Massachusetts Bay Transportation Authority Contract Specifications For
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V. 1. West Corridor Bus Service Study
West Bus Service Study Corridor ©Produced for the Massachusetts Bay Transportation Authority by the Central Transportation Planning Staff. Digitized by the Internet Archive in 2014 https://archive.org/details/westcorridorbuss01metr West Corridor Bus Service Study WESTBus Authors Geoff Slater - Project Manager Erik Holst-Roness Contributing Analysts Karl H. Quackenbush Webb Sussman Graphics David B. Lewis Mary Kean Caroline Ryan The preparation of this document was supported by the Urban Mass Transportation Administration of the U.S. Department of Transportation through technical study grant MA-90-0030, and by state and local matching funds. Central Transportation Planning Staff Directed by the Boston Metropolitan Planning Organization (MPO), which comprises: Executive Office of Transportation and Construction, Commonwealth of Massachusetts Massachusetts Bay Transportation Authority Massachusetts Bay Transportation Authority Advisory Board Massachusetts Department of Public Works Massachusetts Port Authority Metropolitan Area Planning Council April 1990 Abstract This report summarizes the results of a detailed examination of eleven bus routes that operate primarily in Newton, Waltham, and Watertown, including express service to and from downtown Boston. The study had four major objectives: (1) to ensure that service was as responsive to user needs as possible, (2) to identify changes that could attract new ridership, (3) to determine whether MBTA resources were being used as effectively as possible, and (4) to identify ridership and performance characteristics of each route. For each route, the report includes a description of the route, an assessment of the existing service, identification and evaluation of service alternatives, and conclusions and recommendations. Included in the recommendations are changes with respect to route alignments, service levels, schedules, and reliability, and other changes within the corridor that would affect ridership. -
SMFA Employees Receive a 25% Discount on Bus, Train, Or Commuter Rail MBTA Passes (Up to $40 Per Month)
Employee Commuter MBTA Discounts Benefit Programs Faculty & Staff Sustainable SMFA employees receive a 25% discount on bus, train, or commuter rail MBTA passes (up to $40 per month). Save Tufts is a member of A Better City cash by using pre-tax money to buy your train, bus, and Transportation Management subway tickets. For more details, visit Commuting Association (ABC TMA), which provides incentives and go.tufts.edu/commuterbenefits. programs for encouraging commuters to take public transit, carpool, vanpool, bike, and/or walk to work. For more Students information or to sign up for any ABC TMA programs, visit SMFA students are eligible to purchase an MBTA semester abctma.com/commuters. Employees on the SMFA campus or monthly pass at a 25% discount over regular “T” SMFA Campus are eligible to participate in the following programs: prices. Each student is entitled to one pass. You must bring your Tufts ID to pick up your pass. For details and Guaranteed Ride Home the reimbursement period schedule, visit If you use public transit, car/vanpool, bike, finance.tufts.edu/controller/bursar/mbta-passes or call or walk to work at least twice a week, the Bursar’s Office at 617-626-6551. you can receive up to six free rides home each year for emergencies, unscheduled overtime, or illness. Guaranteed rides home are provided through Metro Cab. Transit Tip: You can book a cab through the Boston Metro Cab app or by Use a Charlie Card to avoid a calling 617-782-5500. surcharge for paper tickets. Learn more at mbta.com. -
Directions to the Joseph B. Martin Conference Center Centennial Medal and Next Generation Award Ceremony Thursday, October 24
Directions to the Joseph B. Martin Conference Center Centennial Medal and Next Generation Award Ceremony Thursday, October 24th, 2013 77 Avenue Louis Pasteur Boston, MA From South of Boston Take I-93 North to exit 26 (Cambridge/Storrow Drive). Keep left at the end of ramp and take underpass to Storrow Drive. Follow Storrow Drive approximately 2.5 miles to Kenmore Square exit (on left). Bear right at end of exit ramp into Kenmore Square. Take leftmost fork at intersection onto Brookline Avenue. Follow Brookline Avenue approximately 1 mile (Beth Israel Hospital will be on the left) until Longwood Avenue. Take left on to Longwood Avenue and follow approximately ¼ mile. Turn left onto Avenue Louis Pasteur. Glass building on left. From West of Boston Take I-90 East (Massachusetts Turnpike) to exit 18 (Cambridge/Allston). Bear right after toll booth at end of exit ramp. Turn right after lights (before the bridge) onto Storrow Drive. Follow Storrow Drive (about one mile) to Kenmore Square exit. Bear right at end of exit ramp into Kenmore Square. Take leftmost fork at intersection onto Brookline Avenue. Follow Brookline Avenue approximately 1 mile (Beth Israel Hospital will be on the left) until Longwood Avenue. Take left on Longwood Avenue and follow approximately ¼ mile. Turn left onto Avenue Louis Pasteur. Glass building on left. From North of Boston Take I-93 South to exit 26 (Storrow Drive/North Station). Keep left at end of ramp and take underpass to Storrow Drive. Follow Storrow Drive approximately 2.5 miles to Kenmore Square exit (on left). Bear right at end of exit ramp into Kenmore Square. -
The Land Use and Rapid Transportation Nexus in the Massachusetts Bay Jennifer Folz Clemson University, [email protected]
Clemson University TigerPrints All Theses Theses 5-2013 The Land Use and Rapid Transportation Nexus in the Massachusetts Bay Jennifer Folz Clemson University, [email protected] Follow this and additional works at: https://tigerprints.clemson.edu/all_theses Part of the Transportation Commons Recommended Citation Folz, Jennifer, "The Land Use and Rapid Transportation Nexus in the Massachusetts aB y" (2013). All Theses. 1597. https://tigerprints.clemson.edu/all_theses/1597 This Thesis is brought to you for free and open access by the Theses at TigerPrints. It has been accepted for inclusion in All Theses by an authorized administrator of TigerPrints. For more information, please contact [email protected]. The Land Use and Rapid Transportation Nexus in the Massachusetts Bay _______________________________________________________ A Thesis Presented to the Graduate School of Clemson University _______________________________________________________ In Partial Fulfillment of the Requirements for the Degree Master of City and Regional Planning _______________________________________________________ by Jennifer Anne Folz May 2013 _______________________________________________________ Accepted by: Dr. Eric Morris, Committee Chair Dr. Barry Nocks Dr. Tim Green ABSTRACT Throughout the last several decades a growing emphasis has been placed on creating sustainable places through innovative planning practices. Urban designers, researchers, planners, and policy makers have continuously examined the land use transportation nexus in order to develop methods to efficiently guide transit funding to encourage alternate modes of travel. The United States is in the middle of a paradigm shift in generational behaviors. Baby boomers are downsizing and according to the Urban Land Institute are looking for more location-efficient residences. Similarly, Generation Y’s attitudes are focused on living and working in close proximity. -
Changes to Transit Service in the MBTA District 1964-Present
Changes to Transit Service in the MBTA district 1964-2021 By Jonathan Belcher with thanks to Richard Barber and Thomas J. Humphrey Compilation of this data would not have been possible without the information and input provided by Mr. Barber and Mr. Humphrey. Sources of data used in compiling this information include public timetables, maps, newspaper articles, MBTA press releases, Department of Public Utilities records, and MBTA records. Thanks also to Tadd Anderson, Charles Bahne, Alan Castaline, George Chiasson, Bradley Clarke, Robert Hussey, Scott Moore, Edward Ramsdell, George Sanborn, David Sindel, James Teed, and George Zeiba for additional comments and information. Thomas J. Humphrey’s original 1974 research on the origin and development of the MBTA bus network is now available here and has been updated through August 2020: http://www.transithistory.org/roster/MBTABUSDEV.pdf August 29, 2021 Version Discussion of changes is broken down into seven sections: 1) MBTA bus routes inherited from the MTA 2) MBTA bus routes inherited from the Eastern Mass. St. Ry. Co. Norwood Area Quincy Area Lynn Area Melrose Area Lowell Area Lawrence Area Brockton Area 3) MBTA bus routes inherited from the Middlesex and Boston St. Ry. Co 4) MBTA bus routes inherited from Service Bus Lines and Brush Hill Transportation 5) MBTA bus routes initiated by the MBTA 1964-present ROLLSIGN 3 5b) Silver Line bus rapid transit service 6) Private carrier transit and commuter bus routes within or to the MBTA district 7) The Suburban Transportation (mini-bus) Program 8) Rail routes 4 ROLLSIGN Changes in MBTA Bus Routes 1964-present Section 1) MBTA bus routes inherited from the MTA The Massachusetts Bay Transportation Authority (MBTA) succeeded the Metropolitan Transit Authority (MTA) on August 3, 1964. -
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-=t£..4 ~c tft¥;P. z.c._ .J..~ .' S(?!is{o. ~.... A:£!..~: s(a'( (o~ DEVELOPMENT PLAN FOR PLANNED DEVELOPMENT AREA NO. 71 LONGWOOD CENTER BOSTON, MASSACHUSETTS .TABLE OF CONTENTS I. Development Plan ................................................................................................................ I II. Proponent ............................................................................................................................. 1 III. Site Description .................................................................................................................... 2 N. Background of Project ......................................................................................................... 2 V. Compliance with Planning and Development Criteria ....................................................... .3 VI. General Description ofProject. ............................................................................................ 4 VII. Location and Appearance of Structures .............................................................................. .4 VIII. Open Space and Landscaping ............................................................................................. .5 IX. Uses ...................................................................................................................................... 5 X. Dimensions and Densities .................................................................................................... 6 XI. Vehicular Circulation and Pedestrian Circulation .............................................................. -
City of Newton, Massachusetts
#425-18 & #426-18 Telephone (617) 796-1120 Telefax (617) 796-1142 City of Newton, Massachusetts TDD/TTY (617) 796-1089 www.newtonma.gov Department of Planning and Development Ruthanne Fuller 1000 Commonwealth Avenue Newton, Massachusetts 02459 Barney Heath Mayor Director ____________________________________________________________________________________________________________ PUBLIC HEARING/ WORKING SESSION V MEMORANDUM DATE: April 5, 2019 MEETING DATE: April 9, 2019 TO: Land Use Committee of the City Council FROM: Barney Heath, Director of Planning and Development Jennifer Caira, Chief Planner for Current Planning Michael Gleba, Senior Planner CC: Petitioner In response to questions raised at the City Council public hearing, the Planning Department is providing the following information for the upcoming public hearing/working session. This information is supplemental to staff analysis previously provided at the Land Use Committee public hearing. PETITIONS #425-18 & #426-18 156 Oak St., 275-281 Needham St. &., 55 Tower Rd. Petition #425-18- for a change of zone to BUSINESS USE 4 for land located at 156 Oak Street (Section 51 Block 28 Lot 5A), 275-281 Needham Street (Section 51, Block 28, Lot 6) and 55 Tower Road (Section 51 Block 28 Lot 5), currently zoned MU1 Petition #426-18- for SPECIAL PERMIT/SITE PLAN APPROVAL to allow a mixed-use development greater than 20,000 sq. ft. with building heights of up to 96’ consisting of 822 residential units, with ground floor residential units, with restaurants with more than 50 seats, for-profit -
2021 Capital Investment Program Appendix A
2021 CAPITAL INVESTMENT PLAN APPENDIX A: INVESTMENT DETAILS Appendix A: Investment Details This section provides the lists of investments contained within this CIP. The information within each column is described below: • Location – where the investment is located • Project ID – the Division specific ID that uniquely identifies each investment • Project name – the name of the investment and a brief description • Priority – the capital priority that the investment addresses • Program – the program from which the investment is made • Score – the score of the investment (reliability investments are not scored) • Total cost – the total cost of the investment • Prior years – the spending on the investment that pre-dates the plan update • FY 2021 – the spending estimated to occur in fiscal year 2021 • Post FY 2021 – the estimated spending to occur post fiscal year 2021 for the project APPENDIX A: INVESTMENT DETAILS 2021 CAPITAL INVESTMENT PLAN ii Aeronautics 2021 Capital Investment Plan Total Prior Years 2021 After 2021 Location Division ID Priority Program Project Description Score $M $M $M $M Barnstable Municipal Aeronautics | Airport AE21000002 1 | Reliability SECURITY ENHANCEMENTS 1 $0.72 $0.00 $0.72 $0.00 Airport capital improvement Aeronautics | Airport MEPA/NEPA/CCC FOR MASTER PLAN AE21000003 1 | Reliability 1 $0.80 $0.53 $0.28 $0.00 capital improvement IMPROVEMENTS Aeronautics | Airport AE21000023 1 | Reliability AIRPORT MASTER PLAN UPDATE 1 $1.12 $0.00 $0.05 $1.07 capital improvement Aeronautics | Airport PURCHASE SNOW REMOVAL EQUIPMENT -
Division Highlights
2017-2021 Capital Investment Plan Letter from the Secretary & CEO On behalf of the Massachusetts Department of Transportation (MassDOT) and the Massachusetts Bay Transportation Authority (MBTA), I am pleased to present the 2017-2021 Capital Investment Plan (CIP). Shaped by careful planning and prioritization work as well as by public participation and comment, this plan represents a significant and sustained investment in the transportation infrastructure that serves residents and businesses across the Commonwealth. And it reflects a transformative departure from past CIPs as MassDOT and the MBTA work to reinvent capital planning for the Commonwealth’s statewide, multi-modal transportation system. This CIP contains a portfolio of strategic investments organized into three priority areas of descending importance: system reliability, asset modernization, and capacity expansion. These priorities form the foundation of not only this plan, but of a vision for MassDOT and the MBTA where all Massachusetts residents and businesses have access to safe and reliable transportation options. For the first time, formal evaluation and scoring processes were used in selecting which transportation investments to propose for construction over the next five years, with projects prioritized based on their ability to efficiently meet the strategic goals of the MassDOT agencies. The result is a higher level of confidence that capital resources are going to the most beneficial and cost-effective projects. The ultimate goal is for the Commonwealth to have a truly integrated and diversified transportation investment portfolio, not just a “capital plan.” Although the full realization of this reprioritization of capital investment will be an ongoing process and will evolve through several CIP cycles, this 2017-2021 Plan represents a major step closer to true performance-based capital planning. -
1975 Charles River Pathway Plan
CHARLES RIVER PATHWAY PLAN COVER: Artist’s view of the Charles River c. 1900 1 Mayor Theodore D. Mann City Hall Newton, Massachusetts Dear Mayor Mann: We, the Chairman of the Newton Conservation Commission and the City of Newton Planning Director, submit herewith the "CHARLES RIVER PATHWAY PLAN" as prepared by Planning Consultant, William D. Giezentanner. We are most grateful to you and James M. Salter, Chief Administrative Officer, for the interest you have shown in the project's funding, and we value your assistance with the plan's presentation to Newton residents. We are indebted to the following agencies and groups for their contributions to and interest in the completed planning study: the Ford Foundation, the Newton Planning Department staff, members of the Conservation Commission, the Metropolitan District Commission, Aldermanic City Planning Committee, the Aldermanic Finance Committee and the entire membership of the Board of Aldermen; Charles River Watershed Association, Inc., Newton Conservators, Inc., Newton Historic District Study Committee, Newton Upper Falls Improvement Association, American Legion Nonantum Post 440, Chestnut Hill Garden Club, Woman's Club of Newton Highlands, Upper Falls Senior Citizens Group; the News-Tribune, Newton Graphic, Newton Times, Newton Villager and Transcript. We believe that with the substantial citizen interest and participation in this planning venture, in terms of both time and money, the forecast is excellent that the CHARLES RIVER PATHWAY PLAN RECOMMENDATIONS will be accomplished. 2 CHARLES RIVER PATHWAY PLAN Prepared for: NEWTON CONSERVATION COMMISSION By William D. Giezentanner with a Grant from the Ford Foundation July 1975 The studies for this project were carried out under the general supervision of the Newton Conservation Commission and the Newton Planning Department and were financed by a grant from the Ford Foundation matched with an appropriation by the City of Newton Board of Aldermen. -
Comparative Analysis of Coffee Franchises in the Cambridge-Boston Area
Comparative Analysis of Coffee Franchises in the Cambridge-Boston Area May 10, 2010 ESD.86: Models, Data, and Inference for Socio-Technical Systems Paul T. Grogan [email protected] Massachusetts Institute of Technology Introduction The placement of storefronts is a difficult question on which many corporations spend a great amount of time, effort, and money. There is a careful interplay between environment, potential customers, other storefronts from the same franchise, and other storefronts for competing franchises. From the customer’s perspective, the convenience of storefronts, especially for “discretionary” products or services, is of the utmost importance. In fact, some franchises develop mobile phone applications to provide their customers with an easy way to find the nearest storefront.1 This project takes an in-depth view of the storefront placements of Dunkin’ Donuts and Starbucks, two competing franchises with strong presences in the Cambridge-Boston area. Both franchises purvey coffee, coffee drinks, light meals, and pastries and cater especially well to sleep-deprived graduate students. However, Dunkin’ Donuts typically puts more emphasis on take-out (convenience) customers looking to grab a quick coffee before class whereas Starbucks provides an environment conducive to socializing, meetings, writing theses, or studying over a longer duration. These differences in target customers may drive differences in the distribution of storefronts in the area. The goal of this project is to apply some of the concepts learned in ESD.86 on probabilistic modeling and to the real-world system of franchise storefronts and customers. The focus of the analysis is directed on the “convenience” of accessing storefronts, determined by the distance to the nearest location from a random customer. -
Division Highlights
2017-2021 Capital Investment Plan Letter from the Secretary & CEO On behalf of the Massachusetts Department of Transportation (MassDOT) and the Massachusetts Bay Transportation Authority (MBTA), I am pleased to present the 2017-2021 Capital Investment Plan (CIP). Shaped by careful planning and prioritization work as well as by public participation and comment, this plan represents a significant and sustained investment in the transportation infrastructure that serves residents and businesses across the Commonwealth. And it reflects a transformative departure from past CIPs as MassDOT and the MBTA work to reinvent capital planning for the Commonwealth’s statewide, multi-modal transportation system. This CIP contains a portfolio of strategic investments organized into three priority areas of descending importance: system reliability, asset modernization, and capacity expansion. These priorities form the foundation of not only this plan, but of a vision for MassDOT and the MBTA where all Massachusetts residents and businesses have access to safe and reliable transportation options. For the first time, formal evaluation and scoring processes were used in selecting which transportation investments to propose for construction over the next five years, with projects prioritized based on their ability to efficiently meet the strategic goals of the MassDOT agencies. The result is a higher level of confidence that capital resources are going to the most beneficial and cost-effective projects. The ultimate goal is for the Commonwealth to have a truly integrated and diversified transportation investment portfolio, not just a “capital plan.” Although the full realization of this reprioritization of capital investment will be an ongoing process and will evolve through several CIP cycles, this 2017-2021 Plan represents a major step closer to true performance-based capital planning.