HomeMy WebLinkAbout20090817 - VIII-C-1ALigLiSt I I, 2~~9
TO: The Honorable Mayor and City Council
FROM: John Grossman EDRA Director
RE: Red Rock Corridor Commuter Bus Study
SUMMARY
Andy Gitzlaff and Ted Schoenecker, Washington County Transportation Planners and
staff to the Red Rock Corridor Commission, and Salima O'Connell, Dakota County
Transit Specialist, will present a recent study for commuter bus service between Hastings
and downtown St. Paul and Minneapolis. The Commission will soon consider taking
steps to implement the recommendations and would like to be sure of City support.
BACKGROUND
The Red Rock Corridor nms between Hastings, St. Paul and Minneapolis. The
Commission is a joint powers board representing all the counties and cities linked by the
corridor. Washington County Commissioner Myra Peterson is the Chairperson.
Commissioner Joe Harris represents Dakota County, and Councilperson Barbara
Hollenbeck represents Hastings.
BUS STUDY
Red Rock originally envisioned commuter trains using existing freight rail. However, a
feasibility study showed that the number of riders would not support the higher capital
costs of commuter rail. Starting service with busses was recommended to build up the
number of riders. The recently completed study found that the bus alternative would be
feasible. A summary of that report is attached.
DECISIONS TO BE MADE
Before committing to secure finding for both capital and operating costs, and to negotiate
a service contract with a provider, the Commission needs to be sure that the communities
that would be served are willing and supportive partners.
SUPPORTIVE PLANNING AND LAND USE
Hastings EDRA property adjacent to the station will continue to be held for transit
parking. Nearby EDRA property is suitable for additional transit-oriented uses.
The city comprehensive plan, downtown master plan and zoning all endorse the
downtown location and transit-oriented development concepts. Downtown is a designated
redevelopment project area with tools that would support station area development.
RECOMMENDATION FOR A MOTION OF SUPPORT:
The Hastings City Council concurs with the Red Rock Commission's direction: starting
the bus system as soon as possible, intending to transition to rail when conditions permit.
The Council would like to see the initial service to Minneapolis and St. Paul established,
then additional mid-day service added and eventual extension to Prairie Island and Red
Wing. The Council anticipates supporting transit through station area land use, parking
and transit-oriented development activities.
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Draft
Summary Report
Commuter Bus Feasibility Study
Prepared by:
and
Connetics Transportation Group
July 30, 2009
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1. Introduction
One of the short-term strategies recommended in the 2007 Red Rock Corridor
Alternatives Analysis is to build a stronger transit base in the corridor by expanding bus
service, increasing bus frequency and providing additional park-and-ride facilities. In
October 2008, the Red Rock Corridor Commission began the Commuter Bus Feasibility
Study to evaluate options for adding/expanding bus service and park-and-ride facilities
along the Red Rock Corridor from Lower Afton Road in St Paul, Newport, Cottage Grove,
Hastings, Prairie Island Indian Community and Red Wing to both downtown St. Paul and
Minneapolis in a manner that supports the Commission's long-range vision for
commuter rail service in the corridor. The project scope had four parts:
^ Assess travel needs within the corridor
^ Develop operating concepts to serve travel needs
^ Evaluate operating concepts
^ Develop recommended service plan with the following components:
- Service delivery
- Financial plan
- Implementation plan
Over the course of the Study, six Technical Advisory Committee (TAC) meetings
consisting of representatives from Corridor Counties and Cities, the Prairie Island Indian
Community, the Metropolitan Council, Metro Transit and the Minnesota Department of
Transportation (Mn/DOT) were held to develop and review potential operating
alignments and segments. Initially, four scenarios were created. The first three only
traveled as far as Hastings with variations in service span and intermediate stops. The
fourth scenario was the longest, bringing service further south to Prairie Island Indian
Community and Red Wing.
Ultimately, the stakeholders selected a modified version of the second scenario. This
version provides eight daily trips (four in the morning and four in the afternoon)
between Hastings and Minneapolis and six daily trips (three in the morning and three in
the afternoon) between Hastings and St. Paul. This scenario was the most direct with no
deviations off of TH 61. Projected ridership is 200 riders per day on the Minneapolis
route and 160 riders per day on the St. Paul route. Annual ridership projections for the
two routes are 91,800 passenger trips.
A service implementation plan has been developed that addresses management and
oversight, fare policy and funding, marketing and branding, procurement, facilities
development, and implementation schedule. This Summary Report presents the salient
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points of the Commuter Bus Feasibility Study; details of the technical analysis completed
for the Study are documented in Technical Memorandums 1 through 4, provided under
separate cover.
1.1 Existing Corridor Conditions ~~ . ~~"`
^ The Corridor is served by three transit ~~'~
routes. Metro Transit Routes 361 `
and 365 provide express service to
downtown St. Paul and Minneapolis,
respectively. Route 364 through the
}r :>
Metropolitan Transportation Services __ .. -
also serves downtown St. Paul via St. Paul Park and Newport.
^ There are two existing park-and-ride lots along the Corridor. Access to the
Cottage Grove park-and-ride lot is through the west TH 61 frontage road south
of the 80th Street interchange. It has 490 parking spaces and is served by Routes
361 and 365. The Lower Afton park-and-ride is located at the southeast corner
of Lower Afton Road and TH 61. It has 110 parking spaces and is currently over
capacity.
1.2 Existing Transit Needs
Table 1 presents the range of existing potential transit ridership for the Red Rock
Corridor using 2006 longitudinal Employer-Household Dynamics (~EHD) data and a
range of mode split values from the Northstar commuter coach service, Hiawatha ART
line, and Metro Transit's 2008 park-and-ride survey.
Table 1. 2006 Range of Potential Ridership by Ori~in1
Daily Transit-Trips to/from Downtowns
Origin Low Medium High
Minneapolis St. Paul Minneapolis St. Paul Minneapolis St. Paul
Lower Afton Road 18 100 22 14 24 22
Newport 14 60 16 8 18 12
St. Paul Park 8 60 10 8 12 12
Cottage Grove 40 200 46 30 52 44
1 Estimated 2006 ridership by origin and destination is based on 2006 Longitudinal Employer-
Household Dynamics data.
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Daily Transit-Trips to/from Downtowns
Origin Low Medium High
Minneapolis St. Paul Minneapolis St. Paul Minneapolis St. Paul
Hastings 16 80 18 12 22 16
Prairie Island 2 20 2 2 2 2
Red Wing 4 0 4 4 2
Total 1,00 500 1,16 72 1,32 1,08
1.3 Case Studies
The Case Studies presented select characteristics of existing commuter bus services in
peer U.S. cities to help guide the Feasibility Study. Highlights of lessons learned are:
^ Define appropriate fare structure to encourage ridership.
^ Design routes and locate park-and-ride facilities to optimize travel time.
^ Provide direct service to multiple locations to optimize ridership.
^ Operate buses from park-and-ride facilities where commuter rail stations will be
located to maximize capital investment along with training patrons to use the
facility in the interim, with the long-term focus of commuter rail service.
1.4 Alternatives Considered
Four scenarios were considered for proposed commuter bus service in the Corridor.
Each of the four scenarios include a new park-and-ride facility in Newport (to be served
by Route 364) to provide capacity relief for the Lower Afton Road park-and-ride and a
new park-and-ride facility at the Hastings Depot. Table 2 summarizes select
characteristics of each scenario.
Table 2. Description of Operating Scenarios
Scenario Bus Trips per Day Fleet Estimated Gross Capital Cost:4 O&M Cost:4
Description Requirement: Additional Ridership gus Purchase/ Bus Purchase/
Peak [Total] (Transit Trips)Z, s [Bus Leasing] [Bus Leasing]
1: Extension of Minneapolis: 10 7 [9] Minneapolis: 160/days $8.38 million/ $650,000 -
Routes 361 and St. Paul: 6 St. Paul: 80/day [$1.45 million] $850,000
365 to Hastings Total Annual: 61,200 [$1,100,000 -
Net Annual: 35,700 $1,325,000]
z Total Daily Transit Trips x 255 weekdays per year on average.
s Based on Metro Transit's 2008 park-and-ride survey, which indicated that approximately 50 vehicles
parked at the Lower Afton and Cottage Grove facilities had license plates originating south of Cottage
Grove including Hastings and points south.
4 Year 2009 dollars.
5 The new bus trips from Hastings will have longer travel times relative to other scenarios due to the
route deviation and stop in Cottage Grove.
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Scenario Bus Trips per Day Fleet Estimated Gross Capital Cost: O&M Cost:
Description Requirement: Additional Ridership gus Purchase/ Bus Purchase/
Peak [Total] (Transit Trips)Z, s [Bus Leasing] [Bus Leasing]
2: Introduce Minneapolis: 10 8 [10] Minneapolis: 220/day $11.40 million $600,000 -
new commuter St. Paul: 6 St. Paul: 160/day [$1.86 million] $850,000
coach service Total Annual: 96,900 [$1,025,000-
to/from Net Annual: 71,400 $1,375,000]
Hastings
3: Scenario 2 Minneapolis: 12 8 [10] Minneapolis: 250/days $11.59 million $825,000 -
plus midday St. Paul: 8 St. Paul: 200/day [$2.05 million] $1,000,000
service Total Annual: 114,750 [$1,375,000-
Net Annual: 89,250 $1,550,000]
4: Scenario 3 Minneapolis: 12 8 [10] Minneapolis: 290/day8 $12.28 million $975,000 -
plus service to St. Paul: 8 St. Paul: 220/day [$2.74 million] $1,225,000
Prairie Island Total Annual: 130,050 [$1,650,000 -
Indian Net Annual: 104,550 $1,750,000]
Community
and/or Red
Wing
1.5 Evaluation of Alternatives
Each of the four service plan scenarios were evaluated using the following criteria and
for options with bus purchase and with bus leasing.
^ O&M Cost Effectiveness
- Cost per Passenger Trip
- Cost per In-Service Hour
^ Ridership Effectiveness
- Riders per Bus-Trip
- Riders per Bus Hour
^ Annualized Cost per Passenger Trip
^ Annual Operating Subsidy Required.
1.6 Recommended Scenario
Table 3 presents results for each effectiveness measure as well as a comprehensive
ranking. The ranking system is based on a four-point system, with 1 being given to the
highest-rated scenario for a specific measure and 4 to the lowest-rated scenario.
e Scenario 2 ridership estimate assumes medium-range estimate because of added connectivity via the
future Central Corridor LRT line, scheduled to begin revenue service in 2014.
Scenario 3 ridership estimate assumes the midpoint between medium- and high-range estimates
because of added connectivity provided by the future Central Corridor LRT line, scheduled to begin
revenue service in 2014 and midday service.
a Scenario 4 ridership is based on Scenario 3 plus potential ridership from the Prairie Island Indian
Community and Red Wing.
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^ Scenario 2 is the recommended operating scenario. Discuss implementation of
Scenarios 3 and/or 4 within the context of broader Corridor policies.
^ Explore bus leasing for the initial introduction of commuter bus service in this
corridor to reduce initial capital outlay; test service and facilitate service
adjustments; and avoid long lead times typically associated with bus
procurement.
^ Develop Alternate Scenario 2 that reduces the number of trips between Hastings
and Minneapolis and identify its potential operating efficiencies, summarized as
follows:
- Fleet Requirement -Seven peak/nine total from eight peak/10 total
- Annual In-Service Hours -Reduced from 4,080 to 3,500
- Potential Ridership Reduced -From 220 to 200 transit trips per day
- Annual O&M Cost -Annual cost savings of $75,000 to $100,000 with bus
purchase; $150,000 with bus leasing.
- Annual Operating Subsidy - Potential reduction of $75,000 with bus
purchase; just under $200,000 with bus leasing.
Table 3. Comprehensive Ranking of Scenarios
Scenarios Scenarios
Eff
ti
M With Bus Purchase With Bus Leasing
ec
veness
easure
1 2 3 4 1 2 3 4
Cost per Passenger Trip 4th 1st 2nd 3rd 4th 1st 2nd 3rd
Cost per In-Service Hour 3rd 4th 1st 2nd 3rd 4th 2nd 1st
Riders per Trip 4th 2nd 3rd 1st 4th 2nd 3rd 1st
Riders per In-Service Hour 4th 1st 2nd 3rd 4th 1st 2nd 3rd
Annual Cost per Passenger Trip 4th 3rd 2nd 1st 4th 1st 2nd 3rd
(O&M + Capital)
Annual Subsidy 2nd 1st 3rd 4th 2nd 1st 3rd 4th
Comprehensive Score 4tn 1st 2nd 3rd 4th 1st 2nd 3rd
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2. Implementation Plan
Based on the recommendation to proceed with Alternate Scenario 2, following is a
summary of the proposed implementation plan for the Red Rock Corridor commuter
coach service:
2.1 Management and Oversight
^ Potential responsible agents:
- Metropolitan Council (Metro Transit) -Metro Transit has in-house technical
expertise to manage daily operations. There may be efficiencies provided
when integrating the proposed service plan into its existing operations.
However, its long-range plans and current funding commitments do not
identify implementing the expansion of express bus service and construction
of a new park-and-ride in Hastings between 2013 and 2030. If this option is
pursued, then continued advocacy for and coordination with the
Metropolitan Council are recommended on extending Routes 361 and 365 to
Hastings, although this option will not guarantee that service will be
expanded within the next 12 to 18 months, which is a goal of this Study.
- Red Rock Corridor Commission - The Red Rock Corridor Commission
("Corridor Commission") could be the responsible agent and take the lead in
implementing the preferred expanded service scenario. The Corridor
Commission would be responsible for obtaining funding for both the capital
and operating expenses, is similar to the existing arrangement for Route 888
commuter coach service (Elk River) through the Northstar Corridor
Development Authority's contract with ~aidlaw. Under this option, the
Corridor Commission will need to determine if the preferred operating
service scenario will be implemented for a short term period as a
demonstration project (typically from 1 to 3 years) or as a permanent service
that will need to be funded on an annual basis.
The following information assumes that the Corridor Commission could be the
responsible agent and take the lead in implementing the preferred expanded service
scenario.
Daily Operations Management
^ Funnel coordination of all functions through one designated governmental
entity.
^ Day-to-day staff time would be most intense before service start-up, tapering
down to 30 to 50 percent afterwards.
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^ Pre-start-up responsibilities: service contract development and procurement;
vehicle and equipment procurement; facilities development; and preparation of
a marketing plan. Post-start-up: service contract management service
monitoring. Some functions may be provided by the contracted service
provider, depending on the provisions in the service contract.
Service Contracting and Staffing
^ Recommended contracting the service in the short-term to minimize initial
capital outlay and desire to implement service within 12 to 18 months.
^ Staffing requirements to be part of service contract and will include these
functions: Administrative (e.g. Accounting, Human Resources); Operations (e.g.
operators and supervisors); and Maintenance (e.g. mechanics).
2.2 Fare Policy and Funding
Fare Policy
^ Proposed one-way cash fare: Hastings to St. Paul - $3.25; Hastings to
Minneapolis - $4.75.9
^ Considerations:
- Fare reciprocity with other regional providers to ensure full system
integration.
- Cash handling using the regionally-approved electronic farebox.
9 These proposed fares will be reviewed as part of the next steps towards service implementation, and
will be done to ensure that proposed fares can be properly accommodated within the regional fare
system.
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Potential Funding Sources
The subsidy calculations in this Study assume that discounted fares result in a net
collection of 70 percent of the defined cash fares, resulting in a net subsidy requirement
of $788,100. To cover this gap, Table 4 the following potential funding sources are
identified for consideration:
Table 4. Summary of Potential Funding Sources
Potential Funding Can be Used for:
F
di
S
C
t
Source un
ng
ource ommen
s
Capital? Operating?
CMAQ Yes Yes Federal, with Next opportunity to apply is in 2011 for
local match project implementation in 2015 or 2016.
requirement Funding may be used for demonstration
projects for up to three years in duration.
CTIB See Comments. focal Limited funds are available. Washington
(5 Twin Cities County has some flexibility to use its
Counties) share of the funds for the next three
years.
Mn/DOT Bridge See Comments. State Requires direction from the State
Replacement Funds legislature or special appropriations as
part of the next bonding bill.
Greater Minnesota Yes Yes Federal Cities and counties outside the seven-
Transit Grants (formula funds) county Twin Cities metropolitan area are
and State eligible, such as the City of Red Wing.
Includes FTA Section 5311 funds.
focal Government See Comments. focal Potential funds include TIF and bonds,
General Funds whose uses vary.
Regional Transit Yes Yes focal Formerly known as the Transit Taxing
Capital District. Joining the RTCC (i.e. the City of
Communities Hastings) does not guarantee transit
service or facilities through this tax levy.
Chapter 152 Yes Yes State Mn/DOT's 2009-2028 Statewide Highway
Statewide Transit Investment Plan includes $50 million for
Enhancement Funds statewide transit facility improvements as
specified in 2008 Chapter 152 legislation.
Mn/DOT will issue solicitations in August
2009. Applications due in September
2009. Maximum individual award is
io
$6 million.
Public Yes Yes Federal Created through SAFETEA-~U and funded
Transportation on as a takedown under Section 5311
Indian Reservations program. Based upon an annual national
(5311(c)) competitive selection process by FTA.11
io Source: Minnesota Statewide Transportation Plan 2009-2028, Minnesota Department of
Transportation.
ii Source: http://www.fta.dot.gov/printer_friendly/grands_financing_3553.html.
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2.3 Procurement Process
Prior to the start-up of service, the Corridor Commission will need to enter into a
procurement process for vehicles and equipment, and/or service:
Vehicle and Equipment Procurement
^ Considerations regarding vehicle purchase -Lessens annual contract costs for
O&M, but requires more capital outlay at project initiation. Requires more lead
time for through competitive bid process that may delay service
implementation. Entails long-term investment and commitment from the
Corridor Commission. Should the service not meet ridership expectations, the
Commission would be shouldered with nine transit coaches and no place to use
them.
^ Service contract procurement -Allow for sufficient lead time to support pre-bid
communications, evaluation, interviews, awards and actual project start-up upon
selection.
^ Procurement process - Initiating a vehicle, equipment, and/or service
procurement process requires advance planning by the sponsoring
governmental entity.
2.3 Other Implementation Considerations
Operations Plan Refinement
Refinement of Alternate Scenario 2 service plan is required prior to service
implementation. Enhancements to the service plan will address schedule and running
times, ridership forecasts, and financial assumptions. Updates should capture any
refinements related to project definition (e.g. change in proposed service levels, travel
times, fares).
Marketing Plan
Potential riders must be aware of the service and its advantages. Develop a marketing
strategy to ensure widespread acknowledgement and acceptance of the service
amongst users and non-users alike.
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Facilities Development
Facilities will potentially require the most lead time out of all of the pre-startup activities
for the project. The next step towards service implementation also needs to determine
ownership and maintenance responsibility related to new facilities that include costs.
^ Hastings Depot Park-and-Ride -The initial segment of the Red Rock bus service
will originate at a newly developed park-and-ride facility in Hastings. The
proposed site (owned by the City of Hastings) is situated along the west side of
the Hastings Train Depot, located three blocks east of TH 61. Given the site's
proximity to the existing railroad Corridor, this location is ideal for long-term
park-and-ride investment. The parking area can transition from abus-oriented
operation to a commuter rail operation with minimal adjustments and cost
outside of the initial outlay.
^ Downtown Minneapolis and St. Paul Facilities -Coordinate existing and future
downtown layover facilities and bus stops with Metro Transit (e.g Minnesota's
Union Depot).
^ Lower Afton Road Park-and-Ride -The current proposed service plan for Red
Rock commuter bus service does not assume service a stop at this facility. A
future stop here will require discussions with Metro Transit.
^ Maintenance Facility- With bus leasing, vehicle maintenance should be included
as part of any potential contractor's bid.
Service Monitoring Requirements
A service monitoring program is essential for the Corridor Commission to determine the
project's long-term sustainability. Ultimately, this program will track daily, monthly and
annual ridership and determine if the service is meeting the projected ridership goals.
Future Service Expansion
Other service scenarios were considered in this study that reflected more robust service
(e.g. midday trips) and a route extension to the Prairie Island Indian Community and Red
Wing. Evaluation of Scenarios 3 and 4 indicates that such service is not warranted at
this time. Another potential transit market is the I-494 Corridor between Normandale
Boulevard and the Mall of America/Minneapolis-St. Paul International Airport. The 1-
494 Corridor is outside the Red Rock Corridor, so it was not analyzed to the same degree
as the four service plan scenarios. The service monitoring program described earlier in
this section and documented customer requests should be used to gauge potential
future expansion of Red Rock commuter bus service.
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2.S Implementation Schedule
Red Rock Corridor Commission as Responsible Agent
The process of selecting a contract service provider and completing pre-start-up service
tasks cannot begin in earnest until key policy decisions are made by the Corridor
Commission. To facilitate these decisions, a series of workshops are suggested as
follows, with specific sub-topics for discussion:
^ Workshop #1-Management/Oversight
- How will the service be funded?
- Who will be the designated governmental entity responsible for day-to-day
operations, including the selection of a Project Manager?
- Will the service be implemented for ashort-term period as a demonstration
project or as a permanent service that will require ongoing funding?
- Are buses going to be purchased or part of a service contract?
- What functions are to be contracted out vs. directly operated?
- If any functions are to be directly operated, what are the local government
staff requirements?
^ Workshop #2 -Funding/Fare Policy
- What are the established fares?
- Will discounted fares be offered?
- What reciprocal fare arrangements will be made with other regional service
providers?
- Where will additional funding be obtained to cover anticipated costs?
^ Workshop #3 -Service/Equipment Procurement
- What is the scope of services/equipment to be described in the RFP?
- What start-up service tasks should be included in the scope?
- What performance incentive clauses should be included?
- What should be the method of payment?
- What administrative requirements will be included?
- What criteria shall be used for evaluating proposals?
- What is the scheduled procurement process?
^ Workshop #4 -Marketing
- Who will be responsible for preparing a marketing plan?
- What is the designated budget for marketing tasks?
- Who will be responsible for implementing the marketing plan?
Figure 1 presents the anticipated time required for each start-up task, based on
solidified funding commitments.
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Metropolitan Council (Metro Transit) as Responsible Agent
If the Metropolitan Council (Metro Transit) is the responsible agent, a series of meetings
will be required with the Corridor Commission to reach agreement on issues such as:
^ Potential requirement of expanding the RTCC to include Hastings and any
additional potential funding requirements for the service.
^ Specific bus routing and schedules
^ Schedule for constructing the Hastings park-and-ride lot
^ Schedule for implementing bus service
^ Marketing activities and responsibilities for those activities
^ Ridership monitoring requirements and service performance standards.
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Hastings City Council
Presentation
August 17, 2009
Red Rock Corridor
Progress Update
What we will cover
Overview of Red Rock Corridor
?
Corridor Implementation Plan
?
Build the base –expanded bus service
?
Plan for the future –commuter rail / high speed rail
?
Commuter Bus Feasibility Study Results
?
What is Hastings Vision for Transit?
?
Cedar Avenue “Case Study”
?
Next Steps
?
Overview of Red Rock Corridor
Commission
A Joint Powers Commission of County Rail Authorities, Corridor
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Communities and stakeholders
Dakota CountyNewportCottage Grove
Hennepin CountySt Paul ParkSt Paul
Ramsey CountyMinneapolisDenmark Twp.
Washington CountyHastingsRed Wing*
Goodhue County*CP Railway*Prairie Island Nation*
Formed in 1998 to address the transportation needs of the Red
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Rock Corridor
*
Ex-0fficio Members
Overview of the Red Rock Corridor
Runs along Hwy 61 and
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I-94 from Hastings
through Union Depot in
St Paul to Minneapolis
Significant transportation
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route for auto, truck,
passenger and freight rail
travel
Shared track with
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planned Midwest High
Speed Rail System
Served by limited bus
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operations
Need for Transit Improvements
Corridor population and employment forecasted to grow between
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2000 and 2030
30% population increase from 377,000 to 489,000
?
?Highest level of growth concentrated in southeast corridor
communities
25% increase in jobs from 410,000 to 510,000
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?Highest rate of growth in Newport, St Paul Park & Cottage Grove
No planned highway improvements
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Congestion and travel times will continue to increase
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As traffic continues to grow, so does the demand for transit
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alternatives.
Existing corridor park-and-rides operating at capacity
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Corridor Planning Background
Wakota Bridge Study and Project
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Hastings Bridge Study and Project
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Mn/DOT Commuter Rail Feasibility Study, 1999
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Red Rock Corridor Commuter Rail Feasibility Study,
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2001
Red Rock Corridor Alternatives Analysis, 2007
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Met Council Transportation Policy Plan, 2008
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Commuter Bus Feasibility Study (draft complete)
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Corridor Planning Background
Alternatives Analysis identified Commuter Rail as
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the long-term transit investment for the Corridor
Red Rock Success is linked to
High Speed Rail
Investment in High Speed Rail bring down
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capital costs of Red Rock Commuter Rail
Mn-DOT lead agency for inter-city passenger
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rail
Potential stimulus funds for design and
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construction of this corridor
Build the Base
Build a stronger transit base prior to commuter rail
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by expanding bus service and increasing bus
frequency
Identify and implement short-term corridor projects
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Park-and-ride expansion/construction
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New/expanded commuter bus service
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Plan for the Future
Update local Comprehensive Plans to
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accommodate transit
Support more intense development near transit
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stations
Appropriate mix of surrounding land uses
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Hastings Comp Plan provides this framework
Plan for the Future
Alternatives Analysis identified location areas
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for stations along the Corridor
Minneapolis IntermodalUnion Depot
Lower Afton Rd, St PaulCottage Grove
NewportHastings
Plan for the Future
Station Site and Area Master Planning
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Part of larger station area plans that incorporate
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transit-oriented development (TOD) principles
Designed to serve buses in the interim and
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transition to commuter rail in the long-term
Bus Feasibility Study Results
Recommended Scenario
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New commuter coach service to/from Hastings to
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downtown Minneapolis and St Paul
Minneapolis 8 trips/day (200 riders per day)
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St Paul 6 trips/day (160 riders per day)
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91,800 annual passenger trips
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Explore future addition of midday service and
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extension to the Prairie Island Indian Community
and Red Wing
Commuter Bus Feasibility Results
Capital Cost
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Bus Purchase: $10.40 million
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Bus Leasing: $1.81 million
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Annual Operating Subsidy
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Bus Purchase: approx $375,000
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Bus Leasing: approx $725,000
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Bus Feasibility Study Results
Potential funding sources (bring cost down)
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CMAQ
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Bridge Replacement Funds / Special Appropriation
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Local Gov Funds (TIF district, bonding authority)
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Regional Transit Capital Communities (RTCC)
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Chapter 152 Statewide Transit Enhancement
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Funds
Commuter Bus Feasibility Results
Two Options for Management and Oversight
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Metropolitan Council (Metro Transit)
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Red Rock Corridor Commission
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Moving forward
What is the City of Hastings Vision for
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transit?
Opportunities/Challenges
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Roles/Commitments
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Dakota County Regional Railroad
Authority Role
In 1987, the Dakota County Regional Railroad
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Authority (DCRRA) was formed under Minnesota
Statutes, which allows broad powers for Authority to:
plan
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acquire
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construct
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operate railroads, including light rail transit (LRT)
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In addition to LRT, the Authority may oversee the
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development and implementation of bus rapid transit
(BRT) in the Cedar Avenue Corridor.
DCRRA Transit Supportive
Actions
Planning Grants
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Property Acquisition
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Project Development
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Plans
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Studies
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Program Management
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Communications and Outreach
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Cedar Avenue “Case Study”
RRA comfortable with taking-on the role of
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“project lead”
RRA sought special legislation for Cedar
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activities
Cedar has existing transit service/ridership
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Common vision “established”with
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communities
Next Steps
August 26 th Presentation to Hastings Council
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Transit Committee
August 27 th Red Rock Corridor Commission
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Workshop
Station Area Site and Master Planning
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Project to start Fall 2009
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On-going coordination with Minnesota High
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Speed Rail Commission
Thank you
Andy Gitzlaff,
Transportation Planner
Washington County Regional Rail Authority
Phone: 651-430-4338
Andy.Gitzlaff@co.washington.mn.us
Sam O’Connell,
Transit Specialist
Dakota County Regional Rail Authority
Phone: 952-891-7105
Sam.oconnell@co.dakota.mn.us