WHAT THE PROOF GAP COSTS — ON-DEMAND & PARATRANSIT
You completed the trip. Getting paid for it is a separate job.
Put in what you know: how many funded trips you complete, how many claims come back short, what performance penalties cost you, and how much of your people's day goes on scheduling, reporting and claims. Everything updates as you type. Nothing you enter leaves your browser unless you choose to email yourself the result.
Trips somebody other than the rider pays for.
The contract or agency rate, not the fare.
Anything that came back for want of proof, in the form the funder wanted it.
Not all of them. A claim refused on entitlement stays refused.
What the contract actually costs you when performance slips. Enter 0 if yours carries none.
Be conservative. Some slippage is traffic, weather and staffing.
Anyone whose day includes building the contract report or chasing proof for a claim.
Not their whole job — just the reassembling, reporting and chasing.
Wage plus benefits and payroll costs.
Be conservative. Some of it will always need a person.
RECOVERABLE A YEAR
$101,142
Claims the contract already owes you, the penalties you said you could avoid, and the staff hours you said a system could take back, added up from the numbers you entered. The contract fixes your rate, so this model never raises it.
CLAIMS RECOVERED A YEAR
1,008
Out of 1,680 that came back, worth $34,272.
PERFORMANCE PENALTIES AVOIDED
$7,200
Only the share you said seeing the number weekly would prevent.
STAFF HOURS RETURNED A YEAR
1,755
Worth $59,670 at the hourly cost you entered, over a 260-day working year.
WHAT THE YEAR IS MADE OF
$34,272
Claims the contract already owes you · 34%
$7,200
On-time penalties avoided · 7%
$59,670
Staff hours a system could take back · 59%
YOUR NUMBERS, NOT OUR CLAIM. UNTIL YOU CHANGE AN INPUT THE FIGURES ARE AN EXAMPLE; AFTER THAT THEY ARE YOUR OWN INPUTS MULTIPLIED OUT. NOTHING HERE IS A GUARANTEE OF A RETURN. CHECK IT AGAINST YOUR OWN RECORDS BEFORE YOU BELIEVE IT.
WHERE THE STARTING NUMBERS COME FROM
They describe a contracted operator: about 3,500 funded trips a month, a 4% claim rejection rate, modest penalties, and three people on scheduling, reporting and claims who each lose about three hours a day to it, with a system taking back 75% of that.
The rate is never raised. A taxi fleet or a manufacturer sets its own prices, so improving the operation improves the margin. A contracted operator has already agreed the rate.
What is left to win is getting paid for work you have already done, not being penalised for performance you could have seen coming, and the hours your people spend proving both. That is all this model counts.
What it deliberately leaves out: no-shows. They are real, and the industry page describes them — but on a contracted route the vehicle was going regardless, so a no-show costs you a slot that could have carried somebody else, not revenue that never arrived. Counting it as recovered revenue would double it against a contract that pays per completed trip. It is a capacity argument, not a money one.
Nothing here models eligibility. Who is entitled to travel is your funder’s rule and your team’s judgement, and it stays there.
The on-demand and paratransit page sets out the five problems these numbers come from, and what replaces each one.
THE PAGE THIS WAS BUILT FOR
INDUSTRY
On-Demand & Paratransit
Paid to complete trips you already agreed to run.
Read the page →WHERE WE WOULD START
- Build & Run →
Put the systems in, and keep them running.
- Owner’s View →
Your whole business on one screen, and an agent you can ask.
- Agent-Run Back Office →
We run the desk. You clear the exceptions.
Bring us one bad week.
Book a pilot call. Tell us where the week goes wrong, and we’ll tell you what an Operations Diagnostic would map and measure.
The first paid step has a clear scope and an end date, and the pilot after it is one workflow — not a platform, and not an open-ended retainer.
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