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Transforming Transit for the 21St Century President’S 2019 Budget Recommendations CTA FY19 Budget Chicago Transit Board and CTA President

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Transforming Transit for the 21St Century President’S 2019 Budget Recommendations CTA FY19 Budget Chicago Transit Board and CTA President Transforming Transit for the 21st Century President’s 2019 Budget Recommendations CTA FY19 Budget Chicago Transit Board and CTA President Chicago Transit Board Terry Peterson, Chairman Appointed by: Mayor, City of Chicago Arabel Alva Rosales, Vice Chair Appointed by: Governor, State of Illinois Kevin Irvine Appointed by: Mayor, City of Chicago Rev. Johnny L. Miller Appointed by: Mayor, City of Chicago Rev. Robert Patterson Appointed by: Governor, State of Illinois Alejandro Silva Appointed by: Mayor, City of Chicago Andre Youngblood Appointed by: Governor, State of Illinois Chicago Transit Authority Dorval R. Carter Jr., President CTA FY19 Budget Table of Contents Letter from the President ................................................................................................. 1 CTA Organizational Chart ................................................................................................. 5 Executive Summary ........................................................................................................... 7 Strategic Goals .................................................................................................................... 21 2014 -2021 Operating Budget Schedule ......................................................................... 23 2018 Operating Budget Performance ............................................................................ 27 President’s 2019 Proposed Operating Budget ............................................................. 35 President’s 2020-2021 Proposed Operating Financial Plan ...................................... 45 201 9-2023 Capital Improvement Plan & Program Introduction .................................................................................................................. 49 Sources of Funds ........................................................................................................... 51 Uses of Funds ................................................................................................................ 56 Capital Program Historical Comparison ..................................................................... 76 Capital Program Asset Category Comparison ............................................................ 78 Competitive Grant Opportunities ................................................................................ 80 Capital Funding Need – State of Good Repair (SOGR) ............................................... 85 Operating Budget Impact ............................................................................................. 90 Appendices History of the Agency ................................................................................................... 93 Transit Facts ................................................................................................................. 97 System Map ................................................................................................................... 99 Operating Funding Summary ...................................................................................... 101 Debt Administration ..................................................................................................... 109 Annual Budget Process ................................................................................................ 131 Accounting Systems and Financial Controls ............................................................... 135 Financial Policy ............................................................................................................. 141 Economic Indicators ..................................................................................................... 145 Operating Statistics ...................................................................................................... 151 Performance Management ........................................................................................... 155 Comparative Performance Analysis ............................................................................ 175 Climate Change Impact on the CTA ............................................................................. 183 CTA Fare Structure ....................................................................................................... 189 Comparative Fare Structure ........................................................................................ 191 Acronyms and Glossary ................................................................................................ 193 (THIS PAGE INTENTIONALLY LEFT BLANK) CTA FY19 Budget Letter from the President Dear CTA customers: When most people think of “Chicago,” they think about a few things: stunning architecture, a beautiful lakefront, great food (and not just pizza), championship sports teams. But more often than not, they also think of the Chicago Transit Authority. Few transit systems in the world are so inextricably linked with their cities. The CTA is part and parcel of Chicago, as iconic as the city’s skyline. The CTA connects neighborhoods across the city, and every weekday 1.5 million customers take a CTA train or bus to work, to school, to visit friends and family, to enjoy the many cultural attractions, sporting events and community celebrations the region has to offer. But CTA also plays an important role beyond just getting people to their destinations. CTA has helped foster economic development and improve neighborhoods. CTA investments to modernize the system have created jobs, helped attract companies and spurred private investment in communities across the city. Since 2011, under the leadership of Mayor Rahm Emanuel, the CTA has embarked on an unprecedented level of modernization. More than $8 billion in projects—from new or completely rehabbed buses and rail cars, to new and rebuilt rail stations, to new and expanded technologies—have been completed, begun or announced over the last seven years. All of those investments are a step toward transforming the CTA into a 21st century transit system. For 2019, I am pleased to propose a balanced operating budget of $1.552 billion. I am also proposing a five-year, $2.9 billion Capital Improvement Plan (CIP) for 2019-2023. I’m also pleased to announce there will be no changes to CTA fares or service levels in the 2019 budget. The path to a balanced budget, one that holds the line on fares and preserves service, isn’t an easy one. Thoughtful planning, prudent management, and a focus on providing the highest possible level of service have been our guiding principles. But despite the historic infrastructure investment and our ability to hold the line on fares and service, the CTA faces challenges and uncertainty. For the fourth year in a row, the State of Illinois budget has reduced operating budget funding to support regional transit. CTA, which carries more than 80 percent of the region’s transit rides, has shouldered the largest portion of the state cuts: more than $46 million in reduced funding in 2018 and a projected additional $15 million reduction in 2019. That number could grow larger if the state extends the cuts in its FY2020 budget. 1 CTA FY19 Budget Letter from the President Faced with dwindling and uncertain funding, the CTA has continually found ways to work more nimbly. Since 2011, we’ve realized $330 million in cost savings, operational efficiencies and additional, non-fare box revenue—more than 20 percent of our entire budget. Over $150 million of that has been achieved since I became President in May 2015, including the elimination of 145 management positions and freezing 150 positions. I also negotiated a labor agreement in 2018 that supported our hardworking men and women while preserving CTA’s commitment to providing the highest quality service. That agreement also secured the future of our nationally renowned Second Chance Program, expanding the program to help even more people begin the path toward productive careers. On the capital side, the CTA continues to grapple with the lack of state funding. Illinois has not passed a capital bill since 2009, a program that typically provides over $200 million per year for improvement projects. The lack of certainty posed by the absence of a consistent, long-term capital bill is a growing concern. If it’s not addressed soon, CTA will not be able to continue the critical investment seen over last several years. Despite those fiscal challenges, CTA continues to find ways to innovate and transform. We continue to modernize our bus and rail fleets, including the largest rail car purchase in the CTA’s history. The CTA’s new 7000-series railcars not only will help the agency maintain one of the youngest fleets among U.S. transit agencies, but the new vehicles will be assembled in a new manufacturing facility on the South Side of Chicago. Earlier this year, we placed an order for 20 new electric buses, which will give the CTA one of the largest electric fleets in the country. We continue to make smart, strategic investments in modernization, creating stations that exceed the expectations of the 21st Century transit customer. Transformative stations like 95th Street and Wilson have created new landmarks in their communities, while gateway projects at Garfield Green Line and Belmont Blue Line will help shape new identities for their neighborhoods. We continue to invest in technology that improves our customers’ experience—from additional Train and Bus Tracker screens, to expansion of our security camera network, to the continued evolution
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