Table Of Contents - Chicago Transit Authority

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CTA Express Airport Train Service Business Plan In the case of the cost estimates for the Direct and Express Service car fleets, two different approaches were required. The Direct Service fleet is based on the use of existing CTA rolling stock rehabbed and reequipped to provide an attractive environment suitable for this premium service. The most recent CTA experience with car overhaul work was the 2600-series overhaul completed by Alstom. The average price per car for this effort was used as the basis for the Direct Service rehab, escalated to 2006 dollars. It was also necessary to adjust the 2600 rehab price to reflect a much smaller quantity of cars being involved for the Direct Service. When these adjustments were made, the per-car overhaul price was estimated at $975,000. Recognizing that a different interior layout and grade of seats and other features was required, a further “adder” of $160,000 per car was incorporated. Parsons Brinckerhoff has been assisting CTA in the specification and procurement of the AC-propulsion railcars, including the third option for Airport Express cars. As part of that assignment, we estimated the price for the Express Service cars to be around $1.4 million per car, which was then applied to this project. At this early point in the process, a conservative cost estimating philosophy was applied for the both the Direct and Express Services. In the absence of any engineering work having been done, a conservative approach was deemed to be the best course, in order to avoid any future “negative surprises” for any of the stakeholders. In addition, a fairly high contingency (30%) is used, which can be reduced as the project advances. 5.4.2 Cost Estimates The Direct Service can be implemented at an estimated cost of $64 million. This figure includes station improvements to segregate airport service customers from local customers at O’Hare and Midway (preferably before customers reach the fare gates) and additional finishes at the 108 N. State Street station. The alternative alignment to O’Hare via I-90 and the Union Pacific railroad right-of-way is estimated to cost $1.5 billion, or $725 million more than the Blue Line passing alternative. 5.4.3 Key Drivers and Contingencies The unit prices for track, traction power and communications equipment are derived directly from the work Parsons Brinckerhoff has done on other recent assignments for CTA and other organizations/governmental units (IDOT or suburban towns), where CTA was a key supporting player to the overall process. In the case of the structures costs, there was considerable debate over the unit pricing for the Kennedy Expressway-UP alignment. On the one hand, the relatively level and straight alignment was felt to warrant a lower unit price than the typical CTA structure. However, it was also recognized that this alignment, paralleling the UP-Northwest Line might need to be at a higher elevation than the typical CTA structure, in order to ensure that signal sight lines for UP crews (most of the signals are on overhead bridges) were not impinged. In addition, this line section would include some longspan, high crossings (at Addison both the UP line and the entire I-90 right-of-way [local and express lanes], plus the double-track CTA Blue Line in the median). In the end it was agreed that the conventional structure unit pricing would be appropriate at this point in the process. The level of contingency (30%), discussed previously, was also considered. The percentage can be adjusted as further engineering investigations are undertaken. Other allocations that were applied to all cost estimates include: 12% for design and construction management and 12% for agency costs. Once 46
CTA Express Airport Train Service Business Plan again, these allocations are based on our experience with prior CTA and other public-sector planning projects. Each cost estimate also includes a project-specific allocation for “temporary operations and staging.” The exact dollar amount was adjusted by project to reflect proximity of work to an operating railroad, etc. 5.4.4 Delivery Complexities A number of complexities exist that could affect the delivery of the airport train service. These risks include: • Ability to transfer risks of planning, development, and construction to private sector is limited because of the risks associated with construction within CTA’s operating railroad environment. • Reliance on reconstruction of the Kennedy Expressway in the median section between Jefferson Park and Cumberland. • Development of a new terminal at Midway Airport. • Integration with existing operations on Blue, Red, Orange Lines. • Integration of Blue Line and Direct/Express train operations at the existing O’Hare station. • Due to track congestion, Blue Line local trains are susceptible to peak period delays on approach to the O’Hare Terminal. Operations control attention will be needed to prevent this situation from being aggravated when either the Direct or Express trains are added to the daily schedule. • Cost and timing of environmental assessment, mitigation, permits. • Market conditions at date of construction. • Rights-of-way acquisition costs and schedule. • Reliance on or coordination with highway and airport and other agencies. 47
Page 2 and 3: Table of Contents CTA Express Airpo
Page 4 and 5: List of Appendices Appendix A: Maps
Page 6 and 7: CTA Express Airport Train Service B
Page 8 and 9: Benefits & Strategic Implications P
Page 12 and 13: 2.0 Business Overview 2.1 OPPORTUNI
Page 14 and 15: 2.4.2 CTA CTA Express Airport Train
Page 16 and 17: 3.0 Service Description 3.1 AIRPORT
Page 20 and 21: 3.2.3.2 O’Hare Route - Blue Line
Page 22 and 23: 3.2.5.4 Fare Collection CTA Express
Page 24 and 25: 4.0 Marketing Strategy 4.1 SUMMARY
Page 26 and 27: 4.2.2 Market Position Relative to O
Page 32 and 33: 4.4.2 Global Express Service Benchm
Page 34 and 35: 4.5.3 Ridership Forecast CTA Expres
Page 36 and 37: 4.5.5 Factors Affecting Demand Cert
Page 40 and 41: 5.0 Project Delivery Strategy 5.1 P
Page 48 and 49: 6.0 Operational Strategy 6.1 SUMMAR
Page 54 and 55: 6.3 PROJECT DELIVERY STRUCTURE CTA

Table Of Contents - Chicago Transit Authority

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