OpEd | State | TriMet angers many, requires oversight

Photo credit: KGW.com

Did you know that TriMet fares are now among the highest in the nation (Gianola, 2013)? That’s right, a monthly adult TriMet pass is $100, while in Philadelphia, its $83, $72 in Los Angeles and just $70 in Boston (Gianola, 2013). Yet all three cities have operation far more extensive than Portland’s. So why does public transit cost so much in Portland? TriMet General Manager Neil McFarlane wants you to blame the recession and the high cost of TriMet’s union health benefits (Gianola, 2013). He hoped you wouldn’t find out about the $910,000 in pay raises he approved for the highest echelon of TriMet management in 2012, even as he publicly stated that he had frozen their pay (Rose, 2013). “How could this happen right under our noses?” you may ask. This was able to happen because no one was watching. While TriMet management increased fairs, cut service, and gave themselves raises, no one was paying attention. To ensure this can’t happen again, Oregon lawmakers have called on Secretary of State Kate Brown to conduct an unprecedented audit of operations and finances at the state's largest public transit agency (Rose J. , 2013).

Vice-chair of the House Committee on Transportation and Economic Development, Rep. Chris Gorsek (D-Troutdale) is the chief sponsor of the proposal, an amendment to his House Bill 3316. HB3316 was intended to regulate TriMet’s governance, transferring operational and finical oversight from TriMet’s board of directors to Metro (Staff, 2013). However, Gorsek simultaneously realized he didn’t have wide support for restructuring and became aware of major management issues at TriMet. He took the opportunity to push for a large scale audit instead (Rose J. , 2013). While the audit will possibly take longer than the original plan - Brown's office plans to have the audit finished before the 2014 legislative session (Thompson, 2013) – it ensures a much more thorough understanding  of exactly what is going on inside the transit agency and why. This is an extremely prudent step, prior to taking any major action which could have unforeseen repercussions. While it’s obvious that things need to change inside TriMet, I believe it’s worth taking the time to do it right.

Op-Ed | Local | Idling Reduction: A Common Sense Plan

Old habits are hard to break. To most, idling a car may seem fairly harmless, but in fact, there are many adverse effects. Carbon emissions have a major impact on air quality, with implications for public health and the environment, as we all know. One way to lessen these emissions is to reduce needless pollution from idling. However, most drivers don’t think twice about running their engine while the car is not in motion. For this reason, the City of Portland and Multnomah County need to work together to create idling regulations for passenger vehicles.

The two municipalities have worked together briefly on this issue before, during the “Idling Gets You Nowhere” public outreach campaign in the summer of 2011. As part of that effort, Mayor Adams’ office convened an idling reduction task force to look into various options for addressing the issue.  Multnomah County took the lead on outreach by creating an informational website, hanging “Idling Gets You Nowhere” banners across the Hawthorne Bridge and mobilizing volunteers to hand out postcards explaining the dangers of vehicular idling during bridge lifts and at community events.

The partnership makes sense in light of the two municipalities’ efforts to reduce carbon emissions. In 2009, the City of Portland joined forces with Multnomah County to adopt the ClimateAction Plan, a three-year plan to put us on a path to achieve a 40 percent reduction in carbon emissions by 2030 and an 80 percent reduction by 2050. “The Climate Action Plan commits the City and Multnomah County to 93 actions over the next three years and establishes 18 objectives for 2030 (City of Portland, 2009).” However, in the whole 70 page document, idling is mentioned only twice.

Denver RTD's Business-Like Transit Management

The Regional Transportation District (RTD) of the greater Denver region has gained quite a bit of attention from their highly innovative service management approach. From the planning, construction, and operations of it's multi-modal service, RTD has proved to be ahead of the curve in how it does business.

Op-Ed: To Privatize or Not to Privatize

1956 Map of Eisenhower Highway System

Someone should start preparing the eulogy for publicly operated, built, and financed roads.  The era of government grants, shovel-ready projects, and pork-barrel politics is coming to an end, and, like anyone overstaying their welcome, it’s taking much longer than is appropriate to say goodbye.  I believe that the construction of a standardized, integrated 41,000+ (Roth 2010) mile national highway system could only be possible with the massive amount of capital and funding provided by the federal government.   However, with the completion of the highway system near the turn of the century, the era of mega-scale public works projects is waning, replaced, in part, with the bothersome and costly task of adequately maintaining and operating that infrastructure.  In addition to states deferring routine highway maintenance in hopes that the federal government will simply replace it (Semmens 2012), there are issues with lobbyists and special interest groups impractically influencing the funding and revenue streams;  inefficiencies and waste with multi-level government planning; and over-regulated systems that discourage any kind of innovative cost-saving practices (Roth 2010).  In contrast, private entities won’t build a project unless they see a return in it, i.e. unless it makes economic sense, and their relatively smaller size allows for more customized solutions that better represent the needs and behaviors of the users.