2019...2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019...

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2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019 Northeastern Illinois April 2019

Transcript of 2019...2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019...

Page 1: 2019...2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019 Northeastern Illinois April 2019 ZdA î ì í õ EAd/E' DE …

2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND

FIVE-YEAR CAPITAL PROGRAM

MOVING YOU

2019

Northeastern IllinoisApril 2019

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ii RTAChicago.org

Chairman Kirk DillardAppointing Authority:RTA Board of Directors

William R. CoulsonAppointing Authority:Suburban Cook County

Patrick J. DuranteAppointing Authority:DuPage County

John V. FregaAppointing Authority:Suburban Cook County

Phil FuentesAppointing Authority:City of Chicago

Christopher J. GrovenAppointing Authority:Kane County

Ryan S. HigginsAppointing Authority:Suburban Cook County

Alexandra HoltAppointing Authority:City of Chicago

Thomas J. KotelAppointing Authority:City of Chicago

Michael W. LewisAppointing Authority:Suburban Cook County

Dwight A. MagalisAppointing Authority:Lake County

Christopher C. Melvin, Jr.Appointing Authority:City of Chicago

Sarah PangAppointing Authority:City of Chicago

J.D. RossAppointing Authority:Will County

Brian SagerAppointing Authority:McHenry County

Douglas M. Troiani Appointing Authority:Suburban Cook County

Leanne P. ReddenExecutive Director

RTA Board of Directors

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Letter from the Executive Director

  

Letter from the RTA Executive Director  I’ll begin with the good news.  In an environment of limited financial resources, the RTA and Service Boards (CTA, Metra and Pace) have again developed a  responsible and balanced operating budget,  totaling $3.082 billion, focused on cost discipline and efficiency.  The CTA and Metra expect to maintain existing service levels in 2019, while, in a bit of unwelcome news for some customers, Pace plans to reduce service on twelve poor‐performing routes in order to focus efforts on successful express bus services.  Pace will also introduce its innovative Pulse arterial rapid transit (ART) service along Milwaukee Avenue in 2019.  However,  while  this  year’s  operating  budget  is  balanced,  the  region’s  proposed  2019  capital  program  is significantly  underfunded with  available  projected  capital  revenue  far  below  the  annual  capital  investment needed  to  ensure  that  the  system  is  maintained  in  its  current  condition.    Unfortunately,  this  year’s underinvestment in our regional transit system is not an isolated event.  We have seen a continuous underfunding of our region’s transit infrastructure for many years.  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.  This year’s $841 million capital program comes nowhere near the level of funding required to meet the capital  infrastructure needs of  the  region.   Additionally,  the  lack of  sufficient  capital  funding projected  to be available  in  fiscal  year  2019  will  serve  to  increase  the  region’s  overall  capital  backlog  of  replacement  and maintenance projects.  One particular aspect of the 2019 regional capital program that cannot be ignored is that it is comprised almost entirely of federal funding and revenue from future Service Board bond issuances.  Once again, as has been the case since fiscal year 2015, there are no state capital funds programmed in the region’s five year capital program.  In recent years, the Service Boards have been almost entirely reliant on federal funding to maintain capital assets.         Despite the  lack of sufficient capital funding, the Service Boards are planning for  important projects within the five‐year capital program that will improve the transit experience for our customers.  CTA will continue to invest in rail line and station improvements including the Red‐Purple Modernization (RPM) and Your New Blue initiatives, and will move forward with planning efforts for the south Red Line extension.  Metra’s investments will prioritize the purchase of new railcars and locomotives, the targeted rehabilitation of Metra’s existing fleet, and upgrades to  track, bridges, and  rail yards.   Pace plans  to  replace older buses, paratransit vehicles, and vanpool vans  in addition to constructing a new Northwest Cook bus garage.  The RTA, CTA, Metra, and Pace are focused on effectively serving the 8.5 million residents of northeastern Illinois.  I  am  thankful  for  our many  loyal  riders,  up  to  2 million  each  day, who  use  the  network  and  recognize  the fundamental benefits of public transportation:  time savings, access to jobs, reduced road congestion, cleaner air, and affordable mobility  for  individuals with disabilities and  those who cannot or choose not  to drive.   A safe, reliable, and efficient transit system is critical to the Chicago metropolitan area’s ability to attract and retain world‐class employers and a dynamic local workforce.  Let’s invest in the future prosperity of our region.  Let’s Invest in Transit.  Sincerely,  

 Leanne P. Redden Executive Director 

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Table of Contents

Executive Summary1Introduction.....................................................................Overview..........................................................................Service Characteristics.....................................................Environmental Outlook....................................................Strategic Plan and Goals...................................................Key Budget Issues............................................................Budget and Financial Plan...............................................Five-Year Capital Program................................................Sources and Uses of Funds...............................................

3355678

1515

474749535454

CTA Operating Plan3Overview..........................................................................Service Characteristics.....................................................Budget and Financial Plan................................................Statutory Compliance.......................................................Fare Structure..................................................................Organizational Structure..................................................

107107108109110112113113114116

Capital Program and Bonds8Regional Overview...........................................................Source of Funds...............................................................Use of Funds....................................................................CTA Overview...................................................................Metra Overview...............................................................Pace Overview..................................................................RTA Overview...................................................................Ten-Year Capital Plan.......................................................Impact of 2019 Capital Expenditures..............................RTA Bonds........................................................................

595961666666

Metra Operating Plan4Overview.........................................................................Service Characteristics....................................................Budget and Financial Plan...............................................Statutory Compliance......................................................Fare Structure.................................................................Organizational Structure.................................................

RTA Operating Plan2RTA Operating PlanOverview...........................................................................Budget and Financial Plan...............................................Fund Accounting..............................................................Basis of Budgeting............................................................

Agency Operating PlanBudget and Financial Plan................................................Organizational Structure..................................................

19192731

3336

123123128130132136137168175

Appendices9National Economic Projections........................................RTA Region.......................................................................Governance......................................................................Financial Policies..............................................................Budget Process.................................................................Public Hearing Schedule..................................................RTA Ordinance No. 2018-68.............................................Glossary............................................................................The GFOA Award..............................................................

8585889192

Pace ADA Paratransit Service Operating Plan

6

Overview..........................................................................Service Characteristics.....................................................Budget and Financial Plan...............................................Statutory Compliance......................................................Fare Structure...................................................................

Performance Measures7Goals and Performance Measures...................................Goals and Objectives........................................................Regional and Sub-Regional Performance Measures..........................................................................RTA Performance Measures.............................................

9595

9599

5 Pace Suburban Service Operating PlanOverview..........................................................................Service Characteristics.....................................................Budget and Financial Plan...............................................Statutory Compliance......................................................Fare Structure...................................................................Organizational Structure..................................................

717173797979

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1 EXECUTIVE SUMMARY

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Spring Creek ValleyForest Preserve

Poplar CreekForest Preserve

Cuba MarshForest Preserve

RollinsSavannaForestPreserve

VanPattenWoods

WadsworthSavannaNaturePreserve

MacArthurWoodsNaturePreserve

RyersonConservationArea

SterlingLakeForestPreserve

WrightWoodsNaturePreserve

LaBaghWoods

SunLakeF.P.

Redwing SloughForest Preserve

WaukeganSavanna

Duck FarmF.P.

SingingHills F.P.

AlmondMarsh

LakewoodForestPreserve

Silver CreekForestPreserve

Pleasant ValleyFarm

FoxRiverF.P.

PrairieWolfF.P.

Busse WoodsForest Preserve

PhilipStatePark

CamptonForest Preserve

LeroyOaksForestPreserve

NelsonLakeForestPreserve

SpringbrookPrairie

SpringbrookPrairie

BlackwellForest Preserve

WarrenvilleGroveForestPreserve

Win�eldMoundsForestPreserve

TimberRidgeForestPreserve

Pratt’s Wayne WoodsMallardLakeForestPreserve

WestBranchForestPreserve

SongbirdSlough F.P.

Oak MeadowsForest Preserve

DanadaF.P.

Herrick LakeForest Preserve

Greene ValleyForest Preserve

Greene ValleyForest Preserve

Waterfall GlenForest Preserve

Bemis Woods

ArieCrownWoods

Jackson ParkMarquettePark

Palos Forest Preserve

Du�yForestPreserve

McGinnisSloughForestPreserve Tinley Creek

Forest Preserve

MidlothianMeadows

Tinley CreekForest Preserve

JurgensenWoods

GlenwoodWoods

Sauk TrailWoods

Plum CreekForest Preserve

ShabbonaWoods

BeaubienForestPreserve

EggersGroveForestPreserve

WolfLakeStatePark

CalumetPark

Pilcher Park

LakeRenwickPreserve

McDowellGrove

McDowellGrove

FabyanF.P.

AuroraWest F.P.

OakhurstForestPreserve

OakhurstForestPreserve

GrantPark

Hickory CreekForest Preserve

Van Horne WoodsForest Preserve

OrlandTractForestPreserve

HannafordWoods F.P.

Pratt’sWayneWoods

WilmotForestPreserve

Moraine HillsState Park

Paul DouglasForest Preserve

Deer GroveForest Preserve

Wash-ingtonPark

MessengerWoods

CrabtreeNatureCenter

Glacial ParkConservationArea

Chain O’ Lakes State Park

IllinoisBeachStatePark

Spring Blu�Forest Preserve

Lincoln Park

CrystalLake

PistakeeLake

NippersinkLake

FoxLake

RoundLake

FourthLake

CedarLake

Loon Lake

Long Lake

PetiteLake

GrassLake

LakeMarie

ChannelLake

LakeCatherine

WonderLake Fox River

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LakeZurich

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Collegeof LakeCounty

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Six FlagsGreat America

HawthornMall

ChicagoExecutiveAirport

HarperCollege

Woodfield Mall

ArlingtonInternationalRacecourse

Cook Co CourthouseRolling Meadows

McHenry CoGov’t Center

Lake ForestCollege

Golf Mill

LincolnwoodTown Center

Allstate Arena

StephensConv Center

RosemontTheater

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VillageCrossing

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Univ ofSt Maryof the Lake

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SchaumburgConv Center

Town Square Condos

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Marian Central HS

EagleCreekPlaza

FountainSquare

RosalindFranklinUnivClinics

UPS

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NIUConferenceCenters

Allstate IDOT

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WhisperingOaks Apts

UAL

USPS

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RenaissanceHotel

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HSBC

BMO Harris Bank

RiverwalkCorp Center

LincolnshireBusiness Center

Walgreens

WalgreensTakeda

Discover

WoltersKluwer Baxter

Astellas

RandhurstVillage

Woodfield Corp Center

Woodfield Preserve

MotorolaZurich

Lakeland Plaza

SpringHill Mall

JudsonUniv

Santa’sVillage

NorthwestCorporatePark

SocialSecurityOffice

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Meijer

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GrandVictoriaCasino

GailBordenLibrary

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Cook CoCourthouseMarkham

MortonCollege

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Wrigley Field

DePaulUniv

United Center

Univ of Illinoisat Chicago

Illinois Inst ofTechnology

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McCormick Place

Univ ofChicago

Museum of Science and Industry

DaleyCollege

ChicagoStateUniv

SouthSuburbanCommunityCollege

PrairieStateCollege

WaubonseeCommunityCollege

Fermilab

DuPage CoAirport

WheatonCollege

DuPage Co Center

Collegeof DuPage

Morton Arboretum

North CentralCollege

BenedictineUniv

LewisUniv

StatevilleCorrectionalCenter

ElmhurstCollege

TritonCollege

Cook CoCourthouseMaywood

Brookfield Zoo

ArgonneNationalLaboratory

MoraineValleyCommunityCollege

DominicanUniv

Concordia Univ

Kane CoJudicial Center

GovernorsState Univ

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CharlestowneMall

StratfordSquare Harlem-

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NorthRiversideMall

OakbrookCenterYorktown

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SouthwestDivision

FordCity

RiverOaksCenter

OrlandSquare

LouisJolietMall

Kane CoFairgrounds

ChicagoPremiumOutlets

HollywoodCasinoAmphitheater

Kane CoCourthouse

Kane CoGov’t Center

Mooseheart

USPS

DeVryUniv

MidwesternUniv

DanadaSquare East

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EastgateCenter

IKEA

Burr RidgeVillage Center

CountrysidePlaza

The Quarry

UPS

USPS

UPSUSPS

FedEx

Oak LawnHS

DeVryUniv

Silver CrossHospital

RivercrestShoppingCenter

South Suburban CollegeUniversity & College Center

Moraine Valley SW Education Center

PaceChicagoHeightsTerminal

PaceHarveyTranspCenter

PaceHarveyTransportationCenter

Soldier Field

Route 66Raceway

AuroraUniv

NorthCentralCollege

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FoxValleyCenter

ChicagoPremiumOutlets

Walmart

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Illinois Mathand ScienceAcademy

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Dreyer Clinic

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Marriott

NavistarAlcatel-Lucent

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JolietJuniorCollege

StatevilleCorrectionalFacility

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Will Co Health Dept

Amazon

Chicago-O’HareInt’l Airport

Oak ForestHealth Center

ChicagoMidwayAirport

AuroraTransportationCenter

WaukeganTransferCenter

Elgin HS

CanteraBella Vista

St AlexiusMedicalCenter

Lovell FederalHealth Care Center

NorthwesternLake ForestHospital

MercyHarvardHospital

NorthshoreGlenbrookHospital

PresenceHolyFamilyMedicalCenter

PresenceSt Francis

Hospital

Evanston Hospital

SkokieHospital

Alexian BrosMedicalCenter

CentegraHospital

CentegraHospital

VistaMedicalCenterEast

VistaMedicalCenter West

Highland Park Hospital

AdvocateGood ShepherdHospital

AdvocateShermanHospital

PresenceSt JosephHospital

ElginMentalHealthCenter

DelnorCommunityHospital

LoyolaHospital

MacNealHospital

Hines VAHospital

Kindred Hospital

St JosephHospital

EdwardHospital

Rush-CopleyMedical Center

PresenceMercyMedicalCenter

IngallsHospital

PalosCommHospital

Advocate ChristHospital

AdvocateGood SamaritanHospital

Kindred HospitalNorthwest Indiana

St. Charles – GenevaCall-n-Ride

630-379- 2452

BataviaCall-n-Ride847-254-7471

West Joliet Call-n-Ride815-210-6960

Southeast Aurora Call-n-Ride224-532-7994

Round LakeArea

Call-n-Ride847-847-9169

Vernon Hills-MundeleinCall-n-Ride

224-735-8678

Wheaton – Winfield

Call-n-Ride630-379-1976

Tinley ParkCall-n-Ride

630-306-4767

Arlington Heights–Rolling

MeadowsCall-n-Ride

224-803-9277

Naperville Aurora Call-n-Ride

630-453-4599

Hoffman Estates On Demand Service

visit PaceBus.com/OnDemand or call 224-323-2998

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Edison Park

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MountProspect

Arlington Heights

Arlington Park

Palatine

Fox River Grove

Cary

CrystalLake

Woodstock

MortonGrove

Glenview

Northbrook

Deerfield

Lake Forest

Round Lake

Long Lake

Ingleside

Fox Lake

Central St/Evanston

Wilmette

Kenilworth

Indian Hill

Winnetka

Hubbard Woods

Glencoe

Braeside

Ravinia

Highland Park

Highwood

Fort Sheridan

Lake Forest

Lake Bluff

Great Lakes

North Chicago

Waukegan

Waukegan

Zion

Winthrop Harbor

Clybourn

Antioch

Lake Villa

Mundelein

Vernon Hills

Prairie View

Wheeling

ProspectHeights

O’Hare Transfer

Lake Cook Rd

RogersPark

Ravinia Park

The GlenNorth Glenview

Pingree Road

Washington St/Grayslake

Schiller Park

Maywood

MelroseParkBellwood

BerkeleyElmhurstVilla

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Glen Ellyn

CollegeAve

Wheaton

West ChicagoGeneva

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Main St/Evanston

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95th St/Longwood

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115th St/Kensington

111th St/Pullman

107th St

103rd St/Rosemoor

95th St/Chicago State Univ

91st St/Chesterfield

87th St/Woodruff

83rd St/Avalon Park

79th St/Chatham

StonyIsland

BrynMawr

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75th St/Windsor Park

79th St/Cheltenham

83rd St

87th St

93rd St/South Chicago

75th St/Grand

Crossing

63rd St

55th/56th/57th St

59th St/Univ of Chicago

51st/53rd St/Hyde Park

47th St/Kenwood

27th St

McCormick Place

18th St

GreshamBrainerd91st St/Beverly

99th St/Beverly

95th St/Beverly

103rd St/Beverly 103rd St/Washington Heights

107th St/Beverly

111th St/Morgan Park

115th St/Morgan Park

119th St123rd St

Palos Park

143rd St/Orland Park

153rd St/Orland Park

Davis St/Evanston

AshlandAve

Palos Heights

La FoxElburn

35th St/Lo35th St/Lou Jones

80th Avenue/Tinley Park

Tinley Park

Hegewisch

Hammond

147th St/Sibley Blvd

IvanhoeIvanhoe

Flossmoor

Riverdale

179th St/Orland Park

Hickory Creek/Mokena

EastChicago

CiceroBerwyn

LaVergneHarlem Ave

Riverside

Hollywood/Zoo StopBrookfield

CongressParkStone Ave/

LaGrangeLaGrange Rd

WesternSprings

Hinsdale

West Hinsdale

ClarendonHillsWest-

mont

FairviewAve/DownersGrove

Main St/Downers

GroveBelmontLisle

New Lenox

Mokena/Front St.

Blue Island

Burr OakBurr Oak

Harvey

HazelCrest

Calumet

Homewood

Ashburn

Oak Lawn

ChicagoRidge

Worth

Wrightwood

Blue Island/Vermont Street

Laraway Road/New Lenox

Winfield

OlympiaFields

211th St/Lincoln Hwy

Matteson

Richton Park

UniversityPark

Route 59BNSF RailwayNaperville

Aurora

McHenry

MontClare

Mannheim

Mayfair Irving Park

Cumberland

Barrington

Golf

PrairieCrossing

Grayslake

WesternAve

Round LakeBeach

Buffalo Grove

Big Timber/Elgin

Big Timber/Elgin

Prairie CrossingPrairie Crossing

National St/Elgin

National St/Elgin

Belmont Ave/Franklin Park

Halsted St

Bartlett

Des Plaines

Union Pacific/West Line

Rosemont

Libertyville

North Central Service

Highlands

Summit

Willow Springs

Lemont

Romeoville

Herit

age C

orrid

or

South Shore Line

South

West S

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Elec

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Rock Island District

Herit

age C

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or

Rock Island District

Manhattan

Unio

n Pa

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/Nor

th L

ine

Harvard

Union Pacific/Northwest Line

Oak ParkRiver

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Milwaukee District/West Line

Lockport

Joliet

Joliet

Lockport

Elgin

Elgin

Milw

aukee District/North Line

Milwaukee District/West Line

Burr Oak

Lisle

Route 59

BNSF Railway

Naperville

Aurora

Hammond-Whiting

Dyer

Sears CentrePark-n-Ride

Pace NorthwestTransportationCenter

NorthwestPointPark-n-Ride

Pace I-90/Randall Rd Station

Pace I-90/Randall Rd Station

95th StPark-n-Ride

WheatlandSalem ChurchPark-n-Ride

CommunityChristian ChurchPark-n-Ride

St Thomas the ApostlePark-n-Ride

Old Chicago(Bolingbrook)Park-n-Ride

White Fence Farm(Romeoville)Park-n-Ride

HomewoodPark-n-Ride

Canterbury(Bolingbrook)Park-n-Ride

Burr RidgePark-n-Ride

Blue IslandPark-n-Ride

BridgeviewTransit Center

Belmont/63rdPark-n-Ride

Canterbury(Bolingbrook)Park-n-Ride

HillsidePark-n-Ride

Pace I-90/IL 25 Station

Pace I-90/Barrington Rd Station

PlainfieldPark-n-Ride

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H E B R O N

H A R VA R D

R I C H M O N D

S P R I N GG R O V E

A N T I O C H W I N T H R O PH A R B O R

Z I O NWA D S W O R T H

O L DM I L L

C R E E K

R O U N DL A K E

W O O D S T O C K

C R Y S T A LL A K E

C A R YL A K E

B A R R I N G T O N

B A R R I N G T O N

L A K EZ U R I C H

L O N GG R O V E

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D E E R F I E L DD E E R F I E L D

L I N C O L N S H I R E

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H I G H L A N DP A R K

H I G H W O O D

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M U N D E L E I N

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G L E N C O E

W I N N E T K A

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A L G O N Q U I N

B A R R I N G T O NH I L L S

C A R PE N T E R S V I L L E

W E S TD U N D E E

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E A S TD U N D E E

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E S T A T E S

S C H A U M B U R G

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R O L L I N GM E A D O W S

N I L E S

M O R T O NG R O V E

S K O K I E

LINCOLNWOODH A N O V E R

PA R K

WA Y N EB L O O M I N G D A L E

R O S E L L E

B E N S E N V I L L ES C H I L L E R

PA R KS C H I L L E R

PA R K

M E L RO SE PA R K

F R A N K L I NPA R K

A D D I S O N

I T A S C A

C A R O LS T R E A M

W E S TC H I C A G O

S T . C H A R L E S

B A T A V I A

WA R R E N V I L L E

L A F O X

W I N F I E L D

W H E A T O N

G L E NE L L Y N L O M B A R D

V I L L AP A R K E L M H U R S T

BROADVIEW

W E STC H E ST E R

W E STMON TW E STMON T

BE R K E L E Y

H I L L SI DE

O A KB R O O K

C I C E R OB E R W Y N

B R I D G E V I E W

W I L L O WS P R I N G SW I L L O WS P R I N G S

B U R RR I D G E

D A R I E N

W O O D R I D G E

D O W N E R SG R O V E

D O W N E R SG R O V E

B O L I N G B R O O K

B O L I N G B R O O K

N A P E R V I L L E

A U R O R A

B U R B A N K

H I N S D A L E

E V E RG R E E NPA R K

O A K L A W N

P A L O SH I L L S

H I C K O R YH I L L S

P A L O SP A R K

A L S I P

W O R T H

O R L A N D P A R KH O M E R

G L E N

C R E S T W O O D

M I D L O T H I A N

O A KF O R E S T

D O L T O N

BURNHAM

C A L U M E TC I T Y

W H I T I N G

H A M M O N DS O U T H

H O L L A N D

M A R K H A M

H A Z E LC R E S TC O U N T R Y

C L U B H I L L ST H O R N T O N

L A N S I N G

H I G H L A N D

D Y E R

L Y N W O O D

C H IC AG OH E IG H T S

OLYM PIA F I E L D S

F L O S S M O O R

H O M E W O O D

M A T T E S O N

T I N L E YP A R K

F R A N K F O R T

L O C K P O R T

N E WL E N O X

P L A I N F I E L D

M O N T G O M E R Y

O S W E G O

Y O R K V I L L E

U N I V E R S I T YP A R K

C R E T E

S T E G E R

PA R KF O R E S T

S U G A RG R O V E

N O R T HC H I C A G O

WA U K E G A N

E VA N S T O N

O A K P A R K

O R L A N DH I L L S

P A L O SH E I G H T S

B L U EI S L A N D R I V E R D A L ER I V E R D A L E

H A R V E Y

DI X MO OR

P O SE N

G L E N W O O D

S A U KV I L L A G E

S H O R E W O O D J O L I E T

C R E S TH I L L

L O C K P O R T

J O L I E T

C R E S TH I L L

F OX R I V E RG ROV E

P R O S P E C TH E I G H T S

M T . P R O S P E C T

L A K EV I L L A

L I N D E N H U R S T

T H I R DL A K E

H A W T H O R NW O O D S

L A K E B L U F F

M O K E N A

E A S TC H I C A G O

F O R DH E I G H T S

V O L O

L A K E I NT H E H I L L S

L A K E W O O D

O A K W O O DH I L L S

P R A I R I EG R O V E

B U L LVA L L E Y

G R E E N W O O D R I N G W O O D

M c H E N R Y

M c C U L L O ML A K E

J O H N S B U R G

L A K E M O O R

R O U N DL A K E P A R K

R O U N D L A K EH E I G H T S

H O L I D A YH I L L S

I S L A N DL A K E

P O R TB A R R I N G T O N

WA U C O N D A

T O W E RL A K E S

N O R T HB A R R I N G T O N

C A M P T O NH I L L S

L I L YL A K E

E L B U R N

K A N E V I L L E

N O R T HA U R O R A

A U R O R A

M O N T G O M E R Y

O S W E G O

N O R T HA U R O R A

R O U N DL A K E

B E A C H

HA I N E S V I L L E

G R A Y S L A K E

B E A C HP A R K

G R E E NO A K S

I N D I A NC R E E K

M E T T A WA

V E R N O NH I L L S

K I L D E E R

D E E RP A R K

P A L A T I N EI N V E R N E S S

E L KG R O V E

V I L L A G E

W O O DD A L E

N O R T H -L A K E

G L E N D A L EH E I G H T S

M O N E E

R I C H T O N P A R K

M U N S T E R

S O U T HC H I C A G OH E I G H T S

A L D E N

W O N D E RL A K E

S O U T HE L G I N

NORT H -F I E L D

B E D F O R D P A R K

W I L L O W -B R O O K

H A R W O O DH E I G H T S

N O R R I D G E

RO SE MON T

OA K BRO OKT E R R AC E

L AG R A NG EPA R K

L AG R A NG EMc C O OK

L Y O N S

R I V E R -S I D E

STICKNEY

L I S L E

N A P E R V I L L E

L I S L E

BA N NO C K BU R NBA N NO C K BU R N

R O N D O U T

H O D G K I N S

J U S T I C E

C H I C A G O

C H I C A G O

F O XL A K E

B A R T L E T T

G E N E VA

R O M E O V I L L E

L E M O N T

S O U T HB A R R I N G T O N

S T R E A M W O O D

G U R N E E

P A R KC I T Y

34

34

30

30

41

30

30

30

30

30

30

30

34

34

41

1220

5245

20

34

45

45

12

52

30

30

52

52

6

6

66

6

6

53

59

59

1

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59

53

53

5359

59

57

57

55

55

80

80

80

88

88

55

80

80

20

20

20

20

12

12

12

12

14

14

14

14

14

14

45

12

12

14

31

31

59

83

83

83

83

83

83

83

83

83

50

50

7

7

7

83

50

83

83

83

21

2222

22

25

25

25

31

31

31

47

47

47

71

56

25

25

31

31

2531

31

64

3864

64

53

53

53

56

56

56

38

38

31

72

72

72

72

59

59

59

68

68

62

62

62

68

58 5858

19

19

19

19

68

53

53

21

60

47

47

43

43

43

43

43

43

294

294

294

355

355

290

290294

294

290

94

94

90

55

55

94

94

94

94

94

94

90

90

90

55

88

88

88

8080

126

126

171

537 171

171

171

171

171

137

173

131

132

134

120

120

120

120

137

176176

176176176

176

173

173

173

173

394

45

41

4541

41

25

56

56

25

31

31

Golf Rd Miner

Northwest Hwy River Rd

Golf Rd

PMAM

AM

Golf RdOld Orchard

Church

Northwest Hwy

Busse

Canf

ield/

Oza

nam

Higgins

West LakeEastLake

Lake

Willow

Willow

Hibb

ard

Sher

mer

Elm

Wilmette

Skokie Rd

Gre

enw

ood

Happ

Glenview RdGlenview Rd

PatriotLehigh

Wau

kega

n Rd

Lincoln

Lincoln

McC

orm

ick

Green Bay

Lake-Cook

Green Bay

Dundee

Green Bay

Dempster

Spring

Rand

all

State

3rd

State

Oxf

ord

Papo

ose

HelmKings

Skyli

ne

Lake MarianBesinger Gol

f-vie

w

Cherokee

Cary Rd

Terra

Cot

ta R

d

Crystal Lake Ave

Rakow

Prairie

Erick

Main

Albany

Dayton

Bull Valley Rd

Crys

tal La

ke R

d

ElmMain

John

Rich

mon

d Rd

Cove

ll Broadway

Ringwoo

d

Fox

Lake

Sem

inar

y

Raffe

l

Ware Hanle

y

Dean

Kimball

Lake

Northwest Hwy

TerraCotta Ave

Oak

Walk

up R

d

Woodstock

Craw

ford

Howard

Touhy

Rogers

Old WillowApple

Piper

Wol

f Rd

Business

Center Dr

Rand

Wol

f Rd

Lee

Touhy

Oakton

Algonquin

Algonquin Thacker

Mt P

rosp

ect R

d

River Rd Devon

Harle

mHa

rlem

Howard

Carp

ente

rLi

nder

Oakton

Niles

Cen

ter

Pratt

DempsterLi

nnem

an

Whi

teCe

nter

Map

leSc

ott

Busch

Deerfield Milwaukee

Wol

f Rd

StrongDundee

Dundee Rd

Hintz

Buffa

lo

Gro

ve R

d

Whe

eling

Rd

Elm

hurs

t

Dee

Potte

rDe

e

Cum

berla

nd

Talcott

Touhy

Pros

pect

Gre

enw

ood

Bess

ieCo

leman

Dempster

Harrison

Chestnut

Dee

Lym

anDe

arlov

e

Milwaukee

Tower

Barc

lay

Central

Deerfie

ld

Waukegan Rd

Clavey

SheridanOld Elm

Sum

mit

Kren

n

Half Day Rd PrairieWalker

St Johns

LaurelPark

Irving Park Rd

Irving Park Rd

Park

Lake

Stearns

Army Trail

Barri

ngto

n Rd

Golf Rd

Wise

Nerge

Weathersfield

Salem

Rose

lle R

d

Plum

Gro

ve R

d

Plum

G

rove

Rd

Mea

chamAlgonquin Rd

Wilk

e

Central

Euclid

Kensington

Beach Rd

Yorkhouse

21st

Salem27th

McA

ree

Lew

is

New

cast

le

Glen Flora North

Sher

idan

Jack

son

North

Gali

lee

Sher

idan

Gab

riel

Jopp

aLe

wis

Franklin

SunsetGolf

St Pau

lDe

lany Ye

oman

Montesano

Sher

idan

BuckleyMeridian

Green Bay Rd

Pulaski14th

18th

Jack

son

Gro

ve

Lakehu rst

Seym

our

Washington

Grand Gurnee

Mills Cir W

Grand

Grand

Edgewood

Kelle

r

WashingtonWashington

Grand

Clayton

Dugd

ale

Belvidere

10th McA

liste

r

Gen

esee

Sheridan

Coun

ty

MLK Jr Dr

Gages Lake RdAt

kinso

n

Center

Lake

MainRailroad Ave

Ceda

r Lak

e Rd

Nico

le

East

End

Hain

esvil

le

Rollins Rd

Rollins Rd

Rollins Rd

Fairfield

Lanc

er

Alm

ond

Gre

en B

ay R

d

Maple

Winchester

Butterfield

US 4

5

Mid

loth

ian R

d

Midlothi

an Rd

Northwest Hwy

Milw

aukee

Kennedy

Ceda

r-cr

est Sienna

Hartford

Sprin

gins

guth

Rd

Wau

kega

n Rd

Deerpath

Townline Rd

Gilmer Rd

Everett Rd

Prospect

Rand

Northwest Hwy

Kirchoff

Meadow

Jay

Web

er

Palm

er

Mea

cham

Ayers

Higgins

Buss

e

Elm

hurs

t Rd

Live

ly

Woo

d Da

le Rd

Mark

DevonHiggins

Higgins

Pfin

gste

n

Aptakisic Rd

Deerfield

Deerfield Rd

Tower

American

Higgins

Johnsburg

Rd

Main

Gol

fview

Airport Rd

West River

Slade

Doug

las

Pros

pect

Congdon

Jefferson

Shad

y O

aks

Hiawatha

Summit

ParkDund

ee

Bent

Sherman

Libe

rtyLi

berty

Bluff City

Raym

ond

VillaNational

Grove

Elma

Blac

khaw

k

Page

Locust

Walnut

Orange

Com

mon

wea

lth

South

Lillian

Fleetwood

McL

ean Ed

ison

Meyer Orc

hard

Stat

e

LawrenceHighland

Win

g Pa

rk

Wing

McClure

Abbott

Royal

Ruth

Scot

t

Fletcher

McLean

Garden

Crescent

Chicago StJaneMaple

LarkinLarkin

Lyle

Lin Lor

Lyle

Airlite

2nd

Renn

er

South

Rand

all

Bowes Bowes

Crispin

McL

ean

Stat

e

Big Timber Rd

Rand

all

Northwest

Technology

Alft

Westfield

Galv

in

Church

Tollgate

Com

mer

ce

Irving Park Rd

Rand

all

Rand

all

State

3rd

Rand

all

Gary

Ellis

Jewell

Plea

sant

Hill

Kuhn

St Charles RdNorth Ave

CanyonElkBirchbark

Iroqu

ois

MunsonHiawatha

Arapahoe

Main

Liberty

Front

Gunderson

St Charles Rd

Fullerton Schm

ale

Gar

y

Army Trail

Rohl

win

g LakeMichael

North Ave

Addi

son

Swift

Glen

Elly

n Rd

Park

Blvd

Main

Lam

bert

Butterfield

Finl

ey

High

land

31st

22nd Mid

wes

tCa

ssCa

ss

Nape

rville

Rd

Roosevelt

Wes

t

22nd

14th

Ardm

ore

Butterfield

York

Cermak

Darmstadt

Wol

fPres

iden

t

Lorra

ine

22nd

Blanc

hard

Batavia

Branch

Sanc

hez

Main

Edso

n MadisonCrescent

North Ave

Wol

f

York

King

ery

Hwy

Lake

Lake

Mey

ers

63rd

55th

Dunh

am

Main

Main

Fairv

iew

59th

Washington

75th71st

75th

95th

111th

Wolf’s Rd

Wolf’s Crossing Rd

Plainfield Rd75th

Waln

utCurtiss

Maple

Woo

dwar

d

Sara

toga

39th

Dow

ners

Grand

Grand

Man

nheim

Green

Fullerton

Belmont

Irving Park

St Charles

Bdw

y

Hobson

Jane

s

Lem

ont R

dSt

ate

Plain

field

-Nap

ervil

le Rd

Boughton

Briarcliff

Indep

ende

nce

Lily CacheSchm

idt

9th

Park

Willi

ams

67th65th

60th63rd

Holm

es

71st Clar

endo

n Hi

lls R

dCl

aren

don

Hills

Rd

Farm

ingd

ale

Exne

rPenn

erAMPM

73rd

Adam

s

Nant

ucke

t

Plainfield

Coun

ty L

ine

RdMad

ison

57th

Ogden

Ogden

Ogden

59th

Gra

ntG

arfie

ld

83rd

79th

PlainfieldRidgemoor

Wol

fW

oodl

and

64th

72nd

55th

Cice

ro

Pulas

ki

31st

Pershing

Cent

ral

Cermak

East

Ave

LaG

rang

e Rd

Web

er R

d

Ridg

e Rd

Bell R

d

Joliet

Rd Archer

Arch

er

Bata

via A

ve

25th

5th

Harle

mHa

rlem

Harle

mHa

rlem

Robe

rts

88th

19th

Bellw

ood

Wes

tche

ster

Man

nheim

MadisonWashington

Harrison

Jackson

1st A

ve

25th

Map

le

Prair

ie

Washington

Des

Plain

esLa

wnd

ale

26th

31st

Aust

in

Lara

mie

Roosevelt Roosevelt

Ridg

eland

47th46th

Oak

Par

k

Sat-Sun

College

83rd

Jackson

Center

Stanley

26th25th

Ogden

73rd

63rd

79th

87th

95th

111th

127th

Narra

gans

ett

Ridg

eland

103rd

159th

147th

Centennial

LaG

rang

e Rd

Harle

m

Wol

f

94th

Oak

Par

k

Ridg

eland

Cice

roCi

cero

Cice

ro

Cent

ral

Kedz

ie

Cent

ral

Park

Riegel

127th

135th

183rd183rd

Holbrook

Dixie Hwy

Joe Orr Rd

10th

Ashl

and

Chicago Rd

Woo

d

Dixie

Hwy

Park

Wes

t Cre

ek

183rd

163rd

159th159th

153rd

135th

Cal Sag Rd Vermont

139thClaire

Midlothian

Turnpike

167th

Halst

edHa

lsted

154th

162nd

Cotta

ge G

rove

Chica

go

130th

136th138th Lincoln

170th

Ridge

Chica

go

Margaret

Eleanor

153rd

150th

Indi

ana

Dixie Hwy

Woo

d

Sibley

159th

SibleySibley

159th Burn

ham

Burn

ham

Pulaski

Wen

twor

th

Indi

anap

olis

Blvd

Loom

is

Sauk Trail

Steger

Stat

e

Chicago Rd

Torre

nce

Torre

nce

State

Brainard

Torre

nce

Lincoln Hwy

11th

Ellis

Woo

dlaw

n

16thAndover

Blackhawk

Shabbona Orch

ard

Divis

ion

Wes

tern

26th

University Pkwy

Olmstead

Wes

tern

Hickok

MainLakewoodSauk Tr

Sandra

Burnham

Blac

khaw

k

154th

155th

163rd Taft

Maple

Briarcliff

Mer

idian

Lak

e

Meridian Pkwy

Com

mon

s

Gabrielle

Plum

Galena

Lilac

Cons

titutio

n Illinois

Sullivan

Indian Trail

Orc

hard

Eola

Long Grove

McCoy

Montgomery Rd

Montgomery Rd

Ridge Mid

dleb

ury

Cumbe

rland

Walcott

Fron

tena

c

Gre

gory

PrincetonOa

khu rst

Molitor

Mesa

Orchid

Lily

Mar

ywoo

d

Waterford

Ohi

oO

hio

Sheffer

Farn

swor

thFa

rnsw

orth

5th Ave

2nd Ave

Hill

Prairie

JerichoLake

Rathbone

River

Terry

Glad

ston

e

Lake

Indian Trail

Orchard Gateway

Rand

all

High

land

Broa

dway

SpringClaim

Unio

n

Front

Feldott

Ogden

Fort

Hill

John Friend

Three Farms

Lakewood Rick

ert

Book

Sanctuary

Ada

Whi

sper

ing

Hills

Sequoia

Rive

r Rd

Birc

hwoo

d

JeffersonJefferson

Longleaf

Stonegate

Willcrest

Mill

Benton

5th 6thOgden

Ogden

Benedetti

River Rd

Foxhill

Brookdale

5th

Loom

is

Bauer

Chip

pew

a

IroquoisAztec

BauerBauer

Thunderbird Burning Tree

Mill

DiehlDiehl

Ferry R

d

Was

hing

ton

Brae

mar

75th

87th

Glen

Eagl

es

MassachusettsNewport

Copp

erfie

ld

DuPahze

Wen

dy

RockSpring

Wed

gew

ood

Mod

aff

Newport

Tuss

ell

Ha mlet

Cain

e

OrwellGrommon Fa

ulkn

er

Law

renc

e

ConanDoyle

Ashb

ury

95th95th

91st

Windmere

Springdale

Flam

beau

87th

Plain

field

-Nap

ervil

le Rd

Ardmore

Butto

nwood

Rive

r Rd

Rickert

75th

Thor

n-ap

pleSequoia

Aurora Ave

Gat

eshe

ad

Wes

t St

Willi

ams-

burg

Gartner

CypressElmwood

Magnolia

Cardiff

Bailey

Torri

ngto

n

Westglen

ShilohGartner

Osler

Martin

Warrenville Rd

Eola

New YorkGalena

Bailey

Coac

h

Sheffield

Coach 87th

Cassin

Arlington

Keim

Spindletree

Was

hingt

on

Nape

r Blvd

Sara

Bailey

MillRace

River Oak

Fairo

ak

Fend

er

Hillside

BaileyAuburn Ra

nchv

iew

Lisson

77th

Weh

ril

Hobson

GreenBriar

Lynn

Creek

SevenBridges

Double Eagle

59th

Elm

Wes

tview

Yack

ley

Hitchcock

Kingston

East Lake

Lincoln

Fairway

Oakw

oodForest View

Hillcrest

Oak Hill

Ohio

Penn

y-w

ood

BurrOak

Short

Park

Mea

dow

Stee

ple R

un

Maple

Bene

dict

ine

Naper Blvd

New

Alb

any

Gre en Trails

Colle

ge

S u n V a lley

TimberTrails

Gol

fview

Ab

beywood

Yack

ley

Old Tavern

Fend

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Burlington

Main

ApplingLyon

s

Delaw

are

Schm

idt

Denv

er

Blackhawk

Robinhood

Lee

FalconRidge

Charlestown

83rd

Blair

Lily Cache

Beac

onrid

ge

Rockhurst

Ashb

ury

Pinecrest

Boughton

Orc

hard

CassWestern

Washington

Otta

wa

Scot

t

Broa

dway

Ruby

Jefferson Jolie

t

Cent

erPlea

sant

Morgan

Moen

McDonough

Mid

land

Cent

erPo

int W

ay

Cate

rpilla

r

Jefferson

Jefferson

Oneida

Glenwood

Lark

in

Lark

in

Mad

ison

Lark

in

Theodore

Plainfield Rd

Plainfield Rd

Cent

er

Ingalls

Broa

dway

Houb

olt

Cros

sroa

ds

Rock Creek

Olympic

Collin

s

Jackson

Hend

erso

nCh

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wor

th

Woodruff

Garvin

Arth

ur

Princeton

Riley

Bruce

Gre

en G

arde

n

Gag

e

Stat

e

Rich

ards

2nd

Bould

er Washington

Brig

gs

Brig

gs

Chica

go S

t

Cass

Waln

ut

Maple

Maple

Des

Plain

es

4th

Rich

ards

Doris

Neal

Mills

Row

ell

Chica

go

Cash

el

Laraway

Mills

Emerald

Manhattan Rd

Manhattan Rd

Winsto

n

Cascade

Cont

inent

al

Nape

r Blvd

Cant

erbury

Warrenville Rd

Des

Plain

es

Wo

l fs Crossing

Seminole

Harms

SW Hwy

Fairm

oun t

Wadsworth Rd

Hunt

Clu

b Rd

Washington

Peterson Rd

Ping

ree

Rd

Huntley Rd

Bartl

ett R

d

Dunh

am

Kirk

Farn

swor

th

Eola

Rd

Oak

Burlington Rd

LaFo

x Rd

Keslinger Rd

Main Street Rd

Indian Trail Rd

Galena

Orc

hard

Orc

hard

Rand

all

North Aurora Rd

Caton Farm Rd

80th

Ave

Wol

f

Ceda

r

191st

Lincoln Hwy

Laraway Rd

Manhattan-Monee Rd

143rd143rd

Romeo Rd 135th

Renwick Rd

Archer

Southwest Hwy

Flossmoor Rd

Sauk Trail

Main

Win

field

Rd

Walters Rd

Green Bay Rd

Old McHenry Rd

Northwest Hwy

Coun

ty F

arm

Rd

Nape

r Blv

d

Was

hing

ton

Cal Sag Rd

Tamarack

Waxwing

Redstart

Kild

eer

Wort

hin g

Ring

Bailey

Ripa

rian

Cedarbrook

Clyd

eO

lympu

s

Templar

Bay C

olony

Laurel

Foxcroft

GartnerHuntleighOl

esen

Cita

tion

Whirlaway Culpepper

Edwa

rd

Sleig

ht

BentonCharles Jane

Oles

enNew

Ca

stle

ConcordC

o rnwall

Millc

reek

Nape

r Blvd

Nape

rville

Rd

Schaumburg Rd

Rose

lle R

d

Shef

field

Hart

Calu

met

Colum

bia

Chicago St

Raym

ond

Corporate

AutoMall Dr

D e Lasalle

Chok

eche

rry

High Meadow

Michigan StGary Route 12

PM AM

Hassell

PMAM

319

303

715

757

757

757

327

709

711

709

715

715

715

559

715

715

755

850755

715

755

851

850

851

855

856

856

855

855

755

755

850

850

851

851

855

856855

714

714

676

674

674

313

313

313313

309

309

319

462

463

665

301

834

834

834

313

320

319

318318

834

834

888

877

888

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877

661

662

663

664821

821

821668

668

669

330

330

330330

392

392 392

392

392

801

317310

303

303

331

331

308

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331

311

311

311

307

307

307

305

304

304

301 301

301301

314

315

316

302

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326

303

322

322 322

320

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385

379

379

379

379

382

382

382

382

383

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383

383

383

386

386

386

386

381

381

381381

390

390

390

390

382383

385

379

384

384

384

832

832

359

359

359

364364

359

356

356356

372

372

352

352

352

359

353

353

353

353

353

353

348

348

348349

349

349

349

354

354

354

354

386

350350

355

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358 358

358

358

357 357

367 367

367

367

366

366

362

362

355

355

364

877

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361

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890

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890888

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352 364364

364

395

395 379

395 395

895

895

895

834

834

530

530530

530

530

530

534

534

534

533

533

533

533

524

802

524

524

524

802

802

540

540

540

672 675

672675

672675

673

685

685

676

676

676

685

682

682

681

681

680

680

683

683

683

677

677

530

678

678

687

687

687

677

820

820

820

826826

829

829

829

826

826

827

827

827

828

888888

825

824

834

824825

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824825

824825

507

505

501

501 501

504

508

508

505

505

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507

832

832

834

834

509

509

509

714

714

508

530

542Villa

542

234

234

240

240

210

234

213

226

241

221

209

210

226

226

225

225

230215

226

213

213

213

270

604

604

607

607

607

603

603

603

605

607605

605

603

600

600

600

605

270

326

332

332

811

423

471

471

472

472

561562

563

574

574

574

564

565

565

565565

563563

568

568

569

569

570570

570571 571

571

571

572

572

572

602

606

608

608 606

606

606

711

711

711

711

802

802

422694

696

696

895

801

801

801

806

562562

561

561

422

210

221

221

221

208

270

241

290

234

223W

223W

223W

223E

223E

332

332

332

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803

803

209

554

550

550

550

550

550

543

543

547

547

548

548

543

546

541

541

552

552

552

272

272

272

272

272208

208208

423

423

423

422

422

422

422

250

411410 412

250

250 250

290

290 290

566

230

221

221

226226

573

573

895

895

895

895

895

895

895

616

696

423423

806564

564

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554

554

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542

549

549

549

566

570

602

552

552

552

546

616

616

616

616757

806

806

806

543

549

803

807

809

809

807

807

808

808

808

572

209

208

610

610

610

610

610

757

757

757

611757

626626

626

620 620

421

421

620626

619

619

620 623

631633

626634

635

640640 640

628629

628

629

632626

638

627471628

634

626

472

895

610

606

572

511512

512511

511

360360

360360

512

512511

465

684

684

689 689

461

722

722

722

722

722

565

821

532

361

361

559

559

361

361

12

612

754

632

Elgin inset

Aurora–Naperville–Lisle inset

Joliet inset

See Joliet inset below

See Elgin inset at left

See Chicago map

See Chicago map

See Downtownmap

See Aurora–Naperville–Lisle inset below

routes and destinationsvary with time of day; see schedule

Niles Free Buses

also serve this area;see other side

Amtrak service continuesto Milwaukee; Portland, OR; and Seattle.

Metra service continues toKenoshaK

Woodfield FreeTrolley Service,Route 905, Call 847-923-3880

Elgin Transportation CenterAll buses travelwestbound via Highlandeastbound via Chicago St

Sat only

Sat only

Express servicefrom NorthwestTransp Centerand RosemontCTA station,summers only

postedstops onlyin this area

Sat e

ve &

Sun

AM PM

continue south to serve CenterPoint Intermodal Center in Elwood. Very limited service; see schedule.

connects Harvey Transit Center with Amazon Monee. Very limited service; see schedule.

routes continue south to serve CenterPoint Intermodal Center in Elwood. Very limited service; see schedule.

to Loopto UIC& Loop

Amtrak service continuesto Quincy, Ill.; Denver;Los Angeles; and San Francisco

Amtrak service continuesto Springfield, Ill.; St Louis, Kansas City, and San Antonio

Amtrak service continuesto Indianapolis,Cincinnati, andWashington, D.C.

Amtrak service continuesto Champaign and Carbondale, Ill.; Memphis; and New Orleans

AM

PM

special event servicefrom Rosemont CTA station

South Shore service continues to Gary, Michigan City, andSouth Bend, Ind. airport.

Sat-Sun

METRATRAINS

CTATRAINS

CTA, PACEBUSES

(summers only)

1 2 3 4

miles50

NORTH

RTA Six-CountyRegional Map

Blue LineBetween O’Hare Airport, Downtown & Forest ParkBrown LineBetween Kimball & DowntownGreen LineBetween Harlem/Lake, Downtown,& 63rd Street terminalsOrange LineBetween Midway Airport & DowntownPink LineBetween 54th/Cermak & DowntownPurple LineBetween Linden & HowardPurple Line ExpressBetween Linden, Howard & Downtown(Weekday rush hours only)Red LineBetween Howard, Downtown &95th/Dan RyanYellow LineBetween Dempster-Skokie & Howard

Free train connections

Automated station entrance(No farecard machines)Accessible station

Bus route

Part-time serviceusually rush hours only

Certain trips only

Nonstop express serviceNonstop expresspart-time serviceLimited stops along bus routeCall-n-Ride zone

Metra rail line and station

Peak period station only

South Shore Line and station(between South Bend, Ind. & downtown Chicago)

Accessible station

Partially accessible station

Interstate highway

US highway

State highway

Amtrak service at station

Amtrak service continues

Point of interest

Park & Ride lot

Hospital

Metra fares are distance-based by zone.

Visit pacebus.com to downloadroute timetables for specific trip times.

zone

Pace Buses

Metra Commuter Rail

A

1

A

101

101

100

100

100

Map Legend

CTA Trains

68

41

94

Other Map Symbols

Oct 2018

ends

also provides weekday shuttle service betweenWheaton Metra & DuPage Co Center

also providesweekday shuttle service betweenGeneva Metra &Fermilab

also provides weekday service to Moraine Valley SW Education Center. Limited service between Orland Square Mall and Moraine Valley SW Education Center

begins/ends

Waukegan

River Valley Metro to Kankakee Call 815-937-4287

Connects withKenosha Area TransitCall 262-653-4287

Western Kenosha County Transit to Twin Lakes, WI Call 888-203-3498

Huskie Line to Northern Illinois University Call 815-758-6900

Seasonal express Pace bus service from four CTA stations and Northwest Chicago to Zoo

715 834722enter Yorktown Centervia Highland & 22nd;exit via Fairfield & Butterfield

O’Hare ATS Station served byRoute 250 serving Dempster-Skokie (Yellow Line), Davis (Purple Line),Des Plaines (UP-NW), and Davis St./Evanston (UP-N).Route 330 servingLaGrange Rd. (BNSF)

Select trips serve employee entrance,summers only

Amtrak service continuesto Michigan orCleveland andEast Coast cities

ChicaGo Dash express bus service from Loopto Valparaiso, INCall 219-462-1161

Sun only

H trips only

W trips only

C trips only

L trips only

H trips onlyG trips only

Y trips only

C trips only

R trips only

C trips only

V trips only

B and E trips only

connects Lewis Univwith Chicago Union Stationand CTA Blue Line Clinton station once daily. See schedule.

Addison I-7Alden A-1Algonquin E-3Alsip M-9Antioch A-6Arlington Heights G-7Aurora K-3, R-2Bannockburn E-8Barrington F-5Barrington Hills F-4Bartlett H-4Batavia J-3Beach Park A-8Bedford Park K-9Bellwood I-8Bensenville I-7Berkeley J-8Berwyn J-9Bloomingdale I-6Blue Island M-10Bolingbrook L-6Bridgeview K-9Broadview J-8Brookfield K-8Buffalo Grove F-7Bull Valley C-3Burbank L-9Burnham M-12Burr Ridge L-8Calumet City N-12Calumet Park M-10Campton Hills I-2Carol Stream I-5Carpentersville F-3Cary E-4Chicago Heights O-11Chicago Ridge L-9Cicero J-9Clarendon Hills K-7Country Club

Hills N-10Countryside K-8Crest Hill O-5, R-11Crestwood M-9

Crete P-11Crystal Lake D-3Darien L-7Deer Park E-6Deerfield F-8Des Plaines G-8Dixmoor M-10Dolton M-11Downers Grove K-7Dyer O-12East Chicago N-12East Dundee E-2, F-4East Hazel Crest N-11Elburn I-1Elgin G-2, G-4Elk Grove Village H-7Elmhurst J-7Elmwood Park I-9Evanston G-10Evergreen Park L-10Flossmoor O-10Ford Heights O-11Forest Park J-9Forest View K-9Fox Lake B-5Fox River Grove E-4Frankfort O-8Franklin Park I-8 Geneva J-3Glen Ellyn J-6Glencoe F-9Glendale Heights I-6Glenview G-9Glenwood O-11Golf G-9Grayslake C-6Green Oaks D-8Greenwood B-2Gurnee B-8Hainesville C-6Hammond N-12Hanover Park H-5Harvard B-1Harvey N-11

Harwood Heights I-9Hawthorn Woods E-6Hazel Crest N-10Hebron A-3Hickory Hills L-8Highland O-12Highland Park E-9Highwood E-9Hillside J-8Hinsdale K-7Hodgkins K-8Hoffman Estates G-6Holiday Hills D-4Homer Glen N-7Hometown L-10Homewood O-10Indian Creek E-7Indian Head Park L-8Inverness F-6Island Lake D-4Itasca H-7Johnsburg B-4Joliet O-6, S-11Justice L-9Kaneville J-1Kenilworth G-10Kildeer E-6La Fox J-2LaGrange K-8LaGrange Park K-8Lake Barrington E-5Lake Bluff D-9Lake Forest D-9Lake in the Hills E-3Lake Villa B-6Lake Zurich E-6Lakemoor C-5Lakewood D-2Lansing N-12Lemont M-7Libertyville D-7Lily Lake I-1Lincolnshire E-8

Lincolnwood H-10Lindenhurst B-7Lisle K-6, Q-8Lockport N-6Lombard J-6Long Grove E-7Lynwood O-12Lyons K-9Manhattan P-7Markham N-10Matteson O-10Maywood J-9McCook K-8McCullom Lake C-4McHenry C-3Melrose Park J-8Merrionette Park M-10Mettawa E-8Midlothian N-10Mokena O-8Monee Q-10Montgomery S-2Morton Grove G-9Mount Prospect G-7Mundelein D-7Munster O-12Naperville K-5, Q-6New Lenox O-7Niles H-9Norridge H-9North Aurora K-2North Barrington E-5North Chicago C-9North Riverside J-9Northbrook F-9Northfield G-9Northlake I-8Oak Brook J-7Oak Forest N-9Oak Lawn L-9Oak Park J-9Oakbrook Terrace J-7Oakwood Hills D-4Old Mill Creek A-7

Olympia Fields O-10Orland Hills N-8Orland Park N-8Oswego S-1Palatine F-6Palos Heights M-9Palos Hills L-9Palos Park M-9Park City C-8Park Forest P-10Park Ridge H-9Phoenix N-11Plainfield N-4Port Barrington D-5Posen N-10Prairie Grove D-4Prospect Heights F-7Richmond A-2Richton Park P-10Ringwood B-3River Forest J-9River Grove I-9Riverdale M-11Riverside J-8Riverwoods F-8Robbins M-10Rolling Meadows G-7Romeoville M-6Rondout D-8Roselle H-6Rosemont H-8Round Lake C-6Round Lake Beach B-6Round Lake

Heights B-6Round Lake Park C-6St. Charles I-3Sauk Village P-12Schaumburg G-6Schiller Park I-8Shorewood O-4Skokie G-10Sleepy Hollow E-1, F-3South Barrington F-5

Towns and CitiesSouth Chicago

Heights P-11South Elgin H-3, S-7South Holland N-11Spring Grove A-4Steger P-11 Stickney K-9Stone Park I-8Streamwood H-5Sugar Grove K-2Summit K-9Third Lake B-7Thornton O-11Tinley Park N-9Tower Lakes D-5University Park P-10Vernon Hills E-7Villa Park J-7Volo C-5Wadsworth A-8Warrenville K-5Wauconda D-5Waukegan B-8Wayne I-4West Chicago J-4West Dundee E-2, G-4Westchester K-8Western Springs K-7Westmont K-7Wheaton J-5Wheeling F-8Whiting M-12Willow Springs L-8Willowbrook L-7Wilmette G-10Winfield J-5Winnetka F-10Winthrop Harbor A-9Wonder Lake B-3Wood Dale H-7Woodridge L-6Woodstock C-2Worth M-9Zion A-9

121 2 3 4 5 6 7 8 9 10 11

A A

B B

C C

D D

E E

F F

G G

H H

I I

J J

K K

L L

M M

N N

O O

P P

Q Q

R R

S S

121 2 3 4 5 6 7 8 9 10 11

system map 2018Oct.indd 2 10/8/18 11:57 AM

Page 7: 2019...2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019 Northeastern Illinois April 2019 ZdA î ì í õ EAd/E' DE …

RTA 2019 OPERATING BUDGET, TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM

3RTAChicago.org

Overview

The RTA’s six-county region encompasses the Illinois counties of Cook, DuPage, Kane, Lake, McHenry, and Will. The RTA Act designates the RTA as the primary public body in the region to secure funds for public transportation. The RTA is authorized to impose taxes, issue debt, and allocate federal, state, and local funds to finance the operating and capital needs of public transportation.

The RTA Board of Directors governs the Agency. The CTA provides bus and heavy rail service in the City of Chicago and 35 adjoining suburbs. Metra provides commuter rail service throughout the six-county region. Pace provides bus service within the suburbs and between the suburbs and the City of Chicago, and also provides Dial-a-

Ride, vanpool, and ADA Paratransit service for the entire region (Exhibit 1-1).

Each year, the RTA Board must adopt an annual budget, two-year financial plan, and five-year capital program for each Service Board, and for the region as whole, including the RTA Agency. The general timeline of this process is as follows: The RTA Act requires the RTA Board to approve the funding amounts for each Service Board by September 15th. The funding amounts include the projected funding levels for the annual operating budget, two-year financial plan, and the five-year capital program, and also set the required recovery ratio for each Service Board’s operation.

The RTA is authorized to impose taxes, issue debt, and allocate federal, state, and local funds to finance the operating and capital needs of public trans-portation.

EXHIBIT 1-1: RTA & SERVICE BOARD STRUCTURE

Regional Transportation Authority

Planning, Funding, and Oversight

CTA Bus and

Heavy Rail

Metra Commuter Rail

Pace Suburban Service and

Regional ADA Paratransit

EXHIBIT 1-1: RTA AND SERVICE BOARD STRUCTURE

Introduction

The Regional Transportation Authority (RTA) 2019 Budget, Two-Year (2020-2021) Financial Plan,

and Five-Year (2019-2023) Capital Program comprise the consolidated budget for the RTA system. The RTA Agency provides funding, planning, and financial oversight for regional bus, rail, and paratransit opera-tions in Northeastern Illinois as set forth by the RTA Act and its subsequent amendments. Three independent Service Boards, the Chicago Transit Authority (CTA), Metra Commuter Rail, and Pace Suburban Bus, have opera-tional responsibility for the provision of public transportation services in the region. When reviewing this docu-ment it is important to note that the Service Boards operate as separate legal entities with independent boards of directors. The Service Boards have each adopted an individual operating budget and capital program through their own Board processes. The information provided in this document reflects the region’s funding and service conditions when the RTA Board adopted Ordinance 2018-68 on December 13, 2018, which approved the 2019 operating budgets and capital programs of the Service Boards, the RTA Agency, and the region as a whole.

Chapter 1, the Executive Summary, provides a regional summary of the consolidated budget. Chapters 2 through 6 provide detail on the operations, budgets, and financial plans of the RTA, CTA, Metra, Pace Suburban Service, and Pace ADA Paratransit. Chapter 7 provides an overview of regional performance measure-ments and Chapter 8 reviews the capital program of the region, including information on RTA bond issuances. A set of appendices includes supplemental ridership, sales tax, and demographic data; a description of the budget process; financial policies; the governance structure; the 2019 adopted budget and capital program ordi-nance; and a glossary.

Page 8: 2019...2019 OPERATING BUDGET TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM MOVING YOU 2019 Northeastern Illinois April 2019 ZdA î ì í õ EAd/E' DE …

RTA 2019 OPERATING BUDGET, TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM

4 RTAChicago.org

Regional Transportation AuthorityThe Regional Transportation Authority (RTA) provides financial oversight, funding, and regional transit planning for the three public transit operations in Northeastern Illinois that serve two million riders each weekday: The Chicago Transit Authority (CTA), Metra and Pace bus and paratransit. The Agency provides customer services including on-line and telephone travel planning assistance and travel training for people with disabilities. The RTA is the only transit agency that focuses on the entire region when determining transit planning and funding. The RTA region has a population of approximately eight million people throughout six counties and 7,200 transit route miles. For more information, visit RTAChicago.org

CTA, Metra and PaceThe Chicago Transit Authority (CTA) runs bus and elevated/subway trains in Chicago and nearby suburbs. For current fare and schedule information, visit transitchicago.comMetra provides commuter rail services to 242 stations throughout the region serving Chicago and its suburbs. For complete fare and schedule information, visit MetraRail.com Pace moves people throughout the Chicago region with fixed bus routes, Dial-a-Ride, Call-n-Ride and other community transit programs. Most Pace bus routes connect with Metra and CTA service. For schedules and fares, visit PaceBus.com

Transit Partners South Shore Line runs trains on the Metra Electric line from downtown Chicago to South Bend, Indiana, serving the Southeast Side of Chicago and Northwest Indiana. For schedules and fares visit nictd.com

RTA Travel Information Center:312-836-7000 • Daily: 6:00 am to 7:00 pm RTAChicago.org

RTA Customer ServiceCall 312.913.3110 for locations and hours.

Amtrak provides rail service from Chicago’s Union Station to cities throughout Illinois and United States. Many of these routes, combined with Thruway buses, connect 35 Illinois cities. For more information, visit Amtrak.com Chicago Water Taxi offers a direct link from the Metra and Amtrak train stations at Madison Street to Michigan Avenue, North Avenue and Chinatown. For more information visit chicagowatertaxi.com

AccessibilityMetra has 242 commuter rail stations, of which 171 are fully accessible and 22 are partially accessible. The CTA “L” train system includes 145 stations, of which 102 are fully accessible. All CTA and Pace buses are ramp-equipped and make automated stop announcements. For more information on how to use the region’s accessible bus and rail system, visit RTAChicago.org/rider-resources/accessible-transit

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Riverside

WesternAve

Cicero

LaVergneBerwyn

HarlemAve

HHollywood/Zoo Stop

SumSummit

BrookfieldCongress

ParkLaGrange Rd

Stone Ave/LaGrange

WesternSprings

Highlands

Willow Springs

Palos Park

Chicago Ridge

Oak Lawn

Ashburn

Wrightwood

GreshamBrainerd

91st St/Beverly

95th St/Beverly

99th St/Beverly

107th St/Beverly

111th St/Morgan Park

115th St/Morgan Park

111th St/Morgan Park

115th St/Morgan Park

103rd St/Beverly

119th St

123rd St

Prairie StPrairie St

Blue Island/Vermont Street

Robbins

Blue IslandBlue IslandBurr Oak

AshlandAve

RacineAve

WestPullman

StewartRidge State St

Riverdale

111th St/Pullman111th St/Pullman

107th St107th St

103rd St/Rosemoor103rd St/

Rosemoor

95th St/Chicago State Univ

83rd St/Avalon Park

87th St/Woodruff

79th St/Chatham

83rd St/Avalon Park

87th St/Woodruff

79th St/Chatham

91st St/Chesterfield

91st St/Chesterfield

75th St/Grand

Crossing

115th St/Kensington

103rd St/WashingtonHeights

95th St/Longwood95th St/Longwood

Hegewisch

Palos Heights

47th St/Kenwood47th St/Kenwood

59th St/59th St/Univ of Chicago

Halsted

Park Ridge

Edison ParkEdison Park

Dee RoadDee Road

NorwoodParkNorwoodPark

IrvingPark

Cumberland

GladstonePark

GladstonePark

JeffersonPark

Mayfair

GraylandGraylandGrayland

Healy

Western Ave

KedzieOakPark

RiverForest

MaywoodMelroseParkMelrosePark

Bellwood

Grand/Cicero

HansonPark

GalewoodMars

MontClare

ElmwoodPark

RiverGrove

FranklinPark

Berkeley

Mannheim

O’Hare Transfer

Belmont Ave/Franklin Park

Schiller Park

RosemontRosemont

Forest Glen

Edgebrook

Morton Grove

Golf

Glenview

Des Plaines

35th St/Lou Jones35th St/Lou Jones35th St/Lou Jones35th St/Lou Jones

LakeCalumet

Calu

met

Riv

er

WolfLake

L A K E

M I C H I G A N

Des Pl

aines

River

Sani

tary

& Sh

ip C

anal

North Branch of th

e Chicago River

Nor

th S

hore

Ch

anne

l

Des Plaines River

Calumet Sag Channel

G L E N V I E W

G O L F

W I L M E T T E

E VA N S T O N

N O R R I D G E

H A R W O O DH E I G H T S

N I L E S

P A R KR I D G E

S C H I L L E R P A R KF R A N K L I N

PA R K

R I V E R D A L E

MERRIONETTEPARK

B L U E I S L A N D

C R E S T W O O D

W O R T H

A L S I PP A L O S

H E I G H T S

P A L O SP A R K

H I C K O R YH I L L S

P A L O S H I L L S

C H I C A G OR I D G E

B R I D G E V I E W

O A K L A W N

HOME-TOWN

B U R B A N K

E V E R G R E E NP A R K

J U S T I C E

W I L L O WS P R I N G S

M c C O O K

H O D G K I N S

B E D F O R D P A R K

L A G R A N G EP A R K

B R O O K F I E L D

W E S T E R NS P R I N G S

C O U N T R Y S I D E

R I V E R SI DE

L Y O N S

S U M M I T

S T I C K N E Y

C I C E R O

M A Y W O O D

B R O A D V I E W

F O R E S T

P A R K

N O R T HR I V E R S I D E

B E L L W O O D

H I L L SI DE

W E S T C H E S T E R

E L M W O O DP A R K

R I V E RF O R E S T

R I V E RG R O V E

M E L R O S EPA R K

N O R T H L A K E

STON EPA R K O A K

P A R K

B E R K E L E Y

BU R RR I D G E

D E SP L A I N E S

D E SP L A I N E S

RO SE MON TRO SE MON T

S K O K I E

O A KP A R K

B E R W Y N

L A G R A N G E

A L S I P

R O B B I N S

H A M M O N D

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L I N C O L N W O O D

F O R E S TV I E W

IL

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DI

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O’HareAirport

Pulas

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Milwaukee

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71st

79th

83rd

87th

76th

Kedz

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76th

Halst

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Mich

igan

Vince

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Beverly

103rd

111th

109th

115th

104th

111th111th

115th

Pulas

ki

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King

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119th

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95th

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100th

South Chicago

Buffa

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Ewing

91st

93rd

100th

83rd

103rd104th106th

112th112th

Torre

nce

Aven

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118th

Ewing

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Aven

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Exch

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Baltim

ore

Lake Park

43rd

47th

55th

Hyde Park Lake

Par

k

67th

61st

63rd

57th

Dorc

hest

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Ston

yIsl

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Yale

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71st

73rd75th

79th

Yate

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Wen

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Mich

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Lake Shore DriveHalst

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26th

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Wab

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Madison

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Old Orchard

Glenview RdWilmette

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Golf

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Howard

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Milwaukee

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auke

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Asbu

ry

Davis

Lake

Oak

4th 3r

d

Simpson

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Central

Green Bay

Eden

s Ex

pwy

Avondale

Imlay

Cour

tland

Pros

pect

Oakton

Shermer

Monroe

ConradMain

Forest Pres

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Gunnison

Talcott

River Rd

Bess

ie Co

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Airp

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rans

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tem

Whit

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Map

le

Busse Hwy

Busse Hwy

BallardBallardDempster

Oakton Oakton

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Gre

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Northwest Hwy

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Dee

Was

hingt

on

Miner

River Rd

Higgins

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Golf

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Devon

Dee

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Pratt

Higgins

East

Rive

r Rd

Ozark

Talcott

Delp

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Higgins

Mannh

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Cum

berla

nd

Lawrence

Rive

r Rd

25th

Pear

l

Tollway

Com

mer

cial

127th130th

133rd

Ellis

Indi

ana Eb

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rtLa

ngley

130th

Torre

nce

Brainard

124th

127th

Thro

op

Vermont

119th

Burr Oak

135th

Cice

ro

Claire

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Pulas

ki

Cent

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ark

Kedz

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Wes

tern

Gre

gory

Ashla

nd

Mar

shfie

ld

Fran

cisco

139th

127th

Harle

m

135th

Ridg

eland

95th

103rd

Robe

rts R

d. (8

0th

Ave)

Ridg

eland

76th

Ave

100th

107th

103rd

74th

77th

79th

Harle

m

Cent

ral

Oak

Par

k

Narra

gans

ett

87th Cice

ro

31st 95th

100th

63rd

88th

Ave

LaG

rang

e Rd

Law

ndale

31st

Ogden

Harle

m

Neva

Narra

gans

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Aust

in

Map

le

Prair

ie

1st

Des

Plain

es

East

46th47th

Archer

Stevenson Expwy

Stanley

Pershing

35th

31st

Cent

ral

65th

Joliet

Joliet

55th

73rd

26th

Washington

Cermak

Industrial

25th25th

Lara

mie

Harle

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Aust

in

Oak

Par

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Washington

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Canterbury

Cermak 1st

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19th

25th

25

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1st

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lmor

al

Wes

t-ch

este

r

5th

Butterfield

St Charles

North

Lake

Man

nheim

5th25

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River Rd

Lake

Broa

dway

Oak

Par

k

Ridg

eland

Aust

inLo

mba

rd

Nord

ica

Grand

North

Irving Park

Milwaukee

Hibb

ard

Canf

ield

Oza

nam

Foster

Shef

field

Neva

Narra

gans

ett

24th Pl

Joliet

Pershing

Oakenwald

NW Hwy

Sout

h Sh

ore

Harle

m

103rd

Van Vlissingen

104th

95th

Indi

ana

Wol

f

Golf

Wol

f

Mannheim

Chicago Skyway

Tri-State Tollway

LaGrange Rd

26th

Pershing

Dam

en

Ashla

nd

Racin

e

Wes

tern

Halst

ed

25th

Tri-S

tate

Tollw

ay

Wol

f Madison

Eisenhower Expwy

Madison

Kent

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Halst

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RooseveltTaylor

Harrison

Kedz

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Sheridan

Dewes

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Lym

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Tri-S

tate

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ay

Karlo

v

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63rd Pl

Cermak

Irving Park

Rand

Wol

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Oak

Map

le

Lake

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Emerson

Dempster

Asbu

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Bens

on

Sher

man

Pauli

naAs

hland

St Charles

Lara

mie

Ellinwood

Feehanville

Armitage

Cortland

Wilson

Harding

Burlington

Inner Dr.

Willo

w S

pring

s Rd

Douglas

131st

Kennedy Expwy

Sacr

amen

to

Lawrence

Seymour

75th

51st

Cermak

Oak

Par

k

Califo

rnia

Foster

Harle

m

Dodg

e

Ridge

Chica

go

Church

Davis

Rock

well

Gross

Point

Ashla

nd

Roscoe

Yate

s

132nd

Sher

idan Sh

erid

an

Cent

ral

Central

Green

Midlothian

Turnpike

Harrison

Jackson

93rd

Chicago

Cargo Rd

Taft

Sprin

gfiel

d

Cannon

95th

Cice

ro

Low

e

132nd

Sagi

naw

Joliet

Woo

dlan

d

Wol

fW

olf

Coun

ty L

ine R

d

Cent

ral

La G

rang

e Rd

111th

Mea

de

Darmstadt

103rd

St L

awre

nce

Arch

er

Bishop Ford Freeway

Dan

Ryan

Exp

wy

64th

72nd

Tri-State Tollway

Cascade55th

Park Pl

Linden

47th

Business Center Dr

Southwes

t Hwy

Ogden

Des

Plain

es

Maryla

nd

90

94

294

294

290

290

294

294

57

55

88

55

94

94

94

90

90

Hyde Park

Evanston

Rock

Islan

dDi

strict

Main

Lin

e to

Joli

et

special event servicefrom Rosemont CTA station

See Downtownmap

special event servicefrom Midway CTA station

Mon-Fri

Sat-Sun

AM PM

PM AM

AM only

AM PM

to Cicero(Pink Line)

to Midway (Orange Line)

to 69th(Red Line)

R trips only

H tr

ips

only

Only the South Water Streetentrance is accessible

Only the Marion Streetentrance is accessible.

nonstopto SouthSuburbs

877 & 888 nonstop toWestern Suburbs

to Jefferson ParkBlue Line Station

H trips only

H trips only

*Transfer betweenMetra Electric &South Shore trains at 57th StStation only

Union Pacific/North Line

to Waukegan, Kenosha

Union Pacific/

Northwest Line

to Crystal Lake, Harvard

Milwaukee District/North Line

to Fox Lake

South Shore Line(To Gary, Michigan City,South Bend Airport)

Met

ra El

ectri

c Dist

rict M

ain Li

ne

Met

ra El

ectri

c Dist

rict M

ain Li

neto

Unive

rsity

Park

Rock

Isla

nd D

istric

t Sub

urban

Line

to Jo

liet

Rock

Islan

dDi

strict

Main

Lin

e to

Joli

et

Electric DistrictBlue Island Branch

South

West S

ervice

to Man

hatta

n

Herita

ge Co

rrido

r

to Jo

liet

BNSF Railway to Aurora

Union Pacific/West Line to Elburn

Milwaukee District/West Line to Elgin

Electric District

South Chicago Branch

North

Cen

tral S

ervic

e to A

ntioc

h

to NorthwestSuburbs

to NorthwestSuburbs

850, 851, 855, 856 to downtown

Guaranteed Rate Field: Pace offers express service from Boling-brook, Burr Ridge, Markham, Oak Lawn, Palos Heights and Tinley Park.

Wrigley Field: Pace offers express service from Schaumburg and Yorktown

Express buses to Zoo from Harlem (Green),Forest Park (Blue), 54th/Cermak (Pink),and 95th (Red) CTA stations,summer weekends only; express bus to Zoo from Northwest Chicago, summer Saturdays only

nonstop between Marine/Bittersweet (4100N)and Wacker/Columbus

begins/ends at Berwyn Station

begins/ends at Marine/Foster

begins/ends at Clarendon/Wilson

Purple Line trains also stop southbound only AM peak hours

nonstop between Foster/Marine and Michigan/Delaware

nonstop between Stockton/Arlington (2500N)and Wacker/Columbus; begins/ends at Sheridan/Belmont

nonstop between Lake Shore/Belmont and Wacker/Columbus

nonstop between Stockton/Arlington (2500N)and Michigan/Delaware; begins/ends at Sheridan/Belmont

nonstop between Lake Shore/Belmont (3200N)and Michigan/Delaware

nonstop between Marine/Irving Park andMichigan/Delaware

one mile

NORTH

755 to downtownvia Illinois MedicalDistrict & UIC

nonstopbetween 47th/Lake Parkand Columbus/11th andoperate locally in the Loop

begins/endsat 35th

rush periodservice to downtowntrain stations

nonstop between Museum of Science & Industry and Columbus/11th

nonstop between Jeffery/67th toColumbus/11th and operate locally in the Loop

begins/ends

755 to Bolingbrook/Plainfield850, 851 to Bolingbrook/Romeoville

Special service to UPS Hodgkins

nonstop to UPSsee schedule

nonstopto Carver HS

River Valley Metro to Kankakee Call 815-937-4287

CTA Trains

Free trainconnections

Walk between stationsfor free transfer using farecard

Automated station entranceMay be unstaffed

Accessible station

CTA Buses

Pace Buses

Metra Commuter Rail

Other Map Symbols

Blue LineBetween O’Hare Airport, Downtown& Forest ParkBrown LineBetween Kimball & DowntownGreen LineBetween Harlem/Lake, Downtown,and 63rd Street terminalsOrange LineBetween Midway Airport & DowntownPink LineBetween 54th/Cermak & DowntownPurple LineBetween Linden & HowardPurple Line ExpressBetween Linden, Howard & Downtown(Weekday rush hours only)Red LineBetween Howard, Downtown &95th/Dan RyanYellow LineBetween Dempster-Skokie & Howard

Rail line and station

Peak period station only

South Shore Line

Fully accessible station

Partially accessible station

Belmont

Point of interest

Park & Ride lot

Chicago street numbersSee note below

Interstate highway

Amtrak line and station800-USA-RAILamtrak.com

Greyhound Bus Station800-231-2222

Chicago Street numbers start at State and Madison downtown. State St. divides east and west addresses, and Madison St. divides north and south addresses. Suburban street numbers vary; not all use Chicago’s system. One mile is equal to 800 street numbers (except between Madison and 31st St. For example: Montrose (4400 N) is one mile north of Addison (3600 N).

Bus route

Part-time service

Certain trips only

Non-stop express service

Non-stop express,part-time service

Limited stops along bus route

Route terminal

Map Legend

10000N

100

101

101

100

101

Oct 2018© 2018 Regional Transportation AuthorityDesigned for the RTA by Chicago CartoGraphics

Bus route

Part-time service

Certain trips only

Night Owl service only

Non-stop service

Limited stopsalong bus route

Route terminal

Loop Link transitway

N52

52

52

52

52

90

Route 330 serves O’Hare Airport ATS

O’Hare ATS Station served byRoute 250 serving Dempster-Skokie (Yellow Line), Davis (Purple Line), Des Plaines (UP-NW), and Davis St./Evanston (UP-N)Route 330 serving LaGrange Rd. (BNSF)

Museum of Science & IndustryServed by express bus 10 from downtown daily Memorial Day weekend through Labor Day.

O trips only

BridgeviewTransitCenter

6

18

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34

6

6

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62

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6229

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Chicago–OgilvieTransportation

Center (OTC)

Chicago–OgilvieTransportation

Center (OTC)

Metra Union Pacific/North Line

Metra Union Pacific/Northwest Line

Met

ra R

ock

Isla

nd D

istr

ict

Metra Electric District

South Shore Line

Chicago–Union Station(CUS)

Chicago–Union Station(CUS)

Chicago–LaSalleStreet Station

Chicago -MuseumCampus/11th St

18th St

McCormickPlace

Chicago–Van BurenStreet Station

Chicago–Van BurenStreet Station

Chicago–Millennium Station

South Water Stentrance

skyway

Halsted

Metra North Central Service

Milwaukee District/North Line

Milwaukee District/West Line

Metra Union Pacific/West Line

Met

ra B

NSF

Railw

ay

Met

ra S

outh

wes

t Ser

vice

Met

ra H

erita

ge C

orrid

or

Union StationTransit Center

Oak

Walton

Delaware

Chestnut

Pearson

Bellevue

Cedar

Elm

Scott

Hill

Oak

Walton

Locust

Chestnut

Institute PlLarra

bee

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Orle

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van

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RandolphRandolph

Huron

Erie

Ontario

Ohio

Grand

Illinois

Hubbard

Kinzie

Wacker

Wacker

Orle

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Fran

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Well

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Dear

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Stat

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Wab

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Lake

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Superior

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Ontario

Ohio

Grand

Illinois

North Water

Superior

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riverwalk

riverwalk

Washington

Madison

Monroe Monroe

Adams

Jackson Jackson

Congress

Polk

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Fran

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Mich

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South Water

9th

11th

13th

14th

Polk

Madison

Monroe

Adams

Jackson

Van BurenVan Buren

Harrison Harrison

Eisenhower Expwy

Lake

Washington

Fulton

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Mor

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Gre

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Desp

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16th

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21st

23rd

24th

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Roosevelt Roosevelt

14th Pl

Maxwell

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Dear

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Stat

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Mich

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19th

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North Branch

Ston

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Oak

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Cam

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Haines

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Chicago Chicago

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Chicago

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Washington/Wells

MerchandiseMart

Clark/Lake

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QuincyQuincy

Clinton

Morgan

Washington/Wabash

Chicago

State/Lake

Lake

Monroe

LaSalleClinton

UIC-Halsted

WWashington

Grand

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Grand

Chicago

Clark/Division

JacksonJackson

LaSalle/Van BurenLaSalle/Van BurenLaSalle/Van Buren

Superior

Kinzie

Wells

Peoria

Polk

Cermak–McCormickPlace

23rd

Civic Opera House

ChicagoBoardof Trade

CountyBldg.

City HallDaleyCenter

ThompsonCenter

MerchandiseMart

FederalBuildingsand Courts

HaroldWashingtonLibraryCenter

ChicagoArchitectureFoundation

SymphonyCenter

ChicagoCulturalCenter

SpertusInstitute

Museum ofContemporaryPhotography

Pritzker Pavilion

Gallery 37Center for the Arts

Gallery 37Center for the Arts

Museum ofBroadcastCommun-ications

IllinoisCenter

NorthwesternMemorialHospital

LurieChildrensHospital

Museum ofContemporary Art

Ohio StreetBeach

NewberryResearchLibrary

Water Tower Place

Harris Theatre

PetrilloMusic Shell

BuckinghamFountain

Shedd Aquarium/Oceanarium

FieldMuseum

Soldier Field Huntington BankPavilion

AdlerPlanetarium

12thStreetBeach

McCormickPlace South

McCormickPlace West

McCormick

McCormickPlace LakesideCenter

Cook CountyCourt

Jane AddamsHull House

National Hellenic Museum

Navy Pier

ChicagoChildren’sMuseum

Navy Pierarea movedinland 12 pts

NortherlyIslandarea movedinland 12-24-36 pts

Ventra CustomerService Center &CTA Headquarters

McCormickPlace North

Museum Campus

NortherlyIslandPark

MillenniumPark

HutchinsonField

GrantPark

MaggieDaleyPark

Chicago River

L A K E

M I C H I G A N

eArt Instituteof ChicagoArt Instituteof Chicago

ST

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Visitor Info. Center

RobertMorrisUniversity

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East-WestUniversity

ColumbiaCollege

University of Illinoisat Chicago

Chicago-KentSchool of Law,Stuart Schoolof Business(Illinois Instituteof Technology)

Northwestern UnivDowntown

LoyolaUniversity

Universityof ChicagoGleacher Center

MoodyBibleInstitute

Harold WashingtonCollege

DePaulUniversity

National-LouisUniversity

The JohnMarshallLawSchool

1200S

1000S

600S

400S

300S

200S

100S

400N

530N

100N

150N

200N

800N

800W

200W

600W

0 E/

W

800W

200E

0 E/

W

0 N/S

NORTH

Soldier Field: Pace offers express service from Bolingbrook, Burr Ridge, Elk Grove Village, Oak Lawn, Palos Heights, Schaumburg and Yorktown.

end

begin

unde

rgro

und

plat

form

Mar–

Oct only

on middle level

servedrush hoursonly

midday/evenings/weekends on top level

Chicago Water Taxi to/from North Avenue (summer only)

nonstop between Delaware/Michigan and Marine/Irving Park (4000N)

nonstop between Michigan/Delaware and Lake Shore/Belmont (3200N)nonstop between Delaware/Michigan and Marine/Foster (5200N)

nonstop between Michigan/Delaware and Stockton/Arlington (2500N)

begins/ends

begins/ends

begins/ends

nonstop between Wacker/Columbusand Stockton/Arlington(2500N)nonstop between Wacker/Columbusand Lake Shore/Belmont(3200N)nonstop between Wacker/Columbusand Marine/Bittersweet(4100N)

BLUE LINEDaily at all timesto O'Hareor Forest Park

ends

begins

begins/ends

Chicago W

ater Taxi to/from C

hinatown (sum

mer only)

Museum of Science & IndustryServed by bus 10 daily from Memorial Day weekend through Labor Day.

Museum CampusServed by bus 130 daily from Memorial Day weekend through Labor Day.

not served by all trains;see timetable

ORANGE LINEDaily until 1:25a.m. to Midway

not served by all trains;

see timetable

not served by all trains;see timetable

Chica

go W

ater Taxi

Maxwell StreetSunday Market

For McCormick Place Ride Bus 3 southbound on Michigan (800N to 2100S) daily; or Green Line to Cermak–McCormick Place

unde

rgro

und

plat

form

ChicaGo Dash express bus service from Loopto Valparaiso, INCall 219-462-1161

nonstop between Columbus/11th andMuseum of Science & Industry

nonstop between Columbus/11th and47th/Lake Park

nonstop between Columbus/11th andJeffery/67thnonstop between Michigan/Van Buren and Boughton/Preston nonstop between Michigan/Van Buren and Romeoville White Fence Farm Park-n-Ridenonstop between Michigan/Van Buren and Burr Ridge Park-n-Ride nonstop between Michigan/Van Buren and Harlem/Archer

lower level

Ogilvie Transp Center

FieldMuseum

FieldMuseum

AdlerPlanet-

arium

NortherlyIsland Park

Sta

te

LaSalle St.Station

UnionStationAmtrak

Can

al

Clin

ton

Willis(Sears)Tower

McFetridge

Roosevelt

Adams

JacksonArt Institute

RandolphWash-ington

Soldier Field

SheddAquarium

Mic

higa

n

130 Museum Campus

Wac

ker

Madison

Jackson

Ogilvie TranspCenter

Clin

ton

Union StationAmtrak

Sta

te

Roosevelt

Roosevelt(Red, Green, Orange Lines)

Lake Park

Midway Plaisance

57th

Ellis

Woo

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n

Kim

bark

Cot

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G

rove

192 Univ of Chicago Hospitals Express

59th

53rd

Wrigley Field

Guaranteed Rate Field

Soldier FieldOgilvie Transp Center

Soldier FieldMcFetridge

128 Soldier Field Express

Madison

UnionStationAmtrak

Clin

ton

Can

al

Jackson

19 United Center Express

RandolphWashington

Mic

higa

n

Hal

sted

MillenniumStation

OgilvieTranspCenter

UnionStationAmtrak

Madison

UnitedCenter

NavyPier

OgilvieTranspCenter

120

121

120

121

120 Ogilvie/Streeterville Express121 Union/Streeterville Express

AM

Wacker

Lake

Sho

re D

r

Wacker

Can

alC

linto

n

JacksonAdams

WashingtonRandolph

IllinoisGrand

Ontario

Huron

Chicago

Low

erM

ichi

gan

Union Station

NavyPier

OgilvieTranspCenter

120 Ogilvie/Streeterville Express121 Union/Streeterville Express

PM

Wacker

Lake

Sho

re D

r

Wacker

Can

alC

linto

n

JacksonAdams

WashingtonRandolph

IllinoisGrand

Ontario

Huron

Chicago

Low

erM

ichi

gan

Union Station

Fairb

anks

Fairb

anks

McC

lurg

McC

lurg

132 Goose Island Express

Red LineNorth/ClybournStation

Blue LineGrand Station

Van BurenStation

Union StationAmtrak

Ogilvie TranspCenter

Cherry

Clybourn

Blackhawk

North

Branch

Hal

sted

Ash

land

Grand

Harrison

Van BurenJacksonC

linto

nC

anal

Fina

ncia

l Pl

Division

North

Cortland

Mic

higa

n

Chicago

LaSalle St. StationGoldblatt

Pavilion

Rush Hour Buses from Downtown Metra Stations

CTA Special and Seasonal Routes

Board at Ogilvie Transp Center:SB on Canal at Washington

Service weekdayrush hours only

end

begin

Board at Union Station:EB on Jackson at Canal

Board at Union Station:EB on Jackson at Canal

stops atAdams &WackerSB only

Service for Bulls, Blackhawks, and concerts

Non-stop betweenHalsted Streetand United Center

N O N - S T O P

Service operatesMemorial Daythrough Labor Day

Board atOgilvie Transp Center:SB on Clinton at Washington

Board at Union Station:EB on Jackson at the river

Board atLaSalle Street Station:EB on Jackson at Financial Pl

From Ogilvie Transp Centeror Union Station:Board WB on Madisonat Clinton

Board at Ogilvie Transp Center:SB on Canal at Washington

Service weekdayrush hours only end

N O N - S T O P

begin

Service for Bearsfootball games only

Round trip fare $5($2.50 reduced fare)

NO

N- S

TO

PBoard atOgilvie Transp Center:SB on Clinton at Madison

Board atUnion Station:EB on Jackson at Canal

NO

N-S

TOP

Service weekdayrush hours only

Board at OgilvieTransp Center:SB on Clintonat Madison

Board atUnion Station:SB on Clintonat Jackson

PMonly

AMonly

AMonly

AMonly

NON-STOP

MetraUnion PacificClybourn Station(on Cortlandat Ashland)

Service weekdayrush hours only;limited stopsas shown

Board at Ogilvie:NB on Canal at Madison

Board at Union Station:NB on Canal at Adams

Board at LaSalle St Sta:WB on Van Buren at Financial Pl

Pace Service toSpecial Events

282 Schaumburg–Wrigley Field Express

779 Yorktown–Wrigley Field Express

773 Markham/Tinley Park–

Guaranteed Rate Field Express774 Palos Heights/Oak Lawn–

Guaranteed Rate Field Express775 Bolingbrook/Burr Ridge–

Guaranteed Rate Field Express

237 Schaumburg–Elk Grove–Soldier Field Express

768 Bolingbrook–Burr Ridge–Soldier Field Express

769 Palos Heights–Oak Lawn–Soldier Field Express

776 Yorktown–Soldier Field Express

For more information visit PaceBus.com

N ON-STOP

Adler Planetarium H14Art Institute of Chicago E13Beaches: Oak St A13 Ohio St C14 12th St. H14Buckingham Fountain F13Chicago Architecture Foundation E12Chicago Board of Trade F11Chicago Children’s Museum C14Chicago Cultural Center D12Chicago Stock Exchange F11City Hall/County Building D11Civic Opera House E11Cook County Court (Clinton/Harrison) F10Daley Center D12 Federal buildings and courts E12Field Museum H14

Downtown Points of Interest Schools and Universities Downtown Metra StationsArt Institute of Chicago E13Columbia College F12DePaul University, Downtown F12East-West University G12Harold Washington College D12Illinois Institute of Technology, Downtown E10The John Marshall School of Law F12Loyola University, Water Tower B12National–Louis University F12Northwestern University, Downtown B13Robert Morris University F12Roosevelt University F12University of Chicago, Gleacher Center C13University of Illinois at Chicago G9

Chicago Union Station E10 Amtrak BNSF Railway District Heritage Corridor Milwaukee District North Central Service SouthWest ServiceLaSalle Street Station F11 Rock Island District Millennium Station D13 Electric District South Shore LineMuseum Campus/11th St Station G13 Electric District South Shore LineOgilvie Transportation Center D10 Union PacificVan Buren Street Station F13 Electric District South Shore Line

Gallery 37 Center for the Arts D12Greyhound Bus Terminal F10Harold Washington Library F12Harris Theatre D13Huntington Bank Pavilion H14Illinois Center D13Jane Addams Hull House G9John Hancock Center B13Maggie Daley Park E13Magnificent Mile shopping B12Maxwell Street Sunday Market H10Merchandise Mart D11Millennium Park E12Museum of Contemporary Art B13Museum of Contemporary Photography F12Navy Pier C14National Hellenic Museum F9

Newberry Research Library A12North Michigan Avenue shopping B12Northwestern Memorial Hospital B13Petrillo Music Shell E13Pritzker Pavilion E13Sears Tower see Willis TowerShedd Aquarium/Oceanarium H14Skydeck Chicago E11Soldier Field H14Spertus Institute F12State Street shopping E12Symphony Center E12Thompson (State of Illinois) Center D11360º Chicago B13Visitor Information Center D12Water Tower Place B13Willis Tower E11

The RTA is committed to the environment. This map has been produced using paper that has been third-party certified that it comes from responsibly managed forests, and 10% post-consumer waste. Please recycle when you’re done!

Chicago Downtown Chicago

Points of Interest

CTA and Pace FaresVentra® is the region’s fare payment system, which makes it faster and easier to board and pay. Ventra Transit Accounts can be loaded with value and passes using the Ventra App, cash, coins or bankcard at any Ventra vending machine, hundreds of Ventra retailers (payment types accepted may vary), or with credit/debit cards online and by phone.

Cash is accepted on buses. No transfers are issued when paying in cash. Full Reduced Cash Cash Fare Fare** Fare Reduced** deducted from transit value

CTA ‘L’ train fare $2.50* $1.25 $2.50* $1.25* CTA Bus fare $2.25 $1.10 $2.50 $1.25Pace Bus fare $2.00 $1.00 $2.25 $1.10Pace Premium Bus fare $4.50 $2.25 $4.50 $2.25CTA Transfers $0.25 $0.15Pace Transfers $0.30 $0.20 Transfers provide up to two additional rides within two hours*Load cash at ‘L’ stations onto a Ventra Card, personal contactless bankcard, or buy a Single-Ride ticket. Single-Ride Ventra Tickets cost $3, provide up to 2 transfers within 2 hours and include a limited-use media fee. Buy new Ventra Cards or Tickets at any Ventra Vending Machine. A special $5 fare applies when boarding the CTA Blue Line at O’Hare paying transit value or buying a Single-Ride Ticket (the special fare does not apply when using a pass to ride).**Passengers with RTA-issued Reduced Fare permits and children ages 7 to 11. Children under 7 ride free with a fare-paying customer. Call the RTA at 312-913-3110 for more information about RTA Reduced Fare permits.Visit transitchicago.com/fares/ for CTA fare details. Visit pacebus.com/sub/schedules/fare_information.asp for Pace fare details.

Metra FaresMetra Mobile Tickets and Passes can be purchased using the Ventra App. Fares are based on distance traveled. The fare schedule below is for fares based on travel to/from downtown Chicago (Zone A).Zone A B C D E

One-way $ 4.00 $ 4.25 $ 5.50 $ 6.25 $ 6.75One-way reduced* $ 2.00 $ 2.00 $ 2.75 $ 3.00 $ 3.25Ten-Ride $38.00 $40.50 $52.25 $59.50 $64.25Ten-Ride reduced* $19.00 $19.00 $26.25 $28.50 $31.00

Zone F G H I J One-way $ 7.25 $ 7.75 $ 8.25 $ 9.00 $ 9.50One-way reduced* $ 3.50 $ 3.75 $ 4.00 $ 4.50 $ 4.75Ten-Ride $69.00 $73.75 $78.50 $85.50 $90.25Ten-Ride reduced* $33.25 $35.75 $38.00 $42.75 $45.25* Available only to riders with RTA-issued Reduced Fare permits

Children’s FaresChildren pay reduced fares on CTA, Metra and Pace based on their age. On Metra and Pace, children under the age of 7 are not permitted to travel without a fare paying customer. Ages 7-11 Under 7

CTA Reduced Fare* Free with fare-paying customerPace Reduced Fare Free with fare-paying adult**Metra Half Fare Free with fare-paying adult****Children 6 years of age and younger traveling alone pay reduced fare. **Up to two children free per adult ***Up to three children free per adult

CTA and Pace PassesPasses offer unlimited rides on CTA and/or Pace when activated with first use. Passes are loaded onto a Ventra transit account or contactless bankcard.

Passes Full Reduced*1-Day CTA Pass $10 3-Day CTA Pass $20 7-Day CTA Pass $28 7-Day CTA/Pace Pass $33 30-Day Pace Pass $60 $3030-Day Pace Premium Pass $140 $7030-Day CTA/Pace Pass $105 $50* Available only to riders with RTA-issued Reduced Fare permitsVisit transitchicago.com/fares/ for CTA fare details. Visit pacebus.com/sub/schedules/fare_information.asp for Pace fare details.

Metra PassesMetra offers unlimited ride monthly passes. The schedule below is for the price of a monthly pass based on travel to/from downtown Chicago (Zone A).

Zone A B C D EMonthly $116.00 $123.25 $159.50 $181.25 $195.75 Reduced monthly* $ 70.00 $ 70.00 $ 96.25 $105.00 $113.75

Zone F G H I JMonthly $210.25 $224.75 $239.25 $261.00 $275.50 Reduced monthly* $122.50 $131.25 $140.00 $157.50 $166.25 * Available only to riders with RTA-issued Reduced Fare permits

Metra Weekend Pass Metra offers a $10 Weekend Pass for unlimited rides on both Saturday and Sunday. Not valid for travel on the South Shore (NICTD).

Metra Connecting Services PassesMetra monthly pass holders can purchase passes to travel on connecting CTA and Pace services. Visit metrarail.com for more information.

Pass Service Use Cost**Link-Up CTA and CTA: Weekdays 6 am–9:30 am Pace and 3:30 pm–7 pm Pace: Anytime $55 PlusBus Pace Anytime $30**Connecting Services Passes are only available with the purchase of Metra Monthly Pass

NICTD (South Shore Line) FaresSouth Shore Line fares are based on distance traveled. There are four basic ticket types; one-way, 10-ride, 25-rides, and monthly tickets. Reduced fares are available for senior citizens and customers with disabilities. Please note that Metra tickets and passes are not valid on South Shore Line trains. Visit nictd.com for NICTD fare options and details. Fares are subject to change. Effective through December 2018.

Follow us on

SYSTEM MAP

October 2018

Check out Invest in Transit, the 2018-2023 Regional Transit Strategic Plan for Chicago and

Northeastern Illinois. StrategicPlan.RTAChicago.org

A A A

B B B

C C C

D D D

E E E

F F F

G G G

H H H

I I

J J

K K

L L

2

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3

3

4

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5

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1

1

system map 2018Oct.indd 1 10/8/18 11:57 AM

EXHIBIT 1-2: RTA SYSTEM MAP

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5RTAChicago.org

The Service Boards continue to address the ongoing national decline in transit ridership by introducing innovative services such as CTA’s Loop Link buses and Ashland/Western express routes, Metra’s new reverse commute frequencies to Lake County, and Pace’s I-90 express routes and Pulse arterial rapid transit (ART) along Milwaukee Avenue. Where investment has been made, rail ridership has grown, as evidenced by CTA’s Brown Line ridership growth of 4% in 2016 following ex-tensive track and station improvements. Metra recently opened a new station at Romeoville, which immediately increased ridership on its Heritage Corridor line.

REGIONAL ECONOMY

After six years of sales tax collections exceeding prior year by at least 4%, 2016 sales tax grew by 1.4%, and 2017 receipts by 1.3%. After those two weak years, 2018 sales tax is projected to rebound somewhat with 3.5% growth prior to the State surcharge. While overall sales tax projections are increasing, the State of Illinois continues to assess a fee on sales tax and state match-ing funds (1.5% of sales tax, and 5% of State matching funds), impacting funding for the RTA and Service Boards. In the wake of the 2008 financial crisis and recession, regional unemployment reached a high of 11.3% in the first quarter of 2010. The unemployment rate has improved steadily over the subsequent years, and stood at 3.9% in the fourth quarter of 2018. The availability of jobs in the Chicago region also fell dramatically during the recession, but has since rebounded. In the fourth quarter of 2018, there were 3.6 million regional jobs, slightly more than the first quarter of 2007. Recent

The approved funding amounts guide the develop-ment of the Service Boards’ budgets. By October, each Service Board prepares and publishes, for public hearing and comment, a proposed budget and capital program document that conforms to the RTA funding amounts. After considering public comment, the CTA, Metra, and Pace boards adopt their respective budgets in November. The adopted budgets are submitted to the RTA, which consolidates the Agency and Service Board budgets into a proposed RTA regional budget and capital program document. The RTA Board releases this document for public hearing and comment before con-sidering the regional budget for adoption in December.

Service Characteristics

The six-county Northeastern Illinois region has more than 8.4 million residents and spans 3,749 square miles. The RTA system operates more than 6,000 buses, rail-cars, and locomotives, plus over 700 vanpool vehicles. The system provides an average of over two million rides per weekday on more than 350 routes utilizing approximately 380 rail stations, as shown by the map in Exhibit 1-2. With an average asset life of over 25 years, the RTA system requires $2 billion to $3 billion in capital funds each year to maintain and preserve the existing infrastructure, as well as address the backlog of deferred projects.

Environmental Outlook

RIDERSHIP

System ridership is expected to end 2018 at 578.0 million trips, a decrease of 2.6% from 2017. In the 2019 budget, RTA system ridership is projected to decrease by 1.1% to 571.6 million (Exhibit 1-3). On a percentage basis, CTA expects the largest ridership loss at 1.3%, while Metra and Pace ridership is projected to decline by 0.4%, driven by relatively low gas prices, the growth of Transportation Network Companies (TNCs), and changing consumer habits. ADA Paratransit ridership is projected to grow by 1.0%, maintaining essentially the same growth rate as the 2018 estimate.

EXHIBIT 1-3: RTA RIDERSHIP BY SERVICE BOARD (IN MILLIONS)

2017 2018 2019 2019Actual Estimate Budget Growth

CTA 479.4 467.3 461.3 -1.3%Metra 78.6 75.9 75.6 -0.4%Pace 31.4 30.5 30.4 -0.4%ADA Paratransit 4.3 4.3 4.3 +1.0%Region 593.7 578.0 571.6 -1.1%

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RTA 2019 OPERATING BUDGET, TWO-YEAR FINANCIAL PLAN AND FIVE-YEAR CAPITAL PROGRAM

6 RTAChicago.org

increase RTA system vehicle revenue miles by 0.3% in 2019.

Strategic Plan and Goals

At their January 18th, 2018 meeting, the RTA Board of Directors adopted a new regional transit strategic plan for 2018 to 2023 entitled Invest in Transit, which can be found on the RTA website:

http://rtachicago.com/plans-programs/regional-transit-strategic-plan

The Strategic Plan provides a visionary roadmap for near-term transit investment in the RTA six-county area. Through the Strategic Plan, the Chicago region’s transit agencies – RTA, CTA, Metra and Pace – joined forces to talk about the capital investments that are needed over the next five years to deliver great public transporta-tion in light of changing demographics, transportation, and technology. The resulting Strategic Plan will serve as a guide to each of the transit agencies in planning and funding future projects as well as carrying out the unique day-to-day activities needed to meet passenger needs that vary widely across the large and diverse region. The following page shows an outline of the plan’s goals and objectives:

years have also seen the State of Illinois lose population to surrounding states and elsewhere in the U.S.

The price of gasoline plays a significant role in the demand for public transportation services, and lower fuel prices have contributed to system ridership losses since 2014. Gas prices in the region reached an all-time high of $4.27 per gallon in 2008 before dropping sharply during the financial crisis. Prices fluctuated but gener-ally rose from 2010 to mid-2014, and then declined again in late 2014. Gasoline prices averaged $2.62 in 2017 and $2.91 in 2018, and are expected to remain below $3.00 per gallon in 2019, exerting pressure on transit ridership levels.

The supplemental data section of the Appendices chapter provides further detail on the demographic and economic trends of the RTA region.

SERVICE LEVEL CHANGES

RTA system service levels are expected to be relatively stable in 2019, as shown in Exhibit 1-4.

CTA and Metra anticipate that vehicle revenue miles will remain essentially flat with 2018 levels. Although Pace will be reducing or eliminating service on 12 underperforming routes, Pace Suburban Service vehicle revenue miles are expected to increase by 0.5% in 2019 due to the start-up of the Milwaukee Avenue Pulse Arterial Rapid Transit (ART) service. Pace Regional ADA Paratransit will increase existing service as necessary to meet customer demand, projected at 1.1% growth. In total, these service level changes are projected to

EXHIBIT 1-4: VEHICLE REVENUE MILES BY SERVICE BOARD (IN MILLIONS)

2017 2018 2019 2019Actual Estimate Budget Growth

CTA 125.9 125.9 126.2 +0.2%Metra 43.7 43.6 43.6 +0.1%Pace 39.0 38.3 38.5 +0.5%ADA Paratransit 28.7 27.7 28.0 +1.1%Region 237.2 235.5 236.3 +0.3%

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sit funding will be appropriated at $34 million and $8.5 million, respectively, in future State budgets. Continued decreases in one or more of these funding components could require remedial actions by the RTA and Service Boards including service adjustments, expense reduc-tions, and fare increases.

The greatest long-term challenge confronting the RTA system is insufficient capital funding to address investments for system infrastructure maintenance and renewal. To address the shortfall in capital funding, the RTA and Service Boards are increasingly relying on bonding to fund capital projects. In order to provide the Service Boards with much-needed capital funding, the RTA plans to bond to the full capacity granted to the Agency by state law. As older bond issuances are re-

Key Budget Issues

Reduced support for transit was implemented with the State of Illinois’ 2018 budget, and continued, with some improvement, in the 2019 State budget. Ongoing fund-ing cuts include a permanent 1.5% surcharge on RTA sales tax receipts, a temporary 5% reduction in Public Transportation Fund (PTF) payments, and a lower level of Reduced Fare Reimbursement (RFR) for mandatory fare programs. These lower funding amounts represent a significant risk to the 2019 regional operating budget and two-year financial plan. State funding to the RTA and Service Boards totals $569 million, or about 18% of regional revenue for 2019 operations. The RTA and Service Boards have assumed that the PTF reduction is indeed temporary, and that the RFR and ADA Paratran-

Deliver value on our investmentThis goal focuses on the positive impacts of transit investment and the importance of increasing funding.

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.

Build on the strengths of our networkThis goal focuses on the service improvements and infrastructure investments that the Transit Agencies would like to make in key transit markets throughout the region.

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, providesover 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.

Stay competitiveThis goal focuses on the vital role that transit plays as part of the region’s mobility network and strategies for adapting to the evolving needs of riders.

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 generaltraffic congestion. Continued investment is required to maintain that edge.

2

3

1

STRATEGIC PLAN GOALS AND OBJECTIVES

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a 10% recovery ratio for ADA Paratransit, with approved adjustments, which has been met by Pace’s 2019 ADA Paratransit operating budget.

OPERATING REVENUE

Service Board operating revenue comprises 38.7% of total regional revenues for 2019 (Exhibit 1-6), with public funding providing the balance of required revenue for the system. Operating revenue of $1.192 billion is expected in 2019, an increase of 2.0% from the 2018 estimate. Operating revenue is subsequently projected to grow by 4.1% and 2.6% in 2020 and 2021, respectively, exceeding ridership growth due primarily to potential fare increases.

About 85% of the system operating revenue comes from passenger fares, but significant amounts are also generated by Service Board advertising, leas-ing, and concessions, and by a State subsidy to the Service Boards to partially offset the cost of providing mandated free ride and reduced fare programs. The State Reduced Fare Reimbursement, although a public funding source, is characterized as operating revenue because it represents a replacement of passenger fare revenue.

Exhibit 1-7 shows the growth in operating revenue by Service Board for 2019. CTA anticipates 2.8% growth in operating revenue due to ancillary revenue includ-ing advertising and investment income, as well as the assumed restoration of reduced fare funding from the State. Metra expects minimal revenue growth of 0.3%, while Pace Suburban Service projects 4.1% operating revenue growth driven by higher advertising revenue, increased local government contributions for specific services, and the assumed restoration of the State Reduced Fare Reimbursement. Finally, ADA Paratran-sit’s operating revenue growth of 1.7% is consistent with the projected ridership growth, and an increase in reimbursements from the RTA for certification trips.

tired, new bonds will be sold including a planned $158 million issuance in 2020. CTA and Pace also plan to issue bonds to support their five-year capital programs. Together, these financing strategies provide over $900 million of regional capital funding for 2019-2023, but borrowing to support the capital program increases the debt service burden on the operating budget.

Another ongoing challenge for the region is addressing rising demand for federally mandated ADA Paratransit services. ADA Paratransit riders represent the fast-est growing segment of the region’s riders and ADA Paratransit trips are the most costly service to provide on a per-ride basis. Strategies to improve the accessibil-ity of the mainline system service, improve scheduling and service efficiencies of ADA Paratransit operations, as well as providing other transportation options such as Pace’s Taxi Access Program (TAP) are constantly explored.

Budget and Financial Plan

Exhibit 1-5 displays the consolidated 2019 RTA regional operating budget and two-year financial plan adopted by the RTA Board on December 13, 2018. Actual and estimated results for 2017 and 2018 are included for comparison purposes. This comprehensive view of the RTA system operating budget includes all Service Board operating revenues and expenses, all RTA revenues and expenses, and all public funding for the region.

Operating expenses for the region in 2019 total $3.082 billion. The RTA expects combined 2019 revenue and public funding to exceed operating expenses by about $1 million, before planned transfers by Metra to the capital program, and transfers from RTA reserves.

The regional system-generated revenue recovery ratio measures the percentage of RTA system expenses for operations, excluding ADA Paratransit, which are covered by RTA system operating revenues, excluding ADA Paratransit, and includes credits and exclusions allowed by the RTA Act. The 2019 regional recovery ratio is budgeted at 50.6%, exceeding the statutorily required level of 50%. In addition, the RTA Act requires

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EXHIBIT 1-5: REGIONAL STATEMENT OF REVENUES AND EXPENSES (DOLLARS IN THOUSANDS)

2017 2018 2019 2020 2021Actual Estimate Budget Plan Plan

RevenuesService Board Revenues 1

CTA 649,878 688,616 707,747 719,941 734,397 Metra 396,625 410,537 411,688 442,878 461,818 Pace 54,431 56,391 58,729 63,712 62,843

ADA Paratransit 13,053 13,978 14,215 14,449 14,676 Total Operating Revenues $1,113,987 $1,169,522 $1,192,379 $1,240,980 $1,273,735

Public FundingRTA Sales Tax 1,185,987 1,222,216 1,270,272 1,295,678 1,321,591 Public Transportation Fund (PTF) 362,647 363,258 396,702 415,212 423,722 Real Estate Transfer Tax (RETT) 62,021 66,631 66,631 68,630 70,689 State Financial Assistance (ASA/AFA) 130,222 130,283 130,300 130,300 130,300 State Funding for ADA Paratransit 3,825 7,975 8,395 8,500 8,500 Federal Funds 10,965 6,180 6,439 6,650 6,666 RTA ADA Paratransit Reserve 2 5,328 - - - - RTA Capital Project Reserves 500 250 250 - - JSIF Reserves 2,500 2,500 2,500 - - ICE Carryover (2015) 3 2,400 - - - - Other RTA Revenue 4 14,666 2,460 9,187 5,726 5,852 Total Public Funding $1,781,062 $1,801,753 $1,890,677 $1,930,695 $1,967,320

Total Revenues $2,895,049 $2,971,275 $3,083,057 $3,171,676 $3,241,055

ExpensesService Board ExpensesCTA 1,450,840 1,490,170 1,552,114 1,587,511 1,620,097 Metra 761,593 782,600 822,215 845,900 873,100 Pace 226,466 226,488 236,037 244,519 247,009 ADA Paratransit 174,292 175,211 187,241 196,284 204,793 Total Service Board Expenses $2,613,191 $2,674,469 $2,797,607 $2,874,214 $2,944,999

Region/Agency ExpensesDebt Service 225,214 231,519 236,798 227,151 224,181 RTA Agency and Regional Programs 43,554 34,150 41,873 39,437 40,620 RTA Agency Regional Capital Program 500 250 250 - - Joint Self-Insurance Fund (JSIF) 6,556 5,499 5,664 5,834 6,009 Total Region/Agency Expenses $275,824 $271,418 $284,585 $272,423 $270,810

Total Expenses $2,889,015 $2,945,887 $3,082,192 $3,146,636 $3,215,809

ICE funding not used for operations - transfer to capital 5 (6,568) (6,468) (5,042) (5,143) (5,246)Other transfers 6 (37,140) (17,296) 4,178 (19,897) (20,002)

Net Result ($37,674) $1,624 - - -

Regional Recovery Ratio 51.2% 51.9% 50.6% 51.0% 51.1%

1 Service Board operating revenues include State reduced fare reimbursement funding.2 Use of ADA Paratransit reserve in 2017 to offset State ADA Paratransit funding reductions was authorized by RTA Ordinance 2017-36.3 Metra carried forward $2.4 million of 2015 ICE funding for approved Mobile Ticketing project completed in 2017.4 Includes income from financial transactions and investments, sales tax interest, and revenues from RTA programs and projects.5 As authorized by RTA Ordinance 2018-44, ICE amounts not required for operating funding may be redesignated for capital projects.6 Includes Metra farebox capital program and transfers to and from RTA reserves.

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ADA Paratransit service. Other public funding sources for operations are the Real Estate Transfer Tax (RETT) in the City of Chicago, a small amount of federal funding, RTA reserves, and RTA-generated revenue from regional programs and investments. Again in 2019, Metra has been allocated $2.5 million of operating funding enabled by a reduced RTA contribution to the Joint Self-Insurance Fund (JSIF) reserve.

The RTA’s primary public funding sources are sum-marized in Exhibit 1-8. An in-depth discussion of public funding, including details of the 2008 funding reform and the process of allocation to the Service Boards, is included in the RTA chapter.

EXPENSES

Total regional expenses for 2019 are projected at $3.082 billion, an increase of 4.6% over the 2018 estimate. Regional expenses are then projected to increase by 2.1% and 2.2% in 2020 and 2021, respectively. Service Board operating expenses of $2.798 billion comprise 91% of total 2019 regional expenses, followed by debt service at 7.7%, RTA Agency and Regional Programs at 1.4%, and the Joint Self-Insurance Fund and other expenses at 0.2% (Exhibit 1-9).

Combined 2019 Service Board operating expenses are budgeted to increase by 4.6% versus the 2018 estimate, as shown in Exhibit 1-10. CTA’s operating expense growth is projected at 4.2% due to increases in labor, fuel, power, security services, and other expenses. Me-tra anticipates expense growth of 5.1%, with increases expected in all expense categories. Pace Suburban Service’s expense growth of 4.2% is due to service additions, fuel, insurance, and additional debt service. ADA Paratransit expense growth of 6.9% will result from continued steady demand for its service, coupled with contractor price increases.

Exhibit 1-11 displays the total budgeted positions for the Service Boards and RTA. For the region as a whole, the number of positions is expected to increase by 0.2% in 2019. CTA’s headcount is expected to increase slightly, while Metra plans to decrease headcount by 25.

PUBLIC FUNDING

Public funding, comprising the remaining 61.3% of total regional revenues, is projected at $1.891 billion in 2019, an increase of 4.9% over the 2018 estimate. A regional sales tax, imposed at a rate of 1.25% in Chicago and Suburban Cook County and at a rate of 0.5% in the five collar counties, is the RTA’s primary public funding source, accounting for 41.2% of total regional revenues for 2019. Sales tax receipts are projected at $1.270 billion in 2019, an increase of 3.9% from the 2018 estimate.

The second largest source of public funding for 2019, budgeted at $396.7 million, is the Public Transportation Fund (PTF). PTF is generated by a 30% State of Illinois match of RTA sales tax and Chicago Real Estate Transfer Tax receipts. The 2019 PTF level reflects a temporary 5% reduction in PTF funds through State fiscal year 2019. The State is also expected to provide additional financial assistance of $130.3 million to support RTA debt service payments, and $8.4 million of funding for

EXHIBIT 1-6: 2019 RTA SYSTEM REVENUE - $3.083 BILLION

Sales Tax41.2%

Service Board Operating Revenue

38.7%State PTF12.9%

State Financial Assistance (ASA/AFA)

4.2%

RETT2.2%

Other0.9%

EXHIBIT 1‐6:  2019 RTA SYSTEM REVENUE ‐ $3.083 BILLION 

EXHIBIT 1-7: 2019 OPERATING REVENUE GROWTH BY SERVICE BOARD

2.8%

0.3%

4.1%

1.7% 2.0%

CTA Metra Pace ADA Paratransit Combined

EXHIBIT 1‐7:  2019 OPERATING REVENUE GROWTH BY SERVICE BOARD 

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In-depth discussions of operating expenses and all other regional expenses are included in the Service Board and RTA chapters.

Pace positions are budgeted to increase by 0.7% due to added express bus service requiring additional opera-tors. The RTA Agency headcount is assumed at 113 in 2019, one position less than the 2018 budget.

• The original RTA sales tax, levied at 1.0% in Cook County and 0.25% in the collar counties of DuPage, Kane, Lake, McHenry, and Will. 85% of Sales Tax I receipts are distributed to the Service Boards according to a statutory formula. The remaining 15% of Sales Tax I is initially retained by the RTA to fund regional and agency expenses before being allocated at the direction of the RTA Board.

RTA Sales Tax Part I

• Authorized by the 2008 funding reform, an additional sales tax of 0.25% in all six counties of the RTA region. Sales Tax II is distributed to the Service Boards according to a statutory formula after deducting funds for ADA Paratransit, Pace Suburban Community Mobility (SCMF), and RTA Innovation, Coordination, and Enhancement (ICE). After these deductions, CTA receives 48%, Metra 39%, and Pace Suburban Service 13%.

RTA Sales Tax Part II

• The 2008 funding reform also increased the City of Chicago RETT by $1.50 per $500 of property transferred, and dedicated this additional tax revenue to directly fund CTA operating expenses.Real Estate Transfer Tax (RETT)

• PTF Part I is State-provided funding comprised of a 25% match of Sales Tax I receipts. 100% of PTF I is retained by the RTA and combined with 15% of Sales Tax I to form the basis for funding to be allocated at the direction of the RTA Board.

Public Transportation Fund (PTF) Part I

• PTF Part II, authorized by the 2008 funding reform, is State-provided funding equal to a 5% match of Sales Tax I receipts and a 30% match of Sales Tax II receipts and RETT receipts. After allocating 5/6 of the PTF on RETT receipts to CTA, the remaining PTF II is distributed to the Service Boards by the same statutory formula used to allocate Sales Tax II.

Public Transportation Fund (PTF) Part II

• State-provided assistance to reimburse the RTA’s debt service on Strategic Capital Improvement Program (SCIP) bonds. It consists of two components; Additional State Assistance (ASA) and Additional Financial Assistance (AFA).State Financial Assistance

• State-provided reimbursement to the Service Boards, via the RTA, to partially offset the cost of providing reduced fare and free ride programs mandated by law, including those for seniors and disabled persons.

State Reduced Fare Reimbursement

EXHIBIT 1-8: PRIMARY RTA PUBLIC FUNDING SOURCES

EXHIBIT 1-9: 2019 RTA SYSTEM EXPENSES - $3.082 BILLION

CTA50.4%

Metra26.7%

Pace7.7%Debt Service

7.7%

ADA Paratransit6.1%

RTA Agency and Regional Programs

1.4%

JSIF and Other0.2%

EXHIBIT 1‐9:  2019 RTA SYSTEM EXPENSES ‐ $3.082 BILLION EXHIBIT 1-10: 2019 OPERATING EXPENSE GROWTH BY SERVICE BOARD

4.2%

5.1%

4.2%

6.9%

4.6%

CTA Metra Pace ADA Paratransit Combined

EXHIBIT 1‐10:  2019 OPERATING EXPENSE GROWTH BY SERVICE BOARD 

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approval of the RTA Board. A total of $12.9 million of ICE funding is projected for 2019. In 2020 and 2021, the available ICE funding amounts increase to $13.2 million and $13.5 million, respectively, growing at the same rate as the RTA sales tax.

The approved uses of ICE funding for each Service Board are shown in Exhibit 1-12. For 2019, CTA and Pace opted to use all ICE funding for operating projects, and Metra allocated all ICE funding for capital projects. As authorized by RTA funding ordinance 2018-44, operat-ing expenditures on ICE-funded projects are excludable from the Service Board’s and the RTA region’s recovery ratio calculation.

RECOVERY RATIO

The RTA Act requires the RTA Board to set a system-generated revenue recovery ratio requirement for each Service Board for the upcoming fiscal year. This recovery ratio equals total operating revenue, with statutory and approved adjustments, divided by total operating expenses, with statutory and approved adjustments. The RTA Act further requires that, exclud-ing ADA Paratransit revenue and expense, the combined system revenue from RTA operations, with statutory

ICE PROJECTS

The 2019 adopted funding levels continued the mecha-nism for the allocation of RTA Innovation, Coordination, and Enhancement (ICE) funding introduced in the 2015 budget. Prior to 2015, ICE funds were awarded via a separate, competitive grant process for projects that meet the requirements set out in the RTA Act and advance the goals and objectives of the Regional Transit Strategic Plan. For 2019, ICE funding will be distributed to the Service Boards in the same statutory shares used for Sales Tax II and PTF II: 48% for CTA, 39% for Metra, and 13% for Pace. The funds may be used for operating or capital purposes consistent with the goals of the ICE program, with specific projects proposed by the Service Boards in their budget submissions and subject to the

EXHIBIT 1-11: BUDGETED POSITIONS - RTA REGION

2017 2018 2019 2019Budget Budget Budget Growth

CTA 9,939 9,897 9,928 +0.3%Metra 4,827 4,870 4,845 -0.5%Pace 1,758 1,797 1,810 +0.7%RTA Agency 114 114 113 -0.9%Region Total 16,638 16,678 16,696 +0.1%

EXHIBIT 1-12: APPROVED USES OF ICE FUNDING (DOLLARS IN THOUSANDS)

2019 2020 2021

CTAOperatingSouth Side Bus Service Improvements 6,205 Projects To Be Determined 6,330 6,456 CTA Total $6,205 $6,330 $6,456

MetraCapitalGPS Train Tracking and Passenger Counting System 5,042 Projects To Be Determined 5,143 5,246 Metra Total $5,042 $5,143 $5,246

PaceOperatingPulse Arterial Rapid Transit - Milwaukee Ave 1,681 1,714 1,749 Pace Total $1,681 $1,714 $1,749

Total ICE Funding $12,928 $13,187 $13,450

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adjustments, equal at least 50% of the combined system operating expense, with statutory adjustments. This 50% regional result is contingent upon the CTA, Metra, and Pace Suburban Service achieving the 2019 recovery ratio requirements of 54.75%, 52.5%, and 30.3%, respectively (Exhibit 1-13).

Each Service Board’s 2019 budgeted recovery ratio meets or exceeds its required ratio, and as a result the regional system-generated revenue recovery ratio for 2019 is projected at 50.6%, exceeding the statutory 50% requirement. The detailed regional recovery ratio calculation is shown in Exhibit 1-14.

54.75% 52.5%

30.3%

10.0%

50.0%

55.6%53.1%

30.3%

10.0%

50.6%

CTA Metra Pace Pace ADA RTA Region

Required As budgeted

EXHIBIT 1‐13:  2019 SERVICE BOARD AND RTA RECOVERY RATIOS EXHIBIT 1-13: 2019 SERVICE BOARD AND RTA RECOVERY RATIOS

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EXHIBIT 1-14: 2019 RECOVERY RATIOS 1 (DOLLARS IN THOUSANDS)2019 Budget

CTAOperating Revenue 707,747 Adjustments 2 50,455 Total Revenue $758,202

Operating Expenses 1,552,114 Adjustments 2 (187,656)Total Expenses $1,364,458 CTA Budgetary Recovery Ratio 55.6%

MetraOperating Revenue 411,688 Adjustments 3 2,100 Total Revenue $413,788

Operating Expenses 822,215 Adjustments 3 (42,983)Total Expenses $779,232 Metra Budgetary Recovery Ratio 53.1%

Pace Suburban ServiceOperating Revenue 58,729 Adjustments 4 13,092 Total Revenue $71,821

Operating Expenses 236,037 Adjustments 4 996 Total Expenses 237,033 Pace Suburban Service Budgetary Recovery Ratio 30.3%

Regional Recovery Ratio Total Service Board Revenue 1,243,811 RTA Agency and Other Revenue 11,188 Adjustments 5 (31,950)Total Revenue $1,223,049

Total Service Board Expenses 2,380,723 RTA Agency 6 35,373 Total Expenses $2,416,096 Regional Statutory Recovery Ratio (excluding ADA Paratransit) 50.6%

ADA ParatransitOperating Revenue 14,215 Operating Expenses 187,241 Adjustments 7 (45,087)Total Expenses 142,154 ADA Paratransit Statutory Recovery Ratio 10.0%

1The RTA Act permits certain revenue and expense adjustments for the recovery ratio calculation. The RTA allows supplementary adjustments for the Service Board budgetary recovery ratios, but such adjustments are disallowed in determining the system–generated revenue recovery ratio for the region. 2CTA revenue adjustments include in-kind revenue for security services provided by the Chicago Police Department (CPD) and credit for free ride programs. Expense adjustments include in-kind costs for the CPD equal to the revenue credit, and exclusions for security expenses, ICE operating expenditures, depreciation, and pension obligation bond debt service. 3Metra revenue adjustments include credit for free ride programs. Expense adjustments include exclusions for security expenses, depreciation, and transportation facility leases. 4Pace revenue and expense adjustments include a credit for free ride programs, in-kind Advantage program charges and exclu-sion of ICE operating expenditures and debt service expense. 5Regional revenue adjustments include disallowance of the Service Board free ride program credits. 6Excludes ADA Paratransit Department expense. 7ADA Paratransit expense adjustments include exclusion for capital costs of contracted services (capital cost of contracting).

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Sources and Uses of Funds

Exhibit 1-17 summarizes the flow of the RTA system’s 2019 operating and capital funds. To fund operations, public funding of $1.891 billion, shown in dark green, and operating revenue of $1.192 billion, shown in light green, exceed Service Board and ADA Paratransit op-erating expenses, and other regional expenses, shown in red. The resulting operating surplus, comprised of Metra farebox and ICE funding, is shown in red transfer-ring to the 2019 capital program. In addition to the aforementioned transfers from the operating budget, the 2019 capital program is funded by $634 million of federal grants, $146 million of CTA bond proceeds, $47 million of Pace bond proceeds, and $2 million of Service Board funds, all shown in dark green. Shown in red, debt service on previous bond issues will consume $150 million of the total funding, leaving $690 million of funding available for Service Board capital projects in 2019.

Five-Year Capital Program

The 2019-2023 capital program adopted by the RTA Board on December 13, 2018 incorporates $4.339 billion of funding for capital projects. Funding sources as a percent of the total capital funding, shown in Exhibit 1-15, are as follows: Federal grants 76.6%, CTA bond proceeds 13.3%, RTA bond proceeds 6.6%, Service Board funds 2.1%, Pace bond proceeds 1.1%, and RTA ICE funding 0.4%.

The planned uses of these funds by asset category are shown in Exhibit 1-16, with rolling stock representing the largest area of capital investment at $1.390 billion or 32.0% of five-year expenditures. The other expendi-ture categories and their share of the total program are as follows: modernization $868 million or 20.0%, track and structure $442 million or 10.2%, support facilities and equipment $423 million or 9.7%, electrical, signal, and communications $163.7 million or 3.8%, stations and passenger facilities $114.3 million or 2.6%, and other uses $207.0 million or 4.8%. Payment of debt service accounts for the remaining $730.5 million or 16.8%.

A total of $840.7 million, or 19.4%, of the $4.339 billion five-year program is planned for expenditure in 2019. Further details on the five-year capital program and how it may impact region-wide operations can be found in the Capital Program chapter.

FTA Capital Grants76.6%

CTA Bond Proceeds13.3%

RTA Bond Proceeds6.6%

Service Board Funds2.1%

Pace Bond Proceeds1.1%

RTA ICE Funding0.3%

EXHIBIT 1‐15:  2019‐2023 CAPITAL FUNDING ‐ $4.339 BILLION EXHIBIT 1-15: 2019-2023 CAPITAL FUNDING - $4.339 BILLION

EXHIBIT 1-16: 2019-2023 CAPITAL USES - $4.339 BILLION

Rolling Stock32.0%

Modernization20.0%

Debt Service16.8%

Track & Structure10.2%

Support Facilities & Equipment

9.7%

Electrical, Signal, & Communications

3.8%

Stations & Passenger Facilities

2.6%

Other4.8%

EXHIBIT 1‐16:  2019‐2023 CAPITAL USES ‐ $4.339 BILLION 

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EXHIBIT 1-17: 2019 SOURCES AND USES OF FUNDS (IN MILLIONS)

EXHIBIT 1-17: 2019 SOURCES AND USES OF FUNDS (IN MILLIONS)

Operations - $3.083 billion

Capital - $840.7 million

Funds for ADA Paratransit

$173

Service Board OperatingExpense$2,610

Service Board Capital Projects

$690

ADA Paratransit Expense

$187

ADA Paratransit Operating Revenue

$14

Funds for Service Board

Operations$1,371

Debt Service$237

RTA ICEFunds

$5

RTA Agency

$42

Service Board $2

Federal$634

RTA and Other$18

Service BoardOperating Revenue$1,178

ChicagoRETT$67

State Funds $535

JSIF$6

RTA ICE Funds to Capital

$5

DebtService$150

Pace Bonds$47

RTA Sales Tax$1,270

Metra Farebox

$7

Metra Farebox

$7

CTA Bonds$146

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2 RTA OPERATING PLAN

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RTA STAFF

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discussion of the individual RTA funding sources for 2019 follows.

Sales Tax

The RTA Sales Tax (Part I and II) is authorized by Il-linois statute and imposed by the RTA throughout the six-county Northeastern Illinois region, but at differing rates in order to recognize the differing levels of transit service provided. The RTA Sales Tax is collected by the Illinois Department of Revenue and paid to the Treasur-er of the State of Illinois, to be held in trust for the RTA outside of the State treasury. Proceeds from the RTA Sales Tax are paid directly to the RTA monthly, without appropriation, by the State Treasurer on the order of

the State Comptroller. In May 2017, the State began retaining a 2% surcharge on RTA and other sales tax jurisdictions as an administrative and processing fee. Effective with the April 2018 results, the surcharge was reduced to 1.5%. This level of surcharge reduces the funding levels of the RTA and Service Boards by

approximately $18 million per year.

Following an estimated increase of 3.5% in 2018, pre-surcharge RTA Sales Tax revenues are projected to increase by 3.8% in 2019. After the surcharge, $1.270 billion is expected to be available for 2019 regional transit funding (Exhibit 2-3). This expectation of higher growth in 2019 was based on public and private fore-casting sources, which all suggested that economic activity and price inflation would increase versus 2018. In 2020 and 2021, RTA Sales Tax revenues are estimated to increase by 2.0% annually, consistent with projec-tions of slowing economic growth, and are forecast to reach $1.322 billion in 2021.

Part I of the RTA Sales Tax (“Sales Tax I”) is the equiva-lent of 1% on sales in Cook County and 0.25% on sales in DuPage, Kane, Lake, McHenry, and Will Counties (the “collar counties”). More specifically, Sales Tax I in Cook County is 1% on food and drugs and 0.75% on general merchandise, with the State of Illinois then providing a

Overview

This section focuses on the sources and uses of RTA operating funds. In addition to its planning

and oversight roles, a critical function of the RTA is to receive and distribute operating and capital funding to the three Service Boards which provide public transpor-tation within the six-county Northeastern Illinois region: CTA, Metra, and Pace. This section covers operating funding. A complete discussion of capital funding can be found in the Capital and Bonds chapter.

Budget and Financial Plan

Exhibit 2-1 displays a five-year view of the RTA’s operating funding and expenses. The 2019 budget and 2020-2021 two-year financial plans are presented, and 2017 actual and 2018 estimated results are included for comparison purposes. Unlike Exhibit 1-5 in the Executive Summary chapter, this view of the RTA’s finances excludes the Service Boards’ operating revenues and operating expenses, and focuses solely on RTA funds.

RTA FUNDING SOURCES

The 2019 budget anticipates $1.852 billion of funding for RTA operations, an increase of 6.1% over the 2018 estimate. Funding is then projected to increase to $1.881 billion in 2020 and $1.908 billion in 2021. A regional sales tax supplies almost 70% of RTA operating funding and the State Public Transportation Fund (PTF), which is based primarily on those sales tax receipts, represents another 21% of the funding (Exhibit 2-2). Accordingly, an accurate forecast of sales tax receipts is critical to the integrity of the RTA budget process.

Again, these projections only include funds handled by the RTA, and thus exclude some sources that fund the Service Boards directly, such as federal funding and Chicago’s Real Estate Transfer Tax (RETT), a portion of which directly funds CTA operations. A detailed

RTA OPERATING PLAN

The 2019 budget an-ticipates $1.852 billion of funding for RTA operations, an increase of 6.1% over the 2018 estimate.

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EXHIBIT 2-1: STATEMENT OF RTA REVENUES AND EXPENSES (DOLLARS IN THOUSANDS)

2017 2018 2019 2020 2021 Actual Estimate Budget Plan Plan

RTA RevenuesRTA Sales Tax I 878,594 904,905 941,034 959,854 979,051 RTA Sales Tax II 307,393 317,311 329,239 335,823 342,540 Public Transportation Fund (PTF - Part I) 212,644 212,716 232,870 243,618 248,490 PTF (Part II) 150,004 150,542 163,832 171,594 175,232 State Financial Assistance (ASA/AFA) 130,222 130,283 130,300 130,300 130,300

State Reduced Fare Reimbursement 1 17,570 16,692 34,070 25,820 17,570

State Funding for ADA Paratransit 3,825 7,975 8,395 8,500 8,500

RTA ADA Paratransit Reserve 2 5,328 - - - -

RTA Capital Project Reserves 500 250 250 - - JSIF Reserves 2,500 2,500 2,500 - -

ICE Carryover (2015) 3 2,400 - - - -

Other RTA Revenue 4 14,666 2,460 9,187 5,726 5,852

Total RTA Revenues $1,725,645 $1,745,634 $1,851,677 $1,881,235 $1,907,536

RTA ExpensesExpenses for OperationsRTA Total Funds for CTA Operations 716,441 734,923 777,735 798,939 815,011 RTA Total Funds for Metra Operations 399,865 402,899 421,085 426,562 435,029 RTA Total Funds for Pace Suburban Service Operations 162,866 165,125 172,369 175,657 178,999 RTA Total Funds for Pace ADA Paratransit Operations 161,239 164,766 173,026 181,835 190,117 State Reduced Fare Reimbursement 17,570 16,692 34,070 25,820 17,570 RTA Agency and Regional Programs 43,554 34,150 41,873 39,437 40,620 Total Expenses for Operations $1,501,534 $1,518,555 $1,620,158 $1,648,250 $1,677,346

Debt Service, Capital & JSIF ExpensesDebt Service 225,214 231,519 236,798 227,151 224,181 RTA Agency Regional Capital Program 500 250 250 - - Joint Self-Insurance Fund (JSIF) 6,556 5,499 5,664 5,834 6,009 Total Debt Service, Capital & JSIF Expenses $232,270 $237,268 $242,712 $232,985 $230,190

Total RTA Expenses $1,733,804 $1,755,823 $1,862,870 $1,881,235 $1,907,535

Fund Balance (unreserved/undesignated)Beginning Balance 7,569 (5,330) (5,330) (5,330) (5,330)Change in Fund Balance (8,159) (10,189) (11,193) 0 0

Transfers 5,6 (2,778) 10,189 11,193 0 0

Reconciliation to Budgetary Basis (1,962) - - - -

Ending Balance ($5,330) ($5,330) ($5,330) ($5,330) ($5,330)

1 Amount for 2019 contingent upon restoration of reduced fare reimbursement funding to $34.070 million in State FY19-20 budgets.2 Use of ADA Paratransit reserve in 2017 to offset State ADA Paratransit funding reductions was authorized by RTA Ordinance 2017-36.3 Metra carried forward $2.4 million of 2015 ICE funding for approved Mobile Ticketing project completed in 2017.4 Includes income from financial transactions and investments, sales tax interest, and revenues from RTA programs and projects.5 2017 transfers include swap settlements and DSDA revenue.6 Contingent transfers from RTA reserves in 2018 and 2019 to offset lower sales tax for debt service and increased short-term debt service.

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34.4%, and finally the collar counties at 15.4% (Exhibit 2-4). The share of Sales Tax I sourced from Chicago has been increasing steadily since 2002, when it was 30.2%. The RTA retains 15% of Sales Tax I and distributes the remaining 85% to the Service Boards according to a formula specified in the RTA Act (Exhibit 2-5) which associates the geographic source of the sales tax with the relevant Service Board(s).

Public Act (P.A.) 95-0708, enacted in January 2008 as an amendment to the RTA Act, established Part II of the RTA Sales Tax (“Sales Tax II”). This legislation increased the RTA sales tax rate from 1% in Cook County to 1.25% and the sales tax rate in the collar counties from 0.25% to 0.75%. The collar county tax increase is divided evenly between the RTA and the county government where the tax is collected. Thus, the rate of the sales tax that the RTA receives from the collar counties doubled (from 0.25% to 0.50%). Sales Tax II receipts for 2019 are projected at $329.2 million. Sales Tax I represents 74.1% of total sales tax revenue and Sales Tax II, 25.9%.

From a geographic standpoint, the collar counties account for the largest share of Sales Tax II collections,

replacement amount to the RTA, equivalent to 0.25% of general merchandise sales, from Cook County’s portion of the State-wide 6.25% sales tax on general merchan-dise. Sales Tax I receipts for 2019 are projected at $941.0 million. Actual sales tax receipts for 2017 were used as the basis of forecasting the geographic source of projected Sales Tax I collections in 2019. Suburban Cook County is expected to produce the largest share of Sales Tax I at 50.2%, followed by the City of Chicago at

Sales Tax69.4%

PTF21.4%

State Financial Assistance

7.0%

Reduced Fare Reimbursement

1.8%

State Funding for ADA Paratransit

0.5%

RTA Reserves0.1%

Other RTA Revenue0.5%

EXHIBIT 2‐2:  2019 RTA FUNDING SOURCES ‐ $1.852 BILLION EXHIBIT 2-2: 2019 RTA FUNDING SOURCES - $1.852 BILLION

878.6 904.9 941.0 959.9 979.1

307.4 317.3 329.2 335.8 342.5

2017 2018 2019 2020 2021

Sales Tax I Sales Tax II

1,186.0 1,222.2 1,270.3 1,295.7 1,321.6

EXHIBIT 2‐3:  RTA SALES TAX REVENUE (DOLLARS IN MILLIONS)EXHIBIT 2-3: RTA SALES TAX REVENUE (DOLLARS IN MILLIONS)

Suburban Cook County50.2%

City of Chicago34.4%

Collar Counties15.4%

EXHIBIT 2‐4:  2019 RTA SALES TAX I BY SOURCE ‐ $941.0  MILLION EXHIBIT 2-4: 2019 RTA SALES TAX I BY SOURCE - $941.0 MILLION

Collar Counties43.1%

Suburban Cook County34.2%

City of Chicago22.7%

EXHIBIT 2‐6:  2019 RTA SALES TAX II BY SOURCE ‐ $329.2  MILLION EXHIBIT 2-6: 2019 RTA SALES TAX II BY SOURCE - $329.2 MILLION

EXHIBIT 2-5: DISTRIBUTION OF 85% OF RTA SALES TAX I

Distributed toCollected in CTA Metra Pace Total

City of Chicago 100% 0% 0% 100%Suburban Cook County 30% 55% 15% 100%Collar Counties 0% 70% 30% 100%

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balance led to conservative sales tax forecasts for 2010 through 2015, producing positive variances when sales tax receipts came in higher than forecasted. Positive variances in both Sales Tax I and II are distributed to the Service Boards in accordance with the statutory formulas of the RTA Act. In 2017, sales tax receipts finished $69 million under budget due to slowing sales tax growth and the new State surcharge. For 2018, sales tax receipts are expected to finish $14 million under budget. The shortfall will also be borne by the Service Boards according to formula, but is expected to be generally offset by favorable 2018 operating expense performance.

Public Transportation Fund

In accordance with the RTA Act, as amended in 2008, the State Treasurer is authorized and required to transfer from the State of Illinois’ General Revenue Fund an amount equal to 30% of the revenue realized from the RTA Sales Tax and 30% of the revenue realized from the CTA’s portion of the Real Estate Transfer Tax (RETT) in the City of Chicago. This matching arrangement causes the Public Transportation Fund (PTF) receipts to increase or decrease at a rate equal to the growth or decline of both the sales tax and RETT. However, none of the PTF revenues are actually paid to the RTA until the Agency certifies to the Governor, the State Comptroller, and the Mayor of the City of Chicago that it has adopted a regional budget and two-year financial plan as called for by the RTA Act. In July 2017, the State implemented a temporary 10% reduction in PTF as part of the State FY 2018 budget, reducing the funding levels of the RTA and Service Boards by approximately $40 million per year. Effective with the July 2018 PTF results, this funding cut was reduced to 5%, or approxi-mately $20 million per year. The RTA and Service Board budgets have assumed that the PTF cut will end with the State FY 2020 budget, restoring PTF to full funding beginning in July 2019.

Like sales tax, PTF is characterized as Part I or Part II, with PTF II created by the 2008 funding reform. PTF I is the equivalent of 25% of Sales Tax I, and is projected at $232.9 million for 2019, an increase of 9.5% from the

at 43.1%, followed by suburban Cook County and the City of Chicago (Exhibit 2-6). Sales Tax II differs from Sales Tax I in that it is distributed to the Service Boards independent of where it was collected. However, prior to Service Board distribution, deductions are made from Sales Tax II to provide funding for ADA Paratransit, Pace’s Suburban Community Mobility Fund (SCMF), and the RTA’s Innovation, Coordination, and Enhancement (ICE) fund. Legislation passed in 2011 requires the RTA to fully fund the ADA Paratransit operating deficit each year. In the 2019 budget, $164.6 million of Sales Tax II has been allocated to fund ADA Paratransit. By statute, the SCMF (originally established at $20 million) and the ICE fund (originally established at $10 million) are in-dexed to the annual change in RTA Sales Tax collections, with 2008 set as the base year. For 2019, the SCMF is projected at $25.8 million and the ICE fund at $12.9 million. After these three deductions, the remaining balance of Sales Tax II is allocated to the Service Boards by statutory formula, with CTA receiving 48%, Metra 39%, and Pace Suburban Service 13%.

Exposure to Sales Tax Volatility

Since almost 70% of total RTA revenue for operations comes from sales tax, an accurate forecast is critical to an effective budget process. Volatility of sales tax receipts caused by the 2008 financial crisis and subsequent recovery complicated this effort in recent years. Exhibit 2-7 shows the variance of actual sales tax receipts from budgeted levels since 2009. A severe shortfall was experienced in 2009, addressed in part by liquidating much of the RTA fund balance, which served its purpose of providing a buffer against downturns. The resulting lack of adequate reserves in the RTA fund

(145.9)

40.9 59.4 

23.5  34.6  24.7  26.0 

(9.5)

(68.7)

(13.6)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

EXHIBIT 2‐7:  VARIANCE OF ACTUAL SALES TAX FROM BUDGET (DOLLARS IN MILLIONS)EXHIBIT 2-7: VARIANCE OF ACTUAL SALES TAX FROM BUDGET(DOLLARS IN MILLIONS)

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State Financial Assistance payments. The RTA expects to receive $130.3 million of this funding annually from the State for the 2019 budget and the 2020 and 2021 planning years.

State Reduced Fare Reimbursement

This funding source provides partial reimbursement from the State to the Service Boards for the mandated reduced fare and free rides they provide. These funds are provided by the State of Illinois and distributed through the RTA to the Service Boards. The State FY 2019 budget appropriated $17.6 million of reduced fare reimbursement. The RTA’s 2019 budget and 2020-2021 financial plans assume restoration of this critical funding to its previous level of $34.1 million for State FY 2020, with a subsequent decrease to $17.6 million by 2021.

State Funding for ADA Paratransit

Originally established by a Memorandum of Under-standing (MOU) in November of 2009, this ADA Para-transit funding had been provided by the State of Illinois in the amount of $8.5 million for each year since 2010. However, the State’s FY 2016 and FY 2017 spending plans reduced this funding to $3.825 million before the State FY 2018 budget increased it to $8.0 million. The RTA’s 2019 budget assumes State ADA funding of $8.4 million, and the 2020-2021 financial plans assume appropriation of this important funding at $8.5 million per year.

RTA Regional Capital Project Reserves

RTA reserve funds in the amount of $250 thousand will be utilized to support the regional Access to Transit capital project for 2019.

Joint Self-Insurance Fund Reserves

In accordance with RTA funding amounts ordinance 2018-44, $2.5 million of operating funding for 2019 will be provided to Metra via a reduced RTA contribution to the Joint Self-Insurance Fund (JSIF) reserve. This al-location was approved by the Loss Financing Plan (LFP)

2018 estimate. 100% of PTF I, along with 15% of Sales Tax I, is initially retained by the RTA to cover expenses for regional debt service, the RTA Agency and Regional Programs, South Suburban Job Access (SSJA) funding for Pace, and Joint Self-Insurance Fund (JSIF) premiums. The remainder is allocated to the Service Boards, at the direction of the RTA Board, during the annual budget process.

P.A. 95-0708 also increased the Real Estate Transfer Tax (RETT) in the City of Chicago by 40%, yielding $1.50 in CTA operating funding for every $500 of property pur-chase price. The CTA’s portion of the RETT is projected at $66.6 million for 2019, unchanged from 2018. Since this funding source flows directly from the City of Chicago to the CTA, it is not included as an RTA funding source in Exhibit 2-1. However, PTF funds associated with the RETT (i.e., 30% of the RETT) do flow through the RTA.

PTF II, comprised of a 5% match of Sales Tax I, a 30% match of Sales Tax II, and a 30% match of the RETT, is projected at $163.8 million for 2019, an increase of 8.8% from the 2018 estimate. By statute, the CTA receives five-sixths (25 percentage points) of the 30% PTF II match on the RETT. The remaining PTF II receipts are distributed in the same shares as Sales Tax II: 48% to CTA, 39% to Metra, and 13% to Pace Suburban Service.

Schedule I-D of RTA Budget Ordinance 2018-68 (found in the Appendices) contains a detailed accounting of the source and distribution of all Part I and Part II fund-ing components for the 2019 budget and 2020-2021 financial plans.

State Financial Assistance

This RTA funding source is state-authorized assistance to reimburse the debt service expenses for the RTA’s Stra-tegic Capital Improvement Program (SCIP) bonds. State Financial Assistance has two components: Additional State Assistance (ASA) for SCIP I bonds and Additional Financial Assistance (AFA) for SCIP II bonds. Subject to the appropriation of funds by the State of Illinois, the RTA will continue to be eligible to receive these

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followed by regional debt service at 12.7%, RTA Agency and Regional Programs at 2.2%, pass through of the State Reduced Fare Reimbursement at 1.8%, Joint Self-Insurance Fund (JSIF) premiums at 0.3%, and the RTA Agency Regional Capital Program at less than 0.1% (Exhibit 2-8). A detailed discussion of the individual RTA expense categories for 2019 follows.

Service Board Operating Funding

The RTA’s primary expense is the funding of the Service Boards’ operating deficits. The operating deficit is the difference between a Service Board’s operating revenue (fare revenue and other revenue sources such as advertising and leases) and its operating expenses. The operating deficit may also be referred to as the funding requirement. Exhibit 2-9 displays the RTA expenses for Service Board operations from 2017 to 2021. Total RTA expense for Service Board operating funding in 2019 is projected at $1.544 billion and is expected to reach $1.619 billion in 2021. The compound annual growth rate of RTA’s expenses for Service Board operations across the five-year period is 3.0%.

Exhibit 2-10 shows how the 2019 RTA funding for opera-tions relates to each Service Board’s projected operating deficit. A detailed discussion of each Service Board’s operating revenues and expenses is provided in the CTA, Metra, Pace, and Pace ADA Paratransit chapters. The approved 2019 funding amounts again included

Committee (of CTA, Metra, Pace, and RTA) that manages the JSIF.

Other RTA Revenue

Other RTA revenue of $9.2 million is anticipated for the 2019 budget. This funding source consists of income from financial transactions and investments, sales tax interest, and Agency revenue, comprised of both Agency operating revenue and grants for regional projects. The State of Illinois pays interest on RTA Sales Tax receipts from the time of collection until the funds are received by the RTA. The RTA then disburses 85% of the interest on Sales Tax I receipts to the Service Boards based on the same geographic formula used to allocate Sales Tax I. Agency revenue includes RTA fare card replacement fees and administration fees charged to employers that participate in the RTA Transit Benefit program. Agency revenue also includes matching grants obtained under federal, state and local programs for regional planning, development, and technology efforts.

EXPENSES

The 2019 budget projects that RTA expenses will increase by 6.1% over the 2018 estimate to $1.863 billion, exceeding total 2019 RTA funding by $11.2 mil-lion. Expenses are then projected to increase to $1.881 billion in 2020 and $1.908 billion in 2021.

Funding of Service Board operations represents the largest category of 2019 RTA expenses at 82.9%,

Service Board Operating Funding

82.9%

Debt Service12.7%

RTA Agency and Regional Programs

2.2%

Reduced Fare Reimbursement

1.8%

Joint Self‐Insurance Fund0.3%

EXHIBIT 2‐8:  2019 RTA EXPENSES ‐ $1.863 BILLION EXHIBIT 2-8: 2019 RTA EXPENSES - $1.863 BILLION

716.4 734.9 777.7 798.9 815.0

399.9 402.9 421.1 426.6 435.0162.9  165.1  172.4  175.7  179.0 161.2  164.8  173.0  181.8  190.1 

2017 2018 2019 2020 2021

CTA Metra Pace Pace ADA

EXHIBIT 2‐9:  RTA EXPENSES FOR SERVICE BOARD OPERATIONS(DOLLARS IN MILLIONS)

1,440.4 1,467.71,544.2 1,583.0 1,619.2

EXHIBIT 2-9: RTA EXPENSES FOR SERVICE BOARD OPERATIONS (DOLLARS IN MILLIONS)

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Pace Suburban Service will require $177.3 million of public funding to balance the 2019 operating budget, and $172.4 million will be provided by the RTA. In addition to statutory sales tax and PTF, Pace will receive $4.7 million of PTF I. Pace also receives RTA funding from two dedicated funds established by P.A. 95-0708: the Suburban Community Mobility Fund (SCMF) and the South Suburban Job Access (SSJA) fund. The SCMF for 2019 is projected at $25.9 million, while SSJA is a fixed amount of $7.5 million. Federal funding of $4.9 million rounds out Pace’s deficit funding, resulting in a balanced budget.

Finally, Pace Regional ADA Paratransit will require $173.0 million of public funding to balance the 2019 budget, with $164.6 million sourced from Sales Tax II and $8.4 million budgeted to be provided by the State of Illinois via the RTA.

allocation of all PTF I to CTA and Pace Suburban Service in shares of 98% and 2%, respectively. CTA will require $844.4 million of public funding to balance the 2019 operating budget, of which $777.7 million will be provided by the RTA. In addition to statu-tory sales tax and PTF, CTA will receive $228.2 million of PTF I. External to the RTA, the Real Estate Transfer Tax (RETT) rounds out CTA’s deficit funding, resulting in a balanced budget.

Metra will require $410.5 million of public funding to balance the 2019 operating budget, and $416.0 million will be provided by the RTA. In addition to statutory sales tax and PTF, Metra will receive $2.5 million of operating funding via a reduced RTA contribution to the JSIF reserve and $1.5 million of federal funding in the form of a Homeland Security Grant. Metra’s total operating funding exceeds the operating deficit by $7.0 million, representing a planned fare revenue surplus to be used for Metra’s capital program.

EXHIBIT 2-10: 2019 SERVICE BOARD OPERATING FUNDING (DOLLARS IN THOUSANDS)

CTA Metra Pace Suburban Service

Pace ADA Paratransit

Total

Operating DeficitOperating Revenue 707,747 411,688 58,729 14,215 1,192,379 Operating Expense 1,552,114 822,215 236,037 187,241 2,797,607 Operating Deficit $844,367 $410,527 $177,308 $173,026 $1,605,228

RTA FundingRTA Sales Tax (Part I) 395,620 307,073 97,185 - 799,878 RTA Sales Tax (Part II) and PTF (Part II) 147,697 106,469 35,490 164,631 454,287 RTA Non-Statutory Funding - PTF I 228,213 - 4,657 - 232,870

Innovation, Coordination, and Enhancement (ICE) 1 6,205 - 1,681 - 7,886

JSIF Reserve - 2,500 - - 2,500 State Funding for ADA Paratransit - - - 8,395 8,395 RTA SCMF and SSJA Funding - - 33,356 - 33,356 Total RTA Funding $777,735 $416,042 $172,369 $173,026 $1,539,172

Other FundingRETT 66,631 - - - 66,631 Federal Funds - 1,500 4,939 - 6,439 Total Funding for Operations $844,367 $417,543 $177,308 $173,026 $1,612,242

1Excludes ICE funding transferred to capital program.

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Joint Self-Insurance Fund

The RTA provides excess liability insurance to protect the Service Boards. Premium payments for the Joint Self-Insurance Fund (JSIF) in 2019 are budgeted at $5.7 million, an increase of 3% from the 2018 estimate. Premiums are projected to continue to increase by 3.0% in both 2020 and 2021. The Service Boards can also borrow from the JSIF to finance injury and damage claims. The Service Boards are obligated to reimburse the fund, plus interest.

FUND BALANCE

With the adoption of the 2016 regional budget, the RTA Board rescinded ordinance 98-15, which required the RTA to maintain a fund balance equal to 5% of annual operating expenditures. RTA’s reserve policy now requires each transit agency to maintain its own reserves to carry itself through periods of economic downturn (accompanied by funding reductions and/or ridership losses) until service cuts or fare increases can be implemented. Exhibit 2-11 shows the projected RTA ending fund balances for 2017 through 2021. A nega-tive fund balance does not imply an inability to meet ongoing obligations, but rather is an indication that all available funds are being provided to the Service Boards for transit operations.

Beginning Balance

The beginning balance is the amount of funds in the un-reserved and undesignated RTA fund balance after the previous year’s financial results have been audited and

Debt Service

Principal and interest payments, the second largest cat-egory of RTA expenses, reflect expenses for debt service on RTA SCIP and non-SCIP bonds that finance Service Board capital projects. The amount also includes debt service for RTA short-term borrowing required because of delays in receipt of PTF and financial assistance payments from the State. RTA debt service is expected to increase by 2.3% from the 2018 estimate to $236.8 million, due to a mid-2018 $150 million RTA bond issuance and increased short-term borrowing costs. Additional information on RTA bonds is provided in the Capital and Bonds chapter.

RTA Agency and Regional Programs

Expenses for Agency and Regional Programs are projected at $41.9 million, representing 2.2% of total 2019 RTA expenses. This category is subdivided into Agency administrative expenses of $17.7 million, Re-gional Services expenses of $17.0 million, and Regional Projects expenses of $7.2 million. A detailed discussion is contained in the Agency Operating Plan section of this chapter.

State Reduced Fare Reimbursement

State of Illinois funding for Reduced Fare Reimburse-ment is received as revenue by the RTA and passed through to the Service Boards to replace a portion of the operating revenue lost in providing mandated free and reduced fare programs. Annual expenses of $34.1 million are projected for 2019 as the RTA and Service Boards anticipate that the State will restore this critical funding to its traditional level.

RTA Agency Regional Capital Program

The 2019 Agency Regional Capital Program includes $250 thousand for the Access to Transit project, which involves small-scale pedestrian infrastructure improve-ments such as sidewalks and crosswalks.

‐5.3 ‐5.3 ‐5.3 ‐5.3 ‐5.3

2017 2018 2019 2020 2021

EXHIBIT 2‐11:  RTA ENDING FUND BALANCE(DOLLARS IN MILLIONS) 

EXHIBIT 2-11: RTA ENDING FUND BALANCE (DOLLARS IN MILLIONS)

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The RTA reports three major governmental funds—the General Fund, the Debt Service Fund, and the Capital Projects Fund; one major proprietary fund—the Joint Self-Insurance Fund; and two major fiduciary funds—the Sales Tax Agency Fund and the Pension Trust Fund. The actual 2017 results for these six funds are shown in Exhibit 2-12.

GOVERNMENTAL FUNDS

The RTA’s governmental funds are the General Fund, the Debt Service Fund, and the Capital Projects Fund.

General Fund

The General Fund is the general operating fund of the RTA. It is used to account for all financial transactions that are not specifically required to be accounted for in the other funds. The General Fund and the fiduciary Agency Fund are the only two funds that have annual budgets. Exhibit 2-13 displays the 2019 budget for these funds.

Debt Service Fund

The Debt Service Fund is used to account for the accu-mulation of resources for, and the payment of, general long-term debt principal, interest, and related costs. Revenues are generated from the funds being held for payment to the bondholders. The difference between the transfer and payment expenditures reflects year-over-year timing variances.

Capital Projects Fund

The Capital Projects Fund is utilized for the receipt and disbursement of the proceeds of RTA bond issues. The Capital Projects Fund was first established in 1990 with the issue of $100 million of RTA bonds to fund capital projects at the Service Boards. The RTA allocated the proceeds from the bonds issued under the General Assembly’s authorization as follows: 50% for CTA capital projects, 45% for Metra capital projects, and 5% for Pace capital projects. Projects included in approved five-year capital programs will be eligible for reimburse-

the accounting books have been closed. The beginning balance for 2019 is projected at negative $5.3 million.

Change In Fund Balance / Ending Fund Balance

Total RTA revenues less total RTA expenses equal the annual change in fund balance. When revenues exceed expenses, the resulting surplus increases the fund bal-ance. When expenses exceed revenues, the resulting deficit reduces the fund balance.

In 2017, the fund balance decreased to negative $5.3 million as RTA actual expenses exceeded revenues due to increased short term debt service and unfavorable sales tax results. The fund balance is projected to remain at negative $5.3 million in 2018 after contingent transfers from reserves are made to offset unfavorable sales tax and debt service. In the funding amounts approved on August 23, 2018, the RTA Board allocated all available 2019 PTF I and Sales Tax I to RTA expenses and the Service Boards, which is expected to result in an unchanged fund balance of negative $5.3 million, after transfers, at the end of 2019. The RTA fund balance is projected to be unchanged through 2020 and 2021, as all available funding is expected to be fully allocated.

Fund Accounting

The accounts of the RTA are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are separated into a set of accounts that comprise its assets, liabilities, fund equity, revenues, and expen-ditures or expenses, as appropriate. RTA resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be utilized and the means by which spending activities are controlled. Major funds are funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10% of corresponding totals for all governmental or enterprise funds and at least 5% of the aggregate amount of all governmental and enterprise funds.

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EXHIBIT 2-12: RTA 2017 COMBINED STATEMENT OF REVENUES & EXPENDITURES BY FUND (DOLLARS IN MILLIONS)

Fund Types: General Debt Svc Capital JSIF Agency Pension CombinedRevenuesSales Taxes $131.8 - - - $1,042.1 - $1,173.9 Interest on Sales Taxes 0.4 - - 0.6 - 1.0 Public Transportation Fund 212.6 - - - 150.0 - 362.6 General State Revenue 222.6 - - - - - 222.6 Innovation, Coordination & Enhancement (ICE) 12.1 - - - - - 12.1 IDOT Grant - ADA Paratransit 3.8 - - - - - 3.8 Pace ADA Surplus Refund 5.3 - - - - - 5.3 State Assistance 130.2 - - - - - 130.2 Reduced Fare Reimbursement - - - - 17.6 - 17.6 Investment Income 3.8 3.7 0.8 - - - 8.3 Other Revenues 14.2 - - 0.2 - 40.8 55.1 Contributions to JSIF and Pension - - - 4.1 - 11.9 15.9 Total Revenues $736.9 $3.7 $0.8 $4.2 $1,210.3 $52.7 $2,008.6

ExpendituresCurrentFinancial Assistance to Service Boards $216.5 - - - $865.9 - $970.5 Administrative 15.5 - - 5.6 - 17.5 38.5 Intergovernmental:Capital Grants--Discretionary 0.6 - - - - - 0.6 South Suburban Job Access Program (Pace) 7.5 - - - - - 7.5 Capital Grants - State Bonds 223.1 - 21.7 - - - 244.8 RTA Capital Grants - Metra 1.2 - - - - - 1.2 Innovation, Coordination, & Enhancement (ICE) 12.8 - - - - - 12.8 State General Revenue MOU 0.7 - - - - - 0.7 IDOT Cap Grant - PACE (ADA) 3.8 - - - - - 3.8 Suburban Community Mobility Fund - - - - 24.1 - 24.1 PACE ADA Surplus 5.3 - - - - - 5.3 Regional 25.1 - - - - - 25.1 Distributions to JSIF 4.1 Capital Outlay 0.3 - - - - - 0.3

Debt ServicePrincipal - 413.9 - - - - 413.9 Interest - 108.0 - - - - 108.0 Debt Related Costs 1.5 - - - - 1.5 Debt Proceeds - (441.2) - - - - (441.2)Debt Service Operating Transfer 69.8 (100.6) 0.6 - - - (30.3)Paratransit Funding (Pace) - - - - 152.1 - 152.1 PTF (New Sales Tax/RETT) - - - - 150.0 - 150.0 Reduced Fare Reimbursement - - - - 17.6 - 17.6 Interest on Sales Taxes to Service Board - - - - 0.6 - 0.6 Total Expenditures $586.1 ($18.5) $22.3 $5.6 $1,210.3 $17.5 $1,823.2

Revenues less Expenses 1 $150.8 $22.2 ($21.5) ($1.3) - $35.2 $185.4

Fund Balance - Beginning of the year $210.5 $122.9 $120.4 $26.5 - $261.7 $742.1

Fund Balance - End of the year 2 $361.3 $145.2 $99.0 $25.2 - $296.9 $927.5

1 Reconciliation of budgetary basis to GAAP basis.2 Before reserves and designations.

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PROPRIETARY FUNDS

Proprietary funds are used for activities that are similar to those found in the private sector and to account for the financing of goods or services provided by a depart-ment or agency to other departments or agencies of

ments from these proceeds by the RTA without further review or action by the RTA Board of Directors.

EXHIBIT 2-13: RTA STATEMENT OF REVENUES AND EXPENSES, 2019 BUDGET, GENERAL AND AGENCY FUND(DOLLARS IN THOUSANDS)

General Fund Agency Fund Total BudgetRTA Revenues

RTA Sales Tax (Part I) 141,155 799,879 941,034 RTA Public Transportation Fund (Part I) 232,870 - 232,870 RTA Sales Tax and PTF (Part II) 12,928 480,143 493,071 State Financial Assistance 138,695 - 138,695 State Reduced Fare Reimbursement - 34,070 34,070 RTA Regional Capital Project Reserves 250 - 250 JSIF Reserves 2,500 - 2,500 Other Revenue 9,187 - 9,187

Total RTA Revenues $537,584 $1,314,092 $1,851,677

RTA Expenses

Expenses for OperationsRTA Operations Funding - CTA (Includes PTF on RETT) 234,418 543,317 777,735 RTA Operations Funding - Metra 7,542 413,543 421,085 RTA Operations Funding - Pace Suburban Service 6,338 132,675 139,013 RTA Suburban Community Mobility Funding for Pace - 25,856 25,856 RTA South Suburban Job Access Funding for Pace 7,500 - 7,500 RTA Operations Funding - ADA Paratransit Service 8,395 164,631 173,026 State Reduced Fare Reimbursement - 34,070 34,070 Agency Administration 17,657 - 17,657 RTA Regional Services and Programs 24,216 - 24,216 Total Expenses for Operations $306,066 1,314,092 $1,620,158

Debt Service, Capital & JSIF ExpensesPrincipal and Interest for Service Board Capital Programs 236,798 - 236,798 RTA Agency Regional Capital Program 250 - 250 Joint Self-Insurance Fund 5,664 - 5,664 Total Debt Service, Capital, & JSIF Expenses $242,712 - $242,712

Total RTA Expenses $548,778 $1,314,092 $1,862,870

Fund Balance (unreserved/undesignated)

Beginning Balance (5,330) - (5,330)Change in Fund Balance (11,194) - (11,194)

Transfers1 11,194 - 11,194

Ending Unreserved/Undesignated Fund Balance ($5,330) - ($5,330)

1 Contingent transfers from RTA reserves to offset lower sales tax for debt service and increased short-term debt service.

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Pension Trust Fund

The Pension Trust Fund is used to account for all accumulation of resources for, and the payment of, retirement benefits to employees participating in the RTA Pension Plan.

MEASUREMENT FOCUS AND BASIS OF ACCOUNTING

RTA’s government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting, as are the proprietary fund (Joint Self-Insurance Fund) and the Pension Trust Fund financial statements. Revenues are recorded when earned, and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Sales taxes are recognized as revenues if collected by the retailer before year-end. Grants and similar items are recognized as revenues when qualifying expenditures have been incurred and as soon as all eligibility requirements imposed by the grantors have been met. Prepaid expenses are recorded using the consumption method.

Governmental fund financial statements use the current financial resources measurement focus. The funds are accounted for using the modified accrual basis of accounting; i.e., revenues are recognized as soon as they are both measurable and available. “Measurable” means the amount of the transaction can be deter-mined and “Available” means collectible within the cur-rent period or shortly thereafter to pay liabilities of the current period. Sales taxes are considered measurable and available if collected by the retailer by year-end and received by the RTA within 80 days after year-end. Additional State Assistance (ASA) & Additional Financial Assistance (AFA) is considered measurable and available if billed and received within 180 days after year-end. Sales taxes and ASA/AFA are susceptible to full accrual. Additionally, certain compensated absences, claims, and judgments are recognized when the obligations are expected to be liquidated with expendable available financial resources.

the governmental unit, or to other governmental units on a cost-reimbursement basis. The RTA has only one proprietary fund—the Joint Self-Insurance Fund.

Joint Self-Insurance Fund

The Joint Self-Insurance Fund (JSIF) is used to finance claims incurred by the Service Boards and the RTA on a cost-reimbursement basis. This fund is reported as an enterprise fund since the predominant participants are outside of the RTA.

The JSIF distinguishes operating revenues and expenses from non-operating items. Operating revenues (interest charged to Service Boards) and expenses (administra-tive expenses including insurance premiums and professional services) generally result from providing services in connection with this proprietary fund’s ongo-ing operations. All revenues and expenses not meeting this definition are reported as non-operating revenues and expenses.

FIDUCIARY FUNDS

Fiduciary funds account for assets held by a governmen-tal entity in a trustee capacity or as an agent for others. The RTA’s fiduciary funds consist of the Sales Tax Agency Fund and the Pension Trust Fund.

Sales Tax Agency Fund

The Sales Tax Agency Fund records the receipt and disbursement of amounts due to the CTA, Metra, and Pace agencies, including Retailers’ Occupation and Use Tax (sales tax), interest on this tax, and reduced fare reimbursement grants. The Agency Fund is custodial in nature (assets equal liabilities) and does not involve the measurement of results of operations. Sales tax revenues are recorded in the fund and are exactly balanced by expenditures passed through to the Service Boards.

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(statutory cap) appropriations/expenditures. Manage-ment has the authority to exceed any line appropriation without Board approval, provided it does not exceed the legal levels of control ($100,000 in value and subject to funds appropriated by the RTA Board). RTA Ordi-nance 91-9 established the policy of the RTA to fund the budgets of the Service Boards up to the amount appropriated in the Budget Ordinance (the “fund-to-budget” policy). In recent years, the annual budget ordinances had waived this policy due to insufficient levels of RTA reserves. The 2016 budget ordinance, 2015-55, rescinded the fund-to-budget policy, and the Service Board budgets are now funded to the level of actual funding receipts. Budgetary reporting is balanced with accounting records on a monthly basis and is fully reconciled to the accounting system on an annual basis in the Comprehensive Annual Financial Report (Exhibits 2-14 and 2-15).

Basis of Budgeting

The basis of budgeting refers to the conventions for the recognition of costs and revenues in budget develop-ment and in establishing and reporting appropriations. The RTA’s annual budget and related appropriations are prepared on the modified accrual basis of account-ing in conformity with generally accepted accounting principles, except for capital grants/expenditures and debt service payments. Modified accrual basis is a type of accounting whereby revenue and other financial resource increments (e.g., bond issue proceeds) are recognized when they become both measurable and available for finance expenditures of the current period. Expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Capital grants and expenditures are budgeted for on a project basis, which normally exceeds one year. Debt service payments are budgeted as transfers from the General Fund.

Although appropriations are adopted for individual line items, the legal level of control is restricted to total appropriations/expenditures and total administration

EXHIBIT 2-14: 2017 RECONCILIATION OF BUDGETARY BASIS TO GAAP BASIS ACCOUNTING (DOLLARS IN THOUSANDS)

General Fund

Excess of expenditures over revenues and other financing use-budgetary basis 223,709

Adjustments

Capital grant expenditures incurred in current year but considered in prior years’ budgets (582)

RTA capital expenditures expected to be incurred in future years but considered in current year operating budget (261)

Capital grant activity and debt related costs not in the budget (2,298)

Net transfers in and out between the General Fund and Debt Service Fund not in the budget (69,792)

Budgetary basis to GAAP basis adjustment ($72,933)

Net Change in Fund Balance - GAAP basis 150,776

Net Changes in Reserves (163,675)

Net Change in Unreserved, Undesignated Fund Balance ($12,899)

2016 ending unreserved, undesignated fund balance 7,569

2017 ending unreserved, undesignated fund balance ($5,330)

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EXHIBIT 2-15: RTA STATEMENT OF REVENUES AND EXPENSES, 2017 ACTUAL AND BUDGET, GENERAL AND AGENCY FUNDS(DOLLARS IN THOUSANDS)

2017 Budget 2017 Actual Variance

RTA RevenuesSales Tax (Part I) 928,858 878,594 (50,264)Public Transportation Fund (Part I) 232,215 212,644 (19,571)Sales Tax and PTF (Part II) 489,442 457,397 (32,045)State Financial Assistance 138,783 134,047 (4,736)State Reduced Fare Reimbursement 34,070 17,570 (16,500)RTA Reserves 3,000 8,328 5,328 ICE Carryover (2015) 988 2,400 Other Revenue 6,134 14,666 8,532 Total RTA Revenues $1,833,490 $1,725,646 ($107,844)

RTA ExpensesExpenses for OperationsRTA Operations Funding - CTA (includes PTF on RETT) 773,201 716,441 56,760 RTA Operations Funding - Metra 425,043 399,865 25,178 RTA Operations Funding - Pace Suburban Service 173,156 162,866 10,290 RTA Operations Funding - ADA Paratransit Service 160,586 161,239 (653)State Reduced Fare Reimbursement 34,070 17,570 16,500 Agency Administration, Regional Services & Programs 40,914 43,554 (2,640)Total Expenses for Operations $1,606,970 $1,501,535 $105,435

Debt Service, Capital, & JSIF ExpensesPrincipal and Interest for Service Board Capital Programs 219,463 225,214 (5,751)RTA Agency Regional Capital Program 500 500 - Joint Self-Insurance Fund 6,556 6,556 - Total Debt Service, Capital, & JSIF Expenses $226,519 $232,270 ($5,751)

Total RTA Expenses $1,833,490 $1,733,805 $99,685

Fund Balance (unreserved/undesignated)Beginning Balance 4,752 7,569 2,817 Change in Fund Balance - (8,159) (8,159)

Transfers1 - (2,778) (2,778)

Reconciliation to Budgetary Basis - (1,962) (1,962)

Ending Balance $4,752 ($5,330) ($10,082)

Ending Balance as % of Total Expenses for Operations 0.3% -0.4% -0.7%

1 Includes swap settlements and DSDA revenue.

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Regional Programs Grant Revenue

Total Regional Programs grant revenue of $6.7 million represents 15.9% of the total revenue. It includes grants of $6.6 million of Section 5310 funds, and grants from IDOT for the Construction Quality Assurance Program. The 2019 budgeted grant revenue of $6.6 million is $6.4 million higher than the 2018 estimate of $0.2 million because no Section 5310 federal projects were programmed in 2018.

PUBLIC FUNDING

Public funding accounts for 81.6% of the total revenue, or $34.2 million, a 3.0% increase from the 2018 estimate (Exhibit 2-19).

The combination of operating revenue of $1.0 million, grants of $6.7 million, and regional public funding of $34.2 million

comprise total Agency revenue and together balance the overall RTA Agency operating budget expenses of $41.9 million. (Exhibit 2-20).

OPERATING EXPENSES

The 2019 RTA Agency Operating Budget of $41.9 million consists of two parts: (1) the RTA Agency Administrative budget and (2) the Regional Programs budget. The RTA Agency Administrative budget includes core agency expenses for staff, facilities, information technology, of-fice services, and professional services and accounts for 42.2% of RTA Agency expenses or $17.7 million. The RTA Regional Programs budget includes Regional Services provided to the public by the RTA such as the ADA Para-transit Certification Program, Mobility Management/Travel Training, Travel Information Center, Customer Service Center, Reduced Fare, and Transit Benefit Programs. The Regional Programs budget also includes all of the RTA’s grant funded programs, as well as RTA funded regional studies and initiatives. The Regional Programs budget comprises the remaining 57.8% of the operating budget expenses or $24.2 million.

The 2019 RTA Agency Operating Budget of $41.9 million consists of two parts: (1) the RTA Agency Adminis-trative budget and (2) the Regional Programs budget.

Budget and Financial Plan

The RTA Agency Operating Budget emphasizes the goals and recommendations outlined by the

Regional Transit Strategic Plan adopted by the RTA Board in January of 2018.

The 2019 RTA Agency Operating Budget totals $41.9 million. The RTA Agency budget and financial plan presented in Exhibits 2-16 and 2-17 is balanced to the funding amounts set by the RTA Board on August 23, 2018. Exhibit 2-16 shows a summary level budget by major categories, while Exhibit 2-17 shows a detailed level budget of expenses and revenues.

OPERATING REVENUE

The 2019 operating budget includes operating revenue of $7.7 million from the transit benefit program, reduced fare and free ride program, and grant-funded programs. This amount is $6.7 million higher than the 2018 estimate because no Section 5310 federal projects were programmed in 2018. Regional Programs revenues in 2020 and 2021 are projected at $4.2 million and $4.4 million, respectively (Exhibit 2-18).

RTA Agency Administrative Operating Revenue

In 2019, total Agency Administrative operating revenue from sales tax litigation settlement fee is projected to be $0.3 million.

Regional Services Revenue

Total Regional Services revenue of $0.8 million repre-sents 1.9% of the total revenue. Customer Service and Fare Program revenue is projected to be $0.2 million, while Transit Benefit Program revenue is projected to be $0.6 million.

RTA AGENCY OPERATING PLAN

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EXHIBIT 2-16: AGENCY 2019 BUDGET SUMMARY AND 2020-2021 FINANCIAL PLAN BY MAJOR CATEGORIES (DOLLARS IN THOUSANDS)

2017 Actual 2018 Estimate 2019 Budget 2020 Plan 2021 Plan

Revenues

Administrative Operating Revenue 4,700 - 260 - - Regional Services Operating Revenue 853 760 778 801 825 Total Agency Generated Revenue $5,553 $760 $1,038 $801 $825

Federal Grants 4,933 200 6,650 3,425 3,527 Sales Tax I 33,068 33,190 34,186 35,212 36,268 Total Public Funding $38,001 $33,390 $40,836 $38,636 $39,795

Total Revenue $43,554 $34,150 $41,873 $39,437 $40,620

Expenses

Administrative Operating Expenses 19,964 16,596 17,657 18,187 18,733 Regional Services Operating Expenses 17,120 16,325 17,029 17,540 18,066 Grant and RTA Funded Multi Year Project Expense 6,470 1,230 7,187 3,710 3,822 Total Expenses $43,554 $34,150 $41,873 $39,437 $40,620

Net Result - - - - -

EXHIBIT 2-17: AGENCY 2019 BUDGET DETAIL AND 2020-2021 FINANCIAL PLAN BY OPERATING REVENUE AND EXPENSE TYPE (DOLLARS IN THOUSANDS)

2017 Actual 2018 Estimate 2019 Budget 2020 Plan 2021 Plan

RevenuesMiscellaneous Revenue 4,870 166 430 175 180Fare Check Revenue 683 594 608 626 645Regional Programs Revenue 4,933 200 6,650 3,425 3,527Total Operating Revenue $10,486 $960 $7,687 $4,226 $4,352

ExpensesPersonnel 13,585 14,426 15,521 15,987 16,466

Professional Services 1 9,068 4,005 2,291 2,360 2,431

Purchased Service 8,893 9,503 12,170 12,535 12,911Office Services 4,176 4,410 3,837 3,952 4,071Agency Capital Programs 1,362 577 867 893 920Regional Programs 6,470 1,230 7,187 3,710 3,822Total Operating Expense $43,554 $34,150 $41,873 $39,437 $40,620 Total Agency Operations (Net Expense) $33,068 $33,190 $34,186 $35,212 $36,268

Total Agency Regional Public Funding $33,068 $33,190 $34,186 $35,212 $36,268

1 2017 Actual and 2018 Estimate include settlement fee from the sales tax litigation.

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Expense Categories

The following expense categories include both Admin-istrative and Regional Services expenses combined (Exhibit 2-22).

Personnel

Personnel related costs, such as salaries, pension, health care, and training, of $15.5 million represent 37.1% of the total expense budget. This amount increases by 7.6% compared to the 2018 estimate pri-marily due to the inclusion of an average merit increase of 3% for salaries in 2019, and the filling of some vacant positions.

Professional Services

Professional services of $2.3 million, which include audit fees, financial advisory services, Project Manage-ment Oversight (PMO) contracts, legal and legislative-

Total 2019 agency expenses represent an increase of $7.7 million or 22.6% from the 2018 estimate (Exhibit 2-21), reflecting a 6.4% increase in the RTA Agency Administrative budget due to an information technology infrastructure upgrade and a 37.9% increase in the Re-gional Programs budget. The reason for the increase is that no Section 5310 federal projects were programmed in 2018 in the Regional Programs budget.

$10.5

$1.0

$7.7

$4.2 $4.4

2017 2018 2019 2020 2021

EXHIBIT 2‐18: AGENCY OPERATING REVENUE (IN MILLIONS)EXHIBIT 2-18: RTA AGENCY OPERATING REVENUE (IN MILLIONS)

$33.1 $33.2

$34.2

$35.2

$36.3

2017 2018 2019 2020 2021

EXHIBIT 2‐19: RTA AGENCY REGIONAL PUBLIC FUNDING (IN MILLIONS)EXHIBIT 2-19: RTA AGENCY REGIONAL PUBLIC FUNDING (IN MILLIONS)

Regional Public Funding81.6%

Grant Revenue for Multi‐Year Projects

15.9%

Transit Benefit Program Revenue

1.5%

Customer Service & Fare Program Revenue1.0%

EXHIBIT 2‐20: 2019 RTA AGENCY REVENUE ‐ $41.9 MILLIONEXHIBIT 2-20: 2019 RTA AGENCY REVENUE - $41.9 MILLION

$43.6

$34.2

$41.9

$39.4$40.6

2017 2018 2019 2020 2021

EXHIBIT 2‐21: RTA AGENCY OPERATING EXPENSES (IN MILLIONS)EXHIBIT 2-21: RTA AGENCY OPERATING EXPENSES (IN MILLIONS)

Personnel37.1%

Purchased Service29.1%

Regional Programs17.2%

Office Services9.2%

Professional Services5.5%

Agency Capital Programs2.1%

EXHIBIT 2‐22:  2019 AGENCY OPERATING EXPENSE ‐ $41.9 MILLIONEXHIBIT 2-22: 2019 RTA AGENCY OPERATING EXPENSES - $41.9 MILLION

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the new ERP system. The ERP system is scheduled to be fully implemented by the third quarter of 2020.

Regional Programs

This category includes Grant and RTA funded multi-year project expenses of $7.2 million and represents 17.2% of the overall operating expense budget. Projects in this category include RTA funded Regional Consumer Marketing, Customer Satisfaction Survey, RTA and UWP funded Community Planning projects, IDOT funded Quality Assurance Program, and Section 5310 funded programs. The regional program expenses increase by $6.0 million in 2019 compared to the 2018 estimate due to no Section 5310 federal projects programmed in 2018.

Agency Statutory Cap

In 1985, a statutory cap for administrative spending was set at $5.0 million, with a growth rate of 5.0% per year. The 2019 cap on Agency administrative expenses is $26.3 million. The 2019 RTA Agency budget, with administrative expenses of $17.7 million, is 32.8% below this cap.

NET RESULT

RTA Agency net results are zero for 2019 through 2021 indicating revenues are equal to expenses (Exhibit 2-16).

Organizational Structure

The proposed staffing plan for 2019 includes 113 positions, one position less than the 2018 plan. Exhibit 2-23 shows the Agency budget staffing by department. The RTA Organization Chart (Exhibit 2-24) illustrates the Agency departments and their divisions or functional units. Exhibits 2-25 and 2-26 provide a breakdown of the Agency operating budget by department.

consulting fees, IT project management, cybersecurity, tech advisory, professional services for ADA Certification Program and the ADA Appeals program, and inter-preter services for customer focused regional services, represent 5.5% of the total expense budget. In 2019 this category decreased by 1.7 million compared to the 2018 estimate due to the inclusion of additional amounts that were set aside for professional services.

Purchased Service

Purchased Service expenses of $12.2 million represent 29.1% of the total expense budget and are projected to increase by $2.7 million versus 2018. In the 2019 Infor-mation Technology (IT) Division’s budget some of the professional and office services expenses got restruc-tured to the Purchased Service expenses resulting in an increase in this category. In addition, this category also includes the Mobility Assessment Centers operations, fees for Pace transportation services to the centers for the ADA Certification Program, individual Travel Training operations fees for the Mobility Management Program, reduced fare and ride free permit production fees for the Reduced Fare Program, and the operation of the Travel Information Center.

Office Services

Rent, utilities, maintenance, telecommunications, IT, and other office related expenses account for $3.8 million or 9.2% of the total operating costs, a decrease of 13.0% in 2019 compared to the 2018 estimate, due to 2018 being a renewal year for the Reduced Fare Program and as a result of restructuring some of the IT office expenses to the Professional and Purchased Service categories.

RTA Agency Capital Programs

Projected costs for new IT capital initiatives of $0.9 million under the Agency Capital Programs category represent 2.1% of the 2019 Agency budget expense. This amount includes projects to enhance the current network system as well as some costs associated with

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The Executive Director executes the policy decisions of the RTA Board, staffs the Agency to administer its statutory mission, and implements Board policy. The Executive Director informs and assists the RTA Chairman and the Board in the development of policy, and is the principal contact with executive staffs of the CTA, Metra, and Pace to ensure effective administration of the RTA’s regional planning and oversight responsibilities. The Secretary to the Authority assists with the information,

DEPARTMENTS

Executive Director’s Office

This department includes the RTA Board of Directors, the Executive Director, and the Secretary to the Author-ity. The Executive Director’s Office oversees and directs day-to-day agency activities.

The RTA Board of Directors consists of 15 members and a chairman. The RTA Board has the statutory authority to establish, by rule or regulation, the financial, budget-ary, or fiscal requirements for the region’s public transit system. The RTA Board and its committees set policy, authorize funding levels for the Service Boards, approve operating budgets and capital programs, consider mat-ters relating to RTA operations and compliance with the ADA of 1990, supervise audits, and consider planning studies and capital program investments. The Board has four standing committees that review and recommend policy to the entire Board.

EXHIBIT 2-23: 2019 AGENCY BUDGET STAFFING BY DEPARTMENT

Departments 2018 Budget 2019 Budget Change

Executive Office 2 2 - Human Resources 4 4 -

Marketing and Communications (1) 4 4 -

Government Affairs 3 3 -

Legal & Compliance (2) 16 15 (1)

Finance, Innovation and Technology (3) 28 28 -

Capital Programming and Planning (4) 27 27 -

Total Admin Staffing Plan 84 83 (1)

Mobility Services (5) 30 30 -

Total Regional Staffing Plan 30 30 -

Total RTA Staffing Plan 114 113 (1)

(1) The Marketing and Communications Department handles internal and external communications, and also oversees Agency branding and regional marketing coordination.(2) Legal and Compliance Department includes General Counsel, Audit, and Operations (Procurement and Facility/ Office Services).(3) Finance, Innovation and Technology Department includes Budget and Treasury, Controller, Oversight and Compliance, and Information Technology.(4) Capital Programming and Planning Department contains two main areas: Capital Programming, Local Planning & Program Management and Planning & Market Development.(5) Mobility Services Department contains the following regional services: Customer Programs, ADA Paratransit Certification Program, Mobility Management, Travel Information Center, and Regional Accessibility.

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In 2019, Human Resources will help promote a culture that is compliant with various policies, programs, legal requirements, and processes. In addition, the depart-ment will design, develop, and recommend new and/or improved programs, policies and procedures to motivate and retain high-caliber employees. The 2019 departmental budget of $0.7 million repre-sents 1.6% of the total Agency operating expenses. To assist with an increase in workload, Human Resources is currently recruiting to fill a vacancy in the department. Once filled, the total headcount in Human Resources will be four.

Marketing and Communications

The Marketing and Communications Department handles internal and external communications, includ-

documentation, and logistical needs of the RTA Board and the Executive Director.

The 2019 departmental budget of $1.4 million repre-sents 3.3% of the total Agency operating expenses. The budgeted headcount is two, unchanged from 2018.

Human Resources

The primary role of Human Resources is to provide high-quality responsive services to employees and retirees, such as recruitment and retention, performance man-agement, benefits and compensation administration, employee relations, wellness and employee morale activities, and organizational development to ensure the Agency can attract, employ, and retain a talented staff to achieve its strategic goals.

Board of Directors

Executive Director

Mobility Services

Customer Programs

Mobility Management

Mobility Services Admin

Legal and Compliance

Legal

Operations

Audit

Government Affairs

Finance, Innovation and Technology

Budget and Treasury

Controller

Oversight and Compliance

Information Technology

FIT Admin

Capital Programming and Planning

Capital Programming, Local Planning and

Program Management

Planning and Market Development

Capital Programming & Planning Admin

Marketing and Communications Human Resources

Secretary of the Authority

EXHIBIT 2-24: RTA AGENCY ORGANIZATIONAL CHART

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The Department will use a variety of communications tools, including social media posts for the Agency, executive director and chairman, press releases, media relations, blog posts, website content, advertising, sponsorships, collateral materials, video productions, regional marketing and special events, and leader-ship presentations. The Department will continue to oversee agency branding and marketing coordination and partnerships, including consumer and business to business marketing.

In 2019, the Department will continue to focus on educating riders, non-riders and stakeholders about the Regional Transit Strategic Plan and regional operating and capital funding needs. The Department will continue to align with the government relations department to respond to any state or fed-eral policy changes that may occur. The Department will also work with government relations to further engage local government stakehold-ers in the work of the Agency.

The 2019 departmental budget of $1.3 million repre-sents 3.2% of the total Agency operating expenses. The budgeted headcount is four, which is the same as in 2018.

ing media relations for the Agency, as well as presenta-tions by the Executive Director and Board Chairman. The Department communicates and publicizes RTA programs, initiatives and successes, and collaborates with the Service Boards to promote their services and programs and promote ridership. The Department also oversees Agency branding and regional marketing coor-dination, including Consumer and Business to Business Marketing as well as promoting regional transit services and programs to residents and businesses using paid advertisements, social media, sponsorships, partner-ships, participation in public events and other tactics.

In 2019, the Department will develop and execute marketing and public relations strategies and promotion plans that positively influence public opinion of the RTA and Service Boards as well as promote transit ridership. The Department will continue to position the RTA as a thought leader in regional transit and transportation.

Mobility Services35.5%

Capital Programming and Planning 

28.5%

Finance, Innovation and Technology

16.4%

Legal and Compliance7.7%

Government Affairs 3.8%

Executive Office3.3%

Marketing and Communications

3.2%

Human Resources 1.6%

EXHIBIT 2‐26:  2019 AGENCY BUDGET EXPENSE BY DEPARTMENTEXHIBIT 2-26: 2019 RTA AGENCY OPERATING BUDGET BY DEPARTMENT

EXHIBIT 2-25: 2019 AGENCY OPERATING BUDGET BY DEPARTMENT (IN DOLLARS)

Expense Operating & Grant Revenue Regional Public Funding

Executive Office 1,397,019 1,397,019Human Resources 660,688 660,688Marketing and Communications 1,344,932 1,344,932Government Affairs 1,579,681 1,579,681Legal and Compliance 3,234,571 3,234,571Finance, Innovation and Technology 6,887,384 307,500 6,579,884Capital Programming and Planning 11,913,108 7,209,926 4,703,182Mobility Services 14,856,043 170,000 14,686,043

TOTAL $41,873,426 $7,687,426 $34,186,000

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In 2019, the Legal Division will continue the Authority’s sales tax litigation. The RTA has successfully pursued legal action against a number of entities who have diverted tax revenue from the region. Through this liti-gation the RTA ensures that critical tax dollars intended to benefit transit riders in the region are properly allocated. The Legal Division will continue to manage the agency’s Pension Committee, Loss Financing Plan, and Joint Self-Insurance Fund. In 2018 the agency was able to achieve significant savings in the excess liability insurance premiums for policies which protect the RTA and three Service Boards from unforeseen losses and liability. The Legal Division, in conjunction with the Service Boards will again spearhead the process of maintaining coverage.

The RTA’s audit authority includes financial, operational, performance, management and safety audits within the Service Boards and the RTA. The Division also ensures that the RTA is compliant with all ethics related laws and policies. In 2019, the Audit Division will continue to closely monitor progress in addressing matters raised during the 2017 cyber security audit of the RTA, CTA, Metra, and Pace. Other audits will include reviews of grant funded projects that have been completed, reduced fare reimbursement compliance by the Service Boards and quality management reporting of the key indicators by the Mobility Services vendor. The Audit Division will also continue to report to the Board of Directors on RTA vendors’ contract compliance metrics. The Division will also perform ERP implementation testing.

Government Affairs

The Government Affairs Department is responsible for developing and promoting the RTA’s federal, state, and local government affairs agenda for transit in the region.

The Department will monitor all federal and state legislative and relevant administrative activities, as well as promote positions and policies that benefit the RTA, the Service Boards, and public transit in our region. The Department will also continue to develop ways in which the RTA can further its interests through civic partner-ships, as well as develop new ways to build upon local government coalitions within the region.

The Department will continue to work with Illinois lawmakers and the Illinois Congressional Delegation to advocate for additional transit funding. The focus at the federal level will be Congressional appropriations of existing transit formula funding and discretionary programs. The focus at the state level will continue to be on pursuing a new state capital program.

The departmental budget in 2019 of $1.6 million represents 3.8% of the total Agency operating expenses. The budgeted headcount is three, which is the same as in 2018.

Legal and Compliance

The Legal and Compliance Department consists of three divisions: Legal, Audit, and Operations.

The Legal Division provides legal advice and counsel to the RTA Board, Executive Director and staff regarding the statutory and regulatory provisions governing the Authority and the Service Boards. The Division also oversees all RTA transactions and litigation and ensures compliance with state and federal law. Procurement, Audit, records management, Freedom of Information Act (FOIA) requests, Disadvantaged Business Enterprise (DBE) Program functions and Regulatory Compliance are also managed within the Division.

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The Project Management Oversight and Compliance Division will coordinate with CTA, Metra and Pace and continue to perform project oversight and explore implementation of a regional web-based project management system.

The Budget and Treasury Division will continue to manage RTA’s portfolio of long-term capital bonds and short-term working cash notes, and monitor RTA cash balances to fund the operations of the RTA and the Service Boards. The Division will develop the 2020 operating budget, two-year (2021-2022) financial plan, and five-year (2020-2024) capital program.

The Controller Division will prepare support documents, financial statements and schedules for the annual audit and will prepare the Comprehensive Annual Financial Report (CAFR) and other audited financial reports (JSIF, Pension and Single Audit reports).

The 2019 departmental budget of $6.9 million repre-sents 16.4% of the total Agency operating expenses. The Department also receives operating revenue of $0.3 million associated with the Construction Quality Assurance Program, which helps offset expenses. The budgeted headcount is 28, which is the same as in 2018.

Capital Programming and Planning

The Capital Programming and Planning Department consists of two main functional areas: Planning and Market Development and Capital Programming, Local Planning, and Program Management. Planning and Market Development is further comprised of Regional

The Operations Division manages the Agency’s procure-ment process, including drafting solicitation packages, bidding contracts for goods and services, negotiating contracts and amendments, and ensuring all related documents are executed and properly maintained. The Operations Division also oversees all the facility and office services related functions. In 2019, the Division will continue the office’s space planning project.

The 2019 departmental budget of $3.2 million repre-sents 7.7% of the total Agency operating expenses. The budgeted headcount is 15, one fewer than in 2018.

Finance, Innovation and Technology

The Finance, Innovation and Technology (FIT) Depart-ment is responsible for regional and Agency budget development and analysis, financial reporting and issu-ance of audited financial statements, financial systems management, program management oversight, asset and debt portfolio management, network and systems administration, the IT help desk, business applications, and program delivery. The Department includes the following divisions: Budget and Treasury, Controller, Oversight and Compliance, Information Technology, and FIT Department Administration.

In 2019, the FIT Department will continue with the implementation of a new Enterprise Resource Planning (ERP) system that will replace various software and shadow systems currently used to conduct RTA business processes. The project includes the procurement of an ERP solution, implementation of software, data migra-tion, training, and establishing long-term operations and maintenance structure. In 2019, IT staff will work on the RTA Intranet redesign to increase employee productivity and provide a better branded intranet for staff to collaborate, share knowledge, and access and store important information. IT staff will implement a comprehensive multi layered disaster recovery program to ensure systems availability and reduce risk. The Infrastructure team will be performing software/hard-ware upgrades on the current network system. Strategic upgrades to infrastructure will be made with a goal of moving towards a mobile workforce.

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of Seniors and Individuals with Disabilities Program on behalf of the region, as well as the region’s Innovation, Coordination, and Enhancement (ICE) program.

The 2019 departmental budget of $11.9 million repre-sents 28.5% of the total Agency operating expenses. The Department also receives operating revenue associated with the Transit Benefit Program of $0.6 million and federal 5310 grants of $6.6 million, which help offset expenses. The budgeted headcount is 27, which is the same as in 2018.

Mobility Services

The RTA Mobility Services Department’s primary role is to serve customers with disabilities and older adults through a variety of programs that help expand their transportation options. The Department is made up of three divisions: The Customer Programs Division, the Mobility Management Division, and the Administration Division.

The Customer Programs Division is responsible for operating the federally mandated ADA Paratransit Certification, the RTA Reduced Fare Programs, and the State mandated RTA Ride Free program. The Division utilizes two Mobility Assessment Centers to interview and determine customer eligibility for the ADA Para-transit service operated by Pace, and four conveniently located RTA/City of Chicago Customer Service sites that assist customers with the fare programs’ application processes and ongoing permit maintenance issues. The ADA Paratransit Certification Program serves over 18,000 applicants annually, and there are currently approximately 550,000 Reduced Fare and Ride Free

and Corridor Planning, Regional Coordination, and Data Services and Analytics.

In 2018, the RTA Board adopted Invest in Transit, the 2018 – 2023 Regional Transit Strategic Plan, to make the case for pursuing dependable funding streams that will enable the region’s transit agencies to provide vital service well into the future. The plan will lay the groundwork for the policies, priorities, and projects that should be the focus for the five year period. Working with the Service Boards, staff will continue to develop and release performance analyses as well as align performance reporting with the Strategic Plan. The RTA’s role in strategic asset management will be in conjunction with the Service Boards and CMAP. Staff will work to enhance and support the RTAMS website through a newly procured contract. Staff will continue to install signage and wayfinding throughout the region via the Interagency Signage Program, continue work with Transit Signal Priority projects in partnership with CTA and Pace, and develop a pilot project related to connectivity and new mobility developments towards last-mile transportation services. The Department also administers the Transit Benefit Program.

Staff will continue an ongoing effort to increase the State’s commitment by working to secure a stable, dedicated source of funding for transit capital projects. Staff will also work to enhance the administration and management of the ongoing capital program, including extensive work on implementing a new ERP system. In terms of funding and support, the Community Planning Program will distribute an annual call for projects in collaboration with the CMAP Local Technical Assistance program in the fall, as well as a call for projects for the Access to Transit program in the summer. Staff will continue to administer and oversee the projects and funding for the Federal Section 5310 Enhanced Mobility

INVESTIN TRANSITThe 2018-2023 Regional Transit Strategic Plan for Chicago and Northeastern Illinois

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the continuity of services across the Department. The RTA Travel Information Center provides phone based customer support to assist customers with transit trip planning and with questions related to the RTA fare programs. The ADA Paratransit Certification Appeals program is responsible for holding hearings for individuals who request an appeal of their ADA Para-transit Certification decision in cases where eligibility determination limits paratransit eligibility. In addition, this division ensures continuity of services across the department.

The 2019 departmental budget of $14.9 million repre-sents 35.5% of the total Agency operating expenses. The Department also receives operating revenue as-sociated with the Reduced Fare Program of $0.2 million, which helps offset expenses. The budgeted department headcount is 30, which is the same as in 2018.

permit holders. In 2019, the division staff will monitor all processes and procedures related to ADA Paratransit certification and the RTA fare programs, and handle customer calls escalated from services offered by our vendors. The Division will also implement and monitor the process to index, scan and upload hard copy ADA Paratransit application files to the MTM Access data-base that houses ADA Paratransit case records

The Mobility Management Division provides presenta-tions across the RTA’s six-county region at com-munity-based organizations where staff educate people with disabilities and older adults about the transporta-tion options and services available in each community. During these presentations and events, the Mobility Management Division staff helps customers register for programs offered by the RTA and educates customers on the accessibility of CTA, Metra and Pace buses and trains as well as other transportation services available in each community such as community Dial-a-Rides, On Demand service, and county-based paratransit services. In addition, this division manages the RTA Travel Training Program, which provides one-on-one training with customers to learn how to use the RTA transit system.

The Administration Division houses the RTA Travel Information Center and the ADA Paratransit Certifica-tion Appeals Program. In addition, this Division ensures

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3 CTA OPERATING PLAN

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Overview

The Chicago Transit Authority (CTA) was created by the Illinois State legislature in 1945 and began

operations in 1947. CTA became the sole operator of Chicago transit in 1952 when it purchased the Chicago Motor Coach System. The primary mission of CTA is to deliver quality, affordable transit services that link people, jobs, and communities.

Service Characteristics

CTA operates the second largest public transportation system, by ridership, in the United States with average weekday ridership of 1.6 million on its bus and rail system. The CTA’s service area encompasses 234 square miles in the City of Chicago and 35 surround-ing suburbs. Bus operations provide 1,864 buses traveling over 129 routes covering 1,536 route miles and serving 10,813 bus stops. Rail service spans eight lines with 1,492 rail cars traveling over 224.1 miles of track and serving 145 stations.

RIDERSHIP

Total ridership for 2019 is budgeted at 462.1 million trips, 1.3% or 6 million fewer trips than 2018 estimated ridership (Exhibit 3-1). CTA bus ridership is budgeted at 237.2 million trips in 2019, 1.7% or 4.6 million fewer than the 2018 estimate. Rail ridership is budgeted at 224.9 million trips in 2019, 0.7% or 1.5 million trips lower than the 2018 estimate. CTA ridership declined by an estimated 2.5% in 2018, the result of unfavorable bus and rail ridership.

CTA anticipates declining bus and rail ridership will per-sist in 2019 and that bus ridership will decline through 2021. Rail ridership is slated to decline through 2020, but grow in 2021 when it will overtake bus ridership. To-tal CTA ridership is expected to be 451.6 million in 2021, with ridership declining at a compound annual rate of 1.7% over the five year period. These ridership declines are consistent with current trends being reported by other public transit properties across the country.

SERVICE QUALITY

On-time performance is a key measure of service quality and is shown in Exhibit 3-2. For CTA rail,

on-time performance is measured as arriving within one minute of the scheduled headway. For bus, on-time performance is measured as leaving the terminal no more than one minute early and arriving no more than five minutes later than scheduled. Since 2013, CTA’s on-time performance levels have hovered around 83%

for rail service. On-time performance for bus service declined between 2013 and 2015, but improved in 2017 to 86.6%.

The maintenance, rehabilitation, and replacement of buses and rail cars helps improve service reliability and on-time performance by reducing mechanical failures. Exhibit 3-3 illustrates the miles between major mechanical failures for CTA bus and rail. Miles between mechanical failures decreased by 9.9% for CTA bus in 2017 and decreased by 21.8% for CTA rail. CTA

CTA operates the second largest public transporta-tion system in the United States with average weekday ridership of 1.6 million on its bus and rail system.

259.1 248.9 237.2 230.4 224.5

238.6 231.2 224.9 225.2 227.1

2017 2018 2019 2020 2021

EXHIBIT 3‐1:  CTA RIDERSHIP (MILLIONS) 

Rail Bus

EXHIBIT 3-1: CTA RIDERSHIP (IN MILLIONS)

EXHIBIT 3-2: CTA ON-TIME PERFORMANCE

90.0%87.9%

84.9% 85.3%86.6%

83.1% 82.9% 83.4% 83.7% 83.4%

2013 2014 2015 2016 2017

EXHIBIT 3‐2:  CTA ON‐TIME PERFORMANCE

Bus Rail

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SAFETY AND SECURITY

CTA has set the benchmark for national transit safety management. The agency has an inventory of over 33,000 security cameras on their bus and rail system. Exhibit 3-6 shows that CTA’s reported safety and security incidents increased on bus and rail in 2017, the latest year of data available. CTA will increase its security presence on the rail system in 2018.

CHALLENGES

Adequate funding for the rehabilitation and expansion of the CTA system continues to be one of the largest challenges the agency faces. The State of Illinois has not had a funded Public Transportation Bond program since 2014. As a result, the CTA has had to work to find new and innovative ways to match its federal capital

established an aggressive fleet modernization program in 2017, overhauling buses and putting new 5000-series rail cars into service, which helped mitigate mechanical failures.

Service effectiveness, shown in Exhibit 3-4 by the metric passenger trips per vehicle revenue mile, is expected to decrease to 3.66 in 2019, and continue to decrease in 2020 and 2021, as CTA maintains service levels despite declining ridership. Cost efficiency and effectiveness is illustrated in Exhibit 3-5. The operating cost per pas-senger trip and per vehicle revenue mile are expected to steadily increase over the next few years as CTA’s operating costs grow at a greater rate than projected service and ridership.

EXHIBIT 3-3: CTA MILES BETWEEN MAJOR MECHANICAL FAILURES (IN THOUSANDS)

8.1 6.5 10.0 6.8 6.1

228.2 214.2

292.1323.1

252.7

2013 2014 2015 2016 2017

Bus Rail

EXHIBIT 3‐3:  CTA MILES BETWEEN MAJOR MECHANICAL FAILURES (THOUSANDS)

3.81 3.71 

3.66 3.59  3.55 

2017 2018 2019 2020 2021

EXHIBIT 3‐4:  CTA PASSENGER TRIPS PER VEHICLE REVENUE MILE 

$3.03  $3.19  $3.36  $3.50  $3.62 

$11.52  $11.84  $12.30  $12.58  $12.84 

2017 2018 2019 2020 2021

EXHIBIT 3‐5:  CTA COST EFFICIENCY & EFFECTIVENESS

Cost per Vehicle Revenue Mile Cost per Passenger Trip

EXHIBIT 3-4: CTA PASSENGER TRIPS PER VEHICLE REVENUE MILE

EXHIBIT 3-5: CTA COST EFFICIENCY & EFFECTIVENESS

EXHIBIT 3-6: CTA REPORTABLE INCIDENTS PER 100,000 PASSENGER TRIPS

1.13 1.09

1.23

1.35 1.36

0.42 0.43 0.430.48 0.49

2013 2014 2015 2016 2017

Bus Rail

EXHIBIT 3‐6:  CTA REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPS

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Passenger Revenue

Passenger revenue comprises 83% of CTA’s total operating revenue. Passenger revenue is estimated to increase 0.7% in 2019 to $588 million, followed by increases of 2.2% in 2020 and 2.3% in 2021. Growth in 2019 is expected as more riders shift from pay-per-use to passes. Passenger revenue growth in the planning years is driven by the increased pass use and moderate increases in ridership on CTA rail, which yields higher average fares than bus. Exhibit 3-9 details the average fare paid by CTA customers, budgeted at $1.27 in 2019 and forecasted to increase to $1.37 by 2021.

Reduced Fare Reimbursement

The State of Illinois provides a subsidy to the Service Boards, via the RTA, to partially replace the revenue lost due to mandated free and reduced fare ride programs for older adults, students, and people with disabilities. The Service Boards are permitted to reflect this funding as operating revenue. CTA received $13.9 million in reduced fare reimbursement funding from the State in 2018 after the State’s 2019 budget cut funding for this program by 50%. At the RTA’s direction, CTA’s budget assumes that the State will reinstate reduced fare funding to its previous level of $34.1 million in its 2020 budget, bringing CTA’s share back up to $28.3 million for 2019. Reduced fare funding is anticipated to decrease to $21.5 million in 2020 and $14.6 million in 2021.

Other Revenue

Other revenue comprises 13% of CTA’s total operating revenue. Non-capital grant revenue, parking charges, and revenue from rentals and property sales are included in Other Revenue. This category is projected to increase by 0.8% in 2019 due to growth in advertising and concessions revenue, investment income, and to a lesser degree, increased fees from filming and rental properties. CTA will also receive revenue from the City of Chicago’s ride-hailing fee established in 2018. Exhibit 3-10 illustrates the components of the other revenue category.

funding. By issuing its own debt, the CTA has worked to bring the system into the modern era despite the lack of State funding. Since 2011, the CTA has embarked on $8 billion in projects. However, CTA is nearing the limits on its debt portfolio and will not be able to maintain the current pace of its infrastructure investments without a capital bill.

The State’s poor financial situation also negatively impacts CTA’s funding for operations. The State’s FY 2019 budget reduced support for transit by imposing a 1.5% surcharge on sales tax collections and implement-ing a 5% cut in State Public Transportation Funds (PTF). CTA anticipates it will receive $15 million less in funding in 2019 as a result of these cuts. CTA has worked hard in recent years to control its expenses by eliminating management positions, freezing hiring, locking in it fuel and energy costs, and proactively overhauling its older bus and rail fleets to prevent more costly repairs. Budget and Financial Plan

CTA’s 2019 budget and two-year financial plan pre-sented in Exhibit 3-7 match the funding amounts set by the RTA Board in August 2018. The budget reflects a recovery ratio of 55.6%, exceeding the required recovery ratio of 54.8% adopted by the RTA Board. CTA’s 2019 budget and two-year financial plan were approved by the RTA Board on December 13, 2018. A detailed discussion of CTA’s outlook for operating revenue, public funding, and operating expenses follows.

OPERATING REVENUE

CTA total budgeted operating revenue, comprised of passenger revenue, reduced fare reimbursement, and other revenue, is expected to increase by 2.8% to $707.7 million in 2019, followed by increases of 1.7% in 2020 and 2% in 2021 (Exhibit 3-8). Growth is fueled by more riders using passes, increased advertising sales and investment income, additional revenue from the City of Chicago ride hailing fee, and contingent on the reinstatement of previous levels of funding for free and reduced fare rides.

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EXHIBIT 3-7: CTA 2019 BUDGET AND 2020-2021 FINANCIAL PLAN (IN THOUSANDS)

2017 2018 2019 2020 2021Actual Estimate Budget Plan Plan

Revenues

Operating RevenuesPassenger Revenue 559,495 584,037 588,012 601,014 614,847

State Reduced Fare Reimbursement ¹ 14,606 13,876 28,322 21,464 14,606

Other Revenue 75,777 90,702 91,413 97,463 104,944 Total Operating Revenues $649,878 $688,616 $707,747 $719,941 $734,397

Public FundingSales Tax I 364,280 380,431 395,620 403,532 411,603 Sales Tax II and PTF II 121,928 123,402 131,039 133,135 133,503 25% PTF on RETT 15,083 16,658 16,658 17,158 17,672 Non-Statutory Funding - PTF I 208,391 208,462 228,213 238,745 243,520 Non-Statutory Funding - ST I 630 - - 39 2,256

Innovation, Coordination, and Enhancement Funding 2 6,129 5,971 6,205 6,330 6,456

City of Chicago RETT 62,021 66,631 66,631 68,630 70,689 Total Public Funding $778,462 $801,554 $844,366 $867,569 $885,700

Total Revenues $1,428,340 $1,490,170 $1,552,114 $1,587,511 $1,620,097

ExpensesLabor 1,044,859 1,068,296 1,084,100 1,100,362 1,116,867 Material 83,783 84,325 80,064 83,241 87,350 Fuel 28,757 33,482 44,084 47,543 46,457 Power 27,373 30,660 34,372 34,965 35,545 Insurance & Claims 3,167 5,000 7,500 8,500 10,000 Purchase of Security Services 17,041 17,804 19,307 19,693 20,087 Other Expenses 245,860 250,603 282,685 293,208 303,791

Total Expenses $1,450,840 $1,490,170 $1,552,114 $1,587,511 $1,620,097

ICE funding not used for operations - transfer to capital ³ - - - - -

Net Result4 ($22,500) - - - -

Recovery Ratio 55.5% 56.7% 55.6% 55.1% 54.8%

1 Amount for 2019 contingent upon restoration of reduced fare funding to $34.070 million in State FY19-20 budgets.2 ICE funding contingent upon RTA Board approval of ICE-funded projects as proposed in Service Board budgets and/or capital programs.3 As authorized by RTA Ordinance 2018-44, ICE amounts not required for operating funding may be redesignated for capital projects.4 CTA addressed the unfavorable net result in 2017 by issuing short-term debt to cover the additional expenses. CTA retired this debt in 2018.

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(ICE) funding for RTA Board approved operating or capital projects through the budget process. CTA’s ICE funding for 2019 totals $6.3 million and will be used for operations. The approved ICE-funded projects for each Service Board are shown in Exhibit 1-12 of the Executive Summary chapter. A detailed discussion of how the RTA allocates public funds among the Service Boards is contained in Chapter 2.

CTA’s total revenue, comprised of operating revenue and public funding, is budgeted at $1.552 billion for 2019, a 4.2% increase compared to the 2018 estimate. Revenue increases of 2.3% in 2020 and 2% in 2021 are expected. Exhibit 3-11 illustrates the breakdown of CTA’s total revenue.

OPERATING EXPENSES

CTA’s total operating expenses of $1.552 billion in 2019 are projected to grow by 4.2% over the 2018 estimate. In 2019 and 2020, expenses are expected to increase by 2.3% and 2.1%, respectively. Exhibit 3-12 shows a trend of steady, incremental operating expense increases.

The components of operating expenses include labor, material, fuel, power, insurance and claims, purchase of security services, and other. Included in the other category is interest on pension obligation bonds, utilities, maintenance and repair contracts, advertising, consulting, insurance, leases and rentals, and other general expenses. Exhibit 3-13 shows each category of operating expenses and its proportion of the overall expense budget.

PUBLIC FUNDING

Total public funding for CTA is budgeted at $844.4 mil-lion in 2019, 5.3% higher than the 2018 estimate. Public funding for CTA is anticipated to increase to $867.6 million in 2020 and $885.5 million in 2021. These amounts include Chicago Real Estate Transfer Tax (RETT) funding projected at $66.6 million in 2019, $68.6 million in 2020, and $70.7 million in 2021. The Service Boards will receive Innovation, Coordination, and Enhancement

$1.17 

$1.25 $1.27 

$1.33 

$1.37 

2017 2018 2019 2020 2021

EXHIBIT 3‐9:  CTA AVERAGE FAREEXHIBIT 3-9: CTA AVERAGE FARE

EXHIBIT 3-8: CTA OPERATING REVENUE (IN MILLIONS)

$649.9

$688.6

$707.7$719.9

$734.4

2017 2018 2019 2020 2021

EXHIBIT 3‐8:  CTA OPERATING REVENUE (MILLIONS)

EXHIBIT 3-10: CTA OTHER REVENUE COMPONENTS (IN THOUSANDS)

2017 Actual 2018 Estimate 2019 Budget 2020 Plan 2021 Plan

Other RevenueAdvertising, Charter, & Concessions 34,379 37,966 38,758 40,308 42,324 Investment Income 3,119 2,500 2,100 2,500 3,000 Contributions from Local Govt. Units 5,000 5,000 5,000 5,000 5,000 Miscellaneous Revenue 33,279 45,236 45,555 49,655 54,620

Total Other Revenue $75,777 $90,702 $91,413 $97,463 $104,944

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amount (Exhibit 3-14). Labor expenses are expected to increase by 2% in 2020 and 2021.

Material

Material expenses for 2019 are estimated at $80.1 million, 5.1% lower than the 2018 estimate. CTA has avoided cost growth in this category by initiating a capital campaign to perform targeted preventative maintenance on rail cars and buses. Expenses are expected to grow 4.0% in 2020 and 4.5% in 2021 as the CTA will have to increase its expenditures in order to keep its fleet in a state of good repair.

Fuel

Fuel is budgeted at $2.67 per gallon for a total budgeted cost of $44.1 million in 2019, $10.6 million more than the 2018 forecast due to increasing fuel prices. CTA is able to achieve cost savings through its strategic fixed price purchasing strategy and has locked in 80% of its projected usage for 2019 to mitigate against further fluctuations in price. CTA has budgeted for fuel prices

Labor

Labor expenses for 2019 are estimated at $1.084 billion, $15.8 million or 1.5% more than the 2018 estimate. CTA will hire new training and workforce development staff in 2019, in addition to expanding its Second Chance Program. The Second Chance Program provides jobs, education, and mentoring opportunities to nonviolent ex-offenders, victims of abuse, and others who face bar-riers to employment. CTA budgeted for 9,928 positions in 2019, an increase of 0.3% from the 2018 budgeted

EXHIBIT 3-11: CTA 2019 TOTAL REVENUE - $1.552 BILLION

Operating Revenues46.7%

Sales Tax I25.5%

Non‐Statutory Funding ‐ PTF I

14.7%

Sales Tax II and PTF II

8.4%

City of Chicago RETT4.3%

25% PTF on RETT1.1%

ICE Funding0.4%

CTA 2019 Total Revenue ‐ $1.552 Billion

EXHIBIT 3-12: CTA OPERATING EXPENSES (IN MILLIONS)

$1,451

$1,490

$1,552

$1,588

$1,620

2017 2018 2019 2020 2021

EXHIBIT 3‐12:  CTA OPERATING EXPENSE (MILLIONS)

EXHIBIT 3-13: CTA 2019 TOTAL OPERATING EXPENSES - $1.552 BILLION

Labor69.8%

Other Expenses18.2%

Material5.2%

Fuel2.8%

Power2.2%

Purchase of Security Services

1.2%

Insurance & Claims0.5%

CTA 2019 Total Operating Expenses ‐ $1.552 Billion

EXHIBIT 3-14: CTA BUDGETED POSITIONS

9,939 

9,897 

9,928

2017 2018 2019

EXHIBIT 3‐14:  CTA BUDGETED POSITIONS

EXHIBIT 3-15: CTA FUEL PRICE PER GALLON

$1.79 $2.00 

$2.67 $2.88  $2.82 

2017 2018 2019 2020 2021

EXHIBIT 3‐15:  CTA FUEL PRICE PER GALLON

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NET RESULT

Net result equals total operating revenues and public funding minus total expenses and transfers. CTA’s 2018 operating budget is balanced, with revenues covering expenses and producing a net result of zero. In 2019 and 2020, CTA anticipates a balanced budget with net results equal to zero.

RECOVERY RATIO

CTA’s 2019 recovery ratio of 55.6% is calculated by divid-ing total operating revenue by total operating expenses, with approved adjustments. Approved adjustments for CTA include a revenue credit for free rides, in-kind revenue and expense for Chicago Police Department services, and expense exclusions for security, deprecia-tion, and pension obligation bond debt service. For 2020 and 2021, CTA anticipates recovery ratios of 55.1% and 54.8%, respectively.

Statutory Compliance

CTA’s 2019 budget and 2020-2021 financial plans comply with the operations funding amounts adopted by the RTA Board on August 23, 2018. RTA funding includes sales tax and Public Transportation Fund amounts provided by statutory formulas, as well as RTA non-statutory funds and ICE funding. It does not include funding from the Chicago Real Estate Transfer Tax (RETT). The total RTA funding levels for CTA were set

to increase again in 2020, growing 7.8%to $2.88 per gallon, and then to decrease 2.3% in 2021 to $2.82 per gallon (Exhibit 3-15).

Power

Power is budgeted at $34.4 million in 2019, 12.1% greater than the 2018 estimate. The increase in ex-penses expected in 2019 is due to increased rates for power capacity, transmission, and renewable energy charges. CTA uses a fixed price purchasing strategy to protect against consumption and cost spikes in extreme weather. Power expenses are budgeted to increase by only 1.7% in both 2020 and 2021.

Insurance and Claims

The insurance and claims category, which includes funding for claims and litigation expenses from injuries and damages that occur on CTA property or with CTA vehicles, is budgeted at $7.5 million in 2019 which is 50% above the 2018 estimate. CTA pays into the fund at the level advised by its actuaries. Proposed expenses for 2020 and 2021 are $8.5 million and $10 million, respectively.

Purchase of Security Services

Expenses for security services are estimated at $19.3 million in 2019, 8.4% more than the 2018 estimate. Expense growth in this category in 2019 is due to wage increases for contracted security services. Expenses are projected to grow by 2% in both 2020 and 2021.

Other Expenses

Other expenses, which include interest on pen-sion obligation bonds, utilities, maintenance and repair contracts, advertising, consulting, insurance, and leases and rentals, are estimated at $282.7 million in 2019, 12.8% more than the 2018 estimate. This increase is largely due to increased debt service payments. Other expenses are slated to increase by 3.7% in 2020 and 3.6% in 2021, again due to ad-ditional debt service payments.

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at $777.8 million in 2019, $798.9 million in 2020, and $815 million in 2021. CTA’s 2019 budgeted recovery ratio of 55.6% exceeds the requirement adopted by the RTA Board.

The RTA Act requires that each Service Board meet seven criteria, which are detailed in the Appendices chapter, for Board approval of its budget. The CTA budget substantially meets each of these criteria for its proposed 2019 budget and 2020-2021 financial plans. Fare Structure

CTA’s current fare structure is illustrated in Exhibit 3-16.

Organizational Structure

CTA’s organization chart is shown in Exhibit 3-17 and consists of the following departments and business units: Legislative Affairs, Planning, Transit Operations, Infrastructure, Administration, Finance, Law, Communi-cations, and Safety.

The Chicago Transit Board consists of seven board members. The Mayor of Chicago appoints four board members who are subject to the approval of the City Council and the Governor. The Governor appoints three board members who are subject to the approval of the State Senate and the Mayor of Chicago. CTA Board Members, and the President of the CTA, report directly to the Chairman of the Board. Functionally, the General Counsel of the CTA, the Department of Internal Audit, and the Chief Financial Officer also report to the Chair-man of the Board.

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EXHIBIT 3-16: CTA FARE STRUCTURE

Full Fare Reduced Fare1

Current Fares

Regular Fare Types2

Full Fare Bus $2.25 $1.10 Full Fare Rail $2.50 $1.25 Full Fare Cash (Bus only) $2.50 $1.25

Transfer3 $0.25 $0.15

Ventra Ticket4 $3.00

Passes1-day $10.00 None3-day $20.00 None7-day (CTA only) $28.00 None7-day (CTA and Pace) $33.00 None30-day $105.00 $50.00 Metra Link-up Pass $55.00 None

Student Fares5

Bus and Rail with Student Permit $0.75 None

Transfer3 $0.15 None

Student Fare Cash (Bus only) $0.75 None

O’Hare Station Fare6 $5.00 $1.10

#128 Soldier Field Express7 $5.00 $2.50

1 Reduced fares are for children 7 through 11 years old and people with RTA issued Reduced Fare Permits for seniors and/or persons with disabilities. The CTA also provides free rides to eligible seniors and persons with disabilities.2 Unless indicated, the fare is paid with a Ventra or registered contactless credit/debit card.

3 The second transfer is free.4 Customers will be charged an additional $0.50 for a limited time use Ventra ticket.5 For elementary and high school students that present a Student Riding Permit on school days between the hours of 5:30 am and 8:30 pm.6 The additional $2.75 surcharge is not assessed on registered Ventra card users, cards using a purchased period-pass; registered contactless credit/debit cars us-ing a purchased period pass; O’Hare Airport based employees using an employer issued Ventra Card; reduced fares; student fares; and U-Pass.7 One-way fares were replaced with a $5.00 round-trip fare.

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EXHIBIT 3-17: CTA ORGANIZATIONAL STRUCTUREEXHIBIT 3-17: CTA ORGANIZATIONAL STRUCTURE

Chairmanof the Board

President

Chief of Staff / Chief Operating

Officer

Legislative Affairs

ADA

Planning

StrategicPlanning

Scheduling& Service Planning

Real Estate &Asset Mgmt

Transit Operations

Bus Operations

Rail Operations

Control Center

Transit Instruction

Bus and RailMaintenance

FacilitiesMaintenance

Law

Corporate Lawand Litigation

Labor Policy& Appeals

Torts

Claims

Infrastructure

Power of Way

Engineering

Construction

Administration

HumanResources

Purchasing & Supply Chain

Diversity & DBE Compliance

Learning &Support

PerformanceManagement

Finance

Accounting

Budget, Capital & Mgmt

Treasury

Revenue

Grants

Strategy, Data& Technology

Technology

DataAnalytics

StrategicBusinessInitiatives

Communications Safety

Security Internal Audit

Equal Employment Opportunity

Board Members

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4 METRA OPERATING PLAN

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Northern Santa Fe. The South Shore Line, operated by the Northern Indiana Commuter Transportation District (NICTD), is another Metra partner, providing service between Chicago and South Bend, IN. In 2017, Metra and its carriers operated 686 weekday trains, 260 Saturday trains, and 173 Sunday trains. Metra provides safe, reliable commuter rail service with an average weekday ridership of nearly 300,000. Metra’s hub is located in the downtown Chicago business district. Four downtown terminals serve Metra’s eleven lines.

For 2019, Metra has proposed a balanced projection of revenues and expenses that follow the guidelines set forth in the RTA Act.

RIDERSHIP

Metra’s primary customer base is city and suburban residents who travel to and from downtown Chicago. After several years of historical high ridership,

surpassing 80 million annual trips each year from 2007 to 2016, ridership declined in 2017 to 78.6 million, with 2018 projected to finish at 75.9 million, a 3.5% decrease from 2017. The decrease is primarily due to the 2018 fare increase, lower gas prices, and increased telecom-muting.

In 2019, Metra anticipates a further ridership decrease of 0.4% to 75.6 million, due to the lagging effects of the 2018 fare increases, improvements in technology making it easier to work from home, order a ride or park, and other external factors. Metra projects stable ridership levels in 2020 and 2021 [Exhibit 4-1].

The system extends 488 route-miles to the limits of the six-county area and serves 242 local rail stations in more than 100 communities.

Overview

Metra, short for Metropolitan Rail, is the Com-muter Rail Division of the RTA. Metra provides

rail service primarily to workers commuting to and from downtown Chicago, as well as leisure travelers. Commuter rail service in the Chicago region has an extensive history, predating the inception of Metra in 1983. At that time, years of disinvestment in capital assets led to the formation of the RTA and Metra. Metra purchased many existing assets and took over operations from the various railroads which previ-ously provided commuter rail service. Years of capital investments totaling over $6 billion followed, resulting in additional stations, new rolling stock, and increased service, which positively affected ridership. However, continued inadequate capital funding has again led to deferred invest-ment in capital assets. The cycle of underinvestment has led to greater maintenance needs and more frequent service disruptions, both of which increase operating expenses and reduce reliability, and ultimately, ridership.

Service Characteristics

The Metra rail system comprises eleven separate lines, which run north, west, and south of the Chicago central business district. The system extends 488 route-miles to the limits of the six-county area and serves 242 local rail stations in more than 100 communities. Metra’s network is comprised of over 1,200 revenue vehicles, 847 bridges, 566 grade crossings, 24 rail yards, and 91,000 parking spaces. Metra’s operational interface with extensive freight networks makes it one of the nation’s most complicated rail systems. A system of such complexity requires frequent maintenance and renewal to preserve operational performance, safety, and service efficiency.

Metra serves the region on routes owned by Metra or freight carriers and through purchase of service (POS) agreements with Union Pacific and Burlington

EXHIBIT 4-1: METRA RIDERSHIP (IN MILLIONS)

78.675.9 75.6 75.6 75.6

2017 2018 2019 2020 2021

EXHIBIT 4‐1: METRA RIDERSHIP (MILLIONS)

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in Exhibit 4-5 shows operating cost per passenger trip and per vehicle revenue mile steadily increasing over the next few years, as operating cost increases outpace the service level increases and stagnant ridership.

SAFETY AND SECURITY

Safety of employees, passengers, and the public remains Metra’s number one priority. Metra’s Safety Department oversees numerous programs to incorpo-

Metra is committed to growing ridership across all mar-ket segments by positioning its service as the preferred mode of travel in terms of reliability, efficiency, and convenience. Metra’s proposed modernization program is designed to help Metra deliver on this strategy, by maintaining its infrastructure and ensuring reliable service. In addition, Metra is entering in to a public-private partnership pilot to increase reverse commuting ridership.

SERVICE QUALITY

A key measure of service quality for regularly scheduled trains is on-time performance, defined as arriving at their last station stop less than six minutes behind schedule. The average on-time performance measures are shown in Exhibit 4-2. Metra strives to meet service standards which include an on-time performance level of 95%. The on-time performance rate of 95.8% in 2017 exceeded the five-year average of 95.6% and was down just slightly from 2016.

Exhibit 4-3 illustrates the miles between major me-chanical failures over the past five years, reflecting a fluctuating trend. In 2014, the significant decline was due to the “Polar Vortex” events during the months of January and February. This metric improved in 2015 as replacement and major rehabilitations of the older rolling stock decreased the average fleet age. Service effectiveness, shown in Exhibit 4-4 by the metric passenger trips per vehicle revenue mile, is expected to slightly decrease in 2019 as sight service level increases are offset by a decline in ridership. Metra is anticipating no ridership growth and slight service increases until 2021. The cost efficiency and effectiveness illustration

95.4%

94.3%

96.2% 96.1% 95.8%

2013 2014 2015 2016 2017

EXHIBIT 4‐2: METRA ON‐TIME PERFORMANCE

EXHIBIT 4-2: METRA ON-TIME PERFORMANCE

675 

400 

669 

434 467 

2013 2014 2015 2016 2017

EXHIBIT 4‐3: METRA MILES BETWEEN MAJOR MECHANICAL FAILURES (THOUSANDS)EXHIBIT 4-3: METRA MILES BETWEEN MAJOR MECHANICAL FAILURES (IN THOUSANDS)

EXHIBIT 4-4: METRA PASSENGER TRIPS PER VEHICLE REVENUE MILE

1.80

1.74 1.73 1.72 1.73

2017 2018 2019 2020 2021

EXHIBIT 4-4: METRA PASSENGER TRIPS PER VEHICLE REVENUE MILE

EXHIBIT 4-5: METRA COST EFFICIENCY AND EFFECTIVENESS

$9.69  $10.32  $10.88  $11.19  $11.55 

$17.43  $17.96 $18.86  $19.30  $19.98 

2017 2018 2019 2020 2021

EXHIBIT 4‐5: METRA COST EFFICIENCY & EFFECTIVENESS

Operating Cost per Passenger Trip Operating Cost per Vehicle Revenue Mile

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be needed to shrink the system to a size that existing resources can sustain. Metra’s focus will be on lobbying for a sustained capital program and sustained operating funding indexed to inflation to maintain service levels in the 2020s, and a capital program of $5 billion over the next 5-7 years.

Budget and Financial Plan

The Metra 2019 budget and two-year financial plan presented in Exhibit 4-7 complies with the funding amounts set by the RTA Board in August 2018. The budgeted recovery ratio of 53.1% exceeds the required recovery ratio of 52.5% for 2019. The RTA Board approved Metra’s 2019 budget and two-year financial plan on December 13, 2018. A detailed discussion of Metra’s outlook for operating revenue, public funding, and operating expenditures follows.

OPERATING REVENUE

Metra’s operating revenue is comprised of passenger revenue, reduced fare reimbursement, and other revenue. Metra projects that 2019 total operating rev-enues will increase by 0.3% to $411.7 million, followed by increases of 7.6% in 2020 and 4.3% in 2021, driven by increases in passenger revenue and the assumed reinstatement of the State Reduced Fare Reimburse-ment funding to its historical level [Exhibit 4-8].

Passenger Revenue

Passenger revenue represents more than 90% of Metra’s operating revenue. After adopting higher fares across most ticket types in 2018, there will be no changes to passenger fares in 2019. As a result, fare revenue is expected to decrease by 0.3%, driven by increased telecommuting and other external factors. Metra anticipates passenger revenue increases of 8.4% in 2020 and 4.7% in 2021. Exhibit 4-9 shows the aver-age fare paid by Metra customers, budgeted to increase by 0.1% to $4.91 in 2019 and forecasted to increase to $5.57 by 2021.

rate education, engineering, and enforcement activities. Metra’s partnership with Operation Lifesaver, ongoing since 1992, continues to offer train safety educational presentations and materials to various groups through-out the region. In 2019, Metra will continue holding its Safety Poster Contest, which engages more than 2,000 area schools. Exhibit 4-6 shows that Metra’s reportable incident rate has declined after experiencing a jump in 2013.

CHALLENGES

Throughout 2019, Metra will be taking a hard look at its funding sources. Metra has an economic model built on macroeconomic factors that existed over 40 years ago and are no longer sustainable in today’s economic climate. Absent adequate and long-term sustained funding – both operating and capital – Metra cannot survive in its present form. Metra will be asking their stakeholders, passengers, mayors and managers, county officials, planning agencies, economic development and business leadership groups to assist Metra in educating the state legislators about the critical need for more funding. About 40% of Metra’s assets are classified as in marginal or worn condition. Half of their bridges are more than 100 years old, their diesel cars have an average age of 30 years, the oldest in the nation, and the oldest cars in daily service are 65 years old. Without sustained funding, the system will continue to deteriorate, and drastic changes in service levels may

0.39

0.270.34

0.250.34

0.31

0.270.23

0.10

0.14

2013 2014 2015 2016 2017

EXHIBIT 4‐6: METRA REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPS 1

Safety Security

EXHIBIT 4-6: METRA REPORTABLE INCIDENTS PER 100,000 PASSENGER TRIPS

1 Commuter rail (Metra) reportable incident data are submitted to the Federal Railroad Association (FRA) and have been restated for prior years to conform to a definition which will allow comparisons to peer data reported in the annual Sub-Regional Peer Review.

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EXHIBIT 4-7 : METRA 2019 BUDGET AND 2020-2021 FINANCIAL PLAN (DOLLARS IN THOUSANDS)

2017 2018 2019 2020 2021Actual Estimate Budget Plan Plan

RevenuesOperating RevenuesPassenger Revenue 355,260 372,000 371,000 402,000 421,000

State Reduced Fare Reimbursement 1 1,483 1,537 3,138 2,378 1,618

Other Revenue 39,881 37,000 37,550 38,500 39,200 Total Operating Revenues $396,625 $410,537 $411,688 $442,878 $461,818

Public FundingSales Tax I 290,406 295,284 307,073 313,215 319,479 Sales Tax II and PTF II 99,066 100,264 106,469 108,172 108,471 Non-Statutory Funding - PTF I - - - - - Non-Statutory Funding - ST I 512 - - 32 1,833

Innovation, Coordination, and Enhancement Funding 2,3 7,380 4,851 5,042 5,143 5,246

Joint Self Insurance Fund (JSIF) Reserve 2,500 2,500 2,500 - - Homeland Security Grant 2,400 1,500 1,500 1,500 1,500 Total Public Funding $402,265 $404,399 $422,585 $428,062 $436,529

Total Revenues $798,889 $814,937 $834,273 $870,940 $898,347

ExpensesTransportation 249,483 272,900 283,800 292,100 301,600 Maintenance of Way (Engineering) 149,819 143,900 157,336 162,000 167,500 Maintenance of Equipment (Mechanical) 174,260 184,200 190,351 196,000 202,500 Claims & Insurance 25,370 14,500 15,607 15,600 15,600 Administration 98,838 101,900 107,093 110,000 113,500

Downtown Stations 4 14,337 - - - -

Diesel Fuel 45,321 60,000 62,480 64,500 66,500 Electricity 4,166 5,200 5,549 5,700 5,900

Total Expenses $761,593 $782,600 $822,215 $845,900 $873,100

ICE funding not used for operations - transfer to capital 5 (4,980) (4,851) (5,042) (5,143) (5,246)

Farebox capital program (32,400) (27,485) (7,015) (19,897) (20,002)

Net Result ($84) - - - -

Recovery Ratio 55.5% 55.7% 53.1% 55.5% 56.0%

1 Amount for 2019 contingent upon restoration of reduced fare funding to $34.070 million in State FY19-20 budgets.2 ICE funding contingent upon RTA Board approval of ICE-funded projects as proposed in Service Board budgets and/or capital programs.3 2017 ICE amount includes carryover of $2.4 million of 2015 ICE funding for mobile application development.4 Effective with the 2019 budget, and in the 2018 estimate, the Downtown Stations category has been incorporated into Transportation.5 As authorized by RTA Ordinance 2018-44, ICE amounts not required for operating funding may be redesignated for capital projects.

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Other Revenue

Other revenue for Metra, comprising 9.0% of its 2019 operating revenues, includes joint facility and lease revenue, advertising revenue, investment income, and revenue from crossing work completed by Metra for other entities. Other revenue is expected to increase by 1.5% in 2019, followed by increases of 2.5% and 1.8% in 2020 and 2021, respectively. Exhibit 4-10 depicts projected other revenue by sub-category, with leases as the largest other revenue source.

PUBLIC FUNDING

Metra’s public funding for operations is projected to total $422.6 million in 2019, an increase of $18.2 million or 4.5% from the 2018 estimate, due to assumed 3.8% sales tax growth and reduced state funding cuts. Of that total, RTA funding totals $421.0 million, which includes statutory Sales Tax and PTF, ICE funding of $5.0 million, and JSIF Reserve funding of $2.5 million. The

Reduced Fare Reimbursement

The State of Illinois provides a subsidy to the Service Boards, via the RTA, to partially replace the revenue loss due to mandated free and reduced fare ride programs for older adults, students, and people with disabilities. The Service Boards are permitted to classify this funding as operating revenue. The State’s fiscal year 2019 budget appropriated $17.6 million of reduced fare reimbursement for the Service Boards. With the RTA’s concurrence, Metra’s budget assumes that the State’s FY 2020 budget will restore the reduced fare reim-bursement (RFR) to its previous level of $34.1 million, bringing Metra’s share back up to $3.1 million for 2019. For the planning years, it is assumed that the funding will revert to the $17.6 million level in the State FY 2021 and 2022 budgets, resulting in a step-down of the RFR to $1.6 million by 2021.

$4.52

$4.90 $4.91

$5.32

$5.57

2017 2018 2019 2020 2021

EXHIBIT 4‐9: METRA AVERAGE FAREEXHIBIT 4-9: METRA AVERAGE FAREEXHIBIT 4-8: METRA OPERATING REVENUE (IN MILLIONS)

$396.6

$410.5 $411.7

$442.9

$461.8

2017 2018 2019 2020 2021

EXHIBIT 4‐8: METRA OPERATING REVENUE (IN MILLIONS)

EXHIBIT 4-10: METRA OTHER REVENUE COMPONENTS (DOLLARS IN THOUSANDS)

2017 Actual 2018 Esimate 2019 Budget 2020 Plan 2021 Plan

Other RevenueLeases 22,411 23,099 21,500 21,800 22,000Advertising 3,827 3,947 3,850 3,900 4,000

Other 1 13,684 18,311 12,200 12,800 13,200

Total Other Revenue $39,923 $45,357 $37,550 $38,500 $39,200

1 Includes investment income, crossing work for other entities, and other miscellaneous accounts.

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4-12 shows a trend of steady, incremental operating expense increases over the five-year period.

The components of operating expenses include Trans-portation, Maintenance of Way (Engineering), Mainte-nance of Equipment (Mechanical), Claims & Insurance, Administration, Diesel Fuel, and Electricity. Exhibit 4-13 shows each category of operating expense and its proportion of the overall operating budget.

Transportation

The transportation category includes the operation of 686 weekday trains across the system and supporting customers with ticket and station services, the Chicago Union Station, Ogilvie Transportation Center and LaSalle Street downtown stations as well as the Metra police. Transportation expenditures comprise 34.5% of the total expense budget and are expected to total $283.8

Service Boards are now receiving ICE funding for RTA Board-approved operating or capital projects through the budget process. The approved ICE-funded projects for each Service Board are shown in Exhibit 1-12 of the Executive Summary chapter. In addition to the RTA funding, Metra expects to receive a Homeland Security Grant of $1.5 million in 2019. A thorough description of how the RTA allocates public funds among the Service Boards is contained in the RTA chapter.

Metra’s total revenue, comprised of operating revenue and public funding, is budgeted at $834.3 million for 2019, a 2.4% increase from the 2018 estimate. Ad-ditional increases of 4.4% and 3.1% are projected for 2020 and 2021, respectively. Exhibit 4-11 illustrates the breakdown of Metra’s total 2019 revenue.

OPERATING EXPENSES

Metra projects that 2019 total operating expenses will increase by 5.1% or $39.6 million over the 2018 estimate to $822.2 million. Service levels are expected to be relatively flat with a 0.1% increase, with expense growth reflecting cost increases in labor, benefits, rents, materials, POS agreements, and other costs associ-ated with operating train service. In 2020 and 2021, expenses are estimated to increase by 2.9% and 3.2%, respectively, reflecting the terms of current contracts and agreements or projections of market indices as applicable. Metra remains committed to identifying and implementing cost-cutting measures wherever possible, both in-house and with its contracted service. Exhibit

Operating Revenues49.3%

Sales Tax I36.8%

Sales Tax II and PTF II12.8%

ICE Funding0.6%

Homeland Security Grant0.2%

Joint Self Insurance Fund (JSIF) Reserve

0.3%

EXHIBIT 4‐11:  METRA 2019 TOTAL REVENUE ‐ $834.3 MILLIONEXHIBIT 4-11: METRA 2019 TOTAL REVENUE - $834.3 MILLION

$761.6$782.6

$822.2$845.9

$873.1

2017 2018 2019 2020 2021

EXHIBIT 4‐12: METRA OPERATING EXPENSE (IN MILLIONS)

EXHIBIT 4-12: METRA OPERATING EXPENSE (IN MILLIONS)

EXHIBIT 4-13: METRA 2019 TOTAL OPERATING EXPENSES - $822.2 MILLION

Transportation34.5%

Maintenance of Equipment

23.2%

Maintenance of Way19.1%

Administration13.0%

Diesel Fuel7.6%

Claims & Insurance1.9%

Electricity0.7%

EXHIBIT 4‐13:  METRA 2019 TOTAL OPERATING EXPENSE ‐ $822.2 MILLION

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Diesel Fuel and Electricity

Diesel fuel expenditures of $62.5 million comprise 7.6% of Metra’s operating budget for 2019. Diesel fuel is budgeted at $2.30 per gallon, representing a $0.09 increase from the 2018 estimate. Metra has entered into supply contracts for a portion of the 2019 budget year fuel requirements. For 2020 and 2021, diesel fuel is budgeted at $2.37 and $2.45 per gallon, respectively. Exhibit 4-15 shows anticipated fuel price trends.Electricity expense comprises 0.7% of Metra’s budget. For 2019, $5.5 million is budgeted for electricity, a 6.7% increase from the 2018 estimate. For 2020 and 2021, Metra has projected this expense category to increase by 2.7% and 3.5%, respectively.

NET RESULT

Metra’s 2019 operating budget is balanced, with a net result of zero after the transfer of $5.0 million of ICE funds and $7.0 million of Farebox Capital Program funds to the capital program. In both 2020 and 2021, Metra anticipates transferring an additional $19.9 million and

million in 2019, an increase of 4.0% from the 2018 estimate. By 2021, transportation costs are projected to reach $301.6 million, representing a compound annual growth rate of 3.1%.

Maintenance

Maintenance of Way activities includes the inspection and upkeep of 1,155 miles of track, 847 bridges, 2,000 signals, 242 stations, and other infrastructure. Main-tenance of Way expenses of $157.3 million comprise 19.1% of the annual budget for 2019. Maintenance of Equipment includes regular inspection, repair, and preventive maintenance of all train equipment to ensure safe and reliable operation. Maintenance of Equipment expenses total $190.4 million, 23.2% of the 2019 budget, and are projected to increase to $202.5 million by 2021, representing a compound annual growth rate of 3.1%.

Claims and Insurance

Claims and insurance expense comprises 1.9% of Metra’s budget. For 2019, claims and insurance are budgeted at $15.6 million, an increase of 7.6% over the 2018 estimate. For 2020 and 2021, expenses for this category are projected to remain flat.

Administration

Administration activities include general support func-tions for the organization to ensure overall corporate goals and regulations are met. Administrative activities include human resources, labor-management com-mittee, information systems, training, accounting, and overhead expenses, as well as the costs of managing Metra-owned and operated rail services, and other sup-port areas. Administration represents 13.0% of Metra’s 2019 budget at $107.1 million, an increase of 5.1% from the 2018 estimate. As shown in Exhibit 4-14, Metra has projected a decrease of 25 budgeted positions for the 2019 budget year, primarily due to vacancy control. For 2020 and 2021, administration expenses are expected to increase by 2.7% and 3.2%, respectively.

EXHIBIT 4-14: METRA BUDGETED POSITIONS & LABOR GROWTH

4,849 4,870 4,845

2017 2018 2019

EXHIBIT 4‐14: METRA BUDGETED POSITIONS

EXHIBIT 4-15: METRA FUEL PRICE PER GALLON

$1.76 

$2.21  $2.30  $2.37  $2.45 

2017 2018 2019 2020 2021

EXHIBIT 4‐15: METRA FUEL PRICE PER GALLON

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have been consolidated into Zone J (see Exhibit 4-16). Passengers who pay for their ticket on the train when a Metra agent or vending machine is available at their boarding station will continue to pay a $5.00 surcharge.

Organizational Structure

The Metra Board of Directors is comprised of 11 mem-bers representing the six-county Chicago metropolitan area. The suburban members of the Cook County Board appoint four of the directors. The chairmen of the county boards of Cook, DuPage, Kane, Lake, McHenry, and Will counties each appoint one director, and the Mayor of the City of Chicago also appoints one director. The Chairman of Metra’s Board of Directors must be

$20.0 million of Farebox Capital to the capital program, respectively.

RECOVERY RATIO

Metra’s 2019 recovery ratio of 53.1% is calculated by dividing total operating revenue by total operating expenses, less approved adjustments. Metra’s approved adjustments include a revenue credit for free rides, and expense deductions for security, depreciation, and leases. For 2020 and 2021, Metra anticipates the recovery ratio to increase further and exceed 55%.

Statutory Compliance

Metra’s 2019 budget and 2010–2021 financial plans adhere to the operations funding amounts adopted by the RTA Board on August 23, 2018. These funding amounts include Sales Tax and Public Transportation funds provided by statutory formulas, as well as RTA non-statutory funds and ICE funding. The total RTA funding levels for Metra were set at $411.7 million in 2019, $442.8 million in 2020, and $461.8 million in 2021. Metra’s budgeted recovery ratio of 53.1% exceeds the 52.5% requirement adopted by the RTA Board.

The RTA Act requires that each Service Board meet the criteria specified in seven statutory clauses, which are detailed in the Appendices chapter, for Board approval of its budget. The Metra budget substantially meets each criteria for its proposed 2019 budget and 2020-2021 financial plans.

Fare Structure

Commuter rail fares are based upon travel between designated fare zones, with a uniform base fare charged for travel within a zone and increments added to this base fare as zone boundaries are crossed. These zones are set at five-mile intervals beginning at each rail line’s downtown Chicago station. The zone system does not apply to the South Shore Line fares, which are set by the Northern Indiana Commuter Transportation District (NICTD). Metra has elected not to raise fares in 2019. As part of a one-year fare pilot program, Zones K and M

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one of the eleven directors and is designated with the concurrence of at least eight directors.

Metra’s organizational structure makes up eleven main areas: Executive Director/Chief Executive Officer, Audit, Law, Operations, Government and Community Affairs, Human Resources, Financial Affairs, Administration, Police & Security Services, Communications, and Safety & Environment Compliance (Exhibit 4-17). The various organizational management teams are charged with executing Board policy decisions, providing accurate financial and operating data so that Metra can run efficiently, providing safe, efficient, and reliable com-muter transportation, providing legal guidance and support, recruiting and retaining a qualified, diverse workforce, promoting the safety, usability, and comfort of the Metra system, administering the Disadvantaged Business Enterprise (DBE) and Title VI programs, and developing, implementing, and communicating Metra’s state and federal legislative programs.

EXHIBIT 4-16: METRA FARE STRUCTURE

METRA FULL FARE SCHEDULEEffective February 1, 2018 Effective Janurary 1, 2019

Zone 1 One-Way Ten-Ride Monthly Weekend Zone 1,2 One-Way Ten-Ride Monthly Weekend

A $4.00 $38.00 $116.00 $10.00 A $4.00 $38.00 $116.00 $10.00B $4.25 $40.50 $123.25 $10.00 B $4.25 $40.50 $123.25 $10.00C $5.50 $52.25 $159.50 $10.00 C $5.50 $52.25 $159.50 $10.00D $6.25 $59.50 $181.25 $10.00 D $6.25 $59.50 $181.25 $10.00E $6.75 $64.25 $195.75 $10.00 E $6.75 $64.25 $195.75 $10.00F $7.25 $69.00 $210.25 $10.00 F $7.75 $69.00 $210.25 $10.00G $7.75 $73.75 $224.75 $10.00 G $7.75 $73.75 $224.75 $10.00H $8.25 $78.50 $239.25 $10.00 H $8.25 $78.50 $239.25 $10.00I $9.00 $85.50 $261.00 $10.00 I $9.00 $85.50 $261.00 $10.00J $9.50 $90.25 $275.50 $10.00 J $9.50 $90.25 $275.50 $10.00K $10.00 $95.00 $290.00 $10.00M $11.00 $104.50 $319.00 $10.00

1 Fares based on traveling to/from Zone A (downtown stations)2 Zones K and M have been consolidated into Zone J as part of a one-year fare pilot program

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MetraBoard of Directors

Executive Director

CommunicationsDeputy Executive

DirectorOperations

Engineering

Mechanical

Transportation

Training &Certification

OperationsTraining

Human Resources

EEO

Labor Relations

Government and Community Affairs

Marketing

Financial Affairs

Information Technology

Accounting

Budget, Mgmt.Analysis & Contracts

GrantManagement

Treasury

Police & SecurityServices

Safety & EnvironmentCompliance

Deputy ExecutiveDirector

Administration

Real Estate & Contract Mgmt

StrategicCapital Planning

GeneralAdministration

Business Diversity and Community

Relations

Audit Law

EXHIBIT 4-17: METRA ORGANIZATIONAL STRUCTURE

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5 PACE SUBURBAN SERVICE OPERATING PLAN

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well as eleven of the newer concept On Demand opera-tions. Finally, Pace administers three types of vanpool programs: traditional vanpool, employer shuttle, and the Advantage program, which is tailored to non-profit human service organizations. In total, Pace Suburban Service provides more than 30 million annual rides with a fleet of 780 buses, 552 paratransit vehicles, and 657 vanpool vehicles.

RIDERSHIP

In 2017, the addition of significant new services in the I-90 corridor contributed to overall Pace ridership growth of 0.6%. As a result of the 25 cent fare increase

implemented in January 2018, Subur-ban Service ridership is expected to decrease by 2.8% in 2018 and finish the year at 30.5 million. While Pace fares will not increase for the 2019 budget year, Pace projects that ridership will decrease by another 0.4% to 30.4 million, reflecting a continuation of

recent national trends. Pace’s forecast for 2020 and 2021 anticipates stable ridership of 30.4 million annual rides (Exhibit 5-1).

Fixed-route ridership is projected to decrease by 0.4% in 2019, to 27.8 million. Pace will increase fixed-route service in 2019 by adjusting frequency on its successful I-55 Bus-on-Shoulder routes and starting up its first Arterial Rapid Transit (ART) service on Milwaukee Avenue. However, twelve under-performing bus routes have been identified for reduction or elimination in

Pace Suburban Service provides more than 30 million annual rides with a fleet of 780 buses, 552 paratransit vehicles, and 657 vanpool vehicles.

31.430.5 30.4 30.4 30.4

2017 2018 2019 2020 2021

EXHIBIT 5‐1:  PACE SUBURBAN SERVICE RIDERSHIP (MILLIONS)

EXHIBIT 5-1: PACE SUBURBAN SERVICE RIDERSHIP (IN MILLIONS)

Overview

Pace was formed in 1983 as part of the reorganiza-tion of the Regional Transportation Authority

(RTA), and began service in 1984. Pace is governed by a 13-member Board of Directors made up of current and former mayors representing the different suburban areas of the RTA region, and the Commissioner of the Mayor’s Office for People with Disabilities.

Pace’s mission is to provide efficient and well-integrated transportation services that meet the travel needs of the suburban Chicago area. Effective suburban mobility comprises line-haul and community-based services that provide access between both nearby and distant origins and destinations. To attract riders in an automobile-oriented market requires coordination of infrastructure, service, information, and travel demand. To achieve this mission, Pace must maintain viable transit options for the 21st-century suburban environment.

Beginning July 1, 2006, Pace also assumed operating responsibility for all ADA Paratransit service in the RTA region. Pace’s Regional ADA Paratransit operating plan is presented in chapter 6.

Service Characteristics

Pace operates in the largest suburban bus service area in North America, with a territory covering 3,446 square miles, and operates more vehicles than any other suburban bus service in the U.S. Pace’s service area spans six counties and serves a full spectrum of diverse communities comprised of walkable suburban neighborhoods, satellite cities, and rural towns.

Pace Suburban Service features distinct fixed-route, paratransit, and vanpool services. Fixed-route opera-tions comprise 162 regular routes, 43 feeder routes, 20 shuttle routes, and numerous seasonal routes serving a total of 210 communities. Pace’s non-ADA paratransit services include 57 local Dial-a-Ride arrangements as

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Matching the amount of service provided to demand is fundamental to achieving system effectiveness. One way to measure this balance is to relate the total number of passengers served to the total number of vehicle revenue miles operated. After decreasing to 0.80 in 2018 due to lower ridership, Pace’s passengers per vehicle revenue mile ratio for Suburban Service is expected to decrease further to 0.79 in 2019 and then hold steady in 2020 and 2021 (Exhibit 5-4) as ridership is projected to stabilize.

The cost per passenger trip and cost per vehicle revenue mile metrics (Exhibit 5-5) provide insight into the steadily rising expense of providing transit service. Suburban Service cost per vehicle revenue mile is expected to increase from $5.81 in 2017 to $6.41 in 2021, corresponding to a compound annual growth rate of 2.5%. Pace’s cost per passenger trip is projected to increase at a compound annual growth rate of 3.0% over the same period, reaching $8.13 in 2021. These metrics are being driven higher by steady increases in operating expenses such as labor, maintenance, mate-rial, and fuel, all of which are discussed in detail later in this chapter.

2019: 209, 304, 326, 348, 362, 504, 532, 540, 546, 661, 809, and 824. Dial-a-Ride ridership is expected to be unchanged from 2018, with just over 1 million rides projected. Vanpool ridership is also projected to be flat in 2019 with 1.5 million rides provided using 553 active vans.

SERVICE QUALITY

The provision of reliable public transit service is critical to attracting and retaining Pace’s customers. Exhibits 5-2 and 5-3 display two important measures of reliabil-ity. Suburban Service’s on-time performance, defined as leaving the terminal no more than one minute early and no more than five minutes late, fell in 2014 and 2015 due to severe winter weather events, before increasing in 2016 and 2017. On-time performance finished the five-year period at 84.4%, just short of Pace’s performance standard of 85%. Miles between major mechanical failures, a measure of the frequency of breakdowns, had been on a steadily declining (wors-ening) trend since 2012, impacted by severe cold and an aging vehicle fleet, but improved sharply to 26,000 miles between failures in 2017.

84.0% 83.3% 82.0% 83.0% 84.4%

2013 2014 2015 2016 2017

EXHIBIT 5‐2:  PACE SUBURBAN SERVICE ON‐TIME PERFORMANCE

EXHIBIT 5-2: PACE SUBURBAN SERVICE ON-TIME PERFORMANCE

EXHIBIT 5-3: PACE SUBURBAN SERVICE MILES BETWEEN MAJOR MECHANICAL FAILURES (IN THOUSANDS)

29

2219 18

26

2013 2014 2015 2016 2017

EXHIBIT 5‐3:  PACE SUBURBAN SERVICE MILES BETWEEN MAJOR MECHANICAL FAILURES(THOUSANDS)

0.810.80

0.79 0.79 0.79

2017 2018 2019 2020 2021

EXHIBIT 5‐4:  PACE SUBURBAN SERVICE PASSENGER TRIPS PER VEHICLE REVENUE MILE

$5.81  $5.91  $6.12  $6.34  $6.41 

$7.22  $7.43  $7.77  $8.05  $8.13 

2017 2018 2019 2020 2021

EXHIBIT 5‐5:  PACE SUBURBAN SERVICE COST EFFICIENCY & EFFECTIVENESS

Cost per Passenger Trip Cost per Vehicle Revenue Mile

EXHIBIT 5-4: PACE SUBURBAN SERVICE PASSENGER TRIPS PER VEHICLE REVENUE MILE

EXHIBIT 5-5: PACE SUBURBAN SERVICE COST EFFICIENCY AND EFFECTIVENESS

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The State’s FY 2018 budget reduced support for transit by imposing a 2% surcharge on sales tax collections and implementing a temporary 10% cut in State Public Transportation Funds (PTF) provided to the RTA system. This State action led Pace to increase passenger fares for 2018 in order to compensate for the lower public funding, which in turn impacted ridership levels. Al-though the State FY 2019 budget reduced the sales tax surcharge to 1.5% and PTF cut to 5%, Pace has identified a $9 million budget gap in its 2020 plan, expected to be resolved by a combination of fare revenue increases and/or operating expense reductions.

Budget and Financial Plan

The Pace Suburban Service 2019 budget and two-year financial plan presented in Exhibit 5-7 adheres to the funding amounts set by the RTA Board on August 23, 2018. The budget reflects a recovery ratio of 30.3% for Suburban Service operations, using approved credits to exactly meet the recovery ratio adopted by the RTA Board. Pace’s 2019 budget and two-year financial plan were approved by the RTA Board on December 13, 2018. A detailed discussion of Pace’s outlook for operating revenue, public funding, and operating expenses follows.

OPERATING REVENUE

Exhibit 5-8 shows that 2019 operating revenue of $58.7 million is budgeted to increase by 4.1% from 2018 due to an assumed increase in State funding for reduced fares and improvements in ancillary revenue. However, operating revenue will account for only 25% of total Suburban Service revenue in 2019, with the remainder provided by public funding sources.

Passenger Revenue

Revenue from passenger fares accounts for the major-ity of Pace’s operating revenue and is projected to decrease by 0.2% in 2019 to $38.0 million, consistent with the anticipated ridership loss. Passenger revenue includes fixed-route fares (using cash, passes, and fare cards) and payments for vanpool, Dial-a-Ride, and

SAFETY AND SECURITY

Pace’s primary metric in this area, reportable safety and security incidents, has increased in recent years but dropped in 2017 to a rate of about 2.5 incidents per million trips (Exhibit 5-6). The continued implementa-tion of the posted stop initiative, which will move Pace’s fixed bus routes away from the traditional flag-stop service, will enhance safety for both passengers and operators. This initiative will clearly communicate the location of each route’s designated bus stops, which will also be fitted with added customer amenities. In addition to improving safety, posted stops will support better on-time performance by speeding up Pace fixed-route service.

CHALLENGES

The lack of a state capital program has necessitated bond issuances by Pace in order to generate funding for much needed capital improvements. In early 2015, Pace executed its first ever issuance of $12 million in bonds to fund the conversion of the South Garage in Markham to CNG capability. Pace plans to issue an additional $14.2 million of bonds in late 2018 to acquire land for a new Northwest Division garage, followed by a larger $46.8 million bond issuance in 2019 to fund construction of the Northwest garage. Debt service on these bonds will collectively add about $3 million of interest per year to Pace’s operating expenses.

1.28 1.582.42

3.352.50

0.03

0.04

2013 2014 2015 2016 2017

Safety Security

EXHIBIT 5-6: PACE SUBURBAN SERVICE REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPSEXHIBIT 5-6: PACE SUBURBAN SERVICE REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPS

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EXHIBIT 5-7: PACE SUBURBAN SERVICE 2019 BUDGET AND 2020-2021 FINANCIAL PLAN (DOLLARS IN THOUSANDS)

2017 2018 2019 2020 2021Actual Estimate Budget Plan Plan

RevenuesOperating RevenuesPassenger Revenue 36,541 38,008 37,950 37,950 37,950

State Reduced Fare Reimbursement 1 1,346 1,279 2,610 1,978 1,346

Other Revenue 2 16,544 17,104 18,169 23,784 23,547

Total Operating Revenues $54,431 $56,391 $58,729 $63,712 $62,843

Public FundingSales Tax I 92,119 93,454 97,185 99,129 101,112 Sales Tax II and PTF II 33,022 33,421 35,490 36,057 36,157 Suburban Community Mobility Fund 24,141 24,878 25,856 26,373 26,901 South Suburban Job Access Fund 7,500 7,500 7,500 7,500 7,500 Non-Statutory Funding - PTF I 4,253 4,254 4,657 4,872 4,970 Non-Statutory Funding - ST I 171 - - 11 611

Innovation, Coordination, and Enhancement Funding 3 1,660 1,617 1,681 1,714 1,749

CMAQ / JARC / New Freedom 8,565 4,680 4,939 5,150 5,166 Total Public Funding $171,431 $169,805 $177,308 $180,807 $184,165

Total Revenues $225,862 $226,196 $236,037 $244,519 $247,008

ExpensesLabor/Fringes 125,021 133,601 140,093 143,963 147,941 Health Insurance 23,979 25,768 26,092 28,754 31,198 Parts/Supplies 7,676 7,490 7,662 8,196 8,766 Purchased Transportation 24,039 16,275 25,176 25,874 26,598 Fuel 11,901 13,747 14,606 16,892 18,110 Utilities 2,016 2,171 2,264 2,392 2,526 Insurance 12,602 9,300 10,733 11,482 12,285 Other Expenses 19,232 18,136 9,411 10,492 11,556

Budget Balancing Actions 4 - - - (3,526) (11,971)

Total Expenses $226,466 $226,488 $236,037 $244,519 $247,009

ICE funding not used for operations - transfer to capital 5 (1,587) (1,617) - - -

Net Result ($2,191) ($1,909) - - -

Recovery Ratio 28.9% 30.3% 30.3% 30.3% 30.3%

1 Amount for 2019 contingent upon restoration of reduced fare funding to $34.070 million in State FY19-20 budgets.2 In 2020 and 2021, includes $5.5 million of additional revenue required for budget balancing, potentially in the form of a fare increase.3 ICE funding contingent upon RTA Board approval of ICE-funded projects as proposed in Service Board budgets and/or capital programs.4 TBD but may include service and/or other expense reductions.5 As authorized by RTA Ordinance 2018-44, ICE amounts not required for operating funding may be redesignated for approved capital projects.

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as operating revenue. The State’s fiscal year 2019 budget appropriated $17.6 million of reduced fare reimbursement for the Service Boards. With the RTA’s concurrence, Pace’s budget assumes that the State’s FY 2020 budget will restore the reduced fare reim-bursement (RFR) to its previous level of $34.1 million, bringing Pace’s share back up to $2.6 million for 2019. For the planning years, it is assumed that the funding will revert to the $17.6 million level in the State FY 2021 and 2022 budgets, resulting in a step-down of the RFR to $1.3 million by 2021.

Other Revenue

Pace’s Other Revenue category is projected at $18.2 million for 2019 and includes local government contributions to support specific services, advertising revenue, and investment income (Exhibit 5-10). Local contributions account for almost 80% of this category, amounting to $14.2 million in 2019 before growing by 3.8% in 2020 and then decreasing by 2.8% in 2021. Advertising revenue is expected to decrease from $3.0 million in 2019 to $2.9 million in 2020, while investment income, the smallest component of Other Revenue, is expected to decrease from $940 thousand in 2019 to $610 thousand in 2020 before increasing to $1.1 million in 2021. Finally, additional revenue of $5.5 million has been identified by Pace as required for budget balanc-ing in 2020 and 2021 and has been included in Other Revenue. The source of this additional revenue is to be determined, but may be generated by a future fare increase.

PUBLIC FUNDING

Public funding for Pace is projected at $177.3 million for 2019, representing 75% of total Suburban Service revenue. Public funding is then forecast to grow to $184.2 million by 2021. Public funding for Pace operations includes statutory allocations of RTA Sales Tax (I and II) and Public Transportation Funds (PTF II), RTA non-statutory funding, Innovation, Coordination, and Enhancement (ICE) funding, and federal sources. A thorough discussion of how the RTA allocates public

other services. In 2020 and 2021, passenger revenue is expected to remain flat since ridership is assumed to be unchanged in those years.

Exhibit 5-9 shows the Suburban Service average passenger fare, which includes full fare, reduced fare, and free ridership. Pace’s average fare is projected to increase by 9 cents to $1.25 in 2018 due to the January fare increase, and then remain flat through the two-year financial planning period. The 2019 budget does not contain any fare adjustments.

Reduced Fare Reimbursement

The State of Illinois provides a subsidy to the Service Boards, via the RTA, to partially replace the revenue loss due to mandated free and reduced fare ride programs for older adults, students, and people with disabilities. The Service Boards are permitted to classify this funding

$1.16

$1.25 $1.25 $1.25 $1.25

2017 2018 2019 2020 2021

EXHIBIT 5‐9:  PACE SUBURBAN SERVICE AVERAGE FARE

EXHIBIT 5-9: PACE SUBURBAN SERVICE AVERAGE FARE

EXHIBIT 5-8: PACE SUBURBAN SERVICE OPERATING REVENUE (IN MILLIONS)

$54.4

$56.4

$58.7

$63.7$62.8

2017 2018 2019 2020 2021

EXHIBIT 5‐8:  PACE SUBURBAN SERVICE OPERATING REVENUE (MILLIONS)

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In addition to funds from the RTA, Pace also receives federal funds for operations. Pace expects to receive combined Congestion Mitigation Air Quality (CMAQ), Job Access Reverse Commute (JARC), and New Freedom funds of $4.9 million in 2019, increasing to $5.2 million in 2021.

When public funding is combined with operating rev-enue, a total of $236.0 million is budgeted to support Pace Suburban Service operations in 2019, as shown in Exhibit 5-11.

OPERATING EXPENSES

Pace Suburban Service operating expenses are bud-geted to increase by 4.2% in 2019 to $236.0 million. Higher labor expenses, modest service expansions, and technological improvements are driving the expense increase. In the planning years, Pace has identified required budget balancing actions of $3.5 million to $12.0 million, which could include service reductions, in order to maintain a balanced operating budget. As a result, Pace projects that overall operating expense

funds among the Service Boards is contained in chapter 2.

Pace’s share of RTA Sales Tax I is projected at $97.2 million for 2019, net of the State 1.5% surcharge, an increase of 4.0% from the 2018 estimate. This funding source is then forecast to increase by 2.0% in both 2020 and 2021, consistent with forecasts of slowing economic growth. Pace’s allocation of RTA Sales Tax II & PTF II is expected to increase from $35.5 million in 2019 to $36.2 million in 2021. Pace also receives funding from the RTA Suburban Community Mobility Fund (SCMF), which is indexed to sales tax growth and provides grants to Pace for operating transit services that enhance suburban mobility including, but not limited to, demand-response services, ridesharing, vanpool, service coordination, centralized dispatching, reservations, reverse commuting, service restructuring, and bus rapid transit (BRT). This source will provide $25.9 million to $26.9 million for 2019 through 2021. Rounding out the statutory funding sources, the RTA also provides $7.5 million of South Suburban Job Access (SSJA) funds annually to Pace for the development of operating programs that enhance access to job markets for residents of southern Cook County.

The RTA will provide Pace with non-statutory funding from PTF I of $4.7 million for Suburban Service opera-tions in 2019. The Service Boards will also continue to receive ICE funding for RTA Board approved operating or capital projects through the budget process. Pace Suburban Service’s share of these ICE funds for 2019 is $1.7 million. The approved ICE-funded projects for each Service Board are shown in Exhibit 1-12 of the Executive Summary chapter.

EXHIBIT 5-11: PACE SUBURBAN SERVICE 2019 TOTAL REVENUE - $236.0 MILLION

Sales Tax I41.2%

Operating Revenues24.9%

Sales Tax II and PTF II

15.0%

SCMF and SSJA14.1%

Federal Funding2.1%

Non‐Statutory Funding ‐ PTF I

2.0%ICE Funding

0.7%

EXHIBIT 5‐11:  PACE SUBURBAN SERVICE 2019 TOTAL REVENUE ‐ $236.0 MILLION

EXHIBIT 5-10: PACE SUBURBAN SERVICE OTHER REVENUE COMPONENTS (DOLLARS IN THOUSANDS)

2017 Actual 2018 Estimate 2019 Budget 2020 Plan 2021 Plan Other RevenueLocal Contributions 12,981 13,158 14,189 14,729 14,322 Advertising 2,833 2,865 3,040 2,910 2,610 Investment Income 730 1,081 940 610 1,080 Additional Revenue - - - 5,535 5,535 Total Other Revenue $16,544 $17,104 $18,169 $23,784 $23,547

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5-14). Labor/fringes expenses are projected to grow at 2.8% in both 2020 and 2021, ending the period at $147.9 million. Over the five-year period from 2017 through 2021, this largest expense category is projected to experience a 4.3% compound annual growth rate.

Health Insurance

Health insurance expenses are projected at $26.1 million for 2019, accounting for 11.1% of total Suburban Service operating expenses. This amount is 1.3% higher than the 2018 estimate. Health insurance expenses are then projected to continue to grow by about 10% in 2020 and 2021, ending the period at $31.2 million and resulting in a 6.8% compound annual growth rate over the five-year period.

Parts/Supplies

Parts/supplies expenses for 2019 account for 3.2% of total expense and are projected at $7.7 million, an increase of 2.3% from 2018. These expenses are then projected to grow by about 7% in both 2020 and 2021, reaching $8.8 million by the end of the planning period. Over the five years from 2017 through 2021, this category is projected to increase at a 3.4% compound annual growth rate.

Purchased Transportation

Purchased transportation costs of $25.2 million for 2019 comprise Pace’s third largest expense category at

growth must slow to 1.0% by 2021 in order to maintain a balanced budget. The total operating expense trend over the five year period from 2017 to 2021 cor-responds to a compound annual growth rate of 2.2% (Exhibit 5-12). Operating expense elements include labor/fringe benefits, health insurance, parts/supplies, purchased transportation, fuel, utilities, insurance/claims, and other expenses (Exhibit 5-13).

Labor/Fringes

Projected 2019 labor/fringes expenses of $140.1 million will account for almost 60% of total Suburban Service operating expenses. This amount represents an increase of 4.9% over the 2018 estimate, driven by contractual wage adjustments and an increase in full time equivalents (FTEs) to support service expansion. Pace’s total budgeted positions will increase to 1,762 in 2019, a 0.7% increase over the 2018 budget (Exhibit

Labor/Fringes59.4%

Health Insurance11.1%

Purchased Transportation

10.7%

Fuel6.2%

Insurance4.5%

Other Expenses4.0%

Parts/Supplies3.2%

Utilities1.0%

EXHIBIT 5‐13:  PACE SUBURBAN SERVICE 2019 TOTAL OPERATING EXPENSE ‐ $236.0 MILLION

EXHIBIT 5-14: PACE SUBURBAN SERVICE BUDGETED POSITIONS

1,713 1,750 1,762

2017 2018 2019

EXHIBIT 5‐14:  PACE SUBURBAN SERVICE BUDGETED POSITIONS

EXHIBIT 5-13: PACE SUBURBAN SERVICE 2019 TOTAL OPERATING EXPENSES - $236.0 MILLION

EXHIBIT 5-12: PACE SUBURBAN SERVICE OPERATING EXPENSES (IN MILLIONS)

$226.5 $226.5

$236.0

$244.5$247.0

2017 2018 2019 2020 2021

EXHIBIT 5‐12:  PACE SUBURBAN SERVICE OPERATING EXPENSE (MILLIONS)

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Insurance

Insurance expenses of $10.7 million are projected to increase by 15.4% in 2019 and account for 4.5% of total Suburban Service operating expenses. These expenses are then forecast to increase by 7.0% in 2020 and 2021.

Other Expenses

Other expenses in 2019 are projected to total $9.4 million and account for 4.0% of total Suburban Service operating expenses, representing a decrease of 48.1% over 2018 due to the reclassification of eligible preven-tive maintenance expenses to the capital program. Debt service on existing and planned bond issuances is included in this category.

Regional ADA Paratransit Support Credit

Pace allocates expenses to the ADA Paratransit budget in order to account for the work that departments such

10.7% of total expenses. These expenses are projected to grow at 2.8% in both 2020 and 2021, ending the planning period at $26.6 million. The resulting five-year compound annual growth rate for Pace’s third largest expense category is 2.6%.

Fuel

Fuel expense is expected to increase by 6.2% to $14.6 million in 2019, representing 6.2% of total Suburban Service expense. The projected increase in 2019 fuel expenses, which include both fixed-route and vanpool, is being driven by a 12 cent increase in assumed fuel price, as well as higher consumption. Fuel consumption in 2019 is projected to increase by 0.2% to 7.3 million gallons, consistent with planned service levels. Pace has assumed an average diesel fuel price of $1.95 per gallon for 2019, up from the estimated 2018 level of $1.83 per gallon. As shown in Exhibit 5-15, Pace has assumed further fuel price increases for 2020 and 2021.

Utilities

Utilities expenses are projected to increase by 4.3% in 2019 to $2.3 million, accounting for 1.0% of total Sub-urban Service operating expenses. Utilities expenses are then forecast to increase by 5.6% in both 2020 and 2021, resulting in a 5.8% compound annual growth rate over the five-year period from 2017 through 2021.

EXHIBIT 5-15: PACE SUBURBAN SERVICE FUEL PRICE PER GALLON

$1.50

$1.83$1.95

$2.26

$2.42

2017 2018 2019 2020 2021

EXHIBIT 5‐15:  PACE SUBURBAN SERVICE FUEL PRICE PER GALLON

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Community Mobility Funds, and South Suburban Job Access Funds provided by statutory formulas, as well as RTA non-statutory funds and ICE funding. The total RTA funding levels for Pace Suburban Service were set at $172.4 million in 2019, $175.7 million in 2020, and $179.0 million in 2021, excluding federal funding. Pace’s budgeted Suburban Service recovery ratio of 30.3% matches the 2019 requirement adopted by the RTA Board.

The RTA Act requires each Service Board’s budget to meet the seven criteria detailed in the Appendices chapter prior to approval by the RTA Board. The Pace Suburban Service budget, as submitted, substantially meets each of these criteria.

Fare Structure

Pace’s last general fare increase was in January 2018, and no additional fare increases have been incorporated into the 2019 budget. Pace’s current fare structure for Suburban Service is shown in Exhibit 5-16.

Organizational Structure

Pace is organized into four main areas: Revenue Ser-vices, Strategic Services, External Relations, and Internal Services (Exhibit 5-17). Pace’s staffing requirements are classified into four primary categories: administration, central support, Pace-owned divisions, and Regional ADA Paratransit services. Within each category, employ-ees are classified into four activity areas: operations, maintenance, non-vehicle maintenance, and adminis-tration. These activity areas are defined by the National Transit Database reporting requirements, which apply to all public transit operators.

as Audit, Budget Planning, Finance, General Counsel, Government Affairs, Human Resources, Marketing, Communications, Purchasing, and Risk Management perform in support of the ADA Paratransit program. For 2019, this amount will increase by 18.2% to $9.1 mil-lion. This expense credit is included as an offset within the Other Expense category. Pace anticipates that the amount of this credit will continue to increase, reaching $9.6 million in 2021.

NET RESULT

Net result equals total revenues (both operating revenue and public funding) minus total operating expenses and transfers. The Suburban Service 2019 budget is balanced, producing a net result of zero. In 2020 and 2021, Pace anticipates a balanced Suburban Service budget with net results of zero. However, the 2020 and 2021 expense levels include unspecified reductions of $3.5 million and $12.0 million identified by Pace as required budget balancing actions.

RECOVERY RATIO

Pace’s 2019 Suburban Service recovery ratio of 30.3% is calculated by dividing total operating revenue by total operating expenses, with approved adjustments. Pace’s adjustments for Suburban Service in 2019 comprise a revenue credit of $2.2 million for senior and disabled free rides, an in-kind revenue and expense inclusion of $10.8 million for the Advantage vanpool program, and a $0.9 million expense exclusion for debt service on Pace bonds. Pace has also deducted $7.3 million of expense for SSJA-funded services and $1.7 million of ICE-funded operating expense for recovery ratio purposes, as allowed by the RTA Act. For 2020 and 2021, Pace anticipates the Suburban Service recovery ratio to remain constant at 30.3%.

Statutory Compliance

Pace’s 2019 budget and 2020-2021 financial plans ad-here to the operations funding amounts adopted by the RTA Board on August 23, 2018. These funding amounts include sales tax, Public Transportation Fund, Suburban

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EXHIBIT 5-16: PACE SUBURBAN SERVICE 2019 FARE STRUCTURE

Full Fare Reduced FareREGULAR FARES

Cash Fare $2.25 $1.10Ventra Fare $2.00 $1.00Transfer to Pace (with Ventra transit value only) $0.30 $0.20

TRANSIT PASSES

Pace/CTA 30-day Pass $105.00 $50.00Pace/CTA 7-day Pass $33.00 N/APace 30-day Pass $60.00 $30.00Link-Up Pass $55.00 N/APlusBus $30.00 N/AStudent Summer Haul Pass $45.00 N/APace Campus Connection (College Student Pass) $175.00 N/AValid for one semester. Discounted if purchased after August/January.Campus Connection - Summer Pass $140.00 N/A

EXPRESS / OTHER FARES

Premium Routes1 $4.50 $2.25

Pace Transfer to Premium Routes $2.80 $1.4530-Day Premium Pace/CTA Pass $140.00 $70.00Call-n-Ride $2.00 $1.00Dial-a-Ride Fares based on community policy

VANPOOL

Monthly VIP and other vanpool services fares range from $73 to $174 depending on the daily round trip van miles and the number of passengers.

1 Premium routes included: 237, 282, 284, 755, 768, 769, 773, 774, 775, 776, 779, 850, 851, 855, 856

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EXHIBIT 5-17: PACE ORGANIZATIONAL STRUCTUREExhibit 5-17: Pace Organizational Structure

Citizens / Pace Riders

Chairman and Board of Directors

Executive Director

Deputy Executive Director

Revenue Services

Bus Operations

Paratransit / Vanpool Services

Safety & Training

South Region(South/Southwest/Heritage/Fox Valley

North Region(North/North Shore/

Northwest/River/West)

Maintenance

Deputy Executive Director

Strategic Services

Service Planning& Scheduling

Strategic & Capital Planning

Research& Analysis

Graphics & Reproduction

Deputy Executive Director

External Relations

GovernmentAffairs

Marketing &Communications

Media Relations

Customer Relations

Sign & Shelter

Deputy Executive Director

Internal Services

Budget Planning & Analysis

Capital Financing& Infrastructure

Finance

InformationTechnology

Procurement andDisadvantaged

Business Enterprise

General Counsel

Human Resources

Internal Audit

Project Management

Office

Ethics Office

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6 PACE ADA PARATRANSIT SERVICE OPERATING PLAN

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ship increase over 2017, and the 2019 ADA Paratransit budget incorporates similar ridership growth of 1.0%, with 4.335 million rides anticipated. In 2020 and 2021, Pace has assumed that ADA Paratransit ridership will

continue to increase by about 1% per year, reaching 4.428 million rides by the end of the two-year planning period (Exhibit 6-1). Effective in 2011, Pace began including companions and personal care attendants in its ADA Paratransit ridership totals, and all ridership figures discussed herein reflect this reporting change.

SERVICE QUALITY

Providing reliable public transit service is critical to attracting and retaining Pace’s customers. Exhibits 6-2 and 6-3 display two important measures of reliability. ADA Paratransit’s on-time performance had been steadily decreasing since 2013 due to severe winter weather and increasing congestion, but rebounded to 92% in 2017. On the other hand, miles between major

Pace expects 2018 to fin-ish with a 0.8% ridership increase over 2017, and the 2019 ADA Paratransit budget incorporates similar ridership growth of 1.0%, with 4.3 million rides anticipated.

4.2564.290

4.3354.381

4.428

2017 2018 2019 2020 2021

EXHIBIT 6‐1:  PACE ADA PARATRANSIT RIDERSHIP (MILLIONS)

EXHIBIT 6-1: PACE ADA PARATRANSIT RIDERSHIP (IN MILLIONS)Overview

Pace’s regional ADA Paratransit operation provides curb-to-curb demand-response service for eligible

residents as required by the Americans with Disabilities Act (ADA) of 1990. The RTA administers a regional certification program that determines if individuals with physical or cognitive disabilities are eligible for ADA Paratransit service. If they are found eligible, passen-gers can arrange for travel between origins and destina-tions that are within three quarters of a mile of Pace or CTA bus routes or CTA rail stations. Effective July 1, 2006, Pace began providing all ADA Paratransit service in the RTA region. Prior to that date, ADA Paratransit service within the CTA service area had been provided by CTA.

Service Characteristics

In the suburban area where Pace provides fixed-route service, Pace contracts with private operators to provide ADA Paratransit service to approximately 76,000 riders each month. These contractors operate 313 Pace-owned, lift-equipped vehicles.

In the CTA service area, Pace contracts with four private operators to provide ADA Paratransit service in the entire City of Chicago and the suburbs serviced by the CTA. These contractors operate 775 contractor-owned vehicles to provide service to approximately 238,000 riders each month. Pace also administers two subsidized taxi programs in the City of Chicago for ADA Paratransit-certified individuals, the Taxi Access Pro-gram (TAP) and the Mobility Direct Program, although these services are not required by the Americans with Disabilities Act.

RIDERSHIP

Unlike fixed-route transit services, ADA Paratransit operating expenses vary directly with ridership levels, so accurate ridership projections are critical to budget integrity. Pace expects 2018 to finish with a 0.8% rider-

92.0%

89.9%89.2% 88.7%

92.0%

2013 2014 2015 2016 2017

EXHIBIT 6‐2:  PACE ADA PARATRANSIT ON‐TIME PERFORMANCE

EXHIBIT 6-2: PACE ADA PARATRANSIT ON-TIME PERFORMANCE

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in 2019, with subsequent increases of around 4% in 2020 and 2021. These metrics are being driven higher by steady increases in operating expenses such as labor, fuel, insurance, and purchased transportation, all of which are discussed in detail later in this chapter.

SAFETY AND SECURITY

Pace’s primary metric in this area, reportable safety and security incidents per million passenger trips was stable in 2017 at about 23 incidents per million trips (exhibit 6-6). All of the incidents were safety related; there were no security incidents reported across the five-year period.

CHALLENGES

While ridership growth has slowed somewhat over the last few years, an aging population would suggest that demand for ADA Paratransit services will continue

mechanical failures had been steadily increasing (im-proving) over the same period, but dropped somewhat in 2017. There were about 66,000 miles between major mechanical failures in 2017, a 13% worsening versus the prior year.

Relating the number of passengers to the number of vehicle miles traveled is one way to measure the effectiveness of transit service (Exhibit 6-4). For ADA Paratransit, this measure is expected to improve from 0.15 passengers per mile in 2019 to 0.16 in 2020 and 2021, as vehicle miles are projected to grow at a slower

rate than ridership. Pace’s continuing efforts to consoli-date rides could drive this metric higher in future years.Relative to other transit modes, ADA Paratransit is inherently expensive due to service that is frequently provided on an individual basis. Pace’s cost per pas-senger trip is expected to increase by $2.35 to $43.19 in 2019 due to contractual rate increases and higher fuel prices (Exhibit 6-5). Pace’s cost per vehicle revenue mile exhibits a similar trend, increasing by 36 cents to $6.68

EXHIBIT 6-3: PACE ADA PARATRANSIT MILES BETWEEN MAJOR MECHANICAL FAILURES (IN THOUSANDS)

0.150.15 0.15 0.16 0.16

2017 2018 2019 2020 2021

EXHIBIT 6‐4:  PACE ADA PARATRANSIT PASSENGER TRIPS PER VEHICLE REVENUE MILE

$6.08  $6.32  $6.68  $6.99  $7.27 

$40.95  $40.84 $43.19  $44.80  $46.25 

2017 2018 2019 2020 2021

EXHIBIT 6‐5:  PACE ADA PARATRANSIT COST EFFICIENCY & EFFECTIVENESS

Cost per Passenger Trip Cost per Vehicle Revenue Mile

EXHIBIT 6-4: PACE ADA PARATRANSIT PASSENGER TRIPS PER VEHICLE REVENUE MILE

EXHIBIT 6-5: PACE ADA PARATRANSIT COST EFFICIENCY

4548

55

76

66

2013 2014 2015 2016 2017

EXHIBIT 6‐3:  PACE ADA PARATRANSIT MILES BETWEEN MAJOR MECHANICAL FAILURES(THOUSANDS)

17.2 16.721.6 23.1 22.8

2013 2014 2015 2016 2017

Safety Security (none)

EXHIBIT 6‐6:  PACE ADA PARATRANSIT REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPSEXHIBIT 6-6: PACE ADA PARATRANSIT REPORTABLE INCIDENTS PER MILLION PASSENGER TRIPS

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From 2010 through 2015, the State of Illinois provided $8.5 million in annual funding for ADA Paratransit op-erations. The State’s FY 2016 and 2017 spending plans reduced this funding to $3.825 million. The State FY 2018 budget restored the funding level to $8.395 mil-lion, but it was subsequently reduced by 5% to $7.975 million. The State FY 2019 budget again appropriated ADA Paratransit funding at $8.395 million, which Pace has reflected in the 2019 ADA Paratransit budget. With the RTA’s concurrence, Pace’s 2020 and 2021 financial plan has assumed that this important State funding will stabilize at the original level of $8.5 million per year.

to be strong in the near future. Total ADA Paratransit expenses will be driven by both ridership growth and by contractor price increases. The former is projected at about 1% per year and the latter at 3% to 4% per year. These two factors combine to produce an expected annual expense growth rate of 4% to 5%. Since ADA Paratransit passenger revenue contributes a relatively small portion of total revenue, even after the 2018 fare increase, public funding for ADA Paratransit will need to grow at about the same rate as expenses. This will require a higher proportion of Sales Tax II funds to be allocated to ADA Paratransit services.

EXHIBIT 6-7: PACE REGIONAL ADA PARATRANSIT 2019 BUDGET AND 2020-2021 FINANCIAL PLAN (DOLLARS IN THOUSANDS)

2017 2018 2019 2020 2021Actual Estimate Budget Plan Plan

RevenuesOperating RevenuesPassenger Revenue 10,933 11,984 12,109 12,235 12,364

Other Revenue 1 2,120 1,994 2,106 2,214 2,312

Total Operating Revenues $13,053 $13,978 $14,215 $14,449 $14,676

Public FundingSales Tax II and PTF II 152,086 156,791 164,631 173,335 181,617 RTA ADA Paratransit Reserve 5,328 - - - - Additional State Funding 3,825 7,975 8,395 8,500 8,500 Total Public Funding $161,239 $164,766 $173,026 $181,835 $190,117

Total Revenues $174,292 $178,744 $187,241 $196,284 $204,793

ExpensesLabor/Fringes 3,546 3,931 4,251 4,378 4,508 Health Insurance 572 846 889 934 982 Admin Expenses 2,674 3,175 4,190 3,496 3,582 Fuel 2,177 2,543 2,759 3,262 3,580 Insurance 195 267 350 358 367 RTA Certification Trips 1,740 1,688 1,790 1,889 1,979 Purchased Transportation 156,680 155,075 163,927 172,609 180,156

Regional ADA Support Allocation 2 6,708 7,686 9,085 9,358 9,639

Total Expenses $174,292 $175,211 $187,241 $196,284 $204,793

Net Result - $3,533 - - -

Recovery Ratio 10.0% 10.0% 10.0% 10.0% 10.0%

1 Includes reimbursements for RTA certification trips and investment income.2 Accounts for work done by other Pace departments in support of ADA Paratransit activities.

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$12.1 million in 2019, an increase of 1.0%. This level is consistent with the assumed ridership growth. Passen-ger revenue is expected to continue to grow by about 1% in both 2020 and 2021, consistent with the assumed ridership growth for those years. ADA Paratransit and Taxi Access Program fares are budgeted to be unchanged in 2019, at $3.25 and $3.00, respectively. ADA Paratransit fares remain below the maximum allowable level of twice the fixed-route base fare. The average fare per passenger is expected to hold steady at $2.79 through 2021 (Exhibit 6-9). The average fare is lower than the base fare because medically-required personal care attendants who accompany passengers with disabilities are counted in ridership but do not pay to ride.

Other Revenue

Other operating revenue for 2019 is projected to increase by 5.6% to $2.1 million, followed by increases of 5.1% and 4.4% in 2020 and 2021, respectively. Other revenue for ADA Paratransit comes from two sources (Exhibit 6-10). Over 90% comes from the RTA ADA Paratransit certification program, which reimburses Pace for the cost of transporting prospective custom-ers to and from ADA Paratransit assessment centers. Smaller amounts of ancillary revenue come from investment income, which is projected to be constant at $155 thousand per year.

PUBLIC FUNDING

The required level of public funding for Pace ADA Paratransit in 2019 is projected at $173.0 million, an increase of 5.0% over the 2018 estimate. Public funding

Budget and Financial Plan

The Pace Regional ADA Paratransit 2019 budget and two-year financial plan presented in Exhibit 6-7 adheres to the funding levels adopted by the RTA Board on August 23, 2018. In compliance with the RTA Act, the RTA Board set the ADA Paratransit recovery ratio for 2019 at 10.0%, a level which Pace’s 2019 budget has met. Pace’s 2019 ADA Paratransit budget and two-year financial plan were approved by the RTA Board on December 13, 2018. A detailed discussion of Pace’s outlook for ADA Paratransit operating revenue, public funding, and operating expenses follows.

OPERATING REVENUE

As the result of a general fare increase of 25 cents per ride in 2018, Pace’s system-generated revenue from ADA Paratransit operations jumped by 7.1% to $14.0 million. For 2019, operating revenue is expected to grow by 1.7%, to $14.2 million (Exhibit 6-8). Operating revenue is then expected to increase by 1.6% in both 2020 and 2021. Operating revenue will account for only 7.6% of total revenue for ADA Paratransit in 2019, with the remainder provided by public funding sources. ADA Paratransit operating revenue is comprised of passenger revenue and other revenue, consisting of reimburse-ments from the RTA for ADA certification eligibility trips and investment income.

Passenger Revenue

Revenue from passenger fares, which accounts for 85% of ADA Paratransit’s operating revenue, is projected at

$13.1

$14.0 $14.2 $14.4 $14.7

2017 2018 2019 2020 2021

EXHIBIT 6‐8:  PACE ADA PARATRANSIT OPERATING REVENUE (MILLIONS)

EXHIBIT 6-8: PACE ADA PARATRANSIT OPERATING REVENUE (IN MILLIONS)

$2.57$2.79 $2.79 $2.79 $2.79

2017 2018 2019 2020 2021

EXHIBIT 6‐9:  PACE ADA PARATRANSIT AVERAGE FARE

EXHIBIT 6-9: PACE ADA PARATRANSIT AVERAGE FARE

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Paratransit expenses continue to be driven higher by a combination of ridership growth and contractual price increases. Pace anticipates expense growth of 4.8% and 4.3% in 2020 and 2021, respectively, with total operat-ing expenses expected to exceed $200 million by the end of the planning period (Exhibit 6-12). The expense trend over the five-year period from 2017 to 2021 cor-responds to a compound annual growth rate of 4.1%.

Operating expense elements include labor/fringe ben-efits, health insurance, administrative expenses, fuel, liability insurance, RTA certification trip costs, purchased transportation, and the Regional ADA Paratransit sup-port allocation (Exhibit 6-13).

for 2019 consists of two components: $164.6 million of Sales Tax II / PTF II and $8.395 million of additional funding provided by the State of Illinois FY 2019 budget. Public funding accounts for 92.4% of the total revenue for ADA Paratransit, and when combined with operating revenue is expected to fully cover the operating costs of ADA Paratransit in 2019 (Exhibit 6-11). Legislation which amended the RTA Act in 2011 requires the RTA to fully fund the ADA Paratransit operating deficit each year. A thorough discussion of how the RTA allocates public funds among the Service Boards is contained in chapter 2.

In 2020 and 2021, Sales Tax II / PTF II funding for ADA Paratransit is projected to increase by 5.3% and 4.8%, respectively, while the additional State funding is assumed to be restored to the traditional level of $8.5 million. Pace anticipates that this level of funding will be sufficient to balance the ADA Paratransit operating budget, contingent upon annual ridership growth remaining around 1% as assumed.

OPERATING EXPENSES

Pace ADA Paratransit operating expenses are budgeted to increase by 6.9% in 2019 to $187.2 million. ADA

Sales Tax II and PTF II

87.9%

Operating Revenues7.6%

Additional State Funding4.5%

EXHIBIT 6‐11:  PACE ADA PARATRANSIT 2019 TOTAL REVENUE ‐ $187.2 MILLIONEXHIBIT 6-11: PACE ADA PARATRANSIT 2019 TOTAL REVENUE - $187.2 MILLION

EXHIBIT 6-12: PACE ADA PARATRANSIT OPERATING EXPENSES (IN MILLIONS)

$174.3 $175.2$187.2

$196.3 $204.8

2017 2018 2019 2020 2021

EXHIBIT 6‐12:  PACE ADA PARATRANSIT OPERATING EXPENSE (MILLIONS)

EXHIBIT 6-10: PACE ADA PARATRANSIT OTHER REVENUE COMPONENTS (DOLLARS IN THOUSANDS)

2017 Actual 2018 Estimate 2019 Budget 2020 Plan 2021 Plan Other RevenueCertification Revenue 2,055 1,839 1,951 2,059 2,157 Investment Income 66 155 155 155 155 Total Other Revenue 2,121 1,994 2,106 2,214 2,312

Purchased Transportation

87.5%

Regional ADA Support Allocation

4.9%

Labor/Fringes2.3%

Admin Expenses2.2%

Fuel1.5%

RTA Certification Trips1.0%

Health Insurance0.5%

Insurance0.2%

EXHIBIT 6‐13:  PACE ADA PARATRANSIT 2019 TOTAL OPERATING EXPENSE ‐ $187.2 MILLION

EXHIBIT 6-13: PACE ADA PARATRANSIT 2019 TOTAL OPERATING EXPENSES - $187.2 MILLION

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growth rate over the five-year period from 2017 to 2021 is 7.6%.

Fuel

Pace purchases fuel only for the private operators who provide ADA Paratransit service using Pace-owned vehicles in Pace’s suburban service area. After an expected increase of 17% in 2018, fuel expense is projected to grow by 8.5% in 2019 to $2.8 million. The assumed price for diesel fuel in 2019 is $2.42 per gallon, up 16 cents from 2018 (Exhibit 6-15). Fuel expenses represent 1.5% of total ADA Paratransit expenses and are expected to reach $3.6 million by the end of the two-year planning period. The resulting compound annual growth rate over the five-year period from 2017 to 2021 is 13.2%.

Liability Insurance

Liability insurance expenses are projected to increase by 31.1% from 2018, to $350,000, accounting for 0.2% of 2019 regional ADA Paratransit service operating ex-penses. The increase is due to higher employee liability coverage. This expense category is then expected to grow by 2.3% and 2.5% in 2020 and 2021, respectively.

RTA Certification Trips

RTA certification trip expenses capture the cost of transporting ADA Paratransit applicants to and from the RTA’s assessment centers. Certification trip expenses of $1.8 million are projected to account for 1.0% of total

Labor/Fringes

Labor/fringe benefits for Pace’s dedicated ADA Paratransit staff are expected to total $4.3 million in 2019, an increase of 8.1% over the 2018 estimate. This amount represents 2.3% of total regional ADA Paratran-sit operating expenses. Pace has budgeted for a staffing increase of 1 position in 2019 (Exhibit 6-14). Labor/fringe expenses are projected to grow by 3.0% in 2020 and 2021. The resulting compound annual growth rate over the five-year period from 2017 to 2021 is 6.2%.

Health Insurance

Health insurance expenses for Pace’s dedicated ADA Paratransit staff represent 0.5% of total expenses, and are projected at $889,000 for 2019. Health insurance expenses are then expected to continue to grow by 5.1% in 2020 and 2021, reaching $982,000 by the end of the planning period.

Administration

Administration expenses for 2019 are projected to total $4.2 million, an increase of 32.0% from the 2018 estimate, due to higher lease payments and software maintenance costs. The largest component of this category is facility lease expense, as Pace leases its operations center for ADA Paratransit services in Metra’s downtown Chicago headquarters at 547 W. Jackson Blvd. Administrative expenses are projected to decrease in 2020, but the resulting compound annual

EXHIBIT 6-15: PACE ADA PARATRANSIT FUEL PRICE PER GALLON

$1.88

$2.26

$2.42

$2.83

$3.07

2017 2018 2019 2020 2021

EXHIBIT 6‐15:  PACE ADA PARATRANSIT FUEL PRICE PER GALLON

45 47 48

2017 2018 2019

EXHIBIT 6‐14:  PACE ADA PARATRANSIT BUDGETED POSITIONS

EXHIBIT 6-14: PACE ADA PARATRANSIT BUDGETED POSITIONS

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RECOVERY RATIO

The RTA Act requires a regional ADA Paratransit recovery ratio of 10%. Pace’s regional ADA Paratransit recovery ratio for 2019, calculated by dividing total operating revenue by total operating expenses, with approved adjustments, exactly meets this statutory requirement. For ADA Paratransit, the approved adjustment excludes from expenses a portion of the costs incurred in paying ADA Paratransit contractors for their capital expenses related to vehicle purchases (Capital Cost of Contracting). For 2020 and 2021, Pace anticipates the regional ADA Paratransit recovery ratio to remain constant at 10.0%.

Statutory Compliance

Pace’s 2019 budget and 2020-2021 financial plans for regional ADA Paratransit comply with the operations funding amounts adopted by the RTA Board on August 23, 2018. These funding amounts include sales tax, Public Transportation Fund, and additional funding from the State of Illinois. The total level of RTA funding for ADA Paratransit is $173.0 million in 2019, $181.8 million in 2020, and $190.1 million in 2021. Pace’s 2019 bud-geted regional ADA Paratransit recovery ratio of 10.0% matches the requirement adopted by the RTA Board.

The RTA Act requires each Service Board’s budget to meet the seven criteria detailed in the Appendices chapter, prior to approval by the RTA Board. The Pace Regional ADA Paratransit budget, as submitted, substan-tially meets each of these criteria.

2019 operating expenses. RTA certification expenses are then expected to increase by 5.5% and 4.8% in 2020 and 2021, respectively.

Purchased Transportation

Representing almost 90% of total operating expenses, the Purchased Transportation category contains con-tractual expense for the service providers Pace utilizes in both the city and suburban service areas. These expenses are projected to increase by 5.7% to $163.9 million in 2019, and continue to increase by around 5% annually in 2020 and 2021, driven by both annual ridership growth of 1.1% and annual contractor price increases. The resulting compound annual growth rate of this predominant expense category over the five-year period from 2017 to 2021 is 3.6%.

Regional ADA Paratransit Support Allocation

Pace allocates expense to account for the work performed by various departments in support of ADA Paratransit activities. These departments include Audit, Budget Planning, Finance, General Counsel, Government Affairs, Human Resources, Marketing, Communications, Purchasing, and Risk Management. This allocation is budgeted to increase by 18.2% to $9.1 million in 2019, due to a revised calculation of the ADA overhead rate. The support allocation represents 4.9% of total operating expenses and is expected to increase by 3.0% in both 2020 and 2021, ending the period at $9.6 million.

NET RESULT

Net result equals total revenues (both operating revenue and public funding) minus total operating expenses and transfers. The 2019 regional ADA Paratransit budget is balanced, producing a net result of zero. In 2020 and 2021, Pace also anticipates a bal-anced regional ADA Paratransit budget with net results of zero, indicating that projected RTA funding levels should be sufficient.

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Fare Structure

In 2018, Pace implemented ADA Paratransit’s first fare increase since 2009. One-way fares increased by 25 cents, to $3.25, in both the City of Chicago and suburban service areas. Mobility Direct and Taxi Access Program fares were left unchanged at $3.00. The 2019 budget does not contain any additional fare increase. Federal law allows ADA Paratransit fares to be set at no more than twice the fixed-route fare. Since the base cash fares for CTA bus and Pace bus are now $2.50 and $2.25, respectively, the current maximum allowable ADA Paratransit fare is $5.00 in the City of Chicago service area and $4.50 in the suburban service area. Pace’s fare structure for ADA Paratransit is shown in Exhibit 6-16.

EXHIBIT 6-16: ADA PARATRANSIT 2019 FARE STRUCTURE

FareCTA SERVICE AREA

ADA Paratransit $3.25Taxi Access Program and Mobility Direct $3.00

PACE SERVICE AREA

ADA Paratransit $3.25

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7 PERFORMANCE MEASURES

Service Coverage

Service Efficiency and Effectiveness

Service DeliveryService 

Maintenance and Capital Investment

Service Level Solvency

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From Invest in Transit, the 2018-2023 Regional Transit Strategic Plan For Chicago and Northeastern Illinois

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• Service Level Solvency - assesses financial condi-tion to ensure that there are sufficient resources to meet current and ongoing financial needs (both operating and capital).

Regional and Sub-Regional Performance Measures

The RTA provides two views of regional transit per-formance: regional and sub-regional. Region-wide performance is reported by aggregating data from each of the Service Boards – CTA, Metra, and Pace – to arrive at an assessment of regional performance. A sub-regional report analyzes performance at the Service Board and mode level. For both the regional and

sub-regional reports, performance is analyzed over a five-year period using data from the Federal Transit Administration’s National Transit Da-tabase (NTD), RTA financial reports, and operating reports from the three Service Boards. The sub-regional report provides a more detailed level of analysis that helps interpret trends observed at the regional level

and provides a means of assessing areas of strength and weakness in the delivery of specific services. Regional and sub-regional performance reports are posted on the RTA website and presented to the RTA Board of Directors. The most recent reports cover the period 2013 - 2017 using NTD data published in October 2018. The RTA has also developed a set of companion reports to the regional and sub-regional reports that are based on an analysis of national peer groups. At the regional level, the peers selected represent the transit systems that serve the ten largest metropolitan regions in the country. At the sub-regional level, the peer analysis is conducted at the mode level with five peers selected for each mode in the RTA system – urban bus, heavy rail, commuter rail, suburban bus, and demand-response/ADA Paratransit.

The RTA has identified five major areas for performance analysis: Service Coverage, Service Efficiency and Ef-fectiveness, Service Delivery, Service Maintenance and Capital Investment, and Service Level Solvency.

Goals and Performance Measures

The RTA, CTA, Metra, and Pace share a common vi-sion for the region: public transit as the core of the

region’s robust transportation mobility network.

Goals and Objectives

The goals and objectives of the region’s strategic plan are outlined in Chapter 1, the Executive Summary. The Goals section explains what the RTA region needs to ac-complish in order to realize its vision and the Objectives section identifies how the RTA region will meet its goals.

To achieve the objectives of the Strategic Plan and as part of the RTA’s oversight func-tion to support the evaluation and management of the region’s public transit system, the RTA has identified five major areas for performance analysis: Service Coverage, Service Efficiency and Effectiveness, Service Delivery, Service Maintenance and Capital Investment, and Service Level Solvency. Each major area has several corresponding performance measures.

• Service Coverage - monitors both how much service is available to people in the region and how much of that service capacity is consumed.

• Service Efficiency and Effectiveness - evaluates the level of resources spent on service delivery in rela-tion to the level of service provided and the extent to which passengers are using that service.

• Service Delivery - reflects the quality of the service delivered.

• Service Maintenance and Capital Investment - indicates the allocation of capital funds and the replacement and maintenance of infrastructure components on a schedule consistent with their life expectancy.

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following 2018’s estimated decline of 2.6%. Follow-ing a projected 2.5% decrease for 2018, CTA projects another 1.3% decrease in 2019. Metra projects a 0.4% decrease for 2019, its first year without a fare increase following four consecutive years with fare increases. Pace Suburban Service also projects a decrease of 0.4% for 2019, while Pace ADA Paratransit trips are projected to continue their growth trend and increase by 1.0% in 2019.

SERVICE EFFICIENCY AND EFFECTIVENESS

These performance measures evaluate the level of resources spent on delivering services as well as the extent to which passengers are riding public transit.

Operating Cost per Passenger Trip

Operating Cost per Passenger Trip illustrates the cost of providing an individual trip. The projected perfor-mance figures provided in Exhibit 7-3 indicate that the regional cost of providing one unlinked passenger trip is expected to increase 26 cents, or 5.8%, in 2019.

The performance measurement reports can be found on the RTA website at:

http://www.rtachicago.org/index.php/plans-programs/performance-measures.html.

The following sections contain highlights from these reports, as well as projected results for budget year 2019 and financial plan years 2020 and 2021, based on the assumptions used to develop the Service Boards’ 2019 operating budgets.

SERVICE COVERAGE

These performance measures monitor both how much service is available to people in the region and how much of that service capacity is used.

Vehicle Revenue Miles

Vehicle Revenue Miles represent the amount of service provided as measured in miles traveled by vehicles while in revenue service. Overall 2019 regional vehicle revenue miles are anticipated to increase 0.4% to 239.3 million miles (Exhibit 7-1). An increase of 0.1% is anticipated in the financial plan year 2020, and no change is anticipated for 2021.

Unlinked Passenger Trips

Unlinked Passenger Trips, or Ridership, reflects the number of times passengers board buses and trains, including transfers from one bus or train to another, in order to complete their trips. As shown in Exhibit 7-2, regional ridership is projected to decrease 1.1% in 2019,

240.3238.4

239.3 239.6 239.6

2017 2018 2019 2020 2021

EXHIBIT 7‐1:  REGIONAL VEHICLE REVENUE MILES (MILLIONS)EXHIBIT 7-1: REGIONAL VEHICLE REVENUE MILES (IN MILLIONS)

EXHIBIT 7-2: UNLINKED PASSENGER TRIPS (IN MILLIONS)

594

578571

564 558

2017 2018 2019 2020 2021

EXHIBIT 7‐2:  UNLINKED PASSENGER TRIPS (MILLIONS)

$4.35 $4.58 

$4.84 $5.04 

$5.22 

2017 2018 2019 2020 2021

EXHIBIT 7‐3:  OPERATING COST PER PASSENGER TRIP

EXHIBIT 7-3: OPERATING COST PER PASSENGER TRIP

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On-Time Performance Each Service Board defines on-time performance differ-ently but it is generally understood to represent the per-centage of times a transit vehicle departs from and/or arrives at a location within a certain number of minutes before or after the scheduled time. The data presented in Exhibit 7-5 reflects actual past performance rather than projections. Regional on-time performance has remained relatively stable over the past five years, fluctuating less than 1.5 percentage points.

Reportable Safety and Security Incidents per Million Passenger Trips

This performance measure demonstrates the rate of reportable safety and security incidents per million unlinked passenger trips. Reportable incidents are safety and security incidents that affect revenue service due to a fatality, an injury requiring immediate medi-cal attention away from the scene, property damage greater than or equal to $25,000, evacuation for life

For 2019, each Service Board is anticipating operating cost per passenger trip increases: CTA 5.5%, Metra 5.5%, Pace Suburban Service 4.6%, and Pace ADA Paratransit 5.8%. Looking forward, the region-wide projected operating cost per passenger trip is expected to increase 4.1% in 2020 and 3.5% in 2021.

Operating Cost per Vehicle Revenue Mile

Operating Cost per Vehicle Revenue Mile is total operating costs divided by the sum of the miles traveled by transit vehicles while in revenue service. Projected values for this performance measure are shown in Exhibit 7-4. At the regional level, the cost to operate a transit vehicle one mile is expected to be $11.56 in 2019, a 4.1% increase from the 2018 estimate.

For 2019, each Service Board is anticipating minor increases in service levels with operating costs increas-ing at a steeper rate, resulting in higher operating costs per vehicle revenue mile: CTA 3.9%, Metra 5.0%, Pace Suburban Service 3.7%, and Pace ADA Paratransit 5.7%. On a system-wide basis, further operating cost per vehicle revenue mile increases are expected in 2020 and 2021, at 2.6% and 2.5%, respectively, with service levels held mostly constant for the fixed-route services.

SERVICE DELIVERY

This objective reflects the quality of the service deliv-ered and focuses on customer service and safety.

$10.76 $11.10 

$11.56 $11.86 

$12.16 

2017 2018 2019 2020 2021

EXHIBIT 7‐4:  OPERATING COST PER VEHICLE REVENUE MILEEXHIBIT 7-4: OPERATING COST PER VEHICLE REVENUE MILE

87.4%86.1%

85.1% 85.5% 86.0%

2013 2014 2015 2016 2017

EXHIBIT 7‐5:  ON‐TIME PERFORMANCE

EXHIBIT 7-5: ON-TIME PERFORMANCE

EXHIBIT 7-6: REPORTABLE SAFETY AND SECURITY INCIDENTS PER MILLION PASSENGER TRIPS

0.930.90

1.03

1.13 1.12

2013 2014 2015 2016 2017

EXHIBIT 7‐6:  REPORTABLE SAFETY AND SECURITY INCIDENTS PER MILLION PASSENGER TRIPS

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years for rail cars. Due to limited capital funding, vehicles usually exceed their minimum useful life before actually being retired. This metric, as shown in Exhibit 7-8, was at its lowest value of the five-year period in 2017, as all three Service Boards were replacing rolling stock in their active fleets over the five-year period shown. At year-end 2017, there were 1,521 vehicles in service beyond useful life, a decrease of 3.8 percentage points, or 20.9% of the active fleet.

SERVICE LEVEL SOLVENCY

These measures assess financial condition to ensure that there are sufficient resources to meet current and ongoing financial needs (both operating and capital).

Capital Program Expenditures This indicator demonstrates the amount of capital funds expended to finance maintenance, enhancement, and expansion of the transit system infrastructure. Exhibit 7-9 shows actual capital program expenditures by the Service Boards over the past ten years. Capital program expenditures reached a ten-year high in 2008, the only year that expenditures exceeded $1 billion. Capital program funding is inconsistent and has dropped by as much as 38% from one year to the next, resulting in the need to continue to issue bonds to pay for capital projects. Following three consecutive years of decreased capital program expenditures, 2017 saw an uptick of 1.9%.

safety reasons, or a mainline derailment. As shown in Exhibit 7-6, the incident rate experienced upticks for two consecutive years 2015 and 2016, followed by a decrease in 2017 to 1.12 incidents per million passenger trips.

SERVICE MAINTENANCE AND CAPITAL INVESTMENT

The measures associated with this objective demon-strate the allocation of capital funds and the replace-ment and maintenance of infrastructure components on a schedule consistent with their life expectancy.

Miles between Major Mechanical Failures

This measure is the average distance that vehicles travel in revenue service uninterrupted by mechanical failures that prevent them from completing a scheduled trip or from starting the next scheduled trip. At the regional level, miles between failures fluctuates from year to year and was significantly impacted by historic weather events in 2014, as shown in Exhibit 7-7. 2015 saw a rebound for this measure, achieving the best perfor-mance of the five-year time period, followed by dips in 2016 and 2017.

Percent of Vehicles beyond Useful Life

This measure shows the percentage of vehicles in the total active vehicle fleet beyond their minimum useful life, as defined by the Federal Transit Administration (FTA). The FTA defines minimum useful life as 4 years for automobiles or vans, 12 years for buses, and 25

25,348

21,231

28,325

22,015 21,413

2013 2014 2015 2016 2017

EXHIBIT 7‐7:  MILES BETWEEN MAJOR MECHANICAL FAILURESEXHIBIT 7-7: MILES BETWEEN MAJOR MECHANICAL FAILURES

29.8%27.5% 28.2%

24.7%20.9%

2013 2014 2015 2016 2017

EXHIBIT 7‐8:  PERCENT OF VEHICLES BEYOND USEFUL LIFE

EXHIBIT 7-8: PERCENT OF VEHICLES BEYOND USEFUL LIFE

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ratios of 54.75%, 52.5%, and 30.3%, respectively, with their proposed 2019 operating budgets. As shown in their individual budgets, each Service Board anticipates meeting or exceeding these requirements. The RTA regional recovery ratio for 2019 is projected at 50.6% and is in compliance with the RTA Act (Exhibit 7-11).

RTA Performance Measures

This section contains performance measures applicable to the functions of the RTA Agency, distinct from the services provided by the operating agencies CTA, Metra, and Pace. The RTA’s mission is to ensure financially sound, comprehensive, and coordinated public trans-portation in the Northeastern Illinois region. In that role, the RTA tracks performance in the following areas:

• Project Management Oversight (PMO)• RTA Funding Programs• Mobility Services Programs• RTA Transit Benefit Program

PROJECT MANAGEMENT OVERSIGHT

The RTA is responsible under the RTA Act to ensure that the Service Boards manage capital funds and capital development projects effectively and efficiently. The RTA PMO program works with the Service Boards to ensure transit projects in the region are successfully implemented according to scope, schedule, budget, and established best practices.

Fare Revenue per Passenger Trip

Fare Revenue per Passenger Trip is the total fare revenue divided by the total number of passenger trips, providing the average fare that a passenger pays. Exhibit 7-10 indicates that system-wide fare revenue per trip is expected to increase by $0.03 in 2019, a year without any fare increase implemented by the Service Boards. Average fare is expected to increase in subsequent years, by $0.10 in 2020 and $0.08 in 2021, although ridership is anticipated to decrease each year.

Recovery Ratio

The RTA Act requires the RTA Board to set a recovery ratio for each Service Board, and also requires the combined RTA operating revenues to cover at least 50% of the system operating cost. The system ratio excludes ADA Paratransit service, which is held to a 10% recovery ratio requirement, and allows for certain adjustments. CTA, Metra, and Pace are required to achieve recovery

$1,145 

$827 

$512 $581  $610 

$953 

$799  $779 $712  $726 

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

EXHIBIT 7‐9:  CAPITAL EXPENDITURES (MILLIONS)

$1.63  $1.75  $1.78  $1.88  $1.96 

2017 2018 2019 2020 2021

EXHIBIT 7‐10:  FARE REVENUE PER PASSENGER TRIP

EXHIBIT 7-9: CAPITAL EXPENDITURES (MILLIONS)

EXHIBIT 7-10: FARE REVENUE PER PASSENGER TRIP

51.2% 51.9%50.6% 51.0% 51.1%

2017 2018 2019 2020 2021

EXHIBIT 7‐11:  RECOVERY RATIO

EXHIBIT 7-11: RECOVERY RATIO

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RTA FUNDING PROGRAMS

The Funding Programs administered by the RTA provide value to the region by offering planning, plan imple-mentation, operating, and capital grants for a variety of projects. The programs are consistent with the RTA’s legislative mandates and Strategic Plan and are coordi-nated with the annual budget process.

Innovation, Coordination, and Enhancement (ICE) Program

The Innovation, Coordination and Enhancement (ICE) program, established as part of the 2008 amendments to the RTA Act, provides operating and/or capital funding for projects that provide cost-effective ways to enhance the coordination and integration of public transportation and to develop and implement innova-tions to improve the quality and delivery of public transportation (Exhibits 7-14 and 7-15). Three ICE projects totaling $12.9 million were awarded for 2019:

• CTA: South Side Bus Service Improvements, $6,205,487

• Metra: GPS Train Tracking and Passenger Counting System, $5,041,958

• Pace: Pulse Arterial Rapid Transit – Milwaukee Avenue, $1,680,653

The scope of work performed through the PMO pro-gram is broad due to the varied nature of Service Board projects. However, typical activities include:

• Conducting periodic PMO reviews• Performing field inspections and site visits• Documentation verification and validation• Identifying current and future project issues• Technical evaluations of project designs• Verification of compliance with grant agreements• Conducting value engineering reviews• Submittal of periodic reports

In 2012, the RTA began issuing a biannual PMO report to the RTA Board of all state-funded capital projects. This report acts as a snapshot in time of Service Board construction, maintenance, and procurement for these projects. Exhibits 7-12 and 7-13 highlight the number of projects on budget and on schedule during the two most recent periods of review: June and December 2018.

EXHIBIT 7-12: STATE-FUNDED PROJECT BUDGET PERFORMANCE

1

19

01

17

0

Under Budget On Budget Over Budget

EXHIBIT 7‐12:  STATE‐FUNDED PROJECT BUDGET PERFORMANCE

JUN 2018 DEC 2018

0

15

5

0

14

4

Ahead of Schedule On Schedule Behind Schedule

EXHIBIT 7‐13:  STATE‐FUNDED PROJECT SCHEDULE PERFORMANCE

JUN 2018 DEC 2018

EXHIBIT 7-13: STATE-FUNDED PROJECT SCHEDULE PERFORMANCE

15

11

6

3

2016 2017 2018 2019

EXHIBIT 7‐14:  ICE FUNDING PROJECTS PROGRAMMED BY YEAR

EXHIBIT 7-14: ICE FUNDING PROJECTS PROGRAMMED BY YEAR

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Pace, and CTA buses and trains. The Group Transit Ori-entation Program provides group presentations at agen-cies that serve people with disabilities and older adults throughout the RTA’s six-county region. Presentations educate participants and agency staff on the accessibil-ity of CTA, Metra, and Pace service, and demonstrate the benefits of using fixed-route buses and trains as well as RTA’s Mobility Services programs. In addition to presentations, in 2015, the Mobility Management Program started participating in an increased number of outreach and customer service-oriented events serving older adults and people with disabilities. These events include educational resource fairs, disability-related and older adult community events, and community events hosted by elected officials and municipalities. During these events, Mobility Management staff provides in-formation about accessible transit, promotes and helps customers with applying for RTA programs and services such as the Reduced Fare and Ride Free programs, and promotes the Travel Training and Group Transit Orienta-tion programs. Staff distributes promotional materials, brochures, maps, and informational handouts at these events.

Overall, the Mobility Management team has generally seen significant increases in each aspect of the program due to an increase in Mobility Management staff. In 2018, the RTA Mobility Management Program served 37,713 individuals with disabilities and older adults, a 5% decrease from 2017. Projections indicate that the number of individuals served by the program will grow in 2019, increasing by 1% to 38,000 individuals served (Exhibit 7-17).

Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Program

This federal program provides funds to the RTA that the RTA then awards for capital and operating projects that meet the needs of older adults and people with disabilities. The RTA will issue a call for projects for the 2018-2019 funding in early 2019. An estimated $10 mil-lion in federal funds will be used to fund new, existing, or expansion projects for 2020 (Exhibit 7-16).

RTA MOBILITY MANAGEMENT AND TRAVEL TRAINING PROGRAM

The Mobility Management Program is responsible for providing a one-on-one Travel Training Program, Group Transit Orientation Presentations, and outreach to customers with disabilities and older adults. The Travel Training program provides one-on-one training to customers to inform them how to use accessible Metra,

EXHIBIT 7-15: TOTAL ICE FUNDING (MILLIONS)

$34.2

$12.2 $12.6 $12.9

2016 2017 2018 2019

EXHIBIT 7‐15:  TOTAL ICE FUNDING (MILLIONS)

$4.3

$4.5$4.6

$5.0

$4.3

$4.5$4.6

$5.0

2017 2018 2019 2020* PROJECTED

EXHIBIT 7‐16:  SECTION 5310 PROGRAM

Local Federal

EXHIBIT 7-16: SECTION 5310 PROGRAM (MILLIONS)

EXHIBIT 7-17: RTA MOBILITY MANAGEMENT PROGRAM, TOTAL INDIVIDUALS SERVED

13,540

21,670

39,632 37,713 38,000

2015 2016 2017 2018 2019 *PROJECTED

EXHIBIT 7‐17:  RTA MOBILITY MANAGEMENT PROGRAM, TOTAL INDIVIDUALS SERVED

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to increase for the third consecutive year, by 7.8%, to 20,900 (Exhibit 7-19).

RTA CUSTOMER SERVICE PROGRAMS

The RTA issues Reduced Fare Cards for older adults as well as individuals with disabilities. Applicants under age 65 must provide proof of disability to be eligible for the Reduced Fare Program. In 2018, the RTA issued 118,176 Reduced Fare cards, resulting from a large number of cards that expired and were up for renewal. In 2019, the RTA expects to issue about 54,200 (Exhibit 7-20).

The RTA also issues Ride Free Cards for low-income older adults and individuals with disabilities. Seniors and those with disabilities who are enrolled in the Illinois Department on Aging’s Benefit Access Program are eligible to ride for free on CTA, Metra, and Pace fixed-route services. The income levels for eligibility are $27,610 or less for an individual, $36,635 for a

ADA PARATRANSIT CERTIFICATION PROGRAM

ADA Paratransit is a shared ride, advanced reservation, origin-to-destination service for individuals with dis-abilities who are unable to use the regular fixed-route bus and rail service for some or all of their trips because of their disability. Individuals who are interested in using ADA Paratransit service must apply and be found eligible according to ADA guidelines. The RTA is respon-sible for determining eligibility for the six-county region. The process begins by contacting the RTA to request an application and to learn about the program. Applicants are scheduled for an in-person interview and, in some cases, participate in additional functional assessments to evaluate an individual inability to use fixed-route service. Recertification occurs every four years.

The RTA has contracted with a vendor over the past several years to perform certification interviews and assessments. In 2016, RTA also outsourced customer service functions related to management of ap-plicant calls and appointment scheduling, as well as certification decision recommendations. As a result, assessments and customer service functions are now performed by a single vendor, with significant oversight by the RTA.

Following two years of decreases, the total number of eligible riders increased 4.1% in 2018 to 66,334; in 2019, the number of eligible riders is expected to grow another 6.0% to 70,300 (Exhibit 7-18). In 2019, new applications for ADA Paratransit are projected

66,270

64,34063,712

66,334

70,300

2015 2016 2017 2018 2019*(PROJECTED)

EXHIBIT 7‐18:  ADA PARATRANSIT ELIGIBLE RIDERSEXHIBIT 7-18: ADA PARATRANSIT ELIGIBLE RIDERS

  

 

 

17,672 16,540 

18,051 19,394 

20,900 

2015 2016 2017 2018 2019*(PROJECTED)

EXHIBIT 7‐19:  ADA PARATRANSIT CERTIFICATION APPLICATIONS

New Applicants Recertifications

EXHIBIT 7-19: ADA PARATRANSIT CERTIFICATION APPLICATIONS

EXHIBIT 7-20: REDUCED FARE AND RIDE FREE CARDS ISSUED (THOUSANDS)

43.5 50.7

118.2

54.2

131.4

75.9

97.0 95.2

2016 2017 2018 2019* (PROJECTED)

EXHIBIT 7‐20:  REDUCED FARE AND RIDE FREE CARDS ISSUED (THOUSANDS)

Reduced Fare Ride Free

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Chicago Water Taxi, as well as other public transporta-tion providers. Approximately 99% of companies par-ticipating in the RTA TBFP are small companies, ranging from 1-49 employees, or midsize companies, ranging from 50-100 employees. The RTA continues to offer a low-cost program to make the benefit and program appealing to employers in the region, particularly small ones that may not be able to access programs offered by larger third-party administrators.

The RTA introduced the RTA Transit Benefit Prepaid MasterCard (RTA Transit Benefit Card) in October 2013. The RTA Transit Benefit Card is a prepaid MasterCard that can only be used to purchase transit fares at any transit agency across the country. Regionally, the RTA Transit Benefit Card can be used as a payment source for Metra’s mobile ticketing on the Ventra app or to directly load payments to customers’ Ventra accounts for use on CTA and Pace.

The RTA Transit Benefit Program has seen four con-secutive years of declining volume of sales as well as decreasing value of transit benefit fare media sold for the past two years. These declines are a result of business relocations, company mergers, and companies looking to offer a pre-tax parking benefit or bundling their benefit options to include a flexible spending ac-count (FSA) or health savings account (HSA). For 2018, the value of the fare media sold decreased by 7.9% to $30.8 million (Exhibits 7-22). With no new products or services planned for the near future, sales are expected to remain unchanged in 2019.

two-person household, and $45,657 for a household of three or more people. In 2018, the RTA issued 96,989 Ride Free Cards and expects to issue 95,185 cards in 2019 (Exhibit 7-20).

RTA’s Customer Service Center staff assists seniors and individuals with disabilities in applying for, renewing and replacing Reduced Fare and Ride Free permits, and processing ADA Paratransit replacement permits. Customer Service Center staff received 233,375 phone calls and 79,227 walk-ins in 2018. Customer Service Center call volumes are expected to decrease 10% to 210,000 in 2019, and walk-ins are expected to decrease by 5% to 75,000 (Exhibit 7-21).

RTA TRANSIT BENEFIT FARE PROGRAM

The RTA Transit Benefit Fare Program (TBFP) enables transit riders to take advantage of an Internal Revenue Service (IRS) allowance which permits employees of participating employers to use pre-tax earnings to pay for public transportation fares. In 2018, the IRS an-nounced the cost of living adjustment (COLA) for 2019, increasing the pre-tax limit to $265 per month. Through the pre-tax deduction, employees can save up to 40% on their commuting costs and employers can save an average of 7.65% on their payroll taxes.

The RTA TBFP is a one-stop shop for more than 1,350 employers throughout Chicagoland, offering multiple product choices for commuting on the Chicago Transit Authority (CTA), Metra, Pace, Northern Indiana Com-muter Transportation District (NICTD), Amtrak, and

      

  

  

2016 2017 2018 2019* (PROJECTED)

EXHIBIT 7‐21:  CUSTOMER SERVICE CENTER ACTIVITY (THOUSANDS)

Phone Calls Walk‐In Customers

272.8

312.6

247.9

285.0

EXHIBIT 7-21: CUSTOMER SERVICE CENTER ACTIVITY (THOUSANDS)

$33.9  $33.0  $34.2  $33.4$30.8

2014 2015 2016 2017 2018

EXHIBIT 7‐23:  VALUE OF TRANSIT BENEFIT FARE MEDIA SOLD (MILLIONS)

RTA Transit Benefit Card FareCheck Ventra Direct Load Vanpool Bicycle

EXHIBIT 7-22: VALUE OF TRANSIT BENEFIT FARE MEDIA SOLD (MILLIONS)

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8 CAPITAL PROGRAM AND BONDS

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Source of Funds

On August 23, 2018, the RTA Board adopted preliminary federal capital funding amounts for the 2019-2023 Capital Program. Subsequently, the RTA received proposals for funds controlled by the Service Boards and adopted the 2019 RTA regional budget and capital program on December 13, 2018. The funding sources for the RTA Capital Program include the U.S. Depart-ment of Transportation’s Federal Transit Administration (FTA), the RTA, and the Service Boards (Exhibit 8-1). For the fifth consecutive year, the capital program does

not include any new sources of state funds. Of the estimated $4.339 billion of capital funding for 2019-2023, federal funds account for $3.323 billion or 76.6%, CTA bond proceeds account for $574.8 million (including $390.2M reprogrammed from the previous year) or 13.2%, RTA bond proceeds account for $287.9 million or 6.6%, Pace bond proceeds account

for $46.8 million or 1.1%, RTA ICE funds account for $15.4 million or 0.4%, Service Board funds account for $89.8 million or 2.1%, and RTA funds account for $0.3 million or less than 0.1% (Exhibit 8-2). After taking into account the payment of $730.5 million in debt service

The RTA Board is required adopt a five-year capital program every year that describes the nature, loca-tion, and budget by project and fiscal year of all anticipated Service Board capital improvements.

Regional Overview

The RTA Act requires that capital expenditures of the CTA, Metra, and Pace be subjected for continual

review so that the RTA may budget and expend funds available to the region with maximum efficiency. The RTA Board is required to adopt a five-year capital program every year that describes the nature, location, and budget by project and fiscal year of all anticipated Service Board capital improvements. RTA held public hearings on November 28, 2018, in each county of the Northeastern Illinois region to inform the public and government officials of the RTA’s capital development plans for the next five years. Once adopted by the RTA Board, the capital program is amended on a quarterly basis as appropriate.

The RTA emphasizes the need to maintain and preserve the existing system, keep the current State of Good Repair (SGR) backlog of capital projects from growing, and provide limited enhancement and expan-sion, but this requires a capital investment of $2 billion to $3 billion per year. The amount needed to address the full SGR backlog is estimated at $19.4 billion.

EXHIBIT 8-1: 2019-2023 CAPITAL PROGRAM FUNDING (DOLLARS IN THOUSANDS)

CTA Metra Pace RTA TotalFunding SourcesFederal Funds 2,163,552 932,684 226,419 - 3,322,656RTA Innovation, Coordination, & Enhancement (ICE) - 15,430 - - 15,430RTA Funds - - - 250 250Service Board 949 87,000 1,850 - 89,799Other Local Funds 1,368 - - - 1,368Total New Capital Funding $2,165,869 $1,035,114 $228,269 $250 $3,429,503

RTA Bond Proceeds 144,000 129,500 14,400 - 287,900CTA Bond Proceeds 574,796 - - - 574,796Pace Bond Proceeds - - 46,800 - 46,800Sub-Total Bond Funds $718,796 $129,500 $61,200 - $909,496

Total Capital Funding $2,884,665 $1,164,614 $289,469 $250 $4,338,998

Debt Service (Federal) (730,540) - - - (730,540)

Total Capital Funding Available $2,154,125 $1,164,614 $289,469 $250 $3,608,459

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The absence of new State of Illinois transit capital funding, as well as the reduction of funding for many projects in the Illinois Jobs Now and Jump Start pro-grams included in the last State capital bill, passed in 2009, has slowed the advancement of capital projects. The continued lack of State funds has hampered progress in reducing the system-wide SGR backlog.

Use of Funds

The primary emphasis of the 2019-2023 Five-Year Capi-tal Program continues to be bringing the system’s transit assets to a SGR and increasing capacity in markets with growing ridership. When replacing worn capital assets, it is imperative to use modern technologies that result in improved functionalities and efficiencies of equip-ment, facilities, and rolling stock. In addition, a balanced capital program is responsive to customer needs and shifting markets by including investment in system expansion.

For the 2019-2023 Capital Program, a significant amount of the budget is allocated to capital projects that maintain the existing system. However, the current funding level does not satisfy the backlog or current SGR capital needs for the region.

on previously issued CTA bonds, an estimated $3.608 billion is available for 2019-2023 capital investment.

The total estimated funds for capital projects in RTA fis-cal year 2019 are $840.7 million. Federal funds account for $633.7 million or 75.4%, CTA bond proceeds account for $146.0 million or 17.3%, Pace bond proceeds account for $46.8 million or 5.6%, Service Board funds account for $8.2 million or 1.0%, RTA ICE funds account for $5.0 million or 0.6% and Other local funds and RTA funds account for $1.0 million or 0.1%. After deducting $150.4 million of CTA debt service on previously issued bonds, an estimated amount of $690.3 million of fund-ing is available for 2019 (Exhibits 8-3 and 8-4).

Federal Funds76.6%

CTA Bond Proceeds13.2%

RTA Bond Proceeds6.6%

Service Board2.1%

Pace Bond Proceeds1.1%

RTA ICE0.4%

EXHIBIT 8‐2:  2019‐2023 CAPITAL FUNDING ‐ $4.339 BILLIONEXHIBIT 8-2: 2019-2023 CAPITAL FUNDING - $4.339 BILLION

EXHIBIT 8-3: 2019 CAPITAL PROGRAM FUNDING (DOLLARS IN THOUSANDS)

CTA Metra Pace RTA TotalFunding SourcesFederal Funds 411,761 173,586 48,365 - 633,711RTA Innovation, Coordination, & Enhancement (ICE) - 5,042 - - 5,042RTA Funds - - - 250 250Service Board 368 7,000 850 - 8,218Other Local Funds 726 - - - 726Total New Capital Funding $412,856 $185,628 $49,215 $250 $647,948

Service Board Bond Proceeds 145,954 - 46,800 - 192,754Sub-Total Bond Funds $145,954 - $46,800 - $192,754

Total Capital Funding $558,810 $185,628 $96,015 $250 $840,702

Debt Service (150,429) - - - (150,429)

Total Capital Funding Available $408,381 $185,628 $96,015 $250 $690,273

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CTA Overview

The proposed projects in the CTA’s portion of the 2019-2023 Capital Program total $2.885 billion (including pay-ment of debt service on bonds) and include investments to modernize and upgrade existing assets as well as to add capacity to the existing system. The percentages for the general categories of capital improvements of the total program are 30.1% for modernization projects, 25.3% for debt service, 24.5% for rolling stock, 6.6% for support facilities and equipment, 6.5% for track and structure, 2.0% for contingencies and administration, 1.6% for electrical, signal, and communications, 1.4% for extensions, 1.1% for miscellaneous, and 0.9% for stations and passenger facilities. The general categories of capital improvements comprising the CTA’s portion of the Capital Program are illustrated in Exhibit 8-7.

Investments in the 2019-2023 Capital Program can be broken down by various asset categories. Exhibits 8-5 and 8-6 show program expenditures of $1.390 billion or 32.0% for rolling stock, $868.3 million or 20.0% for rail line modernization and improvements, $442.0 million or 10.2% for track and structure, $423.0 million or 9.7% for support facilities and equipment, $163.6 million or 3.8% for electrical, signal, and communications, $114.3 million or 2.6% for stations and passenger facilities, $87.7 million or 2.0% for miscellaneous capital needs, $78.8 million or 1.8% for contingencies and adminis-tration, and $40.2 million or 0.9% for extensions. In addition, $730.5 million or 16.8% will be expended on existing CTA debt service.

Rolling Stock32.0%

Modernization20.0%

Debt Service16.8%

Track & Structure10.2%

Support Facilities & Equipment

9.7%

Electrical, Signal, & 

Communications3.8%

Stations & Passenger Facilities2.6%

Miscellaneous2.0%

Contingencies & Administration

1.8%

Extensions0.9%

EXHIBIT 8‐6:  2019‐2023 CAPITAL PROGRAM USES:  $4.339 BILLION

EXHIBIT 8-6: 2019-2023 CAPITAL PROGRAM USES - $4.339 BILLION

EXHIBIT 8-5: 2019-2023 CAPITAL PROGRAM USES (DOLLARS IN THOUSANDS)

CTA Metra Pace RTA TotalAsset CategoryRolling Stock 706,619 577,731 106,086 - 1,390,436Track & Structure 186,413 255,628 - - 442,042Electrical, Signal, & Communications 46,978 116,688 - - 163,666Support Facilities & Equipment 190,829 89,269 142,884 - 422,982Stations & Passenger Facilities 25,698 49,112 39,250 250 114,310Miscellaneous 30,376 56,084 1,250 - 87,710Modernization 868,279 - - - 868,279Contingencies & Administration 58,685 20,102 - - 78,787Extensions 40,247 - - - 40,247Total Capital Funding Available $2,154,125 $1,164,614 $289,469 $250 $3,608,459

Debt Service (Federal) 730,540 - - - 730,540

Total Capital Funding $2,884,665 $1,164,614 $289,469 $250 $4,338,998

EXHIBIT 8-4: 2019 CAPITAL FUNDING: $840.7 MILLION

Federal Funds75.4%

Service Board Bond Proceeds

22.9%

Service Board1.0%

RTA ICE0.6%

Other Local Funds0.1%

EXHIBIT 8‐4:  2019 CAPITAL FUNDING ‐ $840.7 MILLION

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as well as the purchase of new electric and diesel buses. Continuing to overhaul and maintain buses allows CTA to maximize assets that are already in the fleet and extend their life, while purchases of new vehicles allows for older models that are beyond their useful life to be retired and for cleaner, more fuel efficient and reliable vehicles to take their place.

• Facility Improvements - an investment of $216.5 million is proposed to upgrade and rehabilitate a number of facilities that are beyond their useful life and costly to maintain. The plan includes replac-ing the 61st Street Rail Shop, ADA and security improvements to stations, and other upgrades and rehabilitations around the system.

Metra Overview

Metra’s portion of the proposed 2019-2023 Capital Program totals $1.165 billion. Metra will continue to focus on fleet modernization through rail car purchases, rehabilitation of rolling stock, track and structure, and electrical, signal and communications projects including the continued installation of the federally mandated Positive Train Control (PTC) system. The percentages for the general categories of capital improvements of the total program are 49.6% for rolling stock, 21.9% for track and structure, 10.0% for electrical, signal, and communications, 7.7% for support facilities and equipment, 4.8% for miscellaneous, 4.2% for stations and passenger facilities and 1.7% for contingencies and administration. The general categories of capital

Highlights of projects included in the CTA’s proposed 2019-2023 Capital Program are listed below.

• Red and Purple Modernization (RPM) Program - a series of proposed improvements to the North Red Line along the 9.6-mile RPM corridor from just north of the Belmont station to the northern terminus at Linden station. Funding for this project totals $827.7 million over the next five years. This program will enhance station access along the cor-ridor, expand platforms, and replace and modernize the structural system, which is more than 90 years old. Work began in 2018 in preparation for the initial construction phase, which is expected to move forward in 2019.

• Rail Car Overhaul Program and Replacement Rail Cars - CTA’s investment of $430.7 million for rolling stock enhancements includes $192.0 million to purchase new 7000-Series rail cars to replace the 2600-Series cars that are well beyond their useful life, and $238.7 million to perform overhaul programs on the 5000-Series rail cars. Funding for these projects will improve service reliability, improve passenger comfort and amenities, posi-tively impact maintenance and operating costs, and contribute to a greener, more sustainable environ-ment.

• Bus Maintenance, Overhaul Program and New Bus Purchases – CTA plans to invest $276.0 million in maintenance and overhaul activities on buses

Modernization30.1%

Debt Service25.3%

Rolling Stock24.5%

Support Facilities & Equipment

6.6%

Track & Structure6.5%

Electrical, Signal, & 

Communications2.7%

Electrical, Signal, & Communications

1.6%

Extensions1.4%

Miscellaneous1.1%

Stations & Passenger Facilities0.9%

EXHIBIT 8‐7:  CTA 2019‐2023 CAPITAL PROGRAM USES: $2.885 BILLIONEXHIBIT 8-7: CTA 2019-2023 CAPITAL PROGRAM USES: $2.885 BILLION

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• Track and Structure Improvements - an investment of $255.6 million has been proposed for projects that will improve the ride quality and speed of trains and reduce the need for slow zone orders. Major projects include $115.5 million allocated to rebuilding bridges and improving structures associated with the rail system, replacing rail ties and other rail renewal with an investment of $110.6 million, and improving rail crossings with $29.5 million.

• Electrical, Signal, & Communications - an invest-ment of $116.7 million has been proposed that will improve the speed of trains and system reliability, as well as increase system safety and reduce maintenance costs. The plan has $100.7 million budgeted for signal upgrades, improvements to interlockers and switches, and electrical upgrades, all of which are expected to lead to improvements in system reliability. Another $16.0 million is budgeted for PTC in 2019 with the project expected to be complete by the end of the year.

• Support Facilities & Equipment – an investment of $89.3 million has been proposed to upgrade, im-prove, and replace support facilities and equipment that are beyond their useful life. Projects include $38.9 million for rail yard improvements, $34.7 mil-lion for new equipment and non-revenue vehicles, $12.7 million to fund a new financial system, and $3.0 million for building improvements. These projects support the backbone of the system and allow Metra operations to run efficiently.

• Stations & Passenger Facilities - an investment of $49.1 million has been proposed to improve the customer waiting experience at various stations and continue ADA improvement system-wide. Station improvements, funded at $34.1 million, are planned at Hubbard Woods, Elmhurst, New Lenox, West Chicago, 147th Street, and other stations system-wide. In addition, $15.0 million is budgeted to provide ADA enhancements around the system.

improvements comprising Metra’s portion of the Capital Program are illustrated in Exhibit 8-8.

Highlights of projects included in Metra’s proposed 2019-2023 Capital Program are listed below.

• Fleet Modernization - Metra’s investment of $577.7 million, 50% of their capital plan, is to modernize its fleet. Plans include $155.8 million towards Metra’s in-house rebuilding program of rolling stock, which has allowed Metra to continue to maintain a reliable fleet of older rail cars while waiting to obtain capital funds to purchase new rail cars. Metra has also programmed $175.7 million toward purchasing new rail cars. In addition, Metra plans $200.4 million towards purchasing new locomotives and rebuilding and maintaining exist-ing locomotives. Overall, these initiatives will help Metra to provide a more reliable service and offer a more modern product for riders.

Rolling Stock49.6%

Track & Structure21.9%

Electrical, Signal, & Communications

10.0%

Support Facilities & Equipment

7.7%

Miscellaneous4.8%

Stations & Passenger Facilities4.2%

Contingencies & Administration

1.7%

EXHIBIT 8‐8:  METRA 2019‐2023 CAPITAL PROGRAM USES ‐ $1.165 BILLIONEXHIBIT 8-8: METRA 2019-2023 CAPITAL PROGRAM USES: $1.165 BILLION

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• Bus and Vehicle Replacement - an investment of $106.1 is planned for vehicle purchases. This includes $98.1 million for the purchase of new buses, paratransit vehicles, and vanpool vans. Over the five year plan, Pace projects to acquire 159 new buses, including special buses for the new Pace Pulse route on Milwaukee Avenue, 305 new paratransit vehicles, 69 community vehicles, and 187 vanpool vans. The remaining $8.0 million in rolling stock investment is for engine and trans-mission retrofits during midlife bus overhauls. Vehicle replacements help reduce maintenance and operating costs, provide a better customer experi-ence, and increase service reliability.

• Improve and Create New Passenger Facili-ties - $39.3 million is programmed for passenger facilities. $23.3 million will fund renovations at Homewood, Gurnee Mills, the Harvey Transpor-tation Center, and the second Pace Pulse line facilities on Dempster Avenue. A new bus station will be created at the Joliet Gateway Transporta-tion Center for $7.5 million, and at the Orland Square Mall for $0.6 million. The remaining $8.0 million will be used for additional passenger improvements including bus stop signs and shelters, bus tracker installation, and conversion to posted stops along the Pace bus network.

Pace Suburban Service Overview

Pace’s portion of the proposed 2019-2023 Capital Program totals $289.5 million. The majority of funding will be used for state of good repair projects that focus on acquiring new rolling stock, updating and improv-ing support facilities and equipment, and renovating and improving the passenger experience at stations and facilities. The percentages for the general categories of capital improvements of the total program are 49.4% for support facilities and equipment, 36.6% for rolling stock, 13.6% for stations and passenger facilities, and 0.4% for miscellaneous. The general categories of capital improvements comprising Pace’s portion of the Capital Program are illustrated in Exhibit 8-9.

Highlights of projects included in Pace’s proposed 2019-2023 Capital Program are listed below

• Support Facilities and Equipment Improvements - proposed facilities and equipment improvements total $142.9 million. The largest investment of $46.8 million will go toward a new Northwest Division garage that will be more environmen-tally friendly, utilizing compressed natural gas buses, which will save an estimated $1.3 million in annual fuel cost. $30.7 million is dedicated to preventive maintenance, and the remaining funds are dedicated to IT projects, farebox equipment, non-revenue vehicles, and other associated capital.

EXHIBIT 8-9: PACE 2019-2023 CAPITAL PROGRAM USES: $289.5 MILLION

Support Facilities & Equipment

49.4%

Rolling Stock36.6%

Stations & Passenger Facilities13.6%

Miscellaneous0.4%

EXHIBIT 8‐9:  PACE 2019‐2023 CAPITAL PROGRAM USES:  $289.5 MILLION

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fied $4.339 billion, or 13.9% of the needed funds over the next 10 years.

The track and structure asset category represents the largest funding need at $9.128 billion or 29.2% of the total need. Most of the funding need in this category is for two significant infrastructure projects:

• CTA’s track and structural work on the Red, Blue, Brown and Green Lines.

• Metra’s 75th Street Capital Improvement Project, A-2 Interlocker modernization of the switching sys-tem and construction of a flyover, as well as bridge replacements and repairs, and track improvements system-wide.

The second largest category is for rail line moderniza-tion at $8.721 billion or 27.9% of the total need. This category is comprised of CTA’s unfunded need for the continuation of Phase I and Phase II of the Red-Purple Modernization project, including the project planning

Regional Transportation Authority Overview

The RTA Agency portion of the proposed 2019-2023 Capital Program totals $0.3 million and will support the RTA’s Access to Transit Improvement Program. This pro-gram seeks capital funding for small-scale infrastructure projects that increase pedestrian and bicycle access to the region’s transit system.

Ten-Year Unfunded Capital Priorities 2019-2028

As part of its oversight function, the RTA is charged with providing assessments of the Service Boards’ capital projects and plans as well as an assessment of the con-dition of the Service Boards’ capital assets. In addition to the Five-Year Plan, the RTA also takes a longer-term look at unfunded capital needs over a ten-year horizon.

Current funding for the Service Board capital programs does not meet the region’s capital investment needs, especially with the continued absence of a new State capital infrastructure program. As a result, the RTA worked with the Service Boards to develop a list of priority projects for the capital program that the Service Boards would advance if additional funding became available. These are important projects that move the Service Boards toward the achievement of a SGR, address growing markets, and modernize and enhance the region’s transit system. The total funding request is equal to $31.257 billion over the ten-year period, or an additional $3.126 billion per year (Exhibit 8-10). As noted above, the five-year capital plan only has identi-

EXHIBIT 8-10: 2019-2028 UNFUNDED CAPITAL PRIORITIES (DOLLARS IN THOUSANDS)

CTA Metra Pace Pace ADA Total % of TotalAsset CategoryRolling Stock 2,408,725 2,140,000 463,394 130,000 5,142,119 16.5%Track & Structure 3,266,557 5,861,000 - - 9,127,557 29.2%Electrical, Signal, & Communications 234,900 1,566,000 21,054 6,000 1,827,954 5.8%Support Facilities & Equipment 1,120,432 1,353,000 242,525 48,000 2,763,957 8.8%Stations & Passenger Facilities 600,000 664,000 132,529 3,000 1,399,529 4.5%Extensions 2,274,847 - - - 2,274,847 7.3%Modernization 8,721,000 - - - 8,721,000 27.9%Total Unfunded Capital Priorities $18,626,461 $11,584,000 $859,502 $187,000 $31,256,963 100.0%

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consistent with the RTA’s 2018-2023 Regional Transit Strategic Plan, Invest in Transit. The RTA continues to work cooperatively with the Service Boards to identify the impact of capital expenditures on their operating budgets as it attempts to mitigate the effects of the region’s aging transit infrastructure and to meet the region’s SGR needs.

CTA

The proposed 2019 Capital Program for CTA totals $558.8 million. This amount includes required debt service of $150.4 million. Remaining funds are divided among the following components: $182.3 million for modernization projects, $110.6 million for rolling stock rehabilitation and new vehicle purchases, $50.0 million for rail track and structure improvements, $36.6 million for support facilities and equipment, $9.5 million for electrical, signal and communications, $2.9 million for stations and passenger facilities, and $16.5 million for miscellaneous, contingencies, and administration. Phase One of RPM addresses SGR needs by rebuilding the Lawrence, Argyle, Berwyn and Bryn Mawr stations and all the tracks and support structures for more than a mile adjacent to the stations. A bypass just north of Bel-mont station will be constructed for northbound Brown Line trains to improve service on the Red, Purple and Brown Lines. It is estimated that this project will extend the line’s useful life by 60 to 80 years. The purchase of new rail cars to replace older cars will create savings of $8 million to $10 million annually in maintenance and power costs. Continued overhauls of rail and bus vehicles will enable the rolling stock to continue to provide reliable services throughout its lifetime. All of

to determine construction phasing, environmental analysis, and preliminary engineering.

The third largest need is for the funding of rolling stock projects at $5.142 billion or 16.5% of the total need. Projects in this category include:

• CTA – purchase of additional new 7000-Series rail cars, overhaul of the 5000-Series rail cars, purchase of additional replacement buses, completion of the life-extending overhauls for the 1000-Series buses, and mid-life overhaul of the 4300-Series buses.

• Metra – purchase of new locomotives and rail cars, along with continued rehabilitation of commuter cars and locomotives as part of their fleet modernization plan.

• Pace – purchase of new fixed-route buses, paratransit, community / On-Demand vehicles, and vanpool vehicles.

Other significant projects include the construction of the CTA’s Red Line extension from 95th to 130th streets, signal, electrical and communication improve-ment to Metra’s rail system including the comple-tion of the federally mandated Positive Train Control System, Pace’s construction of support facilities for Bus-on-Shoulder express bus services, and infrastruc-ture improvements for expanded Pulse ART service.

Pace’s $187.0 million in project cost priorities is based on changing the current ADA program delivery business model, which utilizes private contracts to provide vehicles and service. Pace’s plan is to purchase fleet and facilities and bid out only the operational services to private contractors. This plan will reduce the costs associated with contracts and increase competition from private contractors because bidding will be for operational hourly service rates only.

Impact of 2019 Capital Expenditures

The Service Boards’ proposed allocation of capital investment funds as presented below was found to be

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capacity for train storage as needed. Metra has also budgeted funds for improvements to the Elmhurst, New Lenox, and 147th Street stations as well as a project to provide additional bicycle storage around the system. These projects, along with on-going efforts toward ADA compliance, will improve the customer’s experience, slow the growth rate of operating and maintenance costs, improve operating efficiency, and contribute to a greener and more sustainable environment.

Pace

The proposed 2019 Capital Program for Pace Suburban Service totals $61.9 million. This amount includes $27.8 million for rolling stock, $31.7 million for support facili-ties and equipment, $1.6 million for electrical, signal, and communications, $0.5 million for stations and passenger facilities, and $0.3 million for miscellaneous. Rolling stock improvements include the replacement of fixed route and paratransit buses, as well as com-munity and vanpool vehicles. These improvements will lower maintenance costs, improve fuel economy, and stabilize overall operating expenses. Pace has taken the unprecedented step of replacing full-size transit buses with mid-size buses on routes with light peak demand, in order to purchase more replacement buses with available funding. Replacing the full-size transit buses will result in approximately 50,000 gallons of fuel saved annually. Pace’s Intelligent Bus System (IBS) equipment will reduce travel times and improve on-time perfor-mance. The construction of a new Northwest Cook maintenance garage should reduce facility operating costs and improve bus maintenance and administrative working conditions.

these initiatives will improve the customer’s experience, mitigate the increases in operating and maintenance costs, improve operating efficiency, and contribute to a greener and more sustainable environment.

Metra

The proposed 2019 Capital Program for Metra totals $185.6 million. This amount includes $54.5 million for track and structure, $40.3 million for rolling stock, $32.6 million for support facilities and equipment, $31.8 million for electrical, signal and communications, $13.0 million for stations and passenger facilities, and $13.4 million for miscellaneous, contingencies and administra-tion. On-going rail car and locomotive rehabilitation and replacement programs will modernize Metra’s rolling stock fleet. Locomotive improvements include micro-processor control system, remanufactured engines upgraded to EPA Tier 0+ emissions standards, rebuilt traction motors, and research into alternative fuel vehicles that could offer cost savings and greener opera-tions. Rail car improvements include modernization to seating, lighting, climate control, bathroom facilities and electrical outlets to provide passengers with more comfortable service. Metra replaces 80,000 ties and 25 rail crossings on an annual basis, and the continual cycle of inspection and renewal to track and structure is necessary for reliable on-time service. On-going investments in electrical, signal, and communications projects enable safe railroad operation throughout the region and continue to bring Metra towards full federally mandated Positive Train Control compli-ance. Investments in rail yards around the system will increase operation efficiently and provide additional

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will continue to issue non-SCIP general obligation bonds to provide capital funding to the Service Boards, as capacity becomes available with respect to the statu-tory borrowing limit.

Much of the information in this section is sourced from the RTA’s Comprehensive Annual Financial Report (CAFR). Since the 2018 CAFR is not yet available, the most recent financial data, through 2017, is presented.

RTA’s most recent bond issue, 2017 A, was rated “AA” by Standard & Poor’s and “AA” by Fitch IBCA. These represent solid investment-grade ratings. The RTA has the distinction of being one of the highest rated public transportation agencies in the United States.

All bonds are general obligations backed by the full faith and credit of the RTA. These general obligation bonds, with a balance of $1.775 billion as of December 31,

RTA Bonds

In 1989, the Illinois General Assembly authorized the RTA to issue a maximum of $500 million of Strategic Capital Improvement Program (SCIP) bonds and in addi-tion to have a maximum of $500 million of non-SCIP RTA bonds outstanding. Effective January 1, 2000, the RTA Act was amended to increase the RTA authorization by an additional $1.3 billion of SCIP bonds, limited to $260 million per year beginning in 2000 and continuing over the next five years or until the authorization limit was reached. In 2000, the RTA Act was further amended to increase outstanding non-SCIP bonds by $300 million, to $800 million. This gives the RTA total borrowing authority of $2.6 billion, comprised of $1.8 billion of SCIP bonds and $800 million of non-SCIP bonds.

As of year-end 2006, the RTA had issued $1.8 billion in SCIP bonds, reaching the authorization limit. The RTA

EXHIBIT 8-11: RTA GENERAL OBLIGATION BONDS PAYABLE (DOLLARS IN THOUSANDS)

General Obligation Original Issue January 1, 2017 New Issues Retirements December 31, 2017

1990A 100,000 27,610 - 6,200 21,410 1991A 100,000 32,355 - 5,660 26,695 1994A* and 1994B 275,000 12,670 - 12,670 - 1994C* and 1994D 192,000 31,455 - 8,600 22,855 1997 Refunding 98,000 33,160 - 4,230 28,930 1999 Refunding* 299,000 178,290 - 11,045 167,245 2000A* 260,000 178,160 - 8,345 169,815 2001A* 100,000 69,350 - 3,060 66,290 2001B Refunding* 38,000 22,520 - 2,710 19,810 2002A* 160,000 115,920 - 4,600 111,320 2003A* 260,000 196,015 - 7,320 188,695 2003B 150,000 112,995 - 4,225 108,770 2004A* 260,000 201,960 - 6,920 195,040 2005B Refunding 148,000 90,140 - 720 89,420 2006A* 250,000 211,130 - 205,160 5,970 2010A 62,200 35,030 - 5,150 29,880 2010B 112,925 112,925 - - 112,925 2011A Refunding 95,550 44,475 - 14,165 30,310 2014A 99,295 96,200 - 1,640 94,560 2016A 95,470 95,470 - 1,450 94,020 2017A** - - 191,205 - 191,205

Total 3,155,440 1,897,830 191,205 313,870 1,775,165

* Strategic Capital Improvement Program (SCIP) Bonds.** 2017A refunded 2006A Strategic Capital Improvement Program (SCIP) Bonds.

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Series 1994D, to pay for portions of the CTA’s rehabilitation of the Green Line elevated structure, track replacement and repair or replacement of bus supporting services, and for Pace’s construction of bus garages and purchase of new buses and paratransit vehicles.

• In September 1997, the RTA issued $98 million in General Obligation Bonds, Series 1997, to provide funds to refund in advance of maturity the RTA’s outstanding Series 1990A Bonds, maturing November 1 in the years 2001-2002, in the ag-gregate amount of $4 million, Series 1991A Bonds, maturing November 1 in the years 2002-2006, 2008 and 2011, in the aggregate amount of $29 million, Series 1992B Bonds, maturing June 1 in the years 2015 and 2022, in the aggregate amount of $18 million and Series 1993B Bonds, maturing June 1 in the years 2004-2009, 2013 and 2023, in the aggregate amount of $47 million.

• In August 1999, the RTA issued $299 million in General Obligation Bonds, Series 1999, to provide funds to refund in advance of maturity the RTA’s outstanding Series 1992A Bonds, maturing June 1 in the years 2015 and 2022, in the aggregate amount of $114 million, Series 1993A Bonds, maturing June 1 in the years 2009 and 2013, in the aggregate amount of $10 million, Series 1994A Bonds, maturing June 1 in the years 2006-2009, 2012, 2015 and 2024, in the aggregate amount of $143 million and Series 1994C Bonds, maturing June 1 in the year 2025, in the aggregate amount of $22 million.

2017, include $1.125 billion in SCIP bonds and $650.0 million in non-SCIP bonds (Exhibits 8-11 and 8-12). The following paragraphs briefly discuss each outstanding bond issue in sequence.

• In May 1990, the RTA issued $100 million in Gen-eral Obligation Bonds, Series 1990A, to establish a Capital Projects Fund to provide the source for paying costs of the Capital Program for the Service Boards.

• In November 1991, the RTA issued $100 million in General Obligation Bonds, Series 1991A, to replen-ish the Capital Projects Fund and to provide the source for paying costs of the Capital Program for the Service Boards.

• In May 1994, the RTA issued $195 million in General Obligation Bonds, Series 1994A, to pay the costs of purchasing and reconstructing railcars for Metra. Proceeds of Series 1994A Bonds may also be used to purchase new paratransit vehicles for Pace and for rehabilitation of railcars for the CTA. The RTA also issued $80 million in General Obligation Bonds, Series 1994B, to pay the costs of reconstruction, acquisition, repair and replacement of certain public transportation facilities for the Service Boards.

• In December 1994, the RTA issued $62 million in General Obligation Bonds, Series 1994C, to pay for capital projects of the Service Boards required by the ADA for vehicle rehabilitation and the construc-tion or renewal of support facilities. The RTA also issued $130 million in General Obligation Bonds,

EXHIBIT 8-12: RTA LONG-TERM DEBT 1 (DOLLARS IN THOUSANDS)

As of January 1, 2017 As of December 31, 2017

RTA Non-SCIP Debt Cap 800,000 800,000RTA Non-SCIP Principal Outstanding 702,920 649,985Unused RTA Non-SCIP Debt Capacity 97,080 150,015

Total SCIP Principal Outstanding 1,194,910 1,125,180

Total Outstanding Long-Term Debt $1,897,830 $1,775,165

1Excludes bank borrowing and short-term notes

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• In June 2000, the RTA issued $260 million in General Obligation Bonds, Series 2000A, to pay the costs of construction, acquisition, repair and replacement of certain public transportation facili-ties for the Service Boards.

• In April 2001, the RTA issued $100 million in General Obligation Bonds, Series 2001A, to pay the costs of construction, acquisition, repair, and replacement of certain public transportation facili-ties for the Service Boards.

• In March 2001, the RTA issued $38 million in General Obligation Bonds, Series 2001B, to provide funds to refund in advance of maturity the RTA’s outstanding Series 1993A Bonds, maturing June 1 in the years 2004-2008, in the aggregate amount of $38 million.

• In March 2002, the RTA issued $160 million in General Obligation Bonds, Series 2002A, to pay the costs of construction, acquisition, repair and replacement of certain public transportation facili-ties for the Service Boards.

• In May 2003, the RTA issued $260 million in General Obligation Bonds, Series 2003A, to pay the costs of construction, acquisition, repair and replacement of certain public transportation facili-ties for the Service Boards.

• In January 2003, the RTA issued $150 million in General Obligation Bonds, Series 2003B, to pay the costs of construction, acquisition, repair, and replacement of certain public transportation facili-ties for the Service Boards.

• In October 2004, the RTA issued $260 million in General Obligation Bonds, Series 2004A, to pay the costs of construction, acquisition, repair, and replacement of certain public transportation facili-ties for the Service Boards.

• In May 2005, the RTA issued $148 million in General Obligation Bonds, Series 2005B, to provide

funds to refund in advance of maturity the RTA’s outstanding Series 1996A Bonds, maturing June 1 in the years 2005-2025, in the aggregate amount of $147 million.

• In October 2006, the RTA issued $250 million in General Obligation Bonds, Series 2006A, to finance a portion of the costs incurred in connection with the construction, acquisition, repair and replace-ment of certain public transportation facilities.

• In January 2010, the RTA issued $62.2 million in General Obligation Bonds, Series 2010A, to finance a portion of the costs incurred in connection with the construction, acquisition, repair and replace-ment of certain public transportation facilities.

• In January 2010, the RTA issued $112.9 million in General Obligation Bonds, Series 2010B, to finance a portion of the costs incurred in connection with the construction, acquisition, repair and replace-ment of certain public transportation facilities.

• In July 2011, the RTA issued $95.6 million in Gen-eral Obligation Bonds, Series 2011A, to pay when due, or refund in advance of their maturities a portion of the RTA’s outstanding General Obligation Bonds, Series 2002B maturing from 2013 through 2019 and to pay Costs of Issuance of the Series 2011A Bonds.

• In February 2014, RTA issued $99.3 million in General Obligation Bonds, Series 2014A, to finance a portion of the costs incurred in connection with the construction, acquisition, repair and replace-ment of certain transportation facilities.

• In January 2016, RTA issued $95.5 million in Gen-eral Obligation Bonds, Series 2016A, to finance a portion of the costs incurred in connection with the construction, acquisition, repair and replacement of certain public transportation facilities.

• In August 2017, RTA issued $191.2 million in General Obligation Bonds, Series 2017A, to refund

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the RTA’s Outstanding General Obligation Bonds, Series 2006A maturing in the years 2019 through 2035 and to pay Costs of Issuance of the Series 2017A Bonds.

Exhibits 8-13 and 8-14 show the future debt service requirements associated with all outstanding RTA long-term bonds.

EXHIBIT 8-13: FUTURE RTA DEBT SERVICE REQUIREMENTS(DOLLARS IN THOUSANDS)

Year Principal Interest Total

2018 121,295 94,936 216,2312019 127,985 88,818 216,8032020 119,280 81,880 201,1602021 118,055 75,134 193,1892022 124,185 68,617 192,8022023 108,115 62,407 170,5222024 112,625 56,800 169,4252025 98,055 51,273 149,3282026 88,410 46,268 134,6782027 93,385 41,212 134,5972028 98,680 35,838 134,5182029 91,435 30,128 121,5632030 85,450 24,728 110,1782031 76,230 19,581 95,8112032 67,845 15,252 83,0972033 59,495 11,276 70,7712034 57,605 8,087 65,6922035 29,970 5,685 35,6552036 7,910 4,185 12,0952037 8,290 3,799 12,0892038 8,675 3,415 12,0902039 9,080 3,013 12,0932040 9,500 2,591 12,0912041 9,945 2,150 12,0952042 10,405 1,688 12,0932043 10,890 1,204 12,0942044 11,390 698 12,0882045 5,380 332 5,7122046 5,600 112 5,712

Total 1,775,165 841,106 2,616,271

0

50,000

100,000

150,000

200,000

250,000

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046

Principal Interest

EXHIBIT 8-14: FUTURE RTA DEBT SERVICE REQUIREMENTS (DOLLARS IN THOUSANDS)

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RTA ordinance 85-39 requires that annual RTA revenues equal or exceed two and one-half times the RTA’s annual debt service requirement. Exhibit 8-15 displays RTA’s annual debt service requirements over the last ten years. Exhibit 8-16 compares those requirements to an-nual sales tax revenue, the primary RTA revenue source, over the same period, showing that the requirement of ordinance 85-39 has been met in each year. Any dif-ferences between debt service amounts presented and amounts shown in general purpose financial statements represent timing differences between payments made to trustees and payments made to bondholders. In addition, investment income earned in the debt service accounts may lower actual cash transfers from the General Fund.

EXHIBIT 8-15: 2008-2017 RTA DEBT SERVICE REQUIREMENTS(DOLLARS IN THOUSANDS)

Year Principal Interest Total

2008 64,685 127,870 192,5552009 68,455 129,074 197,5292010 74,060 127,934 201,9942011 79,110 133,331 212,4412012 84,375 124,337 208,7122013 88,800 117,428 206,2282014 93,740 115,245 208,9852015 100,610 110,431 211,0412016 106,385 108,599 214,9842017 313,870 107,965 421,835

EXHIBIT 8-16: 2008-2017 DEBT SERVICE REQUIREMENT TEST(DOLLARS IN THOUSANDS)

Debt Service 2.5 Times Sales TaxYear Requirement Debt Service Revenue

2008 192,555 481,388 921,2452009 197,529 493,823 894,2382010 201,994 504,985 931,4352011 212,441 531,103 975,6702012 208,712 521,780 1,021,6862013 206,228 515,570 1,071,2252014 208,985 522,463 1,123,9972015 211,041 527,603 1,169,2672016 214,984 537,460 1,185,1822017 421,835 1,054,588 1,185,986

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9 APPENDICES

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accelerated in recent years and the CBO anticipates it will be 2.1% in 2019 as price pressure develops because of excess demand in the economy.

RTA Region

The following sections summarize population and employment trends in the six-county RTA region. These trends have a significant impact on public transporta-tion ridership, as well as sales tax revenue.

POPULATION

The population of the RTA region declined by 0.8% between 2008 and 2017 (Exhibit 9-4). Exhibit 9-5 illustrates the annualized population growth rates for each of the region’s six counties between 2008 and 2017. During the 10-year period, population growth decreased at an annualized rate of 0.1%. Kane and Will Counties experienced positive growth, with Will County’s population increasing by 0.2% and Kane County increasing by 0.6% annually. In contrast, the populations of Lake, Cook, and McHenry Counties declined at annual rates of 0.1%, 0.2%, and 0.4%, respectively. DuPage County’s population held steady.

Population distribution by county is illustrated in Exhibit 9-6. In 2017, the most recent year of data available, Cook County accounted for 62.2% of the 8.4 million people living in the RTA region. Cook County’s share of the regional population has been slowly declining. In 2017, DuPage County’s population comprised 11.1% of the region’s population, followed by Lake County (8.4%),

0.7%

1.5%

2.5% 2.4%

2.1%

2015 2016 2017 2018 2019

Source:  U.S. Department of Commerce

EXHIBIT 9‐3:  U.S. CONSUMER PRICE INDEX(PERCENT CHANGE)

EXHIBIT 9-3: U.S. CONSUMER PRICE INDEX (PERCENT CHANGE)National Economic Projections

The Gross Domestic Product (GDP) is the value of the output of goods and services produced in the

United States. Exhibit 9-1 highlights the annual real GDP growth from 2015 through 2019 (projected). GDP growth slowed in 2017 but rebounded to 2.3% in 2018. The Congressional Budget Office (CBO) expects GDP to grow by 2.7% in 2019.

Exhibit 9-2 shows the U.S. annual unemployment rate from 2015 through 2019 (projected). The unemploy-ment rate has steadily declined each year since the last recession and is expected to decrease to 3.5% in 2019, which is lower than pre-recession unemployment levels.

Exhibit 9-3 shows the annual growth of the U.S. Consumer Price Index (CPI) from 2015 to 2019 (pro-jected). CPI is a measure of the average change in the price of goods and services over time. CPI growth has

3.7%

2.9%

1.5%

2.3%2.7%

2015 2016 2017 2018 2019

EXHIBIT 9‐1:  U.S. REAL GROSS DOMESTIC PRODUCT (PERCENT CHANGE)

EXHIBIT 9-1: U.S. REAL GROSS DOMESTIC PRODUCT (PERCENT CHANGE)

5.3%

4.9%

4.4%4.1%

3.5%

2015 2016 2017 2018 2019

EXHIBIT 9‐2:  U.S. UNEMPLOYMENT RATE

EXHIBIT 9-2: U.S. UNEMPLOYMENT RATE

Source: U.S. Bureau of Economic Analysis

U.S. Department of Labor

Source: U.S. Department of Commerce

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the largest percentage drop at 7.7%, while Lake County remained flat (Exhibit 9-7).

The top employers in the RTA region are illustrated in Exhibit 9-8. Overall, the U.S. Government, Chicago Public Schools, and the City of Chicago held the top three spots in 2008 and in 2017; however, their share of overall regional employment decreased during this period. Cook County, Advocate Health Care, Northwest-ern Memorial Healthcare, University of Chicago, and JP Morgan Chase & Co. continue to be among the top ten employers in the region.

The RTA region has experienced steady growth in per capita personal income. Cook, DuPage, Lake and McHenry Counties recorded per capita personal income higher than the U.S. average of $51,640 in 2017, the most recent data available. Lake and DuPage had the highest levels of per capita personal income in the six-county region, while Kane and Will had the lowest (Exhibit 9-9).

Unemployment in Illinois (not seasonally adjusted) improved to 4.3% in 2018, down 0.5 percentage points from 2017. Still, state unemployment lags the national rate of 3.9% (not seasonally adjusted) by 0.4 percentage points. At 2.9%, DuPage continues to have the lowest rate of unemployment in the region (Exhibit 9-10).

Will County (8.3%), Kane County (6.4%), and McHenry County (3.7%).

EMPLOYMENT

The RTA region’s labor force contracted by 0.4% between 2008 and 2017, driven by decreases in all counties except Lake. McHenry County experienced

‐0.2%

0.0%‐0.1%

‐0.4%

0.2%

0.6%

Cook DuPage Lake McHenry Will Kane

EXHIBIT 9‐5:  RTA REGION ANNUALIZED POPULATION GROWTH RATES BY COUNTY, 2008‐2017EXHIBIT 9-5: RTA REGION ANNUALIZED POPULATION GROWTH

RATES BY COUNTY, 2008-2017

5,211

930704

309693 535

Cook DuPage Lake McHenry Will Kane

EXHIBIT 9‐6:  RTA REGION 2017 POPULATION DISTRIBUTION BY COUNTY (IN THOUSANDS)

EXHIBIT 9-6: RTA REGION 2017 POPULATION DISTRIBUTION BY COUNTY (IN THOUSANDS)

Source: U.S. Census Bureau

Source: U.S. Census Bureau

EXHIBIT 9-7: LABOR FORCE BY COUNTY (IN THOUSANDS)

2008 % of Total 2017 % of Total

Cook 2,617 60.4 2,514 60.2DuPage 529 12.2 495 11.9Kane 272 6.3 268 6.4Lake 371 8.6 371 8.9McHenry 181 4.2 167 4.0Will 365 8.4 362 8.7Total 4,335 100.0 4,177 100.0

Source: Illinois Department of Employment Security

EXHIBIT 9-4: POPULATION BY COUNTY (IN THOUSANDS)

2008 2017 % Change Cook 5,295 5,211 -1.6%DuPage 931 930 -0.1%Lake 712 704 -1.1%McHenry 319 309 -3.1%Will 681 693 1.8%Kane 508 535 5.3%Total 8,446 8,382 -0.8%

Source: U.S. Census Bureau

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SALES TAX TRENDS

The 2008 legislation increased the RTA sales tax from the equivalent of 1% on retail sales in Cook County and 0.25% on retail sales in the collar counties to the equivalent of 1.25% on retail sales in Cook County and 0.5% on retail sales in the collar counties. Sales tax col-lections have grown from $895 million in 2009 to over $1.2 billion in 2018. Sales tax was negatively impacted in 2009 by the economic recession—and subsequent reduction in consumer spending— and the RTA saw its sales tax collections decrease by 3.0%. Sales tax collec-tions rebounded strongly in 2010 and grew at greater than 4% until 2015. Sales tax revenue growth decreased sharply in 2017 as regional retail sales slowed and the State of Illinois imposed a 2% administrative surcharge on RTA collections. The surcharge was subsequently de-creased to 1.5% in the State FY 2019 budget. Regional sales tax receipts are expected to increase by 3.1% in 2018 (Exhibits 9-11 and 9-12).

$48,975 $50,638 $53,562$59,238

$69,323$76,227

Kane Will McHenry Cook DuPage Lake

EXHIBIT 9‐9:  PER CAPITA PERSONAL INCOME BY COUNTY ‐ 2017

Source:  U.S. Department of Commerce, Bureau of Economic Analysis

EXHIBIT 9-9: PER CAPITA PERSONAL INCOME BY COUNTY - 2017

Source: U.S. Department of Commerce, Bureau of Economic Analysis

EXHIBIT 9-8: TOP REGIONAL EMPLOYERS

2008 2017Employer Employees % of Total Regional

EmploymentEmployer Employees % of Total Regional

Employment

United States Government 78,000 2.0% United States Government 41,500 1.0%Chicago Public Schools 43,910 1.1% Chicago Public Schools 35,447 0.8%City of Chicago 35,570 0.9% City of Chicago 31,160 0.7%Cook County 23,453 0.6% Cook County 21,316 0.5%Advocate Health Care 22,142 0.6% Advocate Health Care 19,049 0.4%Northwestern Memorial Healthcare

15,660 0.4% Northwestern Memorial Healthcare

16,667 0.4%

University of Chicago 15,660 0.4% University of Chicago 16,583 0.4%JP Morgan Chase & Co. 14,287 0.4% JP Morgan Chase & Co. 15,701 0.4%State of Illinois 14,254 0.4% State of Illinois 14,690 0.3%Amazon.com Inc 14,000 0.4% Amazon.com Inc 13,240 0.3%

Total 276,936 7.1% Total 225,353 5.2%

Source: Crain’s Chicago Business

EXHIBIT 9-10: UNEMPLOYMENT RATES 2015-2018

2015 2016 2017 2018

United States 5.0% 4.5% 4.4% 3.9%

Illinois 5.8% 5.6% 4.8% 4.3%

RTA CountiesCook 5.5% 5.6% 5.0% 3.8%DuPage 4.2% 4.3% 3.8% 2.9%Kane 6.1% 5.8% 4.7% 5.9%Lake 5.9% 5.6% 4.4% 5.3%McHenry 4.6% 5.1% 4.5% 3.5%Will 5.2% 5.6% 5.0% 3.9%

Source: Illinois Department of Employment Security (IDES)

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ship. In 2019, system ridership is expected to decline by 1.1% to 571.6 million passenger trips.

An analysis of the 12-month moving average number of jobs versus the 12-month moving average of ridership indicates that ridership growth and job growth histori-cally were positively correlated, as shown in Exhibit 9-15. This relationship shifted in 2012 as other factors like ride share and low gas prices began to disrupt the ridership market (Exhibit 9-16).

OTHER TRENDS

Service Board operating expenditures (Exhibits 9-17 and 9-18) show a steady increase each year from 2009 to 2018. Expenditures increased at a compound annual growth rate of 2.6% during this period.

Service Board fare revenues increased at a compound annual growth rate of 2.8% between 2009 and 2018, slightly above expense growth (Exhibits 9-19 and 9-20). In 2018, fare revenue is expected to exceed $1 billion for the first time as a result of necessary fare increases implemented at each Service Board.

RIDERSHIP TRENDS

RTA system ridership declined at a compound annual rate of 1.1% during the 10-year period from 2009 to 2018. CTA, Metra, and Pace lost ridership during this period while Pace ADA Paratransit’s annual compound growth was 4.9%.

System ridership has declined each year since 2012 when ridership reached 666.1 million unlinked pas-senger trips, the highest system ridership achieved since 1990 (Exhibits 9-13 and 9-14). Since then, necessary fare increases, falling gas prices, and the rise of bike and car-sharing services have contributed to declining rider-

$895$931

$977$1,022

$1,072$1,123

$1,169 $1,185 $1,186$1,222

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018*

EXHIBIT 9‐12:  RTA SALES TAX COLLECTIONS 2009‐2018(IN MILLIONS)

*Estimate

EXHIBIT 9-12: RTA SALES TAX COLLECTIONS 2009-2018 (IN MILLIONS)

EXHIBIT 9-11: SALES TAX COLLECTIONS BY COUNTY (IN MILLIONS)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 1

Cook County

Chicago 268 278 296 313 328 344 363 369 365 384Suburban Cook 419 438 454 474 498 522 541 546 549 562Total Cook $687 $716 $750 $787 $826 $865 $904 $915 $914 $947

Collar Counties

DuPage 79 82 86 89 94 98 101 103 103 105Kane 27 28 30 31 32 33 34 35 36 37Lake 50 51 53 56 58 62 63 64 63 64McHenry 17 17 18 18 19 20 20 21 21 21Will 35 37 40 41 43 45 47 47 48 49Total Collar $208 $215 $227 $235 $246 $258 $265 $270 $272 $275

Total RTA Region $895 $931 $977 $1,022 $1,072 $1,123 $1,169 $1,185 $1,186 $1,222

Percent Change (3.0%) 4.0% 4.9% 4.6% 4.9% 4.8% 4.1% 1.4% 0.1% 3.1%

1 Estimate

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Governance

653.6 633.4

651.8

666.1651.4

636.5 634.9

613.2

593.5

578.0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018*

EXHIBIT 9‐14:  RTA SYSTEM RIDERSHIP (IN MILLIONS)

* Estimate

EXHIBIT 9-14: RTA SYSTEM RIDERSHIP (IN MILLIONS)

‐15%

‐10%

‐5%

0%

5%

10%

15%

EXHIBIT 9‐15:  12‐MONTH MOVING AVERAGE ‐ REGIONAL EMPLOYMENT VERSUS REGIONAL RIDERSHIP (PERCENT CHANGE FROM 2009)

Employment Ridership

EXHIBIT 9-15: 12-MONTH MOVING AVERAGE - REGIONAL EMPLOYMENT VERSUS REGIONAL RIDERSHIP (PERCENT CHANGE FROM 2009)

$1.00

$2.00

$3.00

$4.00

$5.00

EXHIBIT 9‐16:  REGIONAL GASOLINE PRICESEXHIBIT 9-16: REGIONAL FUEL PRICES

EXHIBIT 9-13: SERVICE BOARD RIDERSHIP (IN MILLIONS)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 1

CTA Bus 318.7 306.0 310.4 314.4 300.1 276.1 274.3 259.1 249.2 242.5

CTA Rail 1 202.6 210.9 221.6 231.2 229.1 238.1 241.7 238.6 230.2 224.8

Total CTA 521.3 516.9 532.0 545.6 529.2 514.2 516.0 497.7 479.4 467.3

Metra 82.3 81.4 82.7 81.3 82.3 83.4 81.6 80.1 78.6 75.9Pace Suburban 32.3 32.3 33.7 35.4 35.9 34.8 33.1 31.3 31.4 30.5Pace ADA 2.8 2.8 3.4 3.8 4.0 4.1 4.2 4.1 4.1 4.3

Total RTA 638.7 633.4 651.8 666.1 651.4 636.5 634.9 613.2 593.5 578.0

% Increase (2.3%) (0.8%) 2.9% 2.2% (2.2%) (2.3%) (0.3%) (3.4%) (3.2%) (2.6%)

1 Projected

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funding agency. However in 1983, the Illinois General Assembly reorganized the structure and funding of the RTA. The reorganization placed all operating responsi-bilities with three Service Boards -- the Chicago Transit Authority (CTA) and two operating divisions of the RTA, a Commuter Rail Division (Metra) and a Suburban Bus Division (Pace) -- each with its own independent board of directors. These divisions conduct operations and purchase service from private carriers. The RTA became exclusively responsible for funding, financial oversight, and regional planning and programs.

Governance

The RTA was established in 1974 upon approval of a referendum in its six-county Northeastern Illinois region. The operating responsibilities of the RTA are set forth in the RTA Act. The RTA is a unit of local govern-ment, body politic, political subdivision, and municipal corporation of the State of Illinois.

As initially established, the RTA was an operating entity responsible for providing day-to-day bus and rail transportation services, as well as a planning and

$2,128 $2,146$2,244 $2,295

$2,414 $2,474 $2,523 $2,585 $2,613 $2,674

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

EXHIBIT 9‐18:  SERVICE BOARD OPERATING EXPENDITURES(IN MILLIONS)

EXHIBIT 9-18: SERVICE BOARD OPERATING EXPENDITURES(IN MILLIONS)

EXHIBIT 9-20: RTA SYSTEM FAREBOX REVENUE(IN MILLIONS)

$782 $788$817

$894$929 $945

$974 $967 $962$1,006

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

EXHIBIT 9‐20:  RTA SYSTEM FARE REVENUE(IN MILLIONS)

EXHIBIT 9-17: SERVICE BOARD OPERATING EXPENDITURES (IN MILLIONS)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

CTA 1,262 1,239 1,292 1,292 1,366 1,400 1,444 1,464 1,451 1,490Metra 577 616 644 676 704 707 726 742 762 783Pace 174 176 180 190 196 210 198 218 226 226ADA Paratransit 115 115 128 137 148 157 155 161 174 175

Total $2,128 $2,146 $2,244 $2,295 $2,414 $2,474 $2,523 $2,585 $2,613 $2,674

% Change 1.9% 0.8% 4.6% 2.3% 5.2% 2.5% 2.0% 2.5% 1.1% 2.3%

EXHIBIT 9-19: SERVICE BOARD FARE REVENUE (IN MILLIONS)

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

CTA 506 509 528 549 574 583 587 577 559 584Metra 236 239 245 301 309 312 337 341 355 372Pace 33 32 35 35 36 40 39 38 37 38ADA Paratransit 7 8 9 9 10 10 11 11 11 12

Total $782 $788 $817 $894 $929 $945 $974 $967 $962 $1,006

% Change 3.1% 0.8% 3.7% 9.4% 3.9% 1.7% 3.1% (0.7%) (0.5%) 4.6%

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budgets and financial performance of the CTA, Metra, and Pace and ensure that their budgets meet the specified recovery ratios. The Service Boards maintain separate management, exercise control over all opera-tions (including the passenger fare structure), and are accountable for fiscal matters including ownership of assets, relations with federal and state transportation funding agencies, and the preparation of their operating budgets. They are also responsible for the purchase of services and approval of contracts relating to their operations.

CTA, Metra, and Pace provide services to different geo-graphic areas within the six-county region. CTA provides rail and bus service to the City of Chicago and 35 nearby suburbs within Cook County. Metra provides commuter rail service to the six-county area, with the majority of its customers residing in the suburbs and commuting to the City of Chicago. Pace’s primary service area for bus, dial-a-ride, and vanpool service is the suburbs of the six-county region, with some service to areas within the City of Chicago. Pace is also responsible for region-wide ADA Paratransit service.

The RTA Act establishes the RTA as the primary public body with authority to apply for and receive grants, loans, and other funds from the state or the federal government for public transportation programs in Cook, DuPage, Kane, Lake, McHenry and Will counties (“Northeastern Illinois”). The RTA is responsible for the allocation of certain federal, state and local funds to finance both the operating and capital needs of public transit in the six-county region.

The Act confers upon the RTA Board powers to prescribe regulations requiring that the Service Boards submit to the RTA such information as the RTA may require. The Board has statutory authority to establish by rule or regulation financial, budgetary, or fiscal requirements for the system.

In addition to its annual operating budget and financial plan responsibilities, each year the RTA is required to prepare and adopt a five-year capital program. The RTA

The Service Boards operate within the RTA region, but are separate legal entities. The board of directors of each Service Board is completely independent of the RTA Board. The RTA Board does not control the selec-tion or the appointment of any Service Board director or its management. Furthermore, directors of the CTA, Metra, and Pace are excluded from serving on more than one entity’s board of directors, including that of the RTA.

The corporate authority and governing body of the RTA is the 16-member RTA Board of Directors. Fifteen direc-tors are appointed from within the six-county region: five directors by the Mayor of the City of Chicago; one director by the president of the Cook County Board; four directors by the suburban members of the Cook County Board; and one director each from DuPage, Kane, Lake, McHenry and Will Counties appointed by the Chairman or Executive of the County Board. The chairman of the RTA Board, its 16th member, is elected by a vote of at least 12 of the 15 appointed members.

To administer the Agency’s statutory requirements, the Board hires officers and staff. One of its officers, who must be approved by the Board, is the Executive Director. The Executive Director executes the Board’s policy decisions and staffs the Agency to carry out its mission and goals.

The RTA Act sets forth detailed provisions for the allocation of funding by the RTA to the Service Boards, and imposes a requirement that the RTA system as a whole (apart from ADA Paratransit service) achieves an annual system-generated revenue recovery ratio of at least 50%. The recovery ratio is defined as total system-generated revenue divided by total system-generated expenses, with exclusions allowed by the RTA Act. The Service Boards achieve their required recovery ratios by establishing fares and related revenue to cover the required proportion of their proposed expenditures. By statute, the recovery ratio requirement for ADA Paratransit service has been set at 10%.

The Service Boards are considered fiscally independent of the RTA, but the RTA is mandated to monitor the

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FUND BALANCE

In 1998 the RTA Board adopted Ordinance 98-15, establishing a minimum level for the unreserved and undesignated (or “unassigned”) fund balance. The ordinance affirmed that the annual budget and two year financial plan adopted by the RTA each year would reflect by the end of the planning period a year-end unreserved and undesignated fund balance of its general fund of at least 5% of the RTA’s total operating expenditures for that year. If actual sales tax receipts or other RTA revenue fell short of the amounts reflected in the annual budget, then the next year’s annual budget and two-year financial plan would provide for the replacement of any shortfall in the unreserved and undesignated balance of the RTA general fund, by no later than the end of the three-year planning period.

The RTA established this policy to maintain financial sta-bility in order to carry out the RTA’s legislative mandates to plan, fund, and oversee public transportation in the region. The purpose of the ordinance was to formalize a practice of maintaining a level of financial resources available for funding during unfavorable economic periods. However, the fund balance policy was also rescinded by RTA Budget Ordinance 2015-55, and each Service Board is now required to maintain its own fund balance and reserve plan to handle unforeseen short-falls in revenue or increases in expenses.

CAPITAL EXPENDITURES

The RTA Five-Year Capital Program is adopted by the RTA Board by an affirmative vote of at least 12 RTA directors, after consultation with the Service Boards, and after holding a minimum of three public hearings in Cook County and one public hearing in each of the other counties in the metropolitan region. Preparation of the RTA’s capital program is guided by the following policies found in the RTA Act:

1. A five-year program for capital improvements is updated annually. Each capital improvement to be undertaken by or on behalf of a Service Board should meet the criteria set in the Strategic Plan

also conducts market research and coordinates planning for public transportation in Northeastern Illinois.

The 2008 legislation, which broadened the responsibili-ties of the RTA, called for the development and con-tinued review of a region-wide strategic plan. As part of the strategic plan, the RTA, in conjunction with the Service Boards, develops a ten-year prospective analysis of the region’s financial condition.

Financial Policies

OPERATIONS FUNDING

Ordinance 91-9 (the “Fund to Budget” Policy) required that the RTA provide operating funds to each Service Board equivalent to its budgeted deficit for the year. In the event that a Service Board’s public funding receipts proved to be lower than budget, the RTA would allocate a portion of its fund balance to make up the difference. This policy encouraged cost efficiencies by the Service Boards and allowed them to retain any budgeted funds that were not expended. Such funds are generally referred to as a positive budget variance (PBV), and pursuant to Ordinance 91-9 must be used for capital purposes, unless a specific exception was provided by the RTA Board.

However, depletion of the RTA’s fund balance during the economic downturn has prevented the RTA from building an adequate fund balance such that it could provide additional funding to the Service Boards should revenues decline below estimated levels. As a result, the fund-to-budget policy was rescinded by RTA Budget Ordinance 2015-55. With the fund to budget policy rescinded, the current policy in place (“Fund to Actu-als”) allocates sales tax receipts and their corresponding state match in accordance with the statutory funding formula, and non-statutory funds in accordance with the fixed amounts or proportional shares provided in the budget. Under this policy, positive budget variances experienced by the Service Boards are still dedicated for capital purposes unless a specific exception is granted by the RTA Board.

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following the date of acquisition. Any acquisitions dur-ing the year are considered acquired at the beginning of that year for the purpose of computing depreciation.

Description Useful lifeFurniture and Equipment 5 yearsComputer Equipment 5 yearsLeasehold improvements Life of the lease

GENERAL OBLIGATION BONDS

Pursuant to the Note General Ordinance (Ordinance 85-39), adopted August 8, 1985, bonds should be payable from all revenue and all other funds received or held by the RTA that lawfully may be used for retiring the debt. Exceptions to this are amounts in the Joint Self-Insurance Fund (JSIF) and amounts required to be held or used with respect to separate ordinance obligations. The bonds are secured by an assignment of a lien on the sales taxes imposed by the RTA. All sales tax receipts are to be paid directly to the trustee by officials of the State of Illinois. If the RTA has not made the required monthly debt service payment, then the trustee is to deduct it from the sales tax receipts. If all payments have been made, then all sales tax funds are made available to the RTA for regular use. In addition, RTA annual revenues must be at least 2.5 times greater than the annual debt service requirement.

INVESTMENT

The RTA’s investment policy complies with Illinois law, addresses safety of principal, liquidity of funds, rate of return, public trust, and investments in local and disadvantaged institutions. It further permits invest-ments and prescribes safekeeping, collateralization, and reporting requirements.

RTA policy encompasses the following objectives:

• Safety of Principal – Every investment will be made with safety of principal as the primary and over-riding concern. Each investment transaction shall ensure that loss of capital, whether from credit or market risk, is minimized.

and be consistent with any sub-regional or corridor plan adopted by the RTA.

2. In reviewing proposals for improvements to be in-cluded in a Five-Year Capital Program, the RTA may give priority to improvements that are intended to bring public transportation facilities into a State of Good Repair (SGR).

3. The Five-Year Capital Program shall also identify capital improvements to be undertaken by a Service Board, a transportation agency, or a unit of local government and funded by the Authority from amounts in the Innovation, Coordination, and Enhancement Fund.

At times, shortfalls in transit operating funding neces-sitated the transfer of federal capital funds to cover operating costs. The RTA Board, having found such transfers unsustainable over the long term and given the need to maintain the existing system and bring it towards a State of Good Repair, passed Ordinance 2007-48 establishing a financial policy that discouraged the transfer of capital funds to operations. Under this ordinance, federal capital funds should not be used by a Service Board to fund operating expenses unless the RTA Board determines (based on adequate information supplied by the Service Board) that such use would not have a materially adverse impact on the State of Good Repair of the Service Board’s capital assets. The RTA Board, having been provided sufficient information and having identified a sufficient need to transfer funds from capital to operations, allowed the Service Boards to transfer funds from capital to operations in every year from 2009 to 2011. The 2012 and subsequent years’ budgets have each excluded the transfer of capital funds to operations.

FIXED ASSETS

As part of its accounting policies, the RTA sets a fixed asset capitalization threshold of no less than $5,000 for any capital item(s). Capital assets are recorded at his-torical cost (or fair market value at the time of donation, if donated) and have a useful life of at least two years

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PENSION FUNDING

By statute, the RTA, Metra, and Pace are required to contribute the amounts necessary to fund the benefits of their respective employees in the plan. Employer contributions and the income earned through invest-ments are used to operate the Plan and to pay benefits. Assets are valued recognizing a portion of both realized and unrealized gains and losses in order to avoid wide swings in actuarially-determined funding requirements from year to year. As of January 1, 2018 the funded ratio of the RTA pension plan was 90.4%. The funded ratio measures the portion of the actuarial accrued pension liability that is currently funded by the actuarial value of assets of the plan.

Budget Process

The RTA Act requires the RTA Board of Directors to ap-prove an annual budget, a two-year financial plan, and a five-year capital program. The budget calendar (Exhibit 9-21) and statutory oversight and budget amendment requirements govern this process.

BUDGET CALENDAR

Every May, the RTA issues its budget requirements to the Service Boards via the Budget Call. In early July, the RTA presents its preliminary funding estimates for the upcoming fiscal year to the Service Boards. The Service Boards use this estimate to begin developing their operating budgets and capital programs. By September 15th, the RTA must inform each Service Board how much funding will be available for the upcoming fiscal year and following two years. The RTA is also required to set the upcoming year’s required recovery ratios for each Service Board at this time.

By November 15th, each Service Board must submit to the RTA a proposed annual budget, two-year financial plan, and five-year capital program. Proposed budgets and financial plans are based on RTA funding estimates and must meet all requirements established by the Authority. Before submitting the budget to the RTA, each Service Board must hold at least one public hear-

• Liquidity – Maturity and marketability aspects of investments should be coordinated with the anticipated cash flow needs of the RTA.

• Rate of Return – – A secondary objective is to seek the highest return on investments consistent with preservation of principal and prudent investment principles.

• Public Trust – The RTA and its officers should avoid any investment transaction or practice which in appearance may impair public confidence in its stewardship of public funds.

• Investments in Local and Disadvantaged Institu-tions – Locally owned and disadvantaged business financial institutions contribute to economic development of the RTA service area. The RTA recognizes its interest in the vitality of the local economy by investing in local, minority, and female owned financial institutions.

The RTA’s investment policy was first modified in 2005 to exclude certain investments allowed for by Illinois law, but deemed too risky by RTA staff, and to increase the frequency of investment reporting to the RTA Board. In 2013, the investment policy was further modified to allow the RTA to more fully invest and increase the agency’s income by altering certain provisions related to commercial paper transactions. The provisions were altered to reflect current economic conditions but main-tained investment standards that were more stringent than permitted by the Public Funds Investment Act.

Safety of Principal

Liquidity

Rate of Return

Public Trust

Investments in Local and Disadvantaged Institution 

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EXHIBIT 9-21: 2019 BUDGET CALENDAR

Date Requirements2018

17-May Budget Call Released: RTA releases the requirements that the Service Boards use to develop the 2019 Budget, which includes the Annual Budget, Two-Year (2020-2021) Financial Plan, and Five-Year (2019-2023) Capital Program. The 2019 Budget Call focuses on ensuring that the RTA has sufficient information to adequately evaluate the Service Boards’ budgets and capital programs, coordinate resource allocation, and ultimately recommend adoption of the consolidated regional 2019 Budget. RTA Board action required.

1-Jun Preliminary Federal Funding: Preliminary federal funds for region as a whole posted on RTA website.

16-Jun Capital Program Process Presentation: RTA Capital Programming staff presents Capital Program Development Process before Chicago Metropolitan Agency for Planning (CMAP) Transportation Committee.

July Preparatory Funding Amounts Released: The RTA provides preliminary estimates to each of the Service Boards which include the operating funding amounts for the budget for the upcoming year and the financial plan for the subsequent two years, the budgetary recovery ratio for the upcoming year, and the preliminary capital program amounts for the upcoming five years.

July Preparatory Funding Amounts Working Session(s): RTA Staff will convene with the Service Boards to advance the baseline estimates established in the preparatory funding amounts.

21-Jul Preliminary Capital Funding Amounts: Service Boards submit estimates of capital funds to be used in support of their capital programs including federal, state, local and bond proceeds.

1-Aug Preliminary Capital Funding Amounts Released: Preliminary capital funding amounts released and posted on RTA website.

23-Aug Funding Amounts Presentation: RTA staff presents to the RTA Board the funding amounts and recovery ratios to be used by each Service Board in developing their operating budget, financial plan, and capital program. If adopted, posted on RTA web-site, otherwise deferred to September Board meeting.

15-Sep Statutorily Required Date for Adoption of Funding Amounts and Recovery Ratios: RTA Board will consider adoption of funding amounts and recovery ratios at September Board meeting, if not adopted in August. Adopted funding amounts and recovery ra-tios posted on RTA website, if not previously posted. The Service Boards and RTA will also exchange language and requirements for noticing of public hearings at this time.

11-Oct Service Board Proposed Budget Submittal and Public Hearing Schedule: Service Boards provide their proposed Budget, Reserve Plan, and information requirements to the RTA. If proposed Budget is not complete, a draft Budget should be provided that includes all available information and estimates of unavailable information. The Service Boards also provide a proposed public hearing schedule at this time. If dates are not final, provide a proposed time frame in which public hearings will be conducted.

Late October

Consolidated Budget Summary: RTA releases a summary of the consolidated proposed regional operating budget, financial plan, and capital program and posts it to the RTA website five days prior to the first scheduled public hearing. Service Boards release their proposed Budget’s to the public.

Oct - Nov Preliminary Service Board and RTA Business Plan Presentations: The Service Boards and RTA hold public hearings on their proposed Budget, Two-Year Financial Plan, and Five-Year Capital Programs, and present these proposals to the County Boards in the region.

15-Nov Statutorily Required Date for Service Board Adopted Budget Submissions: Service Board Budgets, Two-year Financial Plans, and Five-Year Capital Program proposals are submitted to the RTA after being formally adopted by their Boards.

28-Nov RTA Finance Committee Review: Service Boards present final Budget’s to the RTA Board Finance Committee and discuss critical issues and key assumptions of budgets, financial plans, and capital programs during a special meeting.

28-Nov Final RTA Public Hearing: RTA staff holds a final public hearing on the consolidated regional budget, financial plan, and capital program at the RTA offices.

13-Dec 2019 Budget Adoption: RTA Board votes to approve and adopt the regional Budget, Financial Plan, and Five-Year Capital Program.

2019March Regional Input on Capital Program Development: Service Boards present overview of their capital programs before Chicago

Metropolitan Agency for Planning (CMAP) Transportation Committee and invite input regarding development of next year’s program.

30-Apr Ten-Year Financial Plan: RTA produces a consolidated ten-year financial plan based on the adopted 2019 Budget. The Service Boards and RTA work collaboratively to produce a coordinated, regional financial plan.

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the Service Board must submit for adoption a revised budget that satisfies all requirements for a budget and financial plan. These seven criteria are as follows:

Balanced Budget

Such budget and plan shall show a balance between (a) anticipated revenue from all sources, including operat-ing subsidies, and (b) the costs of providing the services specified and of funding any operating deficits or encumbrances incurred in prior periods, including provi-sion for payment when due of principal and interest on outstanding indebtedness.

Cash Flow

Such budget and plan shall show cash balances, includ-ing the proceeds of any anticipated cash flow borrow-ing, sufficient to pay with reasonable promptness all costs and expenditures as incurred.

Recovery Ratio

Such budget and plan shall provide for a level of fares or charges and operating or administrative costs for the public transportation provided by or subject to the ju-risdiction of such Service Board which allow the Service Board to meet its required recovery ratio. Excluding regional ADA Paratransit service, the combined revenue from operations must cover at least 50% of the system operating costs. ADA Paratransit service revenues must cover at least 10% of the operating costs.

Assumptions

Such budget and plan are based upon and use as-sumptions and projections which are reasonable and prudent.

Financial Practices

Such budget and plan shall be prepared in accordance with sound financial practices as determined by the RTA Board.

ing in each of the counties in which it provides service and must hold at least one meeting with the affiliated county boards. After considering the comments from these meetings, each Service Board must formally adopt its budget prior to submitting it to the RTA by November 15th. The RTA Act stipulates that the Service Boards cannot project or assume public funding greater than what is set in the estimates provided by the RTA.

PUBLIC HEARINGS

Section 4.01 of the RTA Act directs the RTA to hold public hearings on its annual consolidated budget and financial plan prior to Board consideration of the ordinance adopting the budget and plan. The Service Boards are also required by law to hold public hearings on their proposed budgets and financial plans. The RTA hearing schedules are detailed in Exhibit 9-22.

The RTA conducted eight public hearings on the regional 2019 budget and five-year capital program, with a cen-tral public hearing at RTA headquarters live-streamed to seven RTA-staffed locations throughout the six-county region. CTA, Metra, and Pace also conducted public hearings in October and November on their respective budgets and RTA staff attended those hearings. The proposed budget documents were posted on the RTA and Service Board websites.

The CTA, Metra and Pace Boards voted to adopt their Budgets at their November board meetings. A special meeting of the Finance Committee of the RTA Board was held on November 28th to provide an opportunity to discuss the proposed 2019 budgets with the Service Boards. The RTA Board voted to approve the 2019 re-gional transit system budget at its December 13th, 2018 meeting. The 2019 budget ordinance and schedules are included as Exhibit 9-23.

STATUTORY REQUIREMENTS

The RTA Act sets forth seven statutory criteria for Board approval of the budget and financial plan of each Ser-vice Board. If the RTA finds that a Service Board budget does not meet the criteria set forth under the Act,

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If a Service Board submits a revised budget and plan which shows that the statutory budget criteria will be met “within a four quarter period,” the RTA “shall continue to release non-statutory funds to the Service Board.” The RTA may require the Service Board to submit a revised budget and plan that shows that the budget criteria “will be met in a time period less than four quarters.”

AMENDMENT

When prudent, the operating budget is amended. This can be due to shifts in the economic climate, govern-mental funding programs, or new projects. Depending on the type of request, the proposed amendment may be presented to one or more of the RTA Board Commit-tees for approval. However, the Board’s Finance Com-mittee must approve all proposed budget amendments before they are considered by the RTA Board. The RTA Board ultimately approves or disapproves all proposals. If approved, the RTA and Service Board budgets are amended to include all changes and actual results are then monitored against the amended budget.

Strategic Plan

Such budget and plan is consistent with the goals and objectives adopted by the RTA in the Strategic Plan.

Other Requirements

Such budget and plan shall meet such other financial, budgetary, or fiscal requirements that the RTA Board may by rule or regulation establish.

OVERSIGHT

After adoption of the operating budget, the RTA Board has continuing oversight responsibility concerning the budget and the financial condition of each Service Board and the region as a whole. The RTA monitors the budgetary and operations performance of the Service Boards on a monthly basis to ensure compliance with their budgets and recovery ratios. On a quarterly basis, the following oversight is conducted:

After the end of each fiscal quarter, each Service Board must report to the RTA “its financial condition and results of operations and the financial condition and results of operations of the public transportation services subject to its jurisdiction” for that quarter. If in substantial accordance with the adopted budget, the RTA Board so states and approves each Service Board’s compliance by adopted resolution.

If “in the judgment of the Board” these results are not substantially in accordance with the Service Board’s budget for that period, “the Board shall so advise the Service Board” and it “shall, within the period specified by the Board, submit a revised budget incorporating such results.”

Once a Service Board submits the revised budget plan, the RTA must determine if it meets the seven statutory budget criteria necessary to pass an annual budget. If not, the RTA does not release any non-statutory funding to the Service Board(s) but only the statutory allocation of taxes and PTF.

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EXHIBIT 9-22: RTA PUBLIC HEARING SCHEDULE

DuPage County - Wednesday, November 28th 9:00 am – 12:00 pmDuPage County Government Center421 N. County Farm Road, Wheaton, IL

Cook County (North) - Wednesday, November 28th9:00 am – 12:00 pmArlington Heights Village Hall33 S. Arlington Heights Rd., Arlington Heights, IL

Cook County (South) - Wednesday, November 28th9:00 am – 12:00 pmFlossmoor Village Hall2800 Flossmoor Rd., Flossmoor, IL

City of Chicago - Wednesday, November 28th 9:00 am – 12:00 pmRTA Headquarters175 W. Jackson Blvd., Chicago, IL

Will County - Wednesday, November 28th 9:00 am – 12:00 pmWill County Office Building302 N. Chicago St., Joliet, IL

McHenry County - Wednesday, November 28th 9:00 am – 12:00 pmWoodstock City Hall121 West Calhoun St., Woodstock, IL

Lake County - Wednesday, November 28th 9:00 am – 12:00 pmMundelein Village Hall300 Plaza Cr., Mundelein, IL

Kane County - Wednesday, November 28th 9:00 am – 12:00 pmSt. Charles City Hall2 East Main St., St. Charles, IL

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EXHIBIT 9-23: 2019 BUDGET ORDINANCE AND SCHEDULES

ADOPTED DECEMBER 13, 2018

ORDINANCE NO. 2018-68

APPROVING THE 2019 BUDGETS AND 2020-2021 FINANCIAL PLANS OF THE SERVICE BOARDS, ADOPTING THE 2019 BUDGET AND PROGRAM OF THE AUTHORITY, APPROPRIATING FUNDS

FOR THE 2019 BUDGETS, ALLOCATING CERTAIN REVENUES OF THE RTA TO THE SERVICE BOARDS, ADOPTING THE FIVE-YEAR CAPITAL PROGRAM, AND TAKING CERTAIN OTHER

ACTIONS WITH RESPECT TO THE BUDGET AND PROGRAM FOR FISCAL YEAR 2019

WHEREAS, Section 4.01 of the Regional Transportation Authority Act (the “Act”) directs the Board of Directors of the Regional Transportation Authority (the “RTA Board”) to (i) appropriate money to perform the purposes of the Regional Transportation Authority (the “RTA” or the “Authority”) and provide for payment of debts and expenses of the RTA, (ii) take action with respect to the budget and two-year financial plan of each of the Chicago Transit Authority (the “CTA”), the Commuter Rail Division of the Regional Transportation Authority (“Metra”), the Suburban Bus Division of the Regional Transportation Authority (“Pace”, and, together with the CTA and Metra, collectively, the “Service Boards” and each, individually, a “Service Board”), as provided for in Section 4.11 of the Act, and (iii) adopt an Annual Budget and Two-Year Financial Plan for the RTA that includes the annual budget and two-year financial plan of each Service Board that has been approved by the RTA;

WHEREAS, pursuant to Section 4.11 of the Act, the RTA Board adopted Ordinance 2018-44

on August 23, 2018, identifying the amounts of funds estimated to be available to each Service Board for operations during fiscal year 2019 and the two following fiscal years;

WHEREAS, pursuant to Section 4.11 of the Act, each Service Board has submitted its

proposed fiscal year 2019 budget and proposed 2020–2021 financial plan to the RTA for its review;

WHEREAS, pursuant to Section 4.01(a) of the Act, the RTA held a public hearing in the

metropolitan region on November 28, 2018 and met with the county board or its designee of each of the several counties in the metropolitan region, with respect to its proposed annual budget and two-year financial plan, and considered the proposed budgets and financial plans of the Service Boards and the public comments with respect to those budgets and financial plans;

WHEREAS, Section 4.11 of the Act authorizes and directs the RTA to review the budgets and

financial plans of the Service Boards for approval;

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WHEREAS, pursuant to Sections 4.01(a) and 4.11(d) of the Act, the budgets and financial

plans of the Service Boards shall contain estimated expenses for contributions to be made with respect to pension and other employee benefits, and the Service Boards are required to present to the RTA budgets prepared in such detail as prescribed by the Board, which have been prepared on both an accrual and a cash flow basis, and that fairly present the condition of any pension plan or trust for health care benefits with respect to retirees established by the Service Board and describes the plans of the Service Boards to meet the requirements of Sections 4.02a and 4.02b;

WHEREAS, pursuant to Sections 4.02a and 4.02b of the Act, the RTA shall continually review

the payment of the required employer contributions to affected pension plans and if at any time the RTA determines that a Service Board’s payment of any portion of the required contributions to an affected pension plan is more than one month overdue, it shall as soon as possible pay the amount of those overdue contributions to the trustee of the affected pension plan on behalf of that Service Board out of monies otherwise payable to that Service Board under Section 4.03.3, and the RTA shall thereafter have no liability to the Service Board for amounts paid to the trustee of the affected pension plan, and if the RTA’s payment of such contributions is similarly overdue it shall pay such overdue amount out of its administrative expenses;

WHEREAS, Section 4.10 of the Act prohibits the RTA from releasing funds, other than those

allocated pursuant to sections 4.03 and 4.03.1 which are allocated to the CTA under Section 4.01(d), to the CTA in any fiscal year unless a unit or units of local government in Cook County (other than the CTA) enters or enter into an Agreement with the CTA to make a monetary contribution for such year of at least $5,000,000 for public transportation;

WHEREAS, pursuant to Section 3A.09(e) of the Act, and subject to approval by the Authority

and the specific bond issuance parameters set forth in the Act, Pace has the authority to borrow money for the purposes of (i) constructing a new garage in the northwestern Cook County suburbs, (ii) converting the South Cook garage in Markham to a Compressed Natural Gas facility, (iii) constructing a new paratransit garage in DuPage County, and (iv) expanding the North Shore garage in Evanston to accommodate additional indoor bus parking;

WHEREAS, pursuant to Section 4.03.3 of the Act, the RTA has established public funding

levels in 2019 through 2021 for the Suburban Community Mobility Fund and the Innovation, Coordination, and Enhancement Fund (the “ICE Fund”) that change proportionately with the percentage change in estimated RTA sales tax receipts;

WHEREAS, RTA Ordinance 2018-44 allocated ICE Fund amounts to the Service Boards, for

operating or capital purposes, subject to a process that meets the requirements of the RTA Act, and the Service Boards have included proposed ICE Fund projects in their 2019 budget submissions to the RTA;

WHEREAS, pursuant to Section 2.01d of the Act, the RTA has established public funding

levels in 2019 through 2021 for the ADA Paratransit Fund;

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WHEREAS, pursuant to Section 4.11(a) of the Act, the RTA Board shall review the interim

2019 results for the provision of Regional ADA Paratransit service operations, and the written report of the Executive Director related thereto, no later than September 15, 2019, and shall amend the 2019 budgets of the Authority and the Service Boards to provide for additional funding for the provision of ADA Paratransit services, if needed;

WHEREAS, in compliance with the Americans with Disabilities Act of 1990 (“ADA”), Pace provides origin-to-destination complementary paratransit services for eligible individuals with disabilities using its own vehicles, private contractors, and taxicab companies (referred to collectively herein as “Carriers”); WHEREAS, as one of its programs, RTA provides interviews and assessments for individuals applying for ADA paratransit eligibility in the RTA service area and for recertification for currently eligible individuals; the interviews and assessments are conducted at a number of sites within the region; WHEREAS, RTA has requested that Pace provide transportation services to RTA Customers with Pace’s current Carriers and any additional Carriers with whom Pace subsequently may contract, and Pace desires to provide the requested transportation services, the cost of which shall be reimbursed by RTA;

WHEREAS, the RTA will reimburse the purchase of excess liability and terrorism insurance

by the RTA system’s Loss Financing Plan and Joint Self Insurance Fund to provide system protection against catastrophic loss;

WHEREAS, the Loss Finance Committee approved the transfer of $2.5 million to Metra from

the Joint Self-Insurance Fund reserve, as a component of the 2019 funding levels adopted by RTA ordinance 2018-44;

WHEREAS, on January 18, 2018 and pursuant to Section 2.01a of the Act, the RTA Board

adopted Ordinance 2018-02 approving the Regional Transit Strategic Plan (the "Strategic Plan"), which delineates a number of regional goals and objectives;

WHEREAS, the provisions of this Ordinance comport with the goals and objectives set forth

in the Strategic Plan; WHEREAS, pursuant to Section 2.01b of the Act, the Authority shall each year adopt a Five-

Year Capital Program that shall include each capital improvement to be undertaken by or on behalf of a Service Board; provided that the Authority finds that the improvement meets any criteria for capital improvements contained in the Strategic Plan, is not inconsistent with any sub-regional or corridor plan adopted by the Authority, and can be funded within amounts available with respect to the capital and operating costs of such improvement;

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WHEREAS, pursuant to Section 2.01b of the Act, the RTA has conducted public hearings with respect to the proposed Five-Year Capital Program and considered comments resulting from such hearings;

WHEREAS, the Five-Year Capital Program included with this Ordinance is based on capital

program submittals from the RTA and Service Boards, and if the RTA Board makes any amendments to the estimates of capital funding available based on subsequent federal or state actions, the Service Boards will be required to adjust their capital programs to reflect such revised estimates;

WHEREAS, pursuant to Section 4.01 (h) of the Act, no Service Board shall undertake any

capital improvement which is not identified in the Five-Year Capital Program; WHEREAS, unfavorable economic conditions in prior years required the RTA to deplete its

fund balance to provide funds to the Service Boards, and to allocate, rather than reserve, financial resources in an effort to preserve operating stability;

WHEREAS, RTA 2016 Budget Ordinance 2015-55 rescinded the provisions of the Fund

Balance Policy adopted by Ordinance 98-15 and the provisions of the Fund to Budget Policy adopted by Ordinance 91-9;

WHEREAS, in accordance with the RTA Reserve Policy implemented in October 2015, the

Service Boards have an ongoing responsibility to maintain individual reserve plans which will address any structural funding or operating revenue reductions or expense increases with remedial actions, and that the Service Boards have shared updated reserve plans with the RTA as required by the 2019 Budget Call;

WHEREAS, the RTA will continue to exercise its short-term borrowing authority to manage

delays in State funding; WHEREAS, the RTA will attempt to minimize the impact on Service Board funding levels

from financial transactions that are sensitive to prevailing interest rates, collateral calls, and arbitrage penalties;

WHEREAS, the RTA Board held a special Finance Committee meeting on November 28, 2018

to review the details of the Service Boards’ budgets with representatives from each of the Service Boards; and

WHEREAS, the RTA Board has determined that it is in the best interest of the RTA to take

the following actions in order to carry out its powers and duties under the Act.

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NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF DIRECTORS OF THE REGIONAL TRANSPORTATION AUTHORITY that:

ARTICLE I

INCORPORATION OF PREAMBLES

The preambles of this ordinance are hereby incorporated into this text as if set out herein in full.

ARTICLE II APPROVAL OF BUDGETS AND FINANCIAL PLANS

Section One: Service Board Budgets and Financial Plans 1.1 In compliance with the Act, the RTA has received and reviewed the proposed budgets for 2019 and financial plans for 2020 and 2021, of each of the Service Boards.

1.2 With respect to the proposed budget and financial plan submitted by CTA (as summarized in Schedule I-B), the RTA finds as follows:

(a) the CTA budget and plan shows a balance between (i) anticipated revenues from all sources, including operating subsidies and application of Service Board fund balances, and (ii) the cost of providing the services specified and of funding any operating deficits or encumbrances incurred in prior periods, including provision for payment when due of principal and interest on outstanding indebtedness; (b) the CTA budget and plan shows cash balances, including the proceeds of any anticipated cash flow borrowing, sufficient to pay with reasonable promptness all costs and expenses as incurred; (c) the CTA budget and plan provides for a level of fares or charges and operating or administrative costs for the public transportation provided by or subject to the jurisdiction of CTA sufficient to allow CTA to meet or exceed its required system-generated revenue recovery ratio, as set forth in Schedule I-C; (d) the CTA budget and plan is based upon and employs assumptions and projections which are reasonable and prudent; (e) the CTA budget and plan has been prepared in accordance with sound financial practices; (f) the CTA budget and plan meets the other financial, budgetary, or fiscal requirements that the RTA has established; and (g) the CTA budget and plan is consistent with the goals and objectives adopted by the RTA in the Strategic Plan.

1.3 With respect to the proposed budget and financial plan submitted by Metra (as summarized in Schedule I-B), the RTA finds as follows:

(a) the Metra budget and plan shows a balance between (i) anticipated revenues from all sources, including operating subsidies and application of Service Board fund balances, and (ii) the cost of providing the services specified and of funding any operating deficits

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or encumbrances incurred in prior periods, including provision for payment when due of principal and interest on outstanding indebtedness; (b) the Metra budget and plan shows cash balances, including the proceeds of any anticipated cash flow borrowing, sufficient to pay with reasonable promptness all costs and expenses as incurred; (c) the Metra budget and plan provides for a level of fares or charges and operating or administrative costs for the public transportation provided by or subject to the jurisdiction of Metra sufficient to allow Metra to meet or exceed its required system-generated revenue recovery ratio, as set forth in Schedule I-C; (d) the Metra budget and plan is based upon and employs assumptions and projections which are reasonable and prudent; (e) the Metra budget and plan has been prepared in accordance with sound financial practices; (f) the Metra budget and plan meets the other financial, budgetary, or fiscal requirements that the RTA has established; (g) the Metra budget and plan is consistent with the goals and objectives adopted by the RTA in the Strategic Plan.

1.4 With respect to the proposed budget and financial plan submitted by Pace for Suburban Service (as summarized in Schedule I-B), the RTA finds as follows:

(a) the Pace Suburban Service budget and plan shows a balance between (i) anticipated revenues from all sources, including operating subsidies and application of Service Board fund balances, and (ii) the cost of providing the services specified and of funding any operating deficits or encumbrances incurred in prior periods, including provision for payment when due of principal and interest on outstanding indebtedness; (b) the Pace Suburban Service budget and plan shows cash balances, including the proceeds of any anticipated cash flow borrowing, sufficient to pay with reasonable promptness all costs and expenses as incurred; (c) the Pace Suburban Service budget and plan provides for a level of fares or charges and operating or administrative costs for the public transportation provided by or subject to the jurisdiction of Pace sufficient to allow Pace to meet or exceed its required system-generated revenue recovery ratio, as set forth in Schedule I-C; (d) the Pace Suburban Service budget and plan is based upon and employs assumptions and projections which are reasonable and prudent; (e) the Pace Suburban Service budget and plan has been prepared in accordance with sound financial practices; (f) the Pace Suburban Service budget and plan meets the other financial, budgetary, or fiscal requirements that the RTA has established; and (g) the Pace Suburban Service budget and plan is consistent with the goals and objectives adopted by the RTA in the Strategic Plan.

1.5 With respect to the proposed budget and financial plan submitted by Pace for ADA Paratransit service (as summarized in Schedule I-B), the RTA finds as follows:

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(a) the Pace ADA Paratransit Service budget and plan shows a balance between (i) anticipated revenues from all sources, including operating subsidies and application of Service Board fund balances, and (ii) the cost of providing the services specified and of funding any operating deficits or encumbrances incurred in prior periods, including provision for payment when due of principal and interest on outstanding indebtedness; (b) the Pace ADA Paratransit Service budget and plan shows cash balances, including the proceeds of any anticipated cash flow borrowing, sufficient to pay with reasonable promptness all costs and expenses as incurred; (c) the Pace ADA Paratransit Service budget and plan provides for a level of fares or charges and operating or administrative costs for the public transportation provided by or subject to the jurisdiction of Pace sufficient to allow Pace to meet or exceed its required system-generated revenue recovery ratio, as set forth in Schedule I-C; (d) the Pace ADA Paratransit Service budget and plan is based upon and employs assumptions and projections which are reasonable and prudent; (e) the Pace ADA Paratransit Service budget and plan has been prepared in accordance with sound financial practices; (f) the Pace ADA Paratransit Service budget and plan meets the other financial, budgetary, or fiscal requirements that the RTA has established; and (g) the Pace ADA Paratransit Service budget and plan is consistent with the goals and objectives adopted by the Authority in the Strategic Plan.

1.6 Pursuant to Section 4.11 of the Act, the 2019 budgets and 2020-2021 financial plans for CTA, Metra and Pace, as presented in the attached Schedule I-B, are hereby approved. 1.7 As authorized by Section 4.11 of the Act, the RTA Board hereby directs that, no more than 40 days after the end of each fiscal quarter, each Service Board is required to report to the RTA its financial condition and results of operations and the financial condition and results of operations of the public transportation services subject to its jurisdiction, as of the end of and for such quarter, for review by the RTA for conformity with the approved budget for such period. Section Two: RTA Budget and Financial Plan The RTA Board has received and reviewed the 2019 Budget and Financial Plan of the Authority as summarized in Schedule I-A. The 2019 Budget and Financial Plan are hereby approved and the RTA Board finds as follows:

(a) The 2019 budget and financial plan shows a balance between anticipated revenues from all sources and anticipated expenses, including the funding of operating deficits and the discharge of encumbrances incurred in prior periods and payment of principal and interest on outstanding indebtedness when due, as summarized in Schedule I-A. (b) The 2019 budget and financial plan shows cash balances sufficient to pay with reasonable promptness all obligations and expenses as incurred, as summarized in Schedule I-E. (c) The 2019 budget and financial plan shows that the level of fares and charges for public transportation provided by, or under grant or purchase of service contracts of, the

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Service Boards is sufficient to cause the aggregate of all projected system-generated revenues from such fares and charges received in 2019, apart from ADA Paratransit services, to equal at least fifty percent (50%) of the aggregate cost of providing such public transportation in 2019, and at least ten percent (10%) for ADA Paratransit service in 2019, as required by the Act, and as summarized in Schedule I-C. (d) The 2019 budget and financial plan is based on and employs assumptions and projections which are reasonable and prudent. (e) The budgeted administrative expenses of the RTA for 2019, as defined in Section 4.01 (c) of the Act, do not exceed the maximum administrative expenses permitted. (f) The 2019 budget and financial plan are consistent with the goals and objectives adopted by the Authority in the Strategic Plan.

Section Three: RTA ICE Program The RTA Board has reviewed the set of 2019 projects proposed by the Service Boards and RTA for funding through the ICE program. The RTA Board hereby adopts the projects attached as Schedule I-F for ICE funding, subject to mutually agreed upon terms of grant agreements and continuing review by the RTA.

ARTICLE III

ADOPTION OF THE FIVE-YEAR CAPITAL PROGRAM

Section One: Adoption of the Five-Year Capital Program The RTA Board has received and reviewed the 2019-2023 Five-Year Capital Program presented by the Service Boards. The RTA Board hereby adopts the Five-Year Capital Program Revenues and Expenditures attached as Schedule II-A and Schedule II-B, subject to continuing review by the RTA. Section Two: Prohibition on Capital Projects Not Included in the Program Pursuant to Section 4.01 (h) of the Act, no Service Board shall undertake any capital improvement which is not identified in the Five-Year Capital Program. Section Three: Applications for Federal and State Capital Grants, Loans and Other Funds In accordance with Section 4.02 (b) of the Act, each Service Board is directed to provide notice to the RTA of its intent to file any application for federal or state capital grants, loans or other funds prior to making any such application, and to file a copy of any such application with the RTA. No Service Board shall apply for or receive any capital grant or loan unless it is identified in the RTA Five-Year Capital Program and is consistent with the RTA Strategic Plan. Section Four: Prohibition on Use of Federal Capital Funds for Preventive Maintenance Federal capital funds shall not be used by a Service Board to fund preventive maintenance expenses in its operating budget unless the RTA Board determines, based on adequate information supplied by the Service Board, that such use will not have a materially adverse impact on the State of Good Repair of such Service Board’s capital assets.

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Section Five: RTA Bond Projects There is $158 million in RTA bond proceeds programmed for 2020 and $130 million in RTA bond proceeds programmed for 2023 to be used by the Service Boards to fund a set of projects that, upon completion, would have a weighted average useful life of at least 20 years or, when combined for the region as a whole, would have a weighted average useful life of at least 20 years. Additionally, the Service Boards must maintain, and provide to the RTA, the appropriate records necessary to satisfy any continuing disclosure requirements.

ARTICLE IV APPROPRIATION OF FUNDS AND CERTAIN OTHER ACTIONS

Section One: Appropriation for Each Service Board The following amounts for 2019 are appropriated for payment to each Service Board from the enumerated sources of funds and for the specified objects and purposes. 1.1 Statutory RTA Sales Taxes There is appropriated, from the taxes collected under Section 4.03, for expenditure by each Service Board pursuant to the 2019 budget approved for such Service Board in Article II, the amount required by Sections 4.03.3 (a) and 4.03.3 (b) of the Act. The estimated amount of each appropriation is specified as “Part I Sales Tax Allocation” on Schedule I-D. After receipt by the RTA of the proceeds of taxes imposed pursuant to Section 4.03 of the Act, the Executive Director of the RTA shall provide for the payment to each Service Board the specified appropriation. 1.2 Statutory RTA Sales Taxes and Public Transportation Funds

(a) There is appropriated, from taxes imposed pursuant to Section 4.03 of the Act and Public Transportation Fund receipts received pursuant to Section 4.09 of the Act, to Pace for expenditure for ADA Paratransit Services, the amount required by Section 4.03.3 (c). The estimated amount of the appropriation is specified as “Part II Allocation; RTA Total for ADA Paratransit Service” on Schedule I-D. The RTA Board directs Pace to provide to the RTA any information requested by the Executive Director that is, in the judgment of the Executive Director, necessary to estimate the difference between (i) the projected final 2019 operating deficit of ADA Paratransit service and (ii) the total amount of funding from all sources estimated to be available for 2019 operations of ADA Paratransit service (such difference, the “Shortfall Amount”). The Shortfall Amount, if any, shall be established by the Executive Director prior to August 15, 2019 by examining the ADA Paratransit service year-to-date operating results through the second quarter of 2019, and, after being approved by the Chairman of the RTA Board and the Chairman of the Finance Committee of the RTA Board, shall be submitted to the RTA Board together with a certification from Pace that additional funds equal to the Shortfall Amount are necessary for 2019 ADA Paratransit service operations. Such certification shall be accompanied by a report describing Pace’s efforts to implement reasonable and appropriate cost savings and revenue raising measures related to ADA Paratransit service. (b) There is appropriated, from taxes imposed pursuant to Section 4.03 of the Act and Public Transportation Fund receipts received pursuant to Section 4.09 of the Act, to Pace

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for expenditure for Suburban Community Mobility, the amount required by Section 4.03.3 (c). The estimated amount of the appropriation is specified as “Part II Allocation; RTA Suburban Community Mobility Fund (SCMF) to Pace” on Schedule I-D. (c) There is appropriated, from taxes imposed pursuant to Section 4.03 of the Act and Public Transportation Fund receipts received pursuant to Section 4.09 of the Act, to the Innovation, Coordination, and Enhancement (ICE) Fund the amount required by Section 4.03.3 (c). The estimated amount of the appropriation is specified as “Part II Allocation; RTA Innovation, Coordination & Enhancement (ICE)” on Schedule I-D. (d) There is appropriated, from taxes imposed pursuant to Section 4.03 of the Act and Public Transportation Fund receipts received pursuant to Section 4.09 of the Act to each Service Board for expenditure pursuant to the 2019 budget approved for such Service Board in Article II, the amount required by Section 4.03.3 (c). The estimated amount of each appropriation is specified as “Part II Allocation; Remaining Balance to Service Boards” on Schedule I-D.

After receipt by the RTA of the proceeds of taxes imposed pursuant to Section 4.03 of the Act, and Public Transportation Fund receipts pursuant to Section 4.09 of the Act, the Executive Director of the RTA shall provide for the payment to each Service Board the specified appropriation. 1.3 Free and Reduced Fare Reimbursement There is appropriated, for expenditure by each Service Board pursuant to the 2019 Budget approved for such Service Board in Article II, amounts received from the State of Illinois for reimbursement of revenues lost from providing free or reduced fare rides. After receipt by the RTA of such funds from the State of Illinois, the Executive Director shall provide for the payment to each Service Board its proportionate share of the proceeds estimated to be received from the State identified as “State Reduced Fare Reimbursement” on Schedule I-A; provided that such funds shall not be distributed to the CTA unless and until a unit or units of local government in Cook County (other than the CTA) enters or enter into an agreement with the CTA to make a monetary contribution for such year of at least $5,000,000 for public transportation. 1.4 RTA Non-Statutory Funding - Public Transportation Fund, 15% Sales Tax, Other RTA Revenues

(a) There is appropriated, for expenditure by each Service Board pursuant to the 2019 Budget approved for such Service Board in Article II, the amounts specified as “RTA Non-Statutory Funding – PTF I” and “RTA Non-Statutory Funding – Sales Tax I” on Schedule I-B. Pursuant to Ordinance 2018-44, approving the operations funding amounts for the 2019 operating budget and the 2020 - 2021 financial plan years, any amounts of PTF I received in excess of the PTF I receipts budgeted, as identified on Schedule I-A, shall be distributed to the Service Boards in the same proportion as the Service Board PTF I funds originally budgeted in that fiscal year. Any negative variance in PTF I receipts (i.e. receipts lower than anticipated) shall be borne by the Service Boards in the same proportion as

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the distribution of Service Board PTF I funds originally budgeted for that fiscal year. The Executive Director shall provide for the payment to each Service Board its share of “RTA Non-Statutory Funding – PTF I” and “RTA Non-Statutory Funding – Sales Tax I”; provided that such funds shall not be distributed to the CTA unless and until a unit or units of local government in Cook County (other than the CTA) enters or enter into an agreement with the CTA to make a monetary contribution for such year of at least $5,000,000 for public transportation. (b) There is appropriated, for expenditure by Pace pursuant to the 2019 Budget approved for Pace Suburban Service in Article II, the amount specified as “South Suburban Job Access Funds” on Schedule I-B from other receipts and revenues of the RTA. (c) There is appropriated, for expenditure by each Service Board pursuant to the 2019 Budget approved for such Service Board in Article II, or pursuant to the Five-Year Capital Program approved for such Service Board in Article III, the amounts specified as “Innovation, Coordination, and Enhancement (ICE) Funding” on Schedule I-B. (d) There is appropriated, for expenditure by Metra pursuant to the 2019 Budget approved for Metra in Article II, the amount specified as “JSIF Reserve” on Schedule I-B from the Joint Self-Insurance Fund Reserve.

Subject to receipt by the RTA of sufficient proceeds of taxes imposed pursuant to Section 4.03 of the Act, and from the Public Transportation Fund receipts pursuant to Section 4.09 of the Act, the Executive Director is hereby directed to provide for the payment of such funds described in paragraphs (a), (b), (c) and (d) as soon as may be practicable upon their receipt provided that each Service Board is in compliance with the requirements of Section 4.11 of the Act and this Ordinance. Section Two: Appropriation to the Regional Transportation Authority In 2019 there is appropriated, for expenditure for the operating purposes of the RTA (the “Agency”) the amounts specified on Schedule I-A as “Agency Administration” and “RTA Regional Services and Programs”, pursuant to the 2019 Budget approved in Article II, from other receipts and revenues of the RTA. In 2019 there is appropriated for transfer from the RTA’s Fund Balance to the Joint Self-Insurance Fund (JSIF), funds to reimburse the insurance premium and associated fees for liability and terrorism insurance for the RTA System’s Loss Financing Plan the amount specified on Schedule I-A as “RTA Joint Self-Insurance Fund (JSIF) Funding.”

ARTICLE V GENERAL

Section One: Implementation and Dissemination The Executive Director is authorized and directed to take appropriate action to implement and enforce this Ordinance and to prepare and disseminate the 2019 Annual Budget and Program of the RTA in accordance with the Act and the policies established herein. This shall specifically include the authority to enter into intergovernmental agreements (IGAs), Technical Services

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Agreements (TSAs), or other agreements necessary to apply for or effectuate grants for projects specifically authorized herewith in the Five-Year Capital Program. The Executive Director is further authorized to execute an IGA with Pace, substantially in the form attached hereto as Exhibit A, wherein the RTA will reimburse Pace for providing federally required transportation to and from ADA paratransit eligibility assessment centers. This IGA does not have an end date, however, either party may terminate the agreement with 60 days’ written notice. In addition, the IGA does not contain a total cost, as the service is provided at a vehicle service hour reimbursement rate based on demand by the RTA customer. Pace will submit monthly invoices with per-trip back-up data for the Authority’s review before payment. Historically the Authority has paid an average of $1.8 million annually to Pace for this service, including Pace’s administrative / staff overhead costs, and the proposed 2019 budget contains sufficient funds to cover the cost for our customer transportation needs. The IGA specifically provides that any future payments/reimbursements will be subject to annual Board appropriation. The Executive Director shall be further authorized to execute and enter into other IGAs necessary to effectuate or implement powers and duties of the RTA, so long as those IGAs do not exceed $100,000 in value and are subject to funds appropriated by the RTA Board. Section Two: Organization of the RTA The Executive Director shall organize the staff of the Authority, shall allocate their functions and duties, and shall fix compensation and conditions of employment. The Executive Director shall develop, and modify as may be necessary, Agency policies regarding travel, business and relocation expenses, consistent with the Local Government Travel Expense Control Act. Section Three: Non-Waiver of RTA Authority Nothing in this Ordinance is intended to or shall have the effect of (i) creating an obligation on the part of the RTA to provide funding to the Service Boards in excess of their respective statutorily allocated portions of the proceeds from taxes and State funds actually received by the RTA, nor (ii) waiving any discretion the RTA may have under law to amend the amounts appropriated to the Service Boards under the Ordinance, subject to compliance by the Service Boards with terms and conditions established by the RTA. Furthermore, nothing in this Ordinance is intended to or shall have the effect of waiving any discretion the RTA may have under law to subject to review the determinations made in this Ordinance, including, but not limited to, setting recovery ratios for the Service Boards, establishing inclusions or exclusions of certain revenues or expenditures from the calculation of such recovery ratios, or determining the allowable uses of federal, state or local funds. Section Four: Executive Director’s Authority to Apply for Additional Funds The Executive Director, and his or her designee, is authorized and directed to execute and file applications on behalf of the RTA with the United States Department of Transportation (“USDOT”), Federal Transit Administration (“FTA”), the Illinois Department of Transportation (“IDOT”), and any other funding agency (collectively the “Funding Agencies”) for any monies

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available for funding of the RTA Annual Budget. The Executive Director, and his or her designee, is authorized to furnish such additional information, assurances, certifications and amendments as the Funding Agencies may require in connection with such applications or the projects. The Executive Director, and his or her designee, is authorized and directed on behalf of the RTA to execute and deliver grant agreements and all subsequent amendments thereto between the RTA and the Funding Agencies. Further, the Executive Director, and his or her designee, is authorized and directed to take such action as he or she deems necessary or appropriate to implement, administer, and enforce said agreements and all subsequent amendments thereto on behalf of the RTA. Section Five: Direction to File this Ordinance with Public Officials. The Executive Director is authorized and directed to file the 2019 Budget and Program and a copy of this Ordinance with the Governor of Illinois, the Illinois General Assembly, the Comptroller of the State of Illinois, the Mayor of the City of Chicago and the Auditor General of the State of Illinois, along with an appropriate certification that this budget and program meet the requirements of the Act.

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Schedule I-A

2019 2020 2021 Budget Plan Plan

RTA Funding SourcesRTA Sales Tax (Part I) 941,034 959,854 979,051 RTA Sales Tax (Part II) 329,239 335,823 342,540 RTA Public Transportation Fund (PTF - Part I) 232,870 243,618 248,490 RTA Public Transportation Fund (PTF - Part II) 163,832 171,594 175,232 State Financial Assistance (ASA/AFA) 130,300 130,300 130,300 State Reduced Fare Reimbursement 1 34,070 25,820 17,570 State Funding for ADA Paratransit 8,395 8,500 8,500 RTA Regional Capital Project Reserves 250 - - JSIF Reserve 2,500 - - Other RTA Revenue 2 9,187 5,726 5,852 Total RTA Funding Sources 1,851,677 1,881,235 1,907,536

Operating Expenditures RTA Total Funds for CTA Operations 777,735 798,939 815,011 RTA Total Funds for Metra Operations 421,085 426,562 435,029 RTA Total Funds for Pace Suburban Service Operations 172,369 175,657 178,999 RTA Total Funds for Pace ADA Paratransit Operations 173,026 181,835 190,117 State Reduced Fare Reimbursement 1 34,070 25,820 17,570 Agency Administration 17,657 18,187 18,733 RTA Regional Services and Programs 24,216 21,250 21,888 Total Operating Expenditures 1,620,158 1,648,250 1,677,346

Debt Service, Capital & JSIF Expenditures Principal and Interest 236,798 227,151 224,181 RTA Agency Regional Capital Program 250 - - RTA Joint Self-Insurance Fund (JSIF) Funding 5,664 5,834 6,009 Total Debt Service & JSIF Expenditures 242,712 232,985 230,190

Total Expenditures 1,862,870 1,881,236 1,907,536

Beginning Unreserved/Undesignated Fund Balance (5,330) (5,330) (5,330)

Change in Fund Balance (11,193) (0) (0) Transfers 3 11,193 0 0

Ending Unreserved/Undesignated Fund Balance (5,330) (5,330) (5,330)

1 Amounts for 2019 contingent upon restoration of reduced fare reimbursement funding to $34.070 million in State FY 19-20 budgets.2 Includes income from investments, sales tax interest, and revenue from RTA programs and projects.3 Contingent transfers from RTA reserves in 2019 to offset lower sales tax for debt service and increased short-term debt service.

RTA Statement of Revenues and ExpendituresGeneral and Agency Funds

(dollars in thousands)

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Schedule I-B

2019 2020 2021 Budget Plan Plan

CTA Total System-Generated Revenue 707,747 719,941 734,397 Total Operating Expenses 1,552,114 1,587,511 1,620,097 Operating Deficit 844,366 867,569 885,700 RTA Sales Tax (Part I) 395,620 403,532 411,603 RTA Sales Tax and PTF (Part II) 131,039 133,135 133,503 RTA 25% PTF on RETT (Part II) 1 16,658 17,158 17,672 RTA Non-Statutory Funding - PTF I 2 228,213 238,745 243,520 RTA Non-Statutory Funding - Sales Tax I 2 - 39 2,256 Innovation, Coordination, and Enhancement Funding 3 6,205 6,330 6,456 Total RTA Funding for Operations 777,735 798,939 815,011 City of Chicago RETT (Part II) 1 66,631 68,630 70,689 Total Funding for Operations 844,366 867,569 885,700 ICE funding not used for operations - transfer to capital 3 - - - Net Result 0 0 0

Metra Total System-Generated Revenue 411,688 442,878 461,818 Total Operating Expenses 822,215 845,900 873,100 Operating Deficit 410,527 403,022 411,282 RTA Sales Tax (Part I) 307,073 313,215 319,479 RTA Sales Tax and PTF (Part II) 106,469 108,172 108,471 RTA Non-Statutory Funding - Sales Tax I 2 - 32 1,833 Innovation, Coordination, and Enhancement Funding 3 5,042 5,143 5,246 JSIF Reserve 2,500 - - Total RTA Funding for Operations 421,085 426,562 435,029 Homeland Security Operating Grant 1,500 1,500 1,500 Total Funding for Operations 422,585 428,062 436,529 ICE funding not used for operations - transfer to capital 3 (5,042) (5,143) (5,246) Farebox capital program (7,015) (19,897) (20,002) Net Result 0 0 0

Pace Suburban Service Total System-Generated Revenue 58,729 63,712 62,843 Total Operating Expenses 236,037 244,519 247,009 Operating Deficit 177,308 180,807 184,166 RTA Sales Tax (Part I) 97,185 99,129 101,112 RTA Sales Tax and PTF (Part II) 35,490 36,057 36,157 Suburban Community Mobility Funds 25,856 26,373 26,901 South Suburban Job Access Funds 7,500 7,500 7,500 RTA Non-Statutory Funding - PTF I 2 4,657 4,872 4,970 RTA Non-Statutory Funding - Sales Tax I 2 - 11 611 Innovation, Coordination, and Enhancement Funding 3 1,681 1,714 1,749 Total RTA Funding for Operations 172,369 175,657 178,999 Federal CMAQ/JARC/New Freedom Funds 4,939 5,150 5,166 Total Funding for Operations 177,308 180,807 184,165 ICE funding not used for operations - transfer to capital 3 - - - Net Result 0 0 0

Pace ADA Paratransit ServiceTotal System-Generated Revenue 14,215 14,449 14,676 Total Operating Expenses 187,241 196,284 204,793 Operating Deficit 173,026 181,835 190,117 RTA Sales Tax and PTF (Part II) 164,631 173,335 181,617 State Funding for ADA Paratransit 8,395 8,500 8,500 Total RTA Funding for Operations 173,026 181,835 190,117 Net Result 0 0 0

Total System-Generated Revenue Recovery Ratio 50.6% 51.0% 51.1%

1 Assumes 2019 RETT receipts are unchanged from 2018 budget, then grow by 3% in 2020 and 2021.2 For clarification, "non-statutory funding" refers to funding which is not statutorily allocated.3 As authorized by RTA Ordinance 2018-44, ICE funding may alternatively be used by the Service Boards for capital purposes.

Total Funds for Service Board OperationsGeneral and Agency Funds

(dollars in thousands)

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152 RTAChicago.org

Schedule I-C

2019 2019Requirement As Budgeted

CTA 54.75% 55.6%

Metra 52.5% 53.1%

Pace Suburban Service 30.3% 30.3%

Regional System-Generated Revenue Recovery Ratio 50.0% 50.6%

Pace ADA Paratransit 10.0% 10.0%

System-Generated Revenue Recovery Ratios

The RTA Act allows certain expenditures to be excluded from the recovery ratio calculationincluding security expense, depreciation, debt service, and facility leases. Metra'scalculation includes capital farebox revenue.

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Schedule I-D

2019 2020 2021 Budget Plan Plan

Source of FundsPart I Sales Tax ("85% Sales Tax") 1

City of Chicago 323,716 330,190 336,794 Suburban Cook County 472,399 481,847 491,484 Collar Counties 144,919 147,818 150,774

Total Part I Sales Tax 941,034 959,854 979,051 Part I Public Transportation Funds (PTF) (25% of Sales Tax I) 232,870 243,618 248,490

Total Part I Sales Tax and PTF 1,173,904 1,203,472 1,227,542 Part II Sales Tax, RETT, and PTF

City of Chicago 74,881 76,379 77,906 Suburban Cook 112,534 114,785 117,080 Collar Counties 141,824 144,660 147,554 Total Part II Sales Tax 329,239 335,823 342,540 Part II Real Estate Transfer Tax (RETT) 2 66,631 68,630 70,689 Total Part II Sales Tax and RETT 395,870 404,453 413,229 Part II Public Transportation Funds 5% of Sales Tax I 46,574 48,724 49,698 30% of Sales Tax II and RETT 117,258 122,870 125,534 Total Part II PTF 163,832 171,594 175,232

Total Part II - Sales Tax, PTF and RETT 559,702 576,047 588,460 Total Source of Funds 1,733,606 1,779,519 1,816,002

Distribution of FundsPart I Sales Tax Allocation ("85% Sales Tax") 1

RTA - 15% of Part I Sales Tax 141,155 143,978 146,858 CTA 395,620 403,532 411,603 Metra 307,073 313,215 319,479 Pace 97,185 99,129 101,112 Total Part I Sales Tax 941,034 959,854 979,051 RTA - 100% of Part I PTF 232,870 243,618 248,490 Total Part I Sales Tax & PTF 1,173,904 1,203,472 1,227,542

Part II Allocation (Sales Tax, PTF and RETT)RTA Total for ADA Paratransit Service 164,631 173,335 181,617 RTA Innovation, Coordination & Enhancement (ICE) 12,928 13,187 13,450 RTA Suburban Community Mobility Fund (SCMF) to Pace 25,856 26,373 26,901 RETT to CTA 2 66,631 68,630 70,689 PTF - 25% of RETT to CTA 16,658 17,158 17,672 Total Part II Allocation before Service Board Distribution 286,704 298,683 310,329 Remaining Balance to Service BoardsCTA - 48% 131,039 133,135 133,503 Metra - 39% 106,469 108,172 108,471 Pace - 13% 35,490 36,057 36,157 Total Part II Funds to Service Boards 272,998 277,365 278,131 Total Part II Funds Allocated (Sales Tax, PTF and RETT) 559,702 576,047 588,460

Total Distribution of Funds 1,733,606 1,779,519 1,816,002

City of Suburban CollarPart I Sales Tax - Service Board Allocation Formula 1 Chicago Cook CountiesCTA 100% 30% -Metra - 55% 70%Pace - 15% 30%Total 100% 100% 100%

1 The RTA Act directs 85% of these sales tax revenues to the Service Boards according to the allocation formula shown on this schedule.2 The City of Chicago disburses RETT funds directly to the CTA, therefore these funds are excluded from RTA Revenues on Schedule I-A.

RTA Statutory Sales Tax, Public Transportation Funds, and RETT

(dollars in thousands)Source and Distribution of Funds

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154 RTAChicago.org

Sche

dule

I-E

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

June

2019

2019

2019

2019

2019

2019

2019

2019

2019

2019

2019

2019

2019

2020

2020

2020

2020

2020

2020

Ope

ratio

nsC

ash

Rec

eipt

sR

TA S

ales

Tax

(Par

t I)

-

-

-

$65,

741

$66,

333

$76,

977

$75,

342

$81,

345

$83,

269

$79,

290

$81,

789

$81,

049

$78,

871

$78,

310

$92,

717

-

-

-

$941

,034

RTA

Pub

lic T

rans

porta

tion

Fund

(PTF

- Pa

rt I)

-

-

-

-

-

-

19,5

1819

,379

22,9

4416

,269

16,4

1519

,049

18,6

4420

,130

20,6

0619

,621

20,2

4020

,057

232,

870

RTA

Sal

es T

ax (P

art I

I)-

-

-

23

,001

23,2

0826

,932

26,3

6028

,460

29,1

3327

,741

28,6

1528

,356

27,5

9527

,398

32,4

39-

-

-

32

9,23

9R

TA P

TF (P

art I

I)-

-

-

-

-

-

13

,731

13,6

3416

,142

11,4

4511

,548

13,4

0213

,117

14,1

6214

,497

13,8

0414

,239

14,1

1016

3,83

2St

ate

Fina

ncia

l Ass

ista

nce

(ASA

/AFA

)-

-

-

-

-

-

-

26

,060

26,0

6026

,060

26,0

6026

,060

-

-

-

-

-

-

130,

300

Stat

e R

educ

ed F

are

Rei

mbu

rsem

ent

-

-

-

-

-

-

17,0

35-

-

-

-

17

,035

-

-

-

-

-

-

34,0

70St

ate

Fund

ing

for A

DA

Para

trans

it-

-

-

-

-

-

8,

395

-

-

-

-

-

-

-

-

-

-

-

8,39

5R

TA R

egio

nal C

apita

l Pro

ject

Res

erve

s25

0-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

25

0JS

IF R

eser

ves

-

-

-

-

-

-

-

-

-

-

-

2,50

0-

-

-

-

-

-

2,

500

RTA

Oth

er R

even

ue

766

766

766

766

766

766

766

766

766

766

766

766

-

-

-

-

-

-

9,18

7To

tal C

ash

Rec

eipt

s$1

,016

$766

$766

$89,

508

$90,

306

$104

,675

$161

,147

$169

,642

$178

,314

$161

,571

$165

,193

$188

,216

$138

,227

$140

,000

$160

,260

$33,

425

$34,

479

$34,

167

$1,8

51,6

77

CTA

RTA

Sal

es T

ax (P

art I

)-

-

-

$2

7,63

8$2

7,88

7$3

2,36

2$3

1,67

5$3

4,19

8$3

5,00

7$3

3,33

4$3

4,38

5$3

4,07

4$3

3,15

8$3

2,92

2$3

8,97

9-

-

-

$3

95,6

20R

TA S

ales

Tax

(Par

t II)

-

-

-

960

1,04

72,

624

2,38

23,

271

3,55

62,

967

3,33

73,

227

11,6

8511

,602

13,7

36-

-

-

60

,395

RTA

PTF

(Par

t II)

-

-

-

-

-

-

5,92

15,

879

6,96

04,

935

4,98

05,

779

5,65

66,

107

6,25

15,

952

6,14

06,

084

70,6

44R

TA P

TF fr

om R

ETT

(Par

t II)

-

-

-

-

-

-

1,38

81,

388

1,38

81,

388

1,38

81,

388

1,38

81,

388

1,38

81,

388

1,38

81,

388

16,6

58St

ate

Red

uced

Far

e R

eim

burs

emen

t-

-

-

-

-

-

14

,161

-

-

-

-

14,1

61-

-

-

-

-

-

28

,322

RTA

Non

-Sta

tuto

ry F

undi

ng (P

TF I)

-

-

-

-

-

-

19,1

2718

,991

22,4

8515

,943

16,0

8718

,668

18,2

7119

,727

20,1

9419

,229

19,8

3519

,655

228,

213

Inno

vatio

n, C

oord

inat

ion,

and

Enh

ance

men

t Fun

ding

-

-

-

434

437

508

497

536

549

523

539

534

520

516

611

-

-

-

6,20

5To

tal C

TA D

isbu

rsem

ents

-

-

-

$29,

031

$29,

372

$35,

494

$75,

151

$64,

264

$69,

946

$59,

090

$60,

716

$77,

832

$70,

679

$72,

262

$81,

160

$26,

569

$27,

363

$27,

128

$806

,057

Met

raR

TA S

ales

Tax

(Par

t I)

-

-

-

$21,

452

$21,

645

$25,

119

$24,

585

$26,

544

$27,

172

$25,

873

$26,

689

$26,

447

$25,

737

$25,

554

$30,

255

-

-

-

$307

,073

RTA

Sal

es T

ax (P

art I

I)-

-

-

78

085

12,

132

1,93

52,

658

2,89

02,

411

2,71

12,

622

9,49

49,

427

11,1

61-

-

-

49

,071

RTA

PTF

(Par

t II)

-

-

-

-

-

-

4,81

14,

776

5,65

54,

010

4,04

64,

695

4,59

54,

962

5,07

94,

836

4,98

94,

944

57,3

98St

ate

Red

uced

Far

e R

eim

burs

emen

t-

-

-

-

-

-

1,

569

-

-

-

-

1,56

9-

-

-

-

-

-

3,

138

Inno

vatio

n, C

oord

inat

ion,

and

Enh

ance

men

t Fun

ding

-

-

-

352

355

412

404

436

446

425

438

434

423

420

497

-

-

-

5,04

2JS

IF R

eser

ves

-

-

-

-

-

-

-

-

-

-

-

2,50

0-

-

-

-

-

-

2,

500

Tota

l Met

ra D

isbu

rsem

ents

-

-

-

$22,

584

$22,

852

$27,

663

$33,

304

$34,

414

$36,

163

$32,

719

$33,

884

$38,

268

$40,

249

$40,

361

$46,

992

$4,8

36$4

,989

$4,9

44$4

24,2

23

Pace

Sub

urba

n Se

rvic

eR

TA S

ales

Tax

(Par

t I)

-

-

-

$6,7

89$6

,851

$7,9

50$7

,781

$8,4

01$8

,600

$8,1

89$8

,447

$8,3

70$8

,145

$8,0

87$9

,575

-

-

-

$97,

185

RTA

Sal

es T

ax (P

art I

I)-

-

-

26

028

471

164

588

696

380

490

487

43,

165

3,14

23,

720

-

-

-

16,3

57R

TA P

TF (P

art I

I)-

-

-

-

-

-

1,

604

1,59

21,

885

1,33

71,

349

1,56

51,

532

1,65

41,

693

1,61

21,

663

1,64

819

,133

RTA

Sub

urba

n C

omm

unity

Mob

ility

Fund

(SC

MF)

-

-

-

1,80

61,

823

2,11

52,

070

2,23

52,

288

2,17

92,

247

2,22

72,

167

2,15

22,

548

-

-

-

25,8

56R

TA S

outh

Sub

urba

n Jo

b Ac

cess

(SSJ

A) F

und

-

-

-

-

-

-

-

-

-

-

-

7,50

0-

-

-

-

-

-

7,

500

Stat

e R

educ

ed F

are

Rei

mbu

rsem

ent

-

-

-

-

-

-

1,30

5-

-

-

-

1,

305

-

-

-

-

-

-

2,61

0R

TA N

on-S

tatu

tory

Fun

ding

(PTF

I)-

-

-

-

-

-

39

038

845

932

532

838

137

340

341

239

240

540

14,

657

Inno

vatio

n, C

oord

inat

ion,

and

Enh

ance

men

t Fun

ding

-

-

-

117

118

137

135

145

149

142

146

145

141

140

166

-

-

-

1,68

1To

tal P

ace

Subu

rban

Ser

vice

Dis

burs

emen

ts-

-

-

$8

,973

$9,0

75$1

0,91

3$1

3,93

0$1

3,64

7$1

4,34

3$1

2,97

4$1

3,42

1$2

2,36

7$1

5,52

3$1

5,57

8$1

8,11

4$2

,005

$2,0

68$2

,049

$174

,979

Pace

AD

A P

arat

rans

itR

TA S

ales

Tax

and

PTF

(Par

t II)

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

-

-

-

-

-

-

$164

,631

Stat

e Fu

ndin

g fo

r AD

A-

-

-

-

-

-

8,

395

-

-

-

-

-

-

-

-

-

-

-

8,39

5To

tal P

ace

AD

A P

arat

rans

it D

isbu

rsem

ents

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

$22,

114

$13,

719

$13,

719

$13,

719

$13,

719

$13,

719

-

-

-

-

-

-

$173

,026

RTA

Ope

ratio

ns, D

ebt S

ervi

ce, C

apita

l, JS

IFPr

inci

pal a

nd In

tere

st fo

r Ser

vice

Boa

rd C

apita

l Pro

gram

s$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3$1

9,73

3-

-

-

-

-

-

$2

36,7

98Ag

ency

Ope

ratio

ns 2

3,48

93,

489

3,48

93,

489

3,48

93,

489

3,48

93,

489

3,48

93,

489

3,48

93,

489

-

-

-

-

-

-

41,8

73R

TA A

genc

y R

egio

nal C

apita

l Pro

gram

2121

2121

2121

2121

2121

2121

-

-

-

-

-

-

250

Join

t Sel

f Ins

uran

ce F

und

-

-

-

-

-

5,66

4-

-

-

-

-

-

-

-

-

-

-

-

5,

664

Tota

l RTA

Dis

burs

emen

ts$2

3,24

3$2

3,24

3$2

3,24

3$2

3,24

3$2

3,24

3$2

8,90

7$2

3,24

3$2

3,24

3$2

3,24

3$2

3,24

3$2

3,24

3$2

3,24

3-

-

-

-

-

-

$2

84,5

85

Tota

l Cas

h D

isbu

rsem

ents

$36,

963

$36,

963

$36,

963

$97,

551

$98,

261

$116

,697

$167

,742

$149

,287

$157

,416

$141

,746

$144

,983

$175

,429

$126

,451

$128

,201

$146

,266

$33,

410

$34,

419

$34,

120

$1,8

62,8

70

Cas

h B

alan

ce 3

Cha

nge

Begi

nnin

g$1

50,0

00$1

14,0

53$7

7,85

6$4

1,65

9$3

3,61

5$2

5,66

1$1

3,63

9$7

,043

$27,

398

$48,

297

$68,

121

$88,

331

$101

,118

$112

,894

$124

,692

$138

,686

$138

,701

$138

,761

Endi

ng$1

14,0

53$7

7,85

6$4

1,65

9$3

3,61

5$2

5,66

1$1

3,63

9$7

,043

$27,

398

$48,

297

$68,

121

$88,

331

$101

,118

$112

,894

$124

,692

$138

,686

$138

,701

$138

,761

$138

,807

($11

,193

)

1 Cas

h di

sbur

sem

ents

are

sub

ject

to a

ctua

l cas

h av

aila

bilit

y.

2 Age

ncy

Adm

inis

tratio

n an

d R

egio

nal S

ervi

ces

& Pr

ogra

ms.

3 R

estri

cted

and

unr

estri

cted

cas

h.

Cas

h Fl

ow E

stim

ates

for D

istr

ibut

ion

of F

Y 20

19 R

TA F

unds

to th

e Se

rvic

e B

oard

s 1

(dol

lars

in th

ousa

nds)

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155RTAChicago.org

Schedule I-F

2019 Budget

CTA Operating Project

South Side Bus Service Improvements - Year III Funding 6,205

Total CTA ICE Funding 6,205

Metra Capital Projects

GPS/Train Tracking and Passenger Counting System 5,042

Total Metra ICE Funding 5,042

Pace Operating Project

Milwaukee Ave Pulse ART Line 1,681

Total Pace ICE Funding 1,681

Total ICE Funding 12,928

Uses of Innovation, Coordination, and Enhancement (ICE) Funding(dollars in thousands)

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156 RTAChicago.org

2019

‐202

3 CA

PITA

L PR

OGRA

M REV

ENUES

Sche

dule II‐A

Decem

ber 1

3, 201

820

1920

2020

2120

2220

23TO

TAL

CTA

FTA

§530

7/§5

340 Urban

ized

 Area Fo

rmula

129,96

0,83

9$    

131,40

6,87

3$      

132,86

8,94

2$    

134,34

7,22

3$     

135,84

1,95

1$    

664,42

5,82

8$            

§533

7 State of Goo

d Re

pair Fo

rmula

154,22

1,62

8      

155,78

7,01

3       

157,36

8,28

6      

158,96

5,61

0       

160,57

9,14

7     

786,92

1,68

5             

§533

9 Bu

s an

d Bu

s Facilities

11,941

,093

        

12,251

,106

          

12,569

,167

        

12,895

,486

         

13,230

,277

       

62,887

,129

               

Subtotal FTA

296,12

3,56

1$    

299,44

4,99

2$      

302,80

6,39

5$    

306,20

8,31

9$     

309,65

1,37

5$    

1,51

4,23

4,64

2$        

Fede

ral‐F

lexible/Discretiona

ryCM

AQ8,89

0,85

7          

100,00

0,00

0       

8,00

0,00

0          

0                          

0                        

116,89

0,85

7             

Sec. 530

3 UWP Plan

ning

746,80

0             

420,00

0               

420,00

0             

420,00

0              

420,00

0             

2,42

6,80

0                 

Depa

rtmen

t of H

omelan

d Security

6,00

0,00

0          

6,00

0,00

0            

6,00

0,00

0          

6,00

0,00

0           

6,00

0,00

0          

30,000

,000

               

New

 Starts/Co

re Cap

acity

100,00

0,00

0      

100,00

0,00

0       

100,00

0,00

0      

100,00

0,00

0       

100,00

0,00

0     

500,00

0,00

0             

Subtotal Fed

 Flexible

115,63

7,65

7     

206,42

0,00

0       

114,42

0,00

0     

106,42

0,00

0     

106,42

0,00

0     

649,31

7,65

7             

Subtotal All Fede

ral

411,76

1,21

8$    

505,86

4,99

2$      

417,22

6,39

5$    

412,62

8,31

9$     

416,07

1,37

5$    

2,16

3,55

2,29

9$        

State

State Bo

nd Fun

ds0

                         

0                           

0                         

0                          

0                        

0                                

Subtotal State

0$                        

0$                         

0$                        

0$                         

0$                       

0                                

RTA

RTA Bo

nds

0                         

79,000

,000

          

0                         

0                          

65,000

,000

       

144,00

0,00

0             

Subtotal RTA

0$                         

79,000

,000

$         

0$                         

0$                         

65,000

,000

$       

144,00

0,00

0$             

Service Bo

ard  

Other Service Boa

rd Fun

ds36

8,30

0             

265,40

0               

105,00

0             

105,00

0              

105,00

0             

948,70

0                     

Illinois L

ong Ra

nge Tran

sportatio

n Fu

nds

726,40

0             

641,60

0               

0                         

0                          

0                        

1,36

8,00

0                 

Service Bo

ard Bo

nd Proceed

s26

,329

,064

        

86,727

,776

          

71,489

,615

        

0                          

0                        

184,54

6,45

5             

Reprog

rammed

 CTA

 Bon

d ‐ G

roun

d Tran

sportatio

n Tax

46,542

,160

        

86,536

,311

          

22,706

,701

        

7,21

4,82

8           

0                        

163,00

0,00

0             

Reprog

rammed

 CTA

 Bon

d Procee

ds (R

PM)

73,082

,895

        

107,17

3,48

2       

46,992

,816

        

0                          

0                        

227,24

9,19

3             

Subtotal SB/

Local

147,04

8,81

9$    

281,34

4,56

9$      

141,29

4,13

2$    

7,31

9,82

8$         

105,00

0$           

577,11

2,34

8             

Subtotal State/R

TA/Local

147,04

8,81

9$    

360,34

4,56

9$      

141,29

4,13

2$    

7,31

9,82

8$         

65,105

,000

$      

721,11

2,34

8             

TOTA

L CT

A FU

NDING

558,81

0,03

7$    

866,20

9,56

1$      

558,52

0,52

7$    

419,94

8,14

7$     

481,17

6,37

5$    

2,88

4,66

4,64

7$        

Deb

t Rep

aymen

tCT

A Groun

d Tran

sportatio

n Tax Re

paym

ent (Sh

ort T

erm)

(8,552

,999

)0

                           

0                         

0                          

0                        

(8,552

,999

)$               

Subtotal Groun

d Tran

sportatio

n Ta

x Re

paym

ent

(8,552

,999

)$       

0$                         

0$                        

0$                         

0$                       

(8,552

,999

)$               

CTA De

bt Rep

aymen

t Prin

cipa

l (§5

307/§5

340 )

(31,58

5,00

0)        

(41,41

0,00

0)          

(22,98

0,00

0)        

(24,12

5,00

0)        

(25,35

0,00

0)        

(145

,450

,000

)              

CTA De

bt Rep

aymen

t Prin

cipa

l (§5

309)

(30,65

0,00

0)        

(32,23

0,00

0)          

(47,94

0,00

0)        

(50,36

5,00

0)        

(52,93

0,00

0)        

(214

,115

,000

)              

Subtotal Deb

t Rep

aymen

t Prin

cipa

l(62,23

5,00

0)        

(73,64

0,00

0)          

(70,92

0,00

0)        

(74,49

0,00

0)        

(78,28

0,00

0)        

(359

,565

,000

)              

CTA De

bt Rep

aymen

t Interest (§5

307/§5

340)

(14,23

6,02

5)        

(12,65

6,77

5)          

(10,58

6,27

5)        

(9,437

,275

)           

(8,213

,725

)          

(55,13

0,07

5)                

CTA De

bt Rep

aymen

t Interest (§5

309)

(65,40

5,41

4)        

(63,85

9,01

0)          

(61,86

3,30

2)        

(59,39

6,09

0)        

(56,76

7,75

7)        

(307

,291

,573

)              

Subtotal Deb

t Rep

aymen

t Interest

(79,64

1,43

9)        

(76,51

5,78

5)          

(72,44

9,57

7)        

(68,83

3,36

5)        

(64,98

1,48

2)        

(362

,421

,648

)              

Subtotal Deb

t Rep

aymen

t(150

,429

,438

)$   

(150

,155

,785

)$     

(143

,369

,577

)$   

(143

,323

,365

)$   

(143

,261

,482

)$   

(730

,539

,647

)$          

TOTA

L CT

A AV

AILA

BLE

408,38

0,59

9$    

716,05

3,77

6$      

415,15

0,95

0$    

276,62

4,78

2$     

337,91

4,89

3$    

2,15

4,12

5,00

0$        

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157RTAChicago.org

2019

‐202

3 CA

PITA

L PR

OGRA

M REV

ENUES

Sche

dule II‐A

Decem

ber 1

3, 201

820

1920

2020

2120

2220

23TO

TAL

MET

RAFTA

§530

7/§5

340 Urban

ized

 Area Fo

rmula

83,179

,882

$       

84,205

,148

$        

85,243

,017

$       

86,293

,642

$        

87,357

,217

$      

426,27

8,90

6$            

§533

7 State of Goo

d Re

pair Fo

rmula

90,405

,782

        

91,323

,421

          

92,250

,375

        

93,186

,737

         

94,132

,607

       

461,29

8,92

2             

Subtotal FTA

173,58

5,66

4$    

175,52

8,56

9$      

177,49

3,39

2$    

179,48

0,37

9$     

181,48

9,82

4$    

887,57

7,82

8$            

Fede

ral‐F

lexible/Discretiona

ryCM

AQ0

                         

0                           

45,106

,000

        

0                          

0                        

45,106

,000

               

Subtotal Fed

 Flexible

0$                        

0$                         

45,106

,000

$      

0$                         

0$                       

45,106

,000

$              

Subtotal Fed

eral

173,58

5,66

4$    

175,52

8,56

9$      

222,59

9,39

2$    

179,48

0,37

9$     

181,48

9,82

4$    

932,68

3,82

8$            

State

State Bo

nd Fun

ds0

                         

0                           

0                         

0                          

0                        

0                                

Subtotal State

0$                        

0$                         

0$                        

0$                         

0$                       

0$                               

RTA

RTA ICE Fu

nds

5,04

1,95

8          

5,14

2,79

8            

5,24

5,65

4          

0                          

0                        

15,430

,410

               

RTA Bo

nds

0                         

71,000

,000

          

0                         

0                          

58,500

,000

       

129,50

0,00

0             

Subtotal RTA

5,04

1,95

8$        

76,142

,798

$        

5,24

5,65

4$        

0$                         

58,500

,000

$      

144,93

0,41

0$            

Service Bo

ard Fu

nds

Other Service Boa

rd Fun

ds7,00

0,00

0          

20,000

,000

          

20,000

,000

        

20,000

,000

         

20,000

,000

       

87,000

,000

               

Subtotal SB/

Local

7,00

0,00

0$        

20,000

,000

$        

20,000

,000

$      

20,000

,000

$       

20,000

,000

$      

87,000

,000

$              

Subtotal State/R

TA/Local

12,041

,958

$      

96,142

,798

$        

25,245

,654

$      

20,000

,000

$       

78,500

,000

$      

231,93

0,41

0$            

TOTA

L MET

RA AVA

ILAB

LE18

5,62

7,62

2$    

271,67

1,36

7$      

247,84

5,04

6$    

199,48

0,37

9$     

259,98

9,82

4$    

1,16

4,61

4,23

8$        

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158 RTAChicago.org

2019

‐202

3 CA

PITA

L PR

OGRA

M REV

ENUES

Sche

dule II‐A

Decem

ber 1

3, 201

820

1920

2020

2120

2220

23TO

TAL

PACE

§530

7/§5

340 Urban

ized

 Area Fo

rmula

39,197

,530

$       

39,612

,844

$        

40,032

,542

$       

40,456

,670

$        

40,885

,292

$      

200,18

4,87

8$            

§533

9 Bu

s an

d Bu

s Facilities

1,64

7,04

6          

1,68

9,80

6            

1,73

3,67

5          

1,77

8,68

4           

1,82

4,86

1          

8,67

4,07

2                 

Subtotal FTA

40,844

,576

$      

41,302

,650

$        

41,766

,217

$      

42,235

,354

$       

42,710

,153

$      

208,85

8,95

0$            

Fede

ral‐F

lexible/Discretiona

ryCM

AQ7,52

0,00

0          

0                           

10,040

,512

        

0                          

0                        

17,560

,512

               

Subtotal Fed

 Flexible

7,52

0,00

0$        

0$                         

10,040

,512

$      

0$                         

0$                       

17,560

,512

$              

Subtotal Fed

eral

48,364

,576

$      

41,302

,650

$        

51,806

,729

$      

42,235

,354

$       

42,710

,153

$      

226,41

9,46

2$            

State

State Bo

nd Fun

ds0

$                        

0$                         

0$                        

0$                         

0$                       

0$                               

Subtotal State

0$                        

0$                         

0$                        

0$                         

0$                       

0$                               

RTA

RTA Bo

nds

0                         

7,90

0,00

0            

0                         

0                          

6,50

0,00

0          

14,400

,000

               

Subtotal RTA

0$                        

7,90

0,00

0$          

0$                        

0$                         

6,50

0,00

0$        

14,400

,000

$              

Service Bo

ard Fu

nds

Positiv

e Bu

dget Variance

850,00

0             

250,00

0               

250,00

0             

250,00

0              

250,00

0             

1,85

0,00

0                 

Service Bo

ard Bo

nd Proceed

s46

,800

,000

        

0                           

0                         

0                          

0                        

46,800

,000

               

Subtotal SB/

Local

47,650

,000

$      

250,00

0$              

250,00

0$            

250,00

0$             

250,00

0$           

48,650

,000

$              

Subtotal State/R

TA/Local

47,650

,000

$      

8,15

0,00

0$          

250,00

0$            

250,00

0$             

6,75

0,00

0$        

63,050

,000

$              

TOTA

L PA

CE AVA

ILAB

LE96

,014

,576

$      

49,452

,650

$        

52,056

,729

$      

42,485

,354

$       

49,460

,153

$      

289,46

9,46

2$            

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159RTAChicago.org

2019

‐202

3 CA

PITA

L PR

OGRA

M REV

ENUES

Sche

dule II‐A

Decem

ber 1

3, 201

820

1920

2020

2120

2220

23TO

TAL

RTA

RTA

RTA Fu

nds

250,00

0             

0                           

0                         

0                          

0                        

250,00

0                     

Subtotal RTA

250,00

0$            

0$                         

0$                        

0$                         

0$                       

250,00

0$                   

TOTA

L RT

A AV

AILA

BLE

250,00

0$            

0$                         

0$                        

0$                         

0$                       

250,00

0$                   

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160 RTAChicago.org

2019

‐202

3 CA

PITA

L PR

OGRA

M REV

ENUES

Sche

dule II‐A

Decem

ber 1

3, 201

820

1920

2020

2120

2220

23TO

TAL

REGIONAL

 TOTA

LFTA

§530

7/§5

340 Urban

ized

 Area Fo

rmula

252,33

8,25

1$    

255,22

4,86

5$      

258,14

4,50

1$    

261,09

7,53

5$     

264,08

4,46

0$    

1,29

0,88

9,61

2$         

§533

7 State of Goo

d Re

pair Fo

rmula

244,62

7,41

0      

247,11

0,43

4       

249,61

8,66

1      

252,15

2,34

7       

254,71

1,75

4     

1,24

8,22

0,60

6          

§533

9 Bu

s an

d Bu

s Facilities

13,588

,139

        

13,940

,911

          

14,302

,843

        

14,674

,170

         

15,055

,138

       

71,561

,201

               

Subtotal FTA

 $     510

,553

,800

   $       51

6,27

6,21

1  $     522

,066

,004

  $     527

,924

,053

  $    53

3,85

1,35

1  $         2,61

0,67

1,41

9 Fede

ral‐F

lexible/Discretiona

ryCM

AQ16

,410

,857

        

100,00

0,00

0       

63,146

,512

        

0                          

0                        

179,55

7,36

9             

Sec. 530

3 UWP Plan

ning

746,80

0             

420,00

0               

420,00

0             

420,00

0              

420,00

0             

2,42

6,80

0                 

Depa

rtmen

t of H

omelan

d Security

6,00

0,00

0          

6,00

0,00

0            

6,00

0,00

0          

6,00

0,00

0           

6,00

0,00

0          

30,000

,000

               

New

 Starts/Co

re Cap

acity

100,00

0,00

0      

100,00

0,00

0       

100,00

0,00

0      

100,00

0,00

0       

100,00

0,00

0     

500,00

0,00

0             

Subtotal Fed

 Flexible

123,15

7,65

7$    

206,42

0,00

0$      

169,56

6,51

2$    

106,42

0,00

0$     

106,42

0,00

0$    

711,98

4,16

9$            

SUBT

OTA

L FEDER

AL63

3,71

1,45

7$    

722,69

6,21

1$      

691,63

2,51

6$    

634,34

4,05

3$     

640,27

1,35

1$    

3,32

2,65

5,58

8$        

State

State Bo

nd Fun

ds0

                         

0                           

0                         

0                          

0                        

0                                

Subtotal State

0$                        

0$                         

0$                        

0$                         

0$                       

0$                               

RTA

RTA ICE Fu

nds

5,04

1,95

8          

5,14

2,79

8            

5,24

5,65

4          

0                          

0                        

15,430

,410

               

RTA Fu

nds

250,00

0             

0                           

0                         

0                          

0                        

250,00

0                     

RTA Bo

nds

0                         

157,90

0,00

0       

0                         

0                          

130,00

0,00

0     

287,90

0,00

0             

Subtotal RTA

 Fun

ding

5,29

1,95

8$        

163,04

2,79

8$      

5,24

5,65

4$        

0$                         

130,00

0,00

0$    

303,58

0,41

0$            

Service Bo

ard Fu

nds

Positiv

e Bu

dget Variance

850,00

0             

250,00

0               

250,00

0             

250,00

0              

250,00

0             

1,85

0,00

0                 

Other Service Boa

rd Fun

ds7,36

8,30

0          

20,265

,400

          

20,105

,000

        

20,105

,000

         

20,105

,000

       

87,948

,700

               

Illinois L

ong Ra

nge Tran

sportatio

n Fu

nds

726,40

0             

641,60

0               

0                         

0                          

0                        

1,36

8,00

0                 

Service Bo

ard Bo

nd Proceed

s73

,129

,064

        

86,727

,776

          

71,489

,615

        

0                          

0                        

231,34

6,45

5             

Reprog

rammed

 CTA

 Bon

d ‐ G

roun

d Tran

sportatio

n Tax

46,542

,160

        

86,536

,311

          

22,706

,701

        

7,21

4,82

8           

0                        

163,00

0,00

0             

Reprog

rammed

 CTA

 Bon

d Procee

ds (R

PM)

73,082

,895

        

107,17

3,48

2       

46,992

,816

        

0                          

0                        

227,24

9,19

3             

Subtotal SB/

Local

201,69

8,81

9$    

301,59

4,56

9$      

161,54

4,13

2$    

27,569

,828

$       

20,355

,000

$      

712,76

2,34

8$            

SUBT

OTA

L State/RT

A/Local

206,99

0,77

7$    

464,63

7,36

7$      

166,78

9,78

6$    

27,569

,828

$       

150,35

5,00

0$    

1,01

6,34

2,75

8$        

TOTA

L RE

GIONAL

 FUNDING

840,70

2,23

4$    

1,18

7,33

3,57

8$   

858,42

2,30

2$    

661,91

3,88

1$     

790,62

6,35

1$    

4,33

8,99

8,34

6$        

Deb

t Rep

aymen

tCT

A Groun

d Tran

sportatio

n Tax Re

paym

ent (Sh

ort T

erm)

(8,552

,999

)         

0                           

0                         

0                          

0                        

(8,552

,999

)                

Subtotal Groun

d Tran

sportatio

n Ta

x Re

paym

ent $       (8

,552

,999

) $                          0  $                        0 

 $                        0 

 $                        0 

(8,552

,999

)                

CTA De

bt Rep

aymen

t Prin

cipa

l (§5

307/§5

340 )

(31,58

5,00

0)      

(41,41

0,00

0)        

(22,98

0,00

0)      

(24,12

5,00

0)       

(25,35

0,00

0)      

(145

,450

,000

)            

CTA De

bt Rep

aymen

t Prin

cipa

l (§5

309)

(30,65

0,00

0)      

(32,23

0,00

0)        

(47,94

0,00

0)      

(50,36

5,00

0)       

(52,93

0,00

0)      

(214

,115

,000

)            

Subtotal Deb

t Rep

aymen

t Prin

cipa

l(62,23

5,00

0)      

(73,64

0,00

0)        

(70,92

0,00

0)      

(74,49

0,00

0)       

(78,28

0,00

0)      

(359

,565

,000

)            

CTA De

bt Rep

aymen

t Interest (§5

307/§5

340)

(14,23

6,02

5)      

(12,65

6,77

5)        

(10,58

6,27

5)      

(9,437

,275

)          

(8,213

,725

)        

(55,13

0,07

5)              

CTA De

bt Rep

aymen

t Interest (§5

309)

(65,40

5,41

4)      

(63,85

9,01

0)        

(61,86

3,30

2)      

(59,39

6,09

0)       

(56,76

7,75

7)      

(307

,291

,573

)            

Subtotal Deb

t Rep

aymen

t Interest

(79,64

1,43

9)      

(76,51

5,78

5)        

(72,44

9,57

7)      

(68,83

3,36

5)       

(64,98

1,48

2)      

(362

,421

,648

)            

Subtotal Deb

t Service

 $   (150

,429

,438

) $     (15

0,15

5,78

5) $   (143

,369

,577

) $   (143

,323

,365

) $   (143

,261

,482

)(730

,539

,647

)            

TOTA

L RE

GIONAL

 AVA

ILAB

LE69

0,27

2,79

6$    

1,03

7,17

7,79

3$   

715,05

2,72

5$    

518,59

0,51

6$     

647,36

4,86

9$    

3,60

8,45

8,69

9$        

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Five-Year Capital ProgramSchedule II-B

Total2020 2021 2022 20232019

CTABus

1 Rolling Stock021.500 Perform Bus Maintenance Activities (P1) 2,300,000 2,300,000 2,300,000 2,200,000 49,100,00040,000,000

021.503 Life Extending Overhaul - 430 Standard (1000 Series)

0 21,338,993 15,815,340 16,097,908 53,252,2410

021.504 Mid-Life Bus Overhaul - 100 Artic (4300/4333 Series)

19,107,750 0 0 0 19,107,7500

031.502 Replace Buses - Electric (20 Base_25 Option) w Charger (5 Base_8 Option)

0 7,889,600 0 0 7,889,6000

031.503 Replace Buses - (150 of 1,030 New Flyers) 0 0 19,139,596 72,449,804 91,589,4000

031.504 Replace Buses - Artic Hybrid - Lease Interest 0 0 0 0 105,440105,440

031.504 Replace Buses - Artic Hybrid - Lease Principal 0 0 0 0 6,437,2736,437,273

031.504 Replace Buses - NF Option 4 - Lease Interest 53,664 0 0 0 319,081265,417

031.504 Replace Buses - NF Option 4 - Lease Principal 3,902,186 0 0 0 11,548,4697,646,283

031.504 Replace Buses - Nova Option 2 (remaining 25 buses)

0 0 0 0 1,000,0001,000,000

031.505 Replace Remaining (6400 Series) 50 Base/Plus 50 Option - Standard

35,604,546 0 0 0 35,604,5460

Total: $60,968,146 $31,528,593 $37,254,936 $90,747,712 $275,953,8001 Rolling Stock $55,454,413

11 Modernization404.502 Ashland Av Transit Signal Priority and Signal

Modernization-Irving Park Rd to Cermak Rd - CMAQ

0 0 0 0 8,806,3958,806,395

Total: $0 $0 $0 $0 $8,806,39511 Modernization $8,806,395

Total: $60,968,146 $31,528,593 $37,254,936 $90,747,712 $284,760,195Bus $64,260,808

Rail1 Rolling Stock

022.503 Perform Rail Car Maintenance Activities (P1) 2,200,000 2,200,000 2,200,000 2,200,000 48,800,00040,000,000

022.504 5000 Series Qtr Overhaul - Base of 283 cars 50,980,105 33,391,438 0 74,250,641 158,622,1840

022.505 5000 Series Qtr Overhaul - Critical Needs 3,527,389 5,400,000 0 0 23,244,19014,316,801

022.506 Rail Car Activities - Traction Motor & Armatures Phase II

7,207,519 0 0 0 8,008,355800,836

132.501 Purchase Rail Cars - 7000' Series (Base Order 400) 66,753,288 53,113,604 72,124,012 0 191,990,9040

Total: $130,668,301 $94,105,042 $74,324,012 $76,450,641 $430,665,6331 Rolling Stock $55,117,637

11 Modernization079.502 Rehabilitate Blue Line - Kimball Subway

Waterproofing and Track includes TOD1,975,000 0 0 0 1,975,0000

121.509 Rehabilitate Blue Line -(Jeff Park to ORD) Signals (Phase 5)

0 11,330,879 0 0 11,330,8790

141.273 Rehabilitate Blue Line - Contingencies 4,659,548 0 0 0 4,659,5480

141.273 Rehabilitate Blue Line - Grand, Chicago and Division Station Renovation (Phase 4)

3,978,519 0 0 0 3,978,5190

170.501 Rehabilitate Blue Line- Harlem Station Bus Bridge 9,875,000 0 0 0 9,875,0000

302.901 NML - Red/Purple Modernization - Support Service CMAQ

612,500 0 0 0 612,5000

302.901 NML - Red/Purple Modernization (FTA Core Capacity) - Support Service

612,500 612,500 612,500 612,500 3,062,500612,500

302.901 NML - Red/Purple Modernization -Support Service CTA Bond RPM

656,438 287,831 0 0 1,391,902447,633

304.004 NML - Red/Purple Modernization 205,904,544 46,704,985 0 0 325,244,79172,635,262

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Total2020 2021 2022 20232019304.004 NML - Red/Purple Modernization (FTA Core

Capacity)99,387,500 99,387,500 99,387,500 99,387,500 496,937,50099,387,500

406.029 Next Phases of Red Purple Modernization Core Capacity Expansion Program- UWP

0 0 0 0 404,619404,619

Total: $327,661,549 $158,323,695 $100,000,000 $100,000,000 $859,472,75811 Modernization $173,487,514

2 Track & Structure184.500 Elevated Track and Structure Systemwide 14,812,500 14,812,500 14,812,500 14,812,500 84,062,50024,812,500

184.512 Green Line South - Track Improvements 22,462,923 5,871,536 1,865,622 0 40,066,2129,866,131

184.513 Green & Pink Line West - Track Improvements 11,342,834 2,964,879 942,061 0 20,231,7564,981,982

184.514 Red & Blue Line Subway - Track Improvements 11,925,396 3,117,154 990,445 0 21,270,8495,237,854

184.515 Brown Line - Track Improvements 9,432,371 2,465,508 783,390 0 16,824,1414,142,872

184.516 Congress Blue Line - P1 Track 2,218,878 579,988 184,285 0 3,957,723974,572

Total: $72,194,901 $29,811,565 $19,578,303 $14,812,500 $186,413,1802 Track & Structure $50,015,911

3 Electrical, Signal, & Communications121.506 Tactical Traction Power

(Equipment/Cable/Enclosures)4,196,875 4,196,875 0 0 8,393,7500

121.510 Blue Line O'Hare Branch Traction Power Improvements

13,647,382 3,567,260 1,133,461 0 24,342,2865,994,182

Total: $17,844,257 $7,764,135 $1,133,461 $0 $32,736,0363 Electrical, Signal, & Communicatio $5,994,182

4 Support Facilities & Equipment070.504 Replace Non-Revenue 61st Rail Shop 29,625,000 9,875,000 0 26,625,000 66,125,0000

070.510 Rail Facilites (Yards) - SOGR II 14,275,371 3,950,000 3,950,000 3,950,000 29,704,5603,579,189

Total: $43,900,371 $13,825,000 $3,950,000 $30,575,000 $95,829,5604 Support Facilities & Equipment $3,579,189

5 Stations & Passenger Facilities143.500 Rehabilitate Rail Stations - Systemwide 1,975,000 5,925,000 5,925,000 0 13,825,0000

143.514 Station Security Enhancements 6,656,633 1,739,963 552,856 0 11,873,1682,923,716

Total: $8,631,633 $7,664,963 $6,477,856 $0 $25,698,1685 Stations & Passenger Facilities $2,923,716

6 Miscellaneous406.024 Blue Line Core Capacity Study 323,730 0 0 0 727,854404,124

Total: $323,730 $0 $0 $0 $727,8546 Miscellaneous $404,124

7 Extensions254.001 Red Line Extension - Planning, Preliminary

Engineering 8,049,400 32,197,602 0 0 40,247,0020

Total: $8,049,400 $32,197,602 $0 $0 $40,247,0027 Extensions $0

8 Contingencies & Administration302.287 Support Services for Fast Tracks Program - Long

Term865,363 313,352 99,565 0 1,639,177360,897

Total: $865,363 $313,352 $99,565 $0 $1,639,1778 Contingencies & Administration $360,897

Total: $610,139,506 $344,005,355 $205,563,197 $221,838,141 $1,673,429,369Rail $291,883,170

System3 Electrical, Signal, & Communications

150.502 Systemwide Security Cameras Imrpovements (Safe & Secure)

7,984,532 2,087,060 663,142 0 14,241,6893,506,954

Total: $7,984,532 $2,087,060 $663,142 $0 $14,241,6893 Electrical, Signal, & Communicatio $3,506,954

4 Support Facilities & Equipment061.500 Upgrade Office Computer Systems 1,300,000 1,300,000 1,300,000 1,300,000 5,200,0000

061.501 Upgrade\Support IT & Communication Systems 400,000 400,000 400,000 400,000 1,600,0000

062.029 Asset Management System Enhancements 470,250 0 0 0 965,500495,250

070.500 Office Building - Interest 2,965,163 2,799,788 2,621,456 2,429,175 13,937,9953,122,413

070.500 Office Building - Principal 3,225,000 3,390,000 3,565,000 3,760,000 17,005,0003,065,000

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163RTAChicago.org

Total2020 2021 2022 20232019070.503 Facilities Maintenance 7,900,000 7,900,000 7,900,000 0 42,665,74718,965,747

070.505 Facilities Maintenance 0 0 0 0 4,913,3624,913,362

070.511 Facilities (Critical Needs) - SOGR II 2,436,891 0 0 0 4,905,6412,468,750

086.503 Equipment and Non-Revenue Vehicles (Diesel Locomotives)

473,165 3,333,095 0 0 3,806,2600

Total: $19,170,469 $19,122,883 $15,786,456 $7,889,175 $94,999,5054 Support Facilities & Equipment $33,030,522

6 Miscellaneous150.500 Implement Security Projects - HLS Program 5,940,000 5,917,200 5,917,200 5,931,000 29,648,4005,943,000

Total: $5,940,000 $5,917,200 $5,917,200 $5,931,000 $29,648,4006 Miscellaneous $5,943,000

8 Contingencies & Administration302.088 Support Service for 5307 1,314,069 1,833,591 1,853,992 1,562,182 7,798,4621,234,628

302.089 Support Service for 5337 1,557,870 2,171,682 2,193,725 1,846,660 9,235,0421,465,105

302.090 Support Service for 5339 122,511 173,455 177,958 152,148 739,512113,440

302.092 Support Service for CMAQ 0 110,400 0 0 194,86384,463

302.093 Support Service for HLS 60,000 82,800 82,800 69,000 351,60057,000

302.095 Support Service for RTA Bonds 790,000 0 0 747,500 1,537,5000

302.096 Support Services for CTA Bond 867,278 986,556 0 0 2,103,960250,126

302.097 Support Service for UWP 0 0 0 0 3,8813,881

302.098 Support Service for ILRTP 8,020 0 0 0 16,6468,626

306.001 Program Management 6,606,375 6,606,375 6,606,375 6,606,375 32,439,3756,013,875

406.003 Program Development - UWP 525,000 525,000 525,000 525,000 2,625,000525,000

Total: $11,851,123 $12,489,859 $11,439,850 $11,508,865 $57,045,8418 Contingencies & Administration $9,756,144

Total: $44,946,124 $39,617,002 $33,806,648 $25,329,040 $195,935,435System $52,236,620

Total: for Service Board: $716,053,776 $415,150,950 $276,624,782 $337,914,893 $2,154,124,999CTA $408,380,598

Proposed use of Funds:

MetraRail

1 Rolling Stock5006 NEW GALLERY CARS PURCHASE 34,000,000 36,500,000 20,600,000 81,900,000 175,700,0002,700,000

5009 CAR REHAB (NIPPON SHARYO HIGHLINERS) 16,164,000 10,614,000 14,000,000 10,850,000 51,628,0000

5010 CAR AND LOCOMOTIVE CAMERAS 2,500,000 2,500,000 2,000,000 2,000,000 11,500,0002,500,000

5109 LOCOMOTIVE PURCHASE 21,000,000 56,000,000 49,139,000 35,380,000 169,519,0008,000,000

5204 LOCOMOTIVE REBUILD 100-149,215,216 10,150,000 7,635,000 5,050,000 0 30,835,0008,000,000

5207 CAR REHAB (NIPPON SHARYO P-3) 4,375,000 0 15,000,000 0 31,475,00012,100,000

5301 TRACTION MOTORS 2,000,000 1,800,000 1,800,000 1,800,000 9,400,0002,000,000

5302 LOCOMOTIVE AND CAR IMPROVEMENTS 2,000,000 2,000,000 2,000,000 2,000,000 10,000,0002,000,000

5303 WHEEL REPLACEMENT 3,000,000 3,000,000 3,000,000 3,000,000 15,000,0003,000,000

5307 CAR REHAB (NIPPON SHARYO P-4) 10,000,000 12,850,000 3,000,000 0 25,850,0000

AE-104 CAR REHAB (NIPPON SHARYO P-5) 13,000,000 6,324,000 0 0 19,324,0000

AE-105 CAR REHAB (NIPPON SHARYO P-6) 0 0 500,000 15,000,000 15,500,0000

AE-106 CAR REHAB (NIPPON SHARYO P-7) 0 0 0 12,000,000 12,000,0000

Total: $118,189,000 $139,223,000 $116,089,000 $163,930,000 $577,731,0001 Rolling Stock $40,300,000

2 Track & Structure4840 NORTH LINE BRIDGES (PHASED) 37,400,000 5,000,000 7,000,000 18,009,442 73,409,4426,000,000

5240 BRIDGE A-32 0 0 0 0 12,000,00012,000,000

5311 TIES, BALLAST, & SW HEATERS 1,500,000 2,500,000 1,500,000 1,500,000 9,500,0002,500,000

5312 TIES AND BALLAST 2,000,000 2,000,000 2,000,000 2,500,000 11,000,0002,500,000

5313 TIES AND BALLAST (50/50) 2,500,000 2,000,000 2,000,000 2,500,000 11,500,0002,500,000

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164 RTAChicago.org

Total2020 2021 2022 202320195314 TIES AND BALLAST (50/50) 250,000 250,000 250,000 250,000 3,500,0002,500,000

5315 TIES AND BALLAST 1,500,000 2,000,000 2,000,000 2,000,000 7,500,0000

5316 TIES AND BALLAST 0 0 0 0 1,500,0001,500,000

5320 NCS IMPROVEMENTS 878,000 965,000 1,061,000 1,167,000 4,869,000798,000

5321 UNDERCUTTING & SURFACING 250,000 250,000 250,000 250,000 1,250,000250,000

5322 UNDERCUTTING & SURFACING 500,000 250,000 250,000 250,000 1,750,000500,000

5323 UNDERCUTTING & SURFACING 300,000 300,000 250,000 250,000 1,500,000400,000

5324 UNDERCUTTING & SURFACING 0 500,000 0 500,000 1,500,000500,000

5325 RAIL REPLACEMENT 1,000,000 1,000,000 1,000,000 1,000,000 6,600,0002,600,000

5326 RAIL REPLACEMENT 500,000 500,000 500,000 500,000 2,250,000250,000

5327 RAIL REPLACEMENT 1,500,000 1,500,000 1,300,000 1,500,000 6,300,000500,000

5328 RAIL REPLACEMENT 2,500,000 2,500,000 2,100,000 2,500,000 9,850,000250,000

5329 RAIL REPLACEMENT 1,500,000 1,500,000 1,500,000 1,500,000 6,250,000250,000

5330 CREATE-P2 15,000,000 6,000,000 1,000,000 0 24,000,0002,000,000

5331 CROSSINGS (ROAD & TRACK) 1,000,000 1,000,000 1,000,000 1,000,000 5,000,0001,000,000

5332 CROSSINGS (ROAD & TRACK - 50/50) 1,500,000 1,500,000 1,500,000 1,500,000 7,250,0001,250,000

5333 CROSSINGS (ROAD & TRACK) 1,500,000 1,500,000 1,500,000 1,500,000 7,000,0001,000,000

5334 CROSSINGS (ROAD & TRACK) 1,000,000 1,000,000 1,000,000 1,000,000 5,000,0001,000,000

5335 CROSSINGS (ROAD & TRACK) 750,000 1,000,000 1,500,000 1,500,000 5,250,000500,000

5336 BRIDGES & RETAINING WALLS 1,000,000 1,000,000 1,000,000 1,000,000 6,500,0002,500,000

5337 BRIDGES 400,000 400,000 400,000 400,000 2,000,000400,000

5338 BRIDGES 250,000 250,000 250,000 250,000 1,250,000250,000

5340 ROOT/43rd STREET BRIDGES 0 0 0 0 8,000,0008,000,000

5344 CATENARY STRUCTURE REHAB 850,000 750,000 750,000 750,000 3,850,000750,000

5347 RIGHT OF WAY FENCING 33,000 33,000 33,000 33,000 165,00033,000

5348 RIGHT OF WAY FENCING 34,000 34,000 34,000 34,000 170,00034,000

5349 RIGHT OF WAY FENCING 33,000 33,000 33,000 33,000 165,00033,000

BL-104 WESTERN AVENUE BRIDGE 0 4,000,000 0 0 4,000,0000

BL-105 HICKORY CREEK BRIDGE 0 0 4,000,000 0 4,000,0000

Total: $77,428,000 $41,515,000 $36,961,000 $45,176,442 $255,628,4422 Track & Structure $54,548,000

3 Electrical, Signal, & Communications4343 POSITIVE TRAIN CONTROL 0 0 0 0 15,978,00015,978,000

4746 IMPEDANCE BONDS 200,000 200,000 100,000 200,000 700,0000

4841 CUS SOUTH INTERLOCKERS 0 0 0 0 2,000,0002,000,000

4842 16TH STREET INTERLOCKER 0 0 0 0 200,000200,000

5149 LAKE STREET INTERLOCKER 5,100,000 6,300,000 4,300,000 7,000,000 25,000,0002,300,000

5254 SIGNAL SYSTEM UPGRADES 250,000 250,000 250,000 250,000 1,000,0000

5257 RONDOUT INTERLOCKING RENEWAL 0 0 0 0 3,000,0003,000,000

5353 SIGNAL SYSTEM UPGRADES 0 300,000 0 0 550,000250,000

5355 SIGNAL SYSTEM UPGRADES 250,000 100,000 100,000 250,000 800,000100,000

5356 YARD IMPROVEMENTS- ELEC 750,000 900,000 900,000 900,000 4,350,000900,000

5357 YARD IMPROVEMENTS - ELEC 440,000 440,000 440,000 440,000 2,200,000440,000

5358 YARD IMPROVEMENTS - ELEC 750,000 1,000,000 1,500,000 900,000 4,900,000750,000

5359 YARD IMPROVEMENTS _ ELEC 820,000 1,000,000 450,000 820,000 4,410,0001,320,000

5360 HVAC REPLACEMENTS 0 0 0 0 1,000,0001,000,000

5361 MORGAN INTERLOCKING 3,000,000 3,000,000 0 0 6,600,000600,000

5362 WESTERN INTERLOCKING 3,000,000 3,000,000 0 0 6,500,000500,000

5363 RECTIFIER REPLACEMENT 500,000 500,000 500,000 500,000 2,500,000500,000

5364 VIDEO SYS STORAGE 1,000,000 1,000,000 1,000,000 1,000,000 6,000,0002,000,000

CC-104 BI-DIR SIGNAL (47TH TO 65TH) 2,000,000 5,000,000 0 0 7,000,0000

CC-105 BI-DIR SIGNAL (11TH TO 47TH) 0 0 5,000,000 5,000,000 10,000,0000

CC-106 A-20 INTERLOCKING 6,000,000 6,000,000 0 0 12,000,0000

Friday, November 30, 2018 Page 4 of 7

Total2016 2017 2018 2019 2020

Total: for Service Board: $2,555,000 $0 $0 $0 $0 $2,555,000RTA

$732,025,367Grand Total

$537,843,974Grand Total

$709,709,420Grand Total

$519,615,513Grand Total

$636,909,791Grand Total

$3,136,104,065RTA 2016-2020 CAPITAL IMPROVEMENT PROGRAM

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Total2020 2021 2022 20232019

Total: $24,060,000 $28,990,000 $14,540,000 $17,260,000 $116,688,0003 Electrical, Signal, & Communicatio $31,838,000

4 Support Facilities & Equipment4757 MILLENIUM STATION EXITS 0 0 0 0 1,300,0001,300,000

4852 FINANCIAL SYSTEM REPLACEMENT 2,100,000 0 1,900,000 1,000,000 5,000,0000

4972 47th/49th STREET YARD FACILITY 0 0 0 0 10,000,00010,000,000

5171 GPS/TRAIN TRACKING 6,438,798 0 0 0 14,202,9797,764,181

5265 YARD IMPROVEMENTS 1,000,000 0 1,300,000 1,300,000 3,600,0000

5365 YARD IMPROVEMENTS 2,000,000 3,000,000 2,500,000 2,500,000 13,000,0003,000,000

5366 YARD IMPROVEMENTS 1,000,000 1,000,000 1,000,000 800,000 5,300,0001,500,000

5367 YARD IMPROVEMENTS 500,000 1,000,000 1,000,000 1,000,000 4,500,0001,000,000

5368 YARD IMPROVEMENTS 500,000 500,000 500,000 500,000 2,500,000500,000

5369 RIGHT OF WAY EQUIPMENT 2,000,000 2,000,000 1,500,000 2,000,000 9,500,0002,000,000

5370 OFFICE EQUIPMENT 275,000 275,000 275,000 275,000 1,375,000275,000

5371 EQUIPMENT & VEHIC MECH 2,000,000 1,000,000 1,000,000 1,000,000 6,500,0001,500,000

5372 IT COMPONENTS & SERVICES 1,000,000 1,823,000 1,000,000 1,998,000 7,671,0001,850,000

5373 POLICE VEHICLES 500,000 500,000 500,000 500,000 2,500,000500,000

5374 STORAGE EQUIPMENT 0 0 0 0 600,000600,000

5375 547 BUILDING SYS IMPROVEMENTS 200,000 250,000 250,000 250,000 1,200,000250,000

5376 LASALLE FIRE PROTECTION 0 0 0 0 520,000520,000

Total: $19,513,798 $11,348,000 $12,725,000 $13,123,000 $89,268,9794 Support Facilities & Equipment $32,559,181

5 Stations & Passenger Facilities4782 HUBBARD WOODS STATION 0 0 0 0 5,530,0005,530,000

4878 WEST CHICAGO STATION 5,000,000 0 0 0 5,000,0000

5077 STATION SIGNS 500,000 0 0 250,000 750,0000

5380 ADA IMPROVEMENTS 3,000,000 3,000,000 3,000,000 3,000,000 15,000,0003,000,000

5381 SYSTEMWIDE STATION IMPS 700,000 1,000,000 500,000 500,000 3,200,000500,000

5382 STATION FAC IMPROVEMENTS 1,500,000 1,250,000 1,500,000 2,000,000 7,750,0001,500,000

5383 PARKING LOT IMPROVEMENTS 500,000 500,000 500,000 500,000 2,500,000500,000

5384 ELMHURST 1,000,000 0 0 0 2,000,0001,000,000

5385 NEW LENOX 1,000,000 0 0 0 2,000,0001,000,000

EA-100 BICYCLE PARKING 0 382,400 0 0 382,4000

EC-00 147TH STREET STATION 5,000,000 0 0 0 5,000,0000

Total: $18,200,000 $6,132,400 $5,500,000 $6,250,000 $49,112,4005 Stations & Passenger Facilities $13,030,000

6 Miscellaneous5195 ENGINEERING ASSET MANAGEMENT 500,000 1,000,000 0 0 2,250,000750,000

5390 INFRASTRUCTURE ENGINEERING 1,000,000 1,000,000 1,000,000 1,000,000 5,000,0001,000,000

5391 INFRASTRUCTURE ENGINEERING 1,000,000 1,000,000 1,000,000 1,000,000 5,000,0001,000,000

5392 INFRASTRUCTURE ENGINEERING 2,000,000 2,000,000 2,000,000 2,000,000 10,000,0002,000,000

5393 INFRASTRUCTURE ENGINEERING 1,500,000 2,000,000 2,000,000 2,000,000 9,000,0001,500,000

5394 INFRASTRUCTURE ENGINEERING 1,000,000 1,000,000 1,000,000 1,000,000 5,000,0001,000,000

5395 INFRASTRUCTURE ENGINEERING 2,000,000 2,000,000 2,000,000 2,500,000 10,500,0002,000,000

5396 UNANTICIPATED CAPITAL 888,000 1,000,000 800,000 800,000 4,088,000600,000

ICE2021 RTA ICE FUNDED PROJECTS - TBD 0 5,245,654 0 0 5,245,6540

Total: $9,888,000 $16,245,654 $9,800,000 $10,300,000 $56,083,6546 Miscellaneous $9,850,000

8 Contingencies & Administration5397 LOCALLY FUNDED PROJECTS / MATCH 1,234,000 758,600 1,000,000 1,035,000 4,629,600602,000

5398 PROJECT ADMINISTRATION 1,600,000 1,000,000 1,000,000 1,000,000 5,600,0001,000,000

5399 CONTINGENCIES 1,558,569 2,632,392 1,865,379 1,915,382 9,872,1631,900,441

Total: $4,392,569 $4,390,992 $3,865,379 $3,950,382 $20,101,7638 Contingencies & Administration $3,502,441

Total: $271,671,367 $247,845,046 $199,480,379 $259,989,824 $1,164,614,238Rail $185,627,622

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Total2020 2021 2022 20232019

Total: for Service Board: $271,671,367 $247,845,046 $199,480,379 $259,989,824 $1,164,614,238Metra $185,627,622

Proposed use of Funds:

PaceBus

1 Rolling Stock5400 Purchase approximately 18 40' Fixed Route Buses 0 0 9,000,000 0 9,000,0000

5401 Purchase approximately 141 30' Fixed Route Buses 13,200,000 11,200,000 8,000,000 10,000,000 56,400,00014,000,000

5402 Purchase approximately 305 Paratransit Vehicles 4,160,000 4,225,000 3,380,000 3,250,000 19,847,0464,832,046

5403 Purchase approximately 69 Community/On-Demand Vehicles

1,689,806 0 1,778,684 1,824,861 5,293,3510

5404 Purchase approximately 187 Vanpool Vehicles 0 0 0 0 7,520,0007,520,000

5405 Engine/Transmission Retrofits 2,002,844 2,001,729 2,018,670 2,002,292 8,025,5350

Total: $21,052,650 $17,426,729 $24,177,354 $17,077,153 $106,085,9321 Rolling Stock $26,352,046

4 Support Facilities & Equipment5313 New Northwest Division Garage 0 0 0 0 46,800,00046,800,000

5410 Improve Support Facilities 7,900,000 2,000,000 0 6,500,000 18,462,5302,062,530

5411 Computer Systems Hardware & Software 1,000,000 1,000,000 1,000,000 1,000,000 4,500,000500,000

5412 Support Equipment/Non-Revenue Vehicles 1,000,000 1,000,000 1,000,000 1,000,000 4,600,000600,000

5413 Farebox System 5,000,000 5,000,000 5,000,000 2,500,000 17,750,000250,000

5414 Associated Capital 4,000,000 3,000,000 0 5,000,000 18,000,0006,000,000

5415 Preventive Maintenance 7,250,000 6,980,000 6,808,000 6,633,000 30,671,0003,000,000

5416 Office Equipment/Furniture 500,000 500,000 500,000 500,000 2,100,000100,000

Total: $26,650,000 $19,480,000 $14,308,000 $23,133,000 $142,883,5304 Support Facilities & Equipment $59,312,530

5 Stations & Passenger Facilities5420 Improve Passenger Facilities 0 13,400,000 2,250,000 7,500,000 23,150,0000

5421 Bus Stop Shelters/Signs 1,000,000 1,000,000 1,000,000 1,000,000 4,750,000750,000

5422 Bus Tracker Sign Deployment 0 0 0 0 500,000500,000

5423 Posted Stops Only Conversion 500,000 500,000 500,000 500,000 2,750,000750,000

5424 Joliet Transit Center 0 0 0 0 7,500,0007,500,000

5425 Orland Square Mall Passenger Facility 0 0 0 0 600,000600,000

Total: $1,500,000 $14,900,000 $3,750,000 $9,000,000 $39,250,0005 Stations & Passenger Facilities $10,100,000

6 Miscellaneous5430 Unanticipated Capital 250,000 250,000 250,000 250,000 1,250,000250,000

Total: $250,000 $250,000 $250,000 $250,000 $1,250,0006 Miscellaneous $250,000

Total: $49,452,650 $52,056,729 $42,485,354 $49,460,153 $289,469,462Bus $96,014,576

Total: for Service Board: $49,452,650 $52,056,729 $42,485,354 $49,460,153 $289,469,462Pace $96,014,576

Proposed use of Funds:

RTASystem

6 Miscellaneous9999 Access to Transit Program 0 0 0 0 250,000250,000

Total: $0 $0 $0 $0 $250,0006 Miscellaneous $250,000

Total: $0 $0 $0 $0 $250,000System $250,000

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Total2020 2021 2022 20232019

Total: for Service Board: $0 $0 $0 $0 $250,000RTA $250,000

Proposed use of Funds:

Grand Total$1,037,177,793

Grand Total$715,052,725

Grand Total$518,590,515

Grand Total$647,364,870

Grand Total$3,608,458,699RTA 2019-2023 CAPITAL IMPROVEMENT PROGRAM $690,272,796

Proposed use of Funds:

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operating or capital purpose; the RTA appropriates funds for expenditures.

ASA/AFA—State-authorized assistance. Additional State Assistance (ASA) and Additional Financial Assistance (ASA) are provided for reimbursement of SCIP bond debt service (see SCIP bonds).

Balanced Budget—A budget in which projected rev-enues equal projected expenses during a fiscal period.

Benefit Access Program—The Illinois Department on Aging’s Benefit Access Program provides assistance to low income senior citizens and persons with disabilities. Illinois residents with a qualifying disability and seniors who meet the income eligibility requirements of the Benefit Access Program are eligible for free rides on regularly scheduled fixed-route public transit service.

Bond Refinancing/Refunding—The payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions which results in the defeasance of the old debt.

Budget—Funds allocated by the RTA Board for a particular purpose; each year the RTA Board approves a budget document for the following year. Funds are allocated either by “programming” them or by “appro-priating” them.

Budget Marks—The Regional Transportation Authority Act, as amended in 1983, requires the RTA to advise each of its Service Boards by September 15th each year of its required revenue recovery ratio for the subsequent year, and the public funding estimated to be available for the next three years. These figures are referred to as budget marks.

Bus Bunching—A traffic scenario in which more than one bus arrives at the same time. This phenomenon is a subject of several CTA initiatives aimed at reducing service problems through improved field management of traffic and schedules.

Glossary

Accessible—As defined by FTA, a site, building, facility, or portion thereof that complies with defined standards and that can be approached, entered, and used by persons with disabilities.

Accessible Service—A term used to describe service that is accessible to non-ambulatory riders with disabilities. This includes fixed-route bus service with wheelchair lifts or Dial-a-Ride service with wheelchair lift-equipped vehicles.

ADA (The Americans with Disabilities Act of 1990)—This federal act requires changes to transit vehicles, operations and facilities to ensure that people with disabilities have access to jobs, public accommodations, telecommunications, and public services, including public transit.

ADA Paratransit Service—Non-fixed-route paratransit service utilizing vans and small buses to provide pre-arranged trips to and from specific locations within the service area to certified participants in the program.

Administration Expenditure—Expenditures for labor, materials and fees associated with general office func-tions, insurance, safety, legal services, and customer services.

Agency Fund—This fiduciary fund accounts for the as-sets held by the RTA in a trustee capacity or as an agent for the CTA, Metra, and Pace, rather than for the RTA’s own programs. (Of the four types of fiduciary funds [Agency funds, pension (and other employee benefit] funds, investment trust funds, and private-purpose funds], the RTA uses only the first two.)

Ambulatory Disabled—A person with a disability that does not require the use of a wheelchair. This would describe individuals who use a mobility aid other than a wheelchair or have a visual or hearing impairment.

Appropriation—A legal procedure that permits a specified amount of funds to be expended for a given

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Cost per Passenger—Operating expense divided by ridership for a particular program or in total.

CTA (Chicago Transit Authority)—The CTA operates bus and rapid transit service in the City of Chicago and surrounding suburbs. The CTA was created by state legislation and began operations in 1947.

Deadhead—The time when a transit vehicle is traveling toward a yard, shop, or the start of a run but is not in revenue service. Car miles include deadhead miles. Debt Service—The payment of interest on and the repayment of principal on long-term borrowed funds according to a predetermined payment schedule.

Defeasance of Bonds—A technique used to discharge older high-rate debt prior to maturity with new securi-ties bearing lower interest rates.

Depreciation—Expiration in the service life of fixed assets, other than wasting assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. The portion of the cost of a fixed asset, other than a wasting asset, charged to expense during a particular period.

Dial-A-Ride Service—Paratransit service that requires the user to call ahead and schedule service.

Elderly—A term used to describe individuals who are 65 years of age or older. This age is used to qualify for the RTA Senior Citizen Reduced Fare Card. Note that some paratransit services define elderly individuals at an age other than 65.

Express Bus (or route)—A suburban or intercity bus that operates a portion of its route without stops or with a limited number of stops.

Farebox Revenue—Revenue obtained from passengers.

Fares—The amount charged to passengers for use of various services.

Bus Rapid Transit (BRT)—BRT combines the quality of rail transit and the flexibility of buses. It can operate on exclusive transit ways, High Occupancy Vehicle (HOV) lanes, expressways, or ordinary streets. A BRT system combines intelligent transportation systems technolo-gies, transit signal priority (TSP), cleaner and quieter vehicles, rapid and convenient fare collection, and integration with land use policies.

Capacity Utilization—Total passenger miles divided by transit capacity, where transit capacity is the product of vehicle revenue miles and average vehicle passenger capacity.

Capital—Funds that finance construction, renovation, and major repair projects or the purchase of machinery, equipment, buildings, and land.

Capital Expenditure—Expenditures that acquire, improve, or extend the useful life of any item with an expected life of three or more years and a value of more than $5,000, e.g., rolling stock, track and structure, support facilities and equipment, and stations and passenger facilities.

Car Mile or Vehicle Mile—A single bus, rapid transit car, or commuter rail car traveling one mile.

CMAP (The Chicago Metropolitan Agency for Plan-ning)—Formed in 2005, CMAP integrates planning for land use and transportation in Northeastern Illinois. The new organization combined the region’s two previ-ously separate transportation and land-use planning organizations -- Chicago Area Transportation Study (CATS) and the Northeastern Illinois Planning Commis-sion (NIPC) -- into a single agency.

CMAQ (Congestion Mitigation/Air Quality) Grant—A federal grant program designed to support transporta-tion projects that reduce traffic congestion and/or improve air quality.

Cost per Mile—Operating expense divided by vehicle miles for a particular program or in total.

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Full Funding Grant Agreement (FFGA)—The FTA is required to use a FFGA to provide financial assistance for new start projects. The FTA also has the discretion to use an FFGA in awarding federal assistance for other major capital projects. The FFGA defines the project, in-cluding cost and schedule; commits to a maximum level of federal financial assistance (subject to appropriation); establishes the terms and conditions of federal financial participation; covers the period of time for comple-tion of the project; and helps to manage the project in accordance with federal law. The FFGA assures the grantee of predictable federal financial support for the project (subject to appropriation) while placing a ceiling on the amount of that federal support.

Full-Time Equivalent (FTE)—A measurement equal to one staff person working a full-time work schedule for one year.

Fund Balance—The cumulative difference between rev-enues and expenses over the life of a fund. The excess of funding over operating deficit for a given period of time. In this document, the fund balance refers to the unassigned funds in the Agency and general fund.

Funding Formula—A specific formula used to deter-mine a subsidy level.

General Long Term Debt Account Group (GLTDAG)—This account group is not a fund but a separate list of certain long-term liabilities of the general government. Debt normally is recorded at its face value, without premium or discount. Additions to and deletions from GLTDAG are disclosed in the notes to the financial statements.

General Fund—The operating fund that is used to account for all financial resources and normal recurring activities except for those required to be accounted for in another fund.

General Obligation Bonds (GO Bonds)—Bonds that are legally backed by the full faith and credit of the issuing government. The government is legally obligated to use its full taxing power, if necessary, to repay the debt.

Favorable Performance—In a comparison of actual results to budgeted levels, favorable performance describes the situation in which expenditures are less than budget or revenue exceeds budget.

Feeder Bus Services—Pace bus routes that serve Metra stations.

Financial Plan—In addition to an annual budget, the RTA Act, as amended in 1983, requires the RTA and its Service Boards to develop a financial plan for the two years subsequent to the upcoming budget year. In combination with the annual budget, this provides a three-year projection of expenses, revenues, and public funding requirements.

Fiscal Year—The calendar year is the fiscal year for the RTA, CTA, Metra, and Pace. The fiscal year of the State of Illinois extends from July 1 through June 30 of the following year. The fiscal year of the federal government extends from October 1 through September 30 of the following year.

Fixed-Route Service—Buses that operate according to fixed schedules and routes.

Flexible Funds—Federal funds that can be used for various transportation projects, including both highway and mass transit projects. Allocation of these funds is at the discretion of state and local agencies.

Fringes (Fringe Benefit Expenditures)—Pay or expendi-tures to or on behalf of employees in addition to sala-ries and wages, including sick pay, vacation pay, pension contributions, life and health insurance, unemployment and workers’ compensation, social security costs, and other programs.

FTA (Federal Transit Administration)—The FTA is the federal agency that helps cities and communities provide mobility to their citizens. Through its grant pro-grams, FTA provides financial and planning assistance to help plan, build, and operate rail, bus, and paratransit systems. Since 1988, the only FTA funding available to the RTA has been for capital projects.

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gies in an integrated manner to increase the safety and efficiency of the surface transportation system. ITS is a national effort designed to promote the use of advanced technologies in multimodal transportation.

Interest—The charge for borrowing money, typically expressed as an annual percentage rate.

JARC (Job Access Reverse Commute)/New Freedom— JARC is a federally funded program that provides operat-ing and capital assistance for transportation services planned, designed, and carried out to meet the trans-portation needs of eligible low-income individuals and of reverse commuters regardless of income. The New Freedom program provides new public transportation services and public transportation alternatives beyond those required by the Americans with Disabilities Act (ADA).

Joint Self Insurance Fund (JSIF)—The RTA provides excess liability insurance to protect the self-insurance programs maintained by the CTA, Metra, and Pace. The Service Boards are obligated to reimburse the JSIF for any damages paid plus a floating interest rate.

Labor Expenditure—The cost of wages and salaries (including overtime) to employees for the performance of their work.

Line Item—An appropriation that is itemized on a separate line in a budget.

Linked Trip—A single, one-way trip without regard for the number of vehicles boarded to make the trip (i.e., a home-to-work trip taken by boarding a bus, to a train, to another bus represents one linked trip or three unlinked trips).

Maintenance Expenditure—Expenditures for labor, materials, services, and equipment used to repair and service transit and service vehicles and facilities.

MAP-21—The Moving Ahead for Progress in the 21st Century Act was signed into law by President Obama on

Gross Domestic Product (GDP)—Reported by the Bureau of Economic Analysis, this measure of economic activity is the sum of the market values of all of the final goods and services produced in the United States in a year.

Grants—Monies received from local, federal, and state governments to provide capital or operating assistance.

Headway—The time span between service vehicles (bus or rail) on a specified route.

Illinois Jobs Now!—Signed into law by Illinois Governor Quinn in 2009, the six-year, $31 billion capital program to improve state infrastructure included $186 million in funding for transportation projects.

Infrastructure—The physical assets of the RTA system, e.g., rail lines and yards, power distribution, signaling, switching, and communications equipment, passenger stations, information systems, and roadways, upon which the continuance and growth of transit depend.

In-Kind Service—These services are provided at no cost to a Service Board. For example, the City of Chicago provides free of charge dedicated security forces to the CTA.

Innovation, Coordination and Enhancement (ICE) Fund—A fund created to award grants to the Service Boards, transportation agencies, and local governments, for short-term, lower-cost projects and service enhance-ments.

Intelligent Bus System (IBS)—A bus communications system that uses advanced technology to monitor and improve performance on various levels. Pace’s new bus communications system includes radio voice and data communications, Computer-Aided Dispatching (CAD) and Global Positioning System (GPS)-based Automatic Vehicle Location (AVL) functions.

Intelligent Transportation Systems (ITS)—The applica-tion of advanced sensor, computer, electronics, and communication technologies and management strate-

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Off-Peak—Non-rush hour time periods.

Pace—The Suburban Bus Division of the RTA respon-sible for all non-rail suburban public transit service with the exception of those services provided by the CTA. On July 1, 2006, Pace assumed operating responsibility for all ADA Paratransit service in the RTA region. Pace was created in 1983 by an amendment to the RTA Act.

Paratransit Service—Any transit service that is not conventional fixed-route bus or rail service, including Dial-a-Ride, Call-n-Ride, and ADA Paratransit Services.

Passenger Mile—A single passenger traveling one mile.

Peak Period—Morning or evening rush hour.

Principal—The amount borrowed or the amount still owed on a loan, separate from the interest.

Positive Budget Variance (PBV)—Calculated as the dif-ference between a Service Board’s budgeted and actual deficit, a positive budget variance results when the actual deficit is less than budgeted. A PBV represents available funds for the Service Boards to use for capital purposes.

Program (verb)—To commit funds, for a given capital purpose, without necessarily appropriating these funds for expenditure. When the RTA Board passes its official budget document, certain funds are “programmed” so that they may be obligated (i.e., contracts signed) dur-ing the upcoming year; these funds may be expended during the upcoming or subsequent years. Program (noun)—Groupings of expenditure accounts with related expenditures (i.e., operations, mainte-nance, administration, and capital program).

Public Transportation Fund(s) (PTF)—Each month the state transfers from its General Revenue Fund an amount equal to 30% of the RTA Sales Tax and Real Estate Transfer Tax collected in the previous month.

July 6, 2012. MAP-21 provides over $105 billion in funds for surface transportation programs in 2013 and 2014.

Metra—The Commuter Rail Division of the RTA respon-sible for all rail public transit service with the exception of those services provided by the CTA. Metra was created in 1983 by an amendment to the RTA Act.

Mobility Limited—An individual who has a physical impairment, including impaired sensory, manual, or speaking abilities that result in functional limitations.

Modified Accrual Basis—A type of accounting whereby revenue and other financial resource increments (e.g., bond issue proceeds) are recognized when they become both “measurable” and “available” for finance expendi-tures of the current period. “Available” means collect-ible in the current period or soon enough thereafter to be used to pay liabilities of the current period. Similarly, expenditures (e.g., debt service payments and a num-ber of specific accrued liabilities) are only recognized when payment is due because it is only at that time that they normally are liquidated with expendable available financial resources.

Net Result—The difference between total revenue (in-cluding public funding) and total expenses. Sometimes referred to as the “change in fund balance.”

Non-Ambulatory Disabled—A person who has a dis-ability that requires use of a wheelchair.

Operating Assistance—Financial assistance for transit operating (as opposed to capital) expenditures. Such aid may originate with federal, state, or local governments.

Operating Budget—The planning of revenue and expenditures for a given period of time to maintain daily operations.

Operating Deficit—For a particular Service Board, the difference between system-generated revenues and system operating expenses. The operating deficit is sometimes referred to as the “public funding require-ment.”

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SCIP (Strategic Capital Improvement Program) Bonds—The RTA was authorized under the RTA Act to issue $500 million of bonds for public transportation projects ap-proved by the Governor of the State as part of the RTA’s Strategic Capital Improvement Program (SCIP). Effective January 1, 2000, the Act was amended to authorize the RTA to issue an additional $260 million of SCIP bonds in each year for the period of 2000 through 2004.

Series B Bonds—State Transportation Bonds used as all or a portion of the local share required to match federal funds for public transportation capital projects.

Service Boards—The term refers to the region’s three transit operators: CTA, Metra and Pace.

Special Service—A transportation service, as defined by the FTA, specifically designed to serve the needs of persons who, by reason of disability, are unable to use mass transit systems designed for the use of the general public.

State Financial Assistance (SFA)—Subject to appropria-tion by the State, this assistance reimburses the debt service expenses of the RTA’s Strategic Capital Improve-ment Program (SCIP) bonds.

State of Good Repair (SGR)—Capital investment in infrastructure maintenance in order to improve the condition of current transit facilities and provide safe, reliable service.

Statutory Funds Designated for Capital or Transfer Capital—The difference between a Service Board’s statutory funding and its budgeted or actual deficit, whichever is greater. These funds, which are over and above operating needs, are generally used for capital purposes.

Subscription Service—Special services for users who ride on a frequent and regular basis and follow a prescribed schedule (a minimum of three times per week between the same origin and destination).

Public Funding—Funding received from the RTA or a lo-cal, state, or federal government entity. Generally refers to funding for Service Board operating expenditures.

Purchase of Paratransit Service—The amount of money paid to contractors to provide door-to-door transporta-tion to certified participants in the ADA Paratransit program.

Recovery Ratio—System-generated revenues divided by system operating expenditures with exclusions as allowed by the RTA Act. This ratio is calculated for each of the Service Boards and for the RTA region as a whole. The RTA Act mandates that the RTA region attain an annual recovery ratio of at least 50% for mainline service. For ADA Paratransit service, the Act requires a 10% recovery ratio.

Real Estate Transfer Tax (RETT)—Imposed on property transfers within the City of Chicago at the rate of $5.25 per $500 of property value. $1.50 of the $5.25 rate is allocated to directly fund CTA operations, while the balance of the RETT is revenue for the City government.

Reduced Fares—Discounted fares for children age 7-11, grade school and high school students (with CTA ID), seniors 65 and older (with RTA ID), and riders with disabilities (with RTA ID) except paratransit riders.

Reverse Commute—City-to-suburb commute. This phrase refers to the fact that most riders commute from the suburbs to the city.

Ridership (unlinked passenger trips)—Each passenger counted each time that person boards a vehicle.

Rolling Stock—Public transportation vehicles including commuter rail cars, locomotives, rapid transit cars, buses, and vans.

RTA Sales Tax—1.25% in Cook County, 0.5% in the collar counties of DuPage, Kane, Lake, McHenry and Will. The tax is imposed on both general merchandise and food, drugs, and medical devices.

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Total Vehicle Miles—The sum of all miles operated by passenger vehicles, including mileage when no passen-gers were carried.

Unreserved and Undesignated (“unassigned”) Fund Balance—The balance of funds that have not been restricted, committed, or programmed into the budget, financial plan, or capital program.

Value Engineering— The process of evaluating the function of systems, equipment, facilities, procedures, and supplies to determine if cost-saving is achievable. Value Engineering works to achieve balance between function, performance, quality, safety, scope and project costs. The proper balance results in the maximum value for the project.

Vanpool—Pace’s VIP (Vanpool Incentive Program) is a service where a group of 5 to 15 people commute to and from work together in a Pace-owned van.

Vehicle Revenue Mile—Vehicle mile during which the vehicle is in revenue service (i.e., picking up and/or dropping off passengers).

Subsidy—Funds received from another source that are used to cover the cost of a service or program that is not self-supporting.

System-Generated Revenue (Total Operating Rev-enue)—Total revenue generated from operations. Includes farebox revenue, state fare subsidies, advertis-ing, interest and all other income (excludes RTA and federal subsidies).

Taxi Access Program (TAP)—Certified participants in the ADA Paratransit service program can purchase taxi vouchers, valued at up to $13.50, at a reduced price of $5.00 to pay for one-way taxi rides that originate within the City of Chicago.

TERM-lite—Transit Economic Requirements Model, TERM-lite is the local version of the FTA’s capital needs analysis tool that evaluates asset conditions and State of Good Repair (SGR) backlog.

T-FLEx (Transit Finance Learning Exchange)—A strategic alliance of transit agencies formed to leverage mutual strengths and continuously improve transit finance leadership, development, training practices, and infor-mation sharing. Its purpose is to transform the finance function into a value-added business partner within each transit authority. Members meet twice annually in a facilitated workshop environment to develop and share best practices in active roundtable work sessions.

TOD (Transit-Oriented Development or Transit-Ori-ented Design)—Mixed use development of residential, office and retail uses within walking distance of a transit station or bus route.

Transit Asset Management (TAM)—Measurement of the condition of capital assets such as equipment, rolling stock, infrastructure, and facilities.

Transit Signal Priority—Transit signal priority either gives or extends a green signal to transit buses under certain circumstances to reduce passenger travel times, improve bus schedule adherence, and reduce bus operating costs.

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The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Presentation to Regional Transportation Authority, Illinois for its annual budget for the fiscal year

beginning January 1, 2018. This represents the 22nd consecutive year the RTA has received this award.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The award is valid for a period of one year only. We believe our current budget book continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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175 West Jackson Boulevard, Suite 1650 Chicago, Illinois 60604

Phone: 312-913-3200

RTAChicago.org

Follow us on

Chicago Transit Authority567 W. Lake St.Chicago, IL 60661888-968-7282www.transitchicago.com

Metra547 W. Jackson Blvd.Chicago, IL 60661312-322-6777www.metrarail.com

Pace550 W. Algonquin Rd.Arlington Heights, IL 60005847-364-7223www.pacebus.com


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