METRO Blue Line Extension Project Fact Sheet

Total Page:16

File Type:pdf, Size:1020Kb

METRO Blue Line Extension Project Fact Sheet Opening 2024 Project Facts Route and Stations The planned METRO Blue Line Extension (Bottineau) light rail transit project will operate about 13 miles northwest from downtown Minneapolis through north Minneapolis, Golden Valley, Robbinsdale, Crystal and Brooklyn Park, drawing riders northwest of Brooklyn Park. The line will have 11 new stations in addition to Target Field Station where it will continue as the METRO Blue Line, providing one-seat rides to Minneapolis-St. Paul International Airport and the Mall of America. It will connect Minneapolis and the region’s northwest communities with existing LRT on the METRO Green Line, future LRT on the METRO Green Line Extension (Southwest LRT), bus rapid transit on the METRO Orange Line and METRO Red Line, the Northstar commuter rail line and local and express bus routes. See map on reverse side. Cost Estimate The Blue Line Extension is estimated to cost Hennepin Co $1.536 billion. At this time, it is anticipated $530.92M that funds for capital costs will come from FTA, $752.70M the Federal Transit Administration, Hennepin County, Hennepin County Regional Railroad Authority, Counties Transit Improvement Board and other local cost participation including Brooklyn Park and Minnesota HCRRA Department of Transportation. $149.60M CTIB State MnDOT Brooklyn Park $85.56M $1.00M $8.19M Timeline $8.18M In July 2016, the Federal Transit Administration published the Final Environmental Impact Statement and in September 2016, the FTA issued its Record of Decision. Blue Line Extension anticipates beginning passenger service in 2024 as an extension of the Blue Line. Next steps include: • Complete third-party agreements and finalize design. • Apply for the Full Funding Grant Agreement, which commits the federal government to pay 49 percent of the project’s capital cost. • Construct tracks, stations and facilities; install electrical and communication systems. • Test the system and prepare for revenue operations. www.BlueLineExt.org Twitter.com/BlueLineExt September 2018 Opening 2024 www.BlueLineExt.org Twitter.com/BlueLineExt September 2018 .
Recommended publications
  • CHAPTER 2 Progress Since the Last PMT
    CHAPTER 2 Progress Since the Last PMT The 2003 PMT outlined the actions needed to bring the MBTA transit system into a state of good repair (SGR). It evaluated and prioritized a number of specific enhancement and expansion projects proposed to improve the system and better serve the regional mobility needs of Commonwealth residents. In the inter- vening years, the MBTA has funded and implemented many of the 2003 PMT priorities. The transit improvements highlighted in this chapter have been accomplished in spite of the unsus- tainable condition of the Authority’s present financial structure. A 2009 report issued by the MBTA Advisory Board1 effectively summarized the Authority’s financial dilemma: For the past several years the MBTA has only balanced its budgets by restructuring debt liquidat- ing cash reserves, selling land, and other one-time actions. Today, with credit markets frozen, cash reserves depleted and the real estate market at a stand still, the MBTA has used up these options. This recession has laid bare the fact that the MBTA is mired in a structural, on-going deficit that threatens its viability. In 2000 the MBTA was re-born with the passage of the Forward Funding legislation.This legislation dedicated 20% of all sales taxes collected state-wide to the MBTA. It also transferred over $3.3 billion in Commonwealth debt from the State’s books to the T’s books. In essence, the MBTA was born broke. Throughout the 1990’s the Massachusetts sales tax grew at an average of 6.5% per year. This decade the sales tax has barely averaged 1% annual growth.
    [Show full text]
  • Massachusetts Bay Transportation Authority
    y NOTE WONOERLAND 7 THERE HOLDERS Of PREPAID PASSES. ON DECEMBER , 1977 WERE 22,404 2903 THIS AMOUNTS TO AN ESTIMATED (44 ,608 ) PASSENGERS PER DAY, NOT INCLUDED IN TOTALS BELOW REVERE BEACH I OAK 8R0VC 1266 1316 MALOEN CENTER BEACHMONT 2549 1569 SUFFOLK DOWNS 1142 ORIENT< NTS 3450 WELLINGTON 5122 WOOO ISLANC PARK 1071 AIRPORT SULLIVAN SQUARE 1397 6668 I MAVERICK LCOMMUNITY college 5062 LECHMERE| 2049 5645 L.NORTH STATION 22,205 6690 HARVARD HAYMARKET 6925 BOWDOIN , AQUARIUM 5288 1896 I 123 KENDALL GOV CTR 1 8882 CENTRAL™ CHARLES^ STATE 12503 9170 4828 park 2 2 766 i WASHINGTON 24629 BOYLSTON SOUTH STATION UNDER 4 559 (ESSEX 8869 ARLINGTON 5034 10339 "COPLEY BOSTON COLLEGE KENMORE 12102 6102 12933 WATER TOWN BEACON ST. 9225' BROADWAY HIGHLAND AUDITORIUM [PRUDENTIAL BRANCH I5I3C 1868 (DOVER 4169 6063 2976 SYMPHONY NORTHEASTERN 1211 HUNTINGTON AVE. 13000 'NORTHAMPTON 3830 duole . 'STREET (ANDREW 6267 3809 MASSACHUSETTS BAY TRANSPORTATION AUTHORITY ricumt inoicati COLUMBIA APFKOIIUATC 4986 ONE WAY TRAFFIC 40KITT10 AT RAPID TRANSIT LINES STATIONS (EGLESTON SAVIN HILL 15 98 AMD AT 3610 SUBWAY ENTRANCES DECEMBER 7,1977 [GREEN 1657 FIELDS CORNER 4032 SHAWMUT 1448 FOREST HILLS ASHMONT NORTH OUINCY I I I 99 8948 3930 WOLLASTON 2761 7935 QUINCY CENTER M b 6433 It ANNUAL REPORT Digitized by the Internet Archive in 2014 https://archive.org/details/annualreportmass1978mass BOARD OF DIRECTORS 1978 ROBERT R. KILEY Chairman and Chief Executive Officer RICHARD D. BUCK GUIDO R. PERERA, JR. "V CLAIRE R. BARRETT THEODORE C. LANDSMARK NEW MEMBERS OF THE BOARD — 1979 ROBERT L. FOSTER PAUL E. MEANS Chairman and Chief Executive Officer March 20, 1979 - January 29.
    [Show full text]
  • Building a Better T in the Era of Covid-19
    Building a Better T in the Era of Covid-19 MBTA Advisory Board September 17, 2020 General Manager Steve Poftak 1 Agenda 1. Capital Project Updates 2. Ridership Update 3. Ride Safer 4. Crowding 5. Current Service and Service Planning 2 Capital Project Updates 3 Surges Complete | May – August 2020 Leveraged low ridership while restrictions are in place due to COVID-19 directives May June July August D Branch (Riverside to Kenmore) Two 9-Day Closures C Branch (Cleveland Circle to Kenmore) E Branch (Heath to Symphony) Track & Signal Improvements, Fenway Portal Flood 28-Day Full Closure 28-Day Full Closure Protection, Brookline Hills TOD Track & Intersection Upgrades Track & Intersection Upgrades D 6/6 – 6/14 D 6/20 – 6/28 C 7/5 – 8/1 E 8/2 – 8/29 Blue Line (Airport to Bowdoin) Red Line (Braintree to Quincy) 14-Day Closure Harbor Tunnel Infrastructure Upgrades On-call Track 2, South Shore Garages, Track Modernization BL 5/18 – 5/31 RL 6/18 -7/1 4 Shuttle buses replaced service Ridership Update 5 Weekday Ridership by Line and Mode - Indexed to Week of 2/24 3/17: Restaurants and 110 bars closed, gatherings Baseline: limited to 25 people Average weekday from 2/24-2/28 100 MBTA service reduced Sources: 90 3/24: Non-essential Faregate counts for businesses closed subway lines, APC for 80 buses, manual counts at terminals for Commuter Rail, RIDE 70 vendor reports 6/22: Phase 2.2 – MBTA 6/8: Phase 2.1 60 increases service Notes: Recent data preliminary 50 5/18-6/1: Blue Line closed for 40 accelerated construction Estimated % of baseline ridership
    [Show full text]
  • Tobin Bridge/Chelsea Curves Rehabilitation Project
    Tobin Bridge/Chelsea Curves Rehabilitation Project PROJECT OVERVIEW The Maurice J. Tobin Memorial Bridge and the Chelsea Viaduct (U.S. Route 1) are undergoing rehabilitation in order to remain safe and in service through the 21st Century. Not subject to major rehabilitation since the 1970’s due to concern for regional mobility, work must be undertaken now to ensure this vital roadway link can continue to serve Massachusetts and New England. When complete, this project will remove 15% of the structurally defcient bridge deck in the Commonwealth of Massachusetts. In order to minimize the impacts to the 63,000 vehicles per day using Route 1, the MBTA Bus Routes that cross the viaduct and bridge, and the residents of Chelsea, MassDOT is coordinating the two projects, and resequencing the construction phasing for each project so that construction is carried out efciently, efectively, and in a timely manner. These changes will lessen the impact on commuters and abutters, and reduces the risk of project delays. Massachusetts residents see these two projects as one, and so does MassDOT. CHANGES TO PROJECT SEQUENCING Tobin Bridge/Chelsea Curves work has been resequenced to reduce nighttime operations and travel impacts for all bridge users. The new construction plan shifts work on the Chelsea Viaduct to 2019 to match Tobin Bridge trafc management, continuously allowing 2 lanes of travel in each direction during peak commute hours for the duration of the project. Overall these changes will speed up construction, increase the availability of two travel lanes in each direction, reduce the impacts on commuters using the corridor, and allow for main line work completion in 2020.
    [Show full text]
  • Appendix a Northeast Corridor: Mobility Problems and Proposed Solutions
    Appendix A Northeast Corridor: Mobility Problems and Proposed Solutions BACKGROUND EXISTING CONDITIONS The Northeast Corridor extends from the Boston Harbor to Merrimac, Amesbury, and Salisbury bor- dering New Hampshire north of the Merrimack River. The corridor includes eight cities, 24 towns, and East Boston (a neighborhood of Boston), including Logan Airport. In the Northeast Corridor is found the historic factory city of Lynn, as well as the maritime communities of Salem, Marblehead, Beverly, Gloucester, and Newburyport. Large swaths of the corridor north of Cape Ann are protected marine estuaries. The MBTA offers rapid transit, bus, and commuter rail services across much of this corridor. The Blue Line has eight stations from Maverick Square in East Boston to Wonderland in Revere. The Blue Line also has a stop serving Logan Airport, from which dedicated free Massport shuttle buses circulate to all air terminals. MBTA Blue Line service to Logan Airport has recently been supplemented by the popular Silver Line bus rapid transit service from South Station. Maverick and Wonderland Stations both serve as major bus hubs, though some important services operate from other stations, notably buses to Winthrop from Orient Heights operated by Paul Revere Transportation under contract to the MBTA. MBTA buses also serve the corridor communities of Chelsea, Saugus, Lynn, Swampscott, Marblehead, Salem, Peabody, Beverly and Danvers. Many MBTA buses in this corridor operate all the way to Haymarket Station, in Boston Proper. These routes use the I-90 Ted Williams Tunnel, Route 1A Sumner Tunnel, or U.S. Route 1 Tobin Bridge. Because these routes use the regional express highways, they are able to provide a high level of service.
    [Show full text]
  • Red / Blue Line Connector Assessment – Land Use, Population, and Ridership Memo 2 2
    SUMMARY MEMORANDUM: POPULATION, LAND USE, AND RIDERSHIP CHANGES UPDATE TO THE 2010 DEIR FOR THE RED LINE/BLUE LINE CONNECTOR Published October 2018 1. Introduction In 2010, Massachusetts Department of Transportation (MassDOT) conducted a study to evaluate the connection of the Massachusetts Bay Transportation Authority’s (MBTA’s) Red Line and Blue Line in Boston. The Red/Blue Line Connector Project consisted of extending the Blue Line beyond its current terminus at Bowdoin Station along Cambridge Street to the Red Line at Charles/ MGH Station. In March 2010, MassDOT submitted a Draft Environmental Impact Report (DEIR) pursuant to the Massachusetts Environmental Policy Act (MEPA). In May 2010, MEPA approved the DEIR. At the time, MassDOT had not identified funding for the construction of the Project. Recent changes in development and growth in Revere, East Boston, and Cambridge, as well as advancements in construction technologies, have generated a renewed interest in revisiting the need for the Red/Blue Line Connector. MassDOT’s Office of Transportation and Planning (OTP), working with the MBTA, has initiated a study to reassess the Project by revisiting previous assumptions developed during the 2010 DEIR. The purpose of this memorandum is to update the data and assumptions regarding population, land use, and ridership from the 2010 DEIR’s Purpose and Need. The 2010 DEIR focused primarily on four Census tracks surrounding the Cambridge Street corridor project area. However, due to their current access to the Blue and Red lines, the communities in this area would likely not have a large effect on demand for and use of the connection.
    [Show full text]
  • CHAPTER 5 Priorities for Achieving a State of Good Repair
    CHAPTER 5 Priorities for Achieving a State of Good Repair To achieve a state of good repair (SGR), infrastructure assets must be replaced as safety standards or obsolescence dictates. Once a state of good repair has been achieved, the most effective way to sustain the optimum performance of these assets is preventive maintenance. Deferring maintenance, even for a short time, accelerates the degradation of infrastructure assets. Proper attention to main- tenance can greatly extend useful life and reduce costs overall. In addition, proper maintenance is critical for providing safe and reliable service. The key components of a successful, ongoing preventive maintenance program include adequate personnel and the tools, equipment, and materials necessary to complete maintenance tasks within a reasonable time frame. It is imperative that these resources be made available in order for the MBTA to maintain efficient and safe operations that meet the needs of the riding public. The following discussion surveys the categories of the MBTA’s infrastructure assets, describing the status of each and highlighting the most important capital investments that will need to be made during the time frame of this PMT to bring the system into SGR. A more comprehensive list of SGR needs can be found in Appendix H. In addition to the currently identified SGR projects, it is anticipat- ed that prior to 2030 many capital assets presently in serviceable condition will reach end-of-life and require replacement. PRIORITIES FOR ACHIEVING A ST A TE OF GOOD RE pa IR 5-1 REVENUE VEHICLES Revenue vehicles are those vehicles that are used in the direct provision of services to the public.
    [Show full text]
  • MBTA Tariff and Statement of Fare and Transfer Rules
    MBTA Tariff and Statement of Fare and Transfer Rules Adopted by the Fiscal and Management Control Board June 6, 2016 Effective July 1, 2016 Revised June 15, 2018 Contents Introduction ................................................................................................................................ 3 MBTA Fare Media ...................................................................................................................... 3 CharlieCard ............................................................................................................................ 3 CharlieTicket .......................................................................................................................... 5 Paper Tickets ......................................................................................................................... 6 Cash ....................................................................................................................................... 6 Commuter Checks and benefit cards ...................................................................................... 7 mTicket ................................................................................................................................... 7 MBTA Fare Vending and Validation ........................................................................................... 8 Fare Vending Machines .......................................................................................................... 8 On-board Fareboxes .............................................................................................................
    [Show full text]
  • Improving South Boston Rail Corridor Katerina Boukin
    Improving South Boston Rail Corridor by Katerina Boukin B.Sc, Civil and Environmental Engineering Technion Institute of Technology ,2015 Submitted to the Department of Civil and Environmental Engineering in partial fulfillment of the requirements for the degree of Masters of Science in Civil and Environmental Engineering at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY May 2020 ○c Massachusetts Institute of Technology 2020. All rights reserved. Author........................................................................... Department of Civil and Environmental Engineering May 19, 2020 Certified by. Andrew J. Whittle Professor Thesis Supervisor Certified by. Frederick P. Salvucci Research Associate, Center for Transportation and Logistics Thesis Supervisor Accepted by...................................................................... Colette L. Heald, Professor of Civil and Environmental Engineering Chair, Graduate Program Committee 2 Improving South Boston Rail Corridor by Katerina Boukin Submitted to the Department of Civil and Environmental Engineering on May 19, 2020, in partial fulfillment of the requirements for the degree of Masters of Science in Civil and Environmental Engineering Abstract . Rail services in older cities such as Boston include an urban metro system with a mixture of light rail/trolley and heavy rail lines, and a network of commuter services emanating from termini in the city center. These legacy systems have grown incrementally over the past century and are struggling to serve the economic and population growth
    [Show full text]
  • Performance Report
    TRACKER MassDOT’s Annual Performance Report Fiscal Year 2016 Stephanie Pollack | Secretary and CEO Prepared by the Office of Performance Management and Innovation November 2016 MassDOT | FY16 Tracker 2 Title VI Notice The Massachusetts Department of Transportation (MassDOT) fully complies with Title VI of the Civil Rights Act of 1964 and related state laws. MassDOT offers a variety of resources/services in Spanish, Portuguese, Haitian Creole, Khmer, Chinese and Vietnamese, among others, free of charge. Services include but are not limited to the following: oral interpreters, written language services and translations of vital documents. If you need help understanding this document because you do not speak English or have a disability which impacts your ability to read the text, please contact MassDOT’s Office for Diversity and Civil Rights at (857) 368-8580 or (617) 368-7306 (TTY) or via our website at www.massdot.gov. If you believe that you or anyone in a specific class of persons has been subjected to discrimination prohibited by Title VI and other nondiscrimination laws based on race, color, national origin, sex, age, disability or gender, you or your representative may file a complaint with MassDOT, which we can help you to complete. A complaint must be filed no later than 180 days after the date of the alleged discrimination. If you require further information, please contact MassDOT’s Office for Diversity and Civil Rights at (857) 368-8580 or (857)-266-0603 (TTY) or via our website at www.massdot.gov. Aviso de Título VI El Departamento de Transporte de Massachusetts (MassDOT) cumple plenamente con el Título VI de la Ley de Derechos Civiles de 1964 y las leyes estatales relacionadas al mismo.
    [Show full text]
  • How to Get There
    How to Get There Hampden County Wednesday, December 13th, 2017, 8:00 a.m. to 12:00 p.m. Friends of the Homeless Resource Center/Shelter 755 Worthington St., Springfield, MA 01105 By Public Transit: From the Holyoke Transportation Center take the P21 Express Bus to the Springfield Bus Terminal. At the Springfield Bus Terminal, take the B17 bus to the Eastfield Mall via Worthington Street and the bus stop is directly in front of 755 Worthington St., Springfield. By Car: From the North: Take Rt. 91S to Springfield for about 18 miles, take Exit 8 for I-291/US 20 E. Keep left to continue to Exit 2, follow the signs Chestnut St. and merge onto Chestnut St. Turn right onto Liberty St., and use the left 2 lanes to turn left at the first cross street onto Dwight St. Turn left onto Worthington St, and the destination will be on the right. From the South: Take 83N towards Springfield for a little over 2 miles and take a slight right onto White St. for about 1.5 miles. Turn left onto Allen St., continue straight onto Walnut St., keep straight onto Federal St., and turn left onto Worthington St., and the destination will be on the left. From the East: Take the Mass Pike West toward Springfield/Albany. Take Exit 6 for I-291 toward Springfield/Hartford. Use the left 2 lanes to turn left onto I-291W, (signs for Interstate 291 W/Interstate 91/Springfield). Take Exit 4 for St. James Ave. toward Chicopee Falls and stay on St.
    [Show full text]
  • MBTA Transit Asset Management Plan Massachusetts Bay
    The following document was created by the Massachusetts Bay Transportation Authority (MBTA). This document file may not be fully accessible. If you would like to request this file in a different format, please contact the Central Transportation Planning Staff (CTPS) via email at [email protected]. CTPS will coordinate your request with the MBTA. SEPTEMBER 2018 MBTA Transit Asset Management Plan Massachusetts Bay Massachusetts Bay Transportation Authority Transportation Authority MBTA TRANSIT ASSET MANAGEMENT PLAN This page intentionally left blank This page intentionally left blank PAGE 4 OF 143 MBTA TRANSIT ASSET MANAGEMENT PLAN Table of Contents Executive Summary .................................................................................................................................................... 5 Introduction ....................................................................................................................................................... 15 MBTA Background ................................................................................................................................. 15 Scope of Transit Asset Management Plan ...................................................................................... 16 Objectives .................................................................................................................................................. 17 Accountable Executive and Strategic Alignment ........................................................................ 18 Plan
    [Show full text]