2012 Budget Book.indd - Metra

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Non-Capital Programs
Capital projects are just one way that Metra is
working to improve its value to the residents
of the six-county region. Listening to its riders,
pursuing the bene ts of new technologies that
improve performance and customer service, and
workforce training are ways that Metra seeks to
add value and meet its goal of providing safe,
reliable and a ordable transportation. In 2012,
Metra will continue to pursue and implement
programs that keep costs in line and take advantage
of potential revenue sources.
Website
In 2009, Metra launched a redesigned website
that is more customer-oriented, providing train
service alerts via e-mail and Twitter as well as the
ability to purchase monthly passes and 10-ride
tickets online with credit cards. The site’s customizable
“My Metra” feature also enables users to
create accounts tailored to their train schedules
and enables them to automate recurring ticket
purchases.
As of August 2011, more than 73,000 customers
had signed up for “My Metra” accounts, and
the site averaged more than 52,000 unique
visits daily. More than 10,000 tickets were also
processed through the website in August 2011.
This activity demonstrates that the website has
become a primary destination for information
and interaction with Metra.
In 2010, Metra’s new mobile website became
operational, giving riders with web-enabled
phones another option to access the information
they need to easily use Metra. The mobile website
currently accounts for more than 25 percent
of Metra’s website tra c.
Enhancements to the Procurement section of the
site were also made in 2010, enabling business users
to set up a “My Metra for Business” account to view
and receive current information on Metra’s procurement
opportunities. Improvements were also made
to the Human Resources and DBE pages on the site.
The website continued to expand its purpose in
2011 to more fully engage passengers with online
surveys and to better inform the general public
about issues that impact Metra and its customers.
The website now includes on-time performance
reports and other operational data as well as seniorlevel
reports to Board of Directors.
The website also began to generate revenue
through the inclusion of banner advertising in 2011.
In February 2010, Metra expanded its credit card
acceptance program to allow for ticket purchases at
stations where an agent is on duty. Credit card purchasing
also became available through electronic
vending machines at key stations along the Metra
Electric District. By the end of 2011, Metra intends to
install electronic vending machines at all its downtown
stations.
Employee Training
Metra’s skilled workforce is one of our most valued
assets; but as our workforce ages, it is clear that we
must continue to train and develop new employees
to meet the speci c needs of the rail industry. The
continuation of our apprentice programs, regardless
of the constraints of our current economic environment,
is critical to Metra’s ability to operate service at
existing levels.
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