By Mark Aesch, TransPro CEO – Since the 1950s, the transit industry has focused almost exclusively on the “more” part of the equation. The Federal Transit Administration (FTA) asks a multitude of questions in its annual National Transit Database (NTD) reporting process. These questions focus almost entirely on metrics like how many miles our buses travel, how many people ride them, and whether the vehicles are maintained.
Yet, one question is glaringly absent: “Did the people you pick up actually enjoy the ride?”
Over more than 50 years, data shows that the single most significant factor correlating with increased transit ridership is the price of a gallon of gas—something completely outside the control of the transit industry.
The equation we should be focusing on has three components: communities finding Value, creating Happier customers, and attracting More customers.
Value: A Community-Centric Approach
Let’s start with the people funding the system: the community. National research reveals that in nearly every American city, fewer than 5% of residents regularly use public transportation. Yet, more than 80% of those same communities see value in having a public transportation system.
Despite this, the industry remains fixated on ridership statistics, ridership recovery efforts, and regulatory definitions of success that hinge on increasing ridership. The disconnect is clear: the communities paying for public transit often place little emphasis on ridership volume. Instead, they value the system for its broader impact.
The top three reasons communities find value in their transit systems are:
- Connecting people to jobs
- Providing mobility to low-income families and individuals
- Offering transportation options for people with special mobility needs
Happier Customers: Listening and Delivering
The second component of the equation is happier customers. And who determines whether customers are happy? The answer is simple: the customers themselves. By empowering customers to identify and prioritize what matters most to them—and then delivering on those priorities—transit agencies can significantly increase satisfaction. When customers are happy, they’re more likely to use the service and recommend it to friends and family.
While every community and rider is unique, national research consistently shows that the top three factors contributing to transit customer happiness are:
- On-time performance
- Frequency of service
- Travel time
More Customers: A Shifting Landscape
The final part of the equation—ridership growth—comes last for a reason. Nationally, the income level of a typical transit customer today is 14% lower than it was pre-COVID. Remote work is the primary driver of this shift. More affluent commuters, who once relied on transit, now work from home at least part of the week. This change has reduced overall transit ridership by 40%.
However, these individuals are still customers—they just use the system less frequently. It’s similar to someone trying to cut back on coffee: they might visit Dunkin’ less often, but they’re still a loyal customer.
The Real Metric of Success
Rather than obsessing over increasing ridership—a metric that fascinates only the transit industry—we should listen to the 80% of community members who already see value in their public transportation system, regardless of how often they use it.
Consider this: doubling ridership might mean serving just 6-7% of the community instead of 3-4%. But what if we focused on delivering value and creating more satisfied customers instead? Wouldn’t that serve our communities better?
The choice is clear: we must prioritize what truly matters—delivering value, creating happier customers, and ultimately making transit an indispensable part of our communities.
