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Portland Bureau of Transportation

Phone: 503-823-5185

Fax: 503-823-7576

1120 SW Fifth Ave, Suite 800, Portland, OR 97204

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Shoring Up the Foundation Actions

Invest in Staff

F1.1 Bureau-Wide Training - Status: 0

Develop curricula and recommended deployment plan for bureau-wide training for all levels. Training must include four main components:

1) A clear path for professional development and continuing education opportunities 

2) Core competencies required to meet job expectations 

3) Technical skills training such as computer literacy

4) Ongoing internal training opportunities 

Training curricula should correlate to job classifications and duties, with metrics created around what types of training are needed. Training should integrate respectful communication with diverse customers and an understanding of equity for all staff. Leverage City Learner system in achieving training goals.

F1.2 Professional Development - Status: 0

Clarify policies around professional development membership for the agency. Identify how staff can or should become active in various organizations.

F1.3 Equity Manager Training - Status: 3

Create training materials targeted at PBOT upper management teaching equity and inclusion practices toward both staff and PBOT customers. Require annual refresher course.

F1.4 Mobile Technology - Status: 2

Inventory the current use and recommended applications of mobile technology in the field. Identify priority areas of need and recommend a road map for technology improvements. Continue piloting where appropriate. Work with Bureau of Technology Services to provide infrastructure that allows mobile devices to access city servers.

F1.5 Employee Orientation - Status: 2

Develop or reconfirm a formal employee orientation program. Ensure all incoming employees receive at least a half-day of orientation. Leverage city’s monthly new hire orientation. Goal is to have employees understand agency history, form of government, structure of bureau, protocols, city services and amenities (ergonomics, fitness center, etc.), and be introduced to key staff. New employees are to receive breakdown of people they will serve in Portland, including historical inequities and how PBOT is working to address them. Develop protocols to announce new employee hiring within the first week of employment.

F1.6 Conference Protocols - Status: 0

Clarify policies and protocols for conference attendance as a speaker or participant. Include information about internal (city-provided) and external conferences, presentations, and training opportunities including equity classes. Ensure staff at all levels and across all units are aware of offerings and requirements for post-conference presentations on what was learned.

F1.7 Diverse Recruitment - Status: 3

Work with city Human Resources department to ensure staff are following the Office of Equity and Human Rights’ guidance on conducting diverse outreach and recruitment. Create strategies to improve employee retention rates, and maintain a diverse workforce. Target to complete an assessment of compliance.

F1.8 Affirmative Action - Status: 3

Review affirmative action plan and Human Resources shortfall report in terms of both gender and ethnicity as well as job classification. Propose a recruitment and retention strategy to better match PBOT’s makeup to the city as a whole.

F1.9 Employee Bike Parking - Status: 1

Better support bike community by expanding and improving employee bike parking at downtown and Maintenance Operations buildings.

F1.10 Health Improvement Program - Status: 1

Continue Portland State University’s Safety & Health Improvement Program (SHIP) research project with Maintenance Operation and implement results, including supportive supervisor behavior and employee health.


Practice Perpetual Process Improvements

F2.1 Performance Reviews - Status: 0

Standardize performance review process, timing, and schedule, including update of PBOT performance review template to reflect core competencies. In Year 2, roll out review process for non-collective bargaining staff. Ensure questions regarding diversity/equity/cultural competency is included.

F2.2 Maintenance Production Guidelines - Status: 2

Evaluate and update maintenance production guidelines to ensure the most useful data is being tracked and reported. Routinely communicate to Maintenance Operations staff progress toward meeting production guidelines. Encourage staff to track productivity and achievements on a weekly basis.

F2.3 Mobile Timekeeping - Status: 2

Deploy Phase II of new mobile timekeeping system for Maintenance Operations.

F2.4 Safety Culture - Status: 1

Over the next two years, review readiness for certification for OSHA-SHARP Certifications, a voluntary state program, for Maintenance Operations to further enhance the culture of safety.

F2.5 Handheld Parking Enforcement Devices - Status: 3

Deploy new handheld devices for parking enforcement. Handhelds should include functionality for GPS tracking and pay-by-cell enforcement.

F2.6 Mobile Parking Payment - Status: 2

Select a vendor to implement mobile payment technology (pay-by-cell or web) as an option for paid on-street parking.

F2.7 Software Resources - Status: 4

Add a link on PBOT’s internal website that lists software available to PBOT employees and update quarterly.

F2.8 GIS Work Groups - Status: 3

Convene quarterly working group meetings with stakeholder divisions to identify any addressable gaps in GIS base data. At conclusion of Year 1, submit workplan of how to address and integrate with field data collection.

F2.9 Evaluate Maintenance Data Tracking - Status: 0

As part of updated Maintenance Operations productivity guidelines, evaluate data tracking and reporting processes. Modify business processes to enable PBOT to cross-tab data and report metrics such as streets with continual repavings/repairs or the total amount spent on preventive maintenance, including materials.

F2.10 Intra/Inter-Office Communication - Status: 4

Track the deployment and subsequent utilization of upgraded intra/inter-office technologies to support web meetings at desks and other productivity enhancements. Support next generation of technologies through implementation of LYNC for video conferencing. Enhance staff knowledge of software programs with “Did you know?” features.

F2.11 Project Archiver - Status: 0

Implement TRIM archiving bureau-wide to improve project closeout process. TRIM is currently being piloted in Development Permitting & Transit.

F2.12 Capital Project Assessments - Status: 0

Develop a process for post-project assessment for capital projects including projected v. actual budget, performance measures, and other lessons learned.

F2.13 Crew Leader Debriefs - Status: 3

Systematize debriefs with a sampling of crew leaders, front line staff, and partner departments to review processes and techniques for process improvement. Hold a minimum of two debriefs annually; additional may be required for seasonal tasks. Document findings and performance metrics for review by Maintenance Operations leadership.

F2.14 Design Review Team - Status: 4

Create a staff-level design review team that includes staff from multiple departments representing all phases of capital projects from planning to maintenance and programs, to provide quick feedback on projects and look for improvements. Test with six projects, then provide assessment of effectiveness/proposal for use or modification.

F2.15 Mobile Mix Trucks - Status: 1

Complete financial assessment and report of merit of mobile concrete mix trucks to permit smaller spot treatments for concrete work and repairs.

F2.16 Vehicles for Vendor Repair - Status: 1

Identify specialized maintenance vehicles that are more efficiently maintained and repaired by vendors. Complete report reviewing equipment and maintenance options including merits of buying versus leasing.

F2.17 Conflict of Interest - Status: 4

To reduce risks related to conflicts of interest, work with Procurement Services to revise contracting guidelines to require all contractors to complete the related party questionnaire annually.

F2.18 Maintenance Site Plan - Status: 1

Work in collaboration with Office of Management and Finance/City Fleet to create a master site plan for maintenance facilities on the east side.

F2.19 Equity Tools - Status: 4

After filling the Equity and Inclusion position, work with PBOT Equity Committee and Office of Equity and Human Rights to improve internal web site links regarding equity-related tools, videos, and resources.

F2.20 ROW Coordination - Status: 4

Develop and maintain a centralized resource between Active Transportation and Right of Way Programs (ROW) & Permitting that identifies community use of the right-of-way programs underway or under development that have overlap between division responsibilities. Determine who leads the effort to establish a policy framework and prepare a workplan for implementation.

F2.21 Traffic Organization - Status: 0

Evaluate the current interplay between Traffic, Active Transportation, and Signals Divisions to improve planning, coordination, and management. Implement new coordination program that maximizes resources and communication and reduces redundancy.

F2.22 Streetcar Contracts - Status: 3

Develop new contractual agreements for the Portland Streetcar to start July 1, 2015.

F2.23 Streetcar Performance Measures - Status: 3

Improve performance management system at Portland Streetcar by developing and implementing processes for review and revision of transit measures and use the refined performance results in decision-making (in alignment with goals and desired results).


Communicate Externally to Better Serve Portlanders

F3.1 Capital Project Tracking - Status: 0

As part of the Capital Controls position, identify the diverse work systems employed by each division that are used to identify and track capital projects.

F3.2 Workplan Template - Status: 4

Create a template for work group managers to record annual workplan tasks, performance metrics, and targets. Publish internally online.

F3.3 Dashboard - Status: 2

Roll out a dashboard of overall bureau performance metrics and specific work group accomplishments.

F3.4 Annual Report - Status: 0

Create an annual report for PBOT that shows outcomes from a number of programs and services and links to the workplan and online dashboard.

F3.5 Communications Plan - Status: 3

Create and make accessible to all staff, a PBOT Communications Plan protocol with specific strategies for communications practices. Improve consistency in communications through the creation of a PBOT style guide and protocols. Guide should be deployed to all units.

F3.6 Public Involvement Plan - Status: 2

Release draft of public involvement policy document. The resource should include a toolbox of innovative strategies for public outreach, including survey and monitoring tools to assess participation of communities of color and Limited English Proficiency populations in all phases of project design and development. Use strategies already created by the Public Involvement Advisory Committee (PIAC). A component of the guide and supporting resources should be standard templates for public outreach (notification letters, etc.) and guidelines for both material translation and use of interpreters.

F3.7 Maintenance Fact Sheets - Status: 1

By the end of 2015, provide maintenance staff with fact sheets for all projects they are implementing to help them respond to questions from the public. Translate fact sheets based upon project location.

F3.8 Public Involvement Specialist - Status: 3

Increase Communications department staff by one position by hiring a public involvement position to work across all divisions.

F3.9 Customer Intake Process - Status: 4

Improve how Portlanders access PBOT services. Design and administer a customer processing review. Work with the Bureau of Emergency Communications (BOEC) to ensure that PBOT calling centers are compatible with and ready for potential 311 system. Compile report of findings and recommendations for addressing and responding consistently to customer requests.

F3.10 Government Liason - Status: 3

Identify resources to hire or designate existing staff as a dedicated government liaison to set common goals and priorities and be a consistent face and voice for PBOT at legislative tables and with agency partners (ODOT, TriMet, Metro, etc.) If funded, fill the position within one year.

F3.11 PBOT Reception Area - Status: 4

Within one year, improve accessibility of main reception area at Portland Building. Concurrently seek ways to make it more ADA accessible and provide more space to serve customers.

F3.12 BPS Neighborhood Liasons - Status: 2

Identify ways to better utilize the Bureau of Planning and Sustainability’s (BPS) neighborhood liaisons as a resource for PBOT communication. Designate PBOT staff as resources for the appropriate liaison in order to provide project information to the liaisons within their districts.

F3.13 Increase Visual Communication - Status: 4

Employ visual communication (imagery or infographics) in ads, posters, and media and succinct sound bites in audio media. Collaborate on at least six projects across two different divisions in the first year. Assess effort and value.


Celebrate Success

F4.1 Employee Appreciation - Status: 3

Continue to implement new ways of showing employee appreciation through work of a standing committee.

F4.2 Positive Stories - Status: 3

Provide an internal forum as a location to post positive employee stories or vignettes—e.g. newly completed projects, praise from customers, or positive press. Ensure this area is populated with new information on at least a monthly basis, if not more frequently.

F4.3 Recognize Tenure - Status: 2

Recognize employment landmark anniversaries (e.g. 5, 10, 15, 20, etc. years of service) with PBOT attire or memento. Hold employee recognition ceremony annually.


Communicate Effectively, Internally

F5.1 Fellowship Program - Status: 0

Create curriculum and initiate the “TRANSPORT” fellows program to help PBOT staff understand how their department fits into the broader bureau. Use the Water Bureau’s SOAKED program as a model, which involves training staff about all functions of the bureau.

F5.2 Back to Basics - Status: 3

Integrate the “Back to Basics” message throughout all work groups and all goals.

F5.3 Newsletter - Status: 3

Prepare a recommendation on feasible options and structures for establishing staff newsletter or blog.

F5.4 Bureau Mission Posters - Status: 2

Develop one or more graphics/posters that simply convey the bureau mission and integration of work groups. Include a focus on equitably serving our population within the bureau mission.

F5.5 Lunch and Learns - Status: 0

Pilot two or more staff- or manager-led Lunch and Learns for Downtown and equivalent sessions for Maintenance Operations, highlighting the work of different departments. Administer attendee surveys to assess the value in continuing on a regular basis.

F5.6 Equity Committee - Status: 3

Clarify the roles and responsibilities and reporting structure of the Equity Committee. Establish protocols around who serves on the committee, for how long, and how often members must report on committee activities to work groups.


Wisely Manage Finances

F6.1 Enhance SAP - Status: 0

Enhance financial reporting from SAP performance management software and report on findings. Engage users and managers to better understand reporting needs. Produce new monthly reports for team review.

F6.2 Resource Team - Status: 4

Create team to prioritize projects, identify potential funding sources, and develop a strategic funding approach. Integrate team into TSP implementation process when TSP update is completed in 2016.

F6.3 SDC Match - Status: 4

Identify match resources for 50% of Systems Development Charge projects by 2016.

F6.4 Budget Communication - Status: 4

Roll out improved process for budget communication that clearly states expected funding streams for the near term.

F6.5 Funding Reserves - Status: 4

Increase funding reserves to 5% of total gas tax and parking fund allocations within one year.