[{"_1":2,"_97":-5,"_98":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,85],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":44,"_46":47,"_48":49,"_50":51,"_52":53,"_54":55,"_56":57,"_58":59,"_60":61,"_62":63,"_64":65,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},"mediaId",6357543,"mediaKeyId","2214503-1fe6d0f04bed8e8d72d38172fcd14f0a","parentId",2214503,"title","CTA board retreat builds a draft vision, presses staff for measurable success outcomes and governance clarity","audioSeconds",0,"startMs",16202000,"endMs","viewUrl","/Search/View?dp=1&key=2214503-1fe6d0f04bed8e8d72d38172fcd14f0a&start=16202&end=16202","thumbnailUrl","https://assets.pipeline.soar.com/2214503-1fe6d0f04bed8e8d72d38172fcd14f0a/thumbnail_16202000.jpg","articleUrl","/articles/6357543/Illinois/CTA-board-retreat-builds-a-draft-vision-presses-staff-for-measurable-success-outcomes-and-governance-clarity","mediaUrl","https://secure.pipeline.soar.com/6357543-2a2036cf8302526e3ff0104f9c4b7ebd/orig.mp4?Expires=1771050514&Signature=P6KiuFJ5i1ZceggkJ17nn1xOpVHK3Paafs~hvf-RrH0bECnpBfLzJnvLtkF4s7~5seWR3wipk5-skUNOHqz6fXKRNFAAdqhyKpwMN6sUDoRljyr2dvyEzM476j8C1fzHCkZaUv24Gqq4LyfZkrf963QoYZeET8x--bDCR~88EH~fEFd0iK8sNFIgK-3tQkdYzafEBPKUty0viLfVxNB-V8Xkh~PHOshE61DZNqtIKANI4uRVHHyEb9d7ldr7IQS-V0boIs3adt-pXEJeKaRiUEsF~ksM9i2UKwlNVjYNRwgeIeNUgaZk9uHTzGroSYUqc0oHbWyJLEc6KCNI3Vja7Q__&Key-Pair-Id=KUT5TJCACFTXG","author","Chicago Transit Authority Board","date","2025-01-25T00:00:00Z","article","Board members used the retreat to work through longer‑term direction for the Chicago Transit Authority. After a “why” exercise where members described personal motivations for serving, the board proposed a working vision and discussed values and governance practices.

Directors settled on a working vision draft: “To be a globally recognized rapid mobility leader that excels in safety, reliability and accessibility.” The board framed that vision as the destination staff should use when proposing measurable success outcomes and asked staff to prioritize a short list of outcomes (for example: customer experience net promoter score, on‑time performance targets, accessibility milestones) rather than an undifferentiated long KPI list.

The board also debated values and how to make them operational. Several members urged that equity be emphasized and that values be translated into everyday behaviors tied to training and supervisory practices. Directors asked for an approach that defines the board’s expectations, clarifies boundaries between board oversight and management execution, and supports a regular monitoring cadence so performance is not reported only annually but tracked monthly or quarterly.

On governance best practices, external facilitators from Transpro Consulting reviewed a standard governance model: hire, align, monitor, evaluate. They counseled the board to give the president a single delegation for agency management while retaining clear, measurable success outcomes that the board will monitor on a defined cadence. Several directors emphasized the board’s ambassador role in the community but asked staff for guidance on communication boundaries so board outreach remains aligned with agency positions.

Vote and formal action: The retreat concluded with a motion to adjourn; the board approved the motion in a roll‑call vote. The motion was moved by Director Michael Eady and seconded by Director Michelle Lee (the transcript records the second as Michelle Meade/Michelle Lee in different spots; staff should verify the official minutes). The recorded yes votes on adjournment included Roberto Roquejo, Rosa Ortiz, Lester Barclay, Michelle Lee, Michael Eady and one other director present.

Ending: Directors asked staff to return with a concrete plan that links the agreed vision to three to five measurable success outcomes, and to present costed options (including staffing needs) for priority items such as TOD, customer‑experience pilots and security/cleaning investments. The board closed the retreat and convened an executive session later in the day.","mediaType","Video","parentTitle","Chicago Transit Board Meeting Retreat - January 25, 2025","oneSentenceSummary","At the offsite retreat board members drafted a working vision statement, debated values and governance roles, pressed staff for a focused set of measurable success outcomes, and recorded a closing vote to adjourn.","taxTitle","Chicago Transit Authority Board, C, Boards and Commissions, Executive, Illinois","taxId",30803,"location","Illinois","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":42,"_43":78,"_45":78,"_46":79,"_48":80,"_50":81,"_52":82,"_54":55,"_56":57,"_58":83,"_60":61,"_62":63,"_64":84,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6357550,"CTA staff previews customer journey mapping, four rider personas and 2025 actions",9144000,"/Search/View?dp=1&key=2214503-1fe6d0f04bed8e8d72d38172fcd14f0a&start=9144&end=9144","https://assets.pipeline.soar.com/2214503-1fe6d0f04bed8e8d72d38172fcd14f0a/thumbnail_9144000.jpg","/articles/6357550/Illinois/CTA-staff-previews-customer-journey-mapping-four-rider-personas-and-2025-actions","https://secure.pipeline.soar.com/6357550-7e15309a99272ba3902c71f412a07f9a/orig.mp4?Expires=1771050514&Signature=ghuCa0rqWntqAvdH85NePU6BxrEwRKkujLpFN0RnLD6Sjsa8WXqM2WbXobPHb~YyP59vuMIYif1I9k3jYxNRUtFiK-Y8m4Ouyi67~UdxGZX3eboAHLhah32a~F2ea63H2jb3ZmwEKsnjioRc300dWapMhJm2FrnBrEBHkJ6T6o0QPRKLU4NS2inrjwYS8t4aXOBhdyNhxGBkdrXrYWHGTCv3MfWooElWpj0JPQCDyVi9Wry2V6nmPeV-VOt~J9qwyjxUnQ1vtQ5UtMKJAl6xlMQgMMSD1NsolMr3pmWh0bIYB1cLsPBrTXFsvtO4p4EXGDOByqa7MTlKrnVzP~ZOmg__&Key-Pair-Id=KUT5TJCACFTXG","CTA customer experience staff used the retreat to present a structured customer‑journey framework and four persona profiles the agency plans to use when prioritizing 2025 work. Nicholas Krone, vice president (Fair Systems, Office of Planning and Innovation), told the board the project consolidates quantitative and qualitative sources — Ventra trip data, surveys and focus groups — into a single journey map and prioritized actions.

Staff described four illustrative personas — an “excited visitor,” an “independent commuter,” a “dedicated mom” and a “senior commuter” — and asked the board to help map which of CTA’s planned 2025 activities best address each persona’s chief frustrations. “Benefits of customer personas is that they really help identify the general truths about our customers,” Krone told directors.

Directors and staff used the exercise to surface immediate priorities: perceptions of personal safety and security, station and vehicle cleanliness, reliable on‑time performance, and clearer real‑time information. Staff also described a technical outreach gap: only about half of Ventra accounts are fully registered with an email address, limiting direct reengagement opportunities for riders who have stopped riding.

On tactics, presenters proposed targeted messages to “dormant” riders, more frequent and visible cleaning, and strengthened customer reporting and follow‑up. The presentation flagged a tradeoff familiar to the board: whether to measure short‑term financial returns on property and program investments or to prioritize longer‑term community returns that build ridership and equity.

Ending: Staff asked for board input on which planned 2025 activities to prioritize and for help in setting measurable targets (for example: specific on‑time targets, cleanliness metrics and an outreach cadence to reengage dormant riders). Board members suggested the agency should test outreach incentives for low‑frequency riders and improve frontline‑staff training so customer interactions reflect the organization’s stated values.","CTA customer‑experience staff presented a customer‑journey framework and four personas to board members, and mapped planned 2025 activities (cleanliness, safety, rider outreach, dormant‑rider reengagement) to address top pain points.",{"_33":86,"_35":36,"_37":38,"_39":87,"_41":88,"_43":89,"_45":90,"_46":91,"_48":92,"_50":93,"_52":94,"_54":55,"_56":57,"_58":95,"_60":61,"_62":63,"_64":96,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6357556,"CTA board retreat probes TOD role, legal limits and next steps",2998,3017000,6015000,"/Search/View?dp=1&key=2214503-1fe6d0f04bed8e8d72d38172fcd14f0a&start=3017&end=6015","https://assets.pipeline.soar.com/2214503-1fe6d0f04bed8e8d72d38172fcd14f0a/thumbnail_3017000.jpg","/articles/6357556/Illinois/CTA-board-retreat-probes-TOD-role-legal-limits-and-next-steps","https://secure.pipeline.soar.com/6357556-6b823a920f0e15e7785bec1b7acb6b0c/orig.mp4?Expires=1771050514&Signature=ojQRJKghORoMv4KDstls-EkrA6CawdEYcZ2OSpQjh2C6rY9i7cMLeCglQL4skG7x-ytPdyMZpjgbyJ7iBLTCj3h2paa9UXoW7rlLWTf-tpYte4XIVa5GUru2DZ3iIps45nYOcPKfR0-Qa5AJgIz0327a3YGYyGoywNCVBzVBXqrkOuqhhoLqBycrt0BW2IGizG-u39tKdRlLX4W0DzyW5DHf-Xvc3E1K1oa7Bfw086ZS8A1YTN1bdojMkkNv95qZkBe2SaGRPuLTh2vD7QDWCDJ~mx2QOseCo67CiB5Uxitbyycs82mqb-3Wx9iEhzlz5-N2yodYbcHRdWGwtsJh5Q__&Key-Pair-Id=KUT5TJCACFTXG","At a board retreat hosted off the regular meeting schedule, Chicago Transit Authority Board members and staff focused a large portion of the morning and early afternoon on transit‑oriented development and how the agency should position itself going forward.

Board members and staff said CTA faces both legal constraints and internal policy limits when it tries to use or hold land for development. Kara Bader, vice president of strategy and innovation, briefed the board on three recurring barriers: statutory restrictions in the MTA Act, Federal Transit Administration rules linked to federally funded assets, and CTA’s own procurement policies and procedures (PP&Ps). “If we own a lot we have to basically be using it for providing transit,” Bader told the board, explaining how the enabling statute limits CTA’s ability to acquire or hold property for purely non‑transit uses.

The nut of the discussion was practical: how to pursue equitable TOD given those constraints. Bill (last name on file), who leads CTA planning projects, reviewed recent site work and lessons learned. He said the agency has moved between different approaches — from “sell the parcel at market value” models to more hands‑on corridor planning — and that the agency’s experience includes both failed attempts and more collaborative efforts. “We failed on a site, and we had to get in and actively manage how we release that so [developers] can be able to benefit,” he said, describing an earlier ground‑lease RFP that could not proceed without additional city funding commitments.

Board members repeatedly pressed staff for options rather than abstract problems. Director Roberto Roquejo and others urged CTA to be more proactive and visible, not just “at the table” but a leader that convenes developers, community groups, and city agencies to assemble financing and zoning support. Several directors noted prior legislative work: staff recalled that CTA’s 2024 lobbying included objectives to expand flexibility in the MTA Act and other authorities. Staff said the agency has begun those conversations with the regional transit authority and city planning staff.

Staff gave examples of different TOD approaches on CTA‑owned parcels: the 2525 N. Kedzie site (where an initial RFP failed then was restructured to include city housing supports), the 43rd Street Green Line parcels (where a private developer later drove investment), corridor‑level planning around major investment projects (RPM), and other smaller remnant sites on the Green Line and near 95th Street where city coordination is under way. Staff also described how the FTA now allows more flexibility on disposal for affordable housing in some cases but said application of the guidance is still evolving for CTA projects.

Board members asked staff to return with concrete options. Directors requested an explicit set of choices showing tradeoffs and resource implications — for example, what staff could do within current procurement rules, what would require new state legislation or an intergovernmental land transfer, and what additional staff or budget would be needed to pursue more active land management or a modest development program. Several directors emphasized equity and community partnership as priorities for any TOD approach.

Ending: Staff agreed to fold the board’s feedback into the strategic planning process and to develop a set of TOD scenarios with recommended guardrails, resource estimates and legal analyses. The board also signaled interest in convening private‑sector developers and city planning partners to accelerate feasible projects and explore tools such as discounted land transfers to enable deeper affordable housing on CTA‑adjacent sites.","Board members and staff at the Chicago Transit Authority Board retreat spent multiple sessions on transit‑oriented development (TOD), discussing legal and policy limits on land use, examples of recent projects, and asking staff to return with concrete options and resource needs to pursue an equity‑focused TOD program.","actionData","errors"]

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CTA board retreat builds a draft vision, presses staff for measurable success outcomes and governance clarity

CTA staff previews customer journey mapping, four rider personas and 2025 actions

CTA board retreat probes TOD role, legal limits and next steps