

PAVEMENT ASPHALT sealcoat Orenco Pkwy Road (agreement) Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 2,883 ‐ 2,883 

PAVEMENT ASPHALT sealcoat PARK & RIDE Beaverton Creek Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 20,506 ‐ 20,506 

PAVEMENT ASPHALT sealcoat PARK & RIDE BTC parking Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 2,404 ‐ 2,404 

PAVEMENT ASPHALT sealcoat PARK & RIDE Cleaveland Nordstrom/Ronan R n/a 4 17,318 ‐ ‐ ‐ 17,318 34,636 

PAVEMENT ASPHALT sealcoat PARK & RIDE Delta Park Nordstrom/Ronan R n/a 4 11,106 ‐ ‐ ‐ 11,106 22,212 

PAVEMENT ASPHALT sealcoat PARK & RIDE Fair Complex Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 21,800 ‐ 21,800 

PAVEMENT ASPHALT sealcoat PARK & RIDE Gateway Nordstrom/Ronan R n/a 4 11,673 ‐ ‐ ‐ 11,673 23,346 

PAVEMENT ASPHALT sealcoat PARK & RIDE Gresham Cty Hall Nordstrom/Ronan R n/a 4 15,655 ‐ ‐ ‐ 15,655 31,310 

PAVEMENT ASPHALT sealcoat PARK & RIDE Hall/Nimbus Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 4,456 ‐ 4,456 

PAVEMENT ASPHALT sealcoat PARK & RIDE Milikan Way Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 20,231 ‐ 20,231 

PAVEMENT ASPHALT sealcoat PARK & RIDE MILWAUKIE Nordstrom/Ronan B n/a 4 ‐ ‐ 16,755 ‐ ‐ 16,755 

PAVEMENT ASPHALT sealcoat PARK & RIDE MOHAWK Nordstrom/Ronan B n/a 4 ‐ 10,272 ‐ ‐ ‐ 10,272 

PAVEMENT ASPHALT sealcoat PARK & RIDE Orenco Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 10,802 ‐ 10,802 

PAVEMENT ASPHALT sealcoat PARK & RIDE Parkrose Nordstrom/Ronan R n/a 4 12,025 ‐ ‐ ‐ 12,025 24,050 

Page ‐ 227


Facilities Management ‐ Site/Property Improvements (continued) 


Useful life 


Total 


PAVEMENT ASPHALT sealcoat PARK & RIDE PROGRESS Nordstrom/Ronan B n/a 4 $ ‐ $ 6,304 $ ‐ $ ‐ $ ‐ $ 6,304 

PAVEMENT ASPHALT sealcoat PARK & RIDE Quatama Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 14,843 ‐ 14,843 

PAVEMENT ASPHALT sealcoat PARK & RIDE QUICK DROP Merlo Road Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 1,218 ‐ 1,218 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE 122nd/Burnside Nordstrom/Ronan R n/a 4 18,738 ‐ ‐ ‐ 18,738 37,476 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE 124th/Ash Nordstrom/Ronan R n/a 4 18,738 ‐ ‐ ‐ 18,738 37,476 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE 181ST Nordstrom/Ronan R n/a 4 9,718 ‐ ‐ ‐ 9,718 19,436 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE Fuller Road Nordstrom/Ronan R n/a 4 ‐ ‐ 23,921 ‐ ‐ 23,921 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE HOLGATE Nordstrom/Ronan R n/a 4 ‐ ‐ 5,122 ‐ ‐ 5,122 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE Main Street Nordstrom/Ronan R n/a 4 ‐ ‐ 16,439 ‐ ‐ 16,439 

PAVEMENT ASPHALT sealcoat PARK & RIDE SE Powell Nordstrom/Ronan R n/a 4 ‐ ‐ 15,419 ‐ ‐ 15,419 

PAVEMENT ASPHALT sealcoat PARK & RIDE SW 170th/Elmonica Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ ‐ 23,688 23,688 

PAVEMENT ASPHALT sealcoat PARK & RIDE TIGARD Nordstrom/Ronan B n/a 4 ‐ 8,777 ‐ ‐ ‐ 8,777 

PAVEMENT ASPHALT sealcoat PARK & RIDE TUALATIN NORTH/SOUTH Nordstrom/Ronan B n/a 4 ‐ 19,936 ‐ ‐ ‐ 19,936 

PAVEMENT ASPHALT sealcoat PARK & RIDE Tualatin South (WES) Nordstrom/Ronan R n/a 4 ‐ ‐ ‐ 3,000 ‐ 3,000 

PAVEMENT ASPHALT sealcoat PARK & RIDE Willow Creek Nordstrom/Ronan R n/a 4 ‐ ‐ 26,990 ‐ ‐ 26,990 

PAVEMENT ASPHALT sealcoat POWELL Nordstrom/Ronan B n/a 4 ‐ ‐ 10,000 ‐ ‐ 10,000 

PAVEMENT ASPHALT sealcoat RUBY NORTH (main lot) Nordstrom/Ronan R n/a 4 13,327 ‐ ‐ ‐ 13,327 26,654 

PAVEMENT ASPHALT sealcoat RUBY SOUTH (employee lot) Nordstrom/Ronan R n/a 4 4,667 ‐ ‐ ‐ 4,667 9,334 

PAVEMENT ASPHALT sealcoat RUBY SOUTH parking lot Nordstrom/Ronan R n/a 4 ‐ 4,667 ‐ ‐ ‐ 4,667 

PAVEMENT ASPHALT sealcoat RUBY WEST Nordstrom/Ronan R n/a 4 1,404 ‐ ‐ ‐ 1,404 2,808 

PAVEMENT ASPHALT sealcoat SIGNAL BUILDING Rose Qtr Nordstrom/Ronan R n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat SUBSTATION N Church St Nordstrom/Ronan R n/a 4 82 ‐ ‐ ‐ 82 164 

PAVEMENT ASPHALT sealcoat SUBSTATION N Graham Street Nordstrom/Ronan R n/a 4 35 ‐ ‐ ‐ 35 70 

PAVEMENT ASPHALT sealcoat SUBSTATION NE 122nd Nordstrom/Ronan R n/a 4 35 ‐ ‐ ‐ 35 70 

PAVEMENT ASPHALT sealcoat SUBSTATION SW 153RD Nordstrom/Ronan R n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat SUBSTATION SW Lincoln Nordstrom/Ronan R n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat SUBSTATION SW Walker Nordstrom/Ronan R n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat TERMINAL South Nordstrom/Ronan R n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat TERMINUS NORTH MALL Nordstrom/Ronan B n/a 4 ‐ ‐ 35 ‐ ‐ 35 

PAVEMENT ASPHALT sealcoat TRANSIT CENTER BARBUR Nordstrom/Ronan B n/a 4 ‐ 19,282 ‐ ‐ ‐ 19,282 

PAVEMENT ASPHALT sealcoat TRANSIT CENTER BEAVERTON (Quick DroNordstrom/Ronan B n/a 4 ‐ 2,219 ‐ ‐ ‐ 2,219 

PAVEMENT ASPHALT sealcoat TRANSIT CENTER TIGARD Nordstrom/Ronan B n/a 4 ‐ 6,149 ‐ ‐ ‐ 6,149 

PAVEMENT ASPHALT sealcoat TUNNEL ACCESS East Nordstrom/Ronan R n/a 4 ‐ ‐ 2,148 ‐ ‐ 2,148 

PAVEMENT ASPHALT sealcoat WES ADMIN/MAINT Nordstrom/Ronan R n/a 4 ‐ ‐ 3,379 ‐ 3,379 

PAVEMENT ASPHALT sealcoat WEST VENT parking lot Nordstrom/Ronan R n/a 4 ‐ ‐ 1,798 ‐ 1,798 

PAVEMENT GRAVEL SUBSTATION 32ND AVE (Fred Meyer) Nordstrom/Ronan R 2 2 ‐ 200 ‐ 200 ‐ 400 

PAVEMENT GRAVEL VINTAGE TROLLEY BARN Nordstrom/Ronan R 2 2 ‐ 3,500 ‐ 3,500 ‐ 7,000 

PAVEMENT GRAVEL (Maint employee lot) POWELL Nordstrom/Ronan B 2 2 5,000 ‐ 5,000 ‐ 5,000 15,000 

Total Site‐Property Improvements $ 1,518,559 $1,697,061 $2,842,935 $261,222 $183,709 $ 6,503,486 

Page ‐ 228


Facilities Management ‐ Other Systems & Equipment 


Useful life 


Total 


EQUIPMENT AmPro Thermal Parts Cleaner CENTER MAINT Papadopoulos B 2 20 $ ‐ $ 16,000 $ ‐ $ ‐ $ ‐ $ 16,000 

EQUIPMENT Cyclone Blower CENTER MAINT Papadopoulos B 3 15 ‐ 150,000 150,000 ‐ ‐ 300,000 

EQUIPMENT Cyclone Blower POWELL Papadopoulos B 3 15 ‐ 150,000 150,000 ‐ ‐ 300,000 

LANDSCAPE ‐ Blower, Shindaiwa EB45 (3) 1 Echo Papadopoulos R 3 7 500 500 500 500 500 2,500 

LANDSCAPE ‐ Chain Saw 20", Shindaiwa Papadopoulos R n/a n/a 1,000 ‐ ‐ ‐ ‐ 1,000 

LANDSCAPE ‐ Trimmer‐Power, w/extension/hedger head Papadopoulos R n/a n/a 2,000 ‐ ‐ ‐ ‐ 2,000 

STORAGE ‐ FM Center shop relocation to Hub IVON FACILITIES SHOP Papadopoulos R n/a 8 ‐ ‐ 10,000 ‐ ‐ 10,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) CENTER MAINT Papadopoulos R n/a 5 4,000 4,000 4,000 4,000 4,000 20,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) CENTER MAINT Papadopoulos R n/a 5 6,000 6,000 6,000 6,000 6,000 30,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) MERLO MAINTENANCE Papadopoulos R n/a 5 4,000 4,000 4,000 4,000 4,000 20,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) MERLO MAINTENANCE Papadopoulos R n/a 5 6,000 6,000 6,000 6,000 6,000 30,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) POWELL MAINTENANCE Papadopoulos R n/a 5 4,000 4,000 4,000 4,000 4,000 20,000 

FUEL NOZZLE ‐ HIGH PRESSURE (2) POWELL MAINTENANCE Papadopoulos R n/a 5 6,000 6,000 6,000 6,000 6,000 30,000 

BRUSHES CENTER MAINT Papadopoulos B n/a n/a 9,000 9,000 9,000 9,000 9,000 45,000 

BRUSHES MERLO MAINTENANCE Papadopoulos B n/a n/a 9,000 9,000 9,000 9,000 9,000 45,000 

BRUSHES POWELL MAINTENANCE Papadopoulos B n/a n/a 9,000 9,000 9,000 9,000 9,000 45,000 

HOSE REELS ‐ LUBE, (4/YR) BUS GARAGES ‐ ALL Papadopoulos R n/a 8 ‐ 5,000 ‐ ‐ ‐ 5,000 

HOSE REELS ‐ LUBE, 4/YR CENTER MAINT Papadopoulos R n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

HOSE REELS ‐ LUBE, 4/YR MERLO MAINTENANCE Papadopoulos R n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

HOSE REELS ‐ LUBE, 4/YR POWELL MAINTENANCE Papadopoulos R n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

METERING GUN ‐ Digital, 160, Replace 10 yr, (Merlo) Papadopoulos R n/a 8 12,500 12,500 12,500 12,500 12,500 62,500 

OIL METERING GUN CENTER MAINT Papadopoulos R n/a 8 4,500 4,500 4,500 4,500 4,500 22,500 

OIL METERING GUN MERLO MAINTENANCE Papadopoulos R n/a 8 4,500 4,500 4,500 4,500 4,500 22,500 

OIL METERING GUN POWELL MAINTENANCE Papadopoulos B n/a 8 4,500 4,500 4,500 4,500 4,500 22,500 

PUMP‐ PNUEMATIC LUBE CENTER MAINT Papadopoulos B n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

PUMP‐ PNUEMATIC LUBE MERLO MAINTENANCE Papadopoulos B n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

PUMP‐ PNUEMATIC LUBE POWELL MAINTENANCE Papadopoulos B n/a 8 2,500 2,500 2,500 2,500 2,500 12,500 

Total Other Systems and Equipment $ 101,500 $ 419,500 $ 408,500 $ 98,500 $ 98,500 $ 1,126,500 

Page ‐ 229

Capital Asset Management & Investment Program Appendix Technology Equipment Systems 

Server Capital 

ITC Functional Area Category: IT FOUNDATION Qty FISCAL REPLACE- CURRENT CONDITION FY14 FY15 FY16 FY17 FY18 FY 

ITC Subcategory: Servers YEAR OF ACTION YEAR MENT AGE 2014-2018 


Application/Database Servers 

Oracle Database servers 

Eos - Primary enterprise database server 1 2008 Replace 2014 6 5 5 $ 80,000 

$ 80,000 

6540 Storage for Eos 1 2008 Replace 2014 6 5 5 40,000 40,000 

Eris - Secondary enterprise database server 1 2008 Replace 2014 6 5 5 80,000 80,000 

6540 Storage for Eris 1 2008 Replace 2014 6 5 5 40,000 40,000 

Juno - Oracle Financials database server 1 2012 Replace 2017 5 1 1 $ 7,500 

7,500 

Janus - Oracle Financials application server 1 2012 Replace 2017 5 1 1 7,500 7,500 

Ntap1 - storage for Oracle Financials 1 2011 Replace 2016 5 2 2 $ 165,000 

165,000 

Console switch - KVM for Sun systems 1 2013 Replace 2018 5 0 1 2,000 2,000 

Orthrus - GFI Database Server 1 2012 Replace 2017 5 1 1 8,500 8,500 

Oracle Database Servers Total $ 240,000 $ - $ 165,000 $ 23,500 $ 2,000 $ 430,500 

Oracle Development servers 

Flo/ Jeeves2 - Oracle Financials test database/application s 1 2008 Replace 2013 5 5 5 $ 60,000 

$ 60,000 

Theia - Oracle test servers 1 2012 Replace 2017 5 1 1 $ 7,500 

7,500 

Rhea - Oracle test servers 1 2012 Replace 2017 5 1 1 7,500 7,500 

Helios- Oracle Financials database Test server 1 2011 Replace 2016 5 2 2 $ 7,000 

7,000 

Sol - Oracle Financials application Test server 1 2011 Replace 2016 5 2 2 7,000 7,000 

Oracle Development Servers Total $ 60,000 $ - $ 14,000 $ 15,000 $ - $ 89,000 

SQL and IIS database server 

Csapps2- New Claims system 1 2009 Replace 2014 5 4 4 $ 10,000 

$ 10,000 

SQL and IIS database Server Total $ - $ 10,000 $ - $ - $ - $ 10,000 

ATIS- trip planner 

Tpsm1 - ATIS Master server 1 2013 Replace 2018 5 0 1 $ 3,200 $ 3,200 

Tpsq0 - ATIS queue server 1 (trip planner for 238-RIDE) 1 2013 Replace 2018 5 0 1 3,200 3,200 

Tpsq1 - ATIS queue server 2 (trip planner for 238-RIDE) 1 2013 Replace 2018 5 0 1 3,200 3,200 

Gohost3 - ATIS internet trip planner 1 2013 Replace 2018 5 0 1 5,000 5,000 

Gohost4 - ATIS internet trip planner 1 2013 Replace 2018 5 0 1 5,000 5,000 

ATIS- Trip Planner Total $ - $ - $ - $ - $ 19,600 $ 19,600 

Hastus 

Hastus1- Scheduling Server 1 2013 Replace 2018 5 0 1 $ 9,000 $ 9,000 

Hastus Total $ - $ - $ - $ - $ 9,000 $ 9,000 

Tabs + 

Nstest3 - 4F2WW41 1 2013 Replace 2018 5 0 1 $ 6,000 $ 6,000 

Nsapps - 1CSGMB1 1 2013 Replace 2018 5 0 1 6,000 6,000 

Tabs + Total $ - $ - $ - $ - $ 12,000 $ 12,000 

Trapeze4 - PASS 

Liftdb1 - PASS database server 1 2010 Replace 2015 5 3 3 $ 8,000 

$ 8,000 

Liftdb1 - storage 1 2010 Replace 2015 5 3 3 5,000 5,000 

Liftdb2 - PASS Test database server 1 2010 Replace 2015 5 3 3 8,000 8,000 

LIftdb2 - Test Storage 1 2010 Replace 2015 5 3 3 5,000 5,000 

Trapeze4 - PASS Total $ - $ 26,000 $ - $ - $ - $ 26,000 

Page ‐ 230


Server Capital (continued) 




FARE SYSTEMS 

RJVMC01 1 2012 Replace 2017 5 1 1 $ 6,500 

$ 6,500 

RJVM01 1 2011 Replace 2016 5 2 2 $ 6,500 

6,500 

RJVM02 1 2011 Replace 2016 5 2 2 6,500 6,500 

RJVM03 1 2012 Replace 2017 5 1 1 6,500 6,500 

RJVMstore01 1 2012 Replace 2017 5 1 1 12,000 12,000 

Test database sirloin.FCN test 1 2009 Replace 2014 5 4 4 $ 6,500 

6,500 

Test app server Hostilicius.FCN test 1 2011 Replace 2016 5 2 2 8,250 8,250 

FARE SYSTEMS Total $ 6,500 $ - $ 21,250 $ 25,000 $ - $ 52,750 

RAIL CONTROL SYSTEM (AIM) 

Aimsys1 - CCS Application server (280R) 1 2010 Replace 2016 5 3 3 $ 7,000 

$ 7,000 

Aimsys2 - CCS Application server (280R) 1 2010 Replace 2016 5 3 3 7,000 7,000 

Aimdbs1 - CCS Database server Ruby (Dell server) 1 2010 Replace 2015 5 3 3 $ 8,000 

8,000 

Aimdbs1 - Attached storage (Ruby) 1 2009 Replace 2014 5 4 4 $ 5,000 

5,000 

Aimdbs2 - CCS Database server Center (Dell server) 1 2010 Replace 2015 5 3 3 8,000 8,000 

Aimdbs2 - Attached storage (Center street) 1 2009 Replace 2014 5 4 4 5,000 5,000 

Trsys3 - CCS Dev Application server (280R) 1 2010 Replace 2015 5 3 3 7,000 7,000 

silence (CCS) 1 2013 Replace 2018 5 0 1 4,500 4,500 

RAIL CONTROL SYSTEM (AIM) Total $ 10,000 $ 16,000 $ 21,000 $ - $ 4,500 $ 51,500 

Rail Communication Servers 

Chief - CCS Domain controller 1 2013 Replace 2018 5 0 1 $ 5,000 $ 5,000 

Siegfried - CCS Domain controller 1 2013 Replace 2018 5 0 1 5,000 5,000 

control - Communication server 1 2013 Replace 2018 5 0 1 5,000 5,000 

kaos - Communication server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Rail Communication Servers Total $ - $ - $ - $ - $ 20,000 $ 20,000 

Rail Large Panel Overview Servers 

Kennedy - Overview Servers 1 2013 Replace 2018 5 0 1 $ 5,000 $ 5,000 

Carter - Overview Server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Clinton - Overview Server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Nixon - Overview Server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Reagan - Overview Server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Gingrich - Overview Server 1 2013 Replace 2018 5 0 1 5,000 5,000 

Rail Large Panel Overview Servers Total $ - $ - $ - $ - $ 30,000 $ 30,000 

Rail Terminal Servers 

Term Server 32 port - TRTSV1A 1 2013 Replace 2018 5 0 1 $ 4,500 $ 4,500 

Term Server 32 port - TRTSV2A 1 2013 Replace 2018 5 0 1 4,500 4,500 

Term Server 32 port - TRTSV3A 1 2013 Replace 2018 5 0 1 4,500 4,500 

Term Server 32 port - TRTSV1B 1 2013 Replace 2018 5 0 1 4,500 4,500 



Rail Terminal Servers Total $ - $ - $ - $ - $ 27,000 $ 27,000 

Rail Time Servers 

TrntpA - Ethernet Time Server 1 2010 Replace 2015 5 3 3 $ 3,500 

$ 3,500 

TrntpB - Ethernet Time Server 1 2010 Replace 2015 5 3 3 3,500 3,500 

Rail Time Servers Total $ - $ 7,000 $ - $ - $ - $ 7,000 

Rail Audio / Video 

Avocent AutoView 400 -KVM 1 2009 Replace 2014 5 4 4 $ 2,000 

$ 2,000 

Video Switch, 16 channel VGA 1 2009 Replace 2014 5 4 4 5,000 5,000 

Rail Audio / Video Total $ 7,000 $ - $ - $ - $ - $ 7,000 

CCTV Storage Systesm 

Dell MD31xx SAN 120 TB 1 2011 Replace 2016 5 2 2 $ 80,000 

$ 80,000 

Dell EMC SAN 60 TB 1 2011 Replace 2016 5 2 2 50,000 50,000 

Dell SAN 110 TB 1 2011 Replace 2016 5 2 2 50,000 50,000 

CCTV Storage Systems Total $ - $ - $ 180,000 $ - $ - $ 180,000 

Page ‐ 231






CCTV Digital Video Recorders 

Nextivams2 1 2012 Replace 2017 5 1 1 $ 5,000 

$ 5,000 

Digital Video Recorders 1 1 2012 Replace 2017 5 1 1 4,500 4,500 







Digital Video Recorders 8 1 2013 Replace 2018 5 0 1 $ 4,500 

4,500 







Digital Video Recorders 16 1 2011 Replace 2016 5 2 2 $ 3,000 

3,000 







CCTV Digital Video Recorders Total $ - $ - $ 21,000 $ 36,500 $ 31,500 $ 89,000 

ASA SYSTEM - Added to IT Foundation in FY06 

Helheim - ASA Server (Center gateway) 1 2011 Retire 5 1 Will be retired with CAD/AVL system- have purchased a spare 

$ 

- 

Niflheim - ASA Server (Center) 1 2011 Retire 5 1 - 

Jotunheim - ASA Server ( Powell) 1 2011 Retire 5 1 - 

Nidavellir - ASA Server (Merlo) 1 2011 Retire 5 1 - 

ASA SYSTEM Total $ - $ - $ - $ - $ - $ 

- 

IT Foundation Servers 

Network Backup 

Csnbmaster 1 2013 Replace 2018 5 0 1 $ 9,000 $ 9,000 

Csnbmedia01 1 2011 Replace 2016 5 2 2 $ 9,000 

9,000 

Csnbmedia02 1 2011 Replace 2016 5 2 2 9,000 9,000 

Qualstar Tape library for Backups 2 2 2010 Replace 2015 5 3 3 $ 150,000 

150,000 

CSDD01 -Data Domain storage system ( Center) 1 2010 Replace 2015 5 3 3 180,000 180,000 

Csevault 1 2011 Replace 2016 5 2 2 5,000 5,000 

RJDD01 -Data Domain storage system ( Ruby) 1 2012 Replace 2017 5 1 1 $ 200,000 

200,000 

RJNBmedia 1 2012 Replace 2017 5 1 1 6,500 6,500 

Network Backup Total $ - $ 330,000 $ 23,000 $ 206,500 $ 9,000 $ 568,500 

File Storage 

Ntap2- NetAPP File storage 80TB (personal, global, backu 1 2012 Replace 2018 6 1 1 $ 200,000 $ 200,000 

File Storage Total $ - $ - $ - $ - $ 200,000 $ 200,000 

Page ‐ 232






Domain Controllers 

CSDC01 - Center street 1 2011 Replace 2016 5 2 2 $ 5,000 

$ 5,000 

CSDC02 - Center street 1 2010 Replace 2015 5 3 3 $ 5,000 

5,000 

HADC01 - Harrison 1 2010 Replace 2015 5 3 3 $ 5,000 

5,000 

RJDC01 - Ruby Junction 1 2010 Replace 2015 5 3 3 5,000 5,000 

HSDC01- Holladay Street 1 2010 Replace 2015 5 3 3 5,000 5,000 

NSDC01 - Nela 1 2010 Replace 2015 5 3 3 5,000 5,000 

Domain Controllers Total $ 5,000 $ 20,000 $ 5,000 $ - $ - $ 30,000 

Faxing 

BOS - Faxing /network monitoring 1 2012 Replace 2017 5 1 1 $ 6,000 

$ 6,000 

Athena- Back up to Oracle fax server 1 2013 Replace 2018 5 0 1 $ 5,500 

5,500 

Faxing Total $ - $ - $ - $ 6,000 $ 5,500 $ 11,500 

Security SYSTEM 

CSwebsec1 - Websense server for webfilter 1 2009 Replace 2014 5 4 4 $ 6,500 

$ 6,500 

Csdss - Websense server for DSS 1 2013 Replace 2018 5 0 1 5,000 5,000 

Security System Total $ 6,500 $ - $ - $ - $ 5,000 $ 11,500 

Virtual Servers 

RJVMsrv01 - server 1 2012 Replace 2017 5 1 1 $ 8,000 

$ 8,000 

Csvmsrv1 - server 1 2012 Replace 2017 5 1 1 8,000 8,000 



Csvmc01 - server controller 1 2013 Replace 2018 5 0 1 $ 5,500 

5,500 

Csvmstore01 - San Storage 1 2013 Replace 2018 5 0 1 30,000 30,000 



Csvmesx01 - servers 1 2013 Replace 2018 5 0 1 20,000 20,000 




Nsvmsrv1 - server 1 2013 Replace 2018 5 0 1 25,000 25,000 



NSvmstore01 - San Storage 1 2012 Replace 2017 5 1 1 30,000 30,000 


Nsvmesx01 - server 1 2012 Replace 2017 5 1 1 8,500 8,500 

Virtual Servers Total $ - $ - $ - $ 87,500 $ 220,500 $ 308,000 

E-Mail systems 

Csmail3 - E-Mail server (rename csxchgw) 1 2009 Replace 2014 5 4 4 $ 7,000 

$ 7,000 

Csmail4 - E-Mail server 1 2011 Replace 2016 5 2 2 $ 7,000 

7,000 

Csmail5 1 2013 Replace 2018 5 0 1 $ 5,000 

5,000 

Cscas01 1 2012 Replace 2017 5 1 1 $ 5,000 

5,000 

Cscas02 1 2012 Replace 2017 5 1 1 5,000 5,000 

Csxchstore01 1 2013 Replace 2018 5 0 1 10,000 10,000 

Csxchstore02 1 2013 Replace 2018 5 0 1 10,000 10,000 

E-Mail Systems Total $ 7,000 $ - $ 7,000 $ 10,000 $ 25,000 $ 49,000 

Page ‐ 233






IT Infrastructure and Monitoring 

Csvaronis 1 2012 Replace 2017 5 1 1 $ 8,500 

$ 8,500 

Orion - Solorwinds 1 2013 Replace 2018 5 0 1 $ 6,500 

6,500 

Cssql01 - IT SQL DB Server 1 2009 Replace 2016 7 4 4 $ 6,000 

6,000 

Cssql02 - SQL Server - SolarWinds DB 1 2011 Replace 2016 5 2 2 6,000 6,000 

Netcom1 1 2012 Replace 2017 5 1 1 6,000 6,000 




Cscm- Site distribution server 1 2013 Replace 2018 5 0 1 6,000 6,000 

Inetgw - Internet mail/ftp/pop3 gateway 1 2011 Replace 2017 5 2 2 8,000 8,000 

Load balancer #1 1 2011 Replace 2016 5 2 2 6,000 6,000 

Load balancer #2 1 2011 Replace 2016 5 2 2 6,000 6,000 

share.trimet.org 1 2012 Replace 2017 5 1 1 8,500 8,500 

Solari1 - for Signs on the alignment 1 2008 Replace 2014 5 5 5 $ 7,000 

7,000 

IT Infrastructure and Monitoring Total $ 7,000 $ - $ 32,000 $ 35,000 $ 18,500 $ 92,500 

TriMet Web 

Web3 - Primary Internet web server 1 2013 Replace 2018 5 0 1 $ 12,000 $ 12,000 

Web4 - Secpmdaru Omtermet web server 1 2013 Replace 2018 5 0 1 12,000 12,000 

TriMet Web Total $ - $ - $ - $ - $ 24,000 $ 24,000 

GIS 

Maps6 - Internet Map server 1 2011 Replace 2016 5 2 2 $ 6,000 

$ 6,000 

Maps7 - Internet Map server 1 2011 Replace 2016 5 2 2 6,000 6,000 

Maps5 - Internet Map server 1 2013 Replace 2018 5 0 1 $ 10,000 

10,000 



GIS Total $ - $ - $ 12,000 $ - $ 30,000 $ 42,000 

TriNet 

Daphnis - Intranet server 1 2012 Replace 2017 5 1 1 $ 7,000 

$ 7,000 

Ares - intranet test/Dev 1 2013 Replace 2018 5 0 1 $ 7,000 

7,000 

Pan - Intranet server 1 2009 Replace 2014 5 4 4 $ 7,000 

7,000 

TriNet Total $ 7,000 $ - $ - $ 7,000 $ 7,000 $ 21,000 

Remote KVM and Power 

NSKVM01 - Remote KVM for Nela 1 2012 Replace 2017 5 1 1 $ 2,500 

$ 2,500 

CSKVM01 - Remote KVM for Center 1 2012 Replace 2017 5 1 1 2,500 2,500 

CSKVM02 - Remote KVM for Center 1 2012 Replace 2017 5 1 1 2,500 2,500 

HSKVM01 - Remote KVM for Holladay 1 2012 Replace 2017 5 1 1 2,500 2,500 

RJKVM01 - Remote KVM for Ruby 1 2012 Replace 2017 5 1 1 2,500 2,500 

RJKVM02 - Remote KVM for Ruby 1 2012 Replace 2017 5 1 1 2,500 2,500 

Server Tech Failsafe PTXL-HF 16 port Remote Power 1 2012 Replace 2017 5 1 1 3,000 3,000 













Remote KVM and Power Total $ - $ - $ - $ 54,000 $ - $ 54,000 

Page ‐ 234



SUMMARY OF SERVERS 


TOTALS 

Oracle Database Servers $ 240,000 $ - $ 165,000 $ 23,500 $ 2,000 $ 430,500 

Oracle Development Servers 60,000 - 14,000 15,000 - 89,000 

SQL and IIS database server - 10,000 - - - 10,000 

ATIS- trip planner - - - - 19,600 19,600 

Hastus - - - - 9,000 9,000 

Tabs + - - - - 12,000 12,000 

Trapeze4 - PASS - 26,000 - - - 26,000 

Fare Systems 6,500 - 21,250 25,000 - 52,750 

Rail Control System (AIM) 10,000 16,000 21,000 - 4,500 51,500 

Rail Communication Servers - - - - 20,000 20,000 

Rail Large Panel Overview Servers - - - - 30,000 30,000 

Rail Terminal Servers - - - - 27,000 27,000 

Rail Time Servers - 7,000 - - - 7,000 

Rail Audio / Video 7,000 - - - - 7,000 

CCTV Storage Systesm - - 180,000 - - 180,000 

CCTV Digital Video Recorders - - 21,000 36,500 31,500 89,000 

ASA System - - - - - - 

Network Backup - 330,000 23,000 206,500 9,000 568,500 

File Storage - - - - 200,000 200,000 

Domain Controllers 5,000 20,000 5,000 - - 30,000 

Faxing - - - 6,000 5,500 11,500 

Security System 6,500 - - - 5,000 11,500 

Virtual Servers - - - 87,500 220,500 308,000 

E-Mail systems 7,000 - 7,000 10,000 25,000 49,000 

IT Infrastructure and Monitoring 7,000 - 32,000 35,000 18,500 92,500 

TriMet Web - - - - 24,000 24,000 

GIS - - 12,000 - 30,000 42,000 

TriNet 7,000 - - 7,000 7,000 21,000 

Remote KVM and Power - - - 54,000 - 54,000 

SERVERS TOTAL $ 356,000 $ 409,000 $ 501,250 $ 506,000 $ 700,100 $ 2,472,350 

Page ‐ 235


Data Communications 

ITC Functional Area Category: IT FOUNDATION Qty FISCAL FISCAL REPLACE- CURRENT CONDITION FY 

ITC Subcategory: COMMUNICATIONS SYSTEM YEAR OF ACTION YEAR MENT AGE FY14 FY15 FY16 FY17 FY18 2014-2018 


Switches & Routers 

102nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

122nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

148th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

162nd Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

170th Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

181st Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 




7th Ave, Station - Rail Alignment Communications - Cisco IE 3010-24TC switch 1 2012 Replace 2018 5 1 1 $ 3,700 $ 3,700 


Albina Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Beaverton Central Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Beaverton Creek Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 2 2 $ 6,700 

$ 6,700 

Beaverton TC - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Cascades Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Center - 1st fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 2 2 $ 33,000 

$ 33,000 

Center - 2nd fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 2 2 $ 33,000 

$ 33,000 

Center - 3rd fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 2 2 $ 33,000 

$ 33,000 

Center - 4th fl - Network Distribution - Cisco 4506 switch 1 2011 Replace 2017 5 2 2 $ 33,000 

$ 33,000 

Center - Internal T1s - Cisco 3845 T1 Router 1 2009 Replace 2015 5 4 3 $ 18,000 

$ 18,000 

Center - Internet Connection - Cisco 4506 switch 1 2013 Replace 2019 5 0 1 $ - 

Center - Internet Connection - Cisco ASR 1006 Internet Router/Firewall 1 2009 Replace 2018 8 4 3 $ 102,000 $ 102,000 

Center - iSCSI - Cisco 2960 switch 1 2011 Replace 2017 5 2 2 $ 3,000 

$ 3,000 

Center - iSCSI - Cisco 2960 switch 1 2011 Replace 2017 5 2 2 $ 3,000 

$ 3,000 

Page ‐ 236


Data Communications (continued) 




Center - ITS Network - Cisco 3750 L3 Switch 1 2006 Replace 2015 8 7 1 $ 12,000 

$ 12,000 

Center - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 2 2 $ 120,000 

$ 120,000 

Center - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 2 2 $ 120,000 

$ 120,000 

Center - Server Farm - Cisco 4507 switch 1 2011 Replace 2017 5 2 2 $ 53,000 

$ 53,000 

Center - Spare - Cisco 1841 Router 1 2005 Replace 2016 10 8 4 $ 5,000 

$ 5,000 

Center - Spare - Cisco 1841 Router 1 2005 Replace 2016 10 8 4 $ 5,000 

$ 5,000 

Center - Spare - Cisco 3560 switch 1 2008 Replace 2017 8 5 3 $ 3,500 

$ 3,500 


$ 3,500 


$ 3,500 


$ 3,500 

Center - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 3 2 $ 1,300 

$ 1,300 


$ 1,300 


$ 1,300 


$ 1,300 

Center - Yard Wireless Spare - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 3 2 $ 1,300 

$ 1,300 


$ 3,500 

Center Maint. - Fuel System Monitoring - Cisco 2960 switch 1 2011 Replace 2017 5 2 2 $ 3,000 

$ 3,000 

Center Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2005 Replace 2014 8 8 5 $ 8,000 

$ 8,000 


$ 8,000 


$ 8,000 

Civic Drive Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

Clackamas Parking Garage - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Cleveland Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

College/ 6th Ave. Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Convention Center Station - Rail Alignment Communications - Cisco IE 3010-24TC s 1 2012 Replace 2018 5 1 1 $ 3,700 $ 3,700 

Delta Park Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Distribution Center - Network Distribution - Cisco 3560 switch 1 2006 Replace 2015 8 7 4 $ 3,500 

$ 3,500 

Division Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

East Portal - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Elmonica - Network Distribution - Cisco 4507 switch 1 2011 Replace 2017 5 2 2 $ 53,000 

$ 53,000 

Elmonica - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Elmonica - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 8 4 $ - 

Expo Center Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Fairplex Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Flavel Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Foster Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Fuller Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Gateway TC - CCTV - Cisco 3550 switch 1 2011 Retire 2017 5 2 2 $ - 

Gateway Garage - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Gateway TC - Rail Alignment Communications - Cisco IE 3000 switch 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

Government Center Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Gresham Central Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Gresham City Hall Station (1) - Rail Alignment Communications - Cisco IE 3000 swi 1 2010 Replace 2016 5 3 2 $ 6,700 

$ 6,700 

Gresham City Hall Station (2) - Rail Alignment Communications - Cisco IE 3000 swi 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Hawthorn Farm Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Hillsboro Central Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Holladay - Network Core - Cisco 6500 switch 1 2009 Retire 2015 5 4 3 $ - 

Center - Spare - Cisco 2960 switch 1 2006 Spare 2018 11 7 3 $ - 

Center - Spare - Cisco 3560 switch 1 2006 Spare 2015 8 7 2 $ - 

Irving Tower - Rail Operations & CCTV - Cisco 4507 switch 1 2009 Upgrade 2015 5 4 3 $ 36,000 

$ 36,000 

Jackson/5th Ave. Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Jackson Crew Room - Rail Alignment Communications - Cisco 2960 switch 2 2013 Replace 2019 5 0 1 $ - 

Kenton Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Killingsworth Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Lloyd Center Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Lombard Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Main St. Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Merlo - Network Distribution - Cisco 4507 switch 1 2011 Replace 2017 5 2 2 $ 53,000 

$ 53,000 

Merlo - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 3 2 $ 1,300 

$ 1,300 


$ 1,300 

Page ‐ 237







$ 1,300 


$ 1,300 


$ 1,300 

Merlo ATP - Network Distribution - Cisco 2960 switch 1 2008 Replace 2014 5 5 3 $ 3,000 

$ 3,000 

Merlo Formans Office - Network Distribution - Cisco 3560 switch 1 2007 Replace 2016 8 6 4 $ 3,500 

$ 3,500 

Merlo Fuel/Wash - Network Distribution - Cisco 2960 switch 1 2008 Replace 2014 5 5 3 $ 3,000 

$ 3,000 

Merlo Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2003 Replace 2014 10 10 5 $ 8,000 

$ 8,000 

Merlo Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2008 Replace 2014 5 5 3 $ 8,000 

$ 8,000 

Merlo Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 2 2 $ 6,700 

$ 6,700 

Millikan Way Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Mount Hood Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Nela - Network Core - Cisco 6500 switch 1 2008 Upgrade 2015 6 5 2 $ 33,000 

$ 33,000 

Old Town Station - Rail Alignment Communications - Cisco IE 3010-16S switch 1 2012 Replace 2018 5 1 1 $ 3,600 $ 3,600 

Orenco Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Orenco TPSS - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Overlook Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Parkrose - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 8 4 $ - 

Parkrose Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

PDX Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

PGE Park Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 2 2 $ 6,700 

$ 6,700 

Pioneer Courthouse Square - Rail Alignment Communications - Cisco IE 3000 switc 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Powell - Network Core - Cisco 4507 switch 1 2011 Replace 2017 5 2 2 $ 53,000 

$ 53,000 

Powell - Yard Wireless - Cisco 2960 8-Port Switch 1 2010 Replace 2016 5 3 2 $ 1,300 

$ 1,300 


$ 1,300 


$ 1,300 


$ 1,300 


$ 1,300 

Powell ATP - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 5 3 $ 3,500 

$ 3,500 

Powell Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2008 Replace 2014 5 5 3 $ 8,000 

$ 8,000 

Powell Maint. - Network Distribution - Cisco 3750 L2 Switch 1 2008 Replace 2014 5 5 3 $ 8,000 

$ 8,000 

Powell Station - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Replace 2015 5 4 3 $ 8,000 

$ 8,000 

Prescott Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

PSU Station - Rail Operations & CCTV - Cisco 4507 switch 1 2009 Upgrade 2015 5 4 3 $ 38,000 

$ 38,000 

Quatama Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 2 2 $ 6,700 

$ 6,700 

Rocky Butte Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Rosa Parks Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Rose Quarter Bus Bldg - Network Distribution - Cisco 2960 switch 1 2010 Replace 2016 5 3 2 $ 3,000 

$ 3,000 

Rose Quarter Interstate Station - Rail Alignment Communications - Cisco IE 3000 sw 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Rose Quarter Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Rose Quarter Trolley Barn - Network Distribution - Cisco 2960 switch 1 2010 Replace 2016 5 3 2 $ 3,000 

$ 3,000 

Ruby - Rail Operations & CCTV - Cisco 3750 L2 Switch 1 2009 Retire 2015 5 4 3 $ - 

Ruby Jct. - Spare - Cisco 3845 T1 Router 1 2009 Spare 2015 5 4 3 $ - 

Ruby Jct. - Network Core - Cisco 6500 switch 1 2011 Replace 2017 5 2 2 $ 120,000 

$ 120,000 

Ruby Jct. - Rail Control System - Cisco 4503 switch 1 2008 Replace 2014 5 5 3 $ 16,000 

$ 16,000 

Ruby Jct. - Rail Control System - Cisco 4507 Enhanced Series switch 1 2010 Replace 2016 5 3 2 $ 74,000 

$ 74,000 

Ruby North - CCTV - Cisco 3750 L2 Switch 1 2006 Replace 2014 7 7 4 $ 4,000 

$ 4,000 


$ 4,000 


$ 4,000 

Ruby North - CCTV iSCSI - Cisco 2960 switch 1 2008 Replace 2014 5 5 3 $ 3,000 

$ 3,000 

Ruby North - CCTV iSCSI - Cisco 2960 switch 1 2008 Replace 2014 5 5 3 $ 3,000 

$ 3,000 

Ruby North - Fare Network - Cisco 3560 switch 1 2006 Replace 2015 8 7 2 $ 3,500 

$ 3,500 

Ruby South - Network Distribution - Cisco 4503 switch 1 2006 Upgrade 2015 8 7 2 $ 9,000 

$ 9,000 

Ruby West - Network Distribution - Cisco 3560 switch 1 2010 Replace 2017 6 3 2 $ 3,500 

$ 3,500 

Skidmore Station - Rail Alignment Communications - Cisco IE 3010-16S switch 2 2012 Retire 2018 5 1 1 $ - 

Sunset TC Parking Garage - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Sunset TC Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Transit Mobility Center - Network Distribution - Cisco 3560 switch 1 2013 Replace 2020 6 0 1 $ - 

Transit Mobility Center - Network Distribution - Cisco 3560 switch 1 2013 Replace 2020 6 0 1 $ - 

Transit Police - Network Distribution - Cisco 4503 switch 1 2009 Upgrade 2015 5 4 3 $ 13,000 

$ 13,000 

TTO - Network Distribution - Cisco 2960 switch 1 2013 Replace 2019 5 0 1 $ - 

Page ‐ 238






TTO - Network Distribution - Cisco 2960 switch 1 2013 Replace 2019 5 0 1 $ - 

Center - Spare - Cisco 3750 L3 Switch 1 2005 Replace 2014 8 8 4 $ 12,000 

$ 12,000 

6th St. Facilities Maint - Network Distribution - Cisco 3750 L3 Switch 1 2008 Replace 2014 5 5 3 $ 12,000 

$ 12,000 

Tuality Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Washington Park (Telco) - Network Distribution - Cisco 2960 switch 1 2009 Replace 2015 5 4 3 $ 3,000 

$ 3,000 

Washington Park (Control) - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 5 3 $ 3,500 

$ 3,500 

Washington Park - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Washington Park - Transit Tracker - Cisco 1841 Router 1 2005 Retire 2016 10 8 4 $ - 

Washington St. Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

West Portal - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

West Vent - Rail Alignment Communications - Cisco IE 3000 switch 1 2012 Replace 2018 5 1 1 $ 6,700 $ 6,700 

Willow Creek Station - Rail Alignment Communications - Cisco IE 3000 switch 1 2011 Replace 2017 5 2 2 $ 6,700 

$ 6,700 

Wilsonville - Network Distribution - Cisco 2851 Router 1 2009 Replace 2015 5 4 3 $ 1,200 

$ 1,200 

Wilsonville - Network Distribution - Cisco 3560 switch 1 2008 Replace 2017 8 5 3 $ 3,500 

$ 3,500 

Switch & Router Memory Upgrades Varies N/A Upgrade 2014 N/A $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 

Switch & Router Port Expansion Varies N/A Upgrade 2014 N/A $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 

Total Switches & Routers: $ 123,000 $ 146,200 $ 275,200 $ 793,000 $ 456,300 $ 1,793,700 

Remote Access 

Center - Remote Access - Access solutions 1 2002 Replace 2014 11 11 5 $ 50,000 

$ 50,000 

Remote Access Keyfobs Varies Varies Replace 2014 Varies $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 30,000 

Total Remote Access: $ 56,000 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 80,000 

Wireless Network 

Powell - Fuel House Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 2 2 $ 1,000 

$ 1,000 

Powell - Fuel House Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 2 2 $ 1,000 

$ 1,000 

12th & Washington Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

170th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

172nd Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

1st&Yamhill Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

3rd & Morrison Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

5th&Couch Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

5th&Glisan Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

5th&Jefferson Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

6th&Hoyt Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

6th&Madison Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

6th&Montgomery Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

6th&Pine Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

Beaverton Central Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Beaverton Creek Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Civic Drive Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Clackamas TC Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Division Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

East Portal Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Fairplex Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Flavel Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Foster Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Fuller Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Gateway Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Goose Hollow Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Gresham Central Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Gresham City Hall Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Hawthorn Farm Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Hillsboro TC Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Irving Tower Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Jackson Campus Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Jeld-Wen Field Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Kings Hill Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

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Library SW 9th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Main Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Mall-SW4th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Mall-SW5th Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Merlo Station Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Milikan Way Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Mt Hood Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

PGE Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Pioneer Square North Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Pioneer Square South Station - PCI Wireless Monitoring - Cisco 1131 Access Poin 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

PioneerCourthouse Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

PioneerPlace Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Powell Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

PSU Comm Rm Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Quatama Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Rockwood Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Skidmore 2 Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Skidmore Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

TTO - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Tuality Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Washington Park CM Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Washington Park Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Washington Park2 Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Willow Creek Station - PCI Wireless Monitoring - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

102nd Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

148th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

181st Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

5th&Oak Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 


$ 500 

6th&Davis Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Cascade Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Convention CTR Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Galleria SW 10th Station - PCI Wireless Stationing - Cisco 1131 Access Point 1 2011 Replace 2017 5 2 2 $ 500 

$ 500 

Center - Spare - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 3 $ 1,000 

$ 1,000 

Center - Spare - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Center - Spare - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 2 $ 1,000 

$ 1,000 

Albina Station - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 

Beaverton Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 3 $ 1,000 

$ 1,000 

Center - WiFi Services - Wireless LAN Controller 1 2010 Replace 2016 5 3 2 $ 37,000 

$ 37,000 

Center - WiFi Services - Wireless LAN Controller 1 2010 Replace 2016 5 3 2 $ 37,000 

$ 37,000 

Center 2nd Fl. East - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center 2nd Fl. West - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center 3rd Fl. East - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center 3rd Fl. West - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center 4th Fl. East - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center 4th Fl. West - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Center Conf Rm D - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Cleveland Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

cs-admin roof South - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

cs-garage-1st-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 

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$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

cs-garage-2nd-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

cs-garage-2nd-break-rm - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

cs-garage-yard-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

cs-guard-shack-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

cs-Money room 1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

cs-server-rm-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

ctr-net-comm-1 - WiFi Services - Cisco 1200 Access Point 1 2012 Replace 2017 4 1 1 $ 1,000 

$ 1,000 

Delta Park Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Elmo_1st_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Elmo_2nd_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

Expo Ctr. Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Hatfield Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

holgate-2nd-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Holladay St. - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Kaiser - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Kaiser - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Kenton Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Killingsworth Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Lloyd Center Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Lombard Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Merlo Fuel Wash - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 

Merlo Fuel Wash - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 

Merlo Lift - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 

Merlo Lift - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 

Merlo Storage Shed - WiFi Services - Cisco 1242 Access Point 1 2010 Replace 2015 4 3 2 $ 1,000 

$ 1,000 

Merlo_Garage_1st_2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Merlo_Garage_2nd_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Merlo_Garage_Airspace_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Page ‐ 241






Merlo_Spotter_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Merlo_Spotter_2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Merlo-Airspace-Admin1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Merlo-Airspace-Admin2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Nela-Garage-Airspace-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Nela-Garage-Airspace-2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Overlook Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Parkrose - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

PDX Airport - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Portland Blvd Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell-Admin-Airspace-7 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell-Admin-Airspace-8 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell-ATP-Airspace-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell-Garage-Airspace-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Prescott Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

RJ_Conf_Rm_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

RJ_Situation_Room_1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-airspace-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

rj-north-1st-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

rj-north-2nd-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-north-2nd-2 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-north-basement-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

rj-north-basement-ld - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-south-1st-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

rj-west-1 - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Rose Qtr Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Sunset TC Station - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Transit Police - WiFi Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

WES Trains - WiFi Services - Feeney Wireless Router 1 2008 Replace 2015 6 5 2 $ 1,700 

$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 


$ 1,700 

WES_BTC - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 

WES_Hall - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 

WES_Tigard - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 

WES_Tualatin - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 

Page ‐ 242






wilsonville-aironet-1 - WiFi Services - Cisco 1200 Access Point 1 2013 Replace 2018 4 0 1 $ 1,000 $ 1,000 





WES Trains - WiFi Services - Spare - Feeney Wireless Router 1 2008 Replace 2015 6 5 2 $ 1,700 

$ 1,700 

I205 Project Office - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 2 3 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

RQ-Aironet-Bridge-1 - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 2 3 $ 1,000 

$ 1,000 

RQ-Aironet-Bridge-2 - Wireless Bridge - Cisco 1200 Access Point 1 2011 Replace 2016 4 2 3 $ 1,000 

$ 1,000 

Center - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 3 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Elmo-Yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Elmo-Yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Merlo - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 2 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Merlo-Yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

Nela - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 2 $ 1,000 

$ 1,000 

Nela - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 2 $ 1,000 

$ 1,000 

Nela-Yard-Airspace-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Nela-Yard-Airspace-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell - Yard Wireless Services - Cisco 1252 802.11n Access Point 1 2010 Replace 2016 5 3 2 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 


$ 1,000 

Powell-Yard_Airspace_1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Powell-Yard-Airspace-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

rj-north-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 


$ 1,000 


$ 1,000 

rj-south-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-south-yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Page ‐ 243






rj-west-yard-1 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

rj-west-yard-2 - Yard Wireless Services - Cisco 1200 Access Point 1 2009 Replace 2014 4 4 1 $ 1,000 

$ 1,000 

Total Wireless Network: $ 129,000 $ 34,100 $ 115,000 $ 36,000 $ 10,000 $ 324,100 

Management Tools 

Center - Copper & Fiber Testing - Omniscanner2 Cable Scanner 1 2000 Replace 2015 14 13 4 $ 7,500 

$ 7,500 

Center - Fiber Testing - Wavetek OTDR 1 2010 Replace 2021 10 3 2 $ - 

Center - Network Performance Management - Cisco LAN Management System 1 2011 Replace 2015 3 2 4 $ 10,000 

$ 10,000 

Center - Network Performance Management - Cisco QOS Management SW 1 2007 Replace 2015 7 6 4 $ 15,000 

$ 15,000 

Center - Network Timing Source Clock - Symetricom 3000 Stratum Clock 1 2010 Replace 2019 8 3 3 $ - 

Center - WiFi Survey & Testing - Wireless Survey Kit 1 2010 Replace 2016 5 3 3 $ 20,000 

$ 20,000 

Center - Wireless Services - Cisco Wireless Control System SW 1 2013 Replace 2017 3 0 1 $ 4,000 

$ 4,000 

Comm Engineer - Comm System Troubleshooting - Dell Laptop 1 2011 Replace 2015 3 2 4 $ 2,500 

$ 2,500 


$ 2,500 


$ 2,500 


$ 2,500 

Comm Manager - Comm System Troubleshooting - Dell Laptop 1 2011 Replace 2015 3 2 4 $ 2,500 

$ 2,500 

Ruby - Network Timing Source Clock - Symetricom 3000 Stratum Clock 1 2010 Replace 2019 8 3 3 $ - 

Management Tool Upgrades Varies N/A Upgrade 2014 N/A $ 20,000 $ 500 

$ 20,500 

Total Management Tools: $ 20,000 $ 40,500 $ 20,000 $ 9,000 $ - $ 89,500 

REPLACEMENT TOTAL $ 328,000 $ 226,800 $ 416,200 $ 844,000 $ 472,300 $ 2,287,300 

Routers, Switches and Wireless access points are what allows the various elements (PCs, telephones, fax machines, printers) of the WAN and LAN to "talk" to each other. Replacement schedules on these devices vary from 4 years to 10 or more years. 

Condition is based on age. 1- New or Excellent. 2- Good. 3-Fair. 4-Aging. 5-Replace. 

Page ‐ 244

SECTION 9 – MATRICES


ADOPTED FY13-14 Capital & Operating Project Budget by Division-Forecast Budget 6/19/2013 

A B C D E F G H I J K L M N O P Q R S T U V W X Y 

FY13-14 Forecast Budget Federal Share TriMet Share Other Source Requirements CFDA 

New Money 

Detailed Project Description/ Asset Category Page Project Budgeted Budgeted Operating Cost Project Grant Approved Section Other Total FY14 Total Local Revenue Total 

Detailed Project Name Number Manager Division Department Capital Fund Expense Center Section Number Extension STIP Project Description 5307 CMAQ TIGGER Federal Share Request Share (Incl State) Bonds 

1 Automatic Train Stop (ATS) Vehicles 52 Heilig, T. Capital Projects Development & Ops Support capital 10 1052870 000 00 5618 00000 Automatic Train Stop 0 500,000 500,000 500,000 

2 Bus Shop Equipment > $5,000 Vehicles 194 Nielsen, T. Operations Bus Maintenance capital 10 1111050 000 00 4006 00000 Bus Shop Equipment Replacement 0 923,800 923,800 923,800 

3 Fixed Route Buses-60 Vehicles 183 Haley, G. Operations Bus Maintenance capital 10 1052870 000 00 4058 20801 Y 60 Replacement Low-Floor 40' Buses 5,150,000 5,150,000 9,658,313 9,658,313 11,486,688 26,295,001 20.526 

4 Light Rail Vehicle Equipment >$5,000 Vehicles 42 Grove, Mark Operations Rail Equip Maintenance capital 10 1111050 000 00 7503 00000 Light Rail Shop Equipment 0 93,000 93,000 93,000 

5 Non-Revenue Vehicles >$5,000 Vehicles 210 Nielsen, T. Operations Bus Maintenance capital 10 1111040 000 00 4001 00000 Non-Revenue Vehicle Replacement 0 1,980,000 1,980,000 1,980,000 

6 Positive Train Control Vehicles 53 Heilig, T. Capital Projects Development & Ops Support capital 10 1052870 000 00 7563 00000 Positive Train Control 0 700,000 700,000 700,000 

7 Rail Maintenance Equipment (capital) Vehicles 44 Grove, Mark Operations Rail Equip Maintenance capital 10 1052870 000 00 7504 00000 Rail Maintenance Equipment 0 25,000 25,000 25,000 

8 Kubota L Series 9FT Backhoe MOW 76 Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7576 00000 Kubota L Series 9FT Backhoe 0 66,000 66,000 66,000 

9 MOW-Signals MOW 64 Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7535 00000 Signal Replacements 0 220,000 220,000 220,000 

10 MOW-Substations MOW 68 Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7535 00000 Substation Retrofits/Replacements 0 100,000 100,000 100,000 

11 MOW-Track & Structures (capital) MOW 57 Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7559 00000 Track/Structure Replacements 0 2,380,000 2,380,000 2,380,000 

12 Ruby Junction MOW Training Module MOW 74 Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7577 00000 Install Rail Components for Training Purposes 0 752,600 752,600 752,600 

13 Bus Hoist Replacements Facilities 112 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4547 00000 Bus Hoist Replacements 0 421,000 421,000 421,000 

14 Bus Stop Development - New Shelters (MTIP 89.73%, TM 10.2Facilities 85 Park, Y. Capital Projects Bus Stop Development capital 10 1052870 000 00 5508 16187 Y Bus Stop Development-New Shelters 141,773 141,773 16,227 16,227 158,000 20.507 

15 Center Maint. Battery Room Ventilation Facilities 107 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4643 00000 Evaluate/Improve Battery Room Ventilation 0 44,625 44,625 44,625 

16 Center Street t Building - End of Life Maintenance Work Facilities 123 Munro Capital lProjects Development t&O Ops Support capital 10 1052870 000 00 4644 00000 Building Façade, Windows, Fire Suppression, HVAC 0 3,419,883 3,419,883 3,419,883 

17 Center Street Building - First Floor Facilities 121 Munro Capital Projects Development & Ops Support capital 10 1052870 000 00 4645 00000 Remodel Bullpen, Lobby Area & East End Entrance 0 2,340,689 2,340,689 2,340,689 

18 HVAC Equipment & Systems Replacement Facilities 224 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4604 00000 HVAC Replacements 0 273,000 273,000 273,000 

19 Line 8 & 17 Bus Turnaround & Layover Facility Facilities 125 Park, Y. Capital Projects Bus Stop Development capital 10 1052870 000 00 4646 00000 Line 8 & 17 Bus Layover & Turnaround Facility 0 400,000 400,000 400,000 

20 Merlo UST Replacement Facilities 122 Preston, K. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 4647 00000 Replace Underground Storage Tank at Merlo 0 150,000 150,000 150,000 

21 Powell - Refurbish OPS (admin, bullpen, restrooms) Facilities 106 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4574 00000 Upgrade/Refurbish Ops Facilities 0 96,258 96,258 96,258 

22 REM Storage Facilities 101 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4594 00000 Elmonica REM Storage 0 261,038 261,038 261,038 

23 Ruby North - DDC Replacement Facilities 110 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4577 00000 Direct Digital Control Replacement - Ruby North 0 119,351 119,351 119,351 

24 Ruby North - Server Room Remodel Facilities 108 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4577 00000 Reconfigure/Upgrade Server Room 0 26,100 26,100 26,100 

25 Sunset Transit Center - Platform Pavers Replacement Facilities 116 Batty, S. Operations Facilities Management capital 10 1052870 000 00 4648 00000 Surface Replacements at Sunset Platform 0 295,452 295,452 295,452 

26 TEI & Master Plan - New Construction (Powell) Facilities 103 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4649 00000 Update MP, Design & Construct TEI Facility 0 60,000 60,000 60,000 

27 Vault Cover Replacements - Morrison/Yamhill Signal Facilities 118 Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4650 00000 Replace Signal Vaults along Morrison & Yamhill 0 310,200 310,200 310,200 

28 Washington park - Station Finishes & Landscaping Facilities 115 Batty, S. Operations Facilities Management capital 10 1052870 000 00 4651 00000 Replace/Upgrade Elevators/Platforms at Washington Park 0 654,032 654,032 654,032 

30 Bus Dispatch Replacement Project (capitalized labor/fringe) Technology O'Connor, A.J. Information Technology Information Technology capital 10 1052870 000 00 1054 00000 Bus Dispatch Replacement 0 68,447 68,447 68,447 

31 Call A Bus Replacement Technology 155 Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1128 00000 Call A Bus Replacement 0 225,000 225,000 225,000 

32 Networked CCTV Systems Technology 141 Saporta, H. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 1129 00000 CCTV Cameras Installed on Buses 0 664,800 664,800 664,800 

33 Vehicle Borne CCTV Systems Technology 140 Saporta, H. Safety & Security Safety, Security & Environmental capital 10 1052870 000 00 1130 00000 CCTV Cameras Installed on Light Rail Vehicles 0 125,000 125,000 125,000 

34 Communication Environment Replacement - capital Technology 150 White, R. Information Technology Information Technology capital 10 1052870 000 00 1131 00000 Communications Environment Total 0 542,000 542,000 542,000 

35 Data Communication Systems Replacement - capital Technology 147, 236 White, R. Information Technology Information Technology capital 10 1052870 000 00 1095 00000 Switches & Routers, Remote Access, Wireless Network, Mgmt Tools 0 131,000 131,000 131,000 

36 Develop & Set-Up Reorder Point Planning Technology 151 Baker, L. Finance & Administration Financial Services capital 10 1052870 000 00 1132 00000 Develop & Set-up Reorder Point Planning 0 150,000 150,000 150,000 

37 Digital Sign CPU Retrofit Technology 154 Vitko, I. Information Technology Information Technology capital 10 1052870 000 00 1133 00000 Equipment Upgrade for Solari Digital Info Displays 0 92,730 92,730 92,730 

38 Disaster Recovery Network Updates Technology 156 White, R. Information Technology Information Technology capital 10 1052870 000 00 1134 00000 Disaster Recovery Network Upgrades 0 600,000 600,000 600,000 

39 Discipline Records - Build Oracle Solution Technology 152 Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1135 00000 Discipline Records - Build Oracle Solution 0 100,000 100,000 100,000 

40 E-Citation ti Technology 160 Saporta, H. Sft Safety &S Security Sft Safety, Security &E Environmental tl capital 10 1052870 000 00 1136 00000 E-Citation ti 0 220,324 220,324 220,324 

41 Electronic Fare System Technology 136 Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 7544 00000 Electronic Fare Implementation Plan 0 1,550,000 1,550,000 1,550,000 

42 Electronic Fare System (capitalized labor/fringe) Technology Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 7544 00000 Electronic Fare Implementation Plan 0 37,398 37,398 37,398 

43 Fare Pull Station Technology 136 Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 1137 00000 Fare Pull Station 0 124,000 124,000 124,000 

44 Finance/Procurment Digital Imaging System Technology 151 Baker, L. Finance & Administration Financial Services capital 10 1052870 000 00 1138 00000 Finance/Procurement Digital Imaging System 0 600,000 600,000 600,000 

45 FMIS/MMIS Project (capitalized labor/fringe) Technology Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1108 00000 FMIS/MMIS 0 40,512 40,512 40,512 

46 IT Security Systems Replacement (capital) Technology 149 White, R. Information Technology Information Technology capital 10 1052870 000 00 1094 00000 IT Security Systems Replacement 0 82,000 82,000 82,000 

48 Employee Self Service (capitalized labor/fringe) Technology Baylor, B. Information Technology Information Technology capital 10 1052870 000 00 1118 00000 Operator Employee Service 0 16,761 16,761 16,761 

49 Operator Self Service (capitalized labor/fringe) Technology Baylor, B. Information Technology Information Technology capital 10 1052870 000 00 1111 00000 Operator Self Service 0 13,774 13,774 13,774 

50 Operator Training Equipment Technology 153 Morgan, A. Operations Operations Support capital 10 1052870 000 00 1139 00000 Training Simulator & Development of Virtual Environment 0 400,000 400,000 400,000 

51 Ruby Server Room Improvements Technology 157 Fouts, M. Information Technology Information Technology capital 10 1052870 000 00 1140 00000 Ruby Server Room Improvements 0 150,000 150,000 150,000 

52 Self Service Manager Technology 152 Baylor, B. Information Technology Information Technology capital 10 1052870 000 00 1141 00000 Employee/Manager Self Serve Tools/Information 0 150,000 150,000 150,000 

53 Self Service Manager (capitalized labor/fringe) Technology Baylor, B. Information Technology Information Technology capital 10 1052870 000 00 1141 00000 Employee/Manager Self Serve Tools/Information 0 16,761 16,761 16,761 

54 Servers Replacement Technology 146, 230 Fouts, M. Information Technology Information Technology capital 10 1052870 000 00 1070 00000 Servers Replacement 0 354,000 354,000 354,000 

55 Single Sign-On Technology 158 Baylor, B. Information Technology Information Technology capital 10 1052870 000 00 1142 00000 Single Sign On 0 230,000 230,000 230,000 

56 TimeClock Replacement Technology 159 Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1143 00000 TimeClock Replacement 0 100,000 100,000 100,000 

57 TriMet Ticket Office Point of Sale Upgrade Technology 136 Tucker, C. Finance & Administration Fare Revenue capital 10 1052870 000 00 1144 00000 TTO Point of Sale Upgrade 0 49,000 49,000 49,000 

58 Union Pay Rates in Oracle Payroll Technology 151 Baker, L. Finance & Administration Financial Services capital 10 1052870 000 00 1145 00000 Union Pay Rates in Oracle Payroll 0 170,000 170,000 170,000 

59 Voice Systems Technology 148 White, R. Information Technology Information Technology capital 10 1052870 000 00 1017 00000 Voice Systems Replacement 0 241,000 241,000 241,000 

60 BRT First Corridor (Powell-Division) New-Improved Svc 165 Lehto, A. Public Affairs Planning & Policy capital 10 1052870 000 00 1146 xxxxx Bus Rapid Transit Service 100,000 100,000 0 0 100,000 

61 ATP-LIFT Vehicle Equipment Replacement

ADOPTED FY13-14 Capital & Operating Project Budget by Division-Forecast Budget 6/19/2013 

A B C D E F G H I J K L M N O P Q R S T U V W X Y 

FY13-14 Forecast Budget Federal Share TriMet Share Other Source Requirements CFDA 

New Money 

Detailed Project Description/ Asset Category Page Project Budgeted Budgeted Operating Cost Project Grant Approved Section Other Total FY14 Total Local Revenue Total 

Detailed Project Name Number Manager Division Department Capital Fund Expense Center Section Number Extension STIP Project Description 5307 CMAQ TIGGER Federal Share Request Share (Incl State) Bonds 

75 Steel Bridge Improvements MOW 75 Kindig, R. Operations Rail MOW operating 10 5049151 785 90 7580 00000 Steel Bridge Improvements 0 500,000 500,000 500,000 

76 All Facilities Maintenance Environmental Facilities 121 Preston, K. Safety & Security Safety, Security & Environmental operating 10 5035100 712 90 4557 00000 All Facilities Maintenance Environmental 0 125,000 125,000 125,000 

77 Bike to Transit Facilities Facilities 86 Owen, J. Public Affairs Planning & Policy operating 10 5049622 210 90 2902 00000 Bike to Transit Facilities 0 25,000 25,000 25,000 

78 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 94 4652 00000 Carpet Repl. - Elmonica 2nd Floor Hallway 0 5,000 5,000 5,000 

79 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Door Repl. - Center Maint Exterior Man Door 2nd Floor 0 3,000 3,000 3,000 

80 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4652 00000 Door Repl. - Powell Maint Overhead Motors 0 17,500 17,500 17,500 

81 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Lighting Repl. - Center Admin Interior Lighting 0 1,500 1,500 1,500 

82 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Lighting Repl. - Center Maint Shop Lighting 0 4,000 4,000 4,000 

83 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4652 00000 Lighting Repl. - Merlo Admin Interior Lighting 0 1,500 1,500 1,500 

84 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4652 00000 Lighting Repl. - Merlo Maint Shop Lighting 0 4,000 4,000 4,000 

85 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4652 00000 Lighting Repl. - Merlo Maint Paint Bay Lighting 0 500 500 500 

86 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 95 4652 00000 Lighting Repl. - Nela ATP Shop Lighting 0 1,500 1,500 1,500 

87 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4652 00000 Lighting Repl. - Powell Maint Shop Lighting 0 4,000 4,000 4,000 

88 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 97 4652 00000 Lighting Repl. - Vintage Trolley 24-hour Ceiling Lights 0 500 500 500 

89 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4652 00000 Painting Exterior - MAX Platforms 0 80,000 80,000 80,000 

90 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Painting Interior - Center Maint 0 100,000000 100,000000 100,000000 

91 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4652 00000 Painting/Reseal Exterior - Barbur TC 0 55,000 55,000 55,000 

92 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4652 00000 Painting/Reseal Exterior - Foster Layover 0 1,200 1,200 1,200 

93 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4652 00000 Painting/Reseal Exterior - Parking Garage DW 0 85,000 85,000 85,000 

94 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 93 4652 00000 Painting/Reseal Exterior - Ruby North 0 100,000 100,000 100,000 

95 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4652 00000 Roof Inspection & Repair - Center Admin 0 25,000 25,000 25,000 

96 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 95 4652 00000 Roof Inspection & Repair - Nela ATP 0 25,000 25,000 25,000 

97 Building Area/Components Replacement Facilities 223 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4652 00000 Window Reseal - Merlo Maint 0 10,000 10,000 10,000 

98 Bus On-Street Related Maintenance Facilities 87 Park, Y. Capital Projects Bus Stop Development operating 10 5049162 763 99 5563 00000 Bus On-Street Related Maintenance 0 100,000 100,000 100,000 

99 Electrical Equipment & Systems Replacement Facilities 224 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4653 00000 UPS Batteries - Center Admin 0 10,000 10,000 10,000 

100 Electrical Equipment & Systems Replacement Facilities 224 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 94 4653 00000 UPS Batteries - Elmonica 0 15,000 15,000 15,000 

101 Electrical Equipment & Systems Replacement Facilities 224 Papadopoulos, E. Operations Facilities Management operating 10 5035100 755 93 4653 00000 UPS Batteries - Ruby North 0 20,000 20,000 20,000 

102 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5049170 755 96 4654 00000 Elevator Floor Lining Repl - MAX Platforms 0 10,000 10,000 10,000 

103 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4654 00000 Elevator Floor Lining Repl - Parking Garage DW 0 10,000 10,000 10,000 

104 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 90 4654 00000 Hoists - Omer Lift Pin Parts - Center 0 2,500 2,500 2,500 

105 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4654 00000 Hoists - Omer Lift Pin Parts - Merlo 0 2,500 2,500 2,500 

106 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4654 00000 Hoists - Omer Lift Pin Parts - Powell 0 2,000 2,000 2,000 

107 Lifting Equipment & Systems Replacement Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4654 00000 Hoists - In-ground Cylinder Rechroming - Powell 0 24,000 24,000 24,000 

108 Lloyd District Transit Tracker Enhancements Facilities 89 Park, Y. Capital Projects Bus Stop Development operating 10 5049162 763 99 5599 00000 Lloyd District Transit Hub 0 0 0 10,000 10,000 

109 Mall Shelters Maintenance Facilities 84 Papadopoulos, E. Operations Facilities Management operating 10 5049160 750 96 4506 00000 Mall Shelters Maintenance 0 6,250 6,250 6,250 

110 Neighborhood Shelters Refurbishment Facilities 83 Park, Y. Capital Projects Bus Stop Development operating 10 5049160 763 99 5593 00000 Neighborhood Shelters Refurbishment 0 100,000 100,000 100,000 

111 Neighborhood Shelters Replacement Facilities 83 Park, Y. Capital Projects Bus Stop Development operating 10 5049160 763 99 5524 00000 Neighborhood Shelters Replacement 0 30,000 30,000 30,000 

112 Other Building Systems & Equipment Facilities 229 Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 90 4655 00000 Center - Brushes, Metering Guns, Fuel Nozzles, Hose Reels, Pumps, etc. 0 33,900 33,900 33,900 

113 Other Building Systems & Equipment Facilities 229 Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 91 4655 00000 Merlo - Brushes, Metering Guns, Fuel Nozzles, Hose Reels, Pumps, etc. 0 33,900 33,900 33,900 

114 Other Building Systems & Equipment Facilities 229 Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 92 4655 00000 Powell - Brushes, Metering Guns, Fuel Nozzles, Hose Reels, Pumps, etc. 0 33,700 33,700 33,700 

115 Park & Ride Signage and Shared Use Support Facilities 90 Park, Y. Capital Projects Bus Stop Development operating 10 5049167 763 99 5588 00000 Park & Ride Signage and Shared Use Support 0 25,000 25,000 25,000 

116 Powell - Blue Flame Building Demolition Facilities 114 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4656 00000 Demolition of Powell Blue Flame Building 0 37,854 37,854 37,854 

117 Bldg. Area & Components - Layover Facilities 105 Papadopoulos, E. Operations Facilities Management operating 10 5049151 750 96 4657 00000 Refurbish Bus & Rail Operator Layover Facilities 0 40,000 40,000 40,000 

118 Renew the Blue Facilities 91 Batty, S. Capital Projects Development & Ops Support operating 10 5049162 760 99 4073 00000 Station Improvements (Hollywood to Gresham) 0 2,463,000 2,463,000 2,463,000 

119 Respond to ADA Audit Facilities 88 Batty, S. Capital Projects Development & Ops Support operating 10 5049164 760 99 5619 00000 Improvements to comply with ADA requirements 0 310,000 310,000 310,000 

120 Safety-Hazmat Systems Facilities 225 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4658 00000 Replace CO2 Sensors (Clackamas Town Center) 0 6,193 6,193 6,193 

121 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4659 00000 Landscaping - Powell ATP 0 1,000 1,000 1,000 

122 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 93 4659 00000 Landscaping - Ruby North 0 2,000 2,000 2,000 

123 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 97 4659 00000 Landscaping - VT Barn 0 1,000 1,000 1,000 

124 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Lighting Repl. - Park & Rides 0 3,000 3,000 3,000 

125 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Lighting Repl. - Parking Lots/Transit Centers 0 6,000 6,000 6,000 

126 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Lighting Repl. - Foster Layover 0 500 500 500 

127 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Lighting Repl. - MAX Platforms Eastside 0 11,000 11,000 11,000 

128 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 91 4659 00000 Lighting Repl. Merlo Employee Parking Lot 0 40,000 40,000 40,000 

129 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Fencing Chain Link Add - Willow Creek TC 0 3,000 3,000 3,000 

130 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 93 4659 00000 Gate Operator Repl. - Ruby West 0 14,000 14,000 14,000 

131 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5035100 750 92 4659 00000 Paving - Employee Lot - Powell Maint 0 5,000 5,000 5,000 

132 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Paving - Park & Rides - 9 locations 0 114,971 114,971 114,971 

133 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 93 4659 00000 Paving - Parking Lots - Ruby N, S, W 0 19,398 19,398 19,398 

134 Site-Property Systems Facilities 226 Papadopoulos, E. Operations Facilities Management operating 10 5049170 750 96 4659 00000 Paving - Substations 0 152 152 152 

135 Cable Plant Technology 147 White, R. Information Technology Information Technology operating 10 5049251 330 90 1014 00000 Data Communication Cable Plant 0 80,000 80,000 80,000 

136 Communication Environment Replacement - Operating Technology 150 White, R. Information Technology Information Technology operating 10 5049251 330 90 1095 00000 Communications Environment Total 0 14,250 14,250 14,250 

137 Data Communication Systems Replacement - Operating Technology 147, 236 White, R. Information Technology Information Technology operating 10 5049251 330 90 1095 00000 Switches & Routers, Remote Access, Wireless Network, Mgmt Tools 0 197,000 197,000 197,000 

138 Desktop Computing Replacement Technology 145 Fouts, M. Information Technology Information Technology operating 10 5049251 330 90 1091 00000 Desktop Computing Replacement 0 566,600 566,600 566,600 

139 IT Security Systems Replacement (operating) Technology 149 White, R. Information Technology Information Technology operating 10 5049251 330 90 1094 00000 IT Security Systems Replacement 0 4,000 4,000 4,000 

140 MAX Validators Replacement Technology 136 Tucker, C. Finance & Administration Fare Revenue operating 10 5049150 370 90 7574 00000 MAX Validators Replacement 0 60,000 60,000 60,000 

141 Fare Equipment Technology 139 Tucker, C. Finance & Administration Fare Revenue operating 10 5049151 370 90 7561 00000 Fare Equipment Replacement 0 5,200 5,200 5,200 

142 Servers Replacement Technology 146, 230 Fouts, M. Information Technology Information Technology operating 10 5049251 330 90 1070 00000 Servers Replacement 0 2,000 2,000 2,000 

143 TRACS - Door & Gate Readers Technology 142 Saporta Safety & Security Safety, Security & Environmental operating 10 5037025 712 90 7578 00000 TRACS - Door & Gate TRACS Readers 0 20,000 20,000 20,000 

144 Transit Tracker Displays (Blue & Red Lines) Technology 152 Frane, J. Public Affairs Customer Information Services operating 10 5049152 270 90 6021 00000 Transit Tracker Display (Blue & Red Lines) 0 235,000 235,000 235,000 

145 Customer Support Facilities & Equipment Technology 85 Vitko, I. Public Affairs Customer Information Services operating 10 5049152 270 90 2009 00000 Customer Info Equipment Replacement 0 25,000 25,000 25,000 

146 Customer Support Facilities & Equipment Technology 85 Vitko, I. Public Affairs Customer Information Services operating 10 5049152 270 90 2009 00000 Customer Info Modernization 0 5,000 5,000 5,000 

147 Willamette Shore Trolley Program New-Improved Svc 167 Batty, S. Capital Projects Development & Ops Support operating 10 5033081 760 99 5581 00000 Willamette Shore Trolley Program 0 125,000 125,000 200,000 325,000 

148 

149 Total $100,000 $141,773 $0 $5,150,000 $5,391,773 $45,723,518 $45,723,518 $210,000 $11,486,688 $62,811,979 

150 Total Capital Projects 50,409,536 

151 Total Operating Projects EXCLUDES Fixed Routes Bus Components & LRV Components 7,983,918 

Grand Total 58,393,454

ADOPTED FY13-14 Capital & Operating Project Budget by Division-Forecast - Carryovers 

Budget 

6/19/2013 

A B C D E F G H I J K L M N 

Requirements 

CFDA 

Detailed Project Description/ Asset Category Project Budgeted Budgeted Operating Cost Project Grant Total 

Detailed Project Name Manager Division Department Capital Fund Expense Center Section Number Extension 

1 On-Board Energy Storage Units Vehicles Grohs, J. Capital Projects Development & Ops Support capital 10 1052870 000 00 7570 18201 350,000 20.523 

2 Positive Train Control Vehicles Heilig, T. Capital Projects Development & Ops Support capital 10 1052870 000 00 7563 00000 3,836,156 

3 Vehicles - 60 (of 70 - FY13 Bus Order) Replacement Low-Floor 40' Buses Vehicles Haley, G. Operations Bus Maintenance capital 10 1052870 000 00 4058 20801 26,968,380 20.526 

4 Vehicles - ATP - Replacement 27 Buses + BDS Equipment (CO) Vehicles Elmore, P. Operations ATP-LIFT capital 10 1052870 000 00 4049 00000 2,273,259 

5 Electrification MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7535 00000 50,000 

6 Light Rail Track and Structures MOW Kindig, R. Operations Rail MOW capital 10 1052870 000 00 7559 00000 125,000 

7 Rail Pedestrian Safety Enhancements Facilities Saporta, H. Safety & Security Safety, Security, Environmental capital 10 1052870 000 00 5606 00000 275,000 

8 Bus Shelter Replacement Facilities Park, Y. Capital Projects Bus Stop Development capital 10 1052870 000 00 5508 00000 155,000 

9 Facilities - Barbur Transit Center Roof Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4507 00000 177,109109 

10 Facilities - Compressor Systems Energy Upgrades (CO) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4546 00000 52,500 

11 Facilities - Concession Services Development - Beaverton TC (CO) Facilities Cook Operations Facilities Management capital 10 1052870 000 00 4580 00000 32,000 

12 Facilities - Gresham Center/Art Work Surrounding Area Renovation (CO) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4627 00000 57,000 

13 Facilities - Hoist Equipment Replacement Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4547 00000 481,121 

14 Facilities - Permanent Operator Restrooms at Priority End-of-Route Locations (CO) Facilities Scott, R. Operations Facilities Management capital 10 1052870 000 00 5614 00000 193,420 

15 Facilities - Powell Maint Fire Alarm System Upgrade (CO) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4631 00000 20,000 

16 Facilities - Powell Maint Mezzanine for Storage (CO) Facilities Papadopoulos, E. Operations Facilities Management capital 10 1052870 000 00 4632 00000 69,755 

17 Facilities - Ruby/Elmonica Type 4 LRV Fall Protection Retrofit - Safety Modification (CO) Vehicles Grove, Mark Operations Rail Equip Maintenance capital 10 1052870 000 00 7571 00000 487,000 

18 Pier Park Bus Layover/Operator Restroom Facility Facilities Stewart, N. Capital Projects Development & Ops Support capital 10 1052870 000 00 5512 00000 120,000 

19 Rail MOW Central Shop co-location Facilities Munro Capital Projects Development & Ops Support capital 10 1052870 000 00 5507 00000 2,996,150 

20 Storm Water UIC Permit Facilities Preston Safety & Security Environmental services capital 10 1052870 000 00 7568 00000 150,000 

21 Bus Dispatch Replacement Project (Fixed Route) Technology O'Connor, A.J. Information Technology Information Technology capital 10 1052870 000 00 1054 00000 11,235,348 

22 ATP Information System (BDS) Technology Maercklein, D. Information Technology Information Technology capital 10 1052870 000 00 1081 00000 1,973,083 

23 Finance & Admin Sys/ACCPAC Accounts Rec Upgrade Technology Baker, L. Finance and Admin Financial Services capital 10 1052870 000 00 1021 00000 40,000 

24 Finance & Admin Sys/Agency Copier Capital Lease Technology Baker, L. Finance and Admin Financial Services capital 10 1111060 000 00 2028 00000 30,000 

25 IPC System Replacement Technology Isbell, F. Information Technology Information Technology capital 10 1052870 000 00 1104 00000 100,000 

26 Ticket Vending Machine System Technology Baker, L. Finance and Admin Financial Services capital 10 1052870 000 00 1100 00000 115,000 

27 Non-Revenue Vehicles

Adopted FY 2014 Capital Asset Management & Investment ... - TriMet

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