INVEST IN TRANSIT - DRAFT FOR PUBLIC COMMENT - The 2018-2023 Regional Transit Strategic Plan for Chicago and Northeastern Illinois - RTAChicago
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan for Chicago and Northeastern Illinois DRAFT FOR PUBLIC COMMENT
Chicago and
Northeastern It’s time to act.
Illinois are built Each day, Northeastern Illinois and the City of Chicago depend on safe, reliable
trains and buses to get two million riders where they need to go. Mass transit
relieves highway congestion, contributes to the regional economy, and benefits
society as a whole. The region’s Transit Agencies – the Chicago Transit Authority
on transit and
(CTA), Metra Commuter Rail, Pace Suburban Bus, and the Regional Transportation
Authority (RTA) – are carrying one of the largest transit-riding populations
in the nation on old systems that are expensive to operate. Despite the age
of their systems, the Transit Agencies work diligently every day to meet the
highest expectations of safety, security, and accessibility for the public and their
our investment
employees.
The 2018-2023 Regional Transit Strategic Plan, Invest in Transit, is the region’s case
for pursuing dependable funding streams that will enable the Transit Agencies to
provide this vital service well into the future.
is at risk.
2 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 3
Our vision is public
transit as the core of
the region’s robust
transportation mobility
network. Transit is a central part of the region’s transportation and logistics network.
People use it to get to work, school, medical appointments, and more. They ride
during rush hour, the middle of the day, and at night. The availability of transit
throughout Northeastern Illinois helps our region compete on a global scale
for commerce and business. Transit has a positive impact on the environment
and community health by reducing congestion, improving air quality, and
encouraging people to live active lifestyles. It also supplies equitable access to
jobs, and provides affordable mobility for people with disabilities and those who
cannot or choose not to drive. The transit system – and our investment in it –
must remain competitive on all of these levels to ensure our region continues to
thrive.
4 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 5
Invest in Transit is anchored by five policy statements that
describe the Transit Agencies’ shared positions on key regional
issues. The statements, based on findings outlined in Beginning
the Discussion, stakeholder input, and transit agency leadership, Continue to control costs and seek
set a tenor for the plan and ground the vision and goals.
opportunities to increase dedicated revenue
in order to enhance safety, improve the
Over the next customer experience, prevent system
deterioration, and remain competitive.
The Region’s investment in transit is at risk. We operate a cost-
five years, we will...
effective transit system. However, our infrastructure is among the
oldest in the country and at current spending rates, our assets are
aging faster than we can replace them.
Focus limited resources on making targeted
Support a thriving, resilient region with transit improvements and increasing transit speeds in
systems that provide attractive, cost-effective multi-modal corridors in order to connect and
travel options and help reduce congestion. strengthen communities.
The Region’s transit systems operated by CTA, Metra, and Pace provide Rider needs vary by geography and so will future transit solutions. In an
an average resident with access to over 435,000 jobs in 60 minutes and era of limited funding, the agencies must focus some resources on transit
up to 1.1 million jobs within 90 minutes. Transit service is essential to improvements that will benefit the most people in these areas.
regional mobility and economic activity, and must be sustained into
the future.
Advocate for region-wide policies and
Adapt to the future by applying best practices
pricing strategies that support transit.
to our operations, partnering with freight and
As the Transit Agencies focus on the core responsibility
of operating transit services, we also recognize there is roadway agencies to prioritize transit, and piloting
an opportunity to better leverage and fund the system by new technology and mobility solutions.
partnering across jurisdictions and transportation modes.
A growing Millennial workforce and an aging Baby Boomer
population are pushing the transit industry to adapt to their needs for
convenience, reliability, and accessibility. We will thoughtfully adapt to
ensure that robust transit service is available well into the future.
6 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 7
We aim to...
1
Deliver value on our investment
This goal focuses on the positive impacts of transit investment and the
importance of increasing funding.
2
Build on the strengths of our network
This goal focuses on the service improvements and infrastructure investments
that the Transit Agencies would like to make in key transit markets throughout
the region.
3
Stay competitive
This goal focuses on the vital role that transit plays as part of the region’s
mobility network and strategies for adapting to the evolving needs of riders.
The plan’s three goals describe the key areas of focus for the Transit Agencies
over the next five years. In the pages that follow, each of these is described
in more detail with a set of projects and strategies that will help make them
a reality.
8 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 9
1 DELIVER
VALUE ON OUR
Many elements of Metra’s rail infrastructure,
like the A-2 Interlocking shown here, are in
dire need of replacement.
INVESTMENT
Transit is the backbone of the Chicago region’s transportation network.
Public investments in mass transit that began 70 years ago with
the creation of the CTA , and continued with the creation of Metra
Commuter Rail and Pace Suburban Bus in the 1980s, have helped
the region withstand the test of time as one of the nation’s premier
freight, banking, and commerce hubs. That legacy of investment has
continued for decades since and needs to continue for decades to
come, benefiting both those who ride and those who don’t.
10 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 11
Transit Investments Make a Difference
DELIVER VALUE ON FEDERAL
STATE
OUR INVESTMENT LOCAL
1960
Federal investment in CTA Skokie Swift
(now Yellow Line) opens as "demonstration 1964
project' in early public transit funding
partnership with U.S. government. Opening of CTA Dan Ryan and Kennedy
TANGIBLE BENEFITS,
1969- expressway median rail service,
1970 extending reach of rapid transit to Far
South and Northwest Sides.
1970
Establishment of RTA sets stage for federal
LASTING IMPACTS conscious populations through
a flexible family of services that
include fixed routes, Call-n-
and state investment in commuter rail
division (now Metra) in order to prevent
collapse of rail operations under bankrupt
private operators.
1974
Creation of Suburban Bus Division of
RTA (now Pace) unifies operations and
Rides, and vanpools. The Transit prevents shuttering of suburban bus
1980 agencies as popularity of urban sprawl
Agencies provide transportation CTA Blue Line extended to O'Hare Airport. is making it difficult for residents to live
The CTA, Metra, and Pace were that proximity to CTA and Metra to many residents with disabilities Pace inaugurates Route 606 Northwest 1983 without cars.
Limited service from CTA Blue Line to
originally created to replace transit service provides. A 2013 through ADA Paratransit services Schaumburg. Blue Line extension benefits
1984-
1986 Federal investment of Interstate
private rail, streetcar, and bus study prepared by the Center operated by Pace and accessible economic development near Rosemont Highway Transfer funds aids
companies that went bankrupt. and Cumberland stations. Route 606 construction of Orange Line to Midway
for Neighborhood Technology fixed route services operated by serves employment corridor along Jane Airport in 1993, bolstering airport traffic
Civic leaders at the time knew that (CNT) found that properties near Pace, CTA, and Metra. The Transit Addams Tollway. 1990 and opening southwest side corridor to
allowing the Chicago area’s transit transit in Northeastern Illinois Agencies are also working to
1993 economic development.
companies to cease operations and across the country emerged make the fixed route system more Metra inaugurates North Central Service, Metra opens Lake Cook Road Station,
first new commuter rail line for Chicago 1996
unique public private partnership
would have had disastrous from the Great Recession 41.6 accessible. area in 70 years. 1996
between Metra, Pace, and area
consequences. So they created percent more valuable than the businesses to provide shuttle bug last
public agencies to inherit a average property in the regions Today, the fruits – and the mile connections to growing job
responsibilities – of the 2000 corridor.
sizable business, but also a sizable evaluated.1 The Metropolitan Metra receives 3 landmark Full Funding
portfolio of aged assets, including Planning Council (MPC) conducted region’s transit operations and Grant Agreements to cover 60 percent 2001
improvements are shared by all. federal share to expand Metra's North
worn track and structure, a similar analysis for Chicago and Central Service, Union Pacific West, and
inaccessible stations, undersized found that properties within two Federal and state investment SouthWest Service Lines. 2003 Metra unveiled the first of its new 300
garages, and old trains. Under blocks of transit are more than partners have provided capital gallery cars.
the new agencies’ leadership, twice as valuable as properties grants for large-scale transit 2005
private investors were replaced further away.2 Metra provides projects, as well as infrastructure
with government investors. The congestion relief to some of improvements like the CREATE State and Regional Investment in 2008 RTA
Program that benefits not only Act increases sales tax revenue for transit
new agencies had to find a way the nation’s most crowded and averts operating funding crisis and 2008
to continue to provide efficient expressways by accommodating our transit systems, but also the doomsday predictions.
service while replacing the hand- hundreds of thousands of regional roadway system and national
2010
me-down infrastructure through commuters who prefer taking freight corridors. County and Pace Bus on Shoulder service begins on Federal stimulus funds combined with
municipal investment partners Stevenson Expressway (I-55). First 2011 state and private railroad money
a slow and unsteady stream of the train to being stuck in traffic. application of this bus priority strategy in enables construction of Englewood
public subsidies. Local municipalities have joined have supported local station region. 2013 Flyover, reducing delays for commuter,
forces with Pace to meet the improvements to enhance transit CTA and City of Chicago partner on Loop intercity, and freight rail service.
The agencies set to work on service. Residents support transit Link providing bus priority lanes and
mobility needs of car-less and car- 2015
building new lines and replacing service through every taxable signals across the Loop with rail-like 2015
equipment, a forward-thinking customer amenities. Pace dedicates region's first CNG fuel
purchase made in the region, to 2016
public investment that has buoyed Full Funding Grant Agreement from FTA facility and buses, for greener
the collective benefit of riders and operations.
the region through decades of Properties within two drivers. Transit investments have
matched with City of Chicago Tax
2017
Increment Finance (TIF) funding allows
demographic and development blocks of transit are far-reaching impacts that last for CTA to continue forward with Red Purple City of Chicago opens Union Station
more than twice as Modernization program. Transit Center, providing improved
change. The City of Chicago generations. intermodal connections between CTA
and suburban neighborhoods 2020
valuable as properties buses, Metra,
have benefited from the value and Amtrak.
further away.
Federal, state, and local investors con�nue
as important partners in transpor�ng over
2 million travelers each day.
12 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 13DELIVER VALUE ON
OUR INVESTMENT
CREATIVE LOCAL FUNDING be completed on-time due to the that it is not possible to address all
ALONE IS NOT ENOUGH lack of capital funding. Over the $37.7 billion in capital needs over
The agencies have filled some next ten years, the agencies will the next ten years, but a capital
TRANSIT’S FINANCIAL of the funding gaps with short- also need to rehabilitate assets in program of $2 to $3 billion every
term fixes and by working with order to help them achieve their year would allow the region to
local governments and agencies. full potential and replace assets make significant improvements
Metra has raised fares in recent that are due to reach the end of and pursue the strategies outlined
SITUATION TODAY Ten-Year Capital
Investment Needs:
years and dedicated a portion of
the new revenue to fund capital
projects including rolling stock
their minimum useful lives. The
total ten-year capital need will be
$37.7 billion and affects all types
in this plan.7
CTA, Metra, and Pace have
dedicated workforces able
$37.7 Billion3 modernization and Positive Train of assets ranging from guideway
to keep the trains and buses
Control (PTC).4 The CTA and City elements (e.g. track) to vehicles
The Transit Agencies are on • State funds for capital, most running efficiently while meeting
of Chicago partnered to enable (e.g. trains and buses) as shown
uneven financial footing. In recently provided through the Guideway Elements the expectations of our riders.
the Red Purple Modernization in the Ten-Year Capital Investment
2017, the Transit Agencies have state’s bond programs. However, there is a limit to the
(RPM) project to receive matching Needs chart.
a $3 billion operating budget to $11.0 extent that their resourcefulness
• Regional funds from the Transit funds needed to leverage a Capital funding has been and creativity can be stretched
deliver services and a five-year, Agencies’ bond or financing
$4.5 billion capital budget for federal core capacity grant. The unpredictable over the past ten to overcome underinvestment.
programs, farebox revenue or local funds secured to finalize
transit improvements. Operating other Service Board revenue, Facilities years and has varied significantly Many years of unpredictable and
funding is anchored by fares paid the federal partnership include by source, as shown in the insufficient capital programs due
and local municipalities.
by riders, the RTA sales tax, and $4.0 $400 million of CTA bonds backed Unstable Capital Funding chart. to a lack of a consistent, dedicated
funding from the state of Illinois. STATE FUNDING IS by sales tax revenue, combined This instability affected the Transit funding source will eventually lead
While none of these sources is with the creation of a Transit Agencies’ ability to deliver robust to failing equipment, operational
CHRONICALLY LACKING Facility Improvement Area (TFIA)
entirely predictable, they have capital programs, and capital interruptions, and system
Systems along the project corridor.5 Pace
been relatively consistent since The absence of a State capital expenditures during that time ridership losses experienced by
the RTA Act was amended in program since 2009 has left a $4.8
is partnering with the Illinois averaged only $750 million per peer legacy systems with similar
2008. Capital funding, however, sizable gap in the Transit Agency Department of Transportation year. The Transit Agencies know funding situations.9 10
is chronically insufficient and capital programs for several (IDOT) and the Illinois Tollway
unpredictable. consecutive budget cycles. to maximize expressway Unstable Capital Funding8
The current capital program Stations infrastructure for premium transit
The Transit Agencies’ capital assumes that state funding will be services through Bus-on-Shoulder $800 M
funding comes from a variety of nonexistent for the next few years.
$5.3 and flex lane implementation.6
sources including: RTA, CTA, and Pace are also $700 M
leveraging public funding through
• Federal capital grants and loan $600 M
the issuance of agency bonds.
$
750M
Vehicles
programs, that include formula $500 M
grants (such as 5307/5340, $12.6 CAPITAL NEED OUTPACES
5337, 5339); discretionary FUNDING
average annual capital $400 M
grants (such as Capital
expenditure is far below (Billions) Even with efforts to develop
Investment Grants and TIGER); creative local solutions and
$300 M
and discretionary loan programs
$
2- 3B $ Backlog of projects partnerships, the magnitude of $200 M
such as TIFIA (Transportation need still outpaces the available
Due for replacement
Infrastructure Finance and in next ten years funding. The Transit Agencies $100 M
Innovation Act) and RRIF annual capital need face a State of Good Repair
(Railroad Rehabilitation and Due for rehabilitation
in next ten years backlog of $19.4 billion, which 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Improvement Financing). includes projects that could not State Local Federal
14 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 15WHAT OUR FUTURE
COULD HOLD
Two possible realities lie ahead: a future with or without
Repaired, extended and
long-term, sustainable capital and operating funding patched countless times
since its 1896 construction,
the original platform and
station at Randolph/Wabash
WITH WITHOUT was worn from a century of
use and did not meet the
INVESTMENT LEVEL needs of our time.
Stable funding allows agencies The stop-go nature of funding
to build projects shortly after means that some projects are
they are designed, and to take designed and then wait in queue
advantage of construction for delivery while prices rise and
phasing techniques that save plans change. Other projects
money. never reach the design phase.
WHAT WE DO WITH IT
Vehicles are rehabilitated when Vehicles are kept in service
needed and replaced on time. longer and rebuilt or overhauled
The system is newer overall and rather than replaced. The overall
the agencies have funding to system is older so operating
make customer improvements, and maintenance costs rise. The
reduce the $19.4 billion backlog, percentage of our transit assets
maintain assets, and make beyond their minimum useful life
customer enhancements. will grow (currently 31% of assets
are in that category).
SERVICE &
CUSTOMER IMPACTS
Service is reliable and fast. Service is slower. Breakdowns in
Agencies innovate to stay rail cars and buses or problems
competitive and can experiment with aging signal equipment lead
or pilot new programs to meet to unreliable service. Agencies
new rider needs. Fares remain can not modernize, innovate, or
stable. adapt to meet needs of new and
changing markets.
The new Loop ‘L’ station
ENVIRONMENTAL & opened in 2017 at
SOCIETAL IMPACTS Washington/Wabash, funded
through the federal CMAQ11
Transit stays competitive. Transit is unable to stay program in partnership
Ridership gains provide revenue competitive against personal with the City of Chicago,
that can be invested in busy autos and private services. is a shining example of
routes as well as supporting Ridership drops and service is the transformation that is
services. Efficient transit modes limited. Fewer transit options possible with transit funding.
and enhanced coordination and less efficient modes reduce
between them contribute to the region’s livability, vitality, and
greater regional livability, vitality, competitiveness.
and competitiveness.
16 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 17DELIVER VALUE ON
OUR INVESTMENT
Recent transit funding increases in other regions
Boston
33 out of48
Agency: MBTA
transit-related ballot
STRATEGIES TO Philadelphia
Agency: SEPTA
Measure: $0.03 Gas Tax
Increase
measures passed in
2016 elections
DELIVER VALUE Measure: Act 89
Funding: $324 million
Funding: Approximately $600
million per year dedicated to
transportation improvements
from the state through (total includes other fees and
Transit infrastructure pays an $0.08 gas tax sales taxes)
dividends to our region’s vitality, The Transit Agencies will maximize our collective
economy, and resiliency.12 A investment through the following strategies: Year: 2013 Year: 2013 Agency: Sound Transit
stable, dedicated annual capital
investment program of $2 to $3 • Diversify and increase transit capital funding sources through
Atlanta Measure: Sound Transit 3
billion per year over the next state and local funding commitments of new revenue sources or Agency: MARTA
10 years is essential to meet expansions of existing revenues (e.g. gas tax). This strategy also Funding: $27.7 billion in new local sales,
the capital needs of the region includes advocating for pricing strategies that both fund transit Measure: 1/2 cent motor vehicle excise, and property taxes
and reduce the impact that and encourage transit ridership including congestion pricing, sales tax levy over a 25-year construction phase; plus an
disinvestment has on operations. private mobility regulation, and parking. estimated $4.7 billion in federal grants,
If supported by a diversity • Set clear project priorities. Agencies will be specific and Funding: $2.5 billion surplus revenues from Sound Move and
of state, federal, and local Sound Transit 2, bond proceeds, farebox
transparent about funding needs and usage of funds. New York over 40 years
recovery, and
funding commitments, it would
empower agencies to improve • Invite the Private Sector to share in transit investments. The Year: 2016 interest earnings
Agency: MTA
agencies will continue to explore opportunities to embrace private
the system’s State of Good Repair
investment in the transit system while maintaining the public Year: 2016
and confidently move forward interest. Activities could include small investments such as joint Measure: 2015 - 2019 Capital Seattle
with priority projects detailed marketing, service subsidies, and maintenance partnerships. Program
throughout this plan. Activities also include continuing to explore the potential for
Public-Private Partnerships and more prevalent value capture Funding: $11.8 billion from MTA,
The agencies have a track $8.3 billion from New York State, Agency: RTD
record of delivering on large mechanisms.
$6.4 billion in federal funds, $2.5
capital project commitments. • Contribute to national economic strength and competitiveness billion from New York City Measure: FasTracks
RTA’s Project Management through continued federal investment. The region will continue
Oversight office monitors the to seek federal funding and apply it to regionally and nationally Agency: LAMetro
Year: 2015 Funding: $4.7 billion over nearly
implementation of capital projects significant projects. 40 years from 0.4% regional sales
Measure: Measure M
and found in its most recent • Provide a framework for the region to maximize the return on tax increase, federal funds, loans,
report that 95% of state bond- investment from the existing transit system by working with local Funding: $40 billion over 30
and private contributions
funded projects were tracking on- municipalities and Chicago Metropolitan Agency for Planning years, through 1/2 cent sales tax
time and 100% were on-budget (CMAP) to implement policies that support transit. This includes Year: 2004
notwithstanding delays related advocating for transit-supportive land uses, better pedestrian and
increase and continuation of 1/2 Denver
cent traffic relief tax
to state funding.13 The agencies bicycle access to transit services, more employment near transit,
are ready to deliver more and higher density, infill development around transit. Initiatives Year: 2016
improvement projects, but more like RTA’s Community Planning Program provide resources for Los Angeles
funding is required to do that. communities to leverage existing transit infrastructure and
services.
Over the next five years, the
region’s Transit Agencies will do as
peer regions have done and take
steps toward increasing funding.
18 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 192 BUILD ON THE
STRENGTHS OF
OUR NETWORK
Our diverse transit system, consisting of a traditional network of
buses, commuter rail, elevated rapid transit, and subway lines as well
as unique services such as a fleet of vanpools, ADA and paratransit,
on-demand services, and express bus lines, provides over 2 million
passenger rides each weekday. This makes us the second largest
transit system in the country — a position that reflects the size,
functionality, and effectiveness of our interconnected system.
The region’s transit network links people
to communities across the greater region
through transfer stations like downtown
Elgin, where riders can access Metra trains
and local Pace bus service.
20 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 2124-HR DAY
BUILD ON THE STRENGTHS OF A day in the life of the transit system
OUR NETWORK
A RIDER’S DAY SERVICE MAINTENANCE OPERATIONS
A rider uses the system Most transit service runs Repairs, cleaning, track Operators, attendants,
at distinct times to from early morning to late work, and more occur 24 conductors, and control
THE PEOPLE AND access work, home,
entertainment, and more.
evening, but many routes
run continuously.
hours a day, largely out of
sight.
center crews hand over
their duties multiple times
per day.
O WORK
UTE T
EQUIPMENT BEHIND CO
MM
8 AM
EVERY TRIP
9 AM
New capital investment
7 AM
and increased operating
AM
M
funding is needed
6A
10
to keep all of the
The Transit Agencies meet the fleet to a carefully timed schedule.
AM
equipment necessary for
DA
AM
daily travel needs of hundreds Agency funding is used not only
11
operations in constant
5
YT
of thousands of customers by to operate the service that riders
working order.
IM
offering a web of services ranging see, but also to provide the tools
from long-haul bus and rail lines and training necessary to maintain PM
12
E
M
across the region to on-demand 4A
around-the-clock backend is causing concern among the
service to specific activity operations that make service
GO
agencies and concern for riders
centers in local communities. possible. and people living in the Chicago
TO
Many people are unaware of the
We do it well, operating at $0.61 region. A loss of fare revenue 1PM
considerable team of dedicated 3 AM
LUNCH
per passenger mile, the lowest makes it challenging for Transit
employees it takes to operate this
S
IFT
unit cost among national peers.14 Agencies to provide the same
vast network, built on thousands
T TE N DA NT SH
Our services also have a high levels of service and also meet
of vehicle trips and millions of a mandated 50 percent fare
customer satisfaction rating with WHAT HAPPENS
individual trips. Each rider notices recovery ratio.
85% of riders satisfied with the 2 AM BEHIND-THE-SCENES 2:00 PM
whether his or her bus or train is OF TRANSIT SERVICE?
service.15
GO T
on-time, clean, safe, comfortable, We need to work with local
DA
and affordable. municipalities to add housing and
N
ON
INVESTMENT IMPACTS
O
employment near the region’s
AN
IS I O
Achieving these service 3PM
ISI
RIDERSHIP
A
transit stations. We also need to
R,
RV
RV
1 AM
expectations for our customers
O
M
T
Despite our dedication and continue to invest in our system UC
PE
PE
EETI
OV
requires a complicated operation D
U
S
SU
our performance, attracting – both to maintain the operations O PER ATOR, CO N
ND
ER
of behind-the-scenes actions: A
L
A IN
behind the scenes and the TER
NG
and keeping riders is never
NI
NS
CO NT M
the maintenance staff working ROL CEN
G
ER
4P
AI
elements in plain sight – to keep
H
a guarantee. Overall system DT
IME
FU
T
M
TR
12 N
in garages and yards to clean everything working efficiently
EL GARA
GE, YARD, A
ridership has been on the rise
AM
N
IN EE
buses and trains and prepare to operate a large, coordinated
G
AN FARE COLLECTION W
since the late 1990s, but has
T
DM E T
them for service; technology staff AI NT EB
HT
trended downward over the last system that can deliver positive ENANCE NC NG
overseeing systems that provide individualized rider experiences to EN
A
NI 5
five years. This development T A PM
11
IN LE
G
the real-time arrival information TRAC A
K AND SIGNAL M SC
the masses.
PM
BU
NI
for buses and trains that is TRAIN
AN D
10
communicated to passengers;
85%
6P
PM
dispatchers in the control centers
M
E
who monitor operations and M
9 PM
7 PM
O
respond to incidents; and bus
8 PM
H
IN GO
and train operators that move the of riders satisfied E TRA
TO
with service TH
TAK
E DIN
NER
22 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 23Chicago North Side
TRANSIT STRENGTHS:
Frequent service and loyal ridership
TRANSIT CHALLENGES:
Crowded trains, buses stuck in traffic
TRANSIT STRENGTHS:
SIX STRONG TRANSIT Moving thousands of people in and c CTA Wilson sta�on reconstruc�on
PROJECTS:
out of downtown c CTA Your New Blue sta�on improvements and added
ADA accessibility
MARKETS READY FOR
TRANSIT CHALLENGES:
p Pace Bus On Shoulder opera�on on Edens Expswy
Compe��on with cars for space on roads; difficult
connec�ons from the Central Business District to River p CTA Red Purple Moderniza�on Phase One program
North and the West Loop p Metra replacement of UP-N Bridges
INVESTMENT
p CTA Blue Line Signal project
c Loop Link gives CTA buses exclusive lanes & signal priority f CTA Red Purple Moderniza�on Future Phases
PROJECTS:
c New Washington and Wabash L Sta�on f New Metra Sta�on at Peterson on UP-N Line
c New bus facility at Union Sta�on f New CTA Railcars
The Chicago area transit system is a network of services that empowers p Quincy L Sta�on ADA access f CTA Blue Line track and trac�on power
people to move throughout the region, and investment in any part of the f Pace I-55 Express Bus service garage & fleet expansion
network benefits the whole. Invest in Transit focuses on key improvements in f CTA Clinton Sta�on Accessibility Express bus service
six areas that will build on the strengths of the transit system and address the f CTA State/Lake Sta�on Reconstruc�on
challenges of the network to the benefit of riders throughout the region.
f Union Sta�on upgrade/development
Recently completed Programmed Planned but needs funding f Metra A-2 flyover, west of downtown
Chicago Central Business District
Suburban Cook County
TRANSIT STRENGTHS: ADA Paratransit
Growing popula�on of transit riders
TRANSIT CHALLENGES: TRANSIT STRENGTHS:
Providing transit solu�ons to improve Providing demand-responsive transit
inter-suburban commutes; increasing transit-oriented service to eligible riders throughout region
development (TOD); ensuring coverage in demand TRANSIT STRENGTHS:
response markets Metra commuter rail and Pace bus TRANSIT
TRANSIT CHALLENGES: STRENGTHS:
c Pace Pulse Milwaukee Line design and construc�on systems provide backbone for access
PROJECTS:
High trip costs for mandated service; no capital funding Robust bus and train network
award in 5-Year capital program
c Commercial and residen�al development completed TRANSIT CHALLENGES: TRANSIT CHALLENGES:
following RTA TOD studies in Skokie and Orland Park Making prac�cal first and last-mile connec�on Long travel �mes; lack of employment in the area;
p Support facili�es f or I-55 Bus on Shoulder Service c New Call Center so�ware and restructuring to
PROJECTS:
to fixed route network declining popula�on
reduce costs and improve response �mes
p Design and land acquisi�on for Pace Northwest
Cook Garage f Vehicle purchase and garage construc�on for
c New Pace express service on I-90 c Pace new express service to Amazon fulfillment
PROJECTS:
PROJECTS:
p Con�nua�on of Pace posted stop and shelter City of Chicago service to reduce opera�ng
c RTA Pilot for reverse commute shu�le in Downers costs centers in Joliet and Monee
programs Grove to Esplanade business park c CTA Dra� Environmental Impact Statement for Red
p Pace Pulse Service on Dempster p Parking and customer facili�es to support Pace Line South Extension
f CTA Forest Park branch reconstruc�on I-90 express service p Garfield Gateway & Co�age Grove sta�on
f Expansion of Pace Pulse routes, bus fleet renova�ons
expansion, and garage facili�es p Transit signal priority installa�on on connec�ng
f Partnerships between private mobility south suburban corridors
companies, municipali�es and employers to f Final Engineering and construc�on of Red
provide connec�vity Line South Extension
f Metra 75th Street Corridor
Improvement Project
Suburban Job Clusters Chicago South Side
24 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 25CTA PRIORITY PROJECTS
10-year
BUILD ON THE STRENGTHS Project Name Description Project Cost
OF OUR NETWORK
Replacement Bus Purchase Ongoing need to replace buses as they age $618M
Overhauls to maintain sufficient fleet until the first order of
Life-Extending Bus Overhaul (1000 series) replacement buses is received $90M
STRATEGIES TO Mid-Life Bus Overhaul (4300 series)
Railcar Purchase
Overhauls to maintain vehicles, ensure reliability and enable to
perform through full useful life
Replacement of 2600- and 3200-series rail cars
$35M
$1.6B
BUILD ON
Quarter-life overhaul of 5000-series rail cars and life-
Railcar Overhaul (2600s and 5000s) extending overhauls of older 2600-series rail cars $525M
Red Line Extension* Extension of the Red Line from 95th Street to 130th Street $2.3B
Advancement of the Red and Purple Modernization (RPM)
OUR STRENGTHS Red Purple Modernization**
Blue Line (O'Hare) Traction Power Capacity &
Program, the largest line rebuild and capital improvement
project in CTA history
Upgrades and State of Good Repair projects along the O'Hare
Branch of the Blue Line
$8.7B
$300M
Track Improvements
First phase of reconstruction of Forest Park Branch of the Blue
Ongoing infrastructure and Blue Line (Congress Branch) Improvements*** Line $454M
service improvements are needed Over the next five years, the Transit Agencies will
to maintain the strong transit Green Line Improvements Track, structural, station, and power improvements $454M
pursue the following strategies to build on our
network that already exists in strengths: Red Line Improvements Upgrades and State of Good Repair projects along the Red Line $224M
the region and provide a level Upgrades and State of Good Repair projects along the Brown
Brown Line Improvements $223M
of service that our customers Line
expect. The Priority Project List • Prioritize projects in six key market areas identified in this plan Systemwide Structural Renewal State of Good Repair projects on CTA 'L' structure $250M
on the following pages describes for agency development and investment. The priority projects, as
outlined in the Priority Projects chart, are the most impactful ways Rail Yard Improvements Improvements to CTA Rail Yards $88M
the key projects that the agencies
would like to complete but to build on our strengths. Subway Life Safety Improvements Upgrade to existing subway ventilation equipment $120M
cannot due to limited funding in • Influence roadway design standards and project delivery to Radio System Upgrade Replacement of obsolete radio system $35M
the current capital program. A ensure that transit and pedestrian treatments are considered as a
State of Good Repair projects and replacing obsolete
stable, dedicated annual capital part of every roadway project. This includes providing bus priority Tactical Signal Improvements (Systemwide) equipment on CTA rail signal system $141M
investment program of $2 to $3 on roadway projects, including major reconstruction projects
Status upgrades, modernization, and accessibility
billion per year over the next like the Eisenhower Expressway project but also smaller projects Systemwide Station Program improvements $600M
10 years is needed to provide where pedestrian access to bus stops should be addressed.
Future BRT/Bus Slow Zone Removal/ Targeted street and traffic signal improvements to increase bus
adequate funding to deliver these • Seek innovative opportunities to improve the delivery of services TSP/Dedicated Lane projects**** speeds $200M
projects. for older adults and people with disabilities. This strategy may
include modifying existing services or adding new types of service Information Technology Improvement of business processes and systems $170M
that connect low-income residents, people with disabilities, Replacement of vehicles needed for maintenance and
$30B of priority Non-Revenue Vehicle Replacement Program $60M
and a growing population of older adults to jobs and activities operations support
projects throughout the region. Critical Needs at CTA Facilities Roof and other upgrades to maintenance facilities $110M
are insufficiently funded • Facilitate seamless connections and physical integration of Provide repair and replacement to worn components at rail
Rail Shops Improvements $191M
the three transit systems through coordinated schedules, maintenance shops
today. regional maps, interagency wayfinding signage, and accessibility Bus Garage Improvements Provide repairs at bus maintenance garages and shops $245M
improvements.
New Training Center New facility to instruct and train bus and rail operators $42M
• Evaluate travel needs and tailor services accordingly, including
making judicious reductions on less-productive services in order New Control Center Replace obsolete equipment at CTA's Control Center $150M
to free funding for service improvements in areas with higher
demand for transit.
*Ideally, 50% of this project cost would come from the federal New Starts program and the region would support the local match.
The “Priority Projects” on the following pages are key initiatives that the Transit Agencies cannot complete at current capital funding levels ** The total project costs includes all of the RPM Phase One costs (including $2.1 billion of identified funds) plus a hypothetical next phase of RPM, the
and are advancing as additional capital funding is provided. The “10-Year Project Cost” for each Priority Project is the estimated cost of specific components of which have not been fully defined, that could occur within the 10 year timeframe. Ideally, 50% of this project cost would come
delivering the portion of the project realistically achievable in the next 10 years (2018 – 2027) and is subject to change. A portion of funding from the federal Core Capacity program and the region would support the local match.
required to advance some of these Priority Projects is programmed in the Transit Agency capital programs, yet all are still under-funded or
un-funded. See Invest in Transit Priority Projects and the RTA’s most recent Operating Budget, 2-Year Financial Plan, 5-Year Capital Program *** Trackwork is the first priority of the Forest Park Branch Reconstruction project (estimated at $2.5 billion) and is included in the 10-Year Project Cost
for more detail. shown here. It is assumed the remainder of the project would occur outside the 10-year timeframe of this report.
****Includes TSP funding from CMAQ programmed in 2017-2021 Capital Program
26 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 27METRA PRIORITY PROJECTS PACE PRIORITY PROJECTS
10-year 10-year
Project Name Description Project Cost
Project Name Description Project Cost
Replace and repair aging commuter rail cars and Fixed Route Buses - Replacement Replacement of buses reaching useful life $177M
Fleet Modernization Plan locomotives
$2.1B
Reconfigure track shared by Metra, Amtrak, and freight Fixed Route Buses - Expansion Buses for new services $94M
75th Street Corridor trains $1.5B
Paratransit Vehicles - Replacement Replacement of vehicles reaching useful life $57M
Separate tracks at busiest switching location on Metra
A-2 Interlocking Replacement system $500M
Paratransit Vehicles - Expansion New Dial-a-Ride and ADA vehicles for aging population $13M
Bridge Replacement and Repair Replace and repair 61 bridges systemwide. $2.0B
Community Vehicles - Replacement Replacement of buses reaching useful life $20M
Track Improvements Replace and repair work track components $1.9B
Community Vehicles - Expansion New Community and Call-n-Ride vehicles $3M
PTC - systemwide* Install federally-mandated rail operational safety system $385M
Vanpool Vehicles - Replacement Replacement of vans reaching useful life $51M
Replace and upgrade train control and grade crossing
Signal & Electrical Improvements signals and systems.
$1.2B Associated Capital Maintenance Items Capital costs associated with the maintenance of buses $28M
Yards, Facilities, and Equipment Modernize Metra's Railcar and Locomotive Repair Shops Regional Transit Signal Priority (RTSP)* Expand Transit Signal Priority installations region-wide $10M
and Yards
$664M
Improvements
Intelligent Bus System (IBS) Replacement Equipment for bus tracking, communications, and data $11M
Implementation of key projects benefiting commuters
Chicago Union Station Improvements using Chicago Union Station
$500M
Farebox System Replace fareboxes that are over 20-years old $21M
Rehabilitation and upgrades to station buildings, Improvements to garage facilities including underground
Rail Station Improvements platforms, and parking lots
$853M Improve Support Facilities $79M
storage tanks
*This project is currently fully funded in order to complete the federal mandate regarding PTC implementation on a specific schedule. However, it is Construct New Support Facilities Add needed capacity for bus maintenance and storage $69M
unclear at this time what the ongoing capital needs for this new system will be once it is implemented, so it is still included on the Priority Projects list.
Security, Computer, Software, and Office Upgrade systems to provide enhanced asset protection
and business systems
$52M
Systems Upgrades
Support Equipment/Non-Revenue Vehicles Facility and system maintenance equipment and vehicles $25M
Improve Passenger Facilities - Transportation
Improvements to Transportation and Transfer Facilities $26M
Centers
Improve Passenger Facilities - Park-n-Ride
Updates and repairs to Park-n-Ride lots $7M
Lots
Pulse Infrastructure Enhance Pulse service $51M
Shelters, pedestrian access, and completion of conversion
Pedestrian Infrastructure/Shelters/Signs to posted stops
$33M
Bus on Shoulder (BoS) Infrastructure Passenger facilities for Bus on Shoulder service $15M
Replacement of vehicles and radio systems for
existing program. New vehicles, transfer locations and
ADA Regional Paratransit Program maintenance facilities for direct Pace ownership of assets
$193M
for ADA service within City of Chicago
*10-Year Project Cost does not include first phase of Regional TSP corridors currently funded and in construction.
28 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 293 STAY
COMPETITIVE
Mobile devices, cultural trends toward shared mobility, and private
mobility services are all disrupting traditional public transit paradigms.
Transit agencies across the country are responding by adding enhanced
trip planning, real-time availability, and mobile payment capabilities.
These are small, but impactful improvements that change the
customer experience. Transit’s competitive advantage is its low cost,
fast service that is (or should be) unaffected by traffic congestion,
and comfortable trips that allow riders to be productive en route.
Continued investment is required to maintain that edge.
Transit services in the region connect people
to economic opportunities, amenities, and
recreational destinations like those nearby
Chicago’s Garfield Park Conservatory.
30 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 31STAY
COMPETITIVE
service cuts, any of which would Of course, all of these innovations TRANSIT IS AS RELEVANT
be bad news for transit riders and and services have a cost AS EVER
our region as a whole. associated with them. In an
Transit has many inherent
era where limited operating
The task ahead for the Transit advantages that make it worthy of
ADAPTATION IN A
and capital funding is already
Agencies is balancing the risks continued investment in today’s
dedicated to much-needed system
and potential negative impacts market. Public transit has lower
repairs and existing operations,
of change with the potential to out-of-pocket costs than car
it is difficult for Transit Agencies
TIME OF CHANGE New mobility services are a improve mobility and transit ownership.21 Transit fares are
to carve out budgets to make
double-edged sword. Earlier service in the future. also predictably consistent and
enhancements.
research indicated that they low compared to new mobility
decreased car ownership but ADAPTATION IN A options that are priced based on a
COMPETITIVE MARKET continually updated computation
80%
newer research suggests that of those
this may not be the case.17 18 of time, distance, and demand.
Public transportation is no stranger expected to continue doing so in Staying competitive in this surveyed
The mobility innovations could Public transit also gives riders the
to change. Suburbanization, the the coming years, such that their environment requires constant
solve the challenge of providing are satisfied with the opportunity to use travel time
popularization of the private expectations will shape change innovation and improvement. To
productively instead of focusing
automobile, teleworking, gas within the transit system. Work transportation options in less stay competitive means to provide speed and reliability of on the road. Transit is faster and
prices, and the daily weather habits and commute patterns dense suburban areas that are a desirable alternative to driving their transit trips.20
currently difficult and expensive more predictable than driving in
have shifted and swayed transit have also changed, with more alone, as most regional residents
to serve with traditional transit. many corridors.
riders since the 1800s. That said, people working from home and still drive their cars for most daily
innovations in technology over the outside of historic office hours. However, if left unchecked, these trips.19 It includes investment
last ten years have quickly made innovations may encourage land in infrastructure, including new
This era of change has introduced use patterns that are not efficient rail, bus priority treatments on
an impact. The rapid proliferation
uncertainty for the future as for public transit in the long run. If roadways, and better pedestrian
of electronic sensors and data
mobility services come and go, private mobility services become infrastructure. It also includes
processing capability has provided
and consumers constantly adjust common in dense urban areas making changes that the Transit
new sources of information for
to new options. The role of public where transit service is strongest, Agencies have already made or
improved operations. The invention
and private sectors also could it could cause a vicious cycle of are working to make: improving
of the smart phone and the
be changing as private mobility decline in which fewer riders and the customer experience through
overwhelming popularity of instant
services resemble a public utility more cars leads to slower bus real-time information and trip
connectivity, information, and apps
function to riders, but do not offer speeds, less frequent service, and planning information; increasing
have changed rider expectations.
public equity protections against ridership losses. This devolution speeds by dedicating right of
Regional demographics are disparity of service due to income, could ultimately result in more way to bus routes and enforcing
also changing. Millennials, born physical abilities, and access to congested streets and transit curb space dedicated to bus
between 1983 and 2000, are the technology. stop loading; adding service to
nation’s largest and least car- reduce crowding on busy routes;
focused generation.16 Many live and delivering more seamless
in the City of Chicago, although transfers between transit modes.
research conducted for Beginning
the Discussion showed that they
are moving to the suburbs as well. Transit service is still
The region is aging, with a seven the most efficient way
percent increase in the population to move large numbers
over 65, growing primarily in the
City of Chicago and suburban of people.
counties. Both populations ride
transit in the region and are
32 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 33THE PLACE Public transit can benefit from
private mobility services in some
STAY
FOR PRIVATE areas and be harmed by it in others.
With that in mind, transit agencies
COMPETITIVE SERVICES will consider the following ac�ons:
CONTRACTING with new mobility
APPLY IDEAS providers to run service and
TRANSIT IS THE CORE SU P PORTS
WALKABLE COMMUNIT
IES
AC
CO
M
PARTNERING with new mobility
NER A FFO
RD A BL E
T RANS PORT
ATI M
providers to offer services that fill
OF MOBILITY
ON O gaps in transit services
ART V ID E S
V IR O NMENT B Y REDUCI
N G
TO
ALL D
P P RO
H E E N D R IVIN A APPLYING IDEAS like so�ware
T D P R E S E N C E I G
VES A FIXE N THE innova�ons and rou�ng techniques
TE
P RO A S COM
Transit services are the region’s IM H P LE AT A LOW COS MU used by the private sector to solidify
E O
most equitable, affordable means A NY P T PE
R RID
NIT
IES strong transit markets
S M V ID ES R EL IA B E
of mass mobility available. They R RIE PRO LE
S ERV
R ACCOMMODATING new mobility
CA T
span the region and are already LONG DIS ANCES ICE providers by providing space to
tailored to meet the needs PL E load/unload at suburban rail sta�ons
and built-environment of each S PEO R PEOPL
E TO SIT O
R ST
IE O AN
community. Private mobility RR CEF C A TE D T H R D REGULATING mobility companies
REG
CA P A L O O UG
T
companies (such as Uber, Lyft, S S PS HO
U to prevent them from picking up/
RAC
Via, Chariot, and taxicabs) now HA STO HO URS T
CO dropping off or transpor�ng customers
ULAT
G
also operate in many of the same NY LO
N
S in such a way that it degrades transit
CONT
S I VE
ARR
M
A
OF
areas. They offer transportation UN
M
TE services
M
N
UN
options that some people find
E
R
ITIE
appealing and convenient, but do
S
not replace public transit or offer
all of the same benefits. Transit
Agencies will continue to make
investments in successful transit,
while also exploring partnerships
LESS
LESS
LESS
LESS
LESS
LESS
LESS
LESS
LESS
LESS
LESS
MORE
MORE
MORE
MORE
MORE
MORE
MORE
MORE
MORE
MORE
MORE
in areas where transit is less
effective or very expensive to
operate.
TRANSIT SOCIETAL BENEFITS
Transit has a posi�ve impact on
OPERATIONAL EFFICIENCIES
Transit is an efficient way to move
PASSENGER CONVENIENCES
Transit at its best provides reliable
TRANSIT SERVICES
INVESTMENT our region. It supports walkable
communi�es, provides
many people at once. Rail lines
and busy bus routes have a fixed
service, carries people long
distances, has space for people to AT THE CORE IN
PROVIDES... affordable transporta�on to all,
and improves the environment
presence in the communi�es and
carry many people at a low cost
sit or stand, provides nearby stops
throughout communi�es, operates
OUR REGION
by reducing driving. The Transit per rider. The Transit Agencies long hours, and comes frequently. PACE CALL-N-RIDES, VANPOOL
Agencies will work with will con�nues to invest in rail The most robust transit services are
PACE DIAL-A-RIDES
communi�es to take advantage infrastructure and key bus successful in higher density areas
of these benefits. In areas where corridors to meet exis�ng needs, like downtown Chicago and PACE ADA PARATRANSIT
private mobility services slow then look to private mobility suburban downtowns. The agencies
transit vehicles down or partnerships in areas where will con�nue to fund (and protect) PACE NEIGHBORHOOD CONNECTORS
encourage unnecessary driving, transit is expensive, imprac�cal, transit services in these areas while
communi�es will benefit from or unproven. looking to partner with private CTA BUS & RAIL, PACE CTA CONNECTORS
regula�ng them. In areas where companies in areas that do not have METRA COMMUTER RAIL, PACE EXPRESS
private mobility services help fill high demand for transit service.
a mobility gap, partnerships
make sense.
34 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 35STAY
COMPETITIVE
STRATEGIES TO
STAY COMPETITIVE
Policies developed and actions
taken over the next five years by the The following strategies will help our system adapt
Transit Agencies will move toward to the needs of existing and future customers by
the promise of new technologies building on transit’s key strengths:
while also providing protections
against potential adverse effects. • Improve systemwide bus speed and reliability. This includes
A stable, dedicated annual capital work with local road agencies to secure dedicated bus lanes,
investment program of $2 to $3 transit priority treatments (queue jumps, Transit Signal Priority,
billion per year over the next 10 level boarding, etc.), and support for enforcement, to make all bus
years will empower the Transit services faster.
Agencies to modernize our • Advance premium bus priority corridors throughout the region
transit system to maximize its (such as Pace Express Bus and Bus-on-Shoulder). It also includes
competitiveness. advocating for high-capacity bus transit to be included, and given
priority, as a part of roadway and highway projects (such as North
Practically speaking, being Lake Shore Drive redesign).
competitive means maintaining and • Invest in technology to improve bus and rail reliability and
improving the access at the ends of performance. This will include replacing Metra’s current train
a Metra trip, providing dedicated tracking system with an Automated Communication Onboard
curb space for first- and last-mile Reporting Network (ACORN) system. It could also include
mobility services at suburban purchasing more dynamic routing software for Pace Call-n-Rides to
stations, and speeding service on serve less dense areas.
connecting CTA routes through • Pursue regulation of private mobility services where high volume
the Chicago Central Business transit is successful and practical in order to level the playing field,
District. It also means continuing protect public access interests, collect revenue, and ensure that
to make improvements in real-time private services do not impede transit movement.
information for Pace buses and • Invest in continued Ventra mobile app development and
testing new on-demand service integration with other services such as Divvy so that it empowers
delivery models for Call-n-Ride to seamless use of transit modes and approaches the convenience
provide a balance of coverage and and customer experience of Mobility-as-a-Service applications.
availability in lower density areas.
• Conduct research, policy analysis and pilots to prepare the
transit system for future technologies such as autonomous vehicle
Policies developed operation.
and actions taken over • Collect and share more transit-related data. Conduct surveys Transit-oriented development (TOD) in
the next five years by
and continually improve and archive real-time transit data to Orland Park has transformed the area
create a valuable resource for future research and performance
the Transit Agencies measurement over time. around the 143rd Street Metra Station.
will move toward Ridership at the station increased 57%
• Make small improvements that add amenities for passengers and
market them alongside transit’s key strengths. Relatively simple between 1999 and 2014, and new
the promise of new
capital investments like station lights and warming lamps can make development continues.
technologies. a difference.
36 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 37Metra, Pace, and CTA operate a variety of transit
services that provide reliable alternatives to I-55
for passengers coming from different locations
in the Southwest suburbs. These services allow
passengers to beat traffic congestion, and take
WE’RE MOVING
personal vehicles off of the road to help our
region’s freight flow better.
FORWARD
A new transit capital investment plan for the Chicago region is overdue.
A dedicated, reliable annual source of capital funding will enable the
Transit Agencies to maximize the benefits of the transit system, build on
the strengths of the existing network, and stay competitive.
38 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 39You can also read
