MBTA Transit Asset Management Plan Massachusetts Bay

Total Page:16

File Type:pdf, Size:1020Kb

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 Structure ........................................................................................................................................... 19 TAM Plan Period ...................................................................................................................................... 20 Transit Asset Management Planning Requirements ................................................................... 20 Asset Management Policy ............................................................................................................................. 23 Purpose ...................................................................................................................................................... 23 Principles .................................................................................................................................................... 24 Asset and Asset Management Performance .......................................................................................... 25 Overview ................................................................................................................................................... 25 MBTA Performance Management Approach ............................................................................... 26 MBTA GM Goals ............................................................................................................................. 26 Levels of Service .............................................................................................................................. 28 Current Performance ............................................................................................................................. 30 Asset Portfolio ................................................................................................................................................... 32 Overview ................................................................................................................................................... 34 Transit ................................................................................................................................................ 34 Commuter Rail ................................................................................................................................ 35 Asset Inventory ........................................................................................................................................ 36 Asset Condition ....................................................................................................................................... 41 Risk Management ............................................................................................................................................ 50 Overview ................................................................................................................................................... 52 Risk Management Approach .............................................................................................................. 52 Current Risk Management Activities ....................................................................................... 52 A Risk Management Process Framework for Asset Management ................................ 54 Lifecycle Management Strategies ............................................................................................................... 59 Overview ................................................................................................................................................... 59 Current Lifecycle Management Strategies ..................................................................................... 60 Vehicles ............................................................................................................................................. 61 PAGE 1 OF 143 MBTA TRANSIT ASSET MANAGEMENT PLAN Infrastructure (Track, Signals, Power, Facilities) ................................................................... 62 Lifecycle Strategy Improvements ....................................................................................................... 64 Work Plans and Budget Forecasts ............................................................................................................. 65 Overview ................................................................................................................................................... 65 Decision Support ..................................................................................................................................... 65 Capital Planning and Investment Prioritization ................................................................... 65 Funding Sources ............................................................................................................................ 68 FY19-23 Capital Investment Plan ....................................................................................................... 69 MBTA Capital Needs Assessment ...................................................................................................... 70 Asset Management Practices ....................................................................................................................... 72 Overview ................................................................................................................................................... 73 Organization ............................................................................................................................................ 73 Core Business Processes ....................................................................................................................... 74 Enterprise-Level Processes .......................................................................................................... 74 Asset-Level Business Processes .................................................................................................. 82 Asset Information and Supporting Technologies ........................................................................ 93 Improvement Actions ..................................................................................................................................... 95 Overview ................................................................................................................................................... 95 MBTA Current Asset Management Capability .............................................................................. 96 Future Improvement ............................................................................................................................. 98 Interdependencies ....................................................................................................................................... 103 APPENDICES ........................................................................................................................................................... 104 APPENDIX A. LIST OF ACRONYMS .................................................................................................................. 106 APPENDIX B. KEY DEFINITIONS ....................................................................................................................... 107 APPENDIX C. STATE OF GOOD REPAIR PERFORMANCE MEASURES AND TARGETS .................. 109 APPENDIX D. USEFUL LIFE BENCHMARKS ................................................................................................... 111 APPENDIX E. MBTA FUNDING SOURCES ..................................................................................................... 112 APPENDIX F. PROJECT-BASED LISTING OF INVESTMENT PRIORITIES ................................................ 114 APPENDIX G. MBTA TRANSIT ASSET MANAGEMENT IMPROVEMENT PROGRAM PROJECTS
Recommended publications
  • Report Metropolitan Boston Transportation Commission
    SENATE No. 686 Cfre Commontocalti) of egasgacbusettg % REPORT OF THE METROPOLITAN BOSTON TRANSPORTATION COMMISSION Created by Chapter 121 of the Resolves op 1957 January 1958 * BOSTON WRIGHT A POTTER PRINTING CO., LEGISLATIVE PRINTERS 32 DERNE STREET 1968 Cl')t CommoniuealtJ) ot spassacimsetts * RESOLVE OF AUTHORIZATION. [Chapter 121] Resolve providing for an investigati )N AND STUDY BY A SPECIAL COMMISSION RELATIVE TO THE CREATION OF A METE DPOLITAN RAPID TRANSIT COMMISSION TO STUDY THE EXTENSION OF RAPID TBANSI' ERVICE THROUGHOUT THE AREA SERVED BY THE METROPOLITAN TRANSIT AUTHO TY AND RELATIVE TO TRANSPORTATION FACILITIES IN THE BOSTON METROPOLI AN AREA Resolved, That an unpaid special comr ion to consist of two members of the senate to be designated by the president thereof, three members of the house of representatives to be designated by the ipeaker thereof, and two persons to be appointed by the governor, is hereby es stablished for the purpose of making an investigation and study of the subject mai tter of current house document numbered 862, relative to providing for the creationn of a metropolitan rapid transit commis- sion to study the extension of rapid transi?it service throughout the area now served by the metropolitan transit authority: and of the investigation proposed by em- rent house document numbered 1736. ulative to transportation facilities in the Boston metropolitan area. Said commission shallbe provided with quarters in the state house or elsewhere, and may expend for clerical and other services and expenses such sums as may be appropriated therefor. Said commission shall report to the general court the re- sults of its investigation and study, and its recommendations, if any, together with drafts of legislation necessary to carry said recommendations into effect, by filing the same with the clerk of the senate on or before the fourth Wednesday of January in the year nineteen hundred and fifty-eight.
    [Show full text]
  • 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]
  • 2020 FMCB Annual Report
    2020 FMCB Annual Report This report fulfills the requirements of Section 207 of Chapter 46 of the Acts of 2015 specifying that the MBTA Fiscal and Management Control Board (FMCB) report annually on, among other things, the Massachusetts Bay Transportation Authority’s “own-source revenue, operating budget, capital plan and progress toward meeting performance metrics and targets.” This final report is presented to the Legislature after five and a half years of governance by the FMCB, with just under six months left in our extended term. 2020 was an extraordinary year, marked by an unprecedented global pandemic, nationwide protests, political and racial tensions, and substantial changes in the ways we live and work. Due to the widespread adoption of teleworking and the closure of hotels, restaurants, and other sectors to slow the spread of COVID-19, MBTA ridership fell sharply. By the end of October, Commuter Rail ridership was down 87% compared to 2019, with the system carrying only 8.5% of its pre- COVID morning peak ridership. Ferry ridership stood at 12% of pre-COVID ridership, with the MBTA paying to operate 112 trips daily with an average of seven riders per trip. Ridership at gated rapid transit (subway) stations was still roughly one-quarter of pre-COVID levels. Even bus ridership, which serves our most durable, transit-dependent customers, had fallen to about 45% of the baseline by October. This decline in ridership, of course, had significant implications for own source revenue. In November 2020, fare revenues were down 78% compared to November 2019. Parking and advertising revenues dropped in line with fares, while real estate revenues remained more stable.
    [Show full text]
  • Annual Report of the Performance and Asset Management Advisory Council Presented By
    Annual Report of the Performance and Asset Management Advisory Council presented by Performance and Asset Management Advisory Council Patricia Leavenworth, P.E., Chair November 2017 Annual Report of the Performance and Asset Management Advisory Council Executive Summary MassDOT’s progress in implementing asset management is keeping Massachusetts apace with Federal requirements. The Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) have implemented final transportation asset management (TAM) rules in 2017 that impact how MassDOT measures and communicates the condition of its assets. Transportation Asset Management Plans FHWA and FTA rules require the Highway Division, the MBTA, the Rail and Transit Division, and each RTA to complete a transportation asset management plan (TAMP for Highway, TAM Plan for transit). The status on these plans is as follows: Highway | Will be submitted to FHWA in April, 2018. MBTA | Will be submitted to FTA by October, 2018. Rail | A consultant has been retained for delivery of an asset management plan for rail by February, 2018. This plan is not required by any Federal rule, but MassDOT is pursuing it to improve asset management at the agency. Transit | MassDOT is making progress toward submitting the TAM Plan for MassDOT’s in-house transit assets and those of its Federal Aid sub-recipients to FTA by October, 2018. RTAs | Each RTA is at a different stage in the development of their asset management plans, due to the FTA by October, 2018. MassDOT is ready to assist if asked. Performance and Condition Key performance and asset management findings of this report are summarized below by asset type and division.
    [Show full text]
  • Presentation to 495/Metrowest Partnership
    Presentation to 495/Metrowest Partnership September 28, 2011; 8:30AM Agenda Introductions Study Purpose/Background Service Alternatives Pilot Program –Boston to Foxborough Central Massachusetts via Framingham Secondary Improved Providence Event Service Findings Discussion The I‐495/Southwest Region Population Growth 12% (1990–2000) 5% (2000–2010) Employment Growth 62% (1980‐2008) Roadway congestion results in long travel times MBTA commuter rail services approaching capacity today and projected to exceed by 2030 Seating Capacity: o Franklin Line: 79% ‐ 83% o Providence Line: 91% ‐ 98% Parking Utilization: o Franklin Line 96% o Exceeding capacity at Forge Park/I‐495, Walpole and Endicott Study Purpose Evaluate feasibility of expanding rail transit in southwest region of I‐495 corridor Utilize existing public transit services or infrastructure that may be underutilized in the region (i.e., MBTA trackage rights routes; stations) Consider lower cost options to test feasibility of service without making significant financial commitment (i.e., utilize existing rights‐of‐way; existing equipment; and parking) Recommend improvements that will also benefit existing rail services (i.e. freight operations, event services) I‐495/Southwest Study Area Existing Conditions Framingham Secondary 21.4 miles from Framingham (Worcester Line) to Mansfield (Northeast Corridor) CSX owns, maintains and dispatches; MBTA has trackage rights o 3 freight trains/day Framingham to Walpole o 2 freight trains/day Walpole to Foxborough o < 1 freight
    [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]
  • Final Environmental Impact Report
    July 24, 2015 Matthew A. Beaton, Secretary Executive Office of Energy & Environmental Affairs Attention: MEPA Office – Holly Johnson, MEPA #14590 100 Cambridge Street, Suite 900 Boston, MA 02114 RE: The Station at Riverside, MEPA #14590 Dear Secretary Beaton: The Metropolitan Area Planning Council (MAPC) regularly reviews proposals deemed to have regional impacts. The Council reviews proposed projects for consistency with MetroFuture, the regional policy plan for the Boston metropolitan area, the Commonwealth’s Sustainable Development Principles, the GreenDOT initiative, consistency with Complete Streets policies and design approaches, as well as impacts on the environment. BH Normandy Riverside, the Proponent, proposes to redevelop an MBTA property at Riverside Station on Grove Street in Newton, off Exit 22 of Interstate 95 (Route 128). Since the Draft Environmental Impact Report (DEIR) filing in 2011, the proposed project has been downsized, but still is a significant development project in Greater Boston. The current proposal is for a mixed-use redevelopment in and around the current parking lot for the MBTA’s Riverside Station, the western terminus of the MBTA Green Line "D" Branch light rail line. The project site is defined as the 22.35 acres owned by the MBTA, which currently consists of the MBTA rail yard operations, a Green Line maintenance facility, a bus terminal facility, and surface parking. A 9.38-acre parcel will be leased to the Proponent for redevelopment. An Intermodal Commuter Facility (ICF) will be constructed on approximately 2.11 acres and will be operated by the MBTA. The MBTA will continue its operations on the remaining approximately 10.86 acres.
    [Show full text]
  • Massdot News Home > Information Center > Weekly Newsletters > Massdot News 04/21/2017
    Home | About Us | Employment | Contact Us | Site Policies The Official Website of The Massachusetts Department of Transportation MassDOT News Home > Information Center > Weekly Newsletters > MassDOT News 04/21/2017 April 21, 2017 New Bedford: Baker­Polito Administration Celebrate Opening of New CoveWalk Governor Charlie Baker, Transportation Secretary and CEO Stephanie Pollack, New Bedford Mayor Jon Mitchell, elected leaders, and local officials celebrated the official opening of the MassDOT May CoveWalk, New Bedford's newest recreational waterfront path Board Meeting located atop the Hurricane Barrier overlooking Clark’s Cove. May 8, 2017 The 5,500 foot project was awarded $5 million from the Baker­ Transportation Building Polito Administration to help increase access to the historic 10 Park Plaza waterfront and better connect residents and visitors to local Second Floor Board attractions, businesses, and the natural landscape. Room Boston, MA 02150 "Our administration is proud of its partnership with our Commonwealth's municipalities and pleased to make Full Meeting Schedule investments like these that strengthen opportunities in communities like New Bedford," said Governor Baker. "This innovative CoveWalk will provide a range On the MassDOT Blog of new recreational, transit, economic and tourism benefits for visitors, individuals and families Holyoke, South Hadley: throughout the region." "Roll and Stroll" Festival "We are dedicated to working closely with cities and towns throughout the Commonwealth to achieve May 7 our shared transportation and economic goals," said Lieutenant Governor Karyn Polito. "By investing in local projects such as New Bedford's CoveWalk, we can empower our communities and better connect our citizens with opportunities that improve their quality of life.
    [Show full text]
  • Directions to Boston - Local Parking
    Directions to Boston - Local Parking GENERAL INFORMATION Logan Express (Recommended) The Back Bay Logan Express runs from all airport terminals directly to St. James Street in Copley Square in Back Bay diagonally across the street from the hotel. Departures occur at :00, :20, and :40 from 5am to 9pm daily. Fares are $7.50 per passenger – payment is by Visa, MasterCard, American Express and Diners Club (NO CASH). All buses are wheelchair accessible. Subway The closest subway stations are Copley Station (on the Green Line) and Back Bay Station (on the Orange Line). Both stations are within 1 block of the hotel. The MBTA runs daily from 6:00 AM to 1:00 AM. The schedule varies based on line, day of week, and reliability of the service. The cost is $2.75 per ride. Cab Transportation Green transportation is available through Lifestyle Transportation International (LTI) and Boston Cabs. Both transportation companies offer hybrid and Flex-Fuel vehicles in their fleet. Taxi fares from the airport to the hotel range from $40-50. PUBLIC TRANSPORTATION From Airport via Subway From airport terminal take a MassPort shuttle bus to the Airport subway station. Take the inbound Blue Line train to Government Center. Then, transfer to any outbound Green Line train to go to Copley station. Make a right onto Dartmouth Street - the hotel is 300 feet down the block on the same side of the street. The fare is $2.75. OR From airport terminal take any Silver Line bus to South Station. Change to an “Alewife” bound Red Line to Park Street.
    [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]
  • NEC One-Year Implementation Plan: FY17 Contents
    Northeast Corridor One-Year Implementation Plan Fiscal Year 2017 September 2016 Congress established the Northeast Corridor Commission to develop coordinated strategies for improving the Northeast’s core rail network in recognition of the inherent challenges of planning, financing, and implementing major infrastructure improvements that cross multiple jurisdictions. The expectation is that by coming together to take collective responsibility for the NEC, these disparate stakeholders will achieve a level of success that far exceeds the potential reach of any individual organization. The Commission is governed by a board comprised of one member from each of the NEC states (Massachusetts, Rhode Island, Connecticut, New York, New Jersey, Pennsylvania, Delaware, and Maryland) and the District of Columbia; four members from Amtrak; and five members from the U.S. Department of Transportation (DOT). The Commission also includes non-voting representatives from four freight railroads, states with connecting corridors and several commuter operators in the Region. 2| NEC One-Year Implementation Plan: FY17 Contents Introduction 6 Funding Summary 8 Baseline Capital Charge Program 10 1 - Boston South Station 12 16 - Shore to Girard 42 2 - Boston to Providence 14 17 - Girard to Philadelphia 30th Street 44 3 - Providence to Wickford Junction 16 18 - Philadelphia 30th Street - Arsenal 46 4 - Wickford Junction to New London 18 19 - Arsenal to Marcus Hook 48 5 - New London to New Haven 20 20 - Marcus Hook to Bacon 50 6 - New Haven to State Line 22 21 - Bacon to Perryville 52 7 - State Line to New Rochelle 24 22 - Perryville to WAS 54 8 - New Rochelle to Harold Interlocking 26 23 - Washington Union Terminal 56 9 - Harold Interlocking to F Interlocking 28 24 - WAS to CP Virginia 58 10 - F Interlocking to PSNY 30 25 - Springfield to New Haven 60 11 - Penn Terminal 32 27 - Spuyten Duyvil to PSNY* 62 12 - PSNY to Trenton 34 28 - 30th St.
    [Show full text]
  • Special Events and Tourism Services
    Transit Strategies SEASONAL AND SPECIAL EVENT SERVICE Public transit, and transportation in general, are often planned to serve trips that are made day- in and day-out. However, some trips are made only seasonally, and others are made to and from special events – for example, WaterFire in Providence and the Newport Jazz Festival. Seasonal and special event transit services serve these types of trips, so as to: Mitigate traffic and parking congestion Provide transportation choices that do not require use of a car Provide access for those who don’t own cars Support the local economy by providing services that encourage tourism RIPTA Beach Bus Ad Types of Services Public transit can be expanded to provide service for different types of events and recreational needs, through a variety of modes including buses, shuttles, trains, and ferries. Seasonal Destinations: At many seasonal destinations, such as Rhode Island’s beaches, peak season travel volumes are very high during the peak season but very low during the off-season. Seasonal service provides service when demand is high but not at other times. At other seasonal destinations, such as Newport, there is demand for transit year-round, but demand is much higher in the summer due to an influx of visitors, summer residents, and summer workers. Sporting and Cultural Events: Sporting and cultural events draw large crowds that create traffic and parking issues. Special event service is designed to serve specific events that draw large numbers of attendees. The special event service can be new service or more frequent service on existing routes. Transit Strategies | 1 Year-Round Tourism Services: Agencies can run shuttles or services targeted at tourists year-round, decreasing the need to rent cars while travelling.
    [Show full text]