[Congressional Record Volume 143, Number 19 (Thursday, February 13, 1997)]
[Extensions of Remarks]
[Page E287]
From the Congressional Record Online through the Government Publishing Office [www.gpo.gov]




                  LOU GAMBACCINI; DEPARTURE FROM SEPTA

                                 ______
                                 

                         HON. ROBERT A. BORSKI

                            of pennsylvania

                    in the house of representatives

                      Thursday, February 13, 1997

  Mr. BORSKI. Mr. Speaker, I rise in honor of my good friend Mr. Lou 
Gambaccini, as he retires from his position of general manager of 
SEPTA. For 8 years, longer than any other general manager, Lou 
Gambaccini served SEPTA with dedication and distinction.
  Lou Gambaccini inherited a system in 1988 wrought with numerous 
problems that required quick and decisive action. He rose to this 
challenge and set forth to combat an aging infrastructure system. Lou 
provided the necessary guidance to move SEPTA in a positive direction. 
Due to his accomplishments, Lou is held in high regard within the 
national transportation community. He is one of the Nation's most 
renowned proponents of increasing our Federal commitment to mass 
transit.
  SEPTA quickly moved into the area of infrastructure renewal and 
repair under Lou's tutelage. Projects were prioritized so that scarce 
resources were not unwisely depleted. Efficiency was the key element to 
these projects, reducing time and money spent. Beginning in 1988, SEPTA 
has engaged in numerous reconstruction projects, including the 
Frankford Elevated Reconstruction Project [FERC], RailWorks, Norristown 
High Speed Line, Overbrook Rail Maintenance Facility, Midvale Bus 
Depot, and the purchase of 400 new buses and 220 new cars for the 
Market-Frankford line.
  The work completed on the Frankford Elevated Reconstruction Project 
is an amazing demonstration of Lou's leadership and insight. Lou 
managed this $750 million reconstruction without any major disruption 
of service for the community. Thanks to his efforts, the Frankford El 
is a vital resource for the constituency of northeast Philadelphia.
  Lou moved SEPTA into a new era in which critical dedicated funding 
could be counted on by organizing the Southeastern Pennsylvania Area 
Coalition for Transportation [ACT]. ACT is a group of 70 leaders from 
both traditional and nontraditional transit proponents, representing 
various constituencies. This group has become a model throughout the 
Nation for other transit supporters.
  Frequently faced by inadequate operating budgets, Lou Gambaccini 
streamlined operations to cover million dollar gaps and increasing 
costs. Reacting to budget crises with creative solutions and proactive 
programs, he succeeded in meeting budget demands with the least amount 
of disruption possible.
  Under Lou's guidance, SEPTA employees have become focused on creating 
a system that is service-friendly and propelled by its customers. 
During his tenure, service has improved tremendously with resourceful 
new need-based routes, as well as a major decline in violent crime on 
the system.
  Serving as a leader to the Nation and the industry, Lou Gambaccini 
demanded that SEPTA become an agency where real equal opportunity 
exists. The upper management affirmative action initiative has achieved 
its goal of producing a middle and senior management workforce more 
balanced in its representation of females and minorities.
  In his unprecedented term of 8 years as general manager of SEPTA, Lou 
Gambaccini has turned SEPTA around and sent it into the future on the 
right track. He has displayed perseverance and ingenuity when 
challenged. SEPTA is now in a position where it will have the ability 
to continue improving in the future and adapting to the changing needs 
of the community.
  As general manager at SEPTA, Lou Gambaccini displayed the type of 
commitment and insight necessary for success, and he will be missed and 
remembered. I wish him the best of luck in the coming years.

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