Table Of Contents - Chicago Transit Authority

CTA Express Airport Train Service Business Plan
Table 13: Estimate of Express Service Staffing Requirements – Full-time Employees
Job Classification
Required per
Shift
Total Required Comments
Train Operator 9 30
Terminal Supervisor 3 11
O’Hare, 108 N. State Street,
and Midway
Line Manager 1 4 In Central Control
Switchman 2 8 Two at Rosemont
Servicer - Platform 3 12
At Midway, 108 N. State
Street, and O’Hare
Servicer – Yards 6* 10 Midnight shift only at Midway
Five positions (half inspection
Repairer 5 12
team at Midway on days), two
positions, midnight shift only
at Midway
Customer Assistant
3 12
O’Hare, 108 N. State Street,
and Midway
Janitor 3 12
O’Hare, 108 N. State Street,
and Midway
TOTAL 35 111
Notes: “Total Required” considers limitations on length of work shift, report time and turn-in allowance (where
applicable), seven days per week coverage requirements and the likely attraction of high-seniority staff to many of the
positions associated with the premium service.
*Number of positions per car estimated from 2006 CTA Budget Proposal; Yard Servicers are one shift per day, seven days
per week.
6.1.2 Phasing Options
The Direct Service would have a round-trip time of around 170 minutes, including layovers and dwells.
Therefore, to provide a 15-minute headway throughout the day would require 12 trainsets. Initially, it is
anticipated that these would be 2-car consists, so a total of 24 cars are required to operate the scheduled
service. As with the Express Service, three spare consists are also required; one each at Midway and
Rosemont; with the third one being cycled through inspection at Midway Shop. In nearly every other
respect, the Direct Service will parallel the operations and approach of the Express Service, as described
more fully above. A detailed, complete operating-day schedule for the Direct Service should be
developed, as the longer running time will impact available layover and dwell times.
Balancing of the headways to provide for equipment cleaning and schedule recovery throughout the
operating day is even more necessary with this service. Also, staffing requirements specific to the Direct
Service should be considered. In particular, car miles on a daily basis will be different from those
accumulated under the Express Service schedule, and this change may result in revised staffing for the
repairmen classification, among others.
It is possible that the transition from Direct to Express Service could proceed in a phased manner. For
example, the improvements on the Blue Line (passing tracks and express tracks) would produce the
greatest benefit in reducing running time (15 minutes), as well as serving the higher-demand market.
Doing this work incrementally may also have benefits for the investment partners. From an operational
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