Transit agencies and urban planners often face the difficult decision of how to address budget shortfalls and increasing financial strain. While reducing bus service might seem like a quick fix, this approach is shortsighted and jeopardizes the economic, social and environmental objectives that public transit aims to achieve. A detailed examination of ridership patterns, demographic changes and the broader consequences of service reductions reveal that maintaining—and even improving—bus service should be a top priority in the coming years.
The true cost of service reductions
Major transit authorities have issued stark warnings about the severe repercussions of decreasing bus service. For example, Chicago's proposed cuts could eliminate a significant number of bus routes, end weekend service on some lines and drastically reduce paratransit options. Pittsburgh is also looking at substantial service reductions and fare increases if new funding isn't secured, with officials stating that there are no other areas left to cut.
In Vancouver, B.C., halving bus service would leave a large portion of the population without easy transit access, leading to increased congestion and hindering economic growth. These situations are not isolated; transit agencies across North America report that once service is cut, it can take over a decade to regain ridership and reinstate routes. The negative effects extend beyond low-income riders, impacting employers, businesses and regional competitiveness.
Evolving ridership demographics
The typical public transit user is changing. While bus service has historically been vital for lower-income communities, recent data indicates that a wider range of people are now depending on transit. For instance, the Santa Clara Valley Transportation Authority (VTA) in San Jose, Calif., discovered through surveys that its ridership is becoming more diverse, including a growing number of young professionals, students and service-sector employees. This shift reflects contemporary urban living preferences and an increasing demand for sustainable transportation choices.
Furthermore, agencies like TriMet in Portland, Ore., and Santa Clara VTA have reported increases in bus ridership after implementing targeted improvements in service reliability and frequency. These gains are particularly noteworthy given the challenges posed by the COVID-19 pandemic and evolving commuting habits. It's clear that better service attracts more riders, benefiting a broad spectrum of the population and not just traditional transit users.
Enhanced service boosts ridership
Investing in the quality of service, rather than just new vehicles or ceremonial events, has proven to be the most effective strategy for increasing ridership. While new buses and stations are important, they alone do not draw new riders. What truly matters is dependability: buses that arrive punctually and at regular intervals.
Agencies that have prioritized improving on-time performance and streamlining schedules have seen significant ridership increases, often without needing to add more vehicles. Improved on-time performance allows agencies to achieve more with existing resources. By optimizing schedules and minimizing delays, it's possible to maintain or even expand service coverage without incurring the costs of additional buses or operators. This approach is both financially prudent and responsive to riders' needs, as they value reliability above all else.
The wider implications of service cuts
Reducing bus service not only negatively impacts the mobility of lower-income residents, but also sets back the entire community. While service reductions disproportionately affect shift workers, seniors, students and people with disabilities, they also hinder economic growth, exacerbate traffic congestion and worsen air quality.
In areas experiencing service cuts, employers in vital sectors such as healthcare and hospitality report difficulties retaining staff who can no longer rely on public transit. The decrease in transportation options can also lead to higher household transportation expenses, increased reliance on private vehicles and a decline in the tax base as people and businesses relocate to more accessible areas.
Microtransit and technology: Not a complete solution
While microtransit and other on-demand transportation options are gaining attention, they cannot replace a comprehensive, frequent fixed-route bus service. Agencies consistently find that riders primarily desire reliable, frequent service on existing routes, not experimental pilot programs or specialized services. Technology should certainly be used to enhance scheduling, real-time information and fare collection, but the foundation of any successful transit system remains a strong network of well-operated bus lines.
Funding volatility and the imperative for advocacy
Tariffs, inflation and unpredictable federal and state funding streams further complicate transit agency budgets, making long-term planning challenging. However, this uncertainty should not be used as a reason to cut service.
Instead, it underscores the critical need for advocacy and collaboration among agencies, municipalities and the public to establish sustainable funding models. Agencies must effectively communicate the real-world consequences of service reductions and collaborate with stakeholders to prioritize transit as an essential public good.
Prioritizing service over cuts
Transit agencies understand that service reductions are a last resort, risking irreversible damage to mobility, equity and economic vitality. The evidence is clear: improved service levels lead to increased ridership, support evolving demographics and provide extensive benefits that go far beyond traditional transit-dependent populations. As agencies face financial difficulties, their focus should be on optimizing operations, advocating for consistent funding and providing the reliable, frequent service that communities need to flourish. While cutting bus service might offer temporary budget relief, it comes with a significant and enduring cost. The path to a thriving, resilient transit future involves enhancing service, not diminishing it.
Laramie Bowron | Vice President of Sales at LYT
Laramie Bowron brings over 16 years of public and private sector transportation experience. Bowron has spent his entire career focusing on improving mobility and enhancing the effectiveness of urban transportation. In addition to leading complex mobility projects, including bus rapid transit, transit prioritization, headway management and service performance and reliability studies, he has also built sales teams and set strategies for other mobility start-ups and worked cross-functionally with sales, product and marketing to define GTM strategies and achieve triple-digit growth.
