HomeMy WebLinkAboutMemo - Mail Packet - 06/03/2025 - Memorandum from Kaley Zeisel and Melina Dempsey re May 13 Work Session Summary: Transfort Optimization StudyFC Moves
200 W. Mountain Ave. Suite A
PO Box 580, Fort Collins, CO 80522
970-221-6705
fcmoves@fcgov.com
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WORK SESSION MEMORANDUM
Date: May 27, 2025
To: Mayor and City Councilmembers
Through: Kelly DiMartino, City Manager
Caryn Champine, Director, PDT
Drew Brooks, Deputy Director, PDT
From: Kaley Zeisel, Transfort Director
Melina Dempsey, Sr. Transportation Planner
Subject: May 13 Work Session Summary: Transfort Optimization Study
BOTTOM LINE
The purpose of this memo is to document the summary of discussions during the May 13, 2025
Work Session. All Councilmembers were present. The Transfort Optimization Plan focuses on
aligning Fort Collins’ transit services with evolving community needs, fiscal realities, and
national best practices. The Plan is driven by a $13 million annual funding gap and aims to
identify a sustainable, effective transit network through scenario development, public
engagement, and technical analysis. Council feedback is requested on the three draft service
concepts and the proposed evaluation criteria that will guide final recommendations.
DISCUSSION SUMMARY
Transfort staff provided a high-level overview of the work that has been completed to date on
the Optimization Plan, including project kickoff meetings, and initial deliverables including:
transit demand pattern analysis, current condition analysis, peer agency review, and
microtransit best practices. The discussion reflected strong interest in how microtransit may
support the future transit network, particularly in lower-density areas where fixed-route service is
less efficient. Microtransit was described as a public, on-demand, shared ride service that uses
dynamic routing to connect riders to the broader network. It is distinct from Dial-A-Ride, though
similar in service design. Typical service zones range from three to five miles, served by two to
three vehicles, with models varying between door-to-door and corner-to-corner service. Whether
microtransit would be fare-free remains under consideration, though many agencies charge a
premium due to higher per-passenger costs.
Cost and fare policy were key themes. While microtransit offers operational flexibility, the cost
per rider is typically higher than fixed-route service. There was discussion about whether
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smaller vehicles on low-ridership fixed routes could offer a more cost-effective alternative.
Microtransit may be a better fit where travel patterns are dispersed, and cost differences
between the two models are often minimal. Fare-free service was generally supported, and a
voluntary “pay-what-you-can” model was raised as a possible option. In many systems, fare
collection costs offset the revenue gained, making fare-free service financially neutral.
Travel data, primarily from personal vehicle trips, will help shape one of the future scenarios.
Flexibility was identified as an important evaluation criterion, especially to accommodate
temporary or seasonal needs. Southeast Fort Collins was discussed as a challenging area for
transit due to land use patterns, reinforcing the importance of targeting service where it is most
viable.
Ridership recovery trends showed that peer agencies prioritizing frequency, fare-free access,
and service to transit-dependent populations have experienced stronger returns. Increased
private vehicle use post-pandemic was recognized as a national trend, and alignment with
broader City efforts to support mode shift was encouraged.
Advertising was discussed as a necessary revenue strategy. While concerns were raised about
visual impacts, it was acknowledged that advertising may be needed to preserve service levels.
Revenue projections have been incorporated into financial planning, and a formal update will
follow once vendor negotiations are complete.
Other topics included regional coordination, electric bus procurement, and financial
accountability. Regional routes like FLEX are expected to continue, with service levels based on
demand and funding. No contract conflicts are anticipated with the introduction of smaller
vehicles, and five electric buses are currently in service with six more on the way.
Community engagement remains a priority. The color-coded scenario chart used in the
presentation was noted as helpful in illustrating trade-offs. Feedback emphasized the need for a
rider-focused, efficient, and sustainable system.
NEXT STEPS
This summer, the project team will present the draft service scenarios to the public using a
range of in-person, hybrid, and virtual engagement methods, including open houses, intercept
events, focus groups, committee meetings, online surveys, and social media outreach, to
ensure inclusive and broad participation.
The team looks forward to returning to City Council in Fall 2025 with a final recommendation.
Once the scenarios are live, staff will provide Council a link to the website with engagement
opportunities listed.
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FOLLOW UP ITEMS
Microtransit
Microtransit is a flexible, on-demand form of public transportation that uses dynamic routing
technology to match passengers with shared vehicles in real time. Riders typically request trips
through an app, website, or call-in center, with pickups occurring within about 20 minutes.
Unlike traditional fixed-route buses, microtransit offers curb-to-curb or corner-to-corner service,
providing greater convenience by picking up and dropping off passengers closer to their origins
and destinations.
Although it functions similarly to ride-hailing services like Uber or Lyft, microtransit is designed
to work in coordination with fixed-route transit, not in competition with it. It is especially effective
in areas where traditional bus service is less viable, such as lower-density neighborhoods or
regions with disconnected street networks. Smaller vehicles are typically used, which do not
require a Commercial Driver’s License, allowing for a broader operator pool. Microtransit can
follow one of several models, including zonal (travel within a defined area), zone-to-point
(service between a zone and a major hub), or flex route (a semi-fixed route with the ability to
deviate as needed).
Microtransit can be delivered through contracted turnkey providers or operated in-house. While
it offers increased access and flexibility, it is generally more expensive per trip—averaging
around $20 versus $7 for fixed-route service. Microtransit is most appropriate in areas where
fixed-route ridership is low, where trip patterns are spread out, or where pedestrian access to
bus stops is limited. However, if demand grows and ride patterns become more consistent, it
may be more cost-effective to shift to a traditional fixed-route service. Success depends on
careful zone design, efficient vehicle routing, and integration with the broader transit network.
Peer Agency Review Findings
To better understand effective ridership recovery strategies, Fehr & Peers identified peer
agencies with similar characteristics to Fort Collins, including strong university partnerships,
medium-sized populations, and mixed land uses. While national transit ridership averaged 77%
of pre-pandemic levels in early 2024, several peer systems have fully recovered—or
exceeded—those levels, with recovery rates reaching up to 107%. Key strategies among
successful agencies include fare-free or reduced fares, high-frequency service in core corridors,
simplified routing, and strong community engagement.
Examples include:
• Chapel Hill Transit (NC): Fare-free service focused on equity and high-frequency routes
connecting UNC Chapel Hill and the surrounding community.
• Corvallis Transit System (OR): Fare-free with simplified, consistent service to Oregon
State University and surrounding neighborhoods.
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• Missoula Mountain Line (MT): Zero-fare program paired with electric buses and equity-
focused investments.
• Bellingham WTA (WA): Strong university partnerships and a focus on reliable, high-
frequency core service.
• Unitrans (Davis, CA): Student-led service operated with UC Davis, offering direct,
frequent connections between housing and campus.
These agencies demonstrate that sustained ridership recovery is achievable through targeted
investments in core service, removal of financial barriers, and responsive service planning.
Transfort’s fare-free model and increasing service levels create a strong foundation for similar
long-term success.
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