1. RTD Pass Program Portfolio: The Current State
An Overview of RTD Pass Programs
June 6, 2017

2. Outline
The Budget
Pass Programs By The Numbers
Equity

3. The Budget
How fare revenue and pass programs fit into the big financial picture

4. 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 increase revenue in response to actual or forecasted increases in operation and maintenance costs.
An objective is to minimize the ridership loss involved in fare increases.
Operating costs are identified and forecasted through:
Strategic Budget Plan (SBP)
FasTracks Annual Program Evaluation (APE)

5. Purpose of the SBP
Six year capital and operating plan
Identifies anticipated revenues and expenditures
Must be financially constrained (balanced budget)
Provides overall guidance for RTD Base System service delivery, debt, and capital expenditures
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

6. Goal is to combine SBP and APE in one long-range plan going forward
Overview of the SBP
SBP includes only service and projects funded from the Base System 0.6% sales and use tax
FasTracks expenses and projects are included in the FasTracks 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

7. 2018 – 2023 SBP Development Process
SBP capital program used as baseline for current SBP
Start with projects approved in 2017–2022 SBP
Existing projects with costs in future years are rolled into the current cycle SBP
Requests for new projects are brought into current cycle SBP
Projects are prioritized and evaluated using mission statement criteria and 2018 strategic goals
Revenue forecasts updated to incorporate most recent available information
.06% sales/use tax + fare revenue + grants
Ongoing operating cost forecasts updated to 2017 Budget, using current information and current cost trends

8. Annual Program Evaluation (FT)
Comprehensive annual evaluation process for the FasTracks program
Same time period as SBP
Provides overall guidance for FasTracks build-out, service delivery, debt, and capital expenditures
Provides input for other planning 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

9. Fare Revenue Targets 2016 Financial Plan
Forecast Farebox Revenues (thousands of dollars)
Year
Base
FasTracks
Total
2018
$117,520
$36,172
$153,692
2019
$129,272
$44,013
$173,285
2020
$46,061
$175,333
2021
$47,454
$176,726
2022
$142,199
$53,647
$195,846
2023
$142,961
$55,146
$198,108

10. 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 Mineral Park-n-Ride
$11.2 million
Bus Wash East Metro
$1.6 million

11. Pass Programs by the Numbers
An Overview of pass programs including 2016 revenue, distribution and smart card tap data.

12. Current Fare Structure
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
Included in Regional Fare
Day Pass Book
$26/$13
$45/$22.50
10-Ride Ticket Book
$23.50/$11.75
$40.50/$20.25
Monthly Pass
$99/$49
$171/$85
ValuPass (Annual)
$1,089/$49
$1,881/$935
Legend: Full Fare/Discount Fare

13. 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)
Seniors: 65+Years Old (Federal Requirement)
Individuals with Disabilities (Federal Requirement)
Medicare Recipients (Federal Requirement)
Elementary, Middle and High School Students, ages 6-19
Free
Children 5 & under
Access-A-Ride user and their assistant
Active duty members of the U.S. military
Law Enforcement and 1st Responders

15. Pass Programs – Portfolio Summary
CollegePass
EcoPass
Business EcoPass
Neighborhod EcoPass (NECO)
Master Contract EcoPass
Flex Pass
Nonprofit

16. Pass Programs – Portfolio Summary

17. CollegePass
An annual program based on a school year that allows students to utilize all of RTD’s regular services including trips to and from the airport
The student receives a photo ID smart card
CU Boulder and Auraria priced from ridership data (prior to smart card).
All other schools per student per semester fees determined by survey.
Cost is passed to students via tuitions and fees.
Each school determines eligibility - e.g. Some schools may only include full time students.
School of Mines does not include the summer semester, cards are inactive
Program
# of Participants
# of Eligible Passes
Revenue Per Pass
CollegePass 9
200,000
$69.72

18. 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 the information 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
Naropa the only school to order through the web portal

19. Business EcoPass - Individual
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 included with the option to include or exclude all part time employees
Guaranteed Ride Home is included with the EcoPass program
Program
Participants
# of Eligible Passes
Revenue Per Pass
Business EcoPass - Individual
751
112,953
$234.36

21. 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
NOTE: all replacements must be done in person
In some cases, manage multiple smart card web portals if employer has locations in different Service Level Areas (SLA)

22. Neighborhood EcoPass (NECO)
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/neighborhood association
There is an annual per household price, prepaid by neighborhoods
Any new neighborhoods, or additional blocks to existing neighborhoods after are surveyed to determine the per household pricing.
There are 3 pricing zones in Boulder for neighborhoods that joined before 2009.
There are additional rules related to new developments and contract minimums.
Program
Participants
# of Eligible Passes
Revenue Per Pass
Neighborhood EcoPass 55
13,390
$78.07

23. 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

24. 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 all employers within its boundaries
Program
Participants
# of Eligible Passes
Revenue Per Pass
Business EcoPass - Master Contracts (6 Contracts)
1,579
8,450
$136.18

25. 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 companies
Providing documentation for annual renewals and/or at RTD’s request

26. FlexPass (Monthly Pass)
An annual pass program that can be customized to meet the needs of the employer and employees offering up to three different discounts. Employer can chose one, two or all three
RTD works with companies to select the plan that fits best
The company will sign a revolving contract
Some or all of the employees may participate (opt-in model)
Employees place monthly orders and employers approve each month
Prepaid per monthly order
Monthly passes are mailed to employees or business prior to the month of usage
Program
# of Participants
# of Eligible Passes
Revenue Per Pass
FlexPass (Monthly Pass)
260
31,693
$119.56

27. 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

28. Revenue Per Pass/Ticket
Nonprofit Program
Nonprofit and government agencies purchase Day Pass ticket books, 10 Ride ticket books and monthly passes at a 50% Discount
Agencies can recover 100% the discount 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
Passes
Face Value
Net Sales Amount (50%)
% of Total
Revenue Per Pass/Ticket
10-Ride Tickets
$ 2,474,518
$ 1,237,259
33%
$9.96
Day Passes
$ 228,054
$ 114,027 3%
$11.74
Monthly Passes
$4,792,554
$2,396,277
64%
$38.36
Total
$7,495,126
$3,747,563
100%

29. Monthly Revenue Per Pass
EcoPass
EcoPass -Master
NECO
CollegePass
FlexPass
Nonprofit
% of Local Monthly Pass Price - $99
19.73%
11.46% 7% 6%
121%
39%
% of Regional Monthly Pass Price - $171
11% 4% 3%
70%
22%

30. Fare Use - 2015 On-Board Survey*
*Fare structure and media changed in 2016

31. Tap Data

32. 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 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.

33. 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.

34. 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

35. 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

36. Value of Recorded Trips*
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

37. 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

38. Equity
An overview of RTD’s view of fare equity

39. Equity
The Federal Transit Administration (FTA) requires an equity analysis of any fare change per Title VI of the Civil Rights Act of 1964 and Environmental Justice (E.O ).
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 by minority 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.

40. Equity Analysis Framework
Analysis: Analyze the proposed fare change for impacts absorbed by minority and low-income populations.
Compare average fare of minority and non-minority rider
Compare average fare of low-income and non-low-income rider
Manage Disparities: Avoid, minimize and mitigate identified disparate impact and disproportionate burden.
e.g. not raising fares at all, reducing services, etc…

41. Questions