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CHAPTER 2 Progress Since the Last PMT

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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. The underperformance of the sales tax coupled with too much debt has been slowly strangling the T for years. In FY10 the MBTA faces a $160.4 million deficit and without external assistance in the form of debt relief or new revenue the Authority will be forced to make draconian service cuts and impose dramatic fare increases. 1 Source: “Born Broke: How the MBTA Found Itself with Too Much Debt, the Corrosive Effects of This Debt, and a Comparison of the T’s Deficit to Its Peers,” Brian Kane, MBTA Advisory Board, April 2009. PROGRESS SINCE THE LAST PMT 2-1 As noted above, in the absence of new revenues - 124 new NABI 40-foot CNG buses were for SFY 2010, the ‘T’ will be in the unfortunate sit- delivered in 2003–2004 uation of having to raise fares and/or cut services - 175 new NABI 40-foot CNG buses were following a period of historic ridership growth and delivered in 2004 at a time when demographic change, growth policies, and transportation economics portend - 28 new Neoplan 40-foot Electric Trolley a tremendous opportunity to continue to attract Buses (ETBs) were delivered in 2004. These new customers for Boston region transit that is replaced the 1976 Flyers, which did not reliable, convenient, and affordable. There are include air conditioning and were not ADA ongoing discussions in the Patrick administra- (American with Disabilities Act) accessible. tion and the Legislature regarding transportation - 193 new Neoplan 40-foot Emission Con- reform and new revenues. The product of these trol Diesel buses (ECDs) were delivered in deliberations, it is to be hoped, will address the 2004–2005 underlying challenges of transportation finance in Massachusetts and put the Authority on a track - 32 new Neoplan 60-foot Dual Mode Articu- toward fiscal stability. lated buses (DMAs) were delivered in 2004 Notwithstanding the current situation, it is impor- for use in the Silver Line Waterfront tunnel tant to recognize the actions that the MBTA has and surface routes. taken since 2003 to improve its service. Many of - 310 new New Flyer 40-foot Emission Con- these measures have prevented an even more trol Diesel buses (ECDs) were delivered in severe financial situation and have established 2006–2009 a foundation for ridership growth and improved fiscal management. These accomplishments are described below, organized according to eight principles upon which the MBTA’s customer- focused strategy rests. IMPROVING SERVICE RELIABILITY • Bus Replacements and Maintenance: The MBTA committed to a program of bus ve- hicle procurement and maintenance. Early in this decade, the average age of the MBTA bus fleet exceeded 12 years; today it is 5 years and the Authority is carrying out vehicle purchase plans to ensure that the average age will never exceed 7.5 years. Since 2003, the MBTA replaced more than half of its bus fleet through seven vehicle procurements and added system capacity with expanded use of NEW FL YER 40-F OOT ECD BUSES 60-foot articulated buses. - 125 Nova RTS buses were overhauled by Specific bus procurements and fleet over- MidWest Bus in 2004–2005 haul initiatives completed or underway since 2003: - 123 NABI 40-foot CNG buses are slated to be overhauled by MidWest Bus in 2009– - 44 new Neoplan 60-foot CNG buses were 2011 delivered in 2003–2004 PROGRA M F OR MASS TRANS P ORTATION 2-2 - 175 NABI 40-foot CNG buses are slated to • Moving Customers Faster: Track recon- be overhauled in-house by Everett Mainte- struction and infrastructure upgrades were nance Facility in 2009–2011 implemented, reflecting the MBTA’s strategic focus on eliminating subway speed restric- • Key Route Improvement Program: The Key tions. In 2003–2009, this resulted in trip-time Route Improvement Program was put in place reductions on the Green Line branch routes to reduce crowding and improve on-time ranging from 2–4 minutes on the C Branch to performance on the MBTA’s most heavily 9–11 minutes on the E Branch. Since 2003, used bus routes (the Key Routes serve 41% the collective impact of work to remove of the MBTA bus system ridership). In addi- subway speed restrictions has reduced travel tion to strategic deployment of operation and delays by more than 80%. inspection resources, the program involves upgrades to customer amenities, including • Green Line Signal Upgrade: America’s old- signage, shelters, and map/schedule dis- est subway has new state-of-the art signal plays. systems installed between Science Park and Lechmere Stations, and also between North • Centralized Monitoring of Bus Operations: Station and Haymarket on the Green Line. Deployed an enhanced bus dispatch system. This includes a new 4-track interlocking at The centralized bus control center is now in North Station to allow vehicle turnback and operation, and all buses in the MBTA system storage. New signals between Beaconsfield have computer-aided dispatch and automat- and Brookline Village Stations should be ic-vehicle-locator capabilities (CAD/AVL). The completed by May 2009. CAD/AVL system facilitates more efficient, centralized management of bus operations • Green Line Cars: The addition of the full com- and improved bus scheduling. This state-of- plement of 95 Type 8 Green Line low-floor the-art technology allows the MBTA to better vehicles enabled the MBTA to operate more respond to traffic congestion and roadway cars and more service during the morning incidents, especially when coordinated with and evening peak periods (the most vehicles other local and state transportation agencies ever in service during the peak periods). that implement traffic signal priority for transit. • Red Line Cars: Procurement was initiated for No. 4 Red Line cars with estimated produc- tion delivery between 2015 and 2019. In addition, selected systems of the No. 2 Red Line fleet are scheduled to be overhauled, with estimated delivery between late 2009 and 2011. • Columbia Junction Signal Upgrade: Design plans for installing a Columbia Junction signal upgrade are underway. Malfunction of the interlocking system has been responsible for about 20% of the Red Line operating delays. • New Orange Line Cars: Procurement was initiated for the next generation of No. 14 Orange Line cars, with estimated delivery between 2015 and 2019. MBTA BUS OP ERATIONS CENTER PROGRESS SINCE THE LAST PMT 2-3 • The Orange Line Haymarket North Signal Up- operations. The modernization program and grade Project: This project was completed in fleet replacement together produce an effec- 2008 after three years of construction. It pro- tive carrying capacity increase of 50% on the vides automatic train operations on the entire line. Blue Line six-car train operation began in length of the Orange Line, improving reliability September, 2008. A new diamond crossover and safety, and making shorter vehicle head- and switch turnouts were installed at Orient ways possible. Heights Yard to accommodate the six-car train operation. • Orange Line Community College Interlock- ing: Interlocking was reconfigured to allow • Commuter Rail Procurements of Coaches Subway Operations to use the third track and Locomotives: Commuter rail vehicles between Community College and Wellington were procured in connection with restoration Stations, providing the opportunity to imple- of Greenbush service and to increase general ment service flexibility and express options capacity. responsive to customer demand. - 33 Kawasaki Bi-Level Commuter Coaches • Wellington Tram: The Wellington tram (which delivered in 2005–2006 frequently broke down in bad weather) has - Procurement initiated for 75 Hyundai been replaced with a covered walkway. Rotem Bi-Level Commuter Cars to be de- • Blue Line Cars: The Blue Line Fleet is being livered 2011–2013 replaced and expanded to 94 cars. The first - Procurement initiated for approximately 20 car in the fleet replacement program was new locomotives for delivery between late delivered in 2007, and delivery of all vehicles 2012 and early 2014 is expected to be completed in 2009. • Commuter Rail Vehicle Upgrades: The Com- muter Rail Coach Reliability and Safety Pro- gram was initiated with the goal of upgrading system components (trucks/brake/couplers/ HVAC) of 270 coaches. This includes an overhaul to 75 Kawasaki bi-level coaches, planned for delivery in 2012–2015.
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