Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 16
16
CHAPTER FOUR
AGENCY ASSESSMENT OF PUBLIC EMPLOYEE FARE PROGRAMS
INTRODUCTION include ridership increases, revenue increases, and increased
awareness of transit. Other responses mentioned for more
This is the second of two chapters presenting the results of than one program include cash flow, simple distribution of
a survey of transit agencies regarding public employee fare fare media, and the ability to reach people who otherwise
programs. The previous chapter addressed the "nuts and would not try transit.
bolts" of how these programs are set up and administered.
This chapter's focus is on agencies' evaluations of the pro-
Table 23
grams. Specific topics include agency satisfaction with cur-
Primary Benefits of Public Employee Fare
rent methods, potential improvements, and lessons learned. Programs to Transit Agencies
Benefit to Transit Agency # Programs % Programs
SATISFACTION WITH PUBLIC EMPLOYEE FARE Ridership increases 15 48%
PROGRAMS Revenue increases 7 23%
Increased exposure/awareness 5 16%
Table 22 shows transit agency satisfaction with public
Improved partnership with local
employee fare programs. Most respondents (92%) are either 3 10%
government
very satisfied or somewhat satisfied with the programs.
Interestingly, two agencies with multiple programs, and New sources of support for transit 3 10%
thus firsthand knowledge of the differences among different Steady revenue stream 3 10%
types of programs, reported different levels of satisfaction Other 21 68%
Total Responding 31 --
Table 22
Note: Multiple responses allowed; no response for nine programs
Agency Satisfaction with Public Employee Fare
Programs
Level of Satisfaction # Programs % Programs Table 24 presents responses to a specific question regard-
ing the impacts of public employee fare programs on rev-
Very satisfied 21 57%
enue. Almost half of the programs resulted in increased
Somewhat satisfied 13 35% revenue. In 85% of the programs, the revenue impact was
Somewhat dissatisfied 2 5% expected given the design of the program. One program
Very dissatisfied 1 3% reported decreased revenue, but noted that it was a very
minor decrease and that it was expected given the discounts
Total Responding 37 100%
involved in the program.
Note: No response for three programs
Table 24
Why were agencies dissatisfied with three programs? A Effect of Public Employee Fare Programs on
lack of ongoing interest in the program on the part of the public Transit Agency Revenue
employer was a common theme among the dissatisfied agen- Revenue Effect # Programs % Programs
cies. In two cases, the public employer did not allow direct con-
Revenue has increased 17 47%
tact between the transit agency and employees, thus limiting
the ability of the transit agency to promote the program and its Don't know 10 28%
services. In one case, a mandated discount reduced revenue. Cost-neutral; no change in revenue 8 22%
Revenue has decreased 1 3%
Table 23 presents the primary benefits of public employee
Total Responding 36 100%
fare programs for the agency. These are responses to an
open-ended question. The most frequently cited benefits Note: No response for four programs
