RTD Pass Program Portfolio: The Current State · RTD Pass Program Portfolio: The Current State ......
Transcript of RTD Pass Program Portfolio: The Current State · RTD Pass Program Portfolio: The Current State ......
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RTD Pass Program Portfolio:The Current State
An Overview of RTD Pass Programs June 6, 2017
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Outline
1. The Budget
2. Pass Programs By The Numbers
3. Equity
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The Budget How fare revenue and pass programs fit into the big financial picture
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The Purpose of Fares
• Fare revenue is used to offset the cost of operating and maintaining transit services (e.g. bus and rail) and facilities (e.g. bus stops, shelters, Park-n-Rides, maintenance facilities).
• Fare changes are intended to increaserevenue in response to actual or forecasted increases in operation andmaintenance costs.
• An objective is to minimize the ridership loss involved in fareincreases.
• Operating costs are identified and forecasted through:• Strategic Budget Plan (SBP) • FasTracks Annual Program Evaluation(APE)
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Purpose of the SBP Provides overall guidance for RTD Base Systemservice delivery, debt, and capital expenditures • Six year capital and operating plan• Identifies anticipated revenues and expenditures• Must be financially constrained (balanced budget)
• DRCOG six-year Transportation Improvement Program (TIP)• RTD Annual Budget• Long-term Financial Plan
Provides input for other planning efforts
• Fiscal Sustainability• Workforce/Human Capital• State of Good Repair
Aligns with Board top strategic goals for 2018
Incorporates approved performance measures
Sets target for development of fund balances
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Overview of the SBP
SBP includes only serviceand projects funded from the Base System 0.6%
sales and use tax
FasTracks expenses and projects are included in theFasTracks Annual Program Evaluation (APE) financial plan • Cost allocation to FasTracks operations for existing corridors and
services for annual budget
Goal is to combine SBP and APE in one long-range
plan going forward
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2018 – 2023 SBP Development Process
2017-2022 SBP capitalprogram used as baseline for current SBP • Start with projects approved
in 2017–2022 SBP • Existing projects with costs in
future years are rolled intothe current cycle 2018-2023 SBP
• Requests for new projects are brought into current cycle2018-2023 SBP
• Projects are prioritized andevaluated using missionstatement criteria and 2018 strategic goals
Revenue forecasts updated to
incorporate mostrecent available
information .06% sales/use tax +fare revenue + grants
Ongoing operatingcost forecasts
updated to 2017Budget, using current
information and current cost trends
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Annual Program Evaluation (FT)
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Comprehensive annualevaluation process forthe FasTracks program
Same time period as SBP
Provides overall guidance for FasTracks
build-out, servicedelivery, debt, and capital
expenditures
Provides input for otherplanning efforts • RTD Annual Budget, Financial
Plan
Only service and projects funded from FasTracks sources • 0.4% sales/use tax + fare
revenue + grants
Annual update of: •Project capital and operating cost estimates to current baseline
•Revenue estimates to current forecasts
•Overall plan to current conditions
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Fare Revenue Targets 2016Financial Plan
Forecast Farebox Revenues - 2018-2023 (thousands of dollars)
Year Base FasTracks Total
2018
2019
2020
2021
2022
2023
$117,520
$129,272
$129,272
$129,272
$142,199
$142,961
$36,172
$44,013
$46,061
$47,454
$53,647
$55,146
$153,692
$173,285
$175,333
$176,726
$195,846
$198,108
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Deferred Projects • Below is a sample list of projects deferred through the SBP process.
Deferred Projects Estimated Cost
North Boulder Park-n-Ride and Bus Transfer Center $3.3 million
I-25 & Broadway Infrastructure Improvements $9 million
RouteMatch Software Replacement (Access-a-Ride) $2 million
Support and Service Vehicles (e.g. tow trucks) $3.8 million
Parking Structure @ Mineral Park-n-Ride $11.2 million
Bus Wash Replacement @ East Metro $1.6 million
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Pass Programs by the Numbers An Overview of pass programs including 2016 revenue, distribution and smart card tap data.
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Current Fare Structure
Legend: Full Fare/Discount Fare
Fare Type Local Bus & Rail Regional Bus & Rail Airport Bus & Rail
Cash (includes free one-way transfers) $2.60/$1.30 $4.50/$2.25 $9.00/$4.50
MyRide One-way Trip $2.35/$1.15 $4.25/$2.10 $8.75/$4.35
Day Pass $5.20/$2.60 $9.00/$4.50 Included in Regional Fare
Day Pass Book $26/$13 $45/$22.50 Included in Regional Fare
10-Ride Ticket Book $23.50/$11.75 $40.50/$20.25 Included in Regional Fare
Monthly Pass $99/$49 $171/$85 Included in Regional Fare
ValuPass (Annual) $1,089/$49 $1,881/$935 Included in Regional Fare
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Base Discount Fare Policy
With proof of eligibility, RTD offers a Discount Fare and Free Fare on bus and rail services
Discount Fare (Half Fare/50% Discount) 1. Seniors: 65+Years Old (Federal Requirement) 2. Individuals with Disabilities (Federal Requirement) 3. Medicare Recipients (Federal Requirement) 4. Elementary, Middle and High School Students, ages 6-19
Free 1. Children 5 & under 2. Access-A-Ride user and their assistant 3. Active duty members of the U.S. military 4. Law Enforcement and 1st Responders
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Cash $49,315,763
36%
Business EcoPass - Individual $26,471,142
19% Monthly Pass $23,700,015
17%
CollegePass $13,943,286
10% 10-Ride Tickets $13,098,850
9%FlexPass (Monthly Pass)
$3,789,209 3%
Nonprofit Program $3,747,563
3%
Day Pass Books $1,769,371
1%
Business EcoPass - Master Contracts (6 Contracts)
$1,150,679 1%
Neighborhood EcoPass $1,045,391
1%
MyRideStored Value $338,264
0%
Fare Revenue Breakdown (2016) $138,369,533
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Pass Programs – Portfolio Summary PASS PROGRAM REVENUE (2016)
1. CollegePass $50,147,270
2. EcoPass a) Business EcoPass
CollegePass, $13,943,286 , 28%
b) Neighborhod EcoPass (NECO)
c) Master Contract EcoPass Business EcoPass -
Individual , $26,471,142 , 53%3. Flex Pass
4. Nonprofit
FlexPass $3,789,209
8%
Nonprofit Program, $3,747,563 , 7%
Business EcoPass -Master Contracts (6
Contracts), $1,150,679 , 2%
Neighborhood EcoPass
$1,045,391 2%
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Pass Programs – Portfolio Summary
Number of Participating OrganizationsPer Program
-
200
400
600
800
1,000
1,200
1,400
1,600
NUM
BER OF PA
RTICIPAN
TS
Series1
EcoPass - Master Contracts (6 Contracts) 1,579
EcoPass -Individual
751
Nonprofit Program
309
FlexPass
260
Neighborhood EcoPass
55
CollegePass
9
PASS PROGRAMS
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CollegePass $13,943,286
10%
Other Media $124,426,247
90%
College Pass COLLEGE PASS (2016)
• An annual program based on a school year that allows students to utilize all of RTD’s regular services including trips toand from the airport
• The student receives a photo ID smart card
• CU Boulder and Auraria priced fromridership data (prior to smart card).
• All other schools per student per semesterfees determined by survey.
• Cost is passed to students via tuitions andfees.
• Each school determines eligibility - e.g. Some schools may only include full time students. Program
# of Participants
# of Eligible Passes
Revenue Per Pass
College Pass 9 200,000 $69.72
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CollegePass Program Administration
• Personalize smart cards for students with photo and name – RTD provides card stock
• Track card inventory and card numbers issued to students • Create riders and assign cards – individually or via bulk • Manage riders – suspend ineligible students (makes rider inactive) • Manage cards – suspend or deactivate for ineligible or replacements • Coordinate with multiple offices and schools on the campus to obtain theinformation needed to manage the accounts - time consuming and cumbersome
• Provide lists to RTD each semester/quarter for account management support • Provide enrollment census to RTD each semester/quarter • RTD Market Dev. Staff assists coordinators who provide required data
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EcoPass • An annual program based on a calendar year giving employees access to all regular services including Airport Service
• The employee receives a photo ID smart card
• Prepaid program – some payment plan options available
• The company and RTD enter into a contract and pricing is determined by the location (SLA) of the company and the total number of employees. Contract minimums apply
• All full time employees must be includedwith the option to include or exclude allpart time employees
• Guaranteed Ride Home is included with the EcoPass program
ECOPASS REVENUE (2016) BusinessEcoPass
- Individual $26,471,142
19%
Other Media $111,898,391
81%
# of Eligible Revenue Program Participants Passes Per Pass
Business EcoPass - 751 112,953 $234.36 Individual
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2017 Ec o Pass Pr ic ing SLA
(business location)
Contract Minimum
Employees Per Year
Price Per Employee Per Year 1 - 24
employees 25 - 249
employees 250 - 999 employees
1,000 - 1,999 employees
2,000+ employees
A 1 - 10 $1,150 $98 $85 $75 $64 $6011 - 20 $2,300
21 + $3,448 Outer Suburban
B 1 - 10 $2,108 $209 $189 $173 $160 $15111 - 20 $4,215
21 + $6,322 Major Transit Centers
C 1 - 10 $2,874 $532 $493 $470 $459 $43411 - 20 $5,748
21 + $8,621 Downtown Denver CBD
D 1 - 10 $2,874 $544 $522 $483 $470 $44511 - 20 $5,748
21 + $8,621 DIA and home businesses
Important: If the per-person rate for your SLA multiplied by your headcount is LESS THAN the Contract Minimum - the Contract Minimum rate will apply.
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EcoPass Administration
• Create new riders – individually or bulk • Manage riders – suspend ineligible employees (makes rider inactive) • Manage cards – suspend or deactivate for ineligible or replacements • Order cards for riders via the smart card web portal (one portal per employer location), or by issuing an authorization form to send the employee to an RTD. • Authorize Guaranteed Ride Home trips for employees • Headcount Variance Reports mid-year • Providing documentation for annual renewals and/or at RTD’s request • RTD Market Dev. Staff assists coordinators who provide required data
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Neighborhood EcoPass (NECO) NECO PASS REVENUE (2016)
Neighborhood EcoPass,
$1,045,391 , 1%
Other Media $137,324,142
99%
• Provides the same benefits to neighborhood residents as the EcoPass does for employees
• A neighborhood must be represented by either a county or city government or a registered homeowners/neighborhoodassociation
• There is an annual per household price, prepaid by neighborhoods
• Any new neighborhoods, or additional blocks to existing neighborhoods after 2009are surveyed to determine the perhousehold pricing.
# of Eligible Revenue Program Participants • There are 3 pricing zones in Boulder for Passes Per Pass neighborhoods that joined before 2009. Neighborhood 55 13,390 $78.07 • There are additional rules related to new EcoPass developments and contract minimums.
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Neighborhood EcoPass Administration
• Create new riders – individually or via bulk • Manage riders – suspend ineligible residents (makes rider inactive) • Manage cards – suspend or deactivate for ineligible or replacements • Order cards for riders via the smart card web portal, or by issuing an authorization form to send the resident to an RTD outlet –rider must be created first- NOTE: all replacements must be done in person • Guaranteed Ride Home not included with NECO • Providing documentation for annual renewals • Manage collection of funds from residents
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EcoPass Master Contract
• Master Contract agents may select from three participation options. The minimum Master contract amount per agent is$10,000 per year. Employers and employees may not be charged for the passes.
• The businesses must be located within defined boundaries that are contiguous
• Guaranteed Ride Home included with the exception of the CAGID contract covering downtown Boulder
• Master Contract agent contracts with RTD • Master Contract agent manages allemployers within its boundaries
ECOPASS MASTER CONTRACTS (2016)
BusinessEcoPass - Master Contracts (6 Contracts)
$1,150,679 1%
Other Media $137,218,854
99%
# of Eligible Program Participants Passes Revenue Per Pass
Business EcoPass -Master Contracts (6 1,579 8,450 $136.18
Contracts)
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EcoPass Master Contract Administration
• Create new riders – individually or via bulk – must also include the company name in the rider profile as there are multiple companies
• Manage riders for multiple companies – suspend ineligible employees (makes rider inactive) • Manage cards for multiple companies – suspend or deactivate for ineligible or replacements • Issue an authorization form to send the employee to an RTD outlet – Master Contract Coordinators choose to not order through the portal due to difficulties with card distribution • Share communications with multiple employers – CAGID as 1200 companies
• Providing documentation for annual renewals and/or at RTD’s request
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FlexPass (Monthly Pass) $3,789,209
3%
Other Media $134,580,324
97%
FlexPass FLEXPASS REVENUE (2016)
• An annual pass program that can becustomized to meet the needs of the employer and employees offering up tothree different discounts. Employer canchose one, two or all three
• RTD works with companies to select theplan that fits best
• The company will sign a revolving contract
• Some or all of the employees mayparticipate (opt-in model)
• Employees place monthly orders and employers approve each month # of # of Eligible Revenue Per Program Participants Passes Pass • Prepaid per monthly order
• Monthly passes are mailed to employees FlexPass (Monthly Pass) 260 31,693 $119.56 or business prior to the month of usage
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FlexPass Administration
• Employees receive a monthly pass - local or regional • Each month, employees order through the FlexPass site by selecting the company via a dropdown menu • Each month the company approves the order through the FlexPass site • Payment is determined by the options selected by the company. It can be shared between employee and employer, a pre-tax payroll deduction can be set up. There are a variety of choices • All ordering has a cut off date, if the dates are missed, the orders are cancelled
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Nonprofit Program
• Nonprofit and government agenciespurchase Day Pass ticket books, 10Ride ticket books and monthly passesat a 50% Discount
• Agencies can recover 100% thediscount price of media
• The entire program is capped at $6.8 million face value (the cap was exceeded in 2016)
• Agencies offer discounted media to income eligible customers only • Individuals from households with income ≤185% of the Federal Poverty Guidelines
NON-PROFIT PROGRAM (2016)
Non-Profit Program $3,747,563
3% Other Media, $134,621,970
, 97%
Passes Face Value
Net Sales Amount (50%)
10-Ride Tickets $ 2,474,518 $ 1,237,259
Day Passes $ 228,054 $ 114,027 Monthly Passes $4,792,554 $2,396,277
Total $7,495,126 $3,747,563
% of Total
Revenue Per Pass/Ticket
33% $9.96
3% $11.74 64% $38.36
100%
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Monthly Revenue Per Pass
$180.00
$160.00
$140.00
$120.00
$100.00
$80.00
$60.00
$40.00
$20.00
$0.00
Monthly Revenue Per Pass
MonthlyRevenuePer Pass
CollegePass Neighborhood EcoPass - EcoPass - Nonprofit Local Monthly Regional Local Monthly FlexPass Regional EcoPass Master Individual Program Discount Monthly Monthly
Contracts Business Discount $5.81 $6.51 $11.35 $19.53 $38.36 $49.00 $85.00 $99.00 $119.56 $171.00
% of Local Monthly Pass Price - $99 % of Regional Monthly Pass Price - $171
EcoPass -EcoPass Master NECO CollegePass FlexPass Nonprofit 19.73% 11.46% 7% 6% 121% 39% 11% 7% 4% 3% 70% 22%
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Fare Use - 2015 On-Board Survey*
*Fare structure and media changed in 2016
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Tap Data
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Barriers to Accuracy – The Limitations of Tap Data
Based on ridership statistics and customer survey data, we estimate that between 20% and 30% of trips taken with smart cards in 2014-2016 were not recorded and/or reported.
Barriers to accuracy include: • Technological: Equipment and system issues resulted in unsuccessful taps
• Example: Cards could not be re-charged • Administrative: Challenges with data integrity and reporting methodology.
• Examples: Calculation of transfer value • Customer Behavior: A significant portion of passengers did not tap, especially on rail. • Example: Customer not aware of the requirement to tap since pass is pre-paid.
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Overcoming Barriers to Accuracy
• Technological: Equipment and system issues have been largely resolved.
• Administrative: Implementation of new reporting system and revised reporting methodology is under way.
• Customer Behavior: Efforts to improve compliance – education, outreach, more inspections, new inspection application.
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Tap Data – 2014 2014 College ECO NECO Total
Total Recorded Trips 4,876,375 7,272,073 458,175 12,606,623 Local^ 3,599,789 3,336,552 307,713 7,244,054
Express^ 632,074 1,872,283 28,731 2,533,088
Regional^ 554,172 1,147,072 105,425 1,806,669
Airport^ 90,340 916,166 16,306 1,022,812
Value of Recorded Trips* $ 14,968,263 $31,211,267 $ 1,415,951 $47,595,481
Revenue Received $ 14,639,207 $ 21,220,158 $ 893,874 $ 36,753,239
^ Classification based on fare level for first boarding * A significant portion of trips was not recorded
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Tap Data – 2015 2015 College ECO NECO Total
Total Recorded Trips 4,690,622 7,522,204 495,761 12,708,587
Local^ 3,605,536 3,589,237 348,206 7,542,979
Express^ 492,440 1,801,369 31,848 2,325,657
Regional^ 499,787 1,149,105 97,283 1,746,175
Airport^ 92,859 982,493 18,424 1,093,776
Value of Recorded Trips* $ 14,144,279 $ 32,308,862 $ 1,476,436 $ 47,929,576
Revenue Received $ 14,025,492 $ 22,480,301 $ 1,044,758 $ 37,550,551
• ^ Classification based on fare level for first boarding • * A significant portion of trips was not recorded
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Tap Data – 2016
2016 College ECO NECO" Total
Total Recorded Trips 4,693,320 7,978,810 478,726 13,150,856
Local^ 3,641,434 4,528,721 337,719 8,507,874
Regional^ 955,128 2,586,757 120,396 3,662,281
Airport^ 96,758 863,332 20,611 980,701
Value of Recorded Trips*
$ 14,940,768 $ 31,823,290 $ 1,421,046 $ 48,185,105
Revenue Received $ 13,943,286 $ 27,621,821 $ 1,045,391 $ 42,610,498
• ^ Classification based on fare level for first boarding • * A significant portion of trips was not recorded
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Data Provided to the Consultant • Boarding data from fareboxes by service class, by route, and by time-period (peak/off-peak) on a month by month and annual basis for weekday and weekend services
• Recent Ridecheck and Standcheck data (observed ridership) for most of RTD’s routes will be available on an as-needed basis
• Recent sales data for all RTD fare media • Recent EcoPass sales data and trends • System and route maps and schedules • RTD’s Service Standards • Estimates of fare recovery by route - currently available for 2015 • Origin/Destination surveys • Customer Satisfaction surveys (2017 Survey underway) • Fare Study Recommendation (2016), Equity Analysis and final report • EcoPass, College, and other fare-related contracts and agreements • Smartcard tap data
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Equity An overview of RTD’s view of fare equity
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Equity The Federal Transit Administration (FTA) requires an equity analysis of any farechange per Title VI of the Civil Rights Act of 1964 and Environmental Justice(E.O. 12898). A fare equity analysis is an evaluation of fare changes for discriminatory effects called:
• Disparate Impact - a significantly disproportionate percentage of benefits/adverse effects absorbed byminority persons
• Disproportionate Burden – a significantly disproportionate percentage of benefits/adverse effects absorbed by low-income persons.
• A difference in impact ≥5% is considered to be significantly disproportionate.
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Equity Analysis Framework
1. Analysis: Analyze the proposed fare change for impacts absorbed by minority and low-income populations.
a) Compare average fare of minority and non-minority rider
b) Compare average fare of low-income and non-low-income rider
2. Manage Disparities: Avoid, minimize and mitigate identified disparate impact and disproportionate burden.
a) e.g. not raising fares at all, reducing services, etc…
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Questions