costs more. Note that the travel demand model set does not possess the capability of modeling THE RIDE, given the nature of paratransit service. As a result, the ridership and revenue impacts on THE RIDE that are included with the travel demand model set results are taken from the spreadsheet model results. Existing revenue was estimated by multiplying the trips estimated by the model set for each mode by the average fare for that mode. The average fares were based on calculations in the spreadsheet model. The revenue impact was estimated by taking the ratio from the spreadsheet model of each change mode’s in revenue divided by the change in unlinked trips and applying this to the travel demand model set’s estimate of the change in that unlinked trips. mode’s 3.3 DIFFERENCES BETWEEN THE TWO ESTIMATION METHODOLOGIES There are several differences between the two methodologies. The spreadsheet model is primarily used to estimate the impacts of a fare change (though the estimated ridership impacts of service changes can be added to the model as an adjustment to existing ridership, so that the spreadsheet model’s projections will reflect the impacts of a simultaneous change in fare and service). On the other hand, the travel demand model set can forecast both impacts caused by fare changes and those caused by service changes. The chief strengths of the spreadsheet model are that it accounts for every distinct type of fare that can be paid for an MBTA transit mode and that it assigns the fare to the correct number of passengers who are in
costs more. Note that the travel demand model set does not possess the capability of modeling THE RIDE, given the nature of paratransit service. As a result, the ridership and revenue impacts on THE RIDE that are included with the travel demand model set results are taken from the spreadsheet model results. Existing revenue was estimated by multiplying the trips estimated by the model set for each mode by the average fare for that mode. The average fares were based on calculations in the spreadsheet model. The revenue impact was estimated by taking the ratio from the spreadsheet model of each mode’s change in revenue divided by the change in unlinked trips and applying this to the travel demand model set’s estimate of the change in that mode’s unlinked trips. 3.3 DIFFERENCES BETWEEN THE TWO ESTIMATION METHODOLOGIES There are several differences between the two methodologies. The spreadsheet model is primarily used to estimate the impacts of a fare change (though the estimated ridership impacts of service changes can be added to the model as an adjustment to existing ridership, so that the spreadsheet model’s projections will reflect the impacts of a simultaneous change in fare and service). On the other hand, the travel demand model set can forecast both impacts caused by fare changes and those caused by service changes. The chief strengths of the spreadsheet model are that it accounts for every distinct type of fare that can be paid for an MBTA transit mode and that it assigns the fare to the correct number of passengers who are in