Potential MBTA Fare Increase and Service Changes in 2012: Scenario 3 Impact Analysis

Transcription

1 Potential MBTA Fare Increase and Service Changes in 2012: Scenario 3 Impact Analysis A report produced for the Massachusetts Bay Transportation Authority by the Central Transportation Planning Staff

2 Potential MBTA Fare Increase and Service s in 2012: Scenario 3 Impact Analysis Project Manager Robert Guptill Project Principal Elizabeth Moore Data Analysts Grace King Robert Guptill Graphics Robert Guptill Cover Design Kim Noonan The preparation of this document was funded by the Massachusetts Bay Transportation Authority. Produced for the Massachusetts Bay Transportation Authority by the Central Transportation Planning Staff CTPS is directed by the Boston Region Metropolitan Planning Organization. The MPO is composed of state and regional agencies and authorities, and local governments. March, 2012

3 IPSWICH TOPS- ROCKPOR ESSEX GLOUCESTER MIDDLE- TON WENHAM NORTH MANCHESTER READING DANVERS WILMING- BEVERLY TON LITTLE- READING PEABODY TON CARLISLE WAKE- BUR-LING FIELD SALEM MARBLEHEAD BOX- BEDFORD TON BOR- ACTON OUGH LYNN SWAMPSCOTT CONCORD MELROSE NAHANT BOLTON STOW MAY- MEDFORD MALDEN NARD LINCOLN REVERE EVERETT CHELSEA HUDSON WALTHA SUDBURY WINTHROP WATERTOW MARLBOROUGH NEWTON SOUTH-B WELLESLEY OROUGH BOSTON HULL NATICK NEEDHAM SHERBORN QUINCY DOVER MILTON HOPKINTON MEDFIELD HOLLISTON NORWOOD MILLIS CANTON MILFORD MEDWAY HOL-BR WALPOL OOK STOUGH- NORFOLK SHARON FRANKLIN FOXBOROUGH HINGHAM SET NORWELL HANOVER MARSHFIELD PEMBROKE DUXBURY FRAMINGHAM WAYLAND WESTON LEXINGTON WOBURN ARLINGTO BELMONT WINCHESTE R STONEHA SOMERVILLE CAMBRIDGE BROOKLINE LYNNFIELD SAUGUS HAMILTON ASHLAND BELLINGHAM WRENTHAM DEDHAM WESTWOOD RANDOLPH BRAINTREE WEY-M OUTH ROCKLAND COHAS SCITUATE To request additional copies of this document or copies in an accessible format, contact: Central Transportation Planning Staff State Transportation Building Ten Park Plaza, Suite 2150 Boston, Massachusetts (617) (617) (fax) (617) (TTY) ctps@ctps.org

4 ABSTRACT This analysis estimates various impacts of a potential scenario for MBTA pricing and service aimed at reducing a projected budget deficit. The proposed scenario raises most of its projected revenue through a fare increase; it also includes service changes that eliminate some of the MBTA s least costeffective services. The ridership, revenue, air quality, and environmental justice impacts of these measures are estimated. Two different modeling methodologies are used to produce these projections. The two models are complementary; in addition, producing two sets of estimates provides a range of possible impacts. CTPS 3/28/2012 iii

5 Acknowledgments We wish to thank Charles Planck, Melissa Dullea, and Greg Strangeways of the MBTA for their participation in the analysis of various fare increase and service change scenarios. iv 3/28/2012 Boston Region MPO

6 CONTENTS List of Exhibits EXECUTIVE SUMMARY 1 INTRODUCTION 1 2 DESCRIPTION OF PROPOSED FARE INCREASE/SERVICE CHANGE SCENARIO Fare Structure Changes Service Changes Bus Rapid Transit, Commuter Rail, Ferry, and THE RIDE Summary of Service Changes Fare Increase: Single-Ride Fares, Pass Prices, and Parking Rates 13 3 METHODS USED TO ESTIMATE RIDERSHIP AND REVENUE CTPS Spreadsheet Model Approach Modeling of Existing Ridership and Revenue Estimation of Ridership Changes Resulting from a Fare Increase Boston Region MPO Travel Demand Model Set Approach Differences between the Two Estimation Methodologies 24 4 RIDERSHIP AND REVENUE IMPACTS Overview of Results and Methodology Spreadsheet Model Estimates Projections Sensitivity Analysis Total Revenue Estimate Regional Travel Demand Model Set Estimates 27 vii ix CTPS 3/28/2012 v

7 CONTENTS Projections Total Revenue Estimate Comparison of Model Results: Ranges of Projected Impacts 29 5 AIR QUALITY IMPACTS Background Estimated Air Quality Impacts 34 6 ENVIRONMENTAL JUSTICE IMPACTS Definition of Environmental Justice Communities Equity Determination Transit Equity Metrics Highway Congestion and Air Quality Equity Metrics Accessibility Equity Metrics Summary of Equity Impacts 40 7 CONCLUSIONS 43 APPENDIX: SPREADSHEET MODEL METHODOLOGY A.1 Apportionment of Existing Ridership A-1 A.2 Price Elasticity Estimation A-1 A.3 Price Elasticity A-3 A.4 Diversion Factors A-4 A.5 Examples of Ridership and Revenue Calculations A-5 vi 3/28/2012 Boston Region MPO

8 EXHIBITS Figure 2-1 Scenario 3 Weekday Bus, Rapid Transit, and Ferry Service Changes Scenario 3 Saturday Bus, Rapid Transit, and Ferry Service Changes Scenario 3 Sunday Bus, Rapid Transit, and Ferry Service Changes Percentages of Riders Affected and Unaffected by the Proposed Scenario 3 Service Changes 13 Table E-1 Range of Revenue and Ridership Projections for the Proposed Fare Increase and Service Changes x 2-1 MBTA-Operated Bus Routes with Average Net Cost per Passenger (Subsidy) Greater than 3.5 Times the Systemwide Average, by Day of Week Percentage of Service Affected Key Single-Ride Fares: Existing and Proposed Pass Prices: Existing and Proposed Park-and-Ride Facility Rates: Existing and Proposed Weighted Average Percentage Change in Average Fares, by Modal Category, for Unlinked Trips Price Elasticity Ranges Used in the Spreadsheet Model Spreadsheet Model Estimates of Annual Ridership and Fare Revenue Impacts Spreadsheet Model Ranges of Estimates of Annual Ridership and Fare Revenue Impacts Using Low and High Ranges of Elasticities Spreadsheet Model Estimates of Total Revenue Change: Combined Fare Revenue Gains and Saved Operating Costs Travel Demand Model Set Estimates of Annual Ridership and Fare Revenue Impacts 28 CTPS 3/28/2012 vii

9 EXHIBITS 4-5 Travel Demand Model Set Estimates of Total Revenue Change: Combined Fare Revenue Gains and Saved Operating Costs Range of Ridership Projections Range of Fare Revenue Projections Range of Projections for Total Revenue: Combined Fare Revenue Gains and Saved Operating Costs Projected Average Weekday Changes in Selected Pollutants (Regionwide) Existing and Projected Measures of Transit Equity Metrics Existing and Projected Measures of Highway Congestion and Air Quality Equity Metrics Existing and Projected Measures of Accessibility Equity Metrics 42 A-1 AFC Fare Categories A-1 A-2 AFC Modal Categories A-2 A-3 Single-Ride and Pass Elasticities by Fare Type and Mode A-3 KEYWORDS ridership revenue air quality environmental justice fare increase service reduction viii 3/28/2012 Boston Region MPO

10 EXECUTIVE SUMMARY The Massachusetts Bay Transportation Authority (MBTA) faced a projected $185 million operating budget deficit for fiscal year (FY) 2013 (July 1, 2012 June 30, 2013). A series of one-time financial and administrative actions were taken to reduce the projected deficit to $161 million. This report identifies a combination of new fare revenues and operating cost savings through targeted service reductions to address the remaining $161 million projected deficit. The MBTA will continue to advance the operational and administrative efficiencies undertaken since the implementation of forward funding in 2000 and transportation reform in 2009, but it has limited means by which to raise revenue sufficiently to close this operating budget deficit. The primary means are raising fares, reducing service, or a combination of both. The MBTA has developed three potential scenarios, each of which employs the combination approach in different ways. Scenarios 1 and 2, described in a separate report, raise enough revenue to close the FY 2013 budget gap. Scenario 3, described in the present report, raises fares and reduces service less than Scenarios 1 and 2 and consequently does not close the entire FY 2013 budget gap. It is projected to result in an increase in revenue of $88.3 million to $91.6 million. This scenario, which was developed after the MBTA had received significant public input in response to Scenarios 1 and 2, is now feasible, as the Massachusetts Department of Transportation (MassDOT) has identified additional funding sources that will meet the remainder of the MBTA s FY 2013 budget deficit. Scenario 3 raises the majority of its projected revenue through a fare increase, with the remainder of its revenue obtained by reducing service. This report documents the projection of the impacts of this scenario on ridership, revenue, air quality, and environmental justice communities. The Central Transportation Planning Staff (CTPS) to the Boston Region Metropolitan Planning Organization (MPO), using a spreadsheet model, assisted the MBTA in determining the fare levels for each mode and fare category that would be needed in the context of Scenario 3 to reach the revenue targets the MBTA had established. It then used several analysis techniques to estimate and evaluate the impacts of the scenario s proposed fare increase and CTPS 3/28/2012 ix

11 EXECUTIVE SUMMARY service reductions. Both the spreadsheet model and the Boston Region MPO s regional travel demand model set were used to estimate the projected ridership loss associated with the scenario and the net revenue change that would result from the lower ridership and higher fares. By employing both techniques, CTPS produced a range of estimates of potential impacts on ridership and revenue. The travel demand model set was also used to predict the effects of the fare increase on regional air quality and environmental justice. Scenario 3 is projected to raise annual fare revenue by between $72.9 million and $76.2 million through increasing fares by approximately 22.6 percent and to save approximately $15.4 million in operating costs through reducing service, for a total estimated gain in annual revenue of $88.3 million to $91.6 million. It is projected to result in a ridership loss of between 20.2 million and 21.4 million total systemwide annual unlinked trips, or approximately a 5.2-to- 5.5 percent loss. A summary of the total ridership and revenue projections for Scenario 3 using each estimation methodology is presented in the following table. As the table indicates, CTPS estimated a smaller decrease in ridership and a smaller increase in revenue when using the travel demand model set than when using the spreadsheet approach. This relationship does not apply to all modes. The travel demand model set estimated a greater decrease in ridership than the spreadsheet model on the bus, commuter rail, and ferry modes, while the opposite was true for the heavy and light rail modes. The greater ridership loss estimated by the travel demand model set on the more expensive modes commuter rail and ferry resulted in the smaller projected revenue gains on these modes using this approach compared to the spreadsheet approach. This is what caused the total revenue gain projected by the travel demand model set to be less than that projected by the spreadsheet model. TABLE E-1 Range of Revenue and Ridership Projections for the Proposed Fare Increase and Service Changes Annual Revenue and Ridership* Spreadsheet Approach Travel Demand Model Existing Projected Change % Chg. Projected Change % Chg. Revenue $483.1M $574.7M +$91.6M +19.0% $571.4M +$88.3M +18.3% Ridership 386.4M 364.9M -21.4M -5.5% 366.1M -20.2M -5.2% *Ridership figures are based on unlinked transit trips. Scenario 3 is projected to worsen air quality in terms of all pollutants. The estimated magnitudes of the air quality impacts reflect the increases in vehiclemiles traveled (0.28 percent) and vehicle-hours traveled (0.55 percent) projected to occur as transit riders divert to automobile trips and congestion worsens as a result. Equity was measured according to three categories of metrics: transit; highway congestion and air quality; and accessibility. The transit metrics are average fare, average walk-access time, average wait time, average in-vehicle travel x 3/28/2012 Boston Region MPO

12 EXECUTIVE SUMMARY time, number of transfers, and total transit trips. Scenario 3 has a smaller increase in the average fare and a smaller estimated loss in transit riders for environmental justice (EJ) communities than non-ej communities. There is no measurable difference between EJ and non-ej communities in the change in average walk-access, wait, or in-vehicle-travel times or in the change in the number of transfers. As for local highway congestion and air pollution, the increases in Scenario 3 are worse for EJ communities than non-ej communities (the existing levels of congestion and air pollution are also worse in EJ communities than non-ej communities). Finally, the differences between the changes for EJ communities and those for non-ej communities in the accessibility of jobs, healthcare, and educational opportunities are so small that they are not statistically significant, indicating that there would be no perceptible difference. CTPS 3/28/2012 xi

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14 Introduction The Massachusetts Bay Transportation Authority (MBTA) currently faces serious financial problems. Its fiscal year (FY) 2013 (July 1, 2012 June 30, 2013) operating budget deficit was projected to total $185 million. A series of one-time financial and administrative actions were taken to reduce the projected deficit to $161 million. Given continued increases in operating expenses, projected decreases in revenue, and growing debt service costs for capital investments, the Authority will face continuous and growing deficits in future years. The primary methods that the MBTA has at its disposal for reducing deficits are raising fares to increase revenue and reducing service to decrease operating expenses, though the MBTA can raise revenue through other, less significant means. The MBTA recently explored the impacts of various combinations of potential fare-increase and service-reduction levels and decided to model two scenarios with different combinations. The amount of the fare increase and service reductions proposed by the MBTA for each of those scenarios was determined by the objective of closing the projected FY 2013 budget deficit. These two scenarios and their projected impacts are described in a separate report. A third scenario has now been explored because the Massachusetts Department of Transportation (MassDOT) has identified additional funding sources that will help the MBTA to close its FY 2013 budget gap. This report models this new third scenario, which was developed by the MBTA after receiving significant input from the public regarding Scenarios 1 and 2. The first step in the analysis process was for the Central Transportation Planning Staff (CTPS) to the Boston Region Metropolitan Planning Organization (MPO), in consultation with the MBTA, to determine the fare level for each mode and fare category that would be needed to reach the MBTA s revenue targets given the estimated ridership loss due to the scenario s proposed service reductions. This was accomplished through an iterative process in which CTPS utilized a spreadsheet model that was specifically developed to analyze the degree to which ridership and revenue would change if fares were raised by any given amount. CTPS also produced alternative estimates of the impact on both ridership and revenue using the Boston Region MPO s regional travel demand model set. A comparison of the CTPS 3/28/2012 1

15 INTRODUCTION projections of each model provides a range of estimated impacts on ridership and revenue. The impacts on air quality and environmental justice were projected using the travel demand model set. This report first presents detailed descriptions of the proposed scenario. It then explains the estimation methods used by CTPS in its analysis and presents the projected impacts of the proposed scenario on ridership, revenue, air quality, and environmental justice communities. A brief summary of findings concludes the report. 2 3/28/2012 Boston Region MPO

16 Description of Proposed Fare Increase/Service Change Scenario This chapter describes first the scenario s fare structure, then its service changes, and finally its fare increases. 2.1 FARE STRUCTURE CHANGES Significant time and effort were expended, as part of developing the last fare increase plan, implemented in 2007, to simplify the fare structure and to modify it in ways that encourage riders to use certain fare media. Zoned local bus routes were collapsed into a single local bus category. Fare zones and exit fares were eliminated on the rapid transit system. The number of express bus zones was reduced. The transfer price between bus and rapid transit was reduced for CharlieCard users. CharlieTicket fares were priced at a higher rate than CharlieCard fares. The Subway Pass was eliminated and the LinkPass was introduced for use on both local bus routes and rapid transit routes at a reduced price compared to the similar pass type that existed prior to the fare increase, the Combo Pass. While the proposed Scenario 3 for FY 2013 raises prices, eliminates services, and changes the fare structure, the suggested changes do not conflict with or alter the structural changes or goals of the previous restructuring. One recommendation for fare structure changes in Scenario 3 concerns the single-ride discounts for seniors and students for local bus and rapid transit. In the current fare structure, the senior fare and student fare (regardless of whether a CharlieCard or CharlieTicket is used) are set at approximately 33 percent and 50 percent, respectively, of the CharlieCard single-ride adult fare. In Scenario 3, these ratios are set at approximately 40 percent for both seniors and students, and the CharlieTicket single-ride adult fare, rather than the CharlieCard fare, is used as the base rate. This change is in keeping with the MBTA s enabling legislation (MGL 161A, Section 5(e)) that links student and senior discounts to the adult cash fare, which is equivalent to the CharlieTicket adult fare. Another change in the fare structure is proposed for THE RIDE. The current fare structure charges a flat fare for any trip within THE RIDE s service area. THE RIDE currently serves riders living in any part of the towns to which the MBTA provides fixed-route local bus or rapid transit service as well as riders CTPS 3/28/2012 3

17 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO living in some nearby towns that do not have any fixed-route service. In Scenario 3, THE RIDE s base fare increases to twice the CharlieTicket local bus adult fare, and a premium fare is charged for (a) trips to or from any area outside of the service area mandated by the Americans with Disabilities Act (ADA) (0.75-mile buffer from any local bus route or rapid transit station), (b) trips before or after the service hours mandated by the ADA, and (c) same-day and will-call 1 trips (which are outside the scope of the ADA). Several other changes are also proposed. Tokens (used for MBTA fares prior to 2007 and still accepted in fare vending machines) are no longer accepted; this reduces administrative costs. A 7-Day Student Pass is introduced to accompany the existing 5-Day Student Pass. Both Student Passes will have all-day validity, eliminating the existing 11:00 PM limit on use of the Student Pass. As with the 5-Day Student Pass, the 7-Day Student Pass is valid on local bus, rapid transit, inner and outer express bus, and commuter rail in zones up to Zone 2. Scenario 3 also changes the structure of multi-ride tickets. The 12-ride ticket on commuter rail is replaced by a 10-ride ticket, and the 60-ride ticket on the ferry is eliminated. Therefore, commuter rail and ferry will have the same multi-ride ticket structure: a 10-ride adult ticket and a 10-ride reduced-fare ticket. On neither commuter rail nor ferry do the multi-ride tickets receive a multi-ride discount. The Group Fare on commuter rail is also eliminated, because of its limited usage and the cost of providing a separate product. The Family Fare on commuter rail remains, but its use is limited to off-peak trains. Finally, the duration of the validity of single- and multi-ride tickets is reduced from 180 days to 14 days and 30 days, respectively. Note that a roundtrip ticket is considered to be two single-ride tickets, each with the single-ride duration of validity. A surcharge is currently charged for commuter rail tickets that are sold onboard the trains. This policy is to charge a $2.00 surcharge during the peak time periods and a $1.00 surcharge during the off-peak time periods. Scenario 3 sets fares for single-ride tickets that are sold onboard the trains. The fare for such a ticket equals the price for the same zonal ticket if sold before boarding the train plus $3.00. There is no differentiation between peak and off-peak time periods. The $3.00 is added per ticket, not per transaction. In other words, the price of multiple onboard tickets bought by a single person would equal the number of tickets multiplied by the total single-ride onboard ticket price; that is, $3.00 would be added to the single-ride pre-sold fare for each ticket. For example, for two tickets with a pre-sold single-ride fare of $5.00 each, the total onboard cost would be $ Will-call trips are a type of same-day trip in which, although the passenger selects a time range for pickup before the day of the trip, the passenger only specifies the exact pick-up time on the day of the trip. 4 3/28/2012 Boston Region MPO

18 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO 2.2 SERVICE CHANGES BUS For several of the bus routes that currently have a net cost per passenger greater than 3.5 times the systemwide average, 2 Scenario 3 proposes a reduction in frequency and/or revisions of routing or service, or complete elimination. It also proposes routing revisions for three other routes. In determining net cost per passenger, weekday, Saturday, and Sunday services are assessed separately. The systemwide averages are $1.42 on weekdays, $1.37 on Saturday, and $1.30 on Sunday, resulting in evaluation thresholds of $4.97 on weekdays, $4.80 on Saturday, and $4.55 on Sunday. According to these thresholds, 13 weekday bus routes, 5 Saturday bus routes, and 6 Sunday bus routes fail. These routes are listed in Table 2-1, and the net cost per passenger is given for each route for the day(s) of the week on which it fails the cost threshold. TABLE 2-1 MBTA-Operated Bus Routes with Average Net Cost per Passenger (Subsidy) Greater than 3.5 Times the Systemwide Average, by Day of Week Route # Route Description Weekday Saturday Sunday 18 Ashmont Station - Andrew Station $ /38 Baker & Vermont Streets - Forest Hills Station $ Centre & Eliot Streets - Jamaica Plain Loop $6.34 $ Dedham Mall - Watertown Yard $ Needham Junction - Watertown Square $ Oak Park - Dudley Station (Limited Service) $ Logan Airport - Dudley Station Sunrise $ Wollaston Station - Ashmont Station via Wollaston Beach $ Quincy Center Station - Mattapan Station $7.14 $ Elm Street - Haymarket Station $ Oak Park - Alewife Station $ Woburn Line - State Street $ Mishawum Station - State Street $ Danvers Sq - Central Sq Lynn $ Bass Point Nahant - Central Sq Lynn $ North Beverly - Salem Depot $6.34 $ Danvers Square - Salem Depot (Limited Service) $ Riverside Station - Federal & Franklin Streets $ Waverly Square - Federal & Franklin Streets $ Riverside Station - Federal & Franklin Streets $5.39 CT3 Longwood Medical Area - Andrew Station $5.11 A service change is only proposed for some of the routes listed in Table 2-1 (a summary is provided in Section 2.2.3). Three weekday routes are proposed for complete elimination: Routes 48, 355, and 500. All three routes are eliminated 2 Net cost per passenger is the difference between the cost to operate the route and the average revenue collected on the route, divided by the number of passengers. The MBTA s Service Delivery Policy (SDP) establishes a net-cost-per-passenger standard of three times the system average to identify routes that are considered deficient and are subject to review for potential modifications. Using 3.5 times the systemwide average as a net-cost-per-passenger threshold captures fewer routes than the net-cost-per-passenger standard in the SDP. CTPS 3/28/2012 5

19 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO because of their high net cost per passenger and low ridership, and the fact that other transit services are nearby. 3 These eliminations would likely require many of these passengers to walk a greater distance to access other transit services or to transfer between services at a greater rate. As an alternative for passengers using one of the four daily reverse-commute trips on Route 355, it is recommended that the inbound commuter rail train on the Lowell Line that passes through Mishawum Station around 3:36 PM stop at the station. As for weekend service, five routes on Saturday (Routes 48, 52, 245, 451, and 554) and four routes on Sunday (Routes 18, 37/38, 245, and 436) are recommended for elimination. Collectively, the eliminations proposed on these selected routes affect approximately 65,000 annual weekday unlinked trips, 40,000 annual Saturday unlinked trips, and 28,000 annual Sunday unlinked trips, for a total of 133,000 annual trips, or 0.12 percent of all annual MBTA bus unlinked trips. Route revisions are proposed for three of the routes listed in Table 2-1: Routes 217, 439, and 555. For Route 217, the route segment serving Wollaston Beach is recommended for elimination. However, several school trips are combined with Route 217, which extends service on these trips to Ashmont Station. For Route 439, the recommendations are the elimination of service between Vinnin Square and Central Square, Lynn, and the extension of service beyond Central Square, Lynn, to Wonderland Station for 1.5 round-trips out of each day s trips. Route 555 is merged into the schedule of Route 553 and the route terminus moved from Riverside Station to Central Square, Waltham. This variation of Route 553 would still serve Copley Square. Finally, it is also recommended that weekday Haymarket services on Routes 441, 442, and 455 terminate at Wonderland Station, replicating the weekend routing; while these routes do not have a net cost per passenger greater than 3.5 times the systemwide average, the revision of these routes would save nearly $0.5 million in annual operating costs. Passengers on these routes would need to transfer to the Blue Line, but the fare on these bus routes would be lowered from the current Inner Express fare to a Local Bus fare. Passengers still wanting a one-seat ride to and from downtown Boston could use Routes 448, 449, and 459. In addition to the route revisions described above, Scenario 3 recommends the elimination of midday-only weekday service for Routes 354 and 451. This proposal maintains peak-period weekday service on these routes. When the unlinked trips on these two routes are added to the unlinked trips of riders affected by the routing revisions (on Routes 217, 439, 441, 442, 455, and 555), the annual weekday total is approximately 297,000, or 0.28 percent of all annual MBTA bus unlinked trips. Changes to the frequency of service are recommended for five routes listed in Table 2-1. Weekday peak service is maintained for Route 52, but midday frequency is reduced from 45 minutes to 90 minutes. The total number of trips 3 Parts of Route 48 are also served by the Orange Line and Routes 22, 29, 41, and 44; Route 355 passengers can use commuter rail; Route 500 passengers can use the Green Line D Branch. 6 3/28/2012 Boston Region MPO

20 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO on Route 217 is reduced from 11 to 4.5 round-trips. Frequency on Route 351 is reduced from 30 minutes to 45 minutes. The total number of trips on Route 439 is reduced from 9 to 5 round-trips, with 1.5 round-trips serving the route s extension to Wonderland Station. Weekday peak service is maintained for Route CT3, but midday frequency is reduced from 30 minutes to 60 minutes. Collectively, the frequency reductions proposed on these selected routes affect approximately 69,000 annual weekday unlinked trips, or 0.06 percent of all annual MBTA bus unlinked trips. On Saturday, the only frequency reduction is proposed for Route 465, from 70 minutes to 120 minutes. With the proposed elimination of Route 451 service and the fact that buses are currently shared between Routes 451 and 465, the reduction in Route 465 frequency would avoid having Route 465 buses sit idle between trips. This proposal affects approximately 17,000 annual Saturday unlinked trips. For private bus routes (routes that are part of the Private Carrier Bus Program or the Suburban Bus Program, under which bus service is funded by the MBTA but operated by a private contractor), two changes are recommended. First, the private-carrier route serving Medford (Route 710) is recommended for elimination, since a portion of this route would still be served by MBTA Route 134. Second, a reduction of 50 percent is recommended for the subsidy provided to all Suburban Bus Program recipients. While it is unknown how this reduction in subsidies might affect recipients decisions regarding whether to modify or to not operate service, this policy could potentially affect all passengers currently riding these routes. The sum of annual unlinked trips on Route 710 and all Suburban Bus Program routes is approximately 169,000 on weekdays and 4,000 on Saturdays, for a total of 173,000 annual trips, or 23.5 percent of all annual unlinked trips on routes subsidized through the Private Carrier Bus and Suburban Bus Programs. This total is 0.16 percent of annual unlinked trips on all bus routes (both MBTA and private bus routes). Figure 2-1 presents a map of weekday service that shows MBTA and private bus routes and the service changes proposed in Scenario 3. Figures 2-2 and 2-3 do the same for Saturday and Sunday services, respectively. The figures also present estimates of the numbers of unlinked trips that would be affected by the proposed service changes RAPID TRANSIT, COMMUTER RAIL, FERRY, AND THE RIDE Two changes are proposed in Scenario 3 for rapid transit. First, the elimination of weekend service on the Green Line E Branch between Brigham Circle and Heath Street is recommended. An average of 7.3 passengers per trip use this segment of the Green Line on Saturday, and on Sunday this average is 5.1 passengers per trip. It is assumed that these passengers could use Route 39, which duplicates service on much of the Green Line, including between Brigham Circle and Heath Street. The second proposed change affects the Mattapan High-Speed Line on Saturday between 6:00 AM and 10:00 AM and between 8:00 PM and 1:00 AM, and on Sunday all day. It is recommended that the frequency be reduced from every minutes to every minutes CTPS 3/28/2012 7

21 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO (this is the frequency that is estimated to result from the elimination of one of the two trains serving the line during these time periods while maintaining coordination with every other Red Line train at Ashmont Station). Ridership during these time periods currently averages between eight and nine passengers per trip. The combined existing annual unlinked trips on the Green Line E Branch between Brigham Circle and Heath Street and on the Mattapan High- Speed Line during the defined time periods is 116,000 on Saturday and 89,000 on Sunday, for a total of 205,000 annual trips, or 0.31 percent of all annual unlinked trips on light rail. Of the ferry routes, the F1 service between Hingham and Rowes Wharf and the F2H service between Quincy, Hull, Logan Airport, and Long Wharf currently operate only on weekdays, and the F2 service between Quincy, Logan Airport, and Long Wharf and the F4 Inner Harbor Ferry service currently operate on weekdays, Saturdays, and Sundays. It is recommended in Scenario 3 that weekend F2 service be eliminated, but no service changes are proposed for the other ferry services. It is assumed that weekend F2 riders could use the Red Line. Existing Saturday ridership on the F2 service is approximately 42,000 annual trips; existing Sunday ridership is approximately 29,000. The combined weekend ridership total is 71,000, or 5.5 percent of all annual trips on ferry routes. The elimination of weekend service is recommended for the commuter rail lines with the lowest weekend ridership totals. These are the Greenbush Line and the Plymouth/Kingston Line on Saturday and Sunday, and the Needham Line on Saturday (the Needham Line already does not operate on Sunday). Together, these lines serve approximately 179,000 annual trips on Saturday and 113,000 annual trips on Sunday. The combined weekend ridership total is 292,000, or 0.79 percent of all annual trips on commuter rail. Finally, while no service reductions per se are proposed for THE RIDE, the increase in fares and the institution of a premium-fare zone are estimated to reduce the demand for service in Scenario 3, saving the MBTA the cost of serving the trips no longer made. Based on an analysis of a sample day of RIDE trips in which the trip pick-up and drop-off locations are linked, 4 it was estimated that 11.7 percent of existing RIDE trips would fall into the premium- 4 Linking the trip pick-up and drop-off locations permits an analysis of not only how many trips are located outside the required ADA buffer, but also how many trips cross the border of this buffer into the premiumfare zone, for which the ADA permits a premium fare to be charged. According to the sample day, 1.1 percent of RIDE trips had both a pick-up and drop-off location outside the ADA buffer and 10.7 percent had one pick-up or drop-off location inside the buffer and the corresponding drop-off or pick-up location outside the buffer. An analysis of an annual total of all RIDE pick-up and drop-off locations that are not linked indicated that 6.4 percent of locations were outside the ADA buffer. If one assumes, from the sample day, that approximately 10 percent of all premium fares have both the pick-up and drop-off locations outside the ADA buffer (1.1 percent divided by 10.7 percent), then approximately 90 percent of the 6.4 percent of premium-fare locations in the annual total, or 5.7 percent, could be assumed to have either a corresponding pick-up or drop-off location within the ADA buffer. The sum of 6.4 percent and 5.7 percent, which represents the percentage of locations associated with trips charged at the premium fare, is 12.1 percent, which is close to the 11.7 percent estimated using the sample day. Based on this comparison of the annual and the sample-day trips, sufficient confidence was felt in the percentage from the sample day. 8 3/28/2012 Boston Region MPO

22 fare category. DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO Figure 2-1 presents a map of weekday service that shows rapid transit and ferry routes and the service changes proposed in Scenario 3. Figures 2-2 and 2-3 do the same for Saturday and Sunday services, respectively. The figures also present estimates of the numbers of unlinked trips that would be affected by the proposed service changes SUMMARY OF SERVICE CHANGES In summary, Scenario 3 includes the following service changes: Bus o Eliminate the following routes: Weekday: 48, 355, and 500. Saturday: 48, 52, 245, 451, and 554. Sunday: 18, 37/38, 245, and 436. o Revise the routing: Weekday: 217, 439, 441, 442, 455, and 555 o Eliminate midday service: Weekday: 354 and 451 o Reduce the frequency: Weekday: 52, 217, 351, 439, and CT3 Rapid Transit o Eliminate weekend service on the Green Line E Branch between Brigham Circle and Heath Street o Reduce frequency on the Mattapan High-Speed Line on Saturday from 6:00 AM to 10:00 AM and from 8:00 PM to 1:00 AM, and all day Sunday Commuter Rail: Eliminate the following service: o Saturday: Needham Line, Plymouth/Kingston Line, and Greenbush Line o Sunday: Plymouth/Kingston Line and Greenbush Line Ferry: Eliminate weekend service on Quincy Ferry (Route F2) Private Bus: Eliminate Private Carrier Bus Program in Medford (Route 710) and reduce subsidies by 50 percent to Suburban Bus Program in all locations (Bedford, Beverly, Boston [Mission Hill], Burlington, Dedham, and Lexington) Figures 2-1, 2-2, and 2-3 all show the numbers of riders while Figure 2-4 shows the relative percentages of riders on each mode that are affected by the proposed service changes (eliminations, revisions, and frequency reductions) in Scenario 3. Table 2-2 summarizes four measures of service that are affected by the proposed scenario. The four measures are unlinked trips (the number of trips riders take on each transit vehicle), passenger miles (the total number of miles traveled on those unlinked trips), vehicle revenue hours (the total number of hours all transit vehicles are in service), and vehicle revenue miles (the total number of miles traveled by those transit vehicles in service). The table also presents the number of MBTA jobs that are estimated to be lost and the number of MBTA buses that could be removed from service. Scenario 3 generally reduces bus and commuter rail service on routes traversing longer distances, which is why the percentages of passenger miles, vehicle revenue hours, and vehicle revenue miles affected are greater than the percentage of unlinked trips. CTPS 3/28/2012 9

23 BILLERICA TEWKSBURY WILMINGTON NORTH READING MIDDLETON DANVERS BEVERLY WENHAM MANCHESTER GLOUCESTER FIGURE 2-1 Scenario 3 Weekday Bus, Rapid Transit, and Ferry Service Changes READING LYNNFIELD PEABODY Route Eliminations (65,000 annual trips): - Eliminate routes: 48, 355, and 500 BEDFORD CONCORD LINCOLN WESTON WELLESLEY DOVER MEDFIELD NORFOLK LEXINGTON WALTHAM NEEDHAM WALPOLE BURLINGTON NEWTON WESTWOOD NORWOOD BELMONT DEDHAM SHARON WOBURN WINCHESTER ARLINGTON MEDFORD CAMBRIDGE WATERTOWN BROOKLINE CANTON STONEHAM SOMERVILLE BOSTON MILTON STOUGHTON WAKEFIELD MELROSE MALDEN EVERETT RANDOLPH AVON SAUGUS CHELSEA REVERE QUINCY BRAINTREE HOLBROOK BROCKTON LYNN WINTHROP WEYMOUTH ABINGTON SALEM SWAMPSCOTT NAHANT ROCKLAND MARBLEHEAD HULL HINGHAM HANOVER WINCHESTER ARLINGTON BELMONT WATERTOWN COHASSET NORWELL MEDFORD CAMBRIDGE NEWTON BROOKLINE SCITUATE PEMBROKE SOMERVILLE BOSTON MARSHFIELD MELROSE MALDEN EVERETT CHELSEA MILTON QUINCY REVERE SAUGUS WINTHROP ± Miles Route Revisions (297,000 annual trips): - Route 217: Eliminate Wollaston Beach section - Route 354: Eliminate midday service - Route 439: Eliminate service between Central Square (Lynn) and Vinnin Square; extend service to Wonderland - Route 441: Eliminate service between Wonderland and Haymarket - Route 442: Eliminate service between Wonderland and Haymarket - Route 451: Eliminate midday service - Route 455: Eliminate service between Brown Circle and Haymarket and terminate at Wonderland - Route 555: Change terminus from Riverside to Central Square (Waltham) Reduce Frequency (69,000 annual trips): - Route 52: From 45 to 90 minutes in midday - Route 217: From 11 to 4.5 round-trips - Route 351: From 30 to 45 minutes - Route 439: From 9 to 5 round-trips; 1.5 round-trips to serve Wonderland - Route CT3: From 30 to 60 minutes in midday Eliminate Private Carrier Bus Program in Medford (Route 710) and reduce Suburban Bus Program subsidies by 50% in all locations (Bedford, Boston [Mission Hill], Beverly, Burlington, Dedham, and Lexington) (169,000 annual trips) Legend Bus: Maintained Service Rapid Transit: Maintained Service Ferry: Maintained Service Reduced-Frequency Service Midday-Only Eliminated Service Eliminated Service Suburban Bus Program Service CTPS - 3/28/2012

24 TEWKSBURY MIDDLETON NORTH READING BILLERICA WILMINGTON READING LYNNFIELD BURLINGTON WAKEFIELD BEDFORD WOBURN STONEHAM SAUGUS CONCORD MELROSE WINCHESTER LEXINGTON LINCOLN MALDEN MEDFORD ARLINGTON REVERE EVERETT BELMONT CHELSEA WALTHAM SOMERVILLE CAMBRIDGE WINTHROP WATERTOWN WENHAM MANCHESTER GLOUCESTER DANVERS BEVERLY PEABODY SALEM MARBLEHEAD LYNN SWAMPSCOTT WINCHESTER MEDFORD ARLINGTON MELROSE SAUGUS MALDEN REVERE EVERETT NAHANT BELMONT CHELSEA SOMERVILLE CAMBRIDGE WINTHROP WATERTOWN FIGURE 2-2 Scenario 3 Saturday Bus, Rapid Transit, and Ferry Service Changes Route Eliminations (82,000 annual trips): - Eliminate routes: 48, 52, 245, 451, 554 and Quincy ferry (Route F2) Route Revisions (107,000 annual trips): - Green Line E Branch: Eliminate service between Brigham Circle and Heath Street Reduce Frequency (27,000 annual trips): - Route 465: From 70 to 120 minutes - Mattapan High-Speed Line: From to minutes, 6:00 to 10:00 AM and 8:00 PM to 1:00 AM Eliminate Private Carrier Bus Program in Medford (Route 710) and reduce Suburban Bus Program subsidies by 50% in both locations (Boston [Mission Hill] and Beverly) (4,000 annual trips) WESTON WELLESLEY NEWTON BROOKLINE BOSTON BROOKLINE BOSTON NEEDHAM HULL QUINCY DOVER MEDFIELD DEDHAM WESTWOOD NORWOOD CANTON MILTON QUINCY BRAINTREE RANDOLPH WEYMOUTH HINGHAM COHASSET NORWELL SCITUATE Legend Bus: Maintained Service Rapid Transit: Maintained Service Ferry: Maintained Service Reduced-Frequency Service NORFOLK WALPOLE SHARON STOUGHTON AVON HOLBROOK ABINGTON BROCKTON ROCKLAND HANOVER PEMBROKE MARSHFIELD ± Miles Eliminated Service Suburban Bus Program Service CTPS - 3/28/2012

25 TEWKSBURY MIDDLETON NORTH READING BILLERICA WILMINGTON READING LYNNFIELD BURLINGTON WAKEFIELD BEDFORD WOBURN STONEHAM SAUGUS CONCORD MELROSE WINCHESTER LEXINGTON LINCOLN MALDEN MEDFORD ARLINGTON REVERE EVERETT WENHAM MANCHESTER GLOUCESTER DANVERS BEVERLY PEABODY SALEM MARBLEHEAD LYNN WINCHESTER MELROSE SWAMPSCOTT SAUGUS MALDEN MEDFORD ARLINGTON REVERE EVERETT NAHANT BELMONT CHELSEA SOMERVILLE FIGURE 2-3 Scenario 3 Sunday Bus, Rapid Transit, and Ferry Service Changes Route Eliminations (57,000 annual trips): - Eliminate routes: 18, 37/38, 245, 436 and Quincy ferry F2 Route Revisions (68,000 annual trips): - Green Line E Branch: Eliminate service between Brigham Circle and Heath St Reduce Frequency (21,000 annual trips): - Mattapan High-Speed Line: From to minutes all day WALTHAM BELMONT SOMERVILLE CAMBRIDGE WATERTOWN CHELSEA WINTHROP WATERTOWN CAMBRIDGE WINTHROP WESTON WELLESLEY NEWTON BROOKLINE BOSTON NEWTON BROOKLINE BOSTON NEEDHAM HULL QUINCY MILTON DOVER MEDFIELD DEDHAM WESTWOOD NORWOOD CANTON MILTON QUINCY BRAINTREE RANDOLPH WEYMOUTH HINGHAM COHASSET NORWELL SCITUATE Legend Bus: Maintained Service Rapid Transit: Maintained Service Ferry: Maintained Service NORFOLK WALPOLE SHARON STOUGHTON AVON HOLBROOK ABINGTON BROCKTON ROCKLAND HANOVER PEMBROKE MARSHFIELD ± Miles Reduced-Frequency Service Eliminated Service CTPS - 3/28/2012

26 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO TABLE 2-2 Percentage of Service Affected Measure Number Percent Unlinked Trips 1,212, % Passenger Miles 8,692, % Vehicle Revenue Hours 60, % Vehicle Revenue Miles 1,076, % MBTA Jobs Lost 15 Buses Removed FARE INCREASE: SINGLE-RIDE FARES, PASS PRICES, AND PARKING RATES Table 2-3 presents the key existing and proposed single-ride fares for each fare category, along with the percentage change in price from the existing to the proposed price. Table 2-4 presents the existing and proposed pass prices for each pass category, along with the percentage change in price from the existing to the proposed price. Table 2-5 presents the existing and proposed parking rates for each parking facility, along with the percentage change in price from the existing to the proposed price. CTPS 3/28/

27 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO TABLE 2-3 Key Single-Ride Fares: Existing and Proposed Fare Category Existing Proposed % Chg. $ Chg. CharlieCard Adult Local Bus $1.25 $ % $0.25 Rapid Transit $1.70 $ % $0.30 Bus + RT* $1.70 $ % $0.30 Inner Express $2.80 $ % $0.70 Outer Express $4.00 $ % $1.00 Senior Local Bus $0.40 $ % $0.35 Rapid Transit $0.60 $ % $0.40 Bus + RT* $0.60 $ % $0.40 Student Local Bus $0.60 $ % $0.15 Rapid Transit $0.85 $ % $0.15 Bus + RT* $0.85 $ % $0.15 CharlieTicket Adult Local Bus $1.50 $ % $0.50 Rapid Transit $2.00 $ % $0.50 Bus + RT* $3.50 $ % $1.00 Inner Express $3.50 $ % $1.00 Outer Express $5.00 $ % $1.50 Commuter Rail** Zone 1A $1.70 $ % $0.30 Zone 1 $4.25 $ % $1.25 Zone 2 $4.75 $ % $1.25 Zone 3 $5.25 $ % $1.50 Zone 4 $5.75 $ % $1.50 Zone 5 $6.25 $ % $1.75 Zone 6 $6.75 $ % $2.00 Zone 7 $7.25 $ % $2.00 Zone 8 $7.75 $ % $2.25 Zone 9 $8.25 $ % $2.25 Zone 10*** N/A $11.00 N/A N/A InterZone 1 $2.00 $ % $0.50 InterZone 2 $2.25 $ % $0.75 InterZone 3 $2.50 $ % $0.75 InterZone 4 $2.75 $ % $0.75 InterZone 5 $3.00 $ % $1.00 InterZone 6 $3.50 $ % $1.00 InterZone 7 $4.00 $ % $1.00 InterZone 8 $4.50 $ % $1.00 InterZone 9*** N/A $6.00 N/A N/A InterZone 10*** N/A $6.50 N/A N/A Ferry F1 $6.00 $ % $2.00 F2: Boston $6.00 $ % $2.00 F2: X-Harbor $10.00 $ % $3.00 F2: Logan $12.00 $ % $4.00 Inner Harbor $1.70 $ % $1.30 THE RIDE ADA Territory $2.00 $ % $2.00 Premium Territory*** N/A $5.00 N/A N/A * Bus + RT indicates the linked-trip price of a trip on both local bus and rapid transit. ** Multi-ride and onboard ticket prices are described in Section 2.1, Fare Structure Changes. *** This fare category does not currently exist; therefore, both the existing price and percent change are marked as N/A. 14 3/28/2012 Boston Region MPO

28 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO TABLE 2-4 Pass Prices: Existing and Proposed Pass Category Existing Proposed % Chg. $ Chg. Local Bus $40.00 $ % $8.00 LinkPass $59.00 $ % $11.00 Senior/TAP $20.00 $ % $8.00 Student 5-Day $20.00 $ % $5.00 Student 7-Day* N/A $28.00 N/A N/A 1-Day $9.00 $ % $ Day $15.00 $ % $3.00 Inner Express $89.00 $ % $21.00 Outer Express $ $ % $31.00 Commuter Rail Zone 1A $59.00 $ % $11.00 Zone 1 $ $ % $38.00 Zone 2 $ $ % $38.00 Zone 3 $ $ % $49.00 Zone 4 $ $ % $42.00 Zone 5 $ $ % $42.00 Zone 6 $ $ % $52.00 Zone 7 $ $ % $56.00 Zone 8 $ $ % $64.00 Zone 9 $ $ % $64.00 Zone 10* N/A $ N/A N/A InterZone 1 $65.00 $ % $17.00 InterZone 2 $77.00 $ % $23.00 InterZone 3 $89.00 $ % $20.00 InterZone 4 $ $ % $17.00 InterZone 5 $ $ % $21.00 InterZone 6 $ $ % $26.00 InterZone 7 $ $ % $30.00 InterZone 8 $ $ % $35.00 InterZone 9* N/A $ N/A N/A InterZone 10* N/A $ N/A N/A Commuter Boat $ $ % $64.00 * This fare category does not currently exist; therefore, both the existing price and percent change are marked as N/A. The overall price increase across all modes and fare/pass categories is approximately 22.6 percent. This systemwide average is based on the weighted averages that were calculated by multiplying the percentage change in price for each fare/pass category by the existing ridership in that category and dividing by total existing modal ridership. Table 2-6 presents these weighted average percentage increases by modal category. Note that the percentage changes in price can differ between modes that are similarly priced (such as local bus and the Silver Line Washington Street, or subway and surface light rail) because of differences in how the riders on these modes pay for their trips. In Scenario 3, the percentage change in prices (Table 2-6) is relatively consistent across modal categories except for ferry and THE RIDE. The latter faces a significant price increase with the introduction of the premium fare and the change in how the base fare is defined. The large price increase for ferry is driven by the percentage changes in the prices for the F1 and F4 services. Commuter rail receives the next-greatest percentage price increase; this is meant to compensate for the fact that no increase in commuter rail park-andride facility rates, except for the Route 128 facility, is proposed. CTPS 3/28/

29 DESCRIPTION OF PROPOSED FARE INCREASE/ SERVICE CHANGE SCENARIO TABLE 2-5 Park-and-Ride Facility Rates: Existing and Proposed Park-and-Ride Facility Existing Proposed % Chg. $ Chg. Alewife $7.00 $ % $0.00 Beachmont $5.00 $ % $0.00 Braintree $7.00 $ % $0.00 Chestnut Hill $5.50 $ % $0.50 Eliot $5.50 $ % $0.50 Forest Hills $6.00 $ % $0.00 Lechmere $5.50 $ % $0.50 Malden $5.50 $ % $0.50 Mattapan* $4.50 $ % -$0.50 Milton* $5.00 $ % $1.00 North Quincy $5.00 $ % $0.00 Oak Grove $5.50 $ % $0.50 Orient Heights $5.00 $ % $0.00 Quincy Adams $7.00 $ % $0.00 Quincy Center $7.00 $ % $0.00 Riverside $5.75 $ % $0.25 Suffolk Downs $5.00 $ % $0.00 Sullivan $5.50 $ % $0.50 Waban $5.50 $ % $0.50 Wellington $5.50 $ % $0.50 Wollaston $5.00 $ % $0.00 Woodland $6.00 $ % $0.00 Wonderland $5.00 $ % $0.00 Express Bus** $5.00 $ % $0.00 Commuter Rail** $4.00 $ % $0.00 Route 128*** $5.00 $ % $2.00 Ferry** $3.00 $ % $1.00 * The Mattapan and Milton facilities currently have a $3.00 parking rate, as they are part of the Competitive Lots Program, which investigates lowering the parking rate at underutilized facilities. The existing rates listed in the table are those that were in place before the program. This program is intended to terminate on July 1, 2012, and the rates are programmed to increase to those listed as proposed. ** Park-and-ride daily facility rates are the same for all facilities serving these modes except for the Route 128 facility. The Fore River Shipyard Ferry Terminal in Quincy also has overnight and weekly rates that are currently set at $6.00 and $36.00, respectively. These proposed rates will increase to $8.00 and $48.00, respectively. *** The park-and-ride rate at the Route 128 facility is currently set at $5.00 for the first 14 hours and $12.00 for each day thereafter. The post-14 hour rate will increase to $14.00 per day. The percentage change in prices (Table 2-6) for parking is less than the percentage changes in single-ride fares and pass prices. This is because parking rate increases are proposed only for those facilities that are at or above 100 percent utilization. This includes several subway and surface light rail parking facilities and the Route 128 facility. The zero percent changes for the facilities with less than 100 percent utilization bring down the percentage changes in the parking price for subway, surface light rail, and commuter rail as well as for the overall parking category. Note that the average fares (in this case, the parking rates) for park-and-ride facility modal categories, as in all the other modal categories, reflect the unlinked-trip price rather than the linked-trip price. 16 3/28/2012 Boston Region MPO