Automated Guideway Transit

MBTA Wonderland Connector Feasibility Study and Conceptual Design
Boston, Massachusetts

MBTA’s Blue Line provides heavy rail/subway service between downtown Boston and Revere via Logan International Airport. MBTA’s Rockport/Ipswich Line offers commuter rail service between downtown Boston and communities of the North Shore. Although the two lines serve complementary travel markets, there was no connection for passengers to transfer between the lines. The purpose of the study was to evaluate a potential connection of MBTA’s Blue Line with the MBTA’s Rockport/Ipswich Line.

Technical workshops were convened during the project with MBTA departments, Central Transportation Planning Staff (CTPS), Transit Realty Associates (TRA) and the consulting team. These sessions facilitated exchange of ideas, opinions, and practical experiences relative to the site, project, and connection.

The project began with the Identification and Screening of Alternatives, which produced the long list of alternatives. These included Hectometric Shuttle, AGT Shuttle, At-Grade Walkway, Elevated Walkway, Shuttle Bus, Shuttle Bus Network, Lynn Busway, Blue Line Loop, Blue Line South Alignment, and Blue Line North Alignment.

A screening produced the short list of alternatives, which were then developed in greater detail. The operational analysis report evaluated the impacts of each connector alternative on Commuter Rail and Blue Line operations. A detailed assessment of constructability of each alternative revealed environmental impacts, neighborhood impacts and construction requirements. Capital and operating and maintenance (O&M) costs were developed for each alternative, as described in the Financial Analysis report. The Travel Demand report contained ridership and revenue estimates. Various Automated People Mover options were evaluated in detail, and technical memoranda describing Automated People Movers were produced.

Short listed alternatives were in terms of infrastructure cost, vehicle cost, annual O&M cost, new daily riders, new annual riders, new daily revenue, new annual revenue, annual cash flow, and cost per new rider. Transit-oriented and joint development aspects were considered. The final report summarized the entire project, recommended alternatives for further development, and laid out a series of next steps to advance the project.