2050 Regional Transit Plan: Existing Conditions

Overview of Transit Service

This chapter provides an overview of transit services in the greater Colorado Springs region, including those provided by MMT and other regional operators that connect to MMT services.

Current Services

MMT is the primary transit service provider in the Colorado Springs area. The system is operated by the City of Colorado Springs, but also provides service to the neighboring communities of Manitou Springs, Cimarron Hills, and Security-Widefield.

MMT Services

MMT currently operates four different services as a part of their comprehensive regional transit network. A description of each service type is provided on subsequent pages.

Fixed-Route

MMT operates 29 traditional fixed-route transit lines throughout greater Colorado Springs (see Figure 5), not including its deviated fixed-route and shuttle offerings. Fixed-route rides cost $1.75 for adults, or $0.85 for youth, seniors, individuals with disabilities, and those who are on Medicare. A day pass is also available for $4.00, which expires at midnight on the day of activation. Up to three transfers between routes are free within a two-hour period. Transfer tickets must be requested from the driver upon boarding. Fares can be paid on board in cash or coin, with pre-purchased multi-ride or period passes, or through MMT’s mobile ticketing application. Service runs 7 days per week on 28 routes, excluding shuttles. Route 20 Downtown–Southgate operates on weekends only. Route 35 Las Vegas–PPSC does not operate on Sundays.

Figure 5. MMT System Map

Deviated Fixed-Route

MMT operates two deviated fixed-route lines, Routes 38 and 40. MMT’s deviated fixed-route service generally operates along a fixed alignment but can pick-up and/or drop-off passengers within ¾ of a mile from the published routes. Riders must call MMT in advance to request a deviation and are subject to a $1 surcharge per trip, in addition to the base fare, which is the same as for a fixed route. Both routes operate Monday through Friday only. Route 40 is primarily designed to serve Pikes Peak State College (PPSC) Rampart and Center for Healthcare Education & Simulation (CHES) campuses. This route does not operate in the summer months, and only runs during the PPSC Fall and Spring academic calendar.

Shuttles

MMT operates three free shuttles: one in downtown Colorado Springs (the Zeb), and two in Manitou Springs.

The Zeb operates from 7 a.m. to 10 p.m. Monday through Thursday, 7 a.m. to Midnight on Fridays, 8 a.m. to midnight on Saturdays, and 10 a.m. to 8 p.m. on Sundays. Shuttles run every seven minutes on weekdays until 6:00 p.m., and every 10 minutes in the evenings and on weekends. The Zeb serves major downtown Colorado Springs destinations, such as Colorado College, Ed Robson Arena, Weidner Field, and the US Olympic and Paralympic Museum (Figure 6).

Figure 6. The Zeb Route Map

Routes 33 and 36 are fare-free shuttle routes that operate in Manitou Springs (see Figure 7 for route alignments). The Manitou Springs shuttles are funded by revenue from Manitou Springs’ managed parking system, and with funding from the City of Colorado Springs. Both routes connect to Route 3 to provide service into the City of Colorado Springs.

Figure 7. Manitou Springs Shuttles Map

Route 36 provides service in downtown Manitou Springs. It operates seasonally from late April to late September, with service every 20 minutes, seven days a week from 10 a.m. to 9 p.m. Route 33 provides service to downtown Manitou Springs, the Pikes Peak Cog railway, and the Incline. Service operates year-round. “Off-season” service runs from late September to late April, operating seven days per week from 6 a.m. to 6 p.m. For the rest of the year, the service runs every 20 minutes from 6 a.m. to 8 p.m. Monday through Friday, every 10 minutes on weekends from 6 a.m. and 3:30 p.m., and every 20 minutes on weekends from 3:40 p.m. to 8 p.m.

Americans with Disabilities Act (ADA) Complementary Paratransit

Mountain Metro Mobility is MMT’s ADA complementary paratransit service that is available for people with disabilities who cannot otherwise use MMT fixed-route service. Paratransit service is available within ¾ of a mile from existing MMT fixed-route transit service during the same operating hours as fixed-route service, which are generally from 5:00 a.m. to 10:15 p.m. on weekdays, 6:00 a.m. to 12:15 a.m. on Saturdays, and 6:00 a.m. to 8:15 p.m. on Sundays.

Riders must apply for eligibility to use the service by completing a written application and being interviewed. Certified riders must qualify under one of three conditions:

1. “Any individual with a disability who is unable, as a result of a physical or mental impairment (including vision impairment), to independently navigate the fixed-route Mountain Metropolitan Transit System. 
2. “Individuals who use a wheelchair, or other boarding assistance device, that need the assistance of a wheelchair lift and are unable to board, ride, or disembark at a fixed-route bus location. This category is not applicable once a transit route is 100% accessible. Please note: all Mountain Metropolitan Transit vehicles offer lift equipment accessibility.
3. “Any individual with a disability who has a specific impairment-related condition which prevents such individual from traveling to a boarding location or from a disembarking location. Environmental conditions and architectural barriers not under the control of the public entity do not, when considered alone, confer eligibility”

In certain circumstances, the applicant for certification may be asked to complete an additional confidential assessment to verify their cognitive and/or mobility limitations.

Paratransit rides may be scheduled one to three days in advance and can be scheduled online, over the phone, or via email. Riders are given a 30-minute pickup window that is 15 minutes before and 15 minutes after their pickup time.

Fares for Mountain Metro Mobility are $3.50 per one-way trip. Riders may pay the driver in cash, check, or money order, pre-purchase a book of 10- or 40-ride tickets from the driver or at the Transit Administration Office, or through a pre-paid online electronic account using a credit card. Trips that begin and end in the ¾ mile zones surrounding the Zeb and Manitou shuttle service areas are fare-free.

Riders may also elect to use the premium Taxi Choice Option for trips under seven miles. The fare for the Taxi Choice Option is the same as standard ADA complementary paratransit but can only be paid using an electronic prepaid account. Taxi Choice is different from Taxi Overflow, which is a program that is only used when there is not sufficient capacity to complete a confirmed trip with dedicated paratransit vehicles. In this case, the paratransit operator may send a taxi to complete the trip.

Other Regional Operators

MMT’s network provides connections to other transit operators and intercity transportation providers. These other operators and the services they provide are described further in this section.

Fountain Municipal Transit

Fountain Municipal Transit is operated by the City of Fountain, which runs a single route that connects to MMT at the PPSC Transfer Center. Fountain Transit operates on weekdays with 45-minute headways from 5:00 a.m. to 8:30 p.m. and on Saturdays with 90-minute headways from 9:00 a.m. to 5:00 p.m. An adult one-way fare is $1.50; there is a discounted fare for youth, seniors, and people with disabilities which is $0.85. A deviated service is available upon request and subject to an additional fee. The route alignment is shown in Figure 8.

Envida

Envida is a nonprofit organization that predominantly provides transportation services to individuals with disabilities, older adults, and low-income individuals in the greater Colorado Springs area. Envida operates demand-responsive service, but also runs two deviated fixed-route lines that are open to the public which provide connections into Colorado Springs from rural communities in eastern El Paso County and offer deviations upon request (see Figure 8). The Eastern El Paso County Bus Route 1 runs four days a week and serves Peyton, Falcon, and Calhan. The Eastern El Paso County Bus Route 2 operates four days a week and runs from Ramah to the Voyager Transit Center (via Falcon) where it connects with MMT service.

Bustang 

Bustang is an intercity bus service provided by the Colorado Department of Transportation (CDOT). There are three Bustang routes that serve Colorado Springs, as shown in Figure 8.

• The Bustang South Line provides daily service between Colorado Springs and Denver via Monument and Lone Tree, with three stops in Colorado Springs and four stops in Denver, terminating at Denver Union Station. The Bustang South Line connects to MMT fixed-route service at the Woodmen Park and Ride, the Downtown Terminal, and the Tejon Park and Ride. There are eight trips in each direction on weekdays, with the first departure from the Tejon Park and Ride at 4:50 a.m. and the final arrival at 9:25 p.m. There are two trips in each direction on weekends and holidays, one in the morning and one in the afternoon. An adult ride between Colorado Springs and Denver costs $12.00 for a one-way trip. Multi-ride passes are available at a lower per-trip rate.
• The Bustang Denver Tech Center route provides daily service between Colorado Springs and Denver via Monument, with two stops in Colorado Springs and multiple stops along the Tech Center corridor in southeast Denver, terminating at the Regional Transportation District (RTD) Belleview station. The Bustang Denver Tech Center route connects to MMT fixed-route service at the Woodmen Park and Ride and the Tejon Park and Ride. As of March 2024, the Bustang Denver Tech Center route has been discontinued. 
• The Bustang Colorado Springs to Lamar route originates at the Tejon Park and Ride, where it connects to MMT fixed-route services, and terminates in Lamar, traveling via Pueblo, and is designed to serve rural communities. Service is available seven days a week, with one trip in each direction per day. Standard adult fares are distance-based; a one-way trip along the full route between Colorado Springs and Lamar costs $29.

Ramblin Express

Ramblin Express is a private intercity bus service open to the general public providing transportation across the state. In the Pikes Peak Region, Ramblin Express operates two routes from Colorado Springs: to Cripple Creek via Woodland Park, and Pueblo. Relevant information regarding service hours and days of operation for the routes is as follows:

• Colorado Springs to Cripple Creek via Woodland Park – Operates Wednesday through Sundays only, plus select holidays. There are 12 trips per day in each direction. Service from Colorado Springs operates from 8:00 a.m. (first departure) to 12:15 a.m. (last departure). Service from Cripple Creek operates from 9:45 a.m. (first departure) to 2:15 a.m. (last departure). Roundtrip fares are $35 between Cripple Creek and Colorado Springs, and $25 between Woodland Park and Colorado Springs.
• Colorado Springs to Pueblo – Operates Wednesday through Sundays only, plus select holidays. There are four trips per day in each direction. Service from Colorado Springs operates from 12:00 p.m. (first departure) to 1:15 a.m. (last departure). Service from Pueblo operates from 8:25 a.m. (first departure) to 11:25 p.m. (last departure). Roundtrip fares are $25, one-way fares are $17.

Figure 8. Regional Transit Service Connections

MMT Fixed-Route Service

MMT currently operates 34 fixed-routes in its network (including two deviated fixed-routes and three shuttles), as shown in Figure 9.

This section describes MMT’s fixed-route service in greater detail, including historical trends and route-level analysis of service span and frequency, ridership, productivity, and on-time performance. It also includes an overview of existing transit facilities, bus stops and amenities, and geographic coverage. The purpose of this analysis is to understand the baseline level of service upon which to build for future recommendations.

Figure 9. MMT Fixed-Route Network

Historical Trends

Providing a historical context of MMT’s fixed-route service is important to set the stage for where the agency is today. Ridership on MMT’s fixed-route service (Figure 10) was on an upward growth trend from 2013 to 2019. Between 2013 and 2019, ridership increased by an average of 3% a year. Like many agencies, MMT experienced a drop in ridership due to the COVID-19 pandemic. MMT’s 2023 annual ridership was 2.87 million boardings, which is roughly 89% of 2019 ridership.

Figure 10. Historical Fixed-Route Ridership

Revenue hours is the amount of time buses operate in service, including recovery time and operator breaks at the end of each trip. As seen in Figure 11, revenue hours had been increasing until 2020 when MMT cut service in response to the COVID-19 pandemic. Between 2013 and 2019, revenue hours increased by an average of 10% a year.

Figure 11. Historical Fixed-Route Revenue Hours

Vehicles operated in max service (VOMS) is the maximum number of vehicles needed at a single time to provide peak service. As seen in Figure 12, VOMS had been increasing between 2013 and 2019 before plateauing.

Figure 12. Historical Fixed-Route Vehicles Operated in Max Service

The productivity of the service is typically measured in terms of passengers per revenue hour. Service productivity (Figure 13) has been declining over the last decade and is roughly half of what it was in 2013. It is important to highlight that service levels in 2013 were heavily reduced due to the Great Recession, and as such, productivity was higher than in subsequent years.

Figure 13. Historical Fixed-Route Productivity

Figure 14 shows the annual operating and maintenance (O&M) costs for the fixed-route system, not adjusted for inflation. Prior to the pandemic, costs rose an average of 10% per year. Between 2021 and 2022, costs increased by 38%.

Figure 14. Historical Fixed-Route Operating and Maintenance Expense

Figure 15 normalizes O&M costs by number of passengers, or trips. It shows that the cost per trip in 2022 is almost double what it was in 2019. Between 2013 and 2019, cost per trip increased by an average of 6% per year. Cost per trip since 2020 have increased by an average of 9% per year.

Figure 15. Historical Fixed-Route Cost per Trip

Figure 16 normalizes O&M costs by revenue hours. Between 2013 and 2019, cost per revenue hour declined by an average of 1% per year. Cost per revenue hour since 2020 have increased by an average of 12% per year.

Figure 16. Historical Cost per Revenue Hour

Span of Service and Frequency

All but four of MMT’s routes operate seven days per week. On weekdays, routes generally operate between 5:30 a.m. and 10:00 p.m. On weekends, service generally runs from 6:00 a.m. to 10:00 p.m. on Saturdays, and from 7 a.m. to 6 p.m. on Sundays. Route 20, which only operates during weekends, was added as part of the Fall 2023 service change to reduce crowding on Routes 10 and 11 and increase frequency along the Nevada Avenue Corridor between the Terminal and Southgate Road.

Aside from the three shuttle routes (Route 13, 33, and 36), most routes operate with headways of between 30 and 60 minutes on weekdays. Four routes (Route 1, 5, 25, and 27) operate 15-minute weekday service from 6 a.m. to 6 p.m. On weekends, all non-shuttle routes operate with headways of 30 minutes or more.

Table 7 shows headways and service span for each route, and the subsequent maps show the spatial distribution of routes by service frequency for weekday daytime (Figure 17), weekday evening (Figure 18), Saturdays (Figure 19), and Sundays (Figure 20).

Table 7. MMT Fixed-Route Headways and Span of Service

Route	Name	Weekday Daytime Headways	Weekday Evening Headways	Saturday Headways	Sunday Headways	Weekday Service Span	Saturday Service Span	Sunday Service Span
1	Hillside – Hancock Plaza	15	30	30	30	5:37 – 22:07	6:37 – 21:37	7:37 – 17:37
2	Centennial Blvd – Garden of the Gods Rd	60	60	60	60	7:45 – 22:10	7:15 – 18:10	8:45 – 17:32
3	Colorado Ave – Manitou Ave	30	30	30	30	5:33 – 22:07	6:33 – 21:37	7:42 – 17:37
4	8th St – Broadmoor	60	60	60	60	6:15 – 21:35	6:41 – 21:35	7:41 – 17:35
5	Boulder St – Citadel Transfer Center	15	30	30	30	5:52 – 22:01	6:50 – 21:31	7:51 – 17:31
6	Fillmore St. – Citadel Transfer Center	60	60	60	60	5:49 – 21:42	6:27 – 18:14	7:27 – 17:14
7	Pikes Peak Ave – Citadel Transfer Center	30	30	30	60	5:45 – 22:08	6:45 – 21:38	7:45 – 17:38
8	Cache La Poudre St – Citadel Transfer Center	60	60	60	60	6:14 – 22:07	6:51 – 18:44	7:32 – 17:44
9	Nevada Ave – UCCS	30	60	60	60	5:43 – 21:37	6:43 – 21:37	7:43 – 17:37
10	Hwy 115 – PPSC Centennial Campus	30	60	60	60	5:52 – 21:54	7:12 – 18:08	8:12 – 17:37
11	World Arena – PPSC Centennial Campus	30	30	60	60	5:37 – 22:09	6:40 – 21:39	7:40 – 17:39
12	Palmer Park Blvd	60	60	60	60	5:53 – 21:49	6:28 – 18:23	7:28 – 17:23
13	Zeb Free Downtown Shuttle	7	10	10	10	7:00 – 22:00 (24:00 on Fri)	8:00 – 24:00	10:00 – 20:00
14	Chestnut St – Garden of the Gods Rd	60	60	60	60	5:42 – 21:39	6:42 – 18:39	7:40 – 17:39
15	East Fountain Blvd / Cheyenne Mountain Center	60	60	60	60	5:51 – 21:46	6:51 – 18:46	7:50 – 17:45
16	Brookside St – Uintah Gardens	60	60	60	60	6:39 – 22:03	6:39 – 18:36	8:24 – 17:49
17	19th St – Fillmore St	60	60	60	60	6:20 – 20:06	6:16 – 18:43	7:57 – 17:43
18	Union Blvd – Montebello Dr	45	45	45	45	6:00 – 18:40	6:39 – 18:37	7:39 – 17:22
19	Nevada Ave – Eagle Rock	30	30	60	60	5:59 – 20:50	7:14 – 20:35	8:14 – 17:35
20	Downtown – Southgate	No Service	No Service	30	30	No Service	7:13 – 16:10	8:13 – 16:10
22	Southborough via Murray Blvd	30	60	60	60	6:20 – 22:13	7:18 – 22:03	8:18 – 18:40
23	Barnes Rd – Tutt Blvd	30	45	60	60	5:49 – 21:29	7:49 – 22:10	8:49 – 18:30
24	Galley Rd – Tutt Blvd	60	60	60	60	5:43 – 22:11	7:50 – 21:32	8:50 – 17:32
25	N Academy Blvd – Voyager Pkwy	15	30	30	30	5:12 – 22:04	6:13 – 22:07	7:14 – 18:10
27	S Academy Blvd – PPSC Centennial Campus	15	30	30	30	5:42 – 22:05	6:14 – 22:05	7:14 – 18:01
32	Security – Widefield	60	60	60	60	6:07 – 22:07	6:07 – 19:07	8:07 – 18:07
33	Manitou Springs Free Shuttle	20	20	10 (May-Sept) 20 (Oct-Apr)	10 (May-Sept) 20 (Oct-Apr)	6:00 – 18:00	6:00 – 18:00	6:00 – 18:00
34	Garden of the Gods Rd – Austin Bluffs Pkwy	60	60	60	60	5:17 – 22:08	6:15 – 19:06	7:13 – 18:06
35	Las Vegas St – PPSC Centennial Campus	40	40	40	No Service	6:11 – 21:31	7:15 – 19:05	No Service
36	Manitou Springs Free Shuttles	20	20	20	20	10:00 – 21:00	10:00 – 21:00	10:00 – 21:00
37	Hancock Plaza – Colorado Springs Airport	40	40	40	40	6:15 – 22:18	6:15 – 18:14	6:15 – 18:14
38	Deviated Fixed Service – The Care Connection	45	45	No Service	No Service	7:30 – 19:20	No Service	No Service
39	Corporate Dr – Voyager Parkway	60	60	60	60	5:26 – 20:20	6:40 -20:05	7:40 – 17:30
40	Voyager Parkway – PPSC North Campuses	40	40	No Service	No Service	7:34 – 17:28	No Service	No Service

Figure 17. Weekday Daytime Fixed-Route Frequency (6 a.m. to 6 p.m.)

Figure 18. Weekday Evening Fixed-Route Frequency (after 6 p.m.)

Figure 19. Saturday All-Day Fixed-Route Frequency

Figure 20. Sunday All-Day Fixed Route Frequency

System Ridership

In September 2023, MMT’s fixed-route network had over 242,000 boardings. Figure 21 shows the average weekday ridership throughout the system at the stop level. Some of the high ridership corridors in the system include W Colorado Avenue, Academy Boulevard, E Boulder Street, E Platte Avenue, and S Nevada Avenue.

Figure 21. Average Weekday Ridership

Figure 22 shows the ridership at the route level. The top three routes in MMT’s system based on September 2023 average weekday ridership are: Route 25 (N Academy Blvd – Voyager Pkwy), Route 5 (Boulder- Citadel), and Route 33 (Manitou Springs Free Shuttle).

Figure 22. Average Weekday Ridership by Route

A temporal analysis of ridership was also performed. The results (Figure 23), show weekday ridership gradually increases from 8 a.m. before peaking between 4 p.m. and 5 p.m. This ridership pattern supports the daytime service schedule MMT currently operates. Saturday ridership peaks around midday, while Sunday ridership is generally consistent between 9 a.m. and 5 p.m. Ridership after 6 p.m. drops off substantially regardless of day of the week, likely because services are less frequent in the evenings.

Figure 23. Systemwide Temporal Distribution of Ridership

Transit Facilities

Figure 24 depicts the transit facilities in MMT’s network. MMT has four major transit hubs, typically referred to as transfer centers, where riders can transfer between MMT lines and neighboring systems: the Downtown Terminal, the Citadel Transfer Center, the PPSC Centennial Transfer Center, and the Voyager Transfer Center. The routes serving each of these facilities are shown in  to .

MMT also has two park-n-rides in their network: the Woodmen and Tejon Park-n-Rides. These facilities serve some MMT routes, but predominantly serve regional intercity bus routes (see Figure 8). There is also a park-n-ride at the intersection of E Woodmen Road and Black Forest Road, called the Black Forest Park-n-Ride, which is served by Envida.

Figure 24. Transit Facilities

Figure 25. Downtown Terminal Routes

The Downtown Terminal is the central hub for MMT service, providing riders access to 12 MMT routes and the Bustang South Line to Denver. Routes originating at the Downtown Terminal also connect to the Citadel Transfer Center and PPSC Centennial Transfer Center.

Figure 26. Citadel Transfer Center Routes

The Citadel Transfer Center is located adjacent to the Citadel Mall and connects to eight MMT routes. Routes serving the Citadel Transfer Center also connect to all three other MMT transfer centers: The Downtown Terminal, the Voyager Transfer Center, and the PPSC Centennial Transfer Center.

Figure 27. Pikes Peak State College Centennial Transfer Center Routes

The PPSC Centennial Transfer Center is located on the PPSC campus and connects to four MMT routes and Fountain Municipal Transit. Routes serving the PPSC Centennial Transfer Center also connect to the Downtown Terminal and the Citadel Transfer Center.

Figure 28. Voyager Transfer Center Routes

The Voyager Transfer Center is located just off I-25 in north Colorado Springs in a commercial development near the Chapel Hills Mall. It connects to three MMT routes. Routes serving the Voyager Transfer Center also connect to the Citadel Transfer Center and the Woodmen Park and Ride. Envida Transportation’s Eastern El Paso County Bus Route 2 also serves the Voyager Transfer Center.

Productivity

Productivity is measured in boardings per vehicle revenue hour. Revenue hours is the amount of time buses operate in service, including recovery time and operator breaks at the end of each trip.

Figure 29 shows the weekday boardings per revenue hour for MMT fixed-route service. The five most productive routes in the MMT system are Route 33, Route 5, Route 3, Route 4, and Route 11. The five least productive routes are Route 38, Route 40, Route 35, Route 18, and Route 37, all of which have less than five boardings per revenue hour. Table 8 shows the productivity by route and day of the week, with the headways included for reference. The green shading denotes weekend service that is more productive than weekday service, which could indicate opportunities for investment (there are 14 routes that fall into this category). There are also several hourly routes (Routes 4, 10, and 11) with productivity over 15 boardings per revenue hour that could be candidates for improved service.

Figure 29. Weekday Boardings per Revenue Hour

Table 8. MMT Fixed-Route Productivity

Route	Name	Weekday Daytime Headways	Weekday Evening Headways	Saturday Headways	Sunday Headways	Weekday Boardings per Revenue Hour	Saturday Boardings per Revenue Hour	Sunday Boardings per Revenue Hour
1	Hillside – Hancock Plaza	15	30	30	30	11.3	15.4	9.7
2	Centennial Blvd – Garden of the Gods Rd	60	60	60	60	6.9	3.6	2.2
3	Colorado Ave – Manitou Ave	30	30	30	30	19.2	18.2	20.6
4	8th St – Broadmoor	60	60	60	60	18.7	19.2	19.0
5	Boulder St – Citadel Transfer Center	15	30	30	30	19.9	24.2	21.9
6	Fillmore St. – Citadel Transfer Center	60	60	60	60	8.5	4.5	Missing
7	Pikes Peak Ave – Citadel Transfer Center	30	30	30	60	11.6	9.0	6.8
8	Cache La Poudre St – Citadel Transfer Center	60	60	60	60	7.5	5.9	Missing
9	Nevada Ave – UCCS	30	60	60	60	11.3	11.6	9.0
10	Hwy 115 – PPSC Centennial Campus	30	60	60	60	13.7	25.5	18.3
11	World Arena – PPSC Centennial Campus	30	30	60	60	18.5	22.9	23.7
12	Palmer Park Blvd	60	60	60	60	5.1	3.7	2.3
13	Zeb Free Downtown Shuttle	7	10	10	10	6.4	5.2	5.2
14	Chestnut St – Garden of the Gods Rd	60	60	60	60	12.3	9.0	6.1
15	East Fountain Blvd / Cheyenne Mountain Center	60	60	60	60	4.6	3.5	3.0
16	Brookside St – Uintah Gardens	60	60	60	60	7.2	7.4	4.5
17	19th St – Fillmore St	60	60	60	60	6.1	4.4	Missing
18	Union Blvd – Montebello Dr	45	45	45	45	3.0	1.5	0.9
19	Nevada Ave – Eagle Rock	30	30	60	60	9.7	13.0	10.8
20	Downtown – Southgate	No Service	No Service	30	30	No Service	No Data	No Data
22	Southborough via Murray Blvd	30	60	60	60	13.2	13.2	10.7
23	Barnes Rd – Tutt Blvd	30	45	60	60	5.2	6.8	4.5
24	Galley Rd – Tutt Blvd	60	60	60	60	12.4	8.3	7.7
25	N Academy Blvd – Voyager Pkwy	15	30	30	30	12.1	19.0	15.3
27	S Academy Blvd – PPSC Centennial Campus	15	30	30	30	7.5	9.3	6.9
32	Security – Widefield	60	60	60	60	7.7	7.5	4.8
33	Manitou Springs Free Shuttle	20	20	20	20	59.4	42.6	66.6
34	Garden of the Gods Rd – Austin Bluffs Pkwy	60	60	60	60	8.3	4.3	2.7
35	Las Vegas St – PPSC Centennial Campus	40	40	40	No Service	3.1	2.0	No Service
36	Manitou Springs Free Shuttles	20	20	20	20	6.6	14.2	5.1
37	Hancock Plaza – Colorado Springs Airport	40	40	40	40	4.0	4.7	2.8
38	Deviated Fixed Service – The Care Connection	45	45	No Service	No Service	1.6	No Service	No Service
39	Corporate Dr – Voyager Parkway	60	60	60	60	5.0	5.9	4.4
40	Voyager Parkway – PPSC North Campuses	40	40	No Service	No Service	2.4	No Service	No Service

On-Time Performance

MMT measures on-time performance by comparing the timepoint on the schedule with the actual time the bus arrives. A bus is considered on time if it arrives up to five minutes after the scheduled time. Buses that depart earlier or later than that window are not considered on time. MMT has an on-time performance goal of 90% for service. In September 2023 (Figure 30), five routes met the 90% on-time performance goal. There is an opportunity to explore speed and reliability treatments along with running time adjustments to improve service reliability.

Figure 30. On-Time Performance by Route

Bus Stops and Amenities

MMT has 972 stops in its system as of September 2023. The number and percentage of stops with various amenities are shown in Table 9. Figure 31 shows an example of a stop that features all three amenity types.

Table 9. Bus Stops and Amenities

Amenities	Number of Stops	Percent
Benches	553	57%
Shelters	135	14%
Lighting	796	82%
Total Stops	972	—

Figure 31. Bus Shelter with Bench and Lighting on Academy Boulevard, 2022

System Coverage

As documented in the 2023 Title VI Plan, MMT has a long-term goal for fixed-route service to be available to 90% of the UZA. Note, this is different than the coverage area for ADA complementary paratransit, which is federally mandated and is defined as a ¾-mile buffer around all fixed routes (the ADA complementary paratransit service area is presented in the paratransit section of this chapter).

Based on the guidance in the 2023 Title VI plan, a coverage analysis was performed on the existing transit network. The analysis utilized a ¼-mile buffer around regular fixed-routes and a ¾-mile buffer around deviated fixed-routes. Fountain Municipal Transit’s fixed-route was also included in this calculation. Populations residing in census blocks with their centroids located within the buffer were considered to be ‘served’. The coverage area generated by this methodology is shown in Figure 32.

The results of this analysis showed 44% of the total UZA population (per the 2020 Census) of Colorado Springs is served by MMT, indicating more coverage is needed in the network in the long-term.

Figure 32. Fixed-Route System Coverage

MMT ADA Complementary Paratransit Service

Mountain Metro Mobility is the division of MMT that delivers ADA complementary paratransit service. Paratransit service is available within ¾ of a mile of existing MMT fixed-route service, excluding deviated fixed-routes. Riders may also elect to use the premium Taxi Choice Option for trips under seven miles, which costs the same as ADA complementary paratransit service.

Historical Trends

Assessing the historical performance of MMT’s paratransit system lays a strong foundation upon which to develop recommendations for improvement. This section shares historical trends for the paratransit service, which includes both traditional paratransit and the premium taxi service.

Ridership on MMT’s ADA complementary paratransit service (Figure 33) was affected by the pandemic, as ridership in 2020 was nearly half of what it was in 2019. ADA complementary paratransit has been slowly recovering since the pandemic started, with ridership increasing each year since 2020. Vehicle revenue hours on ADA complementary paratransit have increased since 2020 (Figure 34). These increases in these two measures equates to an increase in productivity for ADA complementary paratransit service since 2020 (Figure 36).

From 2013 to 2019, total O&M expenses for ADA complementary paratransit were steadily rising; the previous peak from 2019 was surpassed in 2022 (Figure 37). Cost per trip for ADA complementary paratransit increased dramatically in 2020 despite low ridership, at least partially due to the contracted cost increasing, but likely also due to complications caused by the COVID-19 pandemic such as social distancing requirements resulting in fewer shared trips (Figure 38). Cost per revenue hour has steadily increased each year over the last decade, reaching a peak of $115 in 2022 (Figure 39). In 2021 and 2022, VOMS for ADA complementary paratransit totaled 32 (Figure 35).

Prior to 2019, MMT also tracked the performance specialized transportation services. PPACG has since taken over this responsibility, while MMT focuses on future ADA complementary paratransit performance.

Figure 33. Historical Paratransit Ridership

Figure 34. Historical Paratransit Vehicle Revenue Hours

Figure 35. Historical Paratransit Vehicles Operated in Max Service

Figure 36. Historical Paratransit Productivity

Figure 37. Historical Paratransit Operating and Maintenance Expenses

Figure 38. Historical Paratransit Cost per Trip

Figure 39. Historical Paratransit Cost per Revenue Hour

Service Area

Figure 40 shows the ADA complementary paratransit service area for MMT, which is defined as a ¾-mile buffer around fixed-route service. This does not include Routes 38 and 40, which offer deviated fixed-route service in northern Colorado Springs. Fountain Municipal Transit’s ADA complementary paratransit service boundary is also shown in Figure 40.

Figure 40. ADA Complementary Paratransit Service Area

Key Findings

• Historical trend data helps to paint where MMT has been and the direction they are heading.
  • Fixed-Route
    • Ridership on the fixed-route network was growing at about 3% per year before the COVID-19 pandemic but is slowly recovering back to pre-pandemic levels. MMT’s 2023 ridership was 2.87 million boardings, which is approximately 89% of MMT’s 2019 annual ridership.
    • Productivity has been declining and is now at 11 passengers per revenue hour, roughly half of what it was in 2013. It is worth noting that MMT operates roughly double the number of revenue hours as it did in 2013, so some decline in productivity is to be expected.
    • Total O&M costs have been increasing over the last decade, with the highest increases being during the last three years.
  • Paratransit
    • Ridership on MMT’s paratransit service had generally been declining before the pandemic. There was a small uptick in ridership from 2015 to 2018, but ridership decreased dramatically in the intervening years, and in 2022 was 70% of 2013 levels.
    • Productivity is relatively stable, with numbers holding steady around two passengers per hour for the last decade, aside from a dip during the COVID-19 pandemic.
    • Without adjusting for inflation, O&M expenses have not declined with ridership; expenses are as high in 2022 as they were with double the ridership in 2017 and 2018.
• The top three ridership routes in MMT’s fixed-route system in 2023 were: Route 25 (N Academy Blvd – Voyager Pkwy), Route 5 (Boulder – Citadel), and Route 33 (Manitou Springs Free Shuttle).
• The weekday systemwide temporal distribution of ridership shows a single peak in the afternoon between 4 and 5 p.m. This ridership pattern supports the daytime service schedule MMT currently operates.
• The five most productive routes in the MMT system based on average weekday boardings per revenue hour are Route 33, Route 5, Route 3, Route 4, and Route 11.
• Demand for weekend service is strong; 14 of the 29 routes that operate seven days per week see higher productivities on one or both weekend days than during the week, which could be an opportunity for improved service.
• Three routes (Routes 4, 10, and 11) with hourly service have productivity of more than 15 boardings per revenue hour that could be candidates for improved service.
• Ridership on the two deviated fixed-route services (Routes 38 and 40) in northern Colorado Springs is low but are important coverage services, especially if MMT has a long-term goal of serving 90% of the UZA population.
• Five routes currently meet the 90% on-time performance target. There is an opportunity to explore speed and reliability treatments along with running time adjustments to improve service reliability.
• Out of the 972 stops in the system, 14% have shelters, 57% have benches, and 82% have lighting. There is an investment opportunity to increase the number of stops with shelters.
• MMT has a 90% long-term coverage goal for fixed-route service in the UZA. Currently, that number is at 43.8%, indicating additional coverage service is needed.

Fleet and Facilities

Fleet

MMT has 70 vehicles in its fixed-route fleet. The complete fleet roster, along with average condition, are shown in Table 10. Four out of MMT’s 70 fixed-route vehicles are electric buses. The fixed-route fleet is supplemented by the contingency fleet (described on the next page) where necessary. Fountain Municipal Transit’s fixed-route service fleet is not included in the table; their service requires at least two vehicles for peak service.

Table 10. Fixed-Route Fleet and Condition

Number of Vehicles	Year	Manufacturer	Average Condition (1=poor, 5=excellent)
4	2006	Gillig	1.25
3	2007	Gillig	2.0
6	2008	Gillig	2.5
6	2015	Gillig	3.6
8	2016	Gillig	4.0
10	2017	Gillig	4.0
9	2018	Gillig	4.0
10	2019	Gillig	4.0
4	2021	Proterra	4.0
10	2022	Gillig	3.8

MMT has 49 vehicles in its paratransit fleet, with a mixture of cutaways and minivans. The complete fleet roster, along with average condition, are shown in Table 11. The paratransit fleet is supplemented by the contingency fleet (Table 12) where necessary.

Table 11. Paratransit Fleet and Condition

Number of Vehicles	Year	Manufacturer	Model	Average Condition (1=poor, 5=excellent)
5	2014	Toyota	Sienna	3.0
3	2017	Ford	Transit 350	3.7
14	2018	Ford	Transit 350	4.0
3	2018	Chrysler	Pacifica	3.7
1	2019	Diamond	VIP2200	4.0
4	2019	Chrysler	Pacifica	4.0
8	2020	Diamond	VIP2200	4.0
1	2023	Diamond	VIP2200	4.0
10	2023	Ford	E450	4.5

Due to maintenance issues resulting in the dedicated fixed-route and paratransit fleets being occasionally out of service, MMT maintains a contingency fleet consisting of 20 vehicles. This fleet is available to use for both fixed-route and paratransit operations when necessary.

Table 12. Contingency Fleet and Condition

Number of Vehicles	Year	Manufacturer	Model	Average Condition (1=poor, 5=excellent)
9	2013	Ford	E450	2.0
11	2018	Ford	Transit 350	3.8

Facilities

Aside from the park-n-rides and transfer centers mentioned in Chapter 2, MMT has seven other facilities used for system operations. Those facilities, their location, and condition are shown below in Table 13.

Table 13. MMT Transit Facilities and Condition

Building	Location	Condition (1=poor, 5=excellent)
Transit Admin	1015 Transit Dr.	3
Transit Customer Service/Certification	1070 Transit Dr.	3
Bus Parking Canopy	1075 Transit Dr.	3
Fleet Maintenance Facility	1145 Transit Dr.	3
Paratransit Admin	1161 Transit Dr.	3
Paratransit Bus Storage	1165 Transit Dr.	3
Transit Operations Facility	1190 Transit Dr.	5

Recent Planning Efforts

The following pages summarize reviewed documents that help provide context from previous planning efforts that are of consequence to transit and specialized transportation in the Colorado Springs region. The data, strategies, and identified needs from these plans can provide insight into possible persistent gaps and needs. Plans produced prior to 2020 may lack the context and consideration of impacts of the COVID-19 pandemic.

Plan Descriptions

2045 Regional Transportation Plan – Specialized Transportation Coordination (PPACG – 2019)

The previous edition of the Specialized Transportation Plan emphasized strategies around improving customer service, maximizing shared resources, and streamlining services to deliver maximum benefits to users. Unmet needs identified at the time of the planning process include limitations with wheelchair accessible vehicles, lacking access for same-day medical trips, and coverage gaps for medical and military destinations.

2045 Regional Transportation Plan – Transit (MMT – 2020)

The 2045 Regional Transportation Plan (Transit) presents a framework for operating, enhancing, and expanding fixed route transit services in the Pikes Peak region. Additionally, the report identified various themes that are relevant to public transit and human services transportation planning efforts (with recommendations for each theme), including maintaining a focus on the existing service area, improving the user experience and access, planning for innovation, and improving service hours, frequencies, and reliability.

PPACG Tri-County Study (PPACG – 2022)

The PPACG Tri-County Study aimed to perform a multimodal transportation study of Park, Teller, and El Paso counties. Critical needs identified in the report included the need for expanded/new transit services (including for older adults, individuals with disabilities, and those with medical needs), improvements to current public transportation services, and initiatives focused on improving human service and public transportation options.

Specialized Transportation Needs Assessment: Gap Analysis (PPACG – 2023)

This document analyzed the transportation preferences and needs of older adults and those with disabilities in Park, El Paso, and Teller counties. In El Paso County, the report highlighted that Mountain Metro Mobility does not cover the whole county and specialized transportation providers must fill service area gaps. Additionally, various hospitals and medical facilities are located outside Mountain Metro Mobility’s area of service. Similarly, in Teller and Park counties, the vast majority of (and in the case of Park County, all) medical facilities are located outside of a quarter-mile buffer around bus stops. In all counties, service hour gaps persist amongst specialized transportation – no provider features 24-hour service, and weekend services are extremely limited. Additionally, no specialized transportation provider allows rides to be booked with less than two days’ notice (as opposed to Mountain Metro Mobility which allows rides to be booked one to three days in advance).

Pikes Peak Area Agency on Aging (AAA) Four Year Plan for State Fiscal Years 2024-2027 (PPACG – 2023)

The AAA Four Year Plan is a state-mandated document that identifies various challenges that are expected to occur from 2024 to 2027, including a growing strain on services brought about by an aging population. Transportation is mentioned as one of the primary needs in the region, and it is of the utmost importance in more isolated areas. Individuals residing in rural areas mentioned that it is key that services come to them instead of them having to go somewhere to obtain them. Older adults also desire flexibility to access a variety of locations at various times.

Community Assessment Survey for Older Adults (AAA – 2023)

The Community Assessment Survey for Older Adults (CASOA) reported key findings regarding transportation in the region. The survey found 38% of respondents indicated that the overall quality of the transportation system in their communities was good or excellent. However, ease of travel differed by mode: ease of travel by car was rated as good/excellent by 75% of respondents, while only 56% responded the same for walking and 48% for bicycling, and only 18% for ease of travel by public transportation. Additionally, around ¼ of older residents in the area reported mobility needs. When compared to national benchmarks, the region had lower ratings in the overall quality of the transportation system and on the ease of public transportation.

North Nevada Transit Connectivity Study (City of Colorado Springs – 2020)

The North Nevada Transit Connectivity Study aimed to identify an alignment, technology, and level of service for potentially upgraded transit along the prominent north-south Nevada Avenue corridor of Colorado Springs. The study recommended “Bus Rapid Transit (BRT) Light” service due to costs, scalability, and phased approach to implementation. Regarding alignment, Weber Street and Nevada Avenue were identified as locally preferred alternatives. While spatially nearby, each street presented different challenges and opportunities. General areas for the location of potential stations were also identified, although the document indicates that actual station design and location details will be determined in a future phase of the project. Additionally, the report covered the necessary steps for implementing the suggested transit service in the event that the City opts for its adoption.

MMT Five-Year Strategic Business Plan (MMT – 2019)

MMT’s Five-Year Strategic Business Plan offers overall direction and guidance for the agency over the next five years following adoption. A lack of financial resources, buy-in, and a misperception of not being a key city service were identified as challenges for the agency. However, areas such as improved specialized transportation coordination, technological advances, public-private partnerships, and transit-supportive taxes and funding initiatives were identified as opportunities. The document also identifies various objectives relevant to specialized services, such as improving service reliability, utilizing the one-ride call center as a regional mobility hub, and leveraging technological improvements through coordination and collaboration. It also includes an appendix covering best management practices recommendations for paratransit eligibility certification and ADA complementary paratransit service delivery models.

Passenger Rail Station Location Study (MMT/City of Colorado Springs – 2022)

The Passenger Rail Station Location Study aimed to identify the ideal location for a new station for passenger rail service in Colorado Springs, following renewed exploratory efforts on the expansion of intercity passenger rail service in Colorado (stretching from Fort Collins to Pueblo, with future connections to neighboring New Mexico and Wyoming). Although various sites for potential Colorado Springs stations were evaluated (most of them in and near Downtown), the study identified the America the Beautiful Park Area – East Side (Olympic Museum) as the final recommended location for the potential station.

Central Front Range 2045 Regional Transportation Plan (CDOT – 2020)

The Central Front Range 2045 Regional Transportation Plan serves as a guide for the ongoing development of a multi-modal transportation system for the Central Front Range Transportation Planning Region. Transit services were specifically mentioned as warranting monitoring due to their potential to accommodate access for tourists in the region. Mobility was identified as a regional priority, and pedestrian connections to local transit were highlighted as mobility options. Regarding emergency response, it was highlighted that a key goal of the Transportation Planning Region is ensuring that the transportation system functions as a complete system that provides alternate routes to accommodate emergency evacuations and the increased traffic demands.

Statewide Transportation Plan (CDOT – 2020)

The 2020 Statewide Transportation Plan is a document which is updated every four years by CDOT. The three main goals of the plan are mobility, safety, and asset management. CDOT highlighted its development of mobility hubs in the plan, identifying those as shared spaces for all modes of transportation, and ensuring first/last mile connections. Transit connections were identified as elements of mobility hubs, which the plan envisions every ten miles along I-25 and every 30 miles along I-70. Improving rural access across the state was also a key priority in the document, as veterans and older adults in particular need more options to reach basic services and medical care.

Statewide Transit Plan (CDOT – 2020)

The 2020 Statewide Transit Plan is a document which is updated every four years by CDOT in coordination with rural and urban regional planning partners. The established statewide transit goals identified in the plan are mobility, safety, and asset management. Key mobility implementation strategies highlighted included coordination & partnerships (including supporting transit and human services agencies in rural areas to expand local and regional coordinating council activity) and technology (including investing in technological improvements to support demand response services). Regarding connectivity, strategies identified included integrating bicycle and pedestrian/ADA improvements in all projects to improve access to transit and implementing planned mobility hub improvements, some of which are identified along I-25 in and around the Colorado Springs area. Regarding service enhancements and expansion, Bustang services are identified as aiming to increase frequency along the I-25 corridor, benefiting Colorado Springs. Maximizing current and seeking new sources of funding to expand interregional services, supporting veterans’ transportation needs, and supporting appropriate allocation of funds for rural transit services are also established mobility implementation strategies in the plan.

CDOT 10-Year Vision for Colorado’s Transportation System (CDOT – 2020)

CDOT’s 10-Year Vision was developed through extensive public input. Safety was key in all communities across the state, and the document highlights that the state’s transportation vision is for a future with zero deaths and serious injuries. The document highlights various efforts in the areas of improvements to the roadway system, relieving traffic, and improving rural access statewide (including acknowledging that the need for mobility services [such as local, regional, and statewide transit] will increase due to a growing senior population across Colorado). The plan also highlights upcoming transit projects in El Paso County and nearby areas, including Bijou Street Storage and Maintenance Facility and the Colorado Springs Transit Center (both of which are located in Colorado Springs) and a new Regional Fixed-Route Transit Service in Teller County, amongst others.

ConnectCOS (City of Colorado Springs – 2023)

ConnectCOS is a comprehensive evaluation of the current status of the transportation system in Colorado Springs and a roadmap for improvements over the next 20 years. Regarding public transit, ConnectCOS mentioned that stakeholders discussed the limited amount of transit connections for southeast Colorado Springs. Other priorities mentioned include equitable connectivity between the western and eastern parts of the City, and a need for public transportation connectivity in the north. When it comes to accessibility, it was mentioned that improvements to any element of the transportation network/infrastructure must consider and accommodate all residents, and that many sidewalk curbs are not compliant with the ADA. Additionally, the document highlighted that coordination and availability of service amongst specialized transportation providers does not meet everyone’s needs and that riders must navigate a confusing system. More service hours (frequency, span, and days) and faster, more direct service were also identified as desired improvements by riders. Amongst other recommendations, the final plan outlined a “Transit Vision Network” for Colorado Springs that includes corridor-based enhanced transit, expansion of service to high-growth areas, and new transit facilities like mobility hubs and expanded park-and-rides to facilitate connectivity with the rest of the transportation system.

Plan Review Summary

There has been, and will continue to be, a great need for specialized and public transit services in the Colorado Springs region and greater Pikes Peak area. Regional studies highlight the importance of closing the gap in not just service coverage (like the spatial and temporal gaps from ConnectCOS), but also the way in which the current system can be flexible enough to adapt to the needs of the population (which is highlighted in multiple versions of the 2045 plan). If people today cannot get services in-home, and booking rides to appointments must continue to be required for days or weeks in advance, then the system is not meeting the needs identified from these plans. The anticipated aging of the region cited in some of these plans also cautions that unfilled gaps and needs across the entire transit system could accelerate if left unaddressed. Finally, the Statewide plans also call attention to the importance of both expanded transit service and physically improving the access routes to transit. With rural communities also aging, the conversation around reducing vehicular deaths must be complemented by how to expand safe alternative multimodal options.

Existing and Future Market Conditions

Existing and future market conditions are based on a combination of U.S. Census data, Colorado State Demographer data, and PPACG travel demand model data. The analysis relies on the outputs from the version of the travel demand model created for the 2045 LRTP because the 2050 model was still in development at the time of this study.

Population and Employment

Population

The population in El Paso County and Colorado Springs is expected to grow by 40 to 45% over the next 30 years (see Table 14). The population as a whole is expected to gradually get older over the next two decades (Figure 41). These shifts in population may impact transit ridership, particularly older adults (over age 65) who often rely on transit to live independently as they age.

Table 14. Population Statistics, 2015 to 2045

Geography	Population (2015)	Population (2045)	Growth Rate
El Paso County	679,492	988,599	45%
City of Colorado Springs	446,960	628,192	40%

Figure 41. Population Distribution by Age, 2022 and 2045

Most of Colorado Springs’ dense residential areas are located near existing transit service, although there are some pockets in northern and eastern parts of the City that are not served by the current system (Figure 42). Over the next 30 years, the population is expected to grow exponentially in northeastern Colorado Springs as large tracts of land develop into new neighborhoods and communities (Figure 43). As these areas grow and develop, MMT will likely need to expand its service to serve a growing market.

Figure 42. Population Density, 2015

Figure 43. Population Density, 2045

Employment

Colorado Springs is anticipating considerable employment growth, with projections showing an increase of more than 150,000 jobs over the next 30 years in the City alone (Table 15).

Table 15. Regional Employment Statistics, 2015 to 2045

Geography	Employment (2015)	Employment (2045)	Growth Rate
El Paso County	319,719	541,993	70%
City of Colorado Springs	254,042	422,335	66%

Currently, the bulk of jobs in the Pikes Peak region are concentrated in downtown Colorado Springs, with some pockets of less dense employment along the I-25 corridor (Figure 44). The existing MMT fixed-route network provides good connectivity to the densest employment areas. While future job growth is predicted to remain concentrated in downtown Colorado Springs, job growth is anticipated in the northern portion of the City between Briargate Parkway and East Woodmen Road, where there is limited MMT service (Figure 45). There is an opportunity for MMT to expand service into these areas to serve the new employment that is expected in the coming decades.

Figure 44. Job Density, 2015

Figure 45. Job Density, 2045

Low-Wage Jobs

To understand where employees might be more dependent on transit service for their commute, low-wage jobs throughout the region were analyzed (Figure 46). Low-wage jobs are defined as those that generate a monthly income of less than $1,250 per month, or $15,000 per year. The majority of Colorado Springs’ low-wage jobs are concentrated along major transportation corridors where MMT already provides fixed-route transit service. Employees who work low-wage jobs are more likely to use transit because it is a lower cost option than private vehicle ownership and reduces their transportation cost burden.

Figure 46. Density of Low-Wage Jobs

Population and Employment

Combining future population and employment data can better highlight areas that are anticipated to be more supportive of transit service. In locations where population and employment densities are higher, transit service can be supported.

The existing transit network serves most areas anticipated to have higher population and employment, with several notable exceptions. Areas along Powers Boulevard and in northeastern Colorado Springs are anticipated to have densities that could support better transit service (Figure 47).

Figure 47. Combined Population and Employment Density, 2045

Socioeconomic Characteristics

The demographic factors illustrated in the following maps provide an indication of potential transit demand. Table 16 describes these factors and how they contribute to transit demand.

Table 16. Socioeconomic Characteristics and Transit Demand

Map	Figure Number	Description
Older Adults	Figure 48	Older adults (age 65 and older) may no longer be comfortable driving or are no longer able to drive. Transit allows them to live independently, access healthcare, and meet essential needs.
Young Adults	Figure 49	Younger adults (ages 18-24) are often enrolled in college or just entering the workforce and may not be able to afford to own a personal vehicle.
Zero Vehicle Households	Figure 50	Because these households do not have access to a personal vehicle, they are more likely to depend on transit for daily commutes and other travel needs.
Low-income Households	Figure 51	Income is tied to the likelihood of an individual owning a vehicle. Low-income households may rely more heavily on public transportation to meet their transportation needs.
People with Disabilities	Figure 52	People with disabilities may be more likely to rely on transit and paratransit services to meet their transportation needs and maintain an independent lifestyle.
People of Color	Figure 53	People of color are more likely to use transit than their white peers. People of color often fall into other demographic groups such as low-income and zero vehicle households.

Older Adults

Most areas with high concentrations of older adults (age 65 and up) are located near existing transit service (Figure 48). There are some areas with higher concentrations of older adults living in neighborhoods on the outskirts of the City that lack MMT fixed-route service. Typically, older adults are not a primary fixed-route service ridership market.

Figure 48. Density of Older Adults

Young Adults

Much of Colorado Springs’ young adult population, defined as those between the ages of 18 and 24, is located near transit routes and transfer stations near major educational and employment centers like downtown, military installations, and PPSC (Figure 49). However, there are populations in the northeast and northwest parts of the City with limited transit access. There is limited connectivity into Colorado Springs for young adults living on military bases like the Air Force Academy and Fort Carson.

Figure 49. Density of Young Adults

Zero Vehicle Households

There is a relatively low density of zero vehicle households in Colorado Springs, and the areas with the highest concentrations are well served by existing MMT service (Figure 50).

Figure 50. Density of Households without Access to a Vehicle

Low-Income Households

Low-income households throughout Colorado Springs are well served by existing transit service, except for some neighborhoods outside of the MMT service area in the northeast, northwest, and southwest outskirts of the City (Figure 51).

Figure 51. Density of Low-Income Households

People with Disabilities

Figure 52 shows the density of people with disabilities overlaid with the ADA complementary paratransit service area. People with disabilities live across the region, with some more dense clusters in central and south Colorado Springs. While most people with disabilities have access to MMT fixed-route and/or ADA service, there is a portion of northeastern Colorado Springs that is outside the Mountain Metro Mobility service area and lacks ADA complementary paratransit service.

Figure 52. Density of People with Disabilities

People of Color

Colorado Springs’ non-white residents are generally concentrated in the central and southeast areas of the City and are located near existing MMT fixed-route service (Figure 53). There are some clusters in the north and northeast perimeter of the City that are not served by existing transit routes.

Figure 53. Density of People of Color

Equity Areas

In recent years, the topic of transportation equity has been discussed more frequently and with increasing levels of importance. At its core, transportation equity seeks to prioritize resources to those that need it most. The Council on Environmental Quality (CEQ), under direction from President Biden in January 2021, began development of an online tool called the Climate and Economic Justice Screening Tool (CEJST). This tool includes eight indicators of burden, one of which includes transportation. The equity areas identified from CEJST using the eight indicators are depicted in Figure 54. The highest scoring equity areas are in downtown Colorado Springs and the surrounding areas, which are served by MMT.

Figure 54. Equity Areas

Activity Generators

Many of Colorado Springs’ major employers are located along or near existing transit routes (see Figure 55). There are some notable exceptions, such as the region’s multiple military installations, as well as Penrose-St. Francis Hospital. Table 17 includes a list of employers referenced on the map in Figure 55, listed in order from north to south (not ranked according to employer size).

Figure 55. Major Employers

Table 17. Major Employers

Number	Employer Name
1	Air Force Academy
2	Lockheed Martin
3	Progressive Insurance
4	Children’s Hospital Colorado
5	UC Health Memorial Hospital North
6	Penrose-St. Francis Hospital
7	UC Health Grandview Medical Center
8	University of Colorado – Colorado Springs
9	Colorado Technical University
10	Colorado College
11	UC Health Memorial Hospital Center
12	US Olympic and Paralympic Committee
13	Lockheed Martin
14	Peterson Space Force Base
15	Microchip
16	Pikes Peak State College
17	Cheyenne Mountain Space Force Station
18	Fort Carson

Transit Propensity

Using select socioeconomic data can help determine the overall transit demand for a given area. Areas of higher demand are more likely to generate ridership and support transit service that is provided. Note that this analysis relies on demographic data maintained by the Census Bureau.

This analysis utilized a composite index of demographic groups that exhibit higher-than-average demand for transit service, also known as transit propensity. The groups included in the index include:

• People with disabilities
• Young adults (18-24)
• Low-income households
• Zero vehicle households

To calculate transit propensity, the density of each variable is sorted into quintiles and assigned a score between one and five. The quintile score of each variable is then summed up to determine a total transit propensity score for each census tract.

The index shows that most areas with a high anticipated demand for transit are currently served by existing fixed-route service (Figure 56). However, there is elevated demand in the developing areas in the northeast of the City that may merit expanded service if propensity indicators continue to grow.

Figure 56. Transit Propensity Index

Key Takeaways

• The population in El Paso County and Colorado Springs is expected to grow by 40 to 45% over the next 30 years. The population in the region skews younger but is expected to gradually get older over the next two decades.
• Most of Colorado Springs’ dense residential areas are located near existing transit service, although there are some pockets in northern and eastern parts of the City that are not served by the current system.
• Colorado Springs is anticipating considerable employment growth, with projections showing an increase of more than 150,000 jobs over the next 30 years in the City alone.
• The bulk of jobs in the Pikes Peak region are concentrated in downtown Colorado Springs, with some pockets of less dense employment along the I-25 corridor, both of which are served by MMT. Future job growth is expected in the northern portion of the City between Briargate Parkway and East Woodmen Road, where there is limited MMT service.
• An equity analysis using the CEQ’s CEJST shows that most areas of the City that have the highest need are served by existing local bus routes, although service frequency and span could be expanded in these areas.
• Most major activity generators are served by MMT’s fixed-route network, except for the region’s multiple military installations, as well as Penrose-St. Francis Hospital.

A transit demand analysis showed areas with the highest transit propensity are already served by the existing fixed-route service. However, there is elevated demand in the developing areas in the northeast of the City that may merit expanded service if propensity indicators continue to grow.