Table Of Content

1 1 I Preparing for the Future 1 1 1 1 i\uV ' 9 ivyi M0RTi-llV£6iaMui.iUt?vSITY Preparing for the Future c CONTENTS 3 5556 018 733 311 Chairman's Message CTA'sVision forthe Future RecentStrategic Initiatives External Agenda: Strategic Initiatives Public Perception RTA FundingStructure CapitalInvestmentPriorities Long-Range PlanAlternatives Internal Agenda: Strategic Initiatives ProductivityandQualityImprovement Vehicle Maintenance Facilities Maintenance EngineeringandCapital WorksManagement BusandRailService Productivity OrganizationalDevelopment Service forthe Disabled PricingPolicy MarketDevelopment Implementation Summary ofStrategic Initiatives TheChicagoTransitAuthor- ProvidingHigh-quality • CTA'sSize. CTAwillcon- ityisa majorinstitution in north- Service. TheAmerican tinuouslyhavetoaddress eastern liiinois. Thelargest marketplaceisclearly theissueoftheamountof publictransportationoperator movingawayfrommass serviceitshould provide. intheregion (secondlargestin productionandtoward Thiswill beaffectedbythe the U.S.A.),itemploys 13,200, theprovisionofspecialty, qualityconcerndiscussed serves568millionannual pas- high-qualitygoodsand above,thedemandfor sengers,and hasacombined servicestailoredtospecific service,theabilityofCTA operatingandcapital budget markets. IfCTAistoretain to increaseitsmarket ofover$1 billionannually. existing ridersandattract share,andtheamountof newones,itmustpay fundingthatisavailableto TheservicetheCTAoffersis closeattentiontothe supportitsoperationaland crucialtotheeconomicwell- special needsofitsvarious capital needs.—OnethingIs beingandquality-of-lifeofthe submarketsand providea alreadyclear CTAcan- entireChicagoregion. The qualityofservicethat notaffordtocontinue CTA: meetsconsumerdesires. operatingtheamountof Goodmarketresearch is servicecurrentlyprovided • Isthepredominantmode necessaryandacareful withoutasubstantial ofchoicefordov\/ntov^/n balanceofconsumer infusionofnewoperating employees; ifnotavailable, valuesagainstservice andcapitalfunds,or,in theexpandingdowntown levelsandservicequalityis thealternative,aserious could notcontinueto required. Thisissuealso degradation inqualityof function. impliesthedevelopmentof service. ahigh-qualityworkforceat • Istheonlyalternativeto CTA,abletodeliverhigh- CTAbelievesthatan mostoftheregion'sresi- qualityservice. effectiveandwell-regarded dentswhodonothave publictransportationsystemIs accesstoanautomobile, CTA'sRole. CTAhas criticaliftheCityandthe offeringessential mobility traditionallyviewed itsrole regionaretoprosper. Inthis andaccesstojobs,shop- asanoperatorofmass regard, itisCTA'sintentionto ping,andservices. transportationservice onceagainbecomethebest- (primarilylargebusesand managedtransitsysteminthe • Isa majorfactorinachiev- trains). Asdiscussedabove, U.S.,asysteminwhichits ingregionalgoalsandnew themarketischanging riders,employeesandthe federal requirements andthistraditionalrole publicatlargecantake regardingairqualityand maynolongerbeappro- justifiablepride. Thesesenti- energymanagement. priate, insteadofmerely mentsunderlietheMissionand operating largebusesand GoalsofCTA. CTAhasseveralissuesand trains,CTAwillconsiderthe concernsthatarekeytoits pursuitofa broaderrolein futureandthatwill need "managingmobility", considerablethoughtand whichcould include attention inthecomingyears. "brokering" transitservices, Threeinterrelated issuesstand contractingforsmall out: vehicle, paratransit-type services,helpingsetup vanpools,orencouraging employer-providedtrans- portationorsubsidies. CTA MISSION AND GOALS The Mission of tine Chicago Transit Authority is to provide high-quality transit service that meets the needs of metropolitan Chicago and positively influences the region's development. GOALS • Todeliverconvenient, on-timeserviceto people intheservicearea • To mair~itain ttie hiighestpossiblestandardsofpassengersafetyandsecurity • Toestablish sensible, efficientand equitablefarestogenerate needed revenue • Totailorroutesand schieduiestothe changingtravel patternsofthe public • To maximizethe CTA'sshare ofthe localtravel marketthrough a better understanding ofconsumerpreferences • Toenhancecommunicationwithtfiepublic • Tocoordinatetransitv^ith urban developmentsothatthe region's resourcesare used mostefficientlyand environmental qualityisimproved • Tostrengthen andstabilizethe CTA'sfinancial positionthroughtheapplication of newtechnologiesorstrategiesandthe redeploymentofexisting resources • Toenforcethe higheststandardsofprofessionalism and integrity • To increasefairness in tiiringandcontracting • Tofostera working environmentconducivetosafety, productivityand excellence • Toensuresufficientlevelsofbasic mobilityforthosetravelerswho,for whatever reason,arewithoutreadyaccessto a privateautomobile ABOUT THE CTA Evanston Did you know ... • 99% ofChicagoans are within O'Hare 4 blocks ofa busstopor rapid transit station. Lake • 707o ofChicago households use Michigan CTA in an average week LakeStreet " • 27% ofsuburban households IT t i served by CTA useCTA in an •^i^M^N4v*«« averageweek. Congress Jr Dougllias ' I • 75% ofthe householdsthat use Olapleeni1n9g92- , l| CTA have a car. early 1993 Jackson • 22% ofCTA passengers have ^%( Englewood Park household incomes ofover CITYLIMITS $40,000. • 28% ofCTA passengers have household incomesoflessthan DanRyan $15,000. CTARapidTransitSystem CTA in Brief 1991 BUDGET: Operating: $745,700,000 Capital: $440,000,000 Number of Passenger Trips (1990) Weekday Annual (millions) (millions) Bus Fare Restructuring CapitalPlanningand RecentexamplesareOp- Construction Brancti eration BUSandRedCarpet AdoptedinApril 1990,the Service,whichstressed im- nmaerwkeCtT-oArfiaernetesdtraucntdureemispha- botIthwiallccbeelecrriatticealthfoeriCmTpAletmo- pnraonvceedabnudsgvreheiactleermseanisnittiev-ity sizesdiscountedfareincentives entationofpreviouslyfunded andresponsivenesstopassen- thatencouragepatronstoride capital projects,aswellas gerperceptionsand needs. moreregularlythroughthe thosetobenewlyfundedover pre-purchasingofpassesand thenextfouryearsunderthe IncreasedState Funding tokens. Ourgoal istoincrease expanded RTAbonding Auttiority passengerrevenues,whileat program($1 billion region- thesametimemaintainingor wideover5years). Thissus- TheCTA,togetherwiththe increasing patronage. tainedcapital investmentwas RTAandtheCity,hasbeen facilitatedwiththeJune 1990 successfulin increasingcapital Peak-hourfaresof$1.25 consolidationofcapital fundingforpublictransporta- wereestablishedforbus,with planningandconstruction tionintheregion,and in off-peakfaresleftasbefore functionsundera new,execu- reinstatinga reimbursement ($1.00forfullfarecash passen- tive-levelbranch. Responsibil- programforreducedfores gers). Theall-dayrailfareis ityandauthoritytoimplement offeredtoseniorcitizens, equaltothepeak-hourbus capital projectsarenow disabled persons,andstu- fare. Thecorrespondingfull strengthenedand more dents. In 1989thestate faretoken pricewasreduced focused,withaddedstaffand legislature: to90cents,goodforeither clearerlinesofproject-level modeatanytime. Anew responsibility. Thiswillenable •Authorizedon increasein weekday-onlymonthlypass theCTAtoefficientlyimple- the RTAdebtservicelimitto wasalsointroduced. mentthelargerinvestment $500million. programlegislativelyautho- Initialresultshaveproven rizedin 1989. • Establishedanadditional successful,withincreased $500million RTAbond passengerrevenuetargetsmet Managementand programforStrategic andwitha 1.5%increasein OperatingEmployee Capital Improvements. weekdaypatronage. In Thesebondsorefunded Training contrast,significantridership withan increased wliniosttshheesseh1v9ae8rv0ae'ls.bperTieohnrefanasresewoiccnicoarnte-eadses morSkaillle-dbeuvielldionpgmehnatveanbdeen agpepnreorparlifatuinodnroefvesntuatees. sseamnhuentomedwetCsrpiTr-nAmibgcaamejtsaohserreednkspreifirttadoirevmsreiiestshisgetiemspreufonncofttreusdebri.defeftsetre-r tppDDhreeaeopvngaefdrroleatcomdmupssem.enoemtfnTp,htrleeeoascyMtenenaadtbenllTyiatrsrageahixeien-ndmiineniggnnt •fpRBereodoanevudritsadhletoorcmaipapzetiertcdmahilDitnOgtrgThanefStuessnr.tdiaestsefBotro m1i98d8d,leisrmeaancahgienrgsfrwointth-liinnenoavnad- • Reinstatedthereimburse- tionsinmanagerialsupervision mentprogramforreduced andstaffdevelopment,while fareswhich,subjectto sokfilfledreevdetlootphmeeonftfitcreaiannidngis ainncnrueaalseasppsryosptreima-tigoenn,erated professionalstaff. Among revenuesby$30million per operatingemployees,quality year. circlesaresupplementedwith specializedtrainingdesigned toimproveperformanceand productivity. Public Perception RTA FundingStructure Incontrast,suburbantax growth ratesdeliverto Metro HighonCTA'sStrategic The RTAReformActof 1983 formulafundsinexcessof Agendaareactivitiestoen- largelyestablishedthepresent operatingfunding needsand hancethepublicperception fundingstructureforregional almostguaranteePace's oftheCTA. Howweareper- publictransportation. The publicfunding requirement. ceived bythegeneralpublic, mostsignificantfeaturesofthe ourpassengers,theCity,the Actweretheestablishmentof TheCTAhasbecomevery suburbs,thestateandthe independentserviceboards, dependentuponoperating nnanyinstitutions,organizations nowtheCTA, Metro,and fundsthatareallocatedatthe andcommunitygroupsaffects Pace,andtheestablishment discretionoftheRTABoard. ourabilitytoattainchangesin ofageographic-basedfor- Thisincreasingdependence markets,fundingand relation- mulatodistributethebulkof willmaketheCTAveryvulner- shipswithotherorganizations. regionalsalestaxestothe ablewithintwoorthreeyears, serviceboards. Theformula when publicfundingfromall Keyactivitieshereinclude servestoguaranteeeach sourceswill notbesufficientto thosethatenhancetheday- boarda minimum levelof meetprojectedregional to-daydeliveryofeffective, publicoperatingfunding. publicfundingrequirements. efficient, high-qualityservice. Theseinfactmakeupmuchof Noweightyearsold,the the InternalAgenda. Percep- regionalfundingstructureis tion isbestwhenderivedfrom rapidlygettingoutofbalance fact,both internallyand withactualfundingneeds, externally. Growthintaxcollections fromtheCTA'sprimaryservice A public information pro- area,Chicago,haslagged gram isconsequentlynow seriouslybehindthetaxdollar underwayto highlightCTA's growthofsuburbanareas. As recentgains. Itwill buildon a result,the proportionof thefactsofon improvedCTA CTA'stotal publicfunding andimprovedgeneral public requirementmetfromformula acceptance. Bypromoting fundshasprecipitouslydrop- CTAstrengths,and linkingthem ped,and isexpectedto tothequalityoflifeinthe continuetodrop. Chicagoarea,thevitalroleof CTAtotheregion'soverall economic healthwill be continuallystressed. STRATEGIC FUNDING INITIATIVES SUMMARY Tomeetthefunding challengesofthe 1990's, CTA mustwork with other local, regional, andstate decision-makersto: • Addressthe grov\/ing inadequacies of RTAfornnula fundir~ig • Preserve and possibly expand the State Reduced Fare Reinnbursement Progronn • Enact a second majorstate-backed capital bond progrann, extending the 1989 bond funding progrann • Achievethesefunding initiatives by 1993