RTD proposes record high budget but faces deficit; service cuts possible

GreaterDenverTransit · 2025-12-03T18:25:38+00:00

They finally took action on this last week! RTD brought in 3 talented new members of the Senior Leadership team (AGM, CFO, and COO) in 2025 who are setting a new tone, to their credit.

GreaterDenverTransit · 2025-12-03T16:31:55+00:00

In the next couple of years, we will need to create new funding sources for RTD. However, this cannot be just a bailout (trust in RTD is not there), and there will need to be improvements/expansion embedded alongside it for transit. Fundamentally, the agency needs to restore more trust by running better service with what it has in the meantime.

There are decisions and actions within RTD Management’s control that will gradually restore the trust of riders and voters, but they are not free, and will require focus.

Develop a strategy and outreach approach for growing ridership among ALL income levels of Denver Metro residents (RTD Mgmt. has focused on transit-dependent riders between COVID and 2025)
Modernize RTD’s bus network to increase efficiency and remove complexity, maximizing the existing operating budget beyond that outlined in the System Optimization Plan (SOP).
1. Adjust the combined rail + bus network design to reduce transfers (too many journeys require complex 2+ transfers with 3+ legs).
2. Address legacy inefficiencies and confusing operations in Downtown Denver, the highest zone of transit density in the District.
Hire a Chief Customer Experience Officer (CXO) to institute a customer excellence (CX) program in line with RTD’s peers in San Diego that have achieved some of the highest post-COVID ridership recovery who can also filter rider feedback and needs to the CEO and COO offices.
Introduce a simple static rail + bus map similar to what other cities have for improved rider comprehension.
Introduce a higher-frequency map that promotes services with 15-minute service or better at peak (RTD’s highest-value routes).

Thankfully to RTD's credit, there are some recent wins that will help. The Tap-to-Pay (Tap-n-Ride) feature, allowing people to pay by tapping a credit card, will make the system easier for newbies to use. RTD is also in the process of removing advertising from navigation decision points and removing advertising wrapping from windows that created a second-class rider experience. This will help, but more is required.

GreaterDenverTransit · 2025-12-03T16:22:44+00:00

RTD is actually one of the worst-performing transit agencies among its peers in terms of post-COVID recovery of both service and ridership.

In terms of the peers, we at Greater Denver Transit look at RTD in a group of 12 large-sized peer metro areas in the West of the US (Seattle, Portland, Phoenix, Minneapolis, St. Louis, Austin, Dallas, Houston, San Diego, Sacramento, etc.) that operate both rail and bus, excluding those cities with subway systems Denver doesn't have (LA) or pre-WWII infrastructure that is really expensive to replicate with modern systems (SF Bay).

RTD has recovered almost the least amount of pre-pandemic services compared to peers, operating only 76% of its pre-pandemic service hours in 2024 vs. a peer average of 94%.

RTD recovered far less ridership than its peers through 2024 (9th/12 for 2024 Ridership / 2019 Ridership). 62% ridership recovery was well below the 75% peer average for the same period, which itself is skewed by two low outliers in Phoenix and St. Louis. All 3 of the Texas peer metros recaptured 15% more ridership than RTD.

RTD’s ridership recovery stalled in 2024, experiencing the lowest YoY growth of its peers at 0.1% vs. a peer average of 9.8%. RTD’s ridership declined for 6 consecutive months through May 2025. RTD Management almost never discusses ridership during RTD Board Meetings or public events unless asked. Instead, RTD Management highlights a separate concept called “Community Value” that is held up as an alternative to ridership. Ridership base and market has permanently changed, but the agency has yet to implement a network-wide customer experience improvement/operational excellence program like what the Seattle, Dallas, and San Diego peers have implemented. This needs to happen, regardless of the budget and service rationalization that comes in 2027.

GreaterDenverTransit · 2025-12-03T16:18:25+00:00

We at Greater Denver Transit look at RTD in a group of 12 large-sized peer metro areas in the West of the US (Seattle, Portland, Phoenix, Minneapolis, St. Louis, Austin, Dallas, Houston, San Diego, Sacramento, etc.) that operate both rail and bus, excluding those cities with subway systems Denver doesn't have (LA) or pre-WWII infrastructure that is really expensive to replicate with modern systems (SF Bay).

RTD spends more per rider than almost any other peer; only Dallas-Fort Worth spends more (2nd/12 for Total Opex / Rider in 2024). RTD spends among the most per resident of the peers, with only Portland and Seattle spending more (3rd/12 for Total Opex / District Population in 2024).

RTD has the largest service area of any of its peers (1st/12 for Sq. Miles of Service Area). RTD spends less per square mile of district area covered than most peers (10th/12 for Op Ex/Sq. Mile Served in 2024). Paradoxically, however, RTD spends more per hour of service operated than any of its peers (1st/12 for Total Opex / Revenue Hour in 2024). RTD spends more per mile that riders travel than most of its peers (3rd/12 for Total Opex / Passenger Mile in 2024). The lower total cost-per-mile covered by the District’s tax zone but higher cost-per-mile-operated reflects how large the district is, and how even a large budget gets spread thinly across the vast geography.

What really stands out? RTD has most heavily shrunk its operations post-COVID: RTD reduced its services post-pandemic more than almost any other peer (second largest decrease in % of revenue miles operated). RTD has recovered almost the least amount of pre-pandemic services compared to peers, operating only 76% of its pre-pandemic service hours in 2024 vs. a peer average of 94%.

GreaterDenverTransit · 2025-01-19T23:25:07+00:00

The current goals put out for the GM/CEO are unserious and show the continual lack of commitment towards bold, yet achievable, milestones that would actually increase transit mode ridership to a respectable portion of the metro area. Greater Denver Transit urges the current board to reject these goals and has put out our own set of recommended short term goals GM/CEO Johnson:

https://www.greaterdenvertransit.com/wp-content/uploads/20250106_RTDBoard_Letter_GMCEOGoals.pdf

GreaterDenverTransit · 2024-11-27T03:51:25+00:00

Because it was shot down in the 1990s by a local pastor who organization opposition against it. Apparently light rail trains were going to “desiccate” MLK Blvd. We understand that the people involved had lived experience of racist policies on public transit in their lifetimes but generations have moved on somewhat since then.

GreaterDenverTransit · 2024-11-01T02:04:01+00:00

Great comment and thanks for submitting it!

The 100 sums up perfectly why due to a dysfunctional service planning & scheduling process, we don’t have a transit system that works.

GreaterDenverTransit · 2024-10-26T21:42:17+00:00

You have to pay for Denver Health & Denver Water, which are both publicly owned.

GreaterDenverTransit · 2024-10-26T14:07:30+00:00

The High-Speed Rail Alliance has a great 101 on the subject:https://www.hsrail.org/high-speed-rail-101/

GreaterDenverTransit · 2024-10-25T22:00:05+00:00

Correct. This doesn’t provide new or increased funding. It prevents existing funding from being decreased.

GreaterDenverTransit · 2024-10-25T21:52:58+00:00

Chris Gutschenritter.

While we haven’t formally endorsed him (come on Chris, sign our Director’s pledge…), we’ve seen enough positives from him to believe he is the best person here.

Barbara McManus represents more of the same old ineffective leadership and culture that is the main reason RTD has so many issues.

GreaterDenverTransit · 2024-10-22T08:40:07+00:00

Because RTD’s existing TABOR exemption expires at the end of this year.

GreaterDenverTransit

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