CHICAGO — The Metra board of directors has approved a new five-year strategic plan that aims to address the commuter rail system’s post-COVID challenges and set goals for its evolution to meet those challenges
The 2023-27 plan, “My Metra, Our Future,” approved at Wednesday’s meeting, notes the need to adapt with ridership that currently is at 40% of pre-pandemic levels on weekdays and 60% on weekends, with many of the weekend riders using the system three days a week or less.
It sets five core strategic goals as the Metra system intends to move toward a “regional rail” model providing more frequent service throughout the day while still addressing additional demand during rush-hour periods. Those goals are to:
— Enhance service to grow ridership and provide mobility choices.
— Ensure the Metra experience is safe, easy, and enjoyable for all customers.
— Attract a diverse workforce and invest in our employees.
— Innovate to become more efficient and effective.
— Be a socially responsible organization committed to equity and sustainability.
“With the vision and goals that are outlined in this new strategic plan, we are recognizing that Metra must adapt and evolve to meet our riders’ and the region’s transit needs,” Metra CEO/Executive Director Jim Derwinski said in a press release. “It won’t be easy, but we will do everything within our ability and budget to achieve these goals and make our new vision a reality.”
#’s 1, 2, & 4 are basically common sense. They won’t accomplish anything unless followed up by specific guidelines that prove to be well thought out and followed.
#5 and the first half of #3 are “bows” to political correctness.
The second half of #3 could mean something if it results in something that actually increases employees willingness to have more of a team spirit and try to do better in their duty. But that’s not easy and just giving everyone some more money usually doesn’t produce the desired result.
Platitudes, goals, policies, a wish list, aren’t a strategic plan.
Charles,
The difference with airlines is that leisure and business travel has returned. As with regards to Metra, employers in the city have been trying to work with their employees on their return to office policies. Many are working at home or in a hybrid mode (like 3 days in, 2 days out).
Until Chicago employers demand their employees show up in the office, Metra will show less than normal ridership numbers.
Also not in Chicago’s benefit is the massive amount of bad press about crime in Chicago at the moment. Most of it is outside the Loop proper, but bad press is bad press.
All the DEI in the universe won’t solve METRA’s problems, which are increasing expenses and plummeted ridership. Those, not DEI, are the problems a five-year strategic plan is supposed to address. Since the real problems are insolvable, then hijack the strategic plan for DEI nonsense.
People who get paid to write DEI manifestos don’t have the slightest idea how to manage a train system.
Oh and while I’m at it, I have a question. How is it that airline travel is pretty much back to 2019, which was an extremely good year for the air carriers. In contrast public transit (buses, subways, regional rail, light rail) is half of 2019, which was not a great year.
Oh, and one further point. How is it that the METRA board approved this stuff labeled as a “strategic plan”. Who sits on this board and why?
You are reading the highlights that always constitute a typically dull and boring press release. If you think this is the entire strategic plan in these few paragraphs, download the entire plan and then provide your critique. But stop bashing everything from a few throwaway lines.