INVEST in TRANSIT the 2018-2023 Regional Transit Strategic Plan for Chicago and Northeastern Illinois Chicago and Northeastern It’S Time to Act

INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan for Chicago and Northeastern Illinois Chicago and Northeastern It’s time to act.

Each day, Northeastern Illinois and the City of Chicago depend on safe, reliable trains and buses to get two million riders where they need Illinois are built 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 (CTA), Metra Commuter Rail, Pace Suburban Bus, and the Regional Transportation Authority (RTA) – on transit and 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 employees. our investment The 2018-2023 Regional Transit Strategic Plan, Invest in Transit, is the region’s case for pursuing dependable funding streams that will enable is at risk. the Transit Agencies to provide this vital service well into the future.

2 INVEST IN TRANSIT The 2018-2023The 2018-2023 Regional Regional Transit Transit Strategic Strategic Plan Plan 3 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 the six Northeastern Illinois counties of Cook, DuPage, Kane, Lake, McHenry, and Will 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 2018-2023The 2018-2023 Regional Regional Transit Transit Strategic Strategic Plan Plan 5 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 customer experience, prevent system Over the next deterioration, and remain competitive. The Region’s investment in transit is at risk. We operate a cost-effective transit system. However, our infrastructure is among the oldest in the five years, we will... 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 an Rider needs vary by geography and so will future transit solutions. In an average resident with access to over 435,000 jobs in 60 minutes and up to era of limited funding, the agencies must focus some resources on transit 1.1 million jobs within 90 minutes. Transit service is essential to regional improvements that will benefit the most people in these areas. 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 roadway agencies to prioritize transit, and piloting operating transit services, we also recognize there is an opportunity to better leverage and fund the system by partnering new technology and mobility solutions. 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...

Deliver value on our investment This goal focuses on the positive impacts of transit investment and the 1importance of increasing funding. Build on the strengths of our network This goal focuses on the service improvements and infrastructure investments 2that the Transit Agencies would like to make in key transit markets throughout the region.

Stay competitive This goal focuses on the vital role that transit plays as part of the region’s 3mobility 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. Across all goals, ensuring safety, security, and accessibility are values that the Transit Agencies take very seriously. These non-negotiables are inseparable from CTA's elevated trains move a lot of people the core responsibilities of the Transit Agencies and will be part of any strategy above Chicago's downtown auto traffic. undertaken in achieving the goals set forth in this plan.

8 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 99 DELIVER Many elements of Metra's rail infrastructure are in dire need of replacement, like the A-2 Interlocking shown here that controls a 1 critical downtown crossing through which VALUE ON OUR four Metra lines pass. 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 OUR INVESTMENT

1960 Federal investment in CTA Skokie Swift (now Yellow Line) opens as "demonstration project' 1964 in early public transit funding partnership with U.S. government. Opening of CTA Dan Ryan and Kennedy 1969- expressway median rail service, extending 1970 reach of rapid transit to Far South and Northwest Sides. TANGIBLE BENEFITS, 1970 Establishment of RTA sets stage for state and mobility needs of car-less and car- local investment in commuter rail division conscious populations through (now Metra) in order to prevent collapse of 1974 LASTING IMPACTS rail operations under bankrupt a flexible family of services that private operators. Creation of Suburban Bus Division of RTA (now Pace) unifies operations and prevents include fixed routes, Call-n- 1980 shuttering of suburban bus agencies as Rides, and vanpools. The Transit CTA Blue Line extended to O'Hare Airport. popularity of urban sprawl is making it The CTA, Metra, and Pace were have benefited from the value Agencies provide transportation Pace inaugurates Route 606 Northwest 1983 difficult for residents to live without cars. Limited service from CTA Blue Line to 1984- created to replace what were that proximity to CTA and Metra to many residents with disabilities Schaumburg. Blue Line extension benefits 1986 originally private rail, streetcar, transit service provides. A 2013 through ADA Paratransit services economic development near Rosemont and Federal investment of Interstate Highway Cumberland stations. Route 606 serves Transfer funds aids construction of Orange and bus companies that went study prepared by the Center operated by Pace and accessible employment corridor along Jane Line to Midway Airport in 1993, bolstering bankrupt. Civic leaders at the for Neighborhood Technology fixed route services operated by Addams Tollway. 1990 airport traffic and opening southwest side 1993 time knew that allowing the (CNT) found that properties near Pace, CTA, and Metra. The Transit corridor to economic development. Chicago area’s transit companies transit in Northeastern Illinois Agencies are also working to Metra inaugurates North Central Service, Metra opens Lake Cook Road Station, first new commuter rail line for Chicago 1996 unique public-private partnership between to cease operations would have and across the country emerged make the fixed route system more area in 70 years. 1996 Metra, Pace, and area businesses to had disastrous consequences. from the Great Recession 41.6 accessible. provide shuttle bug last mile connections So they created public agencies percent more valuable than the Metra receives 3 landmark Full Funding to growing job corridor. Today, the fruits – and the Grant Agreements to cover 60 percent 2000 to inherit a sizable business, but average property in the regions federal share to expand Metra's North 1 responsibilities – of the 2001 also a sizable portfolio of aged evaluated. The Metropolitan Central Service, Union Pacific West, and assets, including worn track and Planning Council (MPC) conducted region’s transit operations and SouthWest Service Lines. Metra unveiled the first of its new 300 2003 gallery cars. structure, inaccessible stations, a similar analysis for Chicago and improvements are shared by all. Federal and state investment 2001- Aging CTA Douglas Branch gets complete undersized garages, and old found that properties within two 2005 partners have provided capital rehabilitation prior to start of Pink Line trains. Under the new agencies’ blocks of transit are more than 2005 service. leadership, private investors twice as valuable as properties grants for large-scale transit State and Regional Investment in 2008 RTA 2 projects, as well as infrastructure Act increases sales tax revenue for transit were replaced with government further away. Metra provides and averts operating funding crisis and Brown Line Capacity Expansion Project investors. The new agencies congestion relief to some of improvements like the CREATE doomsday predictions. 2008 2008 provides accessible stations and longer platforms. had to find a way to continue to the nation’s most crowded Program that benefits not only provide efficient service while expressways by accommodating our transit system, but also the Pace Bus on Shoulder service begins on Stevenson Expressway (I-55). First application 2010 replacing the hand-me-down hundreds of thousands of regional roadway system and national Federal stimulus funds combined with state freight corridors. County and of this bus priority strategy in region. 2011 and private railroad money enables infrastructure through a slow commuters who prefer taking construction of Englewood Flyover, reducing municipal investment partners Red Line South Reconstruction completely 2013 and unsteady stream of public the train to being stuck in traffic. rebuilds 10.2 mile stretch beyond its expected 2013 delays for commuter, intercity, and freight subsidies. Local municipalities have joined have supported local station useful life. rail service. forces with Pace to meet the improvements to enhance transit CTA and City of Chicago partner on Loop Link 2015 The agencies set to work on service. Residents support transit providing bus priority lanes and signals across 2015 Pace dedicates region's first CNG fuel facility and buses, for greener operations. building new lines and replacing service through every taxable the Loop with rail-like customer amenities. 2016 equipment, a forward-thinking City of Chicago opens Union Station Transit Properties within two purchase made in the region, to public investment that has buoyed 2017 Center, providing improved intermodal the collective benefit of riders and Full Funding Grant Agreement from FTA connections between CTA buses, Metra, the region through decades of blocks of transit are matched with City of Chicago Tax Increment and Amtrak. drivers. Transit investments have Finance (TIF) funding allows CTA to continue demographic and development more than twice as far-reaching impacts that last for forward with Red Purple Modernization change. The City of Chicago valuable as properties generations. program. 2020 and suburban neighborhoods 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 13 DELIVER 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 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 dedicated a portion that are due to reach the end of and pursue the strategies outlined TRANSIT’S FINANCIAL 7 of the new revenue from recent their minimum useful lives. The in this plan. total ten-year capital need will be fare increases to fund capital CTA, Metra, and Pace have $37.7 billion and affects all types Ten-Year Capital projects including rolling stock dedicated workforces able of assets ranging from guideway SITUATION TODAY Investment Needs: modernization and Positive Train to keep the trains and buses 4 elements (e.g. track) to vehicles 3 Control (PTC). The CTA and City running efficiently while meeting $37.7 Billion (e.g. trains and buses) as shown of Chicago partnered to enable the expectations of our riders. in the Ten-Year Capital Investment The Transit Agencies are on • State funds for capital, most the Red Purple Modernization However, there is a limit to the Needs chart. uneven financial footing. In recently provided through the (RPM) project to receive matching extent that their resourcefulness 2018, Transit Agencies have a state’s bond programs. funds needed to leverage a Capital funding has been and creativity can be stretched 11 federal core capacity grant. The $3 billion operating budget to • Regional funds from the Transit unpredictable over the past ten to overcome underinvestment. deliver services and a five-year, Agencies’ bond or financing local funds secured to finalize years and has varied significantly Many years of unpredictable and $4.2 billion capital budget for programs, farebox revenue or the federal partnership include by source, as shown in the insufficient capital programs due transit improvements. Operating other Service Board revenue, $400 million of CTA bonds backed Unstable Capital Funding chart. to a lack of a consistent, dedicated funding is anchored by fares paid and local municipalities. by sales tax revenue, combined This instability affected the Transit funding source will eventually lead by riders, the RTA sales tax, and with the creation of a Transit Agencies’ ability to deliver robust to failing equipment, operational funding from the state of Illinois. STATE FUNDING IS Facility Improvement Area (TFIA) capital programs, and capital interruptions, and system While none of these sources is CHRONICALLY LACKING along the project corridor.5 Pace expenditures during that time ridership losses experienced by entirely predictable, they have is partnering with the Illinois averaged only $750 million per peer legacy systems with similar been relatively consistent since The absence of a State capital Department of Transportation year. The Transit Agencies know funding situations.9 10 the RTA Act was amended in program since 2009 has left a (IDOT) and the Illinois Tollway 2008. Capital funding, however, sizable gap in the Transit Agency to maximize expressway is chronically insufficient and capital programs for several infrastructure for premium transit unpredictable. consecutive budget cycles. services through Bus-on-Shoulder Unstable Capital Funding8 The current capital program and flex lane implementation.6 The Transit Agencies’ capital assumes that state funding will be RTA, CTA, and Pace are also funding comes from a variety of nonexistent for the next few years. leveraging public funding through sources including: the issuance of agency bonds. • Federal capital grants and loan CAPITAL NEED OUTPACES programs, that include formula $ FUNDING grants (such as 5307/5340, 1 750M Even with efforts to develop 5337, 5339); discretionary average annual capital grants (such as Capital creative local solutions and Investment Grants and TIGER); expenditure is far below partnerships, the magnitude of need still outpaces the available and discretionary loan programs such as TIFIA (Transportation $ $ funding. The Transit Agencies face a State of Good Repair Infrastructure Finance and 2- 3B 1 backlog of $19.4 billion, which Innovation Act) and RRIF annual capital need includes projects that could not (Railroad Rehabilitation and 1 11 1 1 1 1 1 Improvement Financing).

14 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 15 WHAT 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 WITH WITHOUT station at Randolph/Wabash was worn from a century of use and did not meet the needs of our time. INVESTMENT LEVEL Stable funding allows agencies to The stop-go nature of funding means build projects shortly after they are that some projects are designed designed, and to take advantage of and then wait in queue for delivery construction phasing techniques that while prices rise and plans change. save money. Other projects never reach the design phase. WHAT WE DO WITH IT Vehicles are rehabilitated when Vehicles are kept in service longer needed and replaced on time. The and rebuilt or overhauled rather than system is newer overall and the replaced. The overall system is older agencies have funding to make so operating and maintenance costs customer improvements, reduce the rise. The percentage of our transit $19.4 billion backlog, maintain assets, assets beyond their minimum useful and make customer enhancements. life will grow (currently 31% of assets are in that category).

SERVICE & CUSTOMER IMPACTS Service is reliable and fast. Agencies Service is slower. Breakdowns in rail innovate to stay competitive and can cars and buses or problems with aging experiment or pilot new programs to signal equipment lead to unreliable meet new rider needs. Fares remain service. Agencies can not modernize, stable. innovate, or 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. Ridership Transit is unable to stay competitive program in partnership gains provide revenue that can be against personal autos and private with the City of Chicago, invested in busy routes as well as services. Ridership drops and service is a shining example of supporting services. Efficient transit is limited. Fewer transit options the transformation that is modes and enhanced coordination and less efficient modes reduce possible with transit funding. between them contribute to greater the region’s livability, vitality, and regional livability, vitality, and competitiveness. competitiveness.

16 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 17 DELIVER VALUE ON OUR INVESTMENT Recent transit funding increases in other regions out of 33 48 transit-related ballot MBTA measures passed in STRATEGIES TO $0.03 Gas Tax 2016 elections SEPTA Increase

Act 89 Approximately $600 DELIVER VALUE million per year dedicated to $324 million 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 12 economy, and resiliency. A investment through the following strategies: Year: 2013 Year: 2013 Sound Transit stable, dedicated annual capital investment program of $2 to $3 • Diversify and increase transit capital funding sources through Sound Transit 3 billion per year over the next state and local funding commitments of new revenue sources or MARTA 10 years is essential to meet expansions of existing revenues (e.g. gas tax). This strategy also $27.7 billion in new local sales, the capital needs of the region includes advocating for pricing strategies that both fund transit 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 $2.5 billion surplus revenues from Sound Move and • Set clear project priorities. Agencies will be specific and Sound Transit 2, bond proceeds, farebox of state, federal, and local transparent about funding needs and usage of funds. over 40 years funding commitments, it would recovery, and empower agencies to improve • Invite the Private Sector to share in transit investments. The Year: 2016 interest earnings agencies will continue to explore opportunities to embrace private MTA 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 2015 - 2019 Capital with priority projects detailed marketing, service subsidies, and maintenance partnerships. Program throughout this plan. Activities also include continuing to explore the potential for $11.8 billion from MTA, The agencies have a track public-private partnerships and more prevalent value capture mechanisms. $8.3 billion from New York State, RTD record of delivering on large $6.4 billion in federal funds, $2.5 capital project commitments. • Contribute to national economic strength and competitiveness billion from New York City FasTracks RTA’s Project Management through continued federal investment. The region will continue LAMetro Oversight office monitors the to seek federal funding and apply it to regionally and nationally Year: 2015 $4.7 billion over nearly implementation of capital projects significant projects. 40 years from 0.4% regional sales Measure M and found in its most recent • Provide a framework for the region to maximize the return on tax increase, federal funds, loans, and private contributions report that 95% of state bond- investment from the existing transit system by working with local $40 billion over 30 funded projects were tracking on- municipalities and Chicago Metropolitan Agency for Planning years, through 1/2 cent sales tax Year: 2004 time and 100% were on-budget (CMAP) to implement policies that support transit. This includes increase and continuation of 1/2 notwithstanding delays related advocating for transit-supportive land uses, better pedestrian cent tra c relief tax to state funding.13 The agencies and bicycle access to transit services, more employment near are ready to deliver more transit, and higher density, infill development with accessible and Year: 2016 improvement projects, but more affordable housing around transit. Initiatives like RTA’s Community funding is required to do that. Planning Program provide resources for 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 19 BUILD ON THE 2STRENGTHS 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 21 24-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 access work, home, evening, but many routes hours a day, largely out of center crews hand over entertainment, and more. run continuously. sight. their duties multiple times THE PEOPLE AND per day. EQUIPMENT BEHIND

New capital investment AM 8 9 AM

EVERY TRIP and increased operating AM 7 funding is needed AM 6 10 AM to keep all of the The Transit Agencies meet the fleet to a carefully timed schedule. equipment necessary for

daily travel needs of hundreds Agency funding is used not only AM 5 11 AM operations in constant of thousands of customers by to operate the service that riders working order. 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 4 AM 4 12 PM across the region to on-demand around-the-clock backend is causing concern among the service to specific activity operations that make service agencies and concern for riders

centers in local communities. possible. and people living in the Chicago

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22 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 23

TRANSIT STRENGTHS: BUILD ON THE STRENGTHS OF Frequent service and loyal ridership OUR NETWORK TRANSIT CHALLENGES: Crowded trains, buses stuck in traﬃc TRANSIT STRENGTHS: Moving thousands of people in and c CTA Wilson station reconstruction SIX KEY TRANSIT out of downtown c CTA Your New Blue station improvements and added ADA accessibility TRANSIT CHALLENGES: p Pace Bus On Shoulder operation on Edens Expressway

Competition with cars for space on roads; difficult PROJECTS: p connections from the Central Business District to River CTA Red Purple Modernization Phase One program MARKETS READY FOR p North and the West Loop Metra replacement of UP-N Bridges p CTA Blue Line Signal project f c Loop Link gives CTA buses exclusive lanes & signal priority CTA Red Purple Modernization Future Phases INVESTMENT c New Washington and Wabash L Station f New Metra Station at Peterson on UP-N Line c New bus facility at Union Station f New CTA Railcars The Chicago area transit system is a network of services that empowers p Quincy L Station ADA access f CTA Blue Line track and traction power people to move throughout the region, and investment in any part of the PROJECTS: 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 Station Accessibility six areas that will build on the strengths of the transit system and address the f CTA State/Lake station reconstruction challenges of the network to the benefit of riders throughout the region. f Union Station upgrade/development f Metra A-2 flyover, west of downtown Recently completed Programmed Planned but needs funding TRANSIT STRENGTHS: Growing population of transit riders

TRANSIT CHALLENGES: TRANSIT STRENGTHS: Providing transit solutions 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: TRANSIT response markets Metra commuter rail and Pace bus TRANSIT CHALLENGES: STRENGTHS: c Pace Pulse Milwaukee Line design and construction systems provide backbone for access High trip costs for mandated service; no capital funding award in 5-Year capital program Robust bus and train network c Commercial and residential development completed TRANSIT CHALLENGES: TRANSIT CHALLENGES: following RTA TOD studies in Skokie and Orland Park Making practical ﬁrst and last-mile connection

PROJECTS: c Long travel times; lack of employment in the area; p Support facilities for I-55 Bus on Shoulder Service to ﬁxed route network New Call Center software and restructuring to reduce costs and improve response times declining population p Design and land acquisition for Pace Northwest f Cook Garage c Vehicle purchase and garage construction for c New Pace express service on I-90 City of Chicago service to reduce operating Pace new express service to Amazon fulﬁllment p Continuation of Pace posted stop and shelter c centers in Joliet and Monee

RTA Pilot for reverse commute shuttle in Downers PROJECTS: costs programs Grove to Esplanade business park c CTA Draft Environmental Impact Statement for Red p Pace Pulse Service on Dempster p Parking and customer facilities to support Pace Line South Extension

f PROJECTS: CTA Forest Park branch reconstruction PROJECTS: I-90 express service p Garﬁeld Gateway & Cottage Grove station f Expansion of Pace Pulse routes, bus ﬂeet renovations expansion, and garage facilities p Transit signal priority installation on connecting f Partnerships between private mobility south suburban corridors companies, municipalities, and employers to f Final Engineering and construction of Red provide connectivity Line South Extension f Metra 75th Street Corridor Improvement Project

24 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 25 CTA 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 Mid-Life Bus Overhaul (4300 series) Overhauls to maintain vehicles, ensure reliability, and enable to $35M STRATEGIES TO perform through full useful life Railcar Purchase Replacement of 2600- and 3200-series rail cars $1.6B Quarter-life overhaul of 5000-series rail cars and life- Railcar Overhaul (2600s and 5000s) extending overhauls of older 2600-series rail cars $525M BUILD ON Red Line Extension* Extension of the Red Line from 95th Street to 130th Street $2.3B Advancement of the Red and Purple Modernization (RPM) Red Purple Modernization** Program, the largest line rebuild and capital improvement $8.7B OUR STRENGTHS project in CTA history Blue Line (O'Hare) Traction Power Capacity & Upgrades and State of Good Repair projects along the O'Hare $300M Track Improvements Branch of the Blue Line 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 pursue the following strategies to build on our Green Line Improvements Track, structural, station, and power improvements $454M 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 Brown Line Improvements Upgrades and State of Good Repair projects along the Brown $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 Rail Yard Improvements Improvements to CTA Rail Yards $88M the key projects that the agencies outlined in the Priority Projects chart, are the most impactful ways 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 where pedestrian access to bus stops should be addressed. 10 years is needed to provide Future BRT/Bus Slow Zone Removal/ Targeted street and traffic signal improvements to increase bus $200M adequate funding to deliver these • Seek innovative opportunities to improve the delivery of services TSP/Dedicated Lane projects speeds 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, Non-Revenue Vehicle Replacement Program Replacement of vehicles needed for maintenance and $60M of priority and a growing population of older adults to jobs and activities operations support $30B projects throughout the region. Critical Needs at CTA Facilities Roof and other upgrades to maintenance facilities $110M are not fully funded today • Facilitate seamless connections and physical integration of Rail Shops Improvements Provide repair and replacement to worn components at rail $191M the three transit systems through coordinated schedules, maintenance shops 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. Total $17.9B

The “Priority Projects” on the following pages are key initiatives that the Transit Agencies cannot complete at current capital funding levels *Ideally, 50% of this project cost would come from the federal New Starts program and the region would support the local match. and are advancing as additional capital funding is provided. The “10-Year Project Cost” for each Priority Project is the estimated cost of ** 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 delivering the portion of the project realistically achievable in the next 10 years (2018 – 2027) and is subject to change. A portion of funding 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 required to advance some of these Priority Projects is programmed in the Transit Agency capital programs, yet all are still under-funded or from the federal Core Capacity program and the region would support the local match. 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.

26 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 27 METRA 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 vehicles reaching useful life $20M Track Improvements Replace and repair trackwork components $1.9B Community Vehicles - Expansion New Community and Call-n-Ride vehicles $3M Positive Train Control (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 $664M Regional Transit Signal Priority (RTSP) Expand Transit Signal Priority installations region-wide $10M Improvements and yards Intelligent Bus System (IBS) Replacement Equipment for bus tracking, communications, and data $11M Chicago Union Station Improvements Implementation of key projects benefiting commuters $500M using Chicago Union Station Farebox System Replace fareboxes that are over 20-years old $21M Rail Station Improvements Rehabilitation and upgrades to station buildings, $853M Improvements to garage facilities including underground platforms, and parking lots Improve Support Facilities storage tanks $79M Construct New Support Facilities Add needed capacity for bus maintenance and storage $69M Total $11.6B Security, Computer, Software, and Office Upgrade systems to provide enhanced asset protection $52M Systems Upgrades and business systems *This project is currently fully funded in order to complete the federal mandate regarding Positive Train Control (PTC) implementation on a specific schedule. However, it is 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 Support Equipment/Non-Revenue Vehicles Facility and system maintenance equipment and vehicles $25M the Priority Projects list. 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) Facilities 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

Total $1.0B

28 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 29 3STAY 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, comfortable trips that allow riders to be productive en route, and fast service that is (or should be) largely removed from general traffic congestion. 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 31 STAY COMPETITIVE congested streets and transit transfers between transit modes. TRANSIT IS AS RELEVANT service cuts, any of which would Of course, all of these innovations AS EVER be bad news for transit riders and and services have a cost Transit has many inherent our region as a whole. associated with them. In an advantages that make it worthy of The task ahead for the Transit era where limited operating continued investment in today’s Agencies is balancing the risks and capital funding is already market. Public transit has lower and potential negative impacts dedicated to much-needed system out-of-pocket costs than car ADAPTATION IN A of change with the potential to repairs and existing operations, ownership.21 Transit fares are improve mobility and transit it is difficult for Transit Agencies also predictably consistent and New mobility services are a service in the future. to carve out budgets to make low compared to new mobility TIME OF CHANGE double-edged sword. Earlier enhancements. options that are priced based on a research indicated that they ADAPTATION IN A continually updated computation decreased car ownership but COMPETITIVE MARKET of time, distance, and demand. newer research suggests that of those Public transit also gives riders the 17 18 Staying competitive in this this may not be the case. opportunity to use travel time Public transportation is no stranger expected to continue doing so in environment requires constant surveyed The mobility innovations could 80% productively instead of focusing to change. Suburbanization, the the coming years, such that their innovation and improvement. To solve the challenge of providing are satisfied with the on the road. Transit is faster and popularization of the private expectations will shape change stay competitive means to provide transportation options in less speed and reliability of more predictable than driving in automobile, teleworking, gas within the transit system. Work a desirable alternative to driving dense suburban areas that are 20 many corridors. prices, and the daily weather habits and commute patterns alone, as most regional residents their transit trips. have shifted and swayed transit have also changed, with more currently difficult and expensive to serve with traditional transit. still drive their cars for most daily riders since the 1800s. That said, people working from home and 19 However, if left unchecked, these trips. It includes investment innovations in technology over the outside of historic office hours. in infrastructure, including new last ten years have quickly made innovations may encourage land This era of change has introduced rail, bus priority treatments on an impact. The rapid proliferation use patterns that are not efficient uncertainty for the future as roadways, and better pedestrian of electronic sensors and data for public transit in the long mobility services come and go, infrastructure. It also includes processing capability has provided run. As private mobility services and consumers constantly adjust making changes that the Transit new sources of information for become more common in dense to new options. The role of public Agencies have already made or improved operations. The invention urban areas where transit service and private sectors also could are working to make: improving of the smart phone and the is strongest, it could cause a be changing as private mobility the customer experience through overwhelming popularity of instant vicious cycle of decline in which services resemble a public utility real-time information and trip connectivity, information, and apps fewer riders and more cars function to riders, but do not offer planning information; increasing have changed rider expectations. leads to slower bus speeds, less public equity protections against frequent service, and ridership speeds by dedicating right of Regional demographics are disparity of service due to income, losses. This devolution could way to bus routes and enforcing also changing. Millennials, born physical abilities, and access to ultimately result in more 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 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 33 Public transit can benefit from benefit can transit Public Public transit can benefit from vices in some in vices r se mobility e at priv PLACE THE THE PLACE private mobility services in some rs. othe in it y b harmed be and eas ar areas and be harmed by it in others. ransit agencies ransit t mind, in t tha With STAYPRIVATE FOR FOR PRIVATE With that in mind, transit agencies actions: following the consider will COMPETITIVESERVICES SERVICES will consider the following actions: w mobility mobility w ne with G IN CONTRACT S A E D I Y L P P PPLY IDEAS CONTRACTING with new mobility rvice and and rvice se run o t viders o pr A A providers to run service and

C A AC with new mobility TRANSITnew with G NERIN PART IS THE COREC T I N U M M O C E L B A K L A ALKABLE COMMUNIT C PARTNERING with new mobility E I W W IE O S S T R O P PORTS S O providers to offer services that fill that services offer to providers M ER P U S SUP R E M providers to offer services that fill M A R T E L B A D R O ORDABLE TRA M gaps in transit services transit in gaps T R O P S N N F F A S E D DES AFF N NSPORT gaps in transit services O O I T A T I V O R ROVI T ATIO O D O T N R P P R N TO D A A A A like software software like A L L T N E M N O R I V N E E H T S E ES THE ENVIRONMENT LL A like software OF IDEAS G MOBILITYYIN L PP A T E R Y B P V O R P PROV P BY RE T APPLYING IDEAS E C U D M I IM DUC E innovations and routing techniques routing and innovations G N I ING innovations and routing techniques D E C N E S E R P D D PRESENCE D V I R H T N I E X I F A A FIXE IN TH RIV used by the private sector to solidify solidify to sector private the by used N I O C E S A H HAS E CO IN used by the private sector to solidify G M M MM G Transit services are the region’s N U UN strong transit markets transit strong T I E L P O E P Y N A M MANY PEOPLE IT strong transit markets E I A T A S E I R R RRIES AT A IE most equitable, affordable means S W O L A C CA LOW S O C CO T S ST w mobility mobility w ne ofG massIN DAT mobilityOMMO available.ACC They E P S E L B A I L E R S E D I IDES RELIABLE S PE ACCOMMODATING new mobility R C I V R E V O R ROV ERVIC R I R E P P E RI o o t space spanviding o ther p y regionb viders ando pr are already E D DE providers by providing space to R R G N O L E L P O E P S E I R RIES PEOPLE LONG load/unload at suburban rail stations rail tailoredsuburban at to meet theload/unload needs S I D R A C CAR DIS load/unload at suburban rail stations N A T TAN E C CE and built-environment of each S S R E P R O F E C A P S S S SPACE FOR PE R L P O A H HA OPL community. Private mobility E T E E T E ompanies c mobility G IN AT UL REG T S O O S T REGULATING mobility companies G T I IT G O O L S P O T S Y N NY STOPS LO O om picking up/ picking companiesom r f them t (suchreven p aso t Uber, Lyft, C R A C A M MA CA R C to prevent them from picking up/ U S D E T TED S U A A T T T TA A Via, Chariot, and taxicabs) now N H H N dropping off or transporting customers transporting or off dropping L R R L dropping off or transporting customers R D O G N O L S N U UNS LONG O D R A U O H R R HO U A also operate in many of the same G R U UR G in such a way that it degrades transit degrades it that way a such in T H S S H T in such a way that it degrades transit T O O T

N U U N areas. They offer transportationservices E T O S E V I R R A ARRIVES O T E services F F C E T TE C O N N O options that some people find O O M M

C M M C

appealing and convenient, but do U U

not replace public transit or offer N N I I T T

I I E E all of the same benefits. Transit S S Agencies will continue to make investments in successful transit,

while also exploring partnerships MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE MORE

in areas where transit is less LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS LESS effective or very expensive to operate. TRANSIT SOCIETAL BENEFITS OPERATIONAL EFFICIENCIESCONVENIENCES PASSENGER PASSENGER CONVENIENCESEFFICIENCIES OPERATIONAL BENEFITS SOCIETAL TRANSIT TRANSIT SERVICES TransitSERVICES has a positiveTRANSIT impact on Transit is an reliable efficient provides way tobest moveits at Transit Transit at itsmove bestto way provides efficient reliable an is Transit on impact TRANSITpositive a has SERVICESTransit INVESTMENT our region. It supports walkable many people at long once. Railpeople linescarries service, service, carrieslines peopleRail once. long at people many walkable supports It region. our INVESTMENT AT THE CORE IN IN communities,CORE THE AT provides affordable and busy to bus routespeople for havespace a fixedhas distances, distances, hasfixed a spacehave for peopleroutes bus to busy and affordable provides AT THE COREcommunities, IN PROVIDES... and accessibleREGION transportationOUR to presence stops in the communitiesnearby provides andstand, or sit sit or stand,and provides nearbycommunities the in stops presence to OURtransportation REGIONaccessible and PROVIDES... all, and improves the carry manyoperates people at a lowcommunities, cost throughout throughout cost communities,low a at people operatesmany carry the improves and all, PACE CALL N RIDES, VANPOOL VANPOOL environmentCALL N RIDES, PACE by reducing driving. per rider. The Transitfrequently. Agenciescomes and hours, long long hours, and comesAgencies frequently.Transit The rider. per driving. reducing by PACE CALL N RIDES,environment VANPOOL The TransitDIAL A RIDES PACE Agencies will work will continuesare services to investtransit in railrobust most The The most robustrail in transitinvest to services arecontinues will work will Agencies PACE DIAL A RIDESTransit The with communities to take infrastructure areas and density key bushigher in successful successful in higherbus key density and areas infrastructure take to communities with PACE ADA PARATRANSIT advantageADA PACE of these benefits. In corridors to meetand existingChicago needs, downtown like like downtown needs, Chicagoexisting andmeet to corridors In benefits. these of PACE ADAadvantage PARATRANSIT areas where private mobility then look toagencies privateThe mobilitydowntowns. suburban suburban downtowns.mobility Theprivate agenciesto look then mobility private where areas PACE NEIGHBORHOOD CONNECTORS servicesNEIGHBORHOOD slowPACE transit vehicles partnerships protect) in areas(and wherefund to continue will will continue to fundwhere (andareas in protect) partnerships vehicles transit PACEslow NEIGHBORHOODservices CONNECTORS down or encourage unnecessary transit iswhile expensive,areas impractical,these in services transit transit services in theseimpractical, areasexpensive, whileis transit unnecessary encourage or down CTA BUS & RAIL, PACE CTA CONNECTORS CTA PACE RAIL, & BUS CTA CTA BUS & RAIL, PACE CTA CONNECTORS driving, communities will benefit or unproven. private with partner to looking looking to partner with private unproven. or benefit will communities driving, METRA COMMUTER RAIL, PACE EXPRESS PACE RAIL, fromCOMMUTER regulatingMETRA them. In areas have not do that areas in companies companies in areas that do not have areas In them. METRAregulating COMMUTERfrom RAIL, PACE EXPRESS where private mobility services service. transit for demand high high demand for transit service. services mobility private where help fill a mobility gap, gap, mobility a fill help partnerships make sense. sense. make partnerships

34 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 35

STAY COMPETITIVE STRATEGIES TO STAY COMPETITIVE

Policies developed and actions The following strategies will help our system adapt taken over the next five years by the 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 and continually improve and archive real-time transit data to Orland Park has transformed the area the next five years by create a valuable resource for future research and performance the Transit Agencies measurement over time. around the 143rd Street Metra Station. Ridership at the station increased 57% will move toward • Make small improvements that add amenities for passengers and the promise of new market them alongside transit’s key strengths. Relatively simple between 1999 and 2014, and 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 37 Metra, 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 personal vehicles off of the road to help our WE’RE MOVING 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 39 Transit capital Now is the time to act. Capital investment, along with and convenient public transit for stabilized operating funding, will Northeastern Illinois. In addition, empower the Transit Agencies the agencies will launch a capital to build upon the strengths of funding campaign to increase the investment makes a robust legacy system with level of capital investment to $2 modern, relevant improvements to $3 billion annually as described that provide better experiences throughout this plan. in the short term and promote Additional funding will provide greater quality of life in the the means for the Transit sense for the long term. Actions taken by the Agencies to improve the system Transit Agencies over the five and pursue the strategies outlined year plan timeline will provide in Invest in Transit. We will also visible improvements to riders of continue to report regularly transit system, the system and also set a course on transit funding, system for down-the-road investments performance, ridership, safety, as transportation shifts continue and customer satisfaction to

to take shape. ensure stakeholders are aware of In 2018, the Transit Agencies will the opportunities ahead and the

the economy, benefits of investing in transit. continue to deliver safe, reliable, and the region.

40 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 41 CTA's Roosevelt station provides easy transfers between subway, elevated rail, and bus, connecting Chicago's north, west, and south sides to nearby employment and cultural activities late into the evening. REFERENCES 1. “The New Real Estate Mantra: Location 12. “Chicago Metropolis 2020’s Time is Near Public Transportation.” http://www. Money: The Economic Benefits of Transit apta.com/resources/statistics/Documents/ Investment.” https://www.edrgroup.com/ NewRealEstateMantra.pdf pdf/timeismoney.pdf 2. “Land closest to Chicago’s El stations 13. “RTA Report on Project Management most valuable in Chicago.” http://www. Oversight, June 2017.” http://www. metroplanning.org/news/7129/Land-closest-to- rtachicago.org/files/documents/ Chicagos-El-stations-most-valuable-in-Chicago businessandfinance/FIN062217-3b-Report- 3. RTA 2016 Regional Report Card on-Project-Management-Oversight.pdf 4. “Metra announces $2.4 billion modernization 14. “Regional Transit Strategic Plan: Beginning plan.” https://metrarail.com/about-metra/ the Discussion.” http://www.rtachicago. newsroom/metra-announces-24-billion- org/files/documents/strategicprograms/ modernization-plan strategicplan/Headlines-Book_Online_ 5. “City Council backs TIF to snare millions of FINAL.pdf dollars for Red-Purple line work.” http://www. 15. “RTA 2016 Customer Satisfaction Survey.” chicagotribune.com/news/local/politics/ http://www.rtachicago.org/index.php/plans- ct-chicago-city-council-meeting-met-1130- programs/performance-measures/2016- 20161130-story.html customer-satisfaction-survey.html 6. “Smart road tech, Pace buses come to 16. “Millennials in Motion.” https://uspirg.org/ highway in Northwest suburbs.” http://wgntv. sites/pirg/files/reports/Millennials%20 com/2017/09/05/smart-road-tech-pace-buses- in%20Motion%20USPIRG.pdf come-to-highway-in-northwest-suburbs/ 17. “Shared Mobility and the Transformation 7. “RTA Bridging the Gap.” http://www.rtachicago. of Public Transit.” https://www.apta. org/files/documents/businessandfinance/ com/resources/reportsandpublications/ capitalassetconditionassessment/2017%20 Documents/APTA-Shared-Mobility.pdf Capital%20Investment%20Bridge%20the%20 18. “Disruptive Transportation: The Adoption, Gap.pdf Utilization, and Impacts of Ride-Hailing in 8. National Transit Database. https://www.transit. the United States.” https://itspubs.ucdavis. dot.gov/ntd/ntd-data edu/wp-content/themes/ucdavis/pubs/ 9. “Washington Metro, 40 and Creaking, Stares download_pdf.php?id=2752 at a Midlife Crisis.” https://www.nytimes. 19. “CMAP Travel Trends.” https://datahub. com/2016/04/04/us/washington-metro-40-and- cmap.illinois.gov/dataset/e3b1e33a- creaking-stares-at-a-midlife-crisis.html a927-45a8-9a3d-d43de118f74a/ 10. “Cuomo Declares a State of Emergency for resource/87549577-0e21-48ad-958e- New York City Subways.” https://www.nytimes. cd66b1dd955a/download/FY17-0012- com/2017/06/29/nyregion/cuomo-declares-a- TRAVEL-TRENDS-SNAPSHOT.pdf state-of-emergency-for-the-subway.html 20. “RTA 2016 Customer Satisfaction Survey.” 11. Congestion Mitigation and Air Quality http://www.rtachicago.org/index.php/plans- Improvement (CMAQ) Program is a federally- programs/performance-measures/2016- funded program of surface transportation customer-satisfaction-survey.html improvements designed to improve air quality 21. "APTA 2017 September Transit Savings and mitigate congestion. Report." www.apta.com/mediacenter/ pressreleases/2017/Pages/September- Transit-Savings-Report-.aspx

42 INVEST IN TRANSIT The 2018-2023 Regional Transit Strategic Plan 43 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 vital services for Northeastern Illinois into the future. For more information please see Beginning the Discussion, which describes key findings from research conducted in 2016 as preparation for the 2018-2023 Regional Transit Strategic Plan, and Invest in Transit Priority Projects, which provide more detail on the key projects that the Transit Agencies would like to complete with a stable, dedicated capital investment program.