Raymond A. Friem
Proven 30 year track record in the public mass transit industry, with coaching style of leadership and practical management skills and experience to develop and deliver unique, comprehensive, and cost effective solutions to the task of improving the St. Louis region through high quality mass transit services and coordination for regional issues and needs including regional emergency management.
EXPERIENCE AND ACCOMPLISHMENTS
BI-STATE DEVELOPMENT AGENCY d/b/a METRO, St. Louis, Missouri 1995-2017
Bi-State Development (BSD) Agency d/b/a Metro was created in 1949 through a compact between Missouri and Illinois and ratified by the United States Congress. The Agency’s broad powers enables it to cross local, county, and state boundaries to plan, construct, own, and operate transportation facilities in its efforts to enhance the quality of life in the region. Its service area encompasses 200 municipalities and tax districts, six counties in Missouri and Illinois, serving 2.5 million people.
Executive Director Metro Transit 2003 - 2017
Responsible for the execution of the transit system for the Greater St. Louis Metropolitan area including system design, planning operations, maintenance and Community Relations. System operates a fleet of 420 transit buses, 120 paratransit vans and a light rail system that includes 45 miles of right of way and 37 stations. Responsible for annual operating budget in excess of $250M and the activities of 2,100 employees. Oversee all transit related capital projects with a five year value of $750M. Responsible for all regulatory requirements including ADA, State of Good Repair, and State Safety Oversight. Report to the President and CEO of Bi-State Development and the Board of Commissioners appointed by the governors of Missouri and Illinois. Organized unit into nine competency areas including ADA, MetroBus, MetroLink, Call-A-Ride (Paratransit), System Planning and Development, Engineering and New Systems, Vehicle Maintenance, Labor Relations and Public Safety. Share HR, IT and Finance departments with other Bi State Development enterprises.
Public Policy Accomplishments
- Developed twenty year sustainability plan which factored local sales tax revenues, anticipated federal formula funding and state assistance into a long term plan to support both the operational and capital needs of the LA Metro Transit System. Worked with regional leaders and the Metropolitan Planning Organization towards this purpose. Plan also factors regional funding sources such as CMAQ and STP grants. Allows for predictable funding requirements at local level that grow at approximately the same rate as local tax receipts.
- Worked with local partners on a P3 project to Secure TIGER grant for infill MetroLink station project funded 70 % by federal discretionary grants and 30% by private resources. Opened July, 2018.
- Partnered with local Department of Health to secure federal grant monies to reimburse for costs of local health clinic mobile units to be present at transit facilities around the region. In a separate action, worked to equip two MetroLink stations with fresh food kiosks in areas designated by social welfare agencies as food deserts. These two projects leverage transit assets into focal points of the communities they are located in to meet more than just transportation needs.
Transit System Key Accomplishments, Awards, and Recognition:
- Metro Transit recognized in Federal Register as the leader in asset management. Link to story attached: http://www.metro-magazine.com/bus/news/715152/metro-transit-tecognized-for-maintenance-and-asset-management
- 2015 article in CityCommentary demonstrates results of cost effectiveness measures developed and employed by LA Metro Transit since 2003. Link attached: http://cityobservatory.org/is-wmatas-transit-cost-problem-a-national-issue/
- Received awards from manufacturer Cummins and regional and industry accolades for the accomplishment of a number of buses that successfully achieved 1,000,000 miles in revenue service.
- Bus Unit (MetroBus) – Reversed negative ridership trends by directing and leading a rebranding effort for the LA MetroBus system. Implemented a comprehensive metrics based management system with measurable that reflected both ridership and cost control issues. Key areas of system improvement include employee absenteeism, employee and customer injury rates, bus accident rates, system on time performance, and customer complaints. Significant and sustained improvement has occurred in all areas.
- Light Rail Unit (MetroLink) - Oversaw the start-up of a two new light rail extensions. Coordinated with Engineering to maintain effective and safe operations during a three year construction period. Developed long term maintenance and capitalization strategies for right of way assets and light rail vehicles. Coordinated funding plan with federal legislation and over the horizon funding assumptions.
- Paratransit Unit (Call-A-Ride) – Bi-State Development Agency was not considered to be compliant with the Americans with Disabilities Act (ADA) with several major FTA findings in 2004. Issues included service delivery and capacity, scheduling, implementation of ADA boundaries, methods for determining ADA eligibility. Recommendations included increasing van fleet to two hundred vehicles, among others. Corrective action included purchasing and customizing new software suite, implementing and working with Disability advocacy groups to communicate legal ADA boundaries and service requirements, established separate contracting entity to provide subsidized trips to organizations such as Missouri Medicaid, and implemented metric based performance management system. System was granted FTA ADA certification, increasing van fleet to only 120 vehicles while reducing ADA denials to zero. Increased unit revenue and efficiency through contracting efforts. Significant improvements in employee turn-over, accident rate and customer complaints and commendations.
- Vehicle and Facility Maintenance Department- Unit oversees maintenance on all Agency rolling stock, including non-revenue equipment and maintenance facilities. Active management activities included better coordination of this workgroup with operating customers and scheduling departments to ensure proper matching of rolling stock to route requirements, and to permit selection of bus assignments to significantly increase time availability for maintenance effort. As Executive Director, oversaw integration of operating programs developed as Chief Mechanical Officer with capital replacement programs. Coordinated with local MPO to ensure steady funding mechanisms for program.
- Planning and Scheduling – prior to 2003 unit was outside of Transit Operations. Integrated into larger unit in 2003, and became the focus of transit enhancement efforts in the area of remarketing, system design, and ridership growth. Using advanced data collection techniques developed a plan for a 35% system reduction due to regional financial issues in 2009. Unit led regional discussion on Long Range Transit Alternatives Plan which was adopted by Bi-State and regional MPO, East-West Gateway and serves as regions transit plan after successful funding referendum passed in 2010. Works seamlessly with operating unit and shares metrics for on time performance, customer complaints and vehicle reliability.
Chief Mechanical Officer 2001 - 2003
Reported to Senior Vice President of Transit Operations, position responsibilities included overseeing all maintenance activities for agency revenue and non-revenue rolling stock. Primary accomplishment two fold; first developed and implemented a predictive maintenance schedule for bus and van maintenance activities, and second, reconciled operating and capital budget efforts in the area of fleet replacement to maximize return on investment for both sets of expenditures.
MetroBus Maintenance – reorganized department to eliminate wasteful internal competition and to redeploy human assets in accordance with new maintenance plan requirements. Developed mileage based action plan complete with forecasted manpower requirements and bill of materials. Implemented inter-unit communications plan to ensure support departments were made aware of needs in advance. Implemented comprehensive safety review plan to determine interface points for operator injuries and design corrective actions. The program has benefitted Metro by increasing bus life from 12 to 15 years, with estimated retirement mileage in excess of 700,000 miles. Improvement in Mean Distance Between Failure from 4,500 miles to in excess of 20,000 miles with an estimated annual savings in excess of $6M due to lower manpower and parts costs and improved fuel efficiency. Capital expenses for fleet replacement reduced by 25% annually.
Superintendent LRV Maintenance 1995 – 2001
Reported to Director of MetroLink Operations with responsibilities including all elements of light rail vehicle fleet maintenance. This position oversaw two separate vehicle procurements including significant design modification to permit interaction between AC and DC vehicle propulsion systems in train-line. Position was also responsible for design and integration of second vehicle maintenance and dispatch facility for the MetroLink system. Created modular vehicle overhaul program specific to MetroLink system needs to ensure maximum vehicle availability for revenue service.
PORT AUTHORITY OF ALLEGHENY COUNTY, Pittsburgh, PA. 1987-1995
Manager of Railcar Maintenance
Responsible for developing maintenance procedures and planning in support of a 55-vehicle LRV fleet. Supervised in excess of 100 employees in this effort while developing training and qualification procedures for a re-organized workforce required to maintain modern railcars.
UNITED STATES NAVY 1980-1986
Selected as one of four Navy technicians appointed as US Navy enlisted representative to Rockwell Autonetics Division in development of Advanced Inertial Systems. Selected by Rockwell as leader of Operational Assessment for demonstration system installed aboard the USS Independence.
Several Individual Awards earned in six-year enlistment in US Navy. Awards included Unit Excellence Award offered to highest rated (deployed) workgroup in fleet. Received several Admirals Commendations in recognition of individual effort or expertise. Singled out by COMNAVAIRLANT as supervisor of highest rated electronic work-center in Atlantic operations. Honorable Discharge as “Frocked” E-6 (ET1).
1993 - 1994 Point Park College, Pittsburgh, PA. Several courses in pursuit of Business knowledge.
1984 – 1986 US Navy College Afloat Program Various courses in advanced mathematics, electrical engineering, general sciences and prerequisites.
1980 – 1984 US Navy Electronics Technician Schools Basic and advanced courses in electricity and electronics for basic Electronic Technician qualification. Qualified for advanced “C” school. Participated in 48-week course on “SNAIAS” school. System included Analog to Digital, Digital to Analog, RF, and Satellite, Gyroscope and accelerometer functions and basic computer systems.