Lobbyist Clients - 2012 Based on Lobbyist Data - Lobbyist Registry - 2012 to Present (Deprecated October 2015)
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Monthly Ridership Report July 2019
Monthly Ridership Report July 2019 Prepared by: Chicago Transit Authority Ridership Analysis and Reporting 8/7/2019 Table of Contents How to read this report...........................................................................................i Executive Summary...............................................................................................ii Monthly Notes…….................................................................................................iii Monthly Summary..................................................................................................1 Bus Ridership by Route.........................................................................................2 Rail Ridership by Entrance....................................................................................8 Average Weekday Cross-Platform Transfers......................................................24 How to Read This Report Introduction This report shows how many customers used the CTA bus and rail systems for the year. Ridership statistics are given on a system-wide and route/station-level basis. Ridership is primarily counted as boardings, that is, customers boarding a transit vehicle (bus or rail). On the rail system, there is a distinction between station entries and total rides, or boardings. The official totals on the Annual Summary report show the total number of boardings made to CTA vehicles. How are customers counted? Rail On the rail system, a customer is counted as an entry each time he or she passes through a turnstile -
CTA Capital Construction Update March 14, 2007
Brown Line CTA Capital Construction Update March 14, 2007 1 Brown Line Capacity Expansion Project Project Summary BUDGET • Total project budget: $529.9 million SCHEDULE • Project Completion: December 31, 2009 PROJECT GOALS • Extend platforms to allow 8-car operations • Make stations ADA compliant • Add elevators to 13 stations • Rehabilitate 18 stations • Restore 8 historic stations • Upgrade signal, communications and power delivery system 2 Brown Line Capacity Expansion Project Project Activities • Relocated signal infrastructure at Chicago and Sedgwick • Continued installation of new platform structure at the south end of the Armitage station • Completed station house and platform demolition at Addison and Montrose Stations and began foundation installation at Montrose and Addison • Returned Clark Tower to CTA Rail Operations for personnel training and use of the refurbished tower • Continue structural steel installation at Belmont for the new northbound track • Reopened Francisco station to revenue service on March 9, 2007. Punch list work will continue. • Received the building permit for Montrose station on February 28, 2007 • Held a “Meet the Contractor” community meeting on March 1, 2007 at Advocate Illinois Masonic Medical Center for the Southport, Wellington, Paulina and Diversey station package • Held a community meeting at Lane Tech High School on March 12, 2007 to discuss 3-track operations. Future presentation dates are scheduled for March 15th, 19th, and 26th. 3 Brown Line Capacity Expansion Project Three Month Look Ahead -
Village of Algonquin Annual Budget: FY 16/17
Annual Budget May 1, 2016 - April 30, 2017 Adopted April 5, 2016 A Glimpse into Algonquin’s History… The Village of Algonquin was settled in 1834 with the arrival of Samuel Gillian, the first settler in McHenry County. Other early settlers were Dr. Cornish, Dr. Plumleigh, Eli Henderson, Alex Dawson, and William Jackson. The Village changed names several times in the early days; the names included Cornish Ferry, Cornishville, and Osceola. The name Algonquin was finally selected in 1847 as a suggestion from Samuel Edwards as a namesake for a ship he once owned. The Village was incorporated in 1890 and witnessed both commercial and recreational trade. Algonquin was a favorite vacation spot for residents of Chicago. Nestled in the foothills of the Fox River Valley, Algonquin became known as the “Gem of the Fox River Valley.” The first Village Hall was constructed in 1906 at 2 South Main Street and throughout the years housed fire protection, library, and school services for the community as well as accommodating the municipal offices. The building served as Village Hall until the new Village Hall was completed in 1996. The original building is now called Historic Village Hall and serves as a community facility and meeting location. A highlight in Algonquin’s history was the period from 1906 to 1913, when the Algonquin Hill Climbs were held. The event was one of the earliest organized auto racing events held in the United States. Algonquin had a population of about 600 residents at that time and the annual hill climbs would bring crowds in excess of 25,000 to the Village. -
June 2020 Project Management Oversight Report
Project Management Oversight June 2020 REPORT ON PROJECT MANAGEMENT OVERSIGHT – JUNE 2020 Executive Summary This semi‐annual Report on Project Management Oversight details Service Board efforts in implementing their capital programs. Included are details on all state‐funded projects, regardless of budget, and all systemwide projects with budgets of $10 million or more, regardless of funding source. Information in this report was collected by direct interviews, project meetings, and documented submissions from Service Board project management teams. The RTA’s 2018‐2023 Regional Transit Strategic Plan, Invest in Transit, highlights $30 billion of projects that are needed to maintain and modernize the region’s transit network. To maintain and preserve the current system in a State of Good Repair (SGR), as well as address the backlog of deferred SGR projects, requires a capital investment of $2 to $3 billion per year. The Rebuild Illinois funding is planned to expedite overdue repair and replacement projects, reduce the backlog of deferred improvements, and move the system toward a state of good repair. It nearly doubles the previous five‐year regional capital program of $4.3 billion. The new funds enable real progress on the state of good repair, by allowing improvements and in some cases replace aging system assets. Due to the current events, there is a level of uncertainty around the PAYGO and State Bond funding, which is dependent on revenues that may not reach the previously projected levels in the current economy. At this time the Service Boards are continuing with the implementation of their capital programs and working through the grant application process for the Rebuild Illinois funding. -
June 2019 Project Management Oversight Report
REPORT ON PROJECT MANAGEMENT OVERSIGHT – JUNE 2019 Executive Summary This semi‐annual Report on Project Management Oversight details Service Board efforts in implementing their capital programs. Included are details on all state‐funded projects, regardless of budget, and all systemwide projects with budgets of $10 million or more, regardless of funding source. Information in this report was collected by direct interviews, project meetings, and documented submissions from Service Board project management teams. The RTA’s 2018‐2023 Regional Transit Strategic Plan, “Invest in Transit,” highlights $30 billion of projects that are needed to maintain and modernize the region’s transit network. To maintain and preserve the current system in a State of Good Repair (SGR), as well as address the backlog of deferred SGR projects, requires a capital investment of $2 to $3 billion per year. After nearly a decade without a State of Illinois capital program, transit in the RTA region will get a much‐needed infusion from the Rebuild Illinois bill passed on June 1, 2019 by the General Assembly. The RTA is looking forward to the implementation of this new state capital plan however there is a concern that the proposed funding for transit does not meet the current needs as identified in “Invest in Transit.” The 55 projects detailed in this report together represent $5,712,260,030 worth of construction, maintenance, and procurement. Many of these projects address outstanding capital needs, while others are directed toward compliance with federal requirements or enhancing customer experience, safety, and security. All of the state funded projects are within budget. -
Union Pacific North Line Bridges Environmental Review
ENVIRONMENTAL REVIEW Metra Union Pacific North Line Bridges Chicago, Illinois Metra Project Number: 2112 Prepared for: Metra 547 W. Jackson Boulevard Chicago, IL 60661-5717 Prepared by: V3 Companies of Illinois 7325 Janes Avenue Woodridge, IL 60517 February 4, 2011 Revised June 7, 2011 TABLE OF CONTENTS Page 1.0Introduction 1 2.0 Need for and Description of Proposed Action 2 3.0 Alternatives to the Proposed Action 3 4.0 Screening of Environmental Factors 4 5.0 Factors Requiring Further Analysis and/or Documentation 11 5.1 Noise and Vibration 11 5.2 Historic Properties and Parklands 19 5.3 Construction 19 5.4Aesthetics 21 5.5 Community Disruption 21 5.6 Hazardous Materials 22 6.0 Environmental Justice 25 6.1 Introduction 25 6.2Definitions 26 6.3Methodology 26 7.0 List of Agencies and Persons Contacted 28 8.0Summary 28 LIST OF TABLES Page Table 4.1 Summary Table of Environmental Factors 4 Table 5.1 Noise Impact Assessment at Rogers Park Montessori School 13 Table 5.2 Noise Impact Assessment at Nearest Ends of the 13 Two Side Townhome Buildings Table 5.3 Noise Impact Assessment at Middle Townhouse Building 14 Table 5.4 Environmental Regulatory Review for Sites near or 23 Adjacent To the Project Limits Table 6.1 Census Data 27 Table 7.1 Agencies and Persons Contacted 28 LIST OF APPENDICES Appendix A Exhibits · Figure 1: Site Location Map · Figure 2: Architect¶s Rendering of Ravenswood Station Improvements · Figure 3: Zoning Map · Figure 4: Noise Receptor Location Map · Figure 5: National Wetland Inventory Map i · Figure 6: Flood Insurance Rate Map · Figure 7: Site Photographs Appendix B Agency Coordination · Illinois Department of Natural Resources · U.S. -
December 2020 Project Management Oversight Report
Project Management Oversight December 2020 REPORT ON PROJECT MANAGEMENT OVERSIGHT – DECEMBER 2020 Executive Summary This semi‐annual Report on Project Management Oversight details Service Board efforts in implementing their capital programs. Included are details on all state‐funded projects, regardless of budget, and all systemwide projects with budgets of $10 million or more, regardless of funding source. Information in this report was collected by direct , interviews project meetings, and documented submissions from Service Board project management teams. The RTA’s 2018‐2023 Regional Transit Strategic Plan, Invest in Transit, highlights $30 billion of projects that are needed to maintain and modernize the region’s transit network. To maintain and preserve the current system in a State of Good Repair (SGR), as well as address the backlog of deferred SGR projects, requires a capital investment of $2 to $3 billion per year. The Rebuild Illinois funding is planned to expedite overdue repair and replacement projects, reduce the backlog of deferred improvements, and move the system toward a state of good repair. It nearly doubles the previous five‐year regional capital program of $4.3 billion. The funds enable real progress on the state of good repair, by allowing improvements and in some cases replace aging system assets. Although this has been a difficult year due to operating funding shortfalls related to COVID‐19, the Service Boards are continuing with the implementation of their capital programs. This report includes, for the first time, 13 Rebuild Illinois projects representing $655 million in Rebuild Illinois funding. The 13 projects reported on have begun during this reporting period and have ongoing activities. -
June 2018 Project Management Oversight Report
June 2018 Project Management Oversight Prepared by the Department of Finance, Innovation & Technology REPORT ON PROJECT MANAGEMENT OVERSIGHT – JUNE 2018 Executive Summary This semi‐annual Report on Project Management Oversight details Service Board efforts in implementing their capital programs. Included are details on all state‐funded projects, regardless of budget, and all systemwide projects with budgets of $10 million or more, regardless of funding source. Information in this report was collected by direct interviews, project meetings, and documented submissions from Service Board project management teams. The State of Good Repair backlog for the region currently stands at $19.4 billion, and the 10‐ year capital need for normal reinvestment is $18.3 billion, which results in total 10‐year capital need of $37.7 billion. The 60 projects detailed in this report together represent $3,861,547,183 worth of construction, maintenance, and procurement. Many of these projects will address outstanding capital needs, while others are directed to compliance with federal requirements or enhancing customer experience, safety, and security. The majority of state funded projects are within budget, one project is under budget. 80% of the state funded projects are on schedule. Regarding change orders, some of the added budget came from decisions by the Service Boards to add value to projects or comply with federal requirements. Other change orders were mostly for unforeseen conditions, and a minimal amount was due to errors and omissions. There were also change orders that provided credit for value engineering and for unused allowance and deleted work. Although the progress being made on these projects is significant, current capital funding will not support much needed renewal of the region’s aging transit infrastructure. -
Diversey Bicycle Racks Are Available on the Front Chicago Transit Authority Exteriors of CTA Buses
CTA Bike & Ride Monday thru Friday 76 Diversey Bicycle racks are available on the front Chicago Transit Authority exteriors of CTA buses. Bicycles can be Eastbound Westbound placed on bicycle racks during normal Leave Logan Arrive Leave Logan Arrive hours of operation for each route. Racks Diversey/Diversey/ Diversey/ Square Diversey/ Diversey/ Nature Nature Diversey/ Diversey/ Square Diversey/ Diversey/ Harlem/ accommodate two (2) bicycles at a time. Harlem Central Pulaski Station Western Ashland Museum Museum Ashland Western Station Pulaski Central Diversey ----- ----- ----- 4:30 am 4:35 am 4:40 am 4:50 am ----- ----- ----- 4:55 am 5:01 am 5:09 am 5:16 am Bicycles are also permitted on CTA trains 4:30 am 4:38 am 4:46 am 4:51 4:56 5:01 5:11 4:55 am 5:06 am 5:11 am 5:18 5:24 5:33 5:40 during certain hours. 4:50 4:58 5:06 5:12 5:18 5:23 5:34 ----- ----- ----- 5:30 5:37 5:45 5:52 76 5:04 5:13 5:22 5:29 5:35 5:41 5:52 5:20 5:31 5:36 5:43 5:49 5:58 6:05 5:15 5:24 5:33 5:40 5:46 5:52 6:03 ----- ----- ----- 5:56 6:03 6:12 6:19 Diversey 5:25 5:34 5:43 5:51 5:57 6:03 6:14 5:45 5:57 6:02 6:09 6:16 6:25 6:32 Please Stand Up 5:33 5:42 5:52 6:00 6:06 6:13 6:24 6:00 6:12 6:17 6:24 6:31 6:40 6:47 Effective June 17, 2018 5:41 5:51 6:01 6:09 6:16 6:22 6:34 6:15 6:27 6:32 6:39 6:46 6:55 7:02 for Seniors and People with Disabilities 5:49 5:59 6:10 6:18 6:25 6:32 6:44 6:27 6:39 6:44 6:51 6:58 7:07 7:14 Federal law requires priority seating be then every 5 to 7 minutes until 6:36 6:48 6:53 7:00 7:07 7:16 7:23 6:44 6:56 7:02 7:09 7:16 7:26 7:34 designated for seniors and people with dis- 7:49 7:59 8:11 8:21 8:29 8:36 8:50 6:52 7:04 7:10 7:17 7:24 7:34 7:42 Lake Shore (Local) Cannon 7:58 8:08 8:20 8:30 8:38 8:45 8:59 7:00 7:13 7:19 7:26 7:34 7:45 7:54 abilities. -
![[Picture of 79Th Street Bus] [Picture of a CTA Employee Wearing](https://docslib.b-cdn.net/cover/1262/picture-of-79th-street-bus-picture-of-a-cta-employee-wearing-1081262.webp)
[Picture of 79Th Street Bus] [Picture of a CTA Employee Wearing
[BOOK FRONT COVER] Public Transit: An Essential Key to Recovery [Picture of 79th Street Bus] [Picture of a CTA employee wearing a mask] [2 different pictures of CTA employees performing COVID-19 related sanitation on a bus and train] President’s 2021 Budget Recommendations [CTA Logo] [BACK PAGE OF FRONT COVER] Chicago Transit Board and CTA President The governing arm of the CTA is the Chicago Transit Board, consisting of seven board members, one of which is currently vacant. The Mayor of Chicago appoints four board members, subject to the approval of the City Council and the Governor of Illinois. The Governor appoints three board members, subject to the approval of the State Senate and the Mayor of Chicago. CTA's day-to-day operations are directed by the President. Arabel Alva Rosales, Vice Chair Appointed by: Governor, State of Illinois Judge Gloria Chevere, Board Member Appointed by: Governor, State of Illinois Kevin Irvine, Board Member Appointed by: Mayor, City of Chicago Dr. L. Bernard Jakes, Board Member Appointed by: Governor, State of Illinois Rev. Johnny L. Miller, Board Member Appointed by: Mayor, City of Chicago Alejandro Silva, Board Member Appointed by: Mayor, City of Chicago Chicago Transit Authority Dorval Carter Jr., President TABLE OF CONTENTS System Map: page 1 President’s Letter: page 4 Organizational Chart: page 6 Executive Summary: page 8 Strategic Goals: page 26 Operating Budget Schedule: page 28 2020 Operating Budget Forecast: page 32 2021 Proposed Operating Budget: page 36 2022-2023 Two-Year Financial Plan: page -
Lobbyist Data - Lobbyists by Client Based on Lobbyist Data - Lobbyist Registry - 2012 to Present (Deprecated October 2015)
Lobbyist Data - Lobbyists by Client Based on Lobbyist Data - Lobbyist Registry - 2012 to present (Deprecated October 2015) CLIENT NAME LOBBYIST LAST NAME LOBBYIST FIRST NAME Crossroads Development Partners, LLC Klawiter Richard Pradeep Patel McGuire Katriina 1301 W Schubert LLC Moore Thomas Barclays Capital, Inc. Linsley Martha Pullman Park Development LLC Laube Michael Barclays Capital, Inc. Schulz Garth Reitsma, Mark Moore Thomas Environs Development Schramm Jessica Grand Trunk Western Railroad Company Chico Gery Comcast Paulos Michael BSB Holdings LLC Designated Series B Winter Robert Johnny's Ice House Duncan Kathleen Jenel Management Copr Citron Bernard Metropolitan Chicago Healthcare Council O'Sullivan Dennis Antheus Capital, LLC Moroney Ann HP (Hewlett Packard) Sheehan Sarah Tawani Enterprises Inc Coffey Thomas American Beverage Association Dring David Belgravia Group, Ltd. Houlihan James University of Chicago Medical Center Duncan Kathleen Page 1 of 720 09/28/2021 Lobbyist Data - Lobbyists by Client Based on Lobbyist Data - Lobbyist Registry - 2012 to present (Deprecated October 2015) LOBBYIST ADDRESS LOBBYIST CITY LOBBYIST STATE 203 N. LaSalle Street Chicago IL 70 W. Madison, Ste. 4500 Chicago IL 111 W Washington Chicago IL 190 S. LaSalle St Chicago IL 200 S. Wacker Dr. Ste. 3100 Chicago IL 745 Seventh Avenue New York NY 111 W Washington Chicago IL 55 East Monroe Street Chicago IL 333 W. Wacker Dr. Chicago IL 1255 W. North Avenue Chicago IL 180 N. La Salle St. Suite 3300 Chicago IL 130 E Randolph St Chicago IL 55 E. Monroe St. 37th Flr Chicago IL 222 S. Riverside Plaza, Suite 1900 Chicago IL 343 S. Dearborn St., Ste. -
101 Main Street
1 0 1 Main Street Placemaking on Main 101 S. Main Street - Lombard April 16, 2018 Section 1 Project Narrative Luxica Group | La Gambina Construction | Farr Associates | Conservation Design Forum 3 101 S. Main Street - Lombard April 16, 2018 Cover Letter April 16, 2018 William J. Heniff, AICP Director of Community Development Village of Lombard 255 E. Wilson Avenue Lombard, Illinois 60148 RE: Village of Lombard Request for Development Proposal The site at 101-9 South Main has special resonance for our Lombard-led team. We love Lombard! Our team is committed to creating a new environment that promotes prosperity, health, and well-being for every Lombard resident. This site’s central location gives it the unique potential to become a destination uniting both sides of the tracks and bringing together residents from all walks of life. In short, this site offers THE BIGGEST OPPORTUNITY to strengthen our community fabric that our town has seen this century. To capitalize on this opportunity Luxica has assembled a first-tier team and prepared a plan that we believe meets the high bar we have set for ourselves. Our proposed plan, every aspect of it, strengthens the bonds of community through collaboration, sociability, walkability, and sustainability. To do this we have channeled the spirit of PFC— the fulfillment of the dreams of hundreds of Lombardians—who organized a cooperative grocer, owned and operated for the benefit of local residents. The plan’s centerpiece is a Public Market: a social catalyst and the new home for the Prairie Food Co-op. This same facility includes a restaurant and craft brewery, both led by Lombard residents, who along with PFC are exclusively committed to our team’s proposal.