Two years after launching its first-ever strategic planning process with a series of public meetings, Metra is at last finalizing basic goals for the plan. Our preview last month showed that the draft plan focused as much on administrative matters as it did on customers and services. That split focus remains, but board members are now debating whether the plan should shift in one direction or the other.
Metra’s director of strategic capital planning, Lynnette Ciavarella, launched a discussion about the draft plan’s ten goals and objectives at the board’s August meeting. The preliminary goals included “continuing to provide a high quality travel experience,” financial stability, “improving agency-wide efficiency,” integrating with regional transportation networks, and expanding the system “as resources allow.” Ciaverella then asked the board, “What’s missing?”
Some board members contended that the strategic plan doesn’t engage enough with the outside world, while one board member wanted Metra to stick to the basics. John Plante, a recently retired CTA manager who was appointed to Metra’s board last October, spoke up first. Plante wanted Ciaverella to add “innovative financing” – namely, public-private partnerships and land value capture, which could hopefully help fund expanded Metra service.
Don DeGraff, appointed in 2011, said he felt there was little coordination among the different transportation providers and planning agencies. He asked, “how does Metra fit with CTA, Pace, Illinois Department of Transportation, and the [South Shore Line], to make sure there’s an effective regional plan?” He continued, “we need a Daniel Burnham: someone to come up with a plan to allow us to be successful in the northeastern Illinois market.” He called on Metra to take on that coordinating role.
Ciaverella assured the board that the strategic plan was coordinated with the Regional Transportation Authority’s strategic plan and the region’s long-range GO TO 2040 comprehensive plan. Metropolitan Planning Council vice president Peter Skosey told me that “the region as a whole has a challenge connecting land use and transportation,” and that Metra can play a greater role in station-area planning “to ensure better connections to jobs and housing.”
One board member, by contrast, wants to throw out half the goals. Director Norman Carlson, appointed just before the CEO scandal came to light, explained that “so often planning doesn’t take into consideration operating perspectives.” Carlson cited his railroad consulting experience at Arthur Andersen to say “an organization can logically take on 3-5 objectives [to] make any measurable progress.” He said that Metra should take on just four goals, but list a fifth goal to be deferred.