TriMet’s Bullshit New Business Plan, Redux

Andrew Riley
May 7, 2018 · 11 min read
Image is a selection from the text, reading: “MAX helping spur more than $13 billion in development within walking distance of MAX stations”
Image is a selection from the text, reading: “Help shape the future of our region: Deliver service and capital projects that help attract residents, businesses, and development to centers, main streets, and corridors that communities have identified as future growth areas”
Image is an excerpt from the text, reading: “Agency. TriMet vision, mission, and values continue to guide TriMet. TriMet will maintain and strengthen its culture of safety. We expect no significant change to TriMet governance”
Image is an excerpt from the text, reading “Regional thought leader and influencer”
Image is an excerpt from the text, reading “ Physical separation of administration employees and operations employees hinders communication and teamwork. Incomplete and inconsistent internal understanding of what it means to provide excellent customer service”
Image is an excerpt from the text, reading “Quantum employee survey results from communication question (‘There is open and honest communication between employees and manager’) averaged 3.7 (4.4 for nonunion and 3.1 for union)”
Image is an excerpt from the text, reading “Incomplete employee understanding of leadership decisions”
Image is an excerpt from the text, reading “Lack of communication about career advancement opportunities within TriMet”
Image is an excerpt from the text, reading “ Growth of Transportation Network Companies (TNC) and other mobility options may help solve ‘last mile’ challenges”
Image is an excerpt from the text, reading “Growth of TNCs and other mobility options could be destabilizing”
Image is an excerpt from the text, reading “Declines in ridership and shifts in location of demand”
Image is an excerpt from the text, reading “Impact of some riders on comfort of others”
Image is an excerpt from the text, reading “ Security presence on system increased during FY2018”
Image is an excerpt from the text, reading “Develop and deliver a new rider training program to address perceptions and reduce barriers”
Image is an excerpt from the text, reading “Stabilized then increased boardings: FY2019”
Image is an excerpt from the text, reading “Develop strategies to increase ridership compared to regional growth, including: Target service enhancements in locations that will address changing demands. Market segmentation for service and customer information/marketing. Personalized marketing programs (e.g., new resident information or tourist-focused automated tours). Increase employer fare program participation. Broaden multicultural marketing strategies. Strengthen promotion of off-peak ridership.”
Image is an excerpt from the text, reading “In FY2020, after the previous six years with no fare increase, implement incremental increases in fares as called for in adopted fare policy, approximately $0.10 every two years”
Image is an excerpt from the text, reading “Phase out paper fares with robust public engagement during FY2019”

Andrew Riley

Written by

Socialist, antifascist, union organizer, metalhead, redneck. Email: andrewariley@protonmail.com

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