City reviews ambitious 10‑year transit blueprint; consultants warn operating costs could top $5.5–6 million
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Summary
Consultants presented a 10‑year public transportation plan proposing phased service expansion including a West Laramie loop, north–south routes and longer hours; the study estimates capital needs and an ultimate annual operating cost of roughly $5.5–6 million at full build‑out.
City planners and consultants outlined a phased 10‑year public transportation plan that would add fixed‑route service to West Laramie, introduce a north–south loop, extend service hours and phase in fleet purchases and stop infrastructure over time.
Mary Bork (City Manager’s Office) told council the study is a collaborative product with Albany County and noted that county adoption may be needed for some future grant applications. Consultant Paul Zimmerman (Mead & Hunt) summarized findings from outreach and technical analysis: the study identified major gaps — no fixed weekend service to West Laramie, limited transit to the airport, hospital and Greyhound stop, and no consistent north–south service — and suggested a phased build‑out.
Short‑term recommendations (1–3 years) would add a West Laramie loop, adjust routes and stops to better serve retail centers and align evening service on core routes. Midterm (4–7 years) would introduce north–south service (a loop on 9th/15th), and long‑term actions (7–10 years) include an additional loop serving the hospital. The consultant said typical headways would be 20–30 minutes on core routes and that the plan would require roughly 12–15 new vehicles purchased over time and about $1 million for stop infrastructure.
Zimmerman presented cost estimates and funding approaches. He estimated operating costs in current dollars at roughly $5.5–6 million per year at full build‑out and described a per‑hour operating cost of about $87 (including administrative and facilities fees). The team recommended charging a modest fare (one to two dollars per trip) and pursuing a mix of grants, local taxes, public–private partnerships and phased local funding to cover operations and capital.
Council members asked about UW’s current transit costs and delivery options. Zimmerman said university reports indicated roughly $250,000 in recent operating costs but stressed UW currently runs fewer hours and routes than the plan proposes. The consultant discussed governance options including continued university operation for early phases, a possible regional transit authority for mid/long term, and concessionaire or subscription models for specialized services.
Public comment focused on the economic benefits of transit and the local nonprofit Laramie Connections’ service capacity. Mary Bork told council that Laramie Connections is shutting down its transportation service, creating an immediate gap that the plan’s timing could help address; Tim Snowbarger of Laramie Connections described recent annual ride volumes (roughly 3,900–4,000 per year) and urged continued community support for out‑of‑town medical trips.
What happens next: staff and consultants are seeking council feedback and plan adoption to enable grant applications and further design; council members and staff identified funding and governance as the next major tasks.
