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COMMONWEALTH OF MASSACHUSETTS Energy Facilities Siting Board ____________________________________ ) In the Matter of the Petition of ) Silver City Energy Limited Partnership ) EFSB 91-100 to Construct a Bulk Generating Facility ) and Ancillary Facilities ) ____________________________________) FINAL DECISION Jolette Westbrook Hearing Officer June 15, 1994 On the Decision: Enid Kumin William Febiger Phyllis Brawarsky Dana Reed Barbara Shapiro APPEARANCES: John A. DeTore, Esq. Donna Sharkey, Esq. Rubin and Rudman 50 Rowes Wharf Boston, Massachusetts 02110 FOR: Silver City Energy Limited Partnership Petitioner Barry P. Fogel, Esq. Craig A. MacDonnell, Esq. Keohane and Keegan 21 Custom House Street Boston, Massachusetts 02110 FOR: Silver City Energy Limited Partnership Petitioner Frederick D. Augenstern Assistant Attorney General Office of the Attorney General Environmental Protection Division One Ashburton Place, 19th Floor Boston, Massachusetts 02108 Intervenor William Graban 19 Scadding Street Taunton, Massachusetts 02780 Intervenor Robert H. Russell, Esq. Conservation Law Foundation 62 Summer Street Boston, Massachusetts 02108 Intervenor Alan J. Nogee Massachusetts Public Interest Research Group 29 Temple Place Boston, Massachusetts 02111 Intervenor Frances J. Perry 2R. Rail Avenue - River Bend Taunton, Massachusetts 02780 Intervenor - i - William Graban Co-Chairman COAL-FACTS Committee 19 Scadding Street Taunton, Massachusetts 02780 Interested Person Barry J. Andrews, Selectman Stephen J. Lombard, Town Manager Town of Norton 70 East -
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. -
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. -
FOXBOROUGH COMMUTER RAIL FEASIBILITY STUDY Massachusetts Bay Transportation Authority Foxborough Commuter Rail Feasibility Study
FULLTIME FOXBOROUGH COMMUTER RAIL FEASIBILITY STUDY Massachusetts Bay Transportation Authority Foxborough Commuter Rail Feasibility Study FINAL REPORT September 1, 2010 Prepared For: Massachusetts Bay Transportation Authority With Support From: Massachusetts Executive Office of Housing and Economic Development Prepared By: Jacobs Engineering Group, Boston, MA With: Central Transportation Planning Staff, Boston , MA Anne S. Gailbraith, AICP Barrington, RI 1 REPORT NAME: Foxborough Commuter Rail Feasibility Study PROJECT NUMBER: A92PS03, Task Order No. 2 PREPARED FOR: Massachusetts Bay Transportation Authority (MBTA) PREPARED BY: Jacobs Engineering Group Anne S. Galbraith Central Transportation Planning Staff (CTPS) DATE: September 1, 2010 FOXBOROUGH COMMUTER RAIL FEASIBILITY STUDY TABLE OF CONTENTS EXECUTIVE SUMMARY ..................................................................................................................... 3 CHAPTER 1: IDENTIFY KEY ISSUES AND PROJECT APPROACH .................................................... 13 1.1 Background ..................................................................................................................... 14 1.2 Key Issues....................................................................................................................... 17 1.3 Approach ......................................................................................................................... 19 CHAPTER 2: ANALYZE THE CAPACITY OF THE EXISTING SYSTEM............................................. -
Comprehensive Economic Development Strategy, 2018
GROWING THE ECONOMY OF SOUTHEASTERN MASSACHUSETTS Comprehensive Economic Development Strategy, 2018 Southeastern Regional Planning and Economic Development District Cover Photos and Conceptual Plans: Top left: Carver Business Park, (proposed), Somerset Wastewater Treatment Facility (as part of Somerset’s four planning initiatives). Bottom row, left to right: Payne-Elco Site, New Bedford. Leonard Street Business at I-495/Route 123, Norton (proposed). Brayton Point Redevelopment, Somerset and Marine Science and Technology Corridor Initiative, Cape Cod Commission and SRPEDD, South Coast. CEDS 2018 Prepared by the: Southeastern Regional Planning & Economic Development District (SRPEDD) 88 Broadway, Taunton, MA 02780 Tel: 508.824.1367 FAX: 508.823.1803 E-Mail: [email protected] Web Site: www.srpedd.org Deborah Melino-Wender, Chair, SRPEDD Commission Richard L. Shafer, Chair, Regional Economic Strategy Committee Jeffrey Walker, Executive Director Donald R. Sullivan, Community & Economic Development Director Stacey S. Royer, Office Administrator Approved by the SRPEDD Commission June XX, 2018 The preparation of this report has been financed in part through a grant[s] from the Economic Development Administration (EDA), U.S. Department of Commerce, under EDA’s Planning Program, Section 203 of the Public Works and Economic Development Act of 1965, as amended (42 U.S.C. Section 3121 et seq.) through the U.S. Department of Commerce financial assistance award 01-83-14247. The contents of this report do not necessarily reflect the official views or policy of the U.S. Department of Commerce. The Southeastern Regional Planning and Economic Development District (SRPEDD) states its policy to uphold and assure full compliance with Title VI of the Civil Rights Act of 1964, the Civil Rights Restoration Act of 1987, Executive Order 13166 and related federal and state statutes and regulations. -
Buzzards Bay Commuter Rail Extension Feasibility Study
Buzzards Bay Commuter Rail Extension Feasibility Study Author Thomas J. Humphrey Data Collection Walter Bennett George Chiasson Tom Engel Stanley Genthner Tom Wilkins Cover Design Maciej Citowicki Graphics Kenneth Dumas Editing Kate Wall The preparation of this document was supported by the Massachusetts Highway Department through SPR contract #39687. Central Transportation Planning Staff Directed by the Boston Region Metropolitan Planning Organization. The MPO is com- posed of state and regional agencies and authorities, and local governments. January 2007 TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................................. ES-1 Project Description .................................................................................................... ES-1 Ridership Estimates .................................................................................................. ES-3 Capital Cost Estimates .............................................................................................. ES-3 Operating Cost and Revenue Estimates.................................................................. ES-4 Environmental Impact Estimates............................................................................. ES-6 1. INTRODUCTION ................................................................................................................1 2. SERVICE AREA AND PRESENT TRANSPORTATION SERVICES...............................3 Extension Service Area ...................................................................................................3 -
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 -
South Coast Rail
The commonweakh of Nassachusetts Executive Ofice of Energy andEnvironmentaljlffairs 100 Cam6dge Street, Suite 900 Boston, Mjl 021 14 Deval L. Patrick GOVERNOR Timothy P. Murray LIEUTENANT GOVERNOR Tel: (617) 626-1000 Ian A. Bowles Fax: (6 17) 626- 1 18 1 SECRETARY http://www.mass.gov/envir April 3,2009 CERTIFICATE OF THE SECRETARY OF ENERGY AND ENVIRONMENTAL AFFAIRS ON THE ENVIRONMENTAL NOTIFICATION FORM PROJECT NAME : South Coast Rail Project PROJECT MUNICIPALITY : South Coast Region PROJECT WATERSHED : Buzzards Bay, Taunton River, Narragansett Bay, Ten Mile River, Boston Harbor, Charles River EEA NUMBER : 14346 PROJECT PROPONENT : Executive Office of Transportation and Public Works DATE IVOTICED IN MONITOR : November 24,2008 Pursuant to the Massachusetts Environinental Policy Act (G. L. c. 30, ss. 61-621) and Section 11.06 of the MEPA regulations (301 CMR 11.00), I hereby determine that this project requires the preparation of an Environmental Impact Report (EIR). This project involves the re-establishment of commuter rail service from the South Coast communities of Fall River and New Bedford to Boston, which has been discontinued since 1958. The project spans a stretch of approximately sixty miles and potentially passes through or otherwise impacts thirty-one cities or towns in the South Coast corridor. The project has the potential to increase transit accessibility and ridership, improve regional air quality, and support opportunities for smart growth and sustainable development in the South Coast region. In addition, the availability of convenient and reliable public transportation options is a crucial component of the Commonwealth's strategy for reducing greenhouse gas emissions and tackling the problem of global climate change. -
CTPS Technical Memo
ON REG ST IO O N B BOSTON REGION METROPOLITAN PLANNING ORGANIZATION M Stephanie Pollack, MassDOT Secretary and CEO and MPO Chair E N T R O I Tegin L. Teich, Executive Director, MPO Staff O T P A O IZ LMPOI N TA A N G P OR LANNING TECHNICAL MEMORANDUM DATE: December 17, 2020 TO: Congestion Management Committee FROM: Ryan Hicks, MPO Staff RE: 2017–18 Inventory of Park-and-Ride Lots at MBTA Facilities 1 INTRODUCTION The primary purpose of this memorandum is to present the results from the 2017–18 inventory of park-and-ride lots serving Massachusetts Bay Transportation Authority (MBTA) facilities. Comparisons with the 2006, 2010, and 2012–13 inventories are also included in this memorandum. In the spring and fall seasons between April 2017 and November 2018, Boston Region Metropolitan Planning Organization (MPO) staff inventoried MBTA, private, and town-operated parking facilities at 152 locations comprising 121 commuter rail stations, 27 rapid transit stations, two ferry terminals, and two express bus origin locations.1 Appendix A contains parking utilization rates for all of the parking lots that were inventoried. Information about parking fees and several maps that display inventoried data are found in Appendices B, C, D, and E. This memorandum has seven main sections and five appendices. The main sections of this memorandum are: 1. Introduction 2. Background 3. Inventory Results: Parking Utilization 4. Major Regional Park-and-Ride Lots 5. Inventory Results: Amenities 6. Conclusion 7. Next Steps Civil Rights, nondiscrimination, and accessibility information is on the last page. 1 Please note that some of the stations that were surveyed are located outside of the Boston Region MPO area. -
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. -
Capital Investment Plan: 2017-2021
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.