Program & Budget Book

20program & budget10 book re:table of contents Board of Directors 1 Chairman’s Letter 2 Responsible Stewardship 4 Investing for Today and the Future 7 Ridership 9 Fares 11 Maintaining Our Ratio 12 Capital Programs 13 Non-Capital Programs 16 New Starts Program 19 2010 Budget Overview 22 Appendix 26 Public Hearing Schedule 44 County Board Presentation Schedule 45 Title VI Policy 46 board of directors Carole R. Doris Edward W. Paesel Chairman Director Appointing Authority Suburban Cook County DuPage County Jack E. Partelow Larry Huggins Director Vice Chairman Will County Chicago Willis E. Pennington Jr. Jack Schaffer Director Treasurer Cook County McHenry County Caryl J. Van Overmeiren Arlene Mulder Director Secretary Kane County Suburban Cook County William A. Widmer III Jim Dodge Director Director Suburban Cook County Suburban Cook County Philip A. Pagano James C. LaBelle Executive Director Director Lake County 1 regardschairman’s letter Seven years ago, when I joined the Metra Board of Directors, Metra was in the midst of a virtually uninterrupted string of year-to-year monthly ridership gains. New services were being added to a system that consistently operated at levels of on- time performance exceeding all other commuter railroads in the United States. Metra was continuing to invest millions of dollars in rebuilding and modernizing the network’s infrastructure and was on the verge of completing its three major New Starts projects ahead of schedule and under budget. The past several years have been far more challenging. This past year, declines in ridership and passenger revenue, and a simultaneous drop in RTA sales tax proceeds, caused significant shortfalls in Metra’s operating funds, fueled almost entirely by the worst economic downturn in the U.S. over the last 80 years. Furthermore, over the past two years, costs beyond Metra’s control such as diesel fuel and health care, have frustrated Metra’s attempts to control expenses. Finally, over the past five years Metra has experienced a general lack of adequate capital funding, particularly at the state level, threatening a return to a system plagued by declines in service and a growing backlog of deferred maintenance. However, in the face of these challenges, Metra did what it has always done. It worked tirelessly and cooperatively, at all levels of the organization, to ensure that Metra stayed within its budget and that it undertook those actions necessary to maintain overall service and operational performance. As Tom Judge, Editor of Railway Track & Structures opined in a recent column, Metra “knows how to run a railroad.” He concluded that Metra has always “done the job in managing its funds in a very responsible manner” by concentrating efforts on what is important in keeping the tracks and facilities in good operating condition and in maintaining good service at a reasonable price. Metra certainly appreciates this acknowledgement in a national trade publication, but I can tell you that Metra recognizes that its success is not achieved simply on its own. We all understand that Metra must interact 2 Metra “knows how to run a railroad.” - Tom Judge, Editor of Railway Track & Structures positively and proactively with all of its stakeholders—most importantly, its riders—to ensure regards that it receives the financial support required to grow and maintain the system and to meet the transportation needs of the region as we move further into the 21st century. In addition to our riders, I especially want to thank our elected leaders both in Springfield and in Washington, D.C., for all of their hard work during these difficult and demanding times. The Illinois General Assembly enacted legislation to help address Metra’s operating needs and the Assembly and Governor Quinn worked to pass a new state capital financing plan. When coupled with the federal stimulus dollars under the American Recovery and Reinvestment Act, these monies once authorized and received will enable Metra to maintain the system in a state of good repair. While progress is, therefore, clearly being made, there are still many challenges before us: • Overall economic activity is only slowly beginning to recover; hence, sales tax revenues to Metra (and its sister agencies) will remain fairly flat in 2010 and still well below original projections. • The capital funding plan enacted in Springfield is a good start and will allow Metra to preserve a state of good repair, but it does not provide money for major infrastructure improvements or any of Metra’s New Starts projects. • Metra will continue its aggressive program of cost containment (with some 150 positions being left unfilled in 2010 as an example) and we see some stability in future fuel prices; however, health insurance costs are projected to grow significantly in 2010. • Ridership and passenger revenues will show only limited growth, due mostly to a continuing down economy; and while we are not calling for a general fare increase, some targeted fare actions will be implemented in 2010 to help maximize system generated revenues. Metra is certainly in better shape than it was in 2008 when it faced prospects of massive capital disinvestment, substantially higher fares, and significant service cuts. The actions in Springfield and Washington have stabilized our capital and operating situation and the funding programs in place will provide more opportunity for growth when the economy recovers. While many challenges remain, we are up to the task. We invite you to review our 2010 Program & Budget to learn more about our plans. Sincerely, Carole R. Doris Chairman Metra Board of Directors 3 responsible stewardship Since its inception, Metra by an overall pattern of capital to Metra under the American rehas understood the integralsponsible disinvestment. Indeed, in our Recovery and Reinvestment relationship between capital last two program and budget Act (ARRA), an infusion of investment and direct documents, Metra has spoken capital funding is enabling operating expense. In its candidly of the risks involved if Metra to reinvigorate its annual program and budget we fail to maintain the system in efforts to maintain and rebuild documents, including this an overall state of good repair one, Metra has consistently and of the need for adequate set forth plans guided by the capital and operating funding. Metra fundamental concept that Peer Comparison Perhaps lost in the urgency the more we capitalize the Summary of that message was an less we need to subsidize. Relative to understanding of the progress Peers This businesslike stewardship already being made and Effi ciency of available financial resources the efforts underway to Operating Cost Per Better Than has served the commuting and address Metra’s essential Vehicle Hour Peers tax-paying public quite well. As funding requirements. In this Fringe Costs As Better Than confirmed in an Illinois Auditor regard, Metra acknowledges Percent Of Salaries Peers General analysis, Metra has and applauds the efforts Operators Wages Better Than historically performed better in Springfield to increase Per Vehicle Hour Peers than its peers on virtually every available operating assistance, Vehicle significant measure of cost particularly through regional Maintenance Better Than effectiveness and efficiency. In increases in the sales tax. Expenses Per Peers Vehicle Hour fact, Metra’s cost per passenger Metra recognizes that any tax General And trip, cost per passenger mile, increase is never easy, but Better Than Administrative Hours Peers and subsidy per passenger our elected officials made the Per Train Hour mile have shown little or no tough decisions and enacted growth over time, and have a revised financing plan to Effectiveness actually shown a reduction, assist Metra in meeting the Passengers Per Better Than once adjusted for inflation. core operating needs of the Vehicle Hour Peers current system and to also help Better Than Over the past 25 years, Metra Cost Per Passenger provide a basis for planned Peers has invested $5.4 billion to service expansion in the future. rebuild the region’s commuter Operating Cost Per Better Than Passenger Mile Peers rail network virtually from Similarly, Metra appreciates Farebox Recovery the ground up. More recently, all of the effort that led to the Better Than Shortfall Per Peers however, Metra has been forced passage of a new state capital Passenger to deal less with opportunities financing bill. Together with for further growth and more the anticipated reauthorization * Information on this chart taken from the State of Illinois Offi ce of the Auditor with challenges that threatened of the federal transportation General Performance Audit: March 2007 a return to a past dominated program and funding provided 4 Metra has worked hard to tighten its belt and to make the decisions necessary to live within its means and still meet the demands of the commuting public. the region’s commuter rail fencing, and brighter, more one capital improvement responsiblenetwork. The money will also conspicuous platform signage. priority with the purchase reposition Metra so that it The UP West project is made of 160 Highliner cars for use is better able to respond to possible through an innovative on Metra’s Electric District. the demand for more and public-private partnership We also plan to use state better commuter rail service between Metra and the Union capital dollars to purchase once the economy recovers Pacific Railroad and will benefit ten new locomotives. and we reenter a period of both freight and passenger Metra has worked hard to sustained economic growth. operations. These near-term tighten its belt and to make improvements will set the the decisions necessary to live Projects being funded include stage for Metra’s proposed within its means and still meet the continuation of the UP West Line New Starts project. North Line Bridge program, the demands of the commuting with the current phase involving Work also continues on the public.

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