Fare Capping: Balancing Revenue and Equity Impacts (2022) / Chapter Skim
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16 Transit Agency Survey This chapter presents the results of an online survey of transit agencies conducted in March 2021. The chapter summarizes the data collection procedure, reviews the agencies surveyed, and presents the survey results by topic.
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Transit Agency Survey 17 6. Measuring impact on ridership, revenue, and fare collection costs; 7.
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18 Fare Capping: Balancing Revenue and Equity Impacts General Information Transit Service Provided by the Agency Status of Capping A ge nc y Lo ca ti on A nn ua l P as se ng er s Se rv ic e A re a Po pu la ti on H ea vy R ai l / C om m ut er R ai l Li gh t Ra il Bu s Bu s Ra pi d Tr an si t D em an d Re sp on se St re et ca r/ T ro lle y / M on or ai l Im pl em en te d Pl an ni ng o r Co ns id er in g Piedmont Authority for Regional Transportation (PART) NC 686,982 311,810 X 2018 Pinellas Suncoast Transit Authority FL 13,615,634 2,441,770 X X X Portland Streetcar OR 96,633,005 4,491,363 X 2017 Regional Transportation Commission of Washoe County NV 7,863,626 392,141 X X 2020 Rhode Island Public Transit Authority RI 16,431,596 1,190,956 X X 2020 Rochester-Genesee Regional Transportation Authority NY 14,712,832 720,572 X X 2020 Rogue Valley Transportation District OR 1,232,952 154,081 X X X San Diego Metropolitan Transit System CA 85,357,495 2,956,746 X X X X San Joaquin RTD CA 3,664,728 370,583 X X 2020 Skagit Transit WA 896,118 62,966 X X 2020 Solano County Transit (SolTrans)
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Transit Agency Survey 19 Survey Results by Topic Scope of Fare Capping Programs Fare capping can be offered on all fare products or a limited number. Fare cap offerings of surveyed agencies are shown in Figure 1.
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20 Fare Capping: Balancing Revenue and Equity Impacts allow mobile payment) received 18 responses and providing a more equitable system received 17 responses.
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Transit Agency Survey 21 Slightly under half (47%) of all agencies did not engage external partners in the design and implementation of fare capping.
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22 Fare Capping: Balancing Revenue and Equity Impacts 94% 69% 66% 66% 59% 6% 16% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Branding and promotional materials Instructional video Promotional materials developed for multiple languages Paid media Travel training Did not promote Other Pe rc en t of R es po ns es 45% 45% 42% 35% 35% 29% 23% 0% 10% 20% 30% 40% 50% Total passenger trips Operational data Trips per passenger Rider Surveys Farebox recovery Other financial data Equity Metrics Pe rc en t of R es po ns es Figure 5. Fare capping promotion (n = 32 responses)
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Transit Agency Survey 23 fare capping long enough to gather sufficient data to answer the question. In the comments, one agency estimated revenue losses of 1% to 3% and another estimated 7% to 8%.
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24 Fare Capping: Balancing Revenue and Equity Impacts 42% 32% 29% 29% 6% 0% 0% 0% 10% 20% 30% 40% 50% Challenges educating and transitioning riders Increased operational costs (e.g., third party fees) Concern about loss of fare revenue Concerns about privacy Rider opposition to fare policy changes Agency leadership resistance Board of directors resistance Pe rc en t of R es po ns es 26% 32% 35% 45% 55% 55% 61% 65% 0% 10% 20% 30% 40% 50% 60% 70% Ticket vending machines Upgrades to fleet or passenger facilities (e.g., cellular or wireless connectivity)
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Transit Agency Survey 25 Changes to Pass Structure and Pricing This section discusses changes made to transit pass structure and pricing. Fare capping is often implemented as a part of a larger project such as bus rapid transit, a fare restructuring effort, or mobile payments.
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