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This effort could begin before completion of the evaluation period

if early acceptance of the DAY TRIPPER clearly warrants.

THE EASY RIDER (COMMUTER/BASE-DAY PAY)

This is a monthly pass valid to the bearer for unlimited ridership during rush hour service within the number of fare zones purchased, and for unlimited ridership throughout the transit system during non-rush hour service. In addition, the pass would be valid for Family Sunday Rides (up to four persons). "RUSH HOUR" is defined as service operated from 6:30 AM to 9:00 AM and 3:30 PM to 6:00 PM, Monday through Friday. The charge for the EASY RIDER would be based on rides between the base zone and the furthermost zone for which the pass was purchased.

Six color-coded passes would be required, one color for each zone (including G zone). The EASY RIDER would be boldly imprinted with the MONTH, YEAR and ZONE for easy identification. Charges would be computed

on the basis of two peak fares daily times 20 days for each zone for which the pass would be valid (the Office of Marketing recognizes the break in the charge formula for the base D. C. zone which is recommended to provide a value/price separation from the DAY TRIPPER).

The pass regulations should clearly state that it has no refund or replacement value. Passes would be available for purchase beginning the first day of the preceding month through the tenth day of the valid month.

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They would be on sale over-the-counter at all Metro Sales Offices, Metro Division Offices, and by direct mail by means of a check or money order to the Secretary-Treasurer with receipt in that office no later than the 15th day of the preceding month (this time frame was established arbitrarily and may be adjusted).

This should not

The follow-on promotion of the EASY RIDER would include a program for expanding the merchandising of the pass through the payroll deduction plan with government agencies and other major employers. go beyond the exploratory stage until the program has permanent status. In pursuing this follow-on effort, the Office of Marketing would ... format a program for presentation, outlining the benefits for both the employer and the employee.

... develop an informational brochure containing the details

of the plan, again for both the employer and the employee.

...

supply the necessary subscription forms for implementing

the program.

a. Employee application cards

b. Pass consignment sheets, for orders and accounting
of revenue from pass sales

C.

Computer read-out sheets for monthly transactions

An alternate plan would also be made available in the event the

employers do not have computer capability. This would entail the direct sale of passes to the employees, with sales handled by a department in the firm or agency, such as the Credit Union, Personnel Office, or Administrative Services Office. The employees' application cards and pass consignment sheets would be used with the alternate plan.

BENEFITS TO THE AUTHORITY

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Some of the foreseeable benefits accruing to the Authority from these monthly pass programs are listed.

1. Will appreciably affect cash flow by providing up-front
monies to the Authority thereby reducing the need somewhat
for short-term borrowing. The net effect is savings to
the Authority in interest payments. Some experience has
been gained with generating front monies from the off-site
ticket and token sales; however, the amount and duration
of the prepayments are not as substantial as they could
be from a monthly pass program. Revenue received from
pass sales through the sales offices would accrue to the
Authority on a monthly average of 20 to 25 days in advance
of the ride. In fact, mail purchases would start to provide
revenue to the Authority as much as an additional 15 days
before the pass is even valid. The full measure of the
impact on cash flow and savings in interest payments will,
of course, depend on the level of pass sales.

2.

3.

Will speed up passenger loadings which could impact oper-
ations by providing better utilization of equipment and
a consequent savings through operational efficiency.

Will reduce the present abuse of transfers by eliminating the need for transfers for passholders thereby reducing the total number in circulation.

4. Will probably have some leveling effect on ridership in the rush hour by diverting some riders from peak load periods to non-rush ridership. This would create more comfort in rush hour periods and/or provide additional space to accommodate new riders. The hoped-for effect would be to increase total ridership with the major thrust during the base day.

5. Will guarantee the Authority revenue from a minimum of
40 rides a month from each passholder. This reduces the
lost revenue from riders who occasionally drive, who are
sick, or for whatever other reason they would not ride
the full 20-22 working days each month. It will serve
to flatten out the critical revenue dips which always
accompany inclement weather. The marginal effects from
this benefit could be substantial over the long run.

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6. Will guarantee a certain amount of revenue each month from base-day operations which is now not predictable. The $16 a month base day pass guarantees the Authority revenue from 40 rides a month regardless of weather conditions or personal transportation choices by the

consumer.

7. Will help attract new riders and increase the number
of rides by present customers during other times of the
day.

8. Will help expand the visibility and exposure of the transit service and help create a more positive public portrait of the Authority.

9. Will help reduce the amount of scrip issued.

10. Will assist bus operators in determining proper fare and reduce the amount of checking of the fare box for payment of correct fare.

11. Will provide broad promotional opportunities for increasing awareness of the transit alternate and a valuable tool for altering attitudes and behavior.

12. Will reduce the volume of cash in the fare box, facilitate the accounting process and lessen the exposure of cash to theft or fraud.

BENEFITS TO THE CONSUMER

1.

Convenience and value, both of which should be readily apparent to the consumer.

2.

Elimination of the exact fare problem for each ride.

3.

Elimination of frequent trips to outlets to purchase
tokens and tickets.

4.

Elimination of the need for and bother of either transfers or scrip.

6. Ability to budget exact monthly transportation expenses with cancelled checks for accurate record-keeping.

7.

8.

9.

A psychological prestige, as there is a certain degree
of status indicated by purchasing the pass in advance
that is not readily associated with the change fumbler.
The passholder shows his pass and takes his seat, while
other passengers pause at the farebox, wait for transfers,
and possibly time-consuming scrip.

Substantial savings with frequent rides. The cost of
the pass is based on 20 round trips per month, and the
average number of working days per month is 22, over
the period of a year. Therefore, the commuter saves
at least two round trips per month, plus all added rides
and weekerd service.

Opportunity for no-cost family transportation (or very
low cost for large families) on Sundays for recreational,
educational or cultural excursions anywhere within the
service area.

These are only partial listings and, of course, do not allude to

the community benefits of lessened traffic congestion, pollution abatement

and energy conservation associated with increased usage of public transpor

tation generally.

IDENTIFIABLE PROGRAM COSTS

Some aspects of this proposal lend themselves to cost analysis. Others are not as clearly definable. But an attempt has been made to quantify the major areas of cost.

Production

Several avenues are available for handling the production of the passes. A card can be printed by an involved silkscreening process which inhibits fraud but would require close examination by operators. The cost of this card would be 3.5 cents. A laminated plastic card can be obtained for 10 cents. The difficulty of printing on plastic requires a process which will make counterfeiting extraordinarily difficult, thus lessening the burden of inspection by the bus operator. Total production cost for 50,000 plastic cards would be $5,000 not including design costs.