(PCC) Program on Chinese Cities – Thoughts on Overseas Travels Series

Authors: Wang Yu,

Director of Planning and Urban Design at Beijing IRENM Design Consulting Co., Ltd. ichbinwangyu@yahoo.com

Across the globe, urban transportation is undergoing profound transformation. Traditional public transit has gradually struggled to meet modern society’s diverse and flexible travel needs. How to integrate resources efficiently and serve broader populations has become a central challenge for transportation planners.

Wilson, a midsize city in North Carolina (Figure 1), was among the first to adopt a microtransit system named RIDE. This new on-demand service model replaced the former fixed-route bus system, significantly improving transportation efficiency and resident satisfaction, and it has become a national exemplar of microtransit in the United States (Figure 2).

Figure 1. Wilson, North Carolina, USA. Image source: Reference [1].

Figure 2. Vehicles of the RIDE system. Image source: Reference [2].

1 Background of the Transition: Challenges Facing Traditional Bus Transit

1.1 Economic and Social Context of Wilson

Long known for its strong industrial base, Wilson ranks among the top ten in industrial output in North Carolina. At the same time, the city has faced high unemployment and poverty rates, with community economic development severely constrained by transportation bottlenecks. A 2017 community study identified three major barriers to employment for Wilson residents. First, transportation: many low-income households lack reliable transportation and thus struggle to find work. Second, childcare: family burdens prevent many parents from working full-time. Third, insufficient skills and experience: residents’ limited qualifications further impede their competitiveness in the labor market.

1.2 Limitations of the Traditional Fixed-Route Bus System

Wilson’s legacy bus system exhibited clear shortcomings:

(1) Limited service coverage: Fixed routes failed to reach low-income neighborhoods and outlying areas.
(2) Long wait times: Headways of up to 60 minutes forced riders to plan trips hours in advance.
(3) Low utilization: Many routes ran with minimal demand, leading to underused service.

2 Microtransit: From Concept to Practice

2.1 Definition and Core Principles of Microtransit

Microtransit is a technology-enabled model that blends elements of public transit and shared mobility. Unlike traditional transit, it leverages dynamic dispatch and on-demand service to better meet individualized rider needs.

Its core principles include:
(1) Flexibility: dynamic dispatch enables rapid route adjustments based on real-time demand;
(2) Sharing: pooled trips integrate multiple riders’ requests, reducing costs and increasing operational efficiency;
(3) On-demand service: rather than fixed stops and timetables, microtransit provides tailored pickups aligned with actual needs;
(4) Technology-driven operations: smartphone apps, real-time data, and algorithmic optimization enable precise, efficient service.

2.2 Wilson’s Implementation Strategy

Wilson employed the following steps in deploying microtransit:

• Full replacement of fixed routes: In September 2020, the city replaced its fixed-route buses entirely with RIDE; microtransit became the sole public transportation option citywide.
• Attracting diverse user groups: Multiple payment methods (cash, credit card, e-payment) and accessibility features ensure easy use by low-income households, seniors, and people with disabilities.
• Community engagement: During planning and rollout, the city conducted surveys and community forums to incorporate residents’ feedback and align the system with local needs.

2.3 Technology and Operating Models

Through technological innovation, Wilson’s microtransit system delivers high operational efficiency, with key features as follows:

(1) Dynamic routing and algorithmic optimization: The core of RIDE is dynamic routing, which plans optimal paths by processing real-time requests with optimization algorithms. Drivers receive live instructions on mobile devices to keep trips efficient.
(2) Virtual stops and expanded coverage: Virtual stops replace traditional fixed stops; they can be generated dynamically near riders, maximizing coverage while reducing walking distances.
(3) Dual operating models: Wilson adopted Via’s Transportation-as-a-Service (TaaS) model—including vehicles, drivers, technology platform, and operations management—to ensure high service quality. A Software-as-a-Service (SaaS) model is available for cities that already possess vehicles and drivers.

2.4 Data-Driven Service Optimization

(1) Analyzing user feedback. By examining booking behavior, trip data, and satisfaction scores, the system continually improves its dispatching algorithms and processes. For example, usage patterns show that 82% of riders book via the mobile app, while phone bookings have dropped to 9%, indicating growing technology acceptance (Figure 3).

Note: The left panel illustrates dynamic route planning and passenger matching—algorithms optimize routes in real time based on riders’ requests. Trips can be booked via app or phone, and vehicles flexibly adjust routes for pickups and drop-offs. The middle panel shows shared rides and virtual stops—multiple riders’ requests are pooled to maximize vehicle utilization; riders walk to system-generated virtual stops instead of relying on fixed stops. The right panel depicts on-demand service and trip completion—after serving all assigned riders, vehicles proceed to the next set of requests, enabling efficient, flexible coverage across a wider area.
Figure 3. Dynamic dispatching and service optimization of Wilson’s RIDE system.
Image source: documents provided by Deputy City Manager Rodger Lentz, Wilson RIDE – Four Years of Microtransit Success.

(2) Iterative improvement. Service is refined based on real-world operations. For example, the system optimized “detour” parameters for vehicle dispatch and increased walking-distance options, expanding coverage while raising overall efficiency (Figure 4).

Note: The map highlights high-density on-demand service points, indicating substantially broader coverage.
Figure 4. Comparison of characteristics between traditional fixed-route transit and on-demand microtransit.
Image source: same as Fig. 3.

2.5 Early Pilots and Public Education

Before the official launch, Wilson conducted a three-month pilot to stress-test responsiveness and problem-solving. The city also promoted the new system widely through local media and community events to help residents adopt the innovation. One resident remarked during the pilot: “The RIDE system has reduced my commute time—I no longer worry about missing a bus at a fixed time.”

3 Operational Outcomes and Data Analysis for RIDE

3.1 Significant Growth in Usage

Over four years, Wilson’s RIDE system achieved substantial growth:

• Year 1 (2020–2021): 96,182 completed trips; average 3.5 passengers per service hour; weekly peak trips reached 2,577; average wait time 18.5 minutes.
• Year 2 (2021–2022): 173,188 trips; 3.9 passengers per service hour; weekly peak 4,215; average wait 18.3 minutes.
• Year 3 (2022–2023): 219,983 trips; 4.4 passengers per service hour; weekly peak 4,730; average wait increased slightly to 22 minutes due to rising demand.
• Year 4 (2023–2024): 229,778 trips; 4.6 passengers per service hour; weekly peak 5,163; average wait held at 22 minutes.

3.2 Pooled Bookings and Efficiency Gains

• Share of pooled bookings: By 2022, about 50% of bookings were pooled trips, enabling highly efficient vehicle utilization through optimized dispatching.
• Demand-responsive smoothing: Peak-period demand curves became more stable, with more rational resource allocation that reduced both idle vehicles and rider wait times.

3.3 Funding Sources and Compliance

RIDE is funded through: (1) Federal support from the Federal Transit Administration; (2) Municipal budget allocations for daily operations; (3) One-time grants jointly supported by the state and private foundations.

To ensure quality, RIDE strictly adheres to FTA compliance requirements, including driver training, drug testing, and regular audits.

3.4 Ongoing Optimization and Public Feedback

RIDE’s success is inseparable from continuous data analysis and user feedback:

(1) Real-time monitoring and optimization: By analyzing booking habits, trip completion rates, and satisfaction scores, the system fine-tunes dispatch strategies (Figures 5 & 6).

Figure 5. Share-ride booking rate and total completed trips by month. Image source: same as Fig. 3.

Note: Active rider counts increased markedly in mid-2021 and again in late-2022, likely related to outreach campaigns or service-area expansions. The rising proportion of returning riders suggests strong satisfaction with the RIDE system. Although new-user growth remains steady, further optimization of marketing and service design may help attract more first-time riders.
Figure 6. Growth trend of active riders.
Image source: same as Fig. 3.

(2) User satisfaction: Surveys show 97% satisfaction, with an average rating of 4.8 out of 5; more than 50% of users report that RIDE indirectly helped them obtain or retain employment.

4 Targeted Benefits for Specific Populations

Through equitable fares and discounts, RIDE demonstrates care for vulnerable groups (children, seniors, people with disabilities), strengthening social equity in transportation. Flexible service hours not only meet daily commuting needs for workers and students but also support weekend leisure and shopping trips, better covering diverse travel needs.

4.1 Convenience and Support for Seniors

(1) Door-to-door service solves mobility challenges. Many seniors cannot walk long distances or use traditional bus stops. RIDE provides direct pickup/drop-off at residences. All vehicles feature accessibility equipment that accommodates wheelchairs, walkers, and other aids.
(2) Phone booking overcomes digital barriers. Recognizing that some seniors are unfamiliar with smartphones, RIDE offers phone reservations with simple, low-friction call-in booking.
(3) Discounted fares reduce financial burden. Seniors can ride at half price—for example, eligible riders pay $1.25 per trip—lowering costs, promoting independence, and encouraging community participation.

4.2 Support for Children and Families

(1) Free or low-cost fares. Children under 8 ride free; discounted passes are available for school-age children, easing the financial burden on families, including low-income households.
(2) Enhanced safety. Compared with fixed-route buses, dynamic routing reduces curbside waiting times, and direct pickups greatly improve safety—especially important for families needing frequent school commutes.

4.3 Equitable Service for Low-Income Households

(1) Broad coverage: RIDE reaches low-income neighborhoods, improving access to jobs and healthcare.
(2) Unbanked payment options: Cash payment is supported, removing reliance on credit cards or bank accounts.

4.4 Potential Benefits for Students

While not designed exclusively for students, RIDE addresses varied mobility needs:

(1) More flexible commutes: On-demand service and dynamic routing help students reliably reach schools, libraries, and after-school activities despite fixed-route limitations.
(2) Support for extracurriculars: Citywide coverage enables participation in after-school programs, competitions, and internships that were previously constrained by rigid bus routes.
(3) Equal access to digital tools: A user-friendly app supports self-service booking; phone reservations are also available for students without smartphones.

5 Future Outlook and Key Challenges

5.1 Opportunities and Technological Advancements

(1) Autonomous vehicles: Wilson plans to explore integrating AVs into RIDE, improving dispatch efficiency and lowering costs—especially in off-peak times and low-density areas.
(2) New energy and sustainability: Gradual adoption of EVs and hydrogen fuel vehicles will reduce emissions and improve energy efficiency, aligning with sustainability goals and lowering long-term costs.
(3) Data intelligence and community engagement: Advanced analytics can forecast peaks and optimize resource allocation; expanded public engagement (forums, regular surveys) will keep services aligned with diverse needs.
(4) Service-area and scale expansion: As the system matures, RIDE plans to extend coverage to nearby residential and industrial zones, adding routes and service patterns to support integrated regional growth.

5.2 Major Challenges and Responses

(1) Sustained funding pressure: While early operations benefited from federal, state, and local support, funding stability is critical as scale grows. Rising operating costs (fuel, wages, maintenance) add pressure. The system still relies on one-time grants and federal allocations, and fare revenue remains insufficient to cover total costs.
(2) Demand volatility: Diverse and expanding service areas introduce instability between peaks and off-peaks—leading to longer waits and resource strain at peaks, and underutilization off-peak—complicating dispatch.
(3) Technology adaptability: Despite dynamic dispatch and virtual stops, further improvements are needed—e.g., responsiveness during demand spikes—and AV/hardware technologies continue to evolve. Seniors and other users may require more digital-friendly design.
(4) Community acceptance: Some residents accustomed to fixed schedules and stops resist change; ongoing communication and outreach are needed to smooth the transition.
(5) Policy and regulatory constraints: Compliance with requirements on driver training, drug testing, background checks, emissions, and safety certification increases operational complexity and cost; shifts in subsidy policies pose risks.
(6) Environmental and social impacts: Although greener than traditional buses, combustion vehicles still limit decarbonization; expanded coverage may raise local traffic volumes. Ensuring equitable access—especially for vulnerable groups—remains essential.
(7) Competition and sustainability pressure: Success attracts competition from private platforms (e.g., Uber, Lyft). Seamless integration with other public modes to enhance system-wide cohesion is a key priority. Business models, funding, and technology innovation must keep evolving to ensure long-term sustainability.

Wilson’s microtransit system not only resolves many limitations of traditional bus service but also offers valuable lessons for other cities. Its practice shows that microtransit is more than a technological innovation—it is a transformation in service philosophy. The union of technology and service is the key to the future of public transportation. Looking ahead, integrating autonomous driving and new-energy vehicles could enable even greener, more efficient operations. To reach that goal, cities should design microtransit models suited to local conditions, strengthen collaboration among governments, technology companies, and communities, and expand R&D and public adoption. In doing so, microtransit can deliver economic, social, and environmental benefits at scale, ensuring convenient, sustainable, and affordable mobility for all residents. This concerns the future of each city and can inject new momentum into global transportation reform—potentially sparking a public-transit revolution worldwide.

References

[1] Wilson, NC–Everything you need to know [EB/OL]. [2025-01-13]. https://brewmastersnc.com/wilson-nc-everything-you-need-to-know/.
[2] Wilson’s RIDE program increases opportunities for young people [EB/OL]. (2023-02-22) [2025-01-13]. https://carolinaacross100.unc.edu/wilsons-ride-program-increases-opportunities-for-young-people/.
[3] Federal Transit Administration. Transforming public transit with a rural on-demand microtransit project [EB/OL]. (2023-04) [2025-01-13]. https://www.transit.dot.gov/research-innovation/transforming-public-transit-rural-demand-microtransit-project-report-0243.