Exhibit A

Adoption draft October 2026 Regional Vanpool Action Plan oregonmetro.gov Approved by the Joint Policy Advisory Committee on Transportation (JPACT) on [Date] Adopted by the Metro Council on [Date] Metro respects civil rights Metro fully complies with Title VI of the Civil Rights Act of 1964, Americans with Disabilities Act (ADA), Section 504 of the Rehabilitation Act and subsequent non-discrimination laws. In compliance with Title VI of the Civil Rights Act of 1964 and related statutes, Metro assures that no person shall, on the grounds of race, color, national origin, age, sex, or disability, be excluded from participation in, be denied the benefit of, or be otherwise discriminated against under any of the programs or activities it administers. 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Greater Portland’s metropolitan planning organization Metro is the federally mandated metropolitan planning organization designated by the governor to develop an overall transportation plan and to allocate federal funds for the greater Portland region. The Joint Policy Advisory Committee on Transportation (JPACT) is a 17-member committee that provides a forum for elected officials and representatives of agencies involved in transportation to evaluate transportation needs in the region and to make recommendations to the Metro Council. The established decision-making process assures a well-balanced regional transportation system and involves local elected officials directly in decisions that help the Metro Council develop regional transportation policies, including allocating transportation funds. The Metro Council and JPACT act together as the MPO policy board. The opinions, findings and conclusions expressed in this report are not necessarily those of the U.S. Department of Transportation, Federal Highway Administration and Federal Transit Administration. Acknowledgments Regional Vanpool Action Plan Technical Work Group Members Adriana Britton, Transportation Options Coordinator, TriMet Ally Holmquist, Senior Transportation Planner, Metro Caitlin Ahern, Program Manager, Westside Transportation Alliance Eve Nilenders, Transportation Planner, Multnomah County Francesca Jones, Senior Transportation Planner, City of Portland Hope Estes, Transportation Options Program Manager, Oregon Department of Transportation Jean Senechal Biggs, Metro Resource Development Section Manager Reza Farhoodi, Senior Planner, Washington County Scott Hoelscher, Senior Planner, Clackamas County Project Manager Marne Duke, Senior Regional Planner, Regional Travel Options Metro Staff Contributors Daniel Kaempff*, Principal Transportation Planner Grace Stainback, Associate Transportation Planner, Regional Travel Options Hanna Howsmon, Assistant Transportation Planner, Regional Travel Options Jean Senechal Biggs, Resource Development Division Manager Kim Ellis, Transportation Planning Manager Noel Mickelberry, Senior Transportation Planner, Regional Travel Options Summer Blackhorse, Program Assistant Ted Leybold, Transportation Policy Director Project Consultants Steer Julia Wean – Associate Vice President, TDM Destree Bascos – Associate Vice President, TDM Richard Davis – Senior Consultant, Integrated Planning Zoe Bertol-Foell – Consultant Carmen Truong – Consultant, Design for Movement KTF Communications Katie Farwell, Marketing Director *retired About Metro Metro is the regional government in greater Portland. Metro manages public services and regional systems that protect the environment, support the local economy and ensure every community can thrive. Metro coordinates regional planning and funds new affordable homes and supportive housing services. It manages 19,000 acres of parks and natural areas and the region’s garbage and recycling system. Metro also runs the Oregon Convention Center, Portland’5 Centers for the Arts, the Portland Expo Center and the Oregon Zoo. Metro is led by a nonpartisan elected council. It serves 1.7 million people in 24 cities across Clackamas, Multnomah and Washington counties. Stay in touch with news, stories and things to do. oregonmetro.gov/news Follow @oregonmetro Metro Council President Juan Carlos González Metro Councilors Ashton Simpson, District 1 Christine Lewis, District 2 Gerritt Rosenthal, District 3 Miles Palacios, District 4 Mary Nolan, District 5 Duncan Hwang, District 6 Auditor Brian Evans 600 NE Grand Ave. Portland, OR 97232-2736 503-797-1700 Table of contents Introduction and Purpose 1 Existing Conditions 5 Vanpooling in the Region: Past and Present 5 Planning for the Future: Challenges and 7 Opportunities Vanpool Barriers and Challenges 7 Opportunities to Grow Vanpooling 8 Geographic Areas of Interest for Vanpool 8 Prioritization Funding and Governance 25 Considerations Objectives and Strengths 27 Actions 29 Near-term 29 Long-term 38 Regional Roles and Coordination 45 ODOT 45 Metro 45 RTO Commute Program Partners 46 City and County Governments 47 Vanpool Vendors 47 Employers 48 Appendix A - Funding 101 50 Appendix B - Regional Research 53 Memo Appendix C - Transportation Policy 66 Advisory Committee (TPAC) Workshop Summary Appendix D - Action Plan Overview 70 Table Appendix E - High Vanpool 74 Propensity Area Criteria Appendix F - Employer Focus Group 78 Synopsis Appendix G - Public Comment Synopsis 82 1oregonmetro.gov Metro Vanpool Action Plan Introduction and Purpose Vanpools are a shared travel option where 5 to 12 people ride together to work from their homes, meeting places, or community locations. They help reduce congestion, parking issues, missed work shifts, while cutting carbon emissions and supporting sustainability and air quality compliance goals. Designated as a form of public transit by the Federal Transit Administration, both the Metro Regional Transportation Demand Management Strategy and the Community Connectors Transit Study describe vanpooling as a cost- effective solution that connects people in low-density areas to jobs and serves off-peak travel needs. Vanpooling is noted for its ability to provide a flexible option where fixed-route transit is impractical or unavailable. For over a decade, the Portland metro region has lacked a formal regional vanpool program. To address gaps in vanpooling throughout the state, ODOT has designated over $3 million for employer vanpool programming and subsidies. They have awarded a contract to a vendor who will provide full- service vanpooling with priorities for vanpool activities in the Metro region, as well as communities in transit underserved areas and specific audiences, such as shift, hospitality and health care workers. To capitalize on this opportunity, Metro has developed a Regional Vanpool Action Plan informed by a Technical Working Group, stakeholder interviews, regional workshop, an employer focus group and public comment/survey opportunity. Vanpooling plays a role in advancing Goal 2 of the Regional Transportation Plan: to increase the proportion of trips made by walking, biking, shared rides and use of transit. It complements fixed-route transit by serving areas and times where traditional service is limited, such as rural corridors and off- 2 Metro Vanpool Action Plan oregonmetro.gov peak shifts, and helps bridge gaps for long-distance commuters. Vanpool programs also support equity objectives by providing affordable, accessible options for low-income households and workers without cars. What Is Vanpooling? Vanpooling is a form of shared mobility where a group of typically five to seven participants share a van for commuting to work, with at least 80% of the vehicle miles traveled dedicated to work trips. The vanpool driver is a volunteer that possesses a valid driver’s license from within the group using the van for transportation to/from work. Vanpools are considered a form of transit when they are open to the public, ADA accessible, and facilitated through a public agency such as a transit authority or Metropolitan Planning Organization (MPO), such as Metro. Private vanpools may also be sponsored by employers as an employee benefit. Metro considers public vanpooling a form of community connector service, while private employer-sponsored vanpools are not. Vanpools often receive subsidies to cover the vanpool’s costs, such as leasing, refueling, insurance, and maintenance. These subsidies may be structured under federal and state transit funding programs. Some employers provide a partial subsidy for participating in a public vanpool. Vanpooling is identified as one of the region’s transit service types, but it is distinct from shuttles and carpooling. Shuttles are a fixed-route service operated by an organization or transit agency, typically with larger vehicles and set stops. It serves broader groups without requiring rider coordination and is less personalized than vanpooling. While vanpooling and carpooling are both common forms of shared mobility used by commuters, vanpools must have at least five regular participants and use a dedicated leased or provided van. Unlike carpools, vanpools are often eligible for federal or state subsidies and are subject to reporting requirements. Funding vanpool programs relies on a mix of sources, including federal, state, regional, and local grants, employer contributions, and participant fees (Figure 1.1). Federal programs such as Federal Transit Administration (FTA) Section 5307 Urbanized Area Formula Grants and FHWA’s Congestion Mitigation and Air Quality (CMAQ) grants and Surface Transportation Block Grant (STBG) funds often provide seed money for capital and operating costs, while state programs like ODOT’s Statewide Transportation Improvement Fund (STIF) grants supplement these efforts. Transit agencies typically administer subsidies, which reduce rider costs to that similar to other public transit fares, and employers may offer commuter benefits or direct subsidies. Vanpools that receive federal transit funds are required to report their vehicle revenue miles to the National Transit Database (NTD) for future federal reimbursements. For more information about vanpool funding, please refer to the Funding 101 primer in Appendix A. Purpose of the Plan The purpose of the Action Plan is to provide a five-year strategic roadmap for establishing a long- running vanpool program in the Metro region. It is organized around a set of core Objectives that define the outcomes of the Action Plan, supported by Strategies Figure 1.1: Vanpool Funding Sources 3oregonmetro.gov Metro Vanpool Action Plan that outline coordinated, policy- and program-level approaches to reach those Objectives. These Strategies are implemented through specific Actions, sequenced over near- (1-3 year) and long-term (4-5 year) horizons, that translate vision into practical steps for Metro in collaboration with its partners to deliver, promote, and sustain vanpooling across the region. Plan Development Approach The Action Plan development process began with comprehensive state and regional research, including archival document reviews and interviews with staff from agencies such as ODOT, Metro, SMART, and C-TRAN. Insights were further refined through Technical Working Group (TWG) discussions and iterative draft reviews, followed by a Transportation Policy Alternatives Committee (TPAC) workshop that gathered regional perspectives and priorities. An employer focus group provided additional input on workforce needs and opportunities for vanpool adoption (Appendix F). Finally, the process incorporated a review of regional travel assets and gaps identified in the Community Connector Study and the Long-Range Transportation Plan to ensure alignment with broader mobility goals. Figure 1.2 summarizes the plan development process. Figure 1.2: Plan Development Approach 4 Metro Vanpool Action Plan oregonmetro.gov Existing Conditions Vanpooling in the Region: Past and Present Vanpooling in the Metro region began in the early 2000s under TriMet, which managed a small program funded by CMAQ and FTA grants. In 2006, Metro assumed administration through its Regional Travel Options (RTO) program, offering subsidies covering up to 50% of lease costs. The program served long- distance commuters along major corridors like I-5 and I-84 and relied on partnerships with C-TRAN and ODOT for cross-state coordination and funding. However, by 2010, Metro became the sole administrator as other agencies withdrew, leaving the program underfunded and struggling with declining ridership. Economic challenges and high administrative burdens led Metro to discontinue subsidies and end National Transit Database (NTD) reporting in 2012, effectively closing its regional vanpool program. Since 2013, vanpooling in the Metro area has been limited, with only a handful of vanpools operating near the region’s periphery, primarily through Wilsonville SMART. SMART currently administrates a vanpool program with two active vanpools, each serving federal employees commuting to the National Guard in Salem. SMART provides a $500 monthly subsidy per vanpool, funded through an ODOT state grant using FHWA STBG pass-through dollars. Administration of the vanpool program is largely turnkey and handled by Enterprise, which manages most operational tasks and some advertising. ODOT is now preparing a statewide vanpool program, allocating an estimated $3 million in programming and subsidies to reintroduce vanpool services through a vendor model. This effort aims to fill governance gaps and restore vanpooling as a viable commute option for both urban and rural workers. Table 2.1 summarizes the regional timeline of vanpooling. The Regional Research Memo, presented in Appendix B, provides a detailed description of vanpool program development in the Metro region prior to 2026. 5oregonmetro.gov Metro Vanpool Action Plan Year Summary 2003 TriMet develops and manages vanpool program funded through CMAQ 2006 Metro launches vanpool program under RTO using remaining CMAQ startup funds 2006- 2009 Metro acts as regional manager and marketer for the program, Program grows modestly with multiple sources of subsidy funding from Metro, C-TRAN, and ODOT. 2007- 2009 Metro and C-TRAN sign IGA to share CMAQ funds and match requirements, enabling cross-state vanpool subsidies 2009 C-TRAN establishes own program and ends agreement with Metro; ODOT elects not to renew vanpool subsidy agreements. 2010-2012 Metro continues vanpool program with only Regional Flexible Funds; ridership and fleet decline; economic landscape further diminishes program size. 2012 Metro ends subsidized vanpool program; short-term incentive models suggested. 2025 Several vanpools operate out of the region with support of SMART and ODOT Area Vanpools originating in that area Within Metro boundary 5 Outside Metro boundary with destination inside 24 Salem-Keizer-Monmouth 26 Madras 8 Eugene 5 The Dalles 5 Hermiston 3 Bend 1 Table 2.1: Regional Timeline Summary Table 2.2: Snapshot of Subsidized Vanpools in Oregon cities (August 2025) Across Oregon, vanpooling remains active outside the Metro region through a mix of transit agency–led and vendor- supported programs that serve both urban and rural commuters. Lane Transit District provides subsidies for vanpools originating in Lane County, while Cascade East Transit supports vanpools in Jefferson, Deschutes, and Crook counties, and the Malheur Council on Aging and Community Service funds vanpools in Malheur County. Larger programs operate in cities such as Salem, serving riders across Polk, Marion, and Yamhill counties. Madras, Eugene, The Dalles, Hermiston, and Bend, all have active vanpools as of August 2025. These programs are supported by ODOT and rely on Commute with Enterprise for vehicle provision, maintenance, and administrative support. Table 2.2 presents a snapshot of public vanpools operating around Oregon. 6 Metro Vanpool Action Plan oregonmetro.gov Wilsonville SMART Vanpool Program SMART currently administrates a vanpool program with two active vanpools, each serving federal employees commuting to the National Guard in Salem. One vanpool originates in the Clackamas area and travels through Wilsonville, while the other starts in Wilsonville and ends in Salem. SMART’s geographic position at the southern end of the Metro area means its riders often travel longer distances compared to other agencies. Typical commute distances range from 15 to 35 miles round trip, although SMART does not impose a minimum travel distance requirement for vanpool participants. Planning for the Future: Challenges and Opportunities A review of existing conditions and Metro-led partner engagement helped identify opportunities and barriers to growing vanpooling in the region. A summary of Metro-led partner engagement conducted during the December 2025 Transportation Policy Advisory Committee is included in Appendix C. Vanpool Barriers and Challenges The project team identified the following challenges during Metro-led partner engagement: For Vanpool Program Governance: • There is a lack of defined roles and responsibilities across agencies: Vanpool typically involves multiple stakeholders; state and local agencies, transit providers, and employers, with a coordinated approach across agencies and regions. Metro and its partners will need to negotiate and assign responsibilities for program administration, NTD reporting to ensure federal funds continue to support the program, as well as subsidy management, outreach, and vanpool vendor coordination. • The region has not defined a stable long-term funding source: Vanpool programs may rely on time-limited grants like CMAQ, but without a dependable funding stream beyond initial allocations, agencies face challenges in planning long-term sustainability. Additionally, FTA reimbursement funds from NTD rider/mile reporting need to be structured so that they continue to support vanpool subsidies and programming. • Participant incentives are not clearly reinforced as vital to program success: Employers and public agencies do not always reinforce fare subsidies and similar incentives as essential to vanpool success. When incentives are reduced or deprioritized, participation often declines as commuters reassess the cost of vanpooling relative to driving alone. • The vanpool program lacks an operations framework that is resilient to economic volatility: Metro faces challenges maintaining a stable operating model amid shifting economic conditions, employer risk tolerance, and evolving travel patterns. Without clear processes to adapt to economic volatility and fluctuating demand, participation can decline as work schedules, commute norms, and employer capacities change—particularly during economic downturns or workforce disruptions. • Road user pricing and incentives have not yet been implemented: Although identified in the 2023 Regional Transportation Plan, road user pricing and related incentives have not been implemented in the region. Even without pricing mechanisms, vanpooling remains a cost-competitive option for long-distance trips; pricing could further strengthen incentives to shift from single-occupancy vehicle travel. 7oregonmetro.gov Metro Vanpool Action Plan For Vanpoolers: • Forming and sustaining vanpool groups can be difficult: Vanpools require a minimum number of riders to remain viable, but recruiting and retaining participants can be challenging due to changing work schedules and the geographic dispersion of employees. • Seasonal workforces face challenges maintaining long-term participation: Industries such as agriculture and hospitality often experience workforce turnover and variable schedules that limit consistency in vanpool participation. • Cross-state and cross-regional commutes can complicate incentive eligibility: For example, commuters traveling from Clark County, Washington into the Metro region may be ineligible for C-TRAN subsidies if a vanpool trip occurs entirely within Portland. Short cross-border commutes under 10 miles may also be ineligible for incentives. • Limited Emergency Ride Home coverage may discourage participation: Without a comprehensive Emergency Ride Home (ERH) program, commuters may be concerned about being stranded when unexpected schedule changes or emergencies arise. Opportunities to Grow Vanpooling This section describes opportunities to grow vanpooling in the Metro region by identifying priority groups, geographic areas with concentrations of employers that have a higher propensity for vanpool formation, and opportunities to leverage existing employer programming. For Vanpool Program Governance: • The lack of defined roles and responsibilities can be addressed through a coordinated, multi-agency governance framework: Vanpool involvement in Oregon spans ODOT, local agencies, transit providers, non-profits, employers, and vendors, creating a strong foundation for a more coordinated, multi-agency approach. Coordinating these agencies through a shared framework could create efficiencies in reporting, compliance, outreach, vendor coordination, and service coverage. 1 ODOT’s Get There database contains all non-home-based employers with over 25 employees in the MPO area. • The lack of a stable long-term funding source can be addressed through intentional program design and use of sustainable funding programs: Funding programs such as FTA Section 5307 can support continued operations with appropriate program design and local support. Establishing a dependable funding stream beyond time-limited grants such as CMAQ would strengthen long-term sustainability and operational continuity, improving agencies’ ability to plan ahead and provide greater reliability for employers and riders. For Vanpoolers: Vanpooling can support populations who may not have traditionally benefitted from TDM programs and live in areas that don’t have sufficient transit access: Priority groups that stand to gain the most from vanpooling were identified through stakeholder engagement and a review of regional plans. These groups include: • Employers with over 100 employees at the worksite1: At larger worksites there is a higher likelihood that employees can find a match for vanpool. Employers are also incentivized to comply with the ECO rule. 1,262 Large (100+) worksites in the MPO area, representing 386,507 employees. • Employers insufficiently served by transit: Remote places like distribution centers, manufacturing facilities, and potentially construction sites may not have access to local transit or transit that serves employee work hours. 2,133 worksites in the MPO area, representing 163,229 employees. • Shift and off-hour workers: Employees in industries such as warehousing, utilities, healthcare, and accommodation and food service with non-traditional schedules that may not be well served by frequent- service transit. 1,518 worksites in the MPO area, representing 146,200 employees 8 Metro Vanpool Action Plan oregonmetro.gov • Low/zero-vehicle households: Residents of multifamily or low-income housing and people without driver’s licenses or cars. 24k trip takers by persons who work in MPO boundary with 0 vehicles in household. (Replica 1) • Agricultural and rural workers: Particularly those living in areas with more affordable housing and working far from job sites. 8,970 trip takers by agricultural workers working within the MPO boundary. 358 of those workers work within a rural region (in MPO boundary), and 50 of them live within a rural region (in MPO boundary). (Replica) • Long-distance commuters: Individuals with 20+ mile trips who can benefit from cost-sharing and subsidies. 76.5k trip takers who work within the MPO boundary that have 20+ mile commutes. (Replica) • Federally recognized tribes: Many tribal communities are located in rural or semi-rural areas where fixed route transit is limited or nonexistent. Tribal members often face challenges such as long travel distances, limited vehicle ownership and high transportation costs. 2 Replica is a proprietary nationwide activity-based travel demand model that constructs typical weekday trips in user-defined geographic areas. The travel demand model is based on Census data and other sources for modeling travel behavior. Geographic Areas of Interest for Vanpool Prioritization This section identifies geographic areas and worksites across the Metro region that demonstrate strong potential for vanpool program expansion. This analysis applies multiple sets of criteria thresholds that distinguish between “high impact” and “high need” opportunity areas to ensure that both program efficiency and equity considerations are reflected in prioritization. The analysis focuses on identifying locations where commute patterns, employee density, workforce characteristics, and equity considerations align to support successful vanpool formation. “High impact” areas are defined as locations where a concentration of employees, long-distance commute patterns, and employer density create strong conditions for efficient vanpool formation and scaling. “High need” areas are defined as locations where, in addition to the above characteristics, limited access to frequent transit increases reliance on driving, making shared commute solutions more essential. The approach integrates multiple datasets to evaluate both employer-level suitability and geographic concentrations of opportunity, with the ultimate goal of prioritizing targeted outreach. Methodology Overview A multi-step screening process was used to identify high-priority geographies and worksites: • Employer locations were mapped using the Get There employer database • Commute patterns were analyzed using LODES (Census LEHD Origin-Destination Employment Statistics) and Replica data • Workforce and industry characteristics were incorporated using DataAxle3 data purchased yearly by Metro and ODOT. • Equity indicators were evaluated using Replica (income and vehicle access) The analysis was conducted at the census block group level, with results filtered to geographies that contain at least one employer. Distance-based metrics were calculated using straight-line distance between home and work locations. Geographic Analysis Indicators To support this dual framing, two sets of thresholds were applied: a “high impact threshold” focused on identifying areas with strong vanpool formation potential at scale, and a “high need threshold” focused on identifying areas where vanpooling may serve as a critical mobility solution due to limited transit access. Table 2.3 (see appendix E) summarizes the key indicators, data sources, and thresholds used to identify areas well-suited for vanpooling. 3 Data Axle is a data-as-a-service and marketing technology company that provides business and consumer data, lead generation tools, and data management services. Indicator Category Metric Why It Matters for Vanpool Data Source Relevant Thresholds Used Long-Distance Commute Concentration • Share of employees by commute distance bands • Vanpool cost- effectiveness increases with longer commute distances • Higher time and cost burdens increase willingness to shift modes • LODES (Census block-level data) – Notes: Limited to block groups with a Get There employer – Distance is straight-line (not network-based) • Share of employees in each distance band • High Impact Analysis: 50+ Mile commuters per block group – 900 + Employees per block group • High Need Analysis: 20+ Miles commuters per block group – 1000+Employees per block group Long-Duration Commute Concentration • Commute time (trip duration) • Higher time burden increases likelihood of behavior change • Replica Filters: – Trip purpose = Work – Work location = Oregon – Trip duration = 60–300 minutes – Mode = private auto or auto passenger • Trip duration: 60–300 minutes – High Impact Analysis: ≥150 employees per block group – High Need Analysis: ≥40 employees per block group Employee Cluster Potential • Total employee headcount • Density of employment sites • Density of employment sites not near frequent transit service • Vanpool formation requires a critical mass of employees • Cross-employer pooling increases feasibility • Data Axle (worksite size and location per block group) • High Impact Analysis: ≥500 employees per worksite • High Need Analysis: ≥250 employees per worksite • High Impact Analysis: 22+ Get There Worksites per Block Group • High Need Analysis: High- density employment areas not near frequent transit: 10+ Get There Worksites per Block Group 9oregonmetro.gov Metro Vanpool Action Plan Table 2.3: Geographic Analysis Indicators Shift and Off- Hour Workers • NAICS (North American Industry Classification System ) associated with predictable, structured work schedules • Similar schedules and centralized worksites improve vanpool coordination and reliability • Data Axle (industry classifications) • High Impact Analysis: Shift industries, consistent schedules: – Manufacturing – Transportation and Warehousing – Utilities – Health Care and Social Assistance – Agriculture, Forestry, Fishing and Hunting – Mining, Quarrying, and Oil and Gas Extraction – Public Administration Income Geography • Share or count of very low- income workers • Higher cost sensitivity increases likelihood of participation in cost-saving commute options • Replica Filters: – Income = Very Low Income – Trip purpose = Work – Work location = Oregon • Both Analyses: ≤ $43,450 (Very Low Income, HUD 2025) – ≥1,000 workers per block group Zero-Vehicle Households • Workers from households with no vehicle access • Limited vehicle access increases openness to shared transportation options • Replica Filters: – Household vehicles = 0 – Trip purpose = Work – Work location = Oregon • High Impact Analysis: ≥100 workers/students per block group High Frequency Transit Proximity / Access • Presence or absence of frequent transit service near worksites • Limited transit access increases reliance on shared commute options • Data Axle / Get There Employer Map (Transit Frequency attribute) • High Need Analysis: Employers located within 1 mile of High Frequency Transit, a category of bus transit scheduled every 15 minutes during prime hours (until 6am - 10pm) Indicator Category Metric Why It Matters for Vanpool Data Source Relevant Thresholds Used 10 Metro Vanpool Action Plan oregonmetro.gov 11oregonmetro.gov Metro Vanpool Action Plan Priority Vanpool Worksites from Existing Get There Employers From the existing Get There employer database1, a subset of high-priority worksites was identified based on the intersection of the following criteria: • Located in block groups with high concentrations of long-distance commuters (50+ miles) • Large employee base (≥500 employees per worksite) • Industry classifications associated with shift work schedules • Located in areas with higher shares of very low- income workers commuting to work • Located in areas with higher concentrations of workers from zero-vehicle households commuting to work These criteria reflect the “high impact threshold,” prioritizing locations where vanpool programs can achieve the greatest scale and efficiency due to concentrated demand and favorable workforce characteristics. A total of 14 worksites met these combined criteria (Table 2.4 (see appendix E)). The majority of these worksites are concentrated in a small number of industries, with Health Care and Social Assistance representing the largest share (38%), followed by Manufacturing (25%), Public Administration (19%), and Transportation and Warehousing (19%). Worksites at the major airports as well as hospitals in the region were represented in this narrow list. Notably, while the list includes 16 distinct worksites, they correspond to just 12 unique addresses. This indicates that many worksites are situated within campus environments or office buildings, making these multi-tenant locations particularly promising candidates for vanpool formation. Company City Near Frequent Transit NAICS Industry Business Type Employee Count Oregon Health Sci Univ Adult Portland Yes Health Care And Social Assistance Headquarters 14000 Nike Corporation Beaverton Yes Wholesale Trade, Manufacturing Headquarters 10500 Portland International Airport Portland Yes Transportation And Warehousing Single Location 8000 US Department-Veterans Affairs Portland Yes Public Administration Branch 4000 Townsend Farms Inc Fairview No Manufacturing Single Location 2200 Portland Va Medical Ctr Portland Yes Health Care And Social Assistance Branch 2200 Horizon Airlines Portland Yes Transportation And Warehousing Branch 1500 Daimler Trucks North America LLC Portland Yes Manufacturing Headquarters 1200 Table 2.4: Priority Opportunity Vanpool Worksites 12 Metro Vanpool Action Plan oregonmetro.gov Oregon Health-Sci Univ Cancer Portland Yes Health Care And Social Assistance Subsidiary Headquarters 1000 OHSU Doernbecher Children’s Portland Yes Health Care And Social Assistance Subsidiary Headquarters 1000 Amazon Corporate Portland Yes Technology, and Logistics Consulting Services Branch 1000 Portland City Police- Central Portland Yes Public Administration Single Location 1000 Leatherman Tool Group Inc Portland Yes Manufacturing Single Location 700 Western Star Portland Yes Manufacturing Branch 700 Portland Water Bureau Portland Yes Public Administration Single Location 600 Swift Transportation- Troutdale Troutdale No Transportation And Warehousing Branch 600 Geographically (Figure 2.1, see following page), most selected worksites are located within the Portland metropolitan area, reflecting both higher employment density and larger regional labor sheds. A large share of these employers are located directly adjacent to each other within OHSU South Waterfront Campus in the Homestead neighborhood, suggesting an ideal area for cross-worksite vanpool matching. Most of these worksites are located within High Frequency Transit Areas, which reflects urban employment density patterns. While transit is available near these worksites, many employees are commuting from longer distances where transit connections are likely limited. As a result, vanpooling remains a strong complementary option, particularly for workers whose trips are not well served end to end by transit. Notably, two “high impact” worksites (Townsend Farms and Swift Transportation) in the Fairview/Troutdale area are located outside of high-frequency transit service areas, suggesting that they are especially strong candidates for targeted vanpool expansion. “High Impact” Geographic Block Groups of Interest In addition to identifying priority worksites, this analysis examined geographic patterns to identify “high impact” block groups where underlying conditions are most supportive of vanpool formation. This high impact screening does not filter for access to frequent transit, as areas with strong vanpool potential, such as those with high employment density, large workforce concentrations, and high numbers of long-distance commuters, tend to be located in more urbanized areas where transit is also present. This place-based approach helps highlight not only where strong Company City Near Frequent Transit NAICS Industry Business Type Employee Count 13oregonmetro.gov Metro Vanpool Action Plan employer candidates exist, but also where broader commute dynamics and community characteristics indicate high potential for vanpool adoption. Commute-Based Opportunity Areas As shown in Figure 2.2 (Appendix E), employer block groups were screened based on commute distance and duration of commuters commuting to their destination in that block group, focusing on areas with high concentrations of: • Long-distance commute trips (50+ miles) • Long-duration commute trips (60+ minutes) These patterns indicate locations where workers experience significant time and cost burdens, making them more likely to consider alternative commute options such as vanpooling. In many cases, these areas reflect regional labor sheds where workers are traveling across jurisdictions to access major employment centers. Figure 2.1: Top “High Impact” Vanpool Opportunity Worksites Transportation Constrained Household Areas The analysis also identified block groups with higher concentrations of workers facing transportation-related constraints. As illustrated in Figure 2.3 (Appendix E) these include areas with: • High numbers of very low-income workers • High numbers of workers from zero-vehicle households These populations are more likely to experience barriers to reliable and affordable transportation. As a result, they may be more receptive to shared commute solutions and subsidies that reduce out-of-pocket costs. Employer Density and Workforce Clusters A third layer of analysis focused on identifying block groups with strong workforce concentration. As shown in Figure 2.4 (Appendix E), these areas include: 14 Metro Vanpool Action Plan oregonmetro.gov • High densities of employers • Block groups containing large worksites (≥500 employees) These characteristics are critical for vanpool feasibility, as they increase the likelihood of identifying groups of workers with similar commute patterns. In particular, areas with multiple nearby employers present opportunities for cross-employer vanpool formation, further expanding the potential pool of participants. Combined “High Impact” Opportunity Areas Taken together, these factors reveal a set of “high impact” block groups where multiple indicators of vanpool potential converge. As shown in Figure 2.5, (see Appendix E) hese areas are characterized by the overlap of long-distance and long-duration commute patterns, transportation constrained households, and sufficient worksite and block group density to support shared commuting. A few key areas of interest include downtown Portland, the OHSU hospital campus, and the Portland Airport and Troutdale Airport region. Workers in these areas are more likely to benefit from reduced commute costs and travel times, while the presence of concentrated employment increases the likelihood that viable vanpool groups can be formed and sustained. As a result, these block groups represent the most strategic locations for targeted vanpool outreach and program expansion. Focus on “High-Need” Areas (Limited Transit Access) While the high impact analysis identifies locations where vanpool programs can scale efficiently, it tends to emphasize more urbanized areas with higher concentrations of jobs and workers. To complement this, a separate “high need threshold” analysis was 15oregonmetro.gov Metro Vanpool Action Plan conducted to identify areas where vanpooling may play a more essential role due to limited access to frequent transit service. In these areas, commuters are more likely to rely on driving as their primary mode, and have fewer viable transit alternatives. As a result, vanpooling can serve as a critical mobility option. To better capture these opportunities, the analysis outlined below applies adjusted thresholds and less restrictive criteria, focusing on conditions that reflect both need and feasibility outside of high-frequency transit corridors. These adjusted screening criteria included: • Employment Density (Non-Transit Focus): The analysis was limited to employers located outside of high- frequency transit areas, ensuring that identified opportunities reflect locations where transit is not readily available. • Commute Distance: The threshold was reduced from 50+ mile commuters to 20+ mile commuters, capturing a broader set of longer-distance trips that may still be viable for vanpooling. • Trip Duration: The threshold for long-duration commutes was reduced from 150 workers per block group to 40 workers, allowing smaller but still meaningful commute clusters to be identified. • Worksite Characteristics: Employer size threshold reduced from 500+ employees to 250+ employees. Additionally, Industry-based “consistent schedule” filter was removed to expand the range of potential employer types • Equity Indicators: The zero-vehicle household indicator was removed, as it disproportionately filters out non-urban areas where vehicle ownership is more common but transit access is limited. This adjustment allows for a more balanced identification of rural and suburban opportunity areas. Spatial Patterns and Key Areas Figure 2.6 illustrates the density of employers located outside high-frequency transit areas, overlaid with key supporting indicators, including: • Larger employers (250+ employees) • Block groups with higher shares of very low-income workers • Areas with elevated commute distance and duration 16 Metro Vanpool Action Plan oregonmetro.gov This visualization highlights how these factors intersect spatially and reveals clusters of opportunity beyond traditional transit-served areas. Figure 2.7 (see following page) further refines this analysis by identifying block groups and employers located at the intersection of these characteristics. The results show that strong vanpool opportunities exist across all three counties in the MPO region (Clackamas, Multnomah, and Washington), particularly in: • PDX and Troutdale Airport areas • Fairview and Troutdale • Hillsboro • Wilsonville • Lake Oswego and Clackamas • North Portland These areas reflect a combination of limited transit access, income constrained, longer commute patterns, and sufficient workforce concentration, making them strong candidates for targeted vanpool outreach. Figure 2.6: Density of Worksites not Near Frequent Transit Service, Overlayed with Equity and Trip Distance/ Duration Indicators 17oregonmetro.gov Metro Vanpool Action Plan Figure 2.7: Combined Opportunity “High Need” Block Groups for Vanpool Prioritization: identifying block groups and employers located at the intersection of these characteristics. The results show that strong vanpool opportunities exist across all three counties in the MPO region. 18 Metro Vanpool Action Plan oregonmetro.gov Priority Worksites in Non-Transit Areas From these identified areas, a subset of top “high need” vanpool worksites is presented in Table 2.5. Among the 27 worksites highlighted, the most represented industries include Manufacturing (33%), Wholesale Trade (26%), and Professional, Scientific, and Technical Services (11%), reflecting the prominence of employment sectors commonly located in areas with limited transit access. Geographically, these sites are concentrated primarily in Wilsonville (41%), with additional clusters in Portland (19%) and Hillsboro (15%). Taken together, the results highlight a dual opportunity for vanpool program growth: high impact areas present the strongest conditions for immediate scale and efficiency, while high need areas identify locations where vanpooling can address key gaps in transportation access. This combined framework ensures that program expansion is both performance-driven and responsive to areas with the greatest unmet need. Company City County NAICS Industry Business Type Employee Count Townsend Farms Inc Fairview Multnomah Manufacturing Single Location 2200 Amazon Logistics Troutdale Multnomah Warehousing, Distribution Branch 2000 Relay Resources Portland Multnomah Health Care And Social Assistance Single Location 900 Precision Interconnect Corp Wilsonville Clackamas Manufacturing Branch 650 Swift Transportation- Troutdale Troutdale Multnomah Transportation And Warehousing Branch 600 Collins Aerospace Wilsonville Clackamas Manufacturing Branch 600 Sysco Wilsonville Clackamas Wholesale Trade Branch 560 Fred Meyer Distribution Ctr Clackamas Clackamas Wholesale Trade Branch 500 Northwest Handling System Portland Clackamas Wholesale Trade Branch 500 Columbia Sportswear Portland Multnomah Wholesale Trade Branch 500 Table 2.5: Priority “High Need” Opportunity Vanpool Worksites Not Near Frequent Transit 19oregonmetro.gov Metro Vanpool Action Plan Seimens Corp Wilsonville Clackamas Professional, Scientific, And Technical Services Subsidiary Headquarters 500 Coffee Creek Correctional Wilsonville Clackamas Public Administration Branch 475 Laika Inc Hillsboro Washington Information Single Location 400 Aldrich CPAs Lake Oswego Clackamas Finance And Insurance Branch 400 Columbia Distributing Wilsonville Clackamas Professional, Scientific, And Technical Services Headquarters 400 Flir Surveillance Inc Wilsonville Clackamas Manufacturing Branch 375 Teufel Nursery Inc Hillsboro Washington Agriculture Single Location 301 Pacific Seafood Group Clackamas Clackamas Wholesale Trade Subsidiary Headquarters 300 Ssoe Group Hillsboro Washington Professional, Scientific, And Technical Services Branch 300 Peterson Cat Hillsboro Washington Wholesale Trade Branch 275 Creganna Medical Wilsonville Clackamas Manufacturing Subsidiary Headquarters 270 Vesta Corp Lake Oswego Clackamas Information and Technology Single Location 256 Hyster-Yale Group Fairview Multnomah Wholesale Trade Branch 250 Kinetics Wilsonville Washington Manufacturing Single Location 250 Company City County NAICS Industry Business Type Employee Count 20 Metro Vanpool Action Plan oregonmetro.gov Funding and Governance Considerations ODOT’s statewide vanpool program will provide subsidies using federal funds over the next three years. The vanpool vendor will be required to focus approximately 35 percent of their outreach and marketing effort on vanpools starting or ending in the Portland metropolitan area, and approximately 50 percent of their effort on vanpools that start of end in rural areas or vanpools with passengers in agricultural, manufacturing, healthcare, hospitality, or other businesses with lower-wage workers or off-peak shifts. This vanpool vendor will facilitate all NTD reporting needed for three years, with ODOT administrating the receipt and distribution of 5307 funds from the federal government. Given the expected three-year limit on state-provided funding, the successor regional vanpool program must be structured with a clear emphasis on long- term financial sustainability. This timeline creates an immediate need to develop a strategy that ensures continuity beyond the expiration of these funds. A sustainable approach will require a diversified funding model that combines federal, state, regional, employer, and rider contributions. ODOT has requested that agencies continue subsidies using FTA 5307 funds generated from program NTD reporting, but this does not prohibit agencies from planning for additional funds to sustain and grow a regional program. A diversified funding model will help cover core expenses such as vehicle leases, maintenance, insurance, subsidies that reduce participant fares, and the administrative capacity needed to coordinate, market, and monitor the program. As Metro and its partners plan for long-term sustainability beyond the initial three-year period of ODOT support, the funding mechanisms summarized in Table 2.6 suggest how a mix of funding sources can stabilize the program, reduce reliance on short-term grants, and enable growth. By combining predictable federal formula funds, flexible state and regional investments, employer contributions, and rider fares, the region can build a self-reinforcing funding model that supports ongoing operations while positioning the program to scale with rising demand. The Action Plan directs Metro to generate funding and governance scenarios for the vanpool program as part of the development of a long-term regional delivery framework (Action 1-C). 21oregonmetro.gov Metro Vanpool Action Plan Potential Funding Sources FTA Reimbursement Requirement Local Match/ Conditions Pros Cons Vanpool Rider Fares N/A N/A Scalable as ridership grows; reduces reliance on public subsidies; may reinforce user commitment Higher fares can suppress participation; revenue sensitive to ridership volatility Employer Subsidies N/A N/A Lowers rider cost; boosts recruitment and retention; aligns with employer commute benefits and sustainability goals Participation varies by employer; requires ongoing outreach and administration; funding may decline during economic downturns FTA Section 5307 Grants Reimbursement- based; federal share generally up to 80% of eligible capital or operations. 20% local match required; ADA/Clean Air vehicle costs may receive higher federal share. Predictable formula funding; eligible for vanpool operations or capital Administrative burden; reimbursement lag; local match required; eligibility and use constrained by FTA rules and reporting compliance CMAQ Funds Reimbursement- based; federal share usually 80%, sometimes up to 100% for TDM/ vanpool. Typically 20% local match; some projects eligible for full federal funding Can fund vanpool operations, subsidies, and pilots; air quality focus aligns well with rideshare and TDM outcomes; potentially high federal share Competitive and time limited; restricted to nonattainment/ maintenance areas; funding often not sustainable for long-term operations State Transportation Improvement Funds N/A No local match required; funds cannot supplant existing local transit funding Flexible state funding; no required local match; supports equity, service expansion, and operations; easier to deploy than federal funds State-specific; funding levels fluctuate with payroll tax revenues; cannot supplant existing service funding Regional/Local Funds N/A Match varies by award Highly flexible; supports outreach, incentives, marketing, and partnerships; easier contract administration; good complement to federal funds Limited and discretionary; smaller award sizes; often short term and insufficient to fully sustain ongoing vanpool operations Table 2.6: Potential Funding Sources 22 Metro Vanpool Action Plan oregonmetro.gov Objectives and Strategies Vanpooling advance core mobility policies of the Regional Transportation Plan (RTP): expanding mobility options, promoting equitable transportation, and reducing greenhouse gas emissions through lower vehicle miles traveled (VMT) per capita. The RTP defines mobility options as providing people and businesses with convenient, affordable, and reliable ways to access the goods, services, and opportunities they need through a well-connected multimodal system. Equitable transportation focuses on meeting the mobility needs of underserved communities, including those whose access is not well served by existing transit networks. Vanpooling helps close these access gaps by offering a shared, dependable travel option for workers in low-density areas or along cross-jurisdictional corridors where fixed-route transit is not feasible. This aligns with RTP priorities that emphasize investments benefiting people with low incomes, people with disabilities, and other underserved groups. The Regional TDM Strategy further identifies vanpooling (Strategy 5D) as a key tool for reducing single-occupancy vehicle trips and supporting the region’s climate and mobility goals. By consolidating many individual commutes into a single shared vehicle, vanpools help the region meet RTP performance targets, including required reductions in VMT per capita. In doing so, they contribute directly to both congestion management and climate action outcomes outlined in the RTP and TDM Strategy. Together, these regional frameworks position vanpooling as a scalable, equitable, and cost-effective strategy that can lower household transportation costs, reduce carbon emissions, and improve reliable access to jobs and essential services across the region. Through the project’s stakeholder engagement process, Metro has established three program objectives to advance vanpooling in the region: • The greater Portland region will have a robust vanpool program that has reliable funding to sustain programming and subsidies. • Vanpool is established as a key component of regional partners’ plans and programming. • Commuters and employers in the Metro region are aware that vanpooling is a convenient and affordable travel option and commute benefit offering. Table 3.1 presents strategies developed in collaboration with the Technical Working Group to achieve these objectives. Strategies are grouped in two timeframes: Near-term, which generally focuses on the next 1-3 years, and Long-term which refers to Actions expected toward the end of the ODOT funding program. The next chapter, Action Plan, describes the recommended activities needed to carry out these strategies. 23oregonmetro.gov Metro Vanpool Action Plan Objectives Strategies 1. The greater Portland region will have a robust vanpool program that has reliable funding to sustain programming and subsidies. Near-term • Collaborate with partners to devise recommendations for governance, funding and coordination across communities and jurisdictions. Long-term • Deliver and maintain programming aligned with established vanpool program framework, with long-term adjustments made as appropriate. 2. Vanpool is established as a key component of regional partners’ plans and programming. Near-term • Inform and educate Metro partners and stakeholders on the importance of vanpool as a travel option and TDM strategy. • Provide tools and resources for partners to include vanpool in existing programming, and to create new vanpool supportive programming and policies. Long-term • Formalize position of vanpool as a travel option and TDM strategy within planning processes and policies. 3.Commuters and employers in the Metro region are aware that vanpooling is a convenient and affordable travel option and commute benefit offering. Near-term • Establish and implement a regional marketing approach to vanpool promotion in coordination with regional partners that prioritizes outreach, marketing, and partnerships to reach target populations and locations. • Provide tools, resources and opportunities for regional partners to promote vanpool to their communities. Long-term • Expand regional awareness of vanpool, maintaining its position as a widely recognized and trusted commute option. Table 3.1: Regional Vanpool Objectives and Strategies 24 Metro Vanpool Action Plan oregonmetro.gov Actions The following Actions outline how Metro and regional partners can approach the strategies outlined in the previous chapter to ultimately provide a successful vanpool program that exists beyond the ODOT three- year funding timeline. They are presented below based on expected timescale, with near-term referring to roughly years 1-3, and long-term referring to years 3-5. Each Action aligns with a specific strategy and objective as defined in the previous chapter. The full Action Plan table is in Appendix D. Near-term Actions Near-term Actions, expected to be carried out over the next three years, are focused around utilizing the ODOT grant funding to support the launch of a vanpool program across the region, and to develop the structures and frameworks that are necessary for the program to continue operation beyond the sunset of the ODOT funds. Table 4.1 outlines each recommended near-term action: Objectives Actions 1. The greater Portland region will have a robust vanpool program that has reliable funding to sustain programming and subsidies. Identify and assemble a list of key partners and stakeholders to participate in governance, funding, and coordination discussions. Develop and implement an operational and program framework through the end of ODOT’s three-year funding period. Evaluate long-term vanpool delivery models and propose a long-term regional funding, programming and evaluation framework. 2. Vanpool is established as a key component of regional partners’ plans and programming. Conduct a vanpool “roadshow” to raise awareness of vanpool opportunities, share success stories, collect local feedback, and showcase case studies for jurisdictions, community coalitions, and other partners. Deliver Vanpool 101 training to partners, including jurisdictions, TMA’s and transit agencies, on programmatic and governance information. Develop implementation guidance for integrating vanpools into planning documents. Table 4.1: Near-term Actions 25oregonmetro.gov Metro Vanpool Action Plan 3.Commuters and employers in the Metro region are aware that vanpooling is a convenient and affordable travel option and commute benefit offering. Develop targeted marketing outreach to high-potential areas. Develop unified regional branding and messaging for vanpool to be implemented across Metro, Transportation Management Agencies, transit agencies, and vendors to promote consistent public visibility. Engage major employers in industrial corridors and job centers through events, presentations, and coordinated messaging that highlights business related benefits such as retention and parking relief. Objectives Actions 1-A: Identify and assemble a list of key partners and stakeholders to participate in governance, funding, and coordination discussions Lead organization/agency: Metro Supporting organizations/agencies: Metro, ODOT, TriMet, local jurisdictions As the region plans for the next five years and beyond of vanpool delivery, it is critical that a core group of agencies and organizations are invested in its future. Metro should coordinate and convene a group of agencies who will meet regularly and will support the delivery of subsequent Actions by weighing in on decision-making and supporting ongoing reporting. The group should meet quarterly throughout the first year of the statewide vanpool program to track its progress, particularly in the Metro area, and share views on the development of the program framework (Action 1-B). After the first year, the group can meet bi-annually to share lessons learned from the statewide program and provide feedback on the regional framework draft. In the third year of the statewide program, the group can provide inputs on the proposed long-term vanpool delivery model and regional framework implementation plan (Action 1-C). This group can also document vanpool-related challenges and opportunities to present for discussion. Metro’s current Regional Vanpool Technical Working Group (TWG) has already laid the groundwork for this Action and should be built upon to maintain ongoing communication and planning activities as the program gets underway. 26 Metro Vanpool Action Plan oregonmetro.gov 1-B: Develop and maintain a program framework through the end of ODOT’s three-year funding period Lead organization/agency: ODOT Supporting organizations/agencies: Metro, transit agencies, local jurisdictions actively engaged in promoting vanpool Over the next three years, ODOT will fund and manage a statewide, vendor-operated vanpool program, with support from Metro and partners. During this period, ODOT will manage program framework development and negotiate with regional partners regarding their vanpool program delivery roles. As part of program framework development, ODOT should: • Create a responsibilities matrix that clarifies which agencies will be accountable for activities such as vanpool marketing and engagement activities, reporting on ongoing program performance. • Establish a robust set of regional vanpool Key Performance Indicators (KPIs) through targeted vanpool counts, performance metrics, and operational