MBTA FY06-10 Capital Investment Program · provements will continue to spearhead efforts to turn the nation’s oldest subway into one of the ... understood and easily followed

Capital Capital Investment Investment ProgramProgram FY2006 FY2006 -- FY2010 FY2010

Massachusetts BayMassachusetts Bay Transportation AuthorityTransportation Authority

Massachusetts Bay Transportation Authority Mitt Romney

Governor Kerry Healey Lt. Governor

Daniel A. Grabauskas Secretary and MBTA Chairman

Michael H. Mulhern General Manager

March 10, 2005

Dear Readers, For those of you not familiar with the Massachusetts Bay Transportation Authority’s Capi-tal Investment Program (CIP), allow me to provide you with some background. The CIP is a rolling 5-year plan that is used to implement the Program for Mass Transportation – a 25-year vision for enhancements and expansion of the public transit system in eastern and cen-tral Massachusetts. This document is the foundation on which critical decisions are made. In keeping with Governor Mitt Romney’s “Fix-It-First” policy, the CIP continues to main-tain an enormous emphasis on addressing the needs of the existing public transportation infrastructure. Not surprisingly, 86% of the $2.39 billion in capital funds are to be rein-vested in the MBTA’s sprawling network of stations, tracks, vehicles, and maintenance

facilities. Carefully designed to dedicate the resources where benefits will be maximized, the program of capital im-provements will continue to spearhead efforts to turn the nation’s oldest subway into one of the most modern in North America. Before funds are allocated, each project is thoroughly scrutinized and ranked on criteria such as safety, health, and environmental improvements. Of course, the enhancements also help us achieve our primary goal of at-tracting more riders to the transit system.

Because the CIP is a rolling plan, a number of projects in this document will look quite familiar. They include: the construction of modern bus maintenance facilities to support hundreds of new buses now in service; major renovations and accessibility improvements to rapid transit stations on the Red and Blue Lines as well as track and signal improve-ments throughout the subway system; rehabilitation work for stations and bridges along the Fairmount Commuter Rail Line; and the ongoing construction of the Greenbush Commuter Rail Line to Hingham, Cohasset, and Scituate.

A major highlight of this CIP is the Station Management Project, which includes funding for the manufacturing and installation of automated fare collection equipment for the bus and subway systems. With Hub Stations, Customer Service Agents, and technologically advanced security measures, the ambitious project will completely change the subway environment, making public transit safer and more convenient than ever before. Thank you for taking an interest in our future. Sincerely, Michael H. Mulhern General Manager

Massachusetts Bay Transportation Authority, Ten Park Plaza, Boston, MA 02116-3974

Capital Investment Program

FY2006 — FY2010

PAGE 6

MBTA CAPITAL INVESTMENT PROGRAM

TABLE OF CONTENTS

Page

Introduction 9

Summary of Funding 15

Chapter 1: Revenue Vehicles 19

Subway 20

Commuter Rail 23

Silver Line 27

Bus 29

Chapter 2: Non-Revenue Vehicles 33

Systemwide 34

Chapter 3: Track/Right-of-Way 36

Subway 37

Commuter Rail 40

Chapter 4: Signals 43

Subway 45

Commuter Rail 48

Chapter 5: Communications 50

Chapter 6: Power 53

Subway 54

Commuter Rail 58

Systemwide 60

Chapter 7: Maintenance Facilities 63

Subway 64

Commuter Rail 66

Bus 68

Systemwide 70

TABLE OF CONTENTS


PAGE 7

Chapter 8: Stations 71

Subway 72

Commuter Rail 75

Silver Line 76

Bus 77

Chapter 9: Facilities 78

Subway 79

Commuter Rail 80

Systemwide 82

Tunnels, Walls, and Culverts 84

Chapter 10: Bridges 85

Chapter 11: Station Management Project 88

Chapter 12: Accessibility 89

Chapter 13: System Enhancement 93

Subway 94

Commuter Rail 96

Bus 97

Systemwide 98

Parking 99

Environmental Compliance 101

Chapter 14: System Expansion 105

Subway 106

Commuter Rail 107

Silver Line 109

Bus 111

Studies and Planning 112

Chapter 15: Technology/Other 114

Index 118

Transit Security 103

Page

TABLE OF CONTENTS

PAGE 8


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PAGE 9

MBTA CMBTA CAPITALAPITAL I INVESTMENTNVESTMENT P PROGRAMROGRAM

FY06FY06 -- FY FY10 10 IntroductionIntroduction

The Massachusetts Bay Transportation Authority (MBTA, or the Authority) Capital Investment Program (CIP) is a guide to the MBTA’s five-year capital budget. The CIP is a strategic planning document that au-thorizes funds over a five-year horizon to meet the MBTA’s operational objectives within its financial ca-pacity. The document describes the MBTA’s infrastructure and the capital needs to maintain the system, outlines ongoing and programmed capital projects, and details planned projects to expand the transporta-tion network. Unlike the Program for Mass Transportation (PMT) and other planning documents, the CIP is financially constrained - only capital projects the MBTA can afford are included in the “Funded Projects” sections of this document. The CIP classifies capital efforts into structured projects and programmatic ar-eas by asset type, mode, and line to provide the reader with an easily understood and easily followed resource guide to the MBTA’s capital program.

An Introduction to the MBTA In 1897, America’s first subway was constructed between the Park and Boylston Street stations. This half-mile section of subway is still operated today by the MBTA, making the MBTA the oldest continuously operating subway system in the country. In the 108 years since this service opened, the Massachusetts public transportation system has remained a critical part of the city, and has grown dramatically in response to an ever-increasing demand for transit. The MBTA now serves 175 communities, providing transit alternatives to a population of almost 4.7 million people over an area of 3,200 square miles. The MBTA is currently the fifth largest mass transit system in the United States as measured by ridership. The Authority serves a daily ridership of approximately 1.1 million passengers. To provide these services, the Authority maintains 204 bus routes, 4 rapid transit lines of heavy and light rail, 1 bus rapid transit line, 4 trackless trolley lines, 11 commuter rail lines, 5 ferry routes, and a flexible paratransit ser-vice. Its large roster of equipment currently consists of 408 heavy rail vehicles, 220 light rail vehicles, 571 diesel buses, 343 compressed natural gas (CNG) buses, 17 Silver Line vehicles, 2 prototype alternative fuel buses, 68 trackless trolleys, 80 commuter rail locomotives, 377 commuter rail coaches, 2 ferry boats, and 453 vehicles for THE RIDE. Service is provided to 275 stations. System expansion efforts over the next five years will bring new stations into service along the Greenbush Commuter Rail Line (7 stations) and the new Silver Line Phase II (3 stations).

A nine-member Board of Directors manages the affairs of the Authority. The Secretary of the Executive Office of Transportation (EOT) of the Commonwealth serves as the Chairman of the Board. The Governor of the Commonwealth appoints the other eight directors. The Board has the power to appoint and employ a General Manager and other officers. The Board approves this Capital Investment Program and also authorizes all capital program actions of $500,000 or above. An Advisory Board, consisting of representatives from each of the cities and towns constituting the Authority’s service district, approves the Authority’s annual operating budget and reviews the capital program.

“… the Massachusetts

public transportation

system has remained a

critical part of the city,

and has grown

dramatically in response

to an ever-increasing

demand for transit.”

INTRODUCTION

PAGE 10


Overview of the MBTA Transportation System Rapid Transit System The Authority operates four separate rapid transit lines (the Red, Green, Orange, and Blue Lines) over 38 route-miles of heavy rail routes and 53 stations. Service is also provided by streetcars and light rail vehicles on 26 miles of additional rail routes (the Green Line and the Mattapan Line), serving 78 stations. Commuter Rail Service The Authority operates over 450 units of passenger rail locomotives and coaches and provides commuter service to and from 124 outlying rail stations and downtown Boston on 11 commuter rail lines. Commuter rail service is provided throughout much of the MBTA’s service area and to over 50 communities outside the area. Bus Rapid Transit The Silver Line, the most recent addition to the MBTA’s services, operates a fleet of 17 buses powered by compressed natural gas (CNG). The first phase of the line, which serves 14 stations, operates in an ex-clusive bus-only lane of traffic on portions of Washington Street and is part of the three-phase bus rapid transit project that will serve Roxbury, South Boston, and Logan Airport. Phase II of the Silver Line, from South Station to the South Boston Seaport District, adds another 3 stations and 32 vehicles to the fleet and initially opened in 2004. Bus Service MBTA Bus Operations maintains and operates a fleet of 984 buses, including compressed natural gas (CNG) buses, diesel buses, and trackless trolleys, which operate on 204 bus routes and cover 763 route-miles. In addition to local services in the urban core areas, the Authority operates a frequent schedule of express buses to and from downtown Boston and surrounding communities. The Authority also manages six local service subsidy programs that provide intracommunity and feeder services. THE RIDE - Paratransit A door-to-door demand-responsive ADA paratransit program, THE RIDE, operates 453 vehicles in 62 cities and towns and serves those with dis-abilities that prevent their use of traditional fixed route services. THE RIDE averages over 115,000 trips every month to provide the elderly and disabled with public transportation for work, medical treatment, social functions, shopping, and other reasons.

Commuter Boat The MBTA operates commuter boat service on several routes between Boston, various points in the inner Boston Harbor, and three terminals on the South Shore. Two of the operating ferry boats are owned by the Authority, while the rest are provided by outside service contractors. Ferry terminals are located in Hull, Hingham Shipyard, Fore River Shipyard in Quincy, Logan Airport, World Trade Center, Courthouse, Rowes Wharf, Long Wharf, Lovejoy Wharf, and the Charlestown Navy Yard.

With over 2,500 vehicles, 275 stations, 885 miles of track, almost 500 bridges, 20 miles of tunnels, and 19 maintenance shops, the MBTA’s infrastructure is extensive and has major capital needs.

“...the MBTA’s

infrastructure is

extensive and has

major capital needs.”

INTRODUCTION


PAGE 11

MBTA Capital Investment Program The MBTA’s FY06 - FY10 Capital Investment Program authorizes approximately $2.39 billion in capital spending to reinvest in its trans-portation infrastructure and to build expansion projects. Various de-partments in the Authority, with strategic oversight from the Capital Management Group (CMG), have responsibility for the day-to-day func-tions of the capital program. The larger principles guiding the program-ming of funds and decisions about which projects to fund, however, are based on the MBTA’s enabling legislation, the State of Good Repair stan-dard, and the priorities of the Capital Management Group. Managing the MBTA’s Capital Program Responsibility for management of the capital program is dispersed throughout the Authority. The Design and Construction Directorate oversees the construction of stations, tracks, signals, communications, bridges, tunnels and other infrastructure projects. The Environmental Department ensures conformity with environmental and land use regulations, while the Planning Directorate is responsible for studying future expansion and enhancement concepts. The Operations Directorate has primary responsibility for maintaining safety, vehicle purchases, track, signals, and the MBTA’s electric power generation, transmission and distribution system. The Financial Directorate manages cash flows, grant applications, and debt issuance and expenditure tracking. Various administrative departments share responsibility for the balance of the capital program. To ensure equal accountability and to centrally place responsibility for the capital program, the MBTA cre-ated the Capital Management Group (CMG). The CMG consists of the Deputy General Manager/Chief Financial Officer, the Chief Operating Officer, the Assistant General Manager for Design and Construction, the Assistant General Manager for Strategic Planning, the Assistant General Manager for Planning and Real Estate, and the Assistant General Manager for Safety. The CMG, with oversight by the General Manager, is responsible for management of the capital program including prioritization of capital projects, capital project budgets and scopes, as well as key management decisions. The CMG’s goal is to maintain the transit infrastructure in a state of good repair and to provide for prudent expansion of service. This document codifies and presents the CMG’s plans to achieve these goals within financial limitations, and to plan wisely over the next six years. Priorities and Decisions in the Capital Program Projects in the Capital Investment Program were selected through an ongoing prioritization process that strives to balance capital needs across the entire range of MBTA transit services. Given the Authority’s financial limitations, its vast array of infrastructure, and the need for prudent expansion, the amount of capital needs identified each year usually exceeds the MBTA’s capacity to provide capital funds. There-fore, the Authority engages in an annual prioritization and selec-tion process to select the highest priority needs for funding and inclusion in the Capital Investment Program. One of the highest priorities for the MBTA is the pursuit of a “State of Good Repair.” To measure the need for capital expenditures devoted to maintaining and replacing existing infrastructure, tran-sit systems often use the State of Good Repair (SGR) standard, wherein all capital assets are functioning at their ideal capacity within their design life. While few transit systems are likely to achieve this ideal, the standard does identify a level of ongoing capital needs that must be addressed over the long-term for the existing infrastructure to continue to provide reliable service.

“Projects in the Capital

Investment Program

were selected through an

ongoing prioritization

process that strives to

balance capital needs

across the entire range of

MBTA transit services.”

INTRODUCTION

PAGE 12


To assist in this, the MBTA employs a State of Good Repair database to help guide its capital decisions. Based on an in-ventory of all existing MBTA capital assets, the model allows the MBTA to track the capital investment needs for the Author-ity’s existing infrastructure, and to develop a capital invest-ment program to maintain the system in a state of good re-pair. Prioritization of projects to be included in the CIP is based on the following criteria, as defined in the MBTA’s enabling legis-lation: the impact of the project on the effectiveness of the

Commonwealth’s transportation system, service quality, the environment, health and safety, the state of good repair of MBTA infrastructure, and the Authority’s operating costs and debt service. Projects that receive the highest priority are those with the greatest benefit and the least cost, as prioritized by the following five criteria:

• Factor One: Safety, Health, and the Environment. Proposed projects must correct an existing deficiency for passengers and/or employees in safety, health, and/or the environment.

• Factor Two: State of Good Repair. This criterion measures the degree to which the proposed pro-ject improves the condition of the Authority’s existing infrastructure (see above).

• Factor Three: Cost/Benefit. Projects receive scores based on the number of passengers affected by the proposed project, its net operating cost, and the debt service necessary to support its capital cost.

• Factor Four: Operational Impact. This will measure the extent to which proposed projects are deemed operationally critical, as well as projects’ ability to improve the effectiveness of the Common-wealth’s transportation network in general.

• Factor Five: Legal Commitments. To qualify for points in this area, projects must demonstrate a legal obligation for the MBTA, such as fulfilling the Authority’s Key Station Plan in compliance with the Americans with Disabilities Act (ADA).

The MBTA also considers environmental justice in its capital investment decision-making process. The MBTA has worked with the Central Transportation Planning Staff (CTPS) and the Boston Metropolitan Planning Organization (MPO) to ensure that minority and low-income communities are treated equitably regarding the delivery of transportation services.

Funding the MBTA’s Capital Investment Program The level of capital funding programmed in this document is dependent on a number of funding factors including sales tax revenues, assessment revenues from the 175 cities and towns in the MBTA district, fare revenues and non-fare revenues, including advertising, real estate, and parking. Forward Funding In 2000, the Commonwealth repealed and restated parts of the MBTA’s ena-bling legislation, dramatically changing the way the state provides financial assistance to the MBTA. Beginning on July 1, 2000, the Authority no longer received Net Cost of Service or Section 28 Assistance. Instead, under the Enabling Act,1 the Authority now receives a dedicated revenue stream consist-ing of assessments paid by the 175 cities and towns in the new MBTA district established in accordance with the Enabling Act (the Assessments) and the greater of the amount raised by a 1% statewide sales tax, which equals 20% of the existing statewide 5% sales tax, or $645 million, in either case to be funded from existing sales tax receipts, subject to upward adjustment under certain cir-cumstances set forth in the Enabling Act (the Dedicated Sales Tax and, to-

“...using the State of Good

Repair standard, the MBTA

prioritizes its limited resources

to fund projects related to SGR

activity first, and to expansion

activities second.”

1 Chapter 161A of Massachusetts General Laws as restated by Section 151 of Chapter 127, together with Section 35T of Chapter 10 of Massachusetts General Laws, also enacted as part of Chapter 127, are collectively referred to as the “Enabling Act.” INTRODUCTION


PAGE 13

gether with the Assessments, the Dedicated Revenues). The Enabling Act and the new financing mecha-nism for the MBTA have been referred to as “Forward Funding” to reflect the fact that the MBTA’s costs will no longer be funded in arrears. MBTA Finance Plan In May 2004, the Authority developed a long-range finance plan with a stated goal of balanced financial operations and a sustainable capital program. This finance plan maximizes the value of the revenue streams available to the MBTA under its new Enabling Act to minimize the Authority's cost of capital and to provide access to capital markets even under adverse economic or capital market conditions. The fi-nance plan supports the Authority’s CIP by using a combination of sources of capital funds, including revenue bonds and federal grants. The purpose of the finance plan is to establish a fiscally sound and sustainable transit system that has the financial capacity to fund operations, maintenance and necessary capital replacement. The MBTA’s finance plan identifies the capital resources available to fund the CIP. Based on output from the SGR database and using the State of Good Repair standard, the MBTA prioritizes its limited resources to fund projects related to SGR activity first, and to expansion activities second. Capital Program Funding The MBTA’s capital program is funded by revenue bonds, pay-as-you-go capital, federal grants, project financing, and other sources. Prior to Forward Funding, the MBTA’s non-federal portion of the capital program was funded by General Transportation Sys-tem Bonds issued by the MBTA and backed by the Commonwealth Guaranty. Under Forward Funding, the MBTA’s share of the non-federal portion of its capital program is primarily funded by reve-nue bonds secured by the Dedicated Revenues under the two separate credits (Assessments and Sales Tax). The Assessment bonds are generally secured by the Assessments paid by the 175 cities and towns in the MBTA district, and the Sales Tax bonds are secured by the dedicated Sales Tax Revenues received by the Au-thority. This enabling legislation places well-defined financial limits on the MBTA. Taking this into consideration, the MBTA’s goal is to transition from a high reliance on debt financing to greater use of pay-as-you-go financing of capital projects. The transition from debt financing to pay-as-you-go capital funding will take time and discipline and depends, to some extent, on factors beyond the MBTA’s control, such as rid-ership trends, and the growth in sales tax collections. The MBTA has been dramatically affected by the recent economic downturn. For the fiscal years 2005-2010, the MBTA anticipates that approximately $1.42 billion of revenue bonds will be issued to fund MBTA capital expenditures, approximately $1.31 billion of capital expenditures will be funded through federal grants, and the balance of capital expenditures will be funded with pay-as-you-go capital funding, state funds and project financing. Federal Program Federal funding is a major component in determining the level of capital investment the Authority is able to program. Federal aid for transit programs has historically been provided pursuant to multi-year au-thorizations. The most recent multi-year authorization, the Transportation Equity Act for the 21st Cen-tury (“TEA-21”), provided funding through the 2003 federal fiscal year, which ended September 30, 2003. The U. S. House of Representatives and the U. S. Senate have each passed different reauthoriza-tion bills, and those bills are pending before a conference committee that has been appointed to reconcile the differences. In the meantime, Congress has passed several continuing resolutions to continue the federal aid programs for transportation, including transit aid, on an interim basis. The most recent exten-sion expires May 31, 2005. The Authority’s capital program assumes a level of federal funding for federal fiscal years 2005-2010 that is equal to the level of funding authorized under TEA-21 for federal fiscal

INTRODUCTION

PAGE 14


year 2003. The Authority cannot predict when federal reauthorization legislation may be enacted or what funding levels or substantive provisions may be included in such legislation. Upon approval of the FY2005 federal apportionments, the MBTA intends to submit grant applications to the Federal Transit Administration (FTA) for federal grants. These funds, which are estimated to total approximately $272 million in FY2005, will be used for various capital projects. The four major program areas are: accessibility ($30.6 million), enhancement ($4.7 million), infrastructure reinvestment ($225.9 million) and expansion ($10.8 million). The accessibility program includes the construction of ADA (Americans with Disabilities Act) improvements at the Charles/MGH (Massachusetts General Hospital) Station, and the continuation of the Light Rail Accessibility Program (“LRAP” includes the following sta-tions: Arlington, Copley, Government Center and Kenmore). The enhancement program includes funding for rapid transit signage and systemwide intelligent transportation systems. Infrastructure reinvestment projects include the Blue Line modernization, Orange and Blue Line signal upgrades, the bridge program, the Station Management Project, Fairmount Corridor Improvements and the procurement of Blue Line cars and Emission Control Diesel (ECD) buses. Finally, the expansion category includes funding for Silver Line Phase II (Transitway) and Silver Line Phase III. Public Process To encourage public input, prior to publishing the final CIP, the MBTA holds public hearings throughout its service district. This provides the public with the opportunity to participate in the development of major transportation projects designed by the MBTA. This year the MBTA held eight public hearings throughout the month of December, 2004. For several weeks following the release of the fall draft of the CIP, the MBTA holds a public comment period where customers are able to provide their suggestions. This information is tracked and integrated into the capital programming process. MBTA customers submitted comments by mail and e-mail from November 19 through December 31, 2004. This year, the MBTA received over 500 distinct comments on its Draft Capital Investment Project from 160 people via email, postal mail, and through oral testimony provided at the public hearings. Around 200 people attended the hearings, of who around 60 came for-ward with comments, while around 100 people submitted input through email and postal mail.

INTRODUCTION


PAGE 15

This FY06-10 CIP is composed of four major programmatic areas: 1) reinvestment in the existing infrastructure; 2) accessibility improvements; 3) enhancement to existing services; and 4) system expansion efforts.

The capital program is divided into five major modes of service provided by the Authority: 1) subway; 2) commuter rail; 3) the new Silver Line; 4) bus; and 5) systemwide efforts not assigned a mode. The projected spending per mode is shown in the chart below:


FY06FY06 -- FY FY1010 Summary of FundingSummary of Funding

Total Reinvestment in Existing Infrastructure

Total Expansion

$2.051b

$343m

86%

14%

Total FY06-10 CIP $2.394b 100%

SUMMARY OF FUNDING

FY06 - FY10 CIP Spending by Programmatic Areas

Accessibility $124m

5%

Enhancement $197m

8%

Infrastructure $1.731b

73%

Expansion $343m

14%

FY06 - FY10 CIP Spending by Mode

Commuter Rail $406m

17%

Systemw ide $677m

28%

Bus $258m

11%

Subw ay $935b39%

Silv er Line $118m

5%

PAGE 16


The MBTA has programmed a total of approximately $2.39 billion for this CIP. The chart below provides levels of funding for each programmatic area and the proportion of each area as a percentage of total investments.

SUMMARY OF FUNDING

PROGRAM AREA PROGRAM OVERVIEW MODES $ in mil. %

INFRASTRUCTURE

Revenue Vehicles Includes all vehicles used to carry passengers in revenue service.

Subway, Commuter Rail, Silver Line, Bus $580.2 24.2%

Non-Revenue VehiclesIncludes vehicles used to maintain the system and to support system administration.

Systemw ide $11.7 0.5%

Track/Right-of-Way Includes infrastructure w ithin the right-of-way such as track, ties and ballast. Subway, Commuter Rail $85.8 3.6%

Signals Includes all e lements of the rail signaling systems. Subway, Commuter Rail $146.6 6.1%

CommunicationsIncludes telecommunications, systemw ide radios and the Operations Control Center.


PowerIncludes the network to provide traction power to the rail system, as well as lighting and other electrical e lements.

Subway, Commuter Rail, Systemwide $31.6 1.3%

Maintenance FacilitiesIncludes the rail car houses and bus garages where vehicles are maintained and stored.

Subway, Commuter Rail, Bus, Systemwide $139.2 5.8%

StationsIncludes the subway and surface stations where passengers board MBTA vehicles.

Subway, Commuter Rail, Silver Line, Bus $282.1 11.8%

FacilitiesIncludes administrative buildings and other structures needed to support transit services.

Subway, Commuter Rail, Systemwide, Tunnels $23.4 1.0%

Bridges Includes all bridges maintained by the MBTA. Systemw ide $26.6 1.1%

Fare EquipmentIncludes all infrastructure associated w ith the collection of MBTA revenues. Systemw ide $147.4 6.2%

ACCESSIBILITYEncompasses actions that make accessibility improvements to MBTA stations and vehicles.


SYSTEM ENHANCEMENTEncompasses capital improvements that enhance service on the existing MBTA system.

Subway, Commuter Rail, Systemw ide, Parking, Environmental, Transit

Security

$196.6 8.2%

SYSTEM EXPANSION

Encompasses the development, conceptual planning, design and construction of any effort to expand the scope of MBTA services.

Subway, Commuter Rail, Silver Line, Bus, Studies/Planning

$342.9 14.3%

TECHNOLOGY/OTHER

Includes the technological and informational infrastructure needed to support the provision of MBTA service, as well as other services that support the capital program.

Information Technology, Systemw ide $230.4 9.6%

FY06-FY10


PAGE 17

Capital Investment Program FY2006 — FY2010

PAGE 18




PAGE 19

Funding for all RevenueVehicles $580.2 Mil l ion

Rev enue Vehicles $580.2m

Other Capital Inv estments

$1.814bSubway $332.5m

Bus $131.6m

Silv er Line $0.0m

Comm Rail $116.1m

FY06-FY10 CIP$2.39b

REVENUE VEHICLES PROGRAM OVERVIEW The revenue vehicle fleet is one of the most visible and important components of the MBTA service network. These are the trains, buses, and other vehicles that passengers board every day. The MBTA’s fleet is composed of approxi-mately 2,500 revenue vehicles as detailed below. The MBTA adheres to a general standard lifecycle of 35 years for rapid transit and light rail vehicles, 25 years for commuter rail locomotives, 25 to 30 years for commuter rail coaches, and 15 years for buses. Scheduled major overhauls, maintenance, and planned re-tirements help these fleets reach their useful life, and prevents the unwar-ranted consumption of resources to maintain their reliability. The current program devotes $580.2 million to revenue vehicles, primarily new fleet procurements for the bus fleet, and the Green and Blue subway lines. The revenue vehicle program represents 24.2% of the total Capital

Investment Program, the larg-est share of any programmatic area, and is composed primarily of reinvestment in the subway system and the bus fleet. In keeping with the MBTA’s commitment to up-grade its bus service, ongoing projects are bringing 360 new CNG vehicles, 28 new elec-tric trolley buses, 260 new emission-control diesel buses, and 32 dual-mode buses to the MBTA system in the next few years. These fleets will permit the retirement of hun-dreds of aging diesel buses purchased in the 1980s. Other efforts in this program also include major component replacements on the Green, Orange, and Red Lines. Furthermore, the purchase of 100 new cars for the Green Line and 94 new cars for the Blue Line will upgrade and expand these existing subway fleets. Activity within the commuter rail vehicle program includes major midlife overhauls for large portions of the locomotive and coach fleets. It is anticipated that the commuter rail fleet needs will represent a more significant portion of the Capital Investment Program in the future.

“The current program devotes $580.2m to revenue vehicles, primarily new fleet procurements for the bus fleet, and the Green and Blue subway lines.”

MBTA Revenue Vehicle Fleets 218 Red Line Rapid Transit Cars 70 Blue Line Rapid Transit Cars

120 Orange Line Rapid Transit Cars 220 Green Line Light Rail Vehicles 343 CNG Buses 377 Commuter Rail Passenger Coaches 80 Commuter Rail Locomotives

571 Diesel Bus Coaches 68 Electric Trackless Trolleys

453 RIDE Paratransit Vehicles

17 60' CNG Silver Line Vehicles 2,539 Total Vehicles

2 Prototype Buses


FY06FY06 -- FY FY1010 Chapter 1: Revenue VehiclesChapter 1: Revenue Vehicles

REVENUE VEHICLES

PAGE 20


SUBWAY REVENUE VEHICLES The MBTA subway system consists of three heavy rail and one light rail rapid transit lines, each with a distinct fleet of vehicles as described below. Two hundred and eighteen (218) cars of three separate series make up the Red Line fleet: 74 No. 1 cars, 58 No. 2 cars and 86 No. 3 cars. Preventive maintenance inspections occur every 8,500 miles for the No. 1 and No. 2 cars, and every 10,000 miles for the No. 3 cars. The vehicle fleet for the Mattapan trol-ley line, since it is considered part of the Red Line but operated by the Green Line, is described below. The Blue Line fleet is composed of 70 No. 4 cars. Preventive maintenance inspections are performed on each car approximately once per month. However, due to the salt air of the environment in which they operate, these cars are scheduled for retirement before the standard useful life. The MBTA is currently underway procuring a new fleet of Blue Line vehicles, as detailed below. The Orange Line fleet consists of 120 No. 12 series cars. Preventive maintenance inspections occur on a 90-day interval. Two hundred and twenty (220) light rail vehicles (LRVs) with three separate series of cars make up the Green Line: 55 Boeing LRVs, 115 No. 7 cars, and 10 active Presidents’ Conference Committee (PCC) cars, which is the oldest fleet on MBTA property. The procurement of 100 No. 8 low-floor vehicles is currently underway and will enable the retirement of the 55-car Boeing fleet, thus increasing the fleet by 45

vehicles. The No. 8 cars are currently being introduced into service incrementally, and 40 have been condition-ally accepted so far. Preventive maintenance inspections are mileage-based for the Boeing LRVs and the No. 7 cars. The Boeing LRVs have a light inspection every 4,500 miles and a heavy inspection at 9,000 miles. The No. 7 cars are inspected at 5,500-mile intervals. The PCC cars are inspected on a 30-day basis. Subway rolling stock generally has a useful life cycle of 35 years or more. The MBTA subscribes to a philosophy of on-going preventive maintenance for light rail and heavy rail vehicles. This approach keeps the vehicles safe and reliable at a reasonable cost. Preventive main-tenance will be needed for repairing major components such as floors, pantographs, couplers, or overhead blower motors. The majority of the subway vehicle capital program is designated for the procurement of new fleets for the Green and Blue Lines. The Orange, Red, and parts of the Green Line fleets are undergoing major capital compo-nent replacements and overhauls.



SubwaySubway

MBTA Subway Revenue Vehicle Fleets Line Fleet

Name Qty. Service Date

Red No. 1 Fleet 74 1969 Red No. 2 Fleet 58 1988 Red No. 3 Fleet 86 1994 Blue No. 4 Fleet 70 1979 Orange No. 12 Fleet 120 1981 Green Boeing LRVs 55 1976-1983 Green No. 7 Fleet 115 1986-88, 1997 Green No. 8 Fleet 40/100 2000-present Green PCC Cars 10 1945-1946

REVENUE VEHICLES

Total Funding for all Revenue Vehicles $580.2 Mil l ion

Other Rev enue Vehicles

Subw ay $332.5m


PAGE 21

FUNDED PROJECTS The nine approved projects in the subway vehicle program will replace vehicle fleets on the Green and Blue lines, perform major overhauls and component replacements for four vehicle fleets, and supply the remaining fleets with minor component overhauls and preventive maintenance. All of these projects listed below (with the exception of the two procurements) represent preventive maintenance and will have a neutral effect on the operating budget. The No. 8 procurement will increase the Green Line fleet by 20% and the new Blue Line car procurement will increase the Blue Line fleet by 35%, resulting in higher operating and maintenance costs.

Red Line No. 1 Car Reinvestment This project, currently in process, is performing a component exchange on the Red Line No. 1 cars to ensure continued vehicle reliability and to extend vehicle service life.

Red Line No. 2 Car Overhaul

The purpose of this project is to perform a full midlife overhaul of the No. 2 vehicles. This program will maintain major systems in a state of good repair and ensure the vehicle fulfills its useful life.

Red Line No. 3 Car Upgrade

This project will fund the procurement, removal, and reinstallation of lithium batteries, including the replacement of the controller circuit cards and related software. In addition, the project will replace the monitoring terminal units (MTUs) in control cars. This will ensure the reliability of the No. 3 vehicle fleet.

Green Line Low Floor Cars (No. 8)

Procurement This project encompasses the procurement of 100 new low floor Green Line (No. 8) cars with spares. This investment also includes the modification of the existing No. 7 fleet to allow the No. 7 and No. 8 cars to operate together. This effort will make the Green Line accessible for disabled passengers and increase the overall size and capacity of the fleet.

Green Line No. 7 Car Modifications

This project encompasses a number of component repair and replacement efforts for the Green Line No. 7 fleet, including work to modify the cars to be compatible with the new No. 8 cars. The scope includes replacing and adjusting the obstruction-sensing system on the car doors, modify-ing the wheel profile to minimize wear on the track, upgrading and repairing the coupler support rods and spherical bearings, reengineering and upgrading the brake actuators, and replacing vehi-cle roofs. The project is a complete reconditioning and overhaul of crucial systems on the No. 7 fleet.

Orange Line Cars Capital Reinvestment This project funds the overhaul of the suspension system and the replacement of the propulsion cam controllers for the entire Orange Line fleet. This will ensure continued vehicle reliability and allow the vehicles to reach their full service life.

Orange Line No. 12 Car Rebuild—Phase II

This project involves a component overhaul for the No. 12 cars, including a structural sill repair effort that will ensure continued vehicle reliability. The project also examines a long-term strat-egy for maintaining the Orange Line fleet in a state of good repair.

REVENUE VEHICLES

PAGE 22


Blue Line Fleet Procurement

This includes the purchase of 94 new Blue Line cars, allowing for six-car train service and increased capacity on the Blue Line. The procurement will increase the overall size of the Blue Line fleet and will offer better service, passenger comfort, and reliability.

Subway Vehicle Paint Program

This project involves the preparation and painting of a number of rapid transit vehicles. The project is intended to restore vehicle appearance and involves some necessary bodywork. This action assists the vehicles in attaining their normal life expectancy.

Subway Revenue Vehicles: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS To date, the MBTA has identified the following subway vehicle projects as future needs.

Red Line No. 1 Replacement Fleet

New cars will be needed to allow the retirement of the No. 1 fleet.

Green Line Wheel Profile Needs The wheel profiles and trucks on the Green Line fleets will need additional preventive mainte-nance, including re-profiling and new wheel sets.

Orange Line No. 12 Car Replacement Fleet

New cars will be needed to allow the retirement of the No. 12 fleet.

REVENUE VEHICLES

PROJECTAuthorized

BudgetProj. Spen. as of FY05 FY06 FY07 FY08 FY09 FY10

Beyond FY10

Total FY06-10

Red Line No. 1 Car Reinvest. $5.00 $4.04 $0.96 $0.00 $0.00 $0.00 $0.00 $0.00 $0.96Red Line No. 2 Car Overhaul 66.00 0.00 0.00 0.50 8.01 32.49 24.96 0.04 65.96Red Line No. 3 Upgrade 2.34 0.00 0.66 0.89 0.59 0.20 0.00 0.00 2.34Green Line Low Floor Cars 223.83 130.68 20.26 25.43 30.79 16.67 0.00 0.00 93.15Green Line No. 7 Car Mod. 16.32 9.44 3.12 3.56 0.20 0.00 0.00 0.00 6.87Orange Line Cars Reinvest. 12.90 11.08 0.70 0.74 0.37 0.00 0.00 0.00 1.82Orange Line Cars Rebuild II 18.74 3.34 7.17 7.98 0.26 0.00 0.00 0.00 15.41Blue Line Fleet Procurement 205.00 59.04 38.60 56.17 42.60 8.59 0.00 0.00 145.96Subw ay Vehicle Paint Prgm. 1.49 1.44 0.05 0.00 0.00 0.00 0.00 0.00 0.05Total Program $551.62 $219.05 $71.51 $95.27 $82.83 $57.95 $24.96 $0.04 $332.52


PAGE 23

COMMUTER RAIL REVENUE VEHICLES The commuter rail fleet consists of 377 passenger coaches and 80 locomotive units. There are four series of coaches: the Pullman Standard fleet, the MBB fleet, the Bombardier fleet, and the Kawasaki fleet. The coach fleets are detailed below: • 57 Pullman coaches (1979); this fleet was over-

hauled in 1995-96. • 67 Messerschmitt-Bolkow-Blohm (MBB) coaches

(1987-88). These cars are the only MBTA coaches equipped with toilet facilities. It is MBTA policy for every trainset to include one car with a functioning toilet system.

• 146 Bombardier cars (1987, 1989-90). • 107 Kawasaki coaches (1990-91, 1997, 2002). This fleet includes 32 double-decker coaches. The revenue locomotive fleet is composed of 80 units of four major types: • 18 model F40PH-2 locomotives (1978, 1980); this fleet was upgraded in 1989-90. • 25 model F40PH-2C locomotives (1987-88); a midlife overhaul is in process. • 12 model F40PH-2M locomotives (1991, 1993). • 25 model GP40-MC locomotives (1997-98). Locomotives and coaches are typically considered to have a useful life cycle of 25 to 30 years. Generally, top-deck overhauls are scheduled for locomotives on a 6 to 6.5 year schedule. Vehicle mid-life overhauls are usually conducted at 12.5 years and are designed to enable the ve-hicles to reach their full service life in terms of power performance and dependability. Locomotives and coaches are typically scheduled for re-placement after the vehicles have reached their 25 to 30-year life expectancy. The majority of the commuter rail vehicle programmed spending is devoted to major overhaul efforts for the locomotive and coach fleets.

Qty. Fleet Type Service Dates 57 Pullman Coaches 1979 67 MBB Coaches 1987-1988

106 Bombardier B Cars 1989-1990 107 Double-Decker

Kawasaki Coaches 1990-91, 1997,

2002 18 F40PH-2 Locomotives 1978, 1980

25 F40PH-2C Locomotives 1987-1988

12 F40PH-2M Locomotives 1991, 1993 25 GP40-MC Locomotives 1997-1998

457 Total (377 Coaches, 80 Locomotives)

MBTA Commuter Rail Revenue Vehicle Fleets

40 Bombardier A Cars 1987

“Four of the five capital

projects for commuter

rail vehicles are major

overhauls of

locomotives and

coaches…”



Commuter RailCommuter Rail

REVENUE VEHICLES

Total Funding for all RevenueVehicles $580.2 Mil l ion

Comm Rail $116.1m


PAGE 24


FUNDED PROJECTS Four of the five capital projects for commuter rail vehicles are major overhauls of locomotives and coaches, while the remaining project represents closeout costs associated with the procurement of vehi-cle fleets for the existing rail network. Procurements of new coaches for the Greenbush Commuter Rail project are listed in the System Expansion section of this document. The overhaul projects represent normal preventive maintenance and will have a neutral impact on the Authority’s operating budget.

Commuter Rail Locomotives Midlife Overhaul: F40PH-2C Midlife Overhaul (25) This effort represents a standard midlife overhaul for 25 F40PH-2C locomotives. The overhaul will recondition the fleet for passenger safety and efficiency.

F40PH-2M Midlife Overhaul (12) This effort consists of a standard midlife overhaul of 12 F40PH-2M locomotives. The overhaul will recondition the fleet for passenger safety and efficiency.

Commuter Rail Locomotives Top Deck Overhaul: F40PH-2/GP40-MC Locomotives (18/9) This project involves a top deck overhaul for 18 F40PH-2 and 9 GP40-MC locomotives. The overhaul will recondition both fleets for passenger safety and efficiency.

GP40-MC Locomotives (16) This effort will overhaul the 16 remaining GP40-MC locomotives. Work consists of replacing rotating equipment such as power assemblies, turbochargers, camshafts, fuel injectors, pump compressors and fans. The completion of this overhaul will improve the service reliability of these units, help maintain on-time performance standards, and increase operating efficiency by reducing the number of failures.

F40PH-2M Locomotives (12) A top deck overhaul is scheduled for 12 F40PH-2M locomotives. Work consists of replacing rotating equipment such as power assemblies, turbochargers, camshafts, fuel injectors, pump compressors and fans. The completion of this overhaul will improve the service reliability of these units, help maintain on-time performance standards, and increase operating efficiency by reducing the number of failures.

F40PH-2C Locomotives (25) A top deck overhaul is scheduled for 25 F40PH-2C locomotives. Work consists of replacing rotating equipment such as power assemblies, turbochargers, camshafts, fuel injectors, pump compressors and fans. The completion of this overhaul will improve the service reliability of these units, help maintain on-time performance standards, and increase operating efficiency by reducing the number of failures.

Passenger Coach Reliability and Safety Maintenance Program

This project funds the overhaul of various aspects of the Authority’s coach fleet. To be included in this overhaul program are critical safety components such as trucks, brakes, couplers, and draft gears, in addition to others such as air conditioning systems and toilets. The program will encom-pass approximately 360 coaches of the entire 377-vehicle passenger coach fleet.

Kawasaki Coach Overhaul (75)

This project funds the full midlife overhaul of Kawasaki coaches. The overhaul work includes replacing and reconditioning trucks, couplers, HVAC system, electrical system, batteries and battery chargers, some interior fixtures and safety-emergency equipment.

REVENUE VEHICLES


PAGE 25

New Locomotive Equipment Procurement (25) This project involved purchasing 25 reconditioned locomotives to supplement the existing locomotive fleet. The locomotives are currently in service; the current funding is for contract warranty.

ANTICIPATED FUTURE NEEDS New procurements to support planned system expansions such as the Greenbush Line are not included in this program, however, they are incorporated into the System Expansion section of this document. Several efforts have been identified as potential commuter rail fleet needs.

Bombardier Coach Overhaul This project would consist of two separate midlife overhauls: the Bombardier A overhaul and the Bombardier B overhaul. The overhaul would recondition the entire fleet for passenger safety and efficiency.

MBB Coach Midlife Overhaul

This effort would involve a mid-life overhaul for 67 MBB coaches, as well as 5 Bombardier B control coaches. The overhaul would recondition the fleet for passenger safety and efficiency.

Kawasaki Truck Overhaul

The purpose of this work would be to remove, disassemble, and replace worn components on the truck assemblies of the remainder of the Kawasaki coaches.

Commuter Rail Revenue Vehicles: Project Budgets ($ in millions)

REVENUE VEHICLES

PROJECTAuthorized


Beyond FY10

Total FY06-10

Locomotive Midlife Overhaul $43.62 $39.96 $2.51 $1.07 $0.08 $0.00 $0.00 $0.00 $3.66Locomotive Top Deck Ovrhl. 16.31 2.72 2.19 6.69 3.64 1.07 0.00 0.00 13.59Pass. Coach Mntce. Prgm. 23.84 0.02 5.20 11.62 7.00 0.00 0.00 0.00 23.82Kaw asaki Coach Overhaul 75.00 0.00 0.00 0.00 5.50 40.25 29.25 0.00 75.00New Locomotive Proc. 32.49 32.48 0.00 0.00 0.00 0.00 0.00 0.00 0.00Total Program $191.25 $75.18 $9.91 $19.38 $16.21 $41.32 $29.25 $0.00 $116.07

PAGE 26


Kawasaki Coaches Midlife Overhaul

The project would involve the overhaul of the remainder of the coaches in the Kawasaki fleet.

Fleet Replacement for the Pullman Fleet The purpose of this project would be to complete the replacement of the Pullman fleet by purchasing bi-level coach cars.

Locomotive Procurement

The procurement of new locomotives is anticipated to support the retirement of the 18 F40PH-2 locomotive fleet.

CTC1B Suppression Modification - Control Cars

This project would involve the installation of momentary suppression (MS) in fifty-one control coaches for use in southside operations. These MS systems, installed by retrofit on control trailer coaches (CTCs) would modify their train control mechanisms and improve the cars’ operating efficiency.

Bi-level Procurement

This project would involve the purchase of bi-level coaches to allow the retirement of both the MBB fleet and the Bombardier A fleet.

Switcher Locomotive Procurement Vehicle Needs

The need to replace three existing switcher locomotives is anticipated.

REVENUE VEHICLES


PAGE 27

SILVER LINE REVENUE VEHICLES The MBTA is constructing the new Silver Line, a new Bus Rapid Transit (BRT) system with service from Dudley Square, through downtown, South Station, the South Boston Seaport District, and to Logan Airport, in three distinct phases. When complete, the Silver Line will provide connections between Roxbury, job centers downtown, South Station, South Boston, and Logan Airport. The service will also be coordinated with Massport to provide service to Logan

Airport. Phase I, with service along Washington Street from Dudley Square in Roxbury to downtown Boston, opened in July 2002. Phase II, with initial service from South Station to the South Boston Seaport District, and with eventual service to Logan Airport, the new convention center, and the Bos-ton Marine Industrial Park via a tunnel under Fort Point Channel, opened in December 2004. Phase III, the tunnel connecting the first two portions, is anticipated to be complete in 2010. A mixed fleet of 60-foot NeoPlan articulated Compressed Natural Gas (CNG) buses and 40-foot New Flyer CNG buses currently provides service to Phase I of the Silver Line downtown and along the exclusive bus-only lane along portions of Washington Street to Dudley Square. As the delivery of all 17 of the 60-foot NeoPlan buses continues, the New Flyer fleet will transition from the Silver Line to regular bus service (described in the Bus Revenue Vehi-cles section of this document).

The 60-foot NeoPlan articulated buses, ac-quired in 2003-2004, are powered by clean-burning compressed natural gas, equipped with low floors for easy boarding, and are air-conditioned. These vehicles are expected to have a useful life of 12 to 15 years. They are equipped with “smart” location message signs and audio announcements, capable of informing passengers of their location, the destination of the bus, the next station stop, intermodal transfers, and other useful infor-mation. The Phase II portion of the Silver Line will operate 32 dual-mode, diesel-electric, 60-foot articulated buses in the tunnel from South Station to South Boston and Logan Airport. Since these new fleets will be providing a new service, they are described in the System Expansion section of this document.

“...the Silver Line

will provide

connections

between Roxbury,

job centers

downtown, South

Station, South

Boston, and Logan

Airport.”



Silver LineSilver Line

REVENUE VEHICLES

Funding for all Revenue Vehicles $580.2 Mil l ion

Silv er Line $0.0m


PAGE 28


FUNDED PROJECTS The only project in the Silver Line revenue vehicles program is the ongoing procurement effort for the Washington Street portion (Phase I) of the Silver Line. These vehicles are in service, and the project represents closeout costs and warranty service. This project has a neutral impact on the Authority’s op-erating budget.

Washington Street Replacement Vehicles (Phase I) This procurement project consists of 17 CNG powered 60-foot articulated, low floor accessible vehicles to provide Silver Line service between Dudley Square and downtown Boston. The new vehicles have the ability to provide automatic vehicle location information, via a Global Positioning System (GPS) unit, to onboard passengers and to the Bus Operations Control Center to ensure frequent service and proper spacing between vehicles.

Silver Line Revenue Vehicles: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS Once the Silver Line Phase II service commences, the Authority anticipates the following additional vehicle procurements and maintenance projects.

Silver Line Vehicle Midlife Overhaul The MBTA anticipates programming a midlife CNG overhaul for the 17-vehicle fleet currently op-erating on Phase I of the Silver Line.

Silver Line Phase II South Boston Transitway Vehicle Procurement

The Authority has a contractual option to purchase 32 additional vehicles for the Silver Line Phase II.

Silver Line Phase III Vehicles

After the completion of the Silver Line, additional vehicles may be needed to provide full service.

REVENUE VEHICLES

PROJECTAuthorized


Beyond FY10

Total FY06-10

Wash. St. Vehicles (Ph I) $13.30 $13.28 $0.02 $0.00 $0.00 $0.00 $0.00 $0.00 $0.02Total Program $13.30 $13.28 $0.02 $0.00 $0.00 $0.00 $0.00 $0.00 $0.02


PAGE 29

BUS REVENUE VEHICLES The MBTA’s #1 strategic priority is to improve bus service, and this priority is reflected in the magnitude of current capi-tal investment in bus fleets. By 2006, almost two-thirds of the bus fleet will be replaced with 631 new vehicles, hun-dreds of diesel buses from the 1980s have been retired, and the remaining fleets are undergoing a thorough overhaul. This program includes vehicles in the MBTA’s bus, trackless trolley and paratransit services (THE RIDE). The MBTA’s bus and trackless trolley system is composed of over 200 routes. THE RIDE, a demand-responsive service for individuals with mental and physical disabilities, provides accessible service to 62 cities and towns in the MBTA service district. The MBTA’s bus fleet currently consists of 984 active buses: 343 Compressed Natural Gas (CNG) low-floor buses, 175 emission-control diesel buses, 396 diesel buses, 68 trackless trolley vehicles, and 2 prototype alternative fuel buses. The older trackless trolley fleet of 40 vehicles is being replaced incrementally by the 28 new Electric Trolley Buses. Almost two-thirds of the bus fleet has been replaced since 2001 with new vehicles with low floors for easy boarding, “smart” bus location message signs and audio announcements, and environmentally-friendly propulsion systems to reduce emissions. The average age of the bus fleet, 14 years in 2003, will drop to almost 4 years of age in 2005. In short, the MBTA’s goal is to improve its bus fleet through new equipment, cus-tomer service initiatives, and increased reliability. All 40-foot coaches and CNG vehicles have a 15-year useful life, and trackless trolleys have a 20-year useful life. All bus procurements under-way are for vehicles that operate on clean compressed natural gas or emission-control diesel (ECD) engines, which are the most cost-effective and environmentally friendly propulsion technologies for MBTA fleets. In addition, 453 vehicles for THE RIDE with useful lives of 5-7 years are in-cluded in the bus revenue vehicle fleet. Below is a roster of the MBTA’s bus fleets: 2004 North American Bus Industries (NABI) CNG Buses This fleet of 299 buses, which entered service in 2004, are fueled by clean-burning compressed natural gas, are air-conditioned, and will offer low floors for easy boarding. The buses, together with other fleets, have per-mitted the retirement of hundreds of 1980s-vintage diesel buses. 2004 NeoPlan Emission-Controlled Diesel (ECD) Buses This group of 175 buses also entered service in 2004, completing the retirement of buses purchased in the 1980s. This fleet is fueled by efficient engines running on ultra-low sulphur diesel fuel. 2003 NeoPlan 60-foot Articulated CNG Buses This 27-bus fleet entered service in 2003 and 2004. These low-floor buses are 60 feet long and offer more seats and expanded capacity compared to a traditional 40-foot bus.

“The MBTA’s #1

strategic priority is

to improve bus

service… By 2006,

almost two-thirds of

the bus fleet will be

replaced with 631

new vehicles…”

MBTA Bus Revenue Vehicle Fleets Qty Fleet Type Service

Dates 299 NABI CNG 40-ft 2004 175 NeoPlan ECD 40-ft 2004

27 NeoPlan CNG 60-ft 2003 17 New Flyer CNG 40-ft 2001-2002 28 Electric Trolley Buses 2004

260 “Zero-Series” 40-ft 1995 136 “Zero-Series” 40-ft 1994

40 Flyer Trackless Trolleys 1976 2 Prototype Alternative-Fuel

984 Buses (343 CNG, 571 Diesel, 70 other)


FY06FY06 -- FY FY10 10 Chapter 1: Revenue VehiclesChapter 1: Revenue Vehicles

BusBus

REVENUE VEHICLES

Funding for all Revenue Vehicles $580.2 Mil l ion

Bus $131.6m


PAGE 30


2002 New Flyer Compressed Natural Gas Buses These 17 40-foot buses were initially deployed on Phase I of the Silver Line, and they are currently being shifted to operate on standard bus routes. 1995 “Zero-Series” Nova RTS This 40-foot bus fleet is composed of 260 vehicles, with each bus equipped with wheelchair lifts and air conditioners. The fleet is undergoing a thorough overhaul program. 1994 “Zero-Series” TMC RTS This 40-foot series is composed of 136 vehicles, which are equipped with both wheelchair lifts and air conditioning. The fleet is undergoing a thorough overhaul program.

2004 NeoPlan Electric Trolley Buses This new fleet of 28 new trackless trolleys incorporates the new technology of smart bus features, a propulsion system powered by overhead catenary wires, and a low-floor design to accommodate all riders. 1976 Flyer Trackless Trolleys The trackless trolley fleet includes 40 electric trolley buses, procured in 1976. The trolleys have attained their service life expectancy and will be replaced with a fleet of 28 electric trolley buses (above). The MBTA’s maintenance strategy for the bus program is character-ized by continuous and frequent preventive maintenance inspections,

along with immediate, complete repairs of all defects using new parts. Part replacement is on a programmed schedule to prevent complete component failure. Power train overhauls are completed every 250,000-300,000 miles. This effort maximizes vehicle and component utilization by employing advanced preventive maintenance practices. THE RIDE The Authority’s paratransit program, THE RIDE, has a fleet of 225 sedans and 228 lift-equipped vans. The MBTA owns 66% of the fleet, which consists of 174 sedans (with a useful life of five years) and 126 vans (with a useful life of six years). The remaining 153 vehicles are owned and maintained by four private firms.

FUNDED PROJECTS The majority of spending in the 10 approved projects in the bus program is for the purchase of new buses and trackless trolleys. While most of these projects, including emission-controlled diesel buses, will have a neutral impact on operating costs, the CNG buses will have a negative impact on operating costs due to increased fuel and required maintenance costs.

27 NeoPlan 60-foot Articulated CNG Buses This project involves the procurement of 27 60-foot articulated CNG-fueled buses. These buses, which began entering service in 2003, offer expanded seating capacity, high quality service, and run on environmentally-friendly low emissions technology.

Bus Replacements Phase I: 85 New Emission-Controlled Diesel (ECD) Buses This new procurement will buy a new fleet of ECD buses to begin the programmatic replacement of the “zero-series” fleet. These buses are now the only MBTA buses that predate 2001, and this project is the first phase in the retirement of the fleet.

Bus Replacements Phase II: 134 New Emission-Controlled Diesel (ECD) Buses This new project will procure an additional fleet of up to 134 vehicles to continue the program-matic replace of MBTA buses in future years.

REVENUE VEHICLES


PAGE 31

299 North American Bus Industries 40-foot Compressed Natural Gas Buses This major project has purchased 299 CNG-fueled buses, which have been entering service in two phases. This project now consists of mostly closeout costs.

175 NeoPlan 40-foot Emission-Control Diesel (ECD) Buses This bus procurement effort included 175 new 40-foot buses. This project now consists of mostly closeout costs.

28 NeoPlan Electric Trackless Trolleys The project involves the procurement of 28 electric trackless trolleys to replace the existing fleet of Flyer vehicles. The new fleet, which is partially in revenue service, will incorporate the new technology of “smart bus” features, along with low-floor design to accommodate all riders.

“Zero Series” Bus Midlife Overhaul

The bus fleets purchased in 1994 and 1995, also known as the “zero-series” buses, will receive thorough overhauls and strict maintenance as they remain in active service during a staggered phase-out and replacement. This project will provide funding for midlife overhauls on the buses in the fleet, consisting of a full component overhaul or lighter structural work, depending on vehicle condition and need. The rehabilitation work will be performed to improve vehicle structure, mechanical systems, wheelchair lifts, electrical systems and bodywork, and will improve service reliability and passenger comfort.

17 New Flyer 40-foot Compressed Natural Gas Buses These 17 buses, initially deployed on Phase I of the Silver Line, are currently being shifted to op-erate on standard bus routes. They are 40 feet long, air conditioned, low-floor for easy boarding, and outfitted with “smart” location message signs and audio announcements.

Bus Technology Initiatives This project entailed the purchase and evaluation of 2 prototype alternative fuel buses. These buses will help the Authority in evaluating technologies for future fleet replacement.

THE RIDE Vehicle Program The Authority has the option to allocate capital funds to procure a fleet of accessible paratran-sit vans and sedans.

Bus Revenue Vehicles: Project Budgets ($ in millions)

REVENUE VEHICLES

PROJECTAuthorized


Beyond FY10

Total FY06-10

NeoPlan 60-f t CNG Buses $17.93 $17.90 $0.02 $0.00 $0.00 $0.00 $0.00 $0.00 $0.02Replacement Buses - Ph. 1 31.00 5.16 22.66 2.68 0.50 0.00 0.00 0.00 25.84Replacement Buses - Ph. 2 55.82 0.00 0.00 0.00 2.00 29.00 24.82 0.00 55.82NABI 40-f t CNG Buses 108.03 103.25 3.94 0.84 0.00 0.00 0.00 0.00 4.78NeoPlan 40-f t ECD Buses 67.62 52.27 12.73 2.62 0.00 0.00 0.00 0.00 15.35NeoPlan Elec. Trolley Buses 29.95 29.92 0.03 0.00 0.00 0.00 0.00 0.00 0.03"Zero-Series" Overhaul 49.87 35.65 8.38 5.74 0.10 0.00 0.00 0.00 14.22New Flyer 40-f t CNG Buses 6.00 5.61 0.10 0.21 0.08 0.00 0.00 0.00 0.39Bus Technology Initiatives 4.00 3.74 0.00 0.00 0.03 0.23 0.01 0.00 0.26RIDE Vehicle Program 16.05 1.21 0.00 1.00 4.00 4.30 5.54 0.00 14.84Total Program $386.27 $254.71 $47.86 $13.09 $6.71 $33.53 $30.38 $0.00 $131.56

PAGE 32


ANTICIPATED FUTURE NEEDS Given the age of the existing fleet, current bus purchases will result in a large influx of new vehicles. In the future, however, the MBTA intends to program bus vehicle purchases to allow the Authority to re-ceive a small number of buses at a constant rate. This strategy will reduce the Authority’s mechanical dependency on a single class of vehicles, and will keep the average bus age relatively constant over time. The following projects have been identified as anticipated future needs.

Continue “Zero-Series” Fleet Replacement In the long term, additional new buses beyond the purchases programmed here are anticipated to continue the future retirement of the fleet of “zero-series” buses, which are currently undergoing a program of midlife overhauls, maintenance, and replacement. It is anticipated that the MBTA will continue to purchase these buses in a gradual manner to complete a staggered phase-out of the fleet over several years in conjunction with the ongoing overhaul effort, and based on the need and condition of the remaining fleets.

CNG Bus Midlife Overhauls The fleets of new vehicles that entered service in 2001-2004 will be eligible for a program of mid-life overhauls over the long term.

REVENUE VEHICLES


PAGE 33

NON-REVENUE VEHICLES PROGRAM OVERVIEW To respond to emergencies, perform maintenance work, keep the system safe for passengers, and to engage in major construction work, the MBTA operates a large fleet of vehicles and work equipment not used to transport passengers. Maintenance service calls, safety-critical situations, field supervision, revenue collection, repair projects, and system upgrade efforts occur all over the MBTA’s service district and metropolitan Boston. Non-revenue vehicles and equipment support the entire range of Authority operations. Therefore, the MBTA owns and operates a large fleet of 949 non-revenue vehicles. This wide array of vehicles varies greatly, and includes rail-mounted and rubber-tired cars, trucks, sedans, police cruisers, snow plows, track geometry cars, brush cutters, and spreaders. Included in the mainte-nance-of-way category are crane, bucket, cable, platform, and snow fighting trucks. Rubber-tired construction equipment includes front-end loaders, backhoes, cranes, and other vehicles.

In addition to vehicles, the MBTA also owns and maintains non-revenue equipment. These in-clude loaders, trailers, pumps, tractors, air compressors, port-able light plants, and other equipment. Beginning with this Capital Investment Program, non-revenue vehicles will be part of a systemwide fleet plan for prioritizing the replacement and capital maintenance needs to keep the fleet in a state of good repair. The Authority will invest $11.7 million for non-revenue equipment in the current capital pro-gram.

“…the MBTA owns

and operates a

large fleet of 949

non-revenue

vehicles.”


FY06FY06 -- FY FY1010 Chapter 2: NonChapter 2: Non--Revenue VehiclesRevenue Vehicles

NON-REVENUE VEHICLES

PAGE 34


Funding for all Non-Revenue Vehicles$11.7 Mil l ion

Other Capital

Inv estments $2.383b

Non-Rev . Vehicles $11.7m

SYSTEMWIDE NON-REVENUE VEHICLES Non-revenue vehicles used to maintain the infrastructure supporting the MBTA's transit services, rights-of-way, sig-nals, power, and other equipment include rail-mounted (or on-track) machines such as GLP (generator, lift, and pump) cars, emergency response vehicles, track geometry cars, dump cars, wire cars, flat cars, cranes, tampers, box cars, ballast regulator cars, tie handlers, brush cutters, and clearance cars. These vehicles have various service lives, ranging from 7 years to 20 years. The ability to perform maintenance, respond quickly to service problems, and to react to safety issues is critical, and the condition of the fleet that supports these activities is a major component for suc-cess.

Rapid Transit Work Cars MBTA operations and maintenance personnel employ 46 assorted rapid transit work cars: box cars, re-railing cars, clearance cars, cranes, flat cars, snow plows, and wire cars. The useful life of these cars ranges from 7 to approximately 40 years. Commuter Rail Work Cars The Authority’s commuter rail service provider, Massachu-setts Bay Commuter Rail, operates 333 non-revenue vehi-cles, including hi-rail trucks, snow plows, and pickup trucks, as well as maintenance-of-way equipment. Bus Operations, Construction, and Systemwide Vehicles Bus Operations maintains a pool of 570 assorted vehicles for signal crews, power maintenance per-sonnel, track crews, and administrative functions. In addition, this pool includes heavy construction machinery used by the Design and Construction Directorate, and bus tow trucks capable of towing 40- and 60-foot buses. MBTA Police Department Vehicles The MBTA Police Department utilizes a fleet of approximately 100 police cruisers, motorcycles, and other safety equipment.


FY06FY06 -- FY FY1010 Chapter 2: NonChapter 2: Non--Revenue VehiclesRevenue Vehicles

SystemwideSystemwide



PAGE 35

ANTICIPATED FUTURE NEEDS The ability of the Authority to maintain the transit system, respond to service problems, and to react to and correct safety issues is critical, and the condition of the fleet that supports these activities is a major component for success. The current fleet is composed of some vehicles that have reached their service lives and are due for replacement. These needs will be prioritized and addressed within the systemwide non-revenue vehicle fleet program.

Systemwide Non-Revenue Vehicle Needs This project would continue funding efforts under the systemwide fleet plan to meet ongoing needs.

Commuter Rail Non-Revenue Vehicle Needs

The replacement of six aging non-revenue vehicles and light trucks used by the MBTA staff in the inspection of commuter rail equipment is anticipated. The replacement of approximately 45 maintenance-of-way (MOW) work vehicles will also need to be programmed.

Replacement of MOW Work Equipment Replacement of maintenance-of-way work cars and equipment is anticipated as they reach or ex-ceed their useful life. This equipment includes tie replacement, snow removal, brush cutting, track geometry inspection, excavating and other maintenance support equipment.

FUNDED PROJECTS Given the size and complexity of the non-revenue vehicle and equipment inventory, the Capital Invest-ment Program allocates funds to a systemwide plan for programming the normal replacement of equip-ment over its life cycle. These funded projects represent normal replacement of assets and will have a neutral impact on the operating budget.

Systemwide Non-Revenue Vehicle Program Based on a comprehensive fleet plan that prioritizes future ongoing replacement needs for all modes, this project provides funding for the fleet of nearly 1,000 systemwide non-revenue vehi-cles and equipment.

Subway Operations Non-Revenue Equipment Procurement

This effort will procure non-revenue subway equipment, including re-railing trucks for the Orange and Red Lines and a wheel profiler for the Green Line.

Police Fleet Modernization This effort provides funds for the MBTA Police Department to replace police cruisers and other safety equipment to maintain its capital infrastructure in a state of good repair.

Systemwide Non-Revenue Vehicles: Project Budgets ($ in millions)


PROJECTAuthorized


Beyond FY10

Total FY06-10

Systemw ide NRV Program $10.26 $0.00 $2.26 $2.00 $2.00 $2.00 $2.00 $0.00 $10.26Subw ay Ops. Equipment 1.26 0.91 0.35 0.00 0.00 0.00 0.00 0.00 0.35Police Fleet Modernization 1.13 0.00 0.09 0.10 0.10 0.35 0.49 0.00 1.13Total Program $12.65 $0.91 $2.70 $2.10 $2.10 $2.35 $2.49 $0.00 $11.74

PAGE 36


TRACK/RIGHT-OF-WAY PROGRAM OVERVIEW The MBTA currently operates light and heavy rail transit on 185 miles of track. The commuter rail system is operated on 600 miles of track. On each rail line, replacement efforts are programmed for different segments based upon geographical location or type of track construction. The right-of-way generally consists of the actual steel rails of the track, rock or dirt ballast that acts as the flat foundation for the track, and concrete or timber ties running perpendicular to the rails. In general, this infrastructure has a useful life of 25 years.

Grade crossings, where automobile roads and pedes-trian walkways intersect rail lines at the same level, have special maintenance and replacement needs, and are typically replaced as part of a stand-alone program. The current program invests $85.8 million towards Track/R.O.W, which represents 3.6% of the total capital program. The majority of capital funds are di-rected towards systematic maintenance of subway rights-of-way, while a smaller portion is allocated to replacement of rails and ties on the commuter rail sys-tem.


FY06FY06 -- FY FY1010 Chapter 3: Track/RightChapter 3: Track/Right--ofof--WayWay

TRACK / R.O.W.

Funding for all Track $85.8 Mil l ion

Track $85.8m

Subw ay $80.8m

Comm Rail $5.0mOther Capital


FY06-FY10 CIP$2.39b


PAGE 37

SUBWAY TRACK/RIGHT-OF-WAY The MBTA subway system operates on 185 miles of track with a wide variety of construction types, rail ties, and overhead cate-nary systems. The track network includes 125 miles of reve-nue track and an additional 60 miles of non-revenue track within rail yards and other service areas. The right-of-way (ROW) for heavy rail subway track often includes a highly elec-trified third rail running along the tracks through which subway cars receive traction power to move. These third rails have special maintenance needs, and are included in the Subway Signals program of this document. The Red Line operates over 45 miles of revenue track. Types of track construction vary from standard wood tie track to con-crete floating slab, with variations of the two. The line includes timber tie track, concrete dual block tie track, direct fixation, and concrete floating slab track. The entire line is powered by third rail. The Green Line (Light Rail) has a total of 46 revenue track miles. Al-though the track type varies throughout the Green Line, the majority of the line is a wood tie and ballast unit with some monoblock concrete tie track as well. The running rail on the line consists of both “T” rail and

girder rail. The entire line is pow-ered by overhead catenary. The Orange Line operates over 22 miles of revenue track. The type of track construction varies. The track consists of timber tie track, di-rect fixation, and concrete floating slab track. The entire line is powered by third rail. The Blue Line operates over 12 miles of revenue track. The type of track construction is primarily timber tie; however, sections of the track are monoblock concrete tie track. Throughout the Blue Line a

combination of overhead catenary lines and third rail power the line. Subway grade crossings have a useful life ranging from 12 to 15 years. Since portions of the Green Line are at street level and cross automobile traffic, there are 64 grade crossings along the Green Line and other crossings within MBTA maintenance facilities. The subway fleets operate over 1 million feet of mainline-ballasted track and over 400,000 feet of yard-ballasted track. The MBTA has approximately 560 mainline turnouts (sections of track which “turn out” from the main line), which have useful lives ranging from 4 to 25 years. There are 675 total yard turnouts and equipment, which have useful lives ranging from 8 to 25 years. The majority of the funding is programmed for system-wide work throughout the rapid transit system.

“The MBTA subway

system operates on

185 miles of track with

a wide variety of

construction types, rail

ties, and overhead

catenary systems.”

MBTA Subway Track & Right-of-Way

Line Revenue

Track Length

Power Source Red 45 miles Third Rail

Orange 22 miles Third Rail Blue 12 miles Overhead Catenary

and Third Rail

Green 46 miles Overhead Catenary



SubwaySubway

TRACK / R.O.W.

Funding for all Track$85.8 Mil l ion

Subw ay $80.8m

Other Track

Programs

PAGE 38


FUNDED PROJECTS Currently, funding is available for three projects in this capital program for the Subway Track/ROW pro-gram. These projects will have positive impacts on the operating budget; however, failure to complete these projects will have a negative impact on the Authority’s operating budget.

Highland Branch (D-Line) Track Upgrade - Phases I, II, and III

This effort will fund the replacement of ties, ballast, and, in some areas, a full-depth reconstruc-tion of the right-of-way along the Highland Branch (D-Line) from Riverside to Eliot, and Brookline Village to Brookline Hills. This represents the first three years of a five-year tie replacement program necessary to upgrade this branch to top service grade condition.

Green Line Grade Crossing and Track Reconstruction The project is rebuilding 7 Green Line grade crossings and track on the B-Line: 2 on Beacon Street and 5 on Commonwealth Avenue. This will provide improved performance and more reliable service. Currently, 5 of the 7 crossings are complete, and the remaining 2 are scheduled for work.

Systemwide Track Maintenance Program

This project represents funding that has been set aside to address on-going subway track infrastructure needs.

Subway Track/ROW: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS Most of the rapid transit and light rail lines face maintenance issues, and the Systemwide Track Mainte-nance project above may encompass future upgrade and repair projects. Performing periodic renewal and replacement efforts in a timely manner reduces daily operating costs and life cycle costs, and increases reliability and safety. A continual rail-changing and tie-renewal program is needed to keep the track structure in a state of good repair. The following projects have been identified as future track needs.

Highland Branch (D-Line) Track Upgrade - Phases IV and V This effort would continue the replacement of ties along the D-Line Highland Branch on the Green Line. A total of 50,000 ties would be replaced once this is complete.

Track Design Standards

This project would develop track design standards and specifications.

Green Line Grade Crossing Reconstruction There are 37 Green Line grade crossings that are expected to need reconstruction and rehabilita-tion work in the coming years.

Green Line Tie Renewal Program

A tie renewal program to install new wood ties is anticipated along the B and C Lines.

Red Line Columbia Junction Interlocking The project involves the replacement of crossties and the relocation of some switches for upgrading.

TRACK / R.O.W.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Highland Branch (Ph 1-3) $14.11 $3.85 $5.51 $3.68 $1.07 $0.00 $0.00 $0.00 $10.27Green Line Track Improvmnts 8.18 7.19 0.00 0.40 0.59 0.00 0.00 0.00 0.99Systemw ide Track Maintnce. 132.99 52.83 13.90 13.90 13.90 13.90 13.90 10.66 69.50Total Program $155.29 $63.87 $19.41 $17.98 $15.56 $13.90 $13.90 $10.66 $80.76


PAGE 39

Red Line Surface Tamper/Mainline Thermit Weld/Continuously-Welded Rail The project involves the surfacing and tamping of track, and the thermit welding of the rail to improve the quality of service on the Red Line.

Red Line Floating Slab Alignment Repair

This effort would rebuild sections of the floating slab track between Harvard and Alewife.

Red Line Ashmont Line Rail Program A program to replace the existing 150-pound type third rail with new 85-pound type third rail is anticipated for the Ashmont line. This project would combine lighter type third rail and improved electrical technology to deliver third rail power and to improve traction on this section of track.

Red Line Clayton Street Curve Reconstruction

This project involves the reconstruction of this section of track, and will allow the elimination of several speed restrictions.

Red Line Fully Guarded Switches

This project involves the deactivation of switches that do not meet track standards.

Orange Line Tie Replacement A tie renewal program is anticipated from Haymarket to Oak Grove that would install 50,000 new wood ties.

Orange Line Third Rail Upgrade

This program would replace concrete support pedestals that support the third rail on the Orange Line with 4,000 new blocks of treated wood. A program to replace approximately 2,000 feet of third rail in station areas is also anticipated.

Orange Line Special Track Work: Rebuild Wellington

Programs to rebuild track structures and replace yard turnouts in Wellington Yard are anticipated.

Blue Line Special Trackwork This is a special trackwork renewal program to replace turnouts.

Blue Line Orient Heights Track Rebuild

The project involves the rebuilding of the track in the Orient Heights Facility.

Blue Line Rail & Tie Changing A rail changing program is anticipated to replace worn rail, bolted rail, and ties from Bowdoin to Orient Heights stations.

Subway De-watering Pump Replacement

This project involves the replacement of existing subway right-of-way and de-watering pumps at Columbia Junction.

Systemwide Track Charts

This effort would create track charts for the remaining lines to allow the MBTA to use systemwide track charts.

TRACK / R.O.W.

PAGE 40


COMMUTER RAIL TRACK/R.O.W. Commuter rail rights-of-way consist of rail, wooden crossties, grade crossings, and fencing. The commuter rail system oper-ates on a vast network of over 600 miles of track, 1.5 million timber ties, and 257 grade crossings stretching across eastern Massachusetts. Rail on the commuter rail system can be expected to last approximately 40 years, although curved rail has a shorter life span due to increased friction from vehicles. The MBTA com-muter rail system includes over 1,300 miles of metal rail. Approximately 1.5 million timber crossties and switch timbers support the track network. Railroad crossties are renewed on a cyclical schedule that prevents failed ties from imposing speed restrictions and delaying trains. Railroad crossties usually have a life span of 25 to 30 years depending on a variety of mechanical and environmental factors. These crossties also require a renewal of approxi-mately 48,000 crossties and 5,000 switch timbers annually.

Grade crossings are the most prominent fixtures of the commuter rail system. The Authority has 257 grade crossings on the commuter rail sys-tem, requiring a replacement program averaging 21 crossings per year. The crossings ensure safety for both commuter rail passengers and high-way motorists where roads and railroad tracks intersect. Grade crossings have a life expectancy of 12 years. The automatic protection equipment is maintained under the signal program. A significant amount of commuter rail track maintenance is performed under the MBTA’s commuter rail management contract and is primarily funded through the operating budget.

MBTA Commuter Rail Track

Name Length Fitchburg 90 miles Lowell 51 miles Haverhill 55 miles Newburyport/Rockport 92 miles Worcester 89 miles Needham 13 miles Franklin 34 miles Attleboro/Stoughton 116 miles Fairmount 19 miles Middleborough/Lakeville 47 miles Plymouth/Kingston 32 miles

Total 638 miles

“The commuter rail

system operates on a

vast network of over

600 miles of track,

1.5 million timber

ties, and 257 grade

crossings stretching

across eastern

Massachusetts.”




TRACK / R.O.W.

Funding for all Track$85.8 Mil l ion

Comm Rail

$5.0m

Other Track

Programs


PAGE 41

FUNDED PROJECTS Both of the funded commuter rail track projects listed below will have a neutral impact on the operating budget as they reflect normal replacement of assets.

Commuter Rail Track Systemwide Replacement This effort will fund the replacement of rail on an as-needed basis throughout the commuter rail system to maintain service reliability and safety. The goal of this program is to replace approxi-mately 5 miles of track per year in conjunction with the MBTA’s commuter rail management con-tractor.

Commuter Rail Curve Track Upgrade

This project will involve the replacement of worn curve rail. Many of the existing system curves have worn down and are close to or have exceeded their useful life. Replacing this rail will ensure customer safety and continued service reliability.

Commuter Rail Track/ROW: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS The condition of commuter rail tracks throughout the system varies. Four lines are in fair to acceptable condition, four are in good condition, and three are new and in excellent condition. Systemwide, there are maintenance issues that apply to several or all of the rail lines. Performing periodic renewal and replacement programs in a timely manner reduces daily operating costs, reduces life cycle costs, and increases reliability and safety. The MBTA has identified the following projects as future needs for commuter rail track.

Lowell Junction/Frey Double Track This project would add double track to the Haverhill Line between Lowell Junction and Frey to reduce delays and improve the flexibility of scheduling both passenger and freight trains.

Winchester-Mishawum Rail Replacement

This effort would replace 5.6 miles of 112-pound and 115-pound type rail on track between Winchester and Mishawum, a track segment used by both the Lowell and Haverhill Lines.

Fitchburg Main Line Rail Replacement

This project would involve the replacement of 18.4 miles of 112-pound type, non-control-cooled rail on the Fitchburg Main Line between Willows and Fitchburg.

Rail Inventory Purchase

This project would include the purchase of additional head-hardened 132-pound rail to replenish inventory and replace worn railing.

Elimination of Bleachery Interlocking This project encompasses numerous tasks: the relocation of Guilford’s train operations from Lowell to Lawrence, the removal of crossovers between the MBTA’s New Hampshire Main Line op-erations and Guilford’s Lowell Branch, the relocation of one crossover, and the removal of four other crossovers. By moving a large amount of track and signaling equipment beyond the Lowell commuter rail station, redundancies would be eliminated and the rail line would be improved.

TRACK / R.O.W.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Commuter Rail Track Repl. $8.05 $3.04 $2.00 $3.01 $0.00 $0.00 $0.00 $0.00 $5.01Curve Track Upgrade 1.00 0.99 0.01 0.00 0.00 0.00 0.00 0.00 0.01Total Program $9.05 $4.03 $2.01 $3.01 $0.00 $0.00 $0.00 $0.00 $5.02

PAGE 42


South Acton Station Double Track

This project would extend the double tracked portion of the Fitchburg Line west through the station at South Acton. The extension of the double track would allow trains turning at South Acton to be held clear of passing trains, and subsequently reduce delays.

Reading Station Double Track

This project would extend the Haverhill Line double track north through Reading Station. The extension would allow trains turning at Reading to be held clear of passing trains, thus reducing delays and freight conflicts.

Beverly Drawbridge: Upgrade Mechanical Devices

This project involves removing and replacing all outdated and worn gears and parts, redesigning the push/pull rod system and wedge mechanisms for greater reliability and durability, and updating bearings and ancillary equipment.

Station Upgrade Approach

This project involves the installation of approach tie pads at the expansion joints at several drawbridges.

Systemwide Commuter Rail Fencing

The installation and maintenance of fencing along the rights-of-way is important to safely operate trains, protect railroad property, and to prevent trespassing and illegal dumping of trash and contaminated materials on railroad property.

Montvale Yard Rehabilitation

This project would provide for the rehabilitation of the entire Montvale facility on the Lowell Line.

Future Systemwide Tie Replacement/Renewal Program A systemwide replacement and renewal program for defective ties will enable continued reliable commuter rail usage.

Systemwide Grade Crossing Renewal

This project would provide funds for the renewal of grade crossings on the commuter rail system.

TRACK / R.O.W.


PAGE 43

Funding for all Signals $146.6 Mil l ion

Other Capital


Signals $146.6m

FY06-FY10 CIP$2.39bSIGNALS

PROGRAM OVERVIEW Train control is critical to providing service in a complex rail sys-tem. The signal system’s primary responsibility to control trains for efficient spacing and runtimes makes it an integral part of a transit system. The signal system’s goal is maintaining train separation while attempting to minimize headways and run-times. To maintain proper train separation principles for route integrity, speed control and broken rail protection are employed in the design. These signal system aspects are thoroughly tested as part of the installation process and require ongoing maintenance. The MBTA employs two basic types of signal de-sign philosophies: Absolute Block Signaling (ABS), as installed on the Blue and Green lines, and Automatic Train Control (ATC), as installed on the Red and Orange Lines. The ABS system uses alternating current (AC) circuits. On the Blue Line, train separation is maintained by the use of trip stops while on the Green Line, the operator has sole responsibility for adhering to signal aspects. The ATC system, in use on the Red and Orange Lines, uses audio frequency track circuits. This allows the transmission of the maximum allowed speed to a semi-intelligent carborne subsystem. Maximum allowed speed is determined by civil restrictions as well as track conditions and is enforced by the wayside signal system in conjunction with the carborne sub-system. With regard to implementation, signal systems use vital relays and proc-essors that operate in a “fail-safe” mode. Non-vital systems act as an interface between the dispatcher and the vital systems. This equipment is housed in Central Instrument Rooms/Houses (CIR/H) and wayside cases or bungalows. This equipment, in turn, controls wayside equipment such as train approach lights, signals, switches, trip stops, and heaters. This significant piece of MBTA infrastructure is absolutely crucial in sup-porting the safe and efficient operation of trains systemwide. The follow-ing section details some of these components and equipment. Signal Systems Components (Shared by Commuter Rail and Subway) Switches, Crossovers, and Switch Heaters Switches and crossovers are incorporated in the track system to reroute trains. Both electric and hand throw switches are used. Switches that are used infrequently normally have a useful life of around 25 years. However, high-use switches that are thrown many times in daily operations have a useful life of 10 to 15 years. Switch heaters, which prevent freezing and keep switches functioning during the winter months, have a useful life ranging from one to five years, depending on location and frequency of use. Signals/Wayside Lights Wayside lights display a combination of signal aspects to communicate the status of the next track seg-ment to the train operator. Signal housings have a useful life of approximately 20 years, while the bulbs inside last for only a few years. Future use of LED lamps will increase this life expectancy by up to 10 years, and will lower maintenance costs.

“The signal system’s

primary responsibility

to control trains for

efficient spacing and

runtimes makes it an

integral part of a transit

system.”


FY06FY06 -- FY FY1010 Chapter 4: SignalsChapter 4: Signals

SIGNALS

PAGE 44


Track Circuits The track circuit is the most vital part of the signal system and consists of a power source, a transformer or transmitter circuit, and a receiver or relay end. AC track circuits are used on the Blue and Green Lines as well as on all interlocking areas. Audio frequency track circuits, composed of a transmitter and re-ceiver end, are used on the Red and Orange Lines. With intensive monthly maintenance, track circuits are expected to have a 20-year useful life. Grade Crossing Signals Grade crossing signals are used on the commuter rail network to warn automobile and pedestrian traffic of oncoming trains in locations where roads and highways cross railroad rights-of-way. The capital equip-ment at these intersections has a useful life of 20 years. Signal System Components (Subway Only) Train Stops and Train Stop Heaters Train stops are utilized on the rapid transit lines to ensure compliance with restrictive conditions and have a useful life of 20 years. Train stop heaters allow the train stops to function normally in winter weather conditions and have a useful life of up to 5 years. Third Rail Heaters Third rail heaters are used to prevent the third rails from icing during winter months. The Authority util-izes over 540,000 feet of third rail heaters. All third rail heaters have a useful life of 2 to 5 years. In addi-tion, there are 43,990 third rail heater insulators, which typically have a useful life of 5 years. Train Approach Lights Train Approach Lights are deployed on the rapid transit lines as a safety indicator for operations person-nel on the right-of-way. With thorough maintenance, these lights can be expected to have a useful life of 20 years. The current program invests $146.6 million for signals. The signal program represents 6.1% of the total capital program. Major signal efforts include the replacement of the northern segment of the Orange Line signal system, and an upgrade to the Blue Line signal system.

SIGNALS


PAGE 45

SUBWAY SIGNALS The Authority’s subway signal program consists of two types of control systems on the various lines, ATC and ABS. The Red and Orange Lines use an Automatic Train Control (ATC) system while the Blue and Green Lines util-ize an Absolute Block Signal (ABS) type system. Each line consists of mainline and yards segments. • The Red Line signal system consists of several yards

and mainline segments. It is an ATC system, using ve-hicle systems and wayside controls to regulate train movement. There are a total of 135 switches, 210 sig-nals, 16 instrument houses, 355 track circuits, 1,632 third rail heaters, 68 switch heaters, 2 train stop heat-ers, 2 train stops, 12 train approach lights, and 16 in-strument houses. Currently, the Authority is in the process of replacing the track modules at the fol-lowing stations: Central Square, Downtown Crossing, JFK/UMass, Ashmont, North Quincy, Quincy Center, and Braintree. A large portion of the Red Line is above ground and exposed to the elements; therefore, a significant number of third rail heaters are needed on this line.

• The Green Line signal system is equipped with the ABS signal system, however, it does not utilize train stops. A total of 91 switches, 497 signals, 497 track circuits, and 40 switch heaters operate on the Green Line. Portions have been upgraded following the flood of 1996, including the segments from Brookline Village to Hynes Auditorium. The equipment between Haymarket and North Station is being upgraded as part of the North Station Superstation project in the System Enhancement section of this document. • The Orange Line utilizes a combination of ATC and wayside block signal systems. This line has a total of 107 switches, 199 wayside signals, 245 track circuits, 457 third rail heaters, 101 switch heaters, 34 train stop heaters, 17

train stops, 48 train approach lights, and 12 instrument houses. The signal system to the north from Chinatown to Oak Grove is about 25 years of age and is currently being replaced.

• The Blue Line has a total of 86 switches, 154 signals, 181 track circuits, 12 third rail heaters, 43

switch heaters, 145 trip stops each with two heaters, 74 train approach lights, and 6 instrument houses. The Airport and Aquarium station projects will add 2 more instrument houses. The Blue Line is equipped with ABS and train stops and does not utilize on-board subsystems for train movement.

The signal equipment that interfaces with the Operations Control Center (OCC), bungalows/central in-strument locations, wayside systems, and yard systems, are universal along the subway system. Each has a useful life of 25 years, with the exception of the OCC. The useful life of the OCC is based on avail-ability of spare parts for computers, which have a life cycle of 5 years (for more information on the OCC, see the Communications section of this document).


FY06FY06 -- FY FY10 10 Chapter 4: SignalsChapter 4: Signals

SubwaySubway

SIGNALS

Funding for all Signals$146.6 Mil l ion

Subw ay $143.5m

Other Funded Signal

Programs

PAGE 46


FUNDED PROJECTS Currently, there are five funded subway signal projects underway. The upgrade of the Orange Line sig-nal system is the most significant effort underway in the subway signal program. Other major projects include the upgrade of the Blue Line signal system (an element of the Blue Line modernization effort) and a systemwide signal infrastructure reinvestment effort. All signal projects listed below will have a posi-tive impact on the Authority’s operating budget by reducing the signal components’ mean time between functional failure. With newer systems, equipment, and redundancy, the mean time to repair a failure will be substantially reduced. By keeping the number of failures and time needed for repairs low, overtime by operations personnel to facilitate revenue service will be minimized. These benefits are somewhat offset by deferred replacements on the oldest portions of the signal systems, with the potential for outages in-creasing over time.

Systemwide Signal Maintenance Program

This project represents funding that has been set aside to address subway signal infrastructure needs. The project will maintain and replace third rail heaters, signal lights, track circuitry, and cable plant across the subway system.

Red Line Signal/Cable Upgrades

The purpose of this project is to replace existing Generation One Track Modules and associated hardware and wiring on the Authority’s Red Line. Generation Five Track Modules are presently being installed on the Red Line at 6 locations. This effort will result in more reliable and efficient service.

Green Line Lechmere Station Signalization

This effort will provide signalization at the proposed Lechmere Station.

Orange Line North Signal System Upgrade This purpose of this project is to design and install a state-of-the-art Automated Train Operating (ATO) system on the Orange Line from Chinatown to Oak Grove with interfaces at Wellington Yard and Chinatown. The new ATO system would be compatible with the existing ATO system on the Southwest Corridor and the Orange Line fleet's ASC. Also, a new communications link to the OCC will be constructed. This project is currently under full construction, and should last three years. Service diversions are in place on some weeknights to allow this project to be completed.

Blue Line Signal Upgrade

The scope of this work will involve the study and upgrade of the signal system along the Blue Line to accommodate six-car train service. The signal upgrade will be performed in conjunction with the Blue Line Modernization effort.

Subway Signals: Project Budgets ($ in millions)

SIGNALS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Systemw ide Signal Maint. $80.46 $26.61 $9.40 $9.40 $9.40 $9.40 $9.40 $6.85 $47.00Red Line Signal/Cable Upg. 5.17 5.16 0.00 0.00 0.00 0.00 0.00 0.00 0.00Green Line Lechmere Signals 8.90 0.00 0.00 0.00 4.00 4.90 0.00 0.00 8.90Orange Line North Sgnl Upg. 84.20 24.89 26.69 26.63 6.00 0.00 0.00 0.00 59.31Blue Line Signal Upgrade 30.00 1.67 15.53 12.55 0.25 0.00 0.00 0.00 28.33Total Program $208.72 $58.33 $51.62 $48.58 $19.65 $14.30 $9.40 $6.85 $143.54


PAGE 47

ANTICIPATED FUTURE NEEDS Regular maintenance for all signaling components is needed to maintain safety and reduce operational breakdowns. New signaling technology should also be considered to improve safety and operations, as well as to decrease maintenance costs. The following projects have been identified as future efforts for subway signal needs.

Red Line JFK/UMass/North Quincy This project would consolidate the cable plant and signal houses at the JFK/UMass and North Quincy stations.

Red Line Signaling Standardization

Long-term issues include signaling standardization using Generation Five Track Modules.

Evaluation of Future Technology Study The Signal Division is considering the use of Communication-Based Train Control (CBTC) for both the Green and Blue Lines.

Green Line Systemwide Signal Improvements

The overall condition of signal equipment including interlocking logic, track circuits signaling and switch heater controls must will be addressed incrementally. Technology updates are needed, including replacement of most systems with technology updates, interlocking logic, track circuits signaling and switch heater controls. Specific technologies to be used would be identified through the Evaluation of Future Technology Study mentioned above.

Highland Branch Wayside Signal Replacement

The project involves the replacement of signals on the Highland branch and would include the Reservoir Yard. The technology would be identified through the Evaluation of Future Technology Study mentioned above.

Third Rail Heater Central Control

This project involves the design and implementation of a systemwide third rail heater control system to provide automated on/off regulation from the Operations Control Center.

Lechmere Signal Installation

This project will consist of the installation of signals at the new Lechmere facility.

North Station/Lechmere Stations Signal Upgrades This effort will consist of an upgrade to the signal systems between North Station and Lechmere.

SIGNALS

PAGE 48


COMMUTER RAIL SIGNALS The Authority’s commuter rail signal system consists of over 480 miles of signalized track, 190 miles of aerial pole line, 80 interlockings, 10 train control machines, over 1,000 signal heads, 476 electric switches, and 200 grade crossings with automatic protection equipment. There are 35 bungalows and 52 bungalow/houses in the commuter rail signal system. These systems have a useful life of 25 years. Two systemwide signal units are the wayside sys-tem, and the OCC signal equipment. Both systems have a 25-year useful life. Annual replacement of underground signal cable, aerial signal cable, electric switch machines and electric grade crossing mechanisms is required to assure a safe, reliable signal system with an efficient life cycle cost. Signal maintenance is performed under the commuter rail management contract and is primarily funded by the operating budget.

FUNDED PROJECTS There are two projects for the commuter rail signal program, both of which will have a neu-tral impact on the operating budget.

Fitchburg Line Signal Upgrade This project will replace the existing open-wire, telephone-based relay sys-tem on the Fitchburg commuter rail line from Willows to Fitchburg with a mod-ern microprocessor-based code system. This project will eliminate many of the signal-related delays on this line.

Haverhill Line Signal and Interlockings Improvements This project will fund track and signal modifications associated with the second phase of construc-tion of the Lawrence Intermodal Station (see the System Enhancements section of this document) as part of an interagency agreement. Scope will include a new interlocking and dispatching mechanism to permit more operational flexibility around the station. This project will move for-ward contingent upon the MBTA receiving capital funds from an outside party.

Commuter Rail Signals: Project Budgets ($ in millions)


FY06FY06 -- FY FY1010 Chapter 4: SignalsChapter 4: Signals


SIGNALS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Fitchburg Line Signal Upg. $0.11 $0.00 $0.11 $0.00 $0.00 $0.00 $0.00 $0.00 $0.11Haverhill Interlockings 2.91 0.00 0.22 2.69 0.00 0.00 0.00 0.00 2.91Total Program $3.02 $0.00 $0.33 $2.69 $0.00 $0.00 $0.00 $0.00 $3.02

Funding for all Signals $146.6 Mil l ion

Other Funded Signal

Programs

Comm Rail

$3.0m


PAGE 49

ANTICIPATED FUTURE NEEDS The future commuter rail signal program will focus on the replacement of outdated technologies with newer equipment that enhances flexibility. Older code systems (which provide signal control from remote locations) are currently in use, as are older coded track circuits that require high maintenance. Open wire pole lines are susceptible to wind and ice dam-age, creating maintenance and safety concerns. The following projects have been identified as future needs for the commuter rail system.

Haverhill Line West Route: Signal Improvements The scope of this project is to enhance train throughput on the West Route Main Line. Other tasks include the design and installation of a power switch at Ash Street in Reading and the redesign of Wilmington Junction Interlocking as a universal crossover between the Wildcat branch and the Haverhill Line tracks.

West Street Bridge Cable Replacement

This project involves the replacement of cable along the West Street Bridge.

Fitchburg Line Waltham Tower Elimination The purpose of this work is to eliminate the Waltham Tower by replacing field code units with units compatible with the new Computer Dispatch Center.

Haverhill Line Andover/Rosemont Signal Upgrade

The project involves upgrading the signal system to a modern bi-directional Centralized Traffic Control System (TCS) on the Haverhill Line from Andover Street to Rosemont.

Gloucester Branch Signal Upgrade The purpose of this project is to improve the reliability of the Gloucester branch signal system through a series of tasks: replacement of the track code system, installation of a power switch, elimination of the pole line, and upgrading the crossing warning systems.

Newburyport Line Signal Upgrade

This project provides signal upgrades from Beverly Junction to Chelsea.

Lowell Line Wilmington and Shop Interlocking/Bi-directional Signals The scope of this project is to complete the Traffic Control System (TCS) signal system upgrade on the Lowell Main Line between Wilmington Interlocking and Shop Interlocking.

Lowell Line Somerville/Winchester Bi-directional Signals

The purpose of this project is to complete a Traffic Control System (TCS) signal system upgrade on the Lowell Line between Somerville Junction and Winchester.

South Bay Track & Signal—Phase II

The first phase of this effort was completed in the 1990s. Remaining scope includes the design and installation of three additional signal interlockings and minor track work leading into the Storage & Inspection facility in South Boston. This work will support additional system expansion on the southside.

SIGNALS

PAGE 50


COMMUNICATIONS PROGRAM OVERVIEW The MBTA Communications Department is responsible for a variety of low voltage systems. These duties in-clude maintaining an extensive inventory of equipment and overseeing contract services for two-way radio sys-tems, intercoms, information systems, Light Emitting Diode (LED) signs, and the Supervisory Control and Data Acquisition (SCADA II) system. These systems have been developed over time and vary significantly in age and condition. The MBTA communications system also includes the Operations Control Center (OCC). The Operations Control Center (OCC) The OCC is one of the most automated transit control centers in the world. Located in downtown Boston, the OCC consists of proven state-of-the-art computer-based technology that allows real-time monitoring and supervisory control of the signal and communication systems for all four transit lines. The Bus Radio System Network is also integrated into the OCC communication system. The OCC has a useful life of 25 years. Telephone Equipment and Services These assets have an average useful life of 4 years and in-clude: • Electronic key and analog telephones and ISDN equip-

ment; • PENTA voice communications switch (controlling audio

services for the subway and bus dispatch); • A wayside/emergency phone network (pump rooms,

emergency exits, vent shafts, bungalows, etc.); • A voice messaging system; • 650 public pay telephones; • A network of special services for communications appli-

cations; • A network of copper and fiber optic cables; and • Over 4,500 voice and data leased circuits. SCADA II The SCADA II system monitors and controls equipment (fans, fire alarms, generators, pump rooms, etc.) at remote locations. The system is composed of two subsystems. The first is based on original equip-ment installed in the 1980s and has attained its life expectancy, while the second is a programmable logic controller-based system controlling about half of the MBTA’s emergency vent fans. These systems have a useful life of 10 to 20 years, and include: • A main and a standby central processor; • Remote Control and Monitoring Units; • Programmable Logic Controllers (PLCs); • Various routers, modems, switches, and hubs; and • Remote control terminal cabinets A replacement system for the current SCADA II equipment is programmed.


FY06FY06 -- FY FY1010 Chapter 5: CommunicationsChapter 5: Communications

COMMUNICATIONS

Funding for all Communications $25.9 Mil l ion

Comm. $25.9m

Other Capital


FY06-FY10 CIP$2.39b


PAGE 51

Systemwide Radios The current radio system is an analog system. This system is currently programmed for replacement with a new digital system. All such radios have a useful life of 7 years, with the exception of base stations and support equipment, which have a useful life of 25 years. The current system components include:

• On-vehicle radios (bus, subway, light rail); • Non-revenue vehicle radios, including those on Police vehicles; • Portable radios; • Base stations and support equipment; and • Recorders.

The current program invests $25.9 million in communications, the majority of which is devoted towards upgrading the Authority’s radio communication system.

FUNDED PROJECTS Currently, there are 5 funded communications projects underway. Most projects involve upgrading the Authority’s radio communication with new state-of-the-art digital technology. The systemwide radio pro-ject will generate savings for the Authority’s operating budget, while the remaining projects will have a neutral impact on the operating budget.

Systemwide Radio Communications Project This major project seeks to expand and overhaul the entire existing radio system and to replace the tunnel antenna system. The project will deploy an upgraded digital system, taking advantage of 20 channels licensed by the Federal Communications Commission.

Bus OCC Installation

This effort will consist of the construction of a new Bus Operations Control Center including voice and data wiring, consoles, computers, Automatic Vehicle Locator equipment and programming associated with the operations of a Bus OCC. This project is substantially complete and is opera-tional with many new bus fleets, and this represents mostly closeout costs.

SCADA II/C-Cubed Police Talkback Box Replacement

This project involves the purchase and installation of assistance telephones and ancillary equipment at existing police talkback locations. This equipment will fully comply with the Ameri-cans with Disabilities Act.

Station Management Portable Radios

This project procures 300 new digital portable radios that will be required for the Customer Service Agents in the near future as part of the Station Management Project.

Customer Service Phone Installation

This effort funds the installation of an upgraded customer service phone system to handle the 1.6 million phone calls the Authority receives annually. It will also reduce the cost of developing passenger, vehicle and employee schedules and provide for a greater flow of accurate information including enhanced service for hearing impaired customers.

COMMUNICATIONS

PAGE 52


ANTICIPATED FUTURE NEEDS To improve safety and operations throughout the system, several communication upgrades are antici-pated, including new Public Address (PA) equipment and new mobile radios. Without system upgrades, the communications program would experience continued operational and maintenance inefficiencies, which could increase future maintenance costs.

New Public Address System New PA equipment and fiber optic links for 33 stations are assumed for installation. Existing voice storage units, visual message signs, and control systems would also be upgraded or replaced.

Field Radio Procurement

This project would purchase portable radios to ensure personnel safety along the MBTA right-of-way.

Active Train Summary System – Commuter Rail OCC (CROCC) Enhancement

This project would extend the Real Time Active Train Summary at the current CROCC to include trains on line segments dispatched by Guilford and Amtrak, allowing one system to encompass virtually the entire commuter rail system, and minimize signaling and scheduling conflicts be-tween MBTA commuter rail trains and freight trains.

SCADA II/C-Cubed Police Talkback Box Replacement

This project would involve the purchase and installation of ADA-compliant assistance telephones and ancillary equipment at existing police talkback locations.

Installation of Systemwide Emergency Wayside Telephones

This project would replace existing wayside emergency telephones at locations along the Orange, Red and Green Lines.

Communication Rooms Refurbishment

This project would rehabilitate or replace power, lighting, HVAC units and structural problems at various communication rooms throughout the subway system.

Fiber Optic Cable Network

This project would involve the installation of single mode fiber optic cable along the Red and Green Lines.

Remote Control and Monitoring Units (RCMU) Replacement

This effort would replace the remaining antiquated emergency vent fan remote control and monitoring units (RCMU) with programmable logic controllers (PLC).

Communications: Project Budgets ($ in millions)

COMMUNICATIONS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Systemw ide Radio Project $58.27 $35.14 $19.99 $3.09 $0.04 $0.00 $0.00 $0.00 $23.13Bus OCC Installation 18.37 18.20 0.17 0.00 0.00 0.00 0.00 0.00 0.17Police Talkback Boxes 0.38 0.00 0.00 0.00 0.38 0.00 0.00 0.00 0.38Station Mngmnt. Radios 1.22 0.03 0.25 0.75 0.19 0.00 0.00 0.00 1.19Customer Svce. Phone Sys. 2.00 0.93 0.09 0.81 0.17 0.00 0.00 0.00 1.07Total Program $80.24 $54.31 $20.49 $4.65 $0.78 $0.00 $0.00 $0.00 $25.92


PAGE 53

POWER PROGRAM OVERVIEW The MBTA’s power program maintains one of the most complex, important, far-reaching, and expensive systems in the transportation network. Using power supplied by an outside utility, the MBTA transforms and distributes electricity over its own system to power the entire net-work of subway, trackless trolley, and light rail lines. This large and complex power system, complete with its own backup generation capabilities in a full-scale switching station in South Boston, includes millions of feet of cables, many substations, circuit breakers, switch boxes, switch heaters, manholes, ductiles (as well as storage facilities for cable and power equipment), switchboards, and circuit breakers. The power program also includes the catenary systems for the Green and Blue lines, and the trackless trolley system.

The power program is also responsible for lighting at the ferry facilities located at Lovejoy Wharf, Hingham Shipyard, World Trade Center, Long Wharf, and the Charlestown Navy Yard. The commuter rail electrical network provides lighting and power for signal systems, commu-nication systems, lift bridges, buildings, sta-tions, parking lots, maintenance facilities, lay-over facilities, and grade crossings.

The capital equipment in this power program is absolutely essential to operations: it supplies to subway trains and trolleys the traction power they need to move, to the signal systems the power needed to control the trains, and to the passengers and stations the power needed to turn on the lights and operate the elevators and escalators. The MBTA’s power program, arguably one of the least visible elements to passengers, is one of the most complex, important, far-reaching, and expensive systems for the MBTA to maintain. The current program invests $31.6 million toward power. The power program represents 1.3% of the to-tal Capital Investment Program. Most of the funding is devoted to reinvesting in the subway power net-work, particularly the construction of a new traction power substation for the Blue Line.

“The MBTA’s power

program, arguably one of

the least visible elements

to passengers, is one of

the most complex,

important, far-reaching,

and expensive systems

for the MBTA maintain.”


FY06FY06 -- FY FY1010 Chapter 6: PowerChapter 6: Power

POWER

Funding for all Power $31.6 Mil l ion


$2.363b

Pow er $31.6m

Subw ay $27.2m

Systemw ide $4.4m

FY06-FY10 CIP$2.39b

PAGE 54


Funding for all Power$31.6 Mil l ion

Other Funded Pow er

Programs

Subw ay $27.2m

SUBWAY POWER Subway power covers all aspects of the Authority’s rapid transit and light rail power needs. Power Substations The subway power division maintains substation equipment to convert 13.8kV AC transmission level power down to 600 volt DC distribution level power to feed third rail subway loads and 480-volt AC distribution power for passenger sta-tions, vent shafts, and signal bungalows. This equipment is expected to last 30 years. In addition, the Green Line has track switch equipment, which has a useful life of 15 years. Unit Substations Details on unit substations vary widely depending on location and context, but all include systems neces-sary for transportation, specifically the signal feeds, and other systems that protect both customers and transit infrastructure alike. There are 48 unit substations along the subway system: 16 on the Red Line, 10 on the Green Line, 18 on the Orange Line, and 4 on the Blue Line. All substations are required to be within close proximity of the equipment they power and are exposed to severe environmental conditions. Components of substations include load break switches, 115kV oil circuit breakers (OCB), vacuum breaker conversion units, transformers, and distribution equipment. The useful life of a unit substation is 20 years. Traction Power Substations There are a total of 48 traction power substations throughout the subway system: 25 on the Red Line, 9 on the Green Line, 7 on the Orange Line, and 7 on the Blue Line. Traction power stations have a useful life of 20 years.

Cable The MBTA has over 3 million feet of AC cable distributed along the four subway lines. All AC cable has a useful life of 40 years, except along the Green Line, where the useful life is 15 years. The Orange Line has over 600,000 feet of H-N negative cable, which has a useful life of 20 years. Also, there are 18 SWC MODs and cable on the Orange Line and these cables have a useful life of 15 years. The Green Line has about 750,000 feet of DC feeder cable. The useful life of the DC cable is 30 years. Overhead Contact Systems (OCS) Overhead Contact Systems (OCS) are located along the Green and Blue Lines, and on the Mattapan Highspeed Line. These systems have a use-ful life of 20 years, and some work along the Mattapan Line is currently underway. Passenger Station Low Voltage Switchgears

There are 54 passenger station low voltage switchgears along the rapid transit and light rail systems. Low voltage switchgears feed power to the subway signal system, pump rooms, car houses, escalators, elevators and other various areas of the Authority where power is required. These systems offer protec-tion for customers, Authority equipment, and the system overall. Along the Red and Orange Lines, these systems also feed fire alarm systems, Amtrak and subway signal systems, ventilation, elevators, escala-tors and a variety of other equipment. Passenger low voltage switchgears have useful lives ranging from 20 to 30 years.



SubwaySubway

POWER


PAGE 55

FUNDED PROJECTS The Authority has nine funded projects under the subway power program. These projects will have a neutral impact on the Authority’s operating costs.

Red Line Substation Improvements: DC Breaker Upgrade This project will replace two open-faced/elevated DC breakers on the Red Line. This will improve safety for MBTA personnel and service reliability for passengers.

Green Line Power Study

The project will fund a study of power needs and capacity on the Green Line based on expansion of the fleet with the introduction of the No. 8 car.

Green Line Highland Branch (D-Line) AC Cable Replacement

The project involves the replacement of deteriorated Aerial AC traction power cables with new state-of-the-art AC cables, with attachments to newly installed catenary beams.

Blue Line Negative Returns This project encompasses the replacement of negative return cables between Maverick Station and Orient Heights Station. This will increase reliability and reduce maintenance costs.

Blue Line Modernization: Aquarium Traction Power (and Ventilation)

This project includes the construction of a traction power substation and vent shaft building at Chatham Row and State Street. Enabling six-car train service as part of the Blue Line Moderni-zation project requires a new power source for the line at this location.

Blue Line Overhead Catenary System Repairs This project will replace the headspan support and feeder taps on the Blue Line’s overhead catenary system. This equipment has attained its useful life, and the replacement will ensure the continued safe and reliable operation of Blue Line service.

Mattapan Line Catenary Improvements This project will fully replace defective catenary lines and support poles on the Mattapan Highspeed Line. This will ensure future pantograph operation and future service reliability.

Substation Control Batteries This project will replace the batteries that power the control board at 41 traction power substa-tions on all subway lines. The batteries are crucial to ensuring continuous delivery of power for service in the event of power reroutings, power section problems, or failures.

Rectifier Transformer Replacement This project will include the removal and disposal of 10 critical transformers and installation of their replacements. This will increase the reliability of the power system and will lower maintenance costs for the Authority.

Subway Power: Project Budgets ($ in millions)

POWER

PROJECTAuthorized


Beyond FY10

Total FY06-10

Red Line Subst. Breakers $10.44 $0.00 $3.38 $5.06 $2.00 $0.00 $0.00 $0.00 $10.44Green Line Pow er Study 0.35 0.00 0.35 0.00 0.00 0.00 0.00 0.00 0.35Green Line D-Line Cables 2.00 0.41 0.80 0.60 0.19 0.00 0.00 0.00 1.59Blue Line Negative Returns 3.32 3.17 0.13 0.01 0.00 0.00 0.00 0.00 0.15Blue Line Pow er + Vent. 32.05 29.62 2.11 0.32 0.00 0.00 0.00 0.00 2.43Blue Line OCS 0.51 0.00 0.00 0.00 0.00 0.51 0.00 0.00 0.51Mattapan Line Catenary 3.50 0.94 2.41 0.15 0.00 0.00 0.00 0.00 2.56Substation Control Batteries 4.19 0.00 0.89 1.12 1.40 0.78 0.00 0.00 4.19Recitif ier Transformer Repl. 5.00 0.00 2.06 2.64 0.30 0.00 0.00 0.00 5.00Total Program $61.35 $34.14 $12.13 $9.91 $3.89 $1.29 $0.00 $0.00 $27.21

PAGE 56


ANTICIPATED FUTURE NEEDS The power system regularly needs replacement of cables, circuit breakers, manholes, ductiles, and unit substations, as well as storage facilities for cable and power equipment. It is necessary to inspect and repair the exhaust stacks on the gas turbine generator engine (the MBTA's emergency generator) in South Boston, update the engine contacts with the latest technology and safety devices, conduct periodic maintenance on aging equipment, and refurbish old and overloaded substation buildings. The following projects have been identified as future needs for the subway power program.

Red Line Substation Improvements This would continue refurbishing substation buildings and replace all of their internal operating equipment along the Red Line. It will also include upgrades along the Mattapan Line, as well as perform cable installation in various locations.

Red Line Northwest Extension Cable Upgrade

The project involves the replacement of 480 high-voltage AC cables with surface mounted systems at Harvard, Davis, and Alewife stations.

Red Line Cabot DC Breaker Replacement

This project involves the replacement of DC breakers at Cabot switch houses.

Red Line Traction Power Upgrade This project involves the continuing rehabilitation of traction power stations along the Red Line.

Blue Line Power Upgrade

This project involves the replacement of the passenger station unit substations (one substation being done as part of Blue Line modifications).

Blue Line Yard Catenary

This project encompasses the complete replacement of the OCS system in the Orient Heights Yard, as well as other areas along the line.

Blue Line Power Supply (Wonderland)

This project involves the installation of two AC cables from Orient Heights substation to Wonderland substation. Also, all substation buildings would be refurbished and all the internal operating equipment replaced.

Orange Line Substation Improvements

This project would refurbish the substation buildings and replace all the internal operating equipment for substations at Wellington, Malden, and Oak Grove. Passenger station upgrades are needed at Oak Grove, Malden, Wellington, Wellington Shop, Sullivan Square, Community College, and North Station.

Orange Line Cable Upgrade

This project would replace and remove from the manholes all manhole cable switches on the Southwest Corridor.

Orange Line Negative Return System Upgrade

This project involves the installation of negative return cables from substations to track along the Orange Line.

Orange Line Power Improvements

This project involves the installation of AC cable and DC breakers along the Orange Line.

POWER


PAGE 57

Green Line Substation Improvements This project would refurbish the substation buildings and replace all the internal operating equip-ment at Riverside, Reservoir, and internal operating equipment only at 45 High Street. A substa-tion upgrade is anticipated at Riverside.

Green Line Catenary Replacement

This project would completely replace the overhead cate-nary system on Commonwealth Avenue, the Lake Street Yard near Boston College, Lechmere, the Reservoir Yard, and Huntington Avenue. The highest priority would be the Boston College B-Line of the Green Line.

Green Line Cable Upgrade

Two AC cables would be installed from Coolidge substation to Reservoir substation. Also, track switches, controls and heaters would be replaced along the Green Line, the DC cable feed from Oak Square to Watertown Square would be upgraded.

Green Line Vent Shaft Upgrade

The purpose of this project would be to upgrade all vent shaft AC cables to accommodate increased loading.

Green Line Government Center Substation Replacement

The project would replace the existing BECO equipment and substation that power tunnel ventilation fans, Blue and Green Line signals, the pump room and station lighting in the vicinity of Government Center station.

Orange Line/Green Line Negative Return Cable

The purpose of this effort would be to upgrade the DC negative return system on the Orange and Green Lines.

Green Line/Blue Line Section Insulator Replacement

This project would remove the existing heavy section insulators and replace them with new, lightweight, state-of-the-art design double-beam section insulators on the entire Green Line and in Orient Heights Yard.

Rectifier Transformer Replacement

This project would continue the removal and disposal of critical transformers and installation of their replacements along the system. The initial phases of this work is funded and work is under-way.

Emergency Lighting Systems Replacement

The purpose of this project would be to replace all 125-volt DC emergency lighting systems at 10 stations on the Blue and Red Lines.

POWER

PAGE 58


COMMUTER RAIL POWER The commuter rail’s electrical system provides lighting and power for signal systems, communication systems, bridges, buildings, stations, parking lots, maintenance facilities, layover facilities, and grade crossings. This system also provides redundant power at critical facilities and cables to operate mechanical power on the Beverly Drawbridge. Signal Systems The commuter rail power programs are responsible for maintaining 366 switch heaters and 24 gas switch heaters. Both switch and gas switch heaters have 20-year useful lives. Layover Facilities Each layover facility control center, typically located at the end of commuter rail lines, has a 20-year useful life.

FUNDED PROJECTS Currently, the Authority has not programmed capital projects for the commuter rail power program.

ANTICIPATED FUTURE NEEDS Improvements and upgrades to the electrical system are anticipated to avoid train delays and service interruptions. All outdated equipment including navigation lights, direct buried cable, control components, circuits, and transformers will be replaced. All switches associated with the 4160-volt power distribution system will be disconnected. This corrective action would enhance system reliability and prevent power failures. Periodic inspections and maintenance would continue on all power equipment and electrical units. The following projects have been identified as future needs for commuter rail power.

Commuter Rail Systemwide Electrical Infrastructure Enhancements This project involves the upgrade of electrical controls for the Beverly Drawbridge, passenger information signs, and electrical data from stations, parking lots and facilities.

Passenger Station Generator Purchase

This project involves the purchase of a 200kW generator that would allow emergency operation of passenger stations.

Switch Heater Replacement

This project involves the installation of 2 sets of switch heaters, including operation test locations for the switch heaters.

Newton Lighting Fixtures

This project entails the replacement of 60 pole-mounted lighting fixtures at three stations in Newton.

Emergency Lighting Tower Purchase

This project involves the purchase of 2 towable emergency lighting towers with generators.

Mystic Junction This project consists of the installation of a transformer containment yard at Mystic Junction.




POWER


PAGE 59

Fitchburg Commuter Rail Layover Facility Power

This project would entail the installation of a complete power system and new track layout at the Fitchburg layover facility.

Layover Unit Substations Fans & Vents Installation

This project would install ventilation fans at the Worcester, Kingston, Middleborough, and Newburyport layover facilities.

POWER

PAGE 60


SYSTEMWIDE POWER Systemwide power includes the main distribution system as well as the backup generators for all MBTA transit services. This section also covers the catenary system for the trackless trolley routes. South Boston Power Complex Gas Turbines The MBTA owns and maintains 2 emergency backup generators in South Boston. They exist primarily to provide power to the Authority’s power grid if the power from the outside utility 115kV lines is lost. The jet turbine units and switch stations were built in the 1980s and provide backup power to 80% of the MBTA’s transportation system. Each unit has a use-ful life of 25 years. Supervisory Systems The Power division maintains two supervisory control systems, which allow for continuous remote moni-toring and control of all power facilities. The primary system, called SCADA (see more detailed descrip-tion in the Communications section of this document), employs two central computers that constantly poll all traction substations and present the received information on four workstation consoles located at Power Control. The backup system, called “One on One,” employs a simplified system of point-to-point communication between microprocessors located at the Cabot Control Center and the field sites. The re-ceived data is mapped onto an array of lamps that are read by dispatch personnel. The system has a useful life of 25 years. Substation Equipment Traction power substation equipment is used to convert 13.8 kV AC transmission level power both to 600 volt DC distribution level power to feed third rail subway loads, and to 480 volt AC distribution power level for passenger stations, vent shafts, and signal bungalows. The equipment used in the process con-sists of 15 kV rated AC switchgear, rectifier transformers, DC rectifiers, 600 volt rated DC switchgear, unit power transformers, station batteries, and supervisory control units. Well-built and well-maintained substation equipment has a useful life of 25 to 30 years. Unit Substations There are 65 unit substations (USS) throughout the Authority. Unit substations provide power to lights, vents, and fans. The USS loads vary widely and include systems necessary for transportation, specifically the signal feeds, and other systems that protect both the customers and the transportation system alike. Substations are required to be in close proximity of the equipment they power and as a result are ex-posed to adverse environmental elements. The useful life of a unit substation is 20 years. Substations There are 10 substations: 7 located at Charlestown, 2 located at the Everett Shops, and one rapid tran-sit/light rail central control at the Operations Control Center. These substations were built in the 1970s, and have a useful life of approximately 25 years.




POWER

Funding for all Power$31.6 Mil l ion

Systemw ide $4.4m

Other Funded Pow er

Programs


PAGE 61

FUNDED PROJECTS There are two funded projects under systemwide power. These projects will have a positive impact on the operating budget.

Trackless Trolley Catenary Improvements This effort will replace all corroded and undersized poles, worn out switches, crossings, and wire throughout the trackless trolley net-work in Cambridge, Belmont, and Watertown. The upgraded cate-nary system will enhance the performance and reliability of both the existing trackless trolleys, as well as the programmed replacement fleet of new Electric Trolley Buses in the future.

SCADA System Replacement

This effort will fund the replacement of the existing SCADA power system, which monitors the power system and remote control of electrical devices. The project will involve design, equipment procurement and installation, integration and complete conversion from the current system to a new system.

ANTICIPATED FUTURE NEEDS The following future efforts have been identified as needs for the systemwide power program.

Systemwide Power Upgrades The supervisory control systems controlling the power operation would be replaced, and an over-haul of the OCBs at the South Boston Switching Station is anticipated.

Power Vehicle Replacement Program

This program would replace the wire car currently used for all OCS maintenance.

Systemwide AC Cable Replacement Program This project would rehabilitate AC unit substations and complete the vacuum conversion of the AC circuit breakers.

Charlestown Cable Storage Facility

This project would involve the conversion of an MBTA-owned property in Charlestown into a facility for cable storage.

Employee Facility Training Program

This would construct training facilities for power division employees.

Systemwide Power Cable Replacement Program This would allow for the provision of storage facilities for cable and power equipment, help replace worn out cable handling vehicles and aging AC and DC cable lengths. Additional cables would be installed to accommodate increased system loading.

Systemwide Power: Project Budgets ($ in millions)

POWER

PROJECTAuthorized


Beyond FY10

Total FY06-10

Trackless Trolley Catenary $4.00 $1.24 $2.56 $0.20 $0.00 $0.00 $0.00 $0.00 $2.76SCADA System Repl. 1.70 0.07 0.00 1.44 0.19 0.00 0.00 0.00 1.63Total Program $5.70 $1.31 $2.56 $1.64 $0.19 $0.00 $0.00 $0.00 $4.39

PAGE 62


Systemwide Unit Substation Ventilation

A program to build substation ventilation equipment throughout the system is recommended.

POWER


PAGE 63

MAINTENANCE FACILITIES PROGRAM OVERVIEW Maintenance facilities, or yards and shops, are the sites for regularly scheduled maintenance and emergency repairs on MBTA vehicle fleets. The Authority maintains 4 rapid transit yards and shops, 4 light rail, 3 commuter rail, and 9 bus facilities, including one bus repair shop. There are also 17 smaller general maintenance facilities throughout the system. A new facility is also being constructed to maintain Silver Line vehicles and new CNG buses. Each facility generally includes a basic building structure with a mechanical plant and shop equipment. The expected life cycle of each of these facilities is 50 years.

The arrival of large fleets of vehicles equipped with new technologies will place additional demands on the personnel and facilities that maintain, re-pair, refuel, and service the vehicles. New fueling equipment and engine equipment designed for CNG buses, and maintenance and support equip-ment for longer 60-foot buses will be needed. Low-floor technologies on the new Green Line subway cars and incoming bus fleets will have special new needs as well. Therefore, reflecting the higher infrastructure costs of owning CNG buses, the majority of the current $139.2 million program is devoted to construct-ing new or renovating existing facilities to serve CNG buses. The maintenance facilities program represents 5.8% of the total Capital Investment Program. The new Silver Line facility is programmed under the Silver Line in the System Expansion section of this document.

“...the majority of

the current $139.2

million program is

devoted to

constructing new or

renovating existing

facilities to serve

CNG buses.”


FY06FY06 -- FY FY1010 Chapter 7: Maintenance FacilitiesChapter 7: Maintenance Facilities

MAINTENANCE FACILITIES

Funding for all Maintenance Facil i ties$139.2 Mil l ion


$2.255b

Bus $119.4m

M aint. Fac. $139.2m

Comm Rail $2.5m

Subw ay $17.2m

FY06-FY10 CIP$2.39b

PAGE 64



Subw ay $17.2m

Other Funded M aintenance

Facilities Programs

SUBWAY MAINTENANCE FACILITIES Maintenance facilities for rapid transit and light rail fleets include: • A Red Line facility at Cabot • An Orange Line facility at Wellington • A Blue Line facility at Orient Heights • Green Line facilities at Boston College, Riverside, Res-

ervoir, and Mattapan Yard (the Mattapan High Speed Line is operated by the Green Line since it is light rail)

• A main subway repair facility in Everett All maintenance facilities have useful lives of 50 years. In-cluded under this program are the basic structures of each facility: its roof, electrical systems, and major critical maintenance equipment (lifts, hoists, etc.). The majority of this funding for subway maintenance facili-ties is devoted to the renovation of the Orient Heights Car House as part of the Blue Line Modernization project.

FUNDED PROJECTS There are currently four projects relating to subway main-tenance facilities. The first effort, the rehabilitation and ex-pansion of the 1950s-era Orient Heights Car House, is re-lated to the Blue Line modernization project to accommo-date a larger fleet of six-car trains. The other three pro-jects involve smaller-scale repairs to Everett and Cabot and elsewhere. All of these projects will have a neutral impact on the Authority’s operating budget.

Blue Line Orient Heights Car House

This project is being performed as part of the Blue Line Modernization effort. The project involves renovating the maintenance facility, adding new storage and maintenance tracks for larger fleets, and making preparations for six-car trains. To operate six-car trains, new capacities and func-tions are needed at this facility.

Capital Spares Warehouse

This project will construct a facility to house spare parts for vehicles and other capital needs.

Everett Subway Building Roof Repair The replacement of the roof at Building #2 at Everett Shops will ensure worker safety, protect re-cent capital investments in the facility, and ensure productivity and efficiency in heavy mainte-nance for all subway lines.

Cabot Floor Rehabilitation

This project performs structural repair work to the concrete slab flooring at the Cabot subway fa-cility on the Red Line. The effort will reinforce the stability of the floor on which heavy rail vehi-cles are hoisted, and enhance the safety of maintenance workers.



SubwaySubway



PAGE 65

Subway Maintenance Facilities: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS The following projects have been identified as future needs for subway maintenance facilities.

Systemwide Vehicle Washing Facility Replacement Vehicle washing systems throughout the system would be replaced with a recycling wash system to reduce water and sewer charges. All wash equipment would be modified to accommodate a water stripper system.

Red Line

This project would replace the Cabot facility and expand the shop, the office and staff facilities.

Orange Line This effort would renovate the Wellington facility. It would also add a second rinse unit and construct a separate storage facility for non-revenue vehicles.

Green Line

This project will replace and overhaul doors and overhead doors at the Reservoir facility on an as-needed basis. The lifts will perform minor repairs to the brick exterior.


PROJECTAuthorized


Beyond FY10

Total FY06-10

Orient Hgts. Carhouse $42.60 $28.69 $2.01 $5.24 $5.66 $1.00 $0.00 $0.00 $13.91Capital Spares Warehouse 1.25 0.26 0.10 0.15 0.20 0.30 0.24 0.00 0.99Everett Roof Repair 1.58 0.00 0.00 0.10 1.48 0.00 0.00 0.00 1.58Cabot Floor Rehabilitation 0.78 0.05 0.35 0.36 0.03 0.00 0.00 0.00 0.73Total Program $46.21 $29.00 $2.46 $5.84 $7.37 $1.30 $0.24 $0.00 $17.21

PAGE 66



Comm Rail $2.5m

Other Funded M aintenance

Facilities Programs

COMMUTER RAIL MAINTENANCE FACILITIES Commuter rail maintenance facilities include the Boston Engine Terminal (BET) in Somerville, the Service and Inspection facility (S&I) in South Boston, and the Light Inspection facility in Readville. The Boston Engine Terminal is a new state-of-the-art facility constructed in 1997 and consists of over 8 acres under one roof. The building, located about one mile northwest of North Station, consists of areas for service and inspection, periodic maintenance, wheel truing, coach repair and locomotive repair along with allied shops. The southside Service and Inspection facility is a two-track structure located at Wydett Circle in South Boston, approximately one mile south of South Station. This facility can accommodate two 9-car trains and has fueling and sanding capabilities as well as the ability to perform running repairs. The Readville Light Inspection facility was constructed in the same time period as the BET. This facility consists of three tracks and has the capacity to hold six coaches. It is dedicated to special projects such as retrofits, wheel truing, and other maintenance.

Commuter rail maintenance facilities, including the basic structure, roof, and critical internal maintenance equipment, have useful lives of 50 years.






PAGE 67

Commuter Rail Maintenance Facilities: Project Budgets ($ in millions)

FUNDED PROJECTS There is one project for commuter rail maintenance facilities.

Commuter Rail Facilities Upgrade This effort will fund work for various commuter rail facility needs, including fire alarm upgrades, fan and vent installation, and environmental and safety improvements. This project will have a neutral impact on the MBTA’s operating costs.

ANTICIPATED FUTURE NEEDS The following projects have been identified as future needs for commuter rail maintenance facilities.

Maintenance Facility Upgrade Program—Readville An upgrade program for replacement of the Readville facility is anticipated.

Maintenance Facility Upgrade Program—S&I Facility

A future upgrade program is anticipated for the Service and Inspection facility. Included within this program is the installation of new vandal-proof stations with features required for enhanced fire alarm service, and the instal-lation of two new firefighter service panels with all-control wiring.

Midday Layover Facility This project would involve the design, acquisi-tion, and construction of additional midday storage for trains used in southside opera-tions.


PROJECTAuthorized


Beyond FY10

Total FY06-10

Commuter Rail Fac. Upgrades $2.66 $0.15 $0.00 $0.85 $1.19 $0.47 $0.00 $0.00 $2.51Total Program $2.66 $0.15 $0.00 $0.85 $1.19 $0.47 $0.00 $0.00 $2.51

PAGE 68



Other Funded

M aintenance Facilities

Programs

Bus $119.4m

BUS MAINTENANCE FACILITIES The Authority maintains eleven bus garages and one cen-tral bus repair shop: • Albany Street (built in 1941); • Arborway (built in 2004) • Bartlett (built in 1931, closed in 2004); • Cabot (built in 1975); • Charlestown (built in 1979); • Fellsway (built in 1925); • Lynn (built in 1936); • North Cambridge (built in 1950); • Quincy (built in 1930); • Southampton Street (built in 2004); and • Everett Central repair shop. Bus maintenance facilities have a useful life of 50 years. Included under this program are the basic struc-tures of each facility, including its roof, electrical systems, and major critical maintenance equipment (lifts, hoists, etc.). The majority of the funding in this program is for the design and construction of a new bus facility at the Arborway, and the retrofit of existing bus facilities to service CNG vehicles. These efforts will replace Bartlett garage and will permit the full service and maintenance of the new CNG vehi-cles that are currently being introduced (see Bus Revenue Vehicles section).

FUNDED PROJECTS There are 6 projects under bus maintenance facilities. The majority of this funding is to construct new and modernize existing bus facilities throughout the system, primarily driven by work required to accommodate new CNG buses. With the exception of the Quincy Bus Gasoline Fuel and Lynn Bus Facility Heaters projects, all of these projects will have a neutral impact on the Authority’s operating budget.

Southampton Street Bus Facility This project involves the design and construction of a new CNG bus maintenance and storage facility in South Boston. This facility will serve the Silver Line as well as CNG buses employed in standard bus operations. The project listed here represents the majority of the cost to construct the entire facility, while the remainder of the construction cost is part of the Silver Line Phase II project (see the Silver Line Expansion section).

Arborway Bus Facility

The major project involves the design and construction of a full-scale bus maintenance and storage facility at the Arborway Yard. The facility, which opened in 2004, has permitted the aged and undersized Bartlett garage to be shuttered. Temporary facilities have opened for service while the permanent portion of this project is underway.

CNG Facility Retrofit Construction This effort involves the conversion and retrofit of existing facilities (Cabot, Charlestown, and Everett) to fuel, store and maintain CNG buses. This includes all work to construct new fueling stations, upgrade structural capacity, replace roof structures, and install all necessary sprinkler, fire, and security systems. In addition, the project will equip the Everett automotive shop with new dynamometers that allow service personnel to test bus engines, transmissions, and chassis, increasing the engines’ serviceability and reliability.



BusBus



PAGE 69

Cabot Bus Facility Upgrade This project will repair or install equipment such as bus lifts, the bus washer system, overhead doors and compressed air and lubrication systems. This will help improve the facility in preparation for its conversion to a CNG facility.

Miscellaneous Bus Facilities Upgrade This project encompasses a wide range of modernization, component upgrades, CNG compliance efforts, normal capital maintenance, and safety improvements at the MBTA’s bus garages. The program will substantially modernize these aging garages and prepare them to service the new MBTA bus fleets. The scope includes replacing garage bay doors and lift hoists at Lynn, Quincy, and Charlestown; repairing the roof structures at Charlestown, Lynn, and Cabot; making minor repairs to the bus wash system at Fellsway; purchasing cleaning equipment at Lynn and Charles-town; installing emergency lighting at Quincy; converting sprinkler systems systemwide; and in-stalling gas-fired heaters at Lynn. The project has recently completed the installation of a new fuel distribution system at Quincy. Facilities systemwide will receive new bus wash air curtains, overhead cranes, and fall restraints. Finally, the North Cambridge car house will undergo a series of upgrades in preparation for the new fleet of Electric Trolley Buses. These efforts will have a neutral or positive effect on the MBTA’s operating budget. While many projects reflect normal preventive maintenance, others permit efficiencies and increases in productivity, generating operat-ing savings.

Systemwide Roof Rehabilitation This project provides for the replacement and rehabilitation of roofs and other infrastructure at various bus facilities.

Bus Maintenance Facilities: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS There are two future bus facility projects anticipated. In addi-tion, due to the aging of bus facilities, various exterior struc-tural projects are also anticipated.

Charlestown Compressor Systems Replacement This project involves the replacement of existing compressors with new compressors and air dryers at the Charlestown Bus Repair Garage.

Bus Washer Upgrades The Authority anticipates making several improvements to the bus washing systems at several garages in the future.


PROJECTAuthorized


Beyond FY10

Total FY06-10

Southampton St. Facility $54.54 $49.93 $4.61 $0.00 $0.00 $0.00 $0.00 $0.00 $4.61Arborw ay Facility 110.00 20.98 12.74 40.92 17.78 15.34 2.24 0.00 89.02CNG Facility Retrof it 48.33 31.36 4.35 10.22 2.40 0.00 0.00 0.00 16.97Cabot Bus Facility Upgrade 2.31 0.18 1.09 0.62 0.42 0.00 0.00 0.00 2.13Bus Facilities Upgrade 9.05 2.73 3.64 0.27 0.15 2.26 0.00 0.00 6.32Systemw ide Roof Rehab 1.60 1.21 0.31 0.08 0.00 0.00 0.00 0.00 0.39Total Program $225.83 $106.39 $26.74 $52.11 $20.74 $17.59 $2.24 $0.00 $119.44

PAGE 70


SYSTEMWIDE MAINTENANCE FACILITIES Systemwide maintenance facilities include structures and buildings used by the Authority for various tasks and purposes. There are 17 systemwide maintenance facilities as follows: • Cabot Heating Plant • Truck Storage and Repair • Auto Repair Facility • Rail Bending Shop • Signal Repair Facility • Light Maintenance Shop • MOW Training and Backup Facility • Heavy Maintenance Shop • Testing Lab • Pipefitter’s Building • Materials Storehouse • Rice Buildings • Oak Square Emergency Garage • Salt Sheds • Campbell’s Gate MOW • Everett Shops (systemwide) • Arborway All systemwide maintenance facilities have a useful life of 50 years.

FUNDED PROJECTS Currently, the Authority has not programmed capital projects for the systemwide maintenance facilities program.

ANTICIPATED FUTURE NEEDS The projects listed below have been identified as future needs for systemwide maintenance facilities.

Charlestown Heating Plant This project would involve the installation of a new gas-fired boiler system at Charlestown buildings No. 2 and No. 3.

Charlestown Roof Replacement

This project would involve replacing the rooftop and air conditioning system at Charlestown.






PAGE 71

STATIONS PROGRAM OVERVIEW MBTA stations are one of the most visible components of the transit system. This program includes all MBTA rapid transit, light rail, commuter rail, Silver Line, and bus stations. There are 275 existing stations in the MBTA transit system. This section also includes major bus transfer stations, bus stops, and shelters. Stations are composed of the basic structure, roofs, platforms, lights, and shelters. Elevators and escalators are included under systemwide facilities, and fare collection equipment and collector booths are in-cluded in the fare equipment section of this document. The majority of this $282.1 million program is devoted to extensive renovations of subway stations, particularly on the Red and Blue Lines at stations serving communities in Dorchester, Mattapan, East Boston, and downtown. The total investment in stations represents 11.8% of the entire current Capital Investment Program. Most of the funding is invested in subway stations, particularly work to modernize Blue Line stations to allow for six-car trains, and renovate five stations along the Dorchester branch of the Red Line.

Other significant levels of work and funds are devoted indirectly to stations, however, they are located in other sections of this document. Station improvement projects driven by acces-sibility concerns and the Key Station Plan, which may include other modernization work in addition to accessibility, appear under the Ac-cessibility section. New stations on the Silver Line and the Greenbush commuter rail line con-struction are covered under the System Expan-sion section. Finally, improvements to North Station and several other stations are included as part of programmed enhancement projects, which are in the System Enhancement section of this document.

“The majority of this

$282.1 million program

is devoted to extensive

renovations of subway

stations, particularly on

the Red and Blue Lines…

in Dorchester, Mattapan,

East Boston, and

downtown.”


FY06FY06 -- FY FY1010 Chapter 8: StationsChapter 8: Stations

NEW PIC

STATIONS

Funding for all Stations $282.1 Mil l ion

Bus $2.6m

Stations $282.1m

Subw ay $279.3m Comm Rail

$0.2mOther Capital Inv estments

$2.112b

FY06-FY10 CIP$2.39b

Rendering by Cambridge Seven Associates, Inc.

PAGE 72


SUBWAY STATIONS The MBTA has a total of 131 rapid transit and light rail sta-tions, which include 6 shared intermodal stations (North Station, Haymarket, State Street, Government Center, Park Street, and Downtown Crossing). Subway stations typically have a useful life of 50 years.

FUNDED PROJECTS There are 15 funded subway station projects under the current plan. Seven of these involve Blue Line station renovations and platform lengthening for six-car trains, five involve the complete reconstruction of Red Line sta-tions in Dorchester and South Station, and the remaining three projects represent repair and upgrade work to sta-tions systemwide. Although the Blue Line renovations are largely driven by the need to accommodate six-car trains, the projects will also make the line fully accessible through new elevators and entrances. These efforts will have a neutral impact on the Authority’s operating budget.

Blue Line Modernization: Orient Heights Station This project will complete platform lengthening and station renovation at Orient Heights to facilitate six-car trains along the Blue Line. This project is currently in design phases.

Blue Line Modernization: Maverick Station

This project will modernize and rebuild Maverick station to facilitate six-car trains along length-ened platforms, as well as accessibility improvements and surface area upgrades. This project is currently in design phases.

Blue Line Modernization: State Street Station This project will modernize this busy downtown station by lengthening platforms, increasing pas-senger capacity, building a new street-level entrance, and relocating existing utility infrastructure. The project began preliminary construction phases in mid-2004.

Blue Line Modernization: Government Center Station

In conjunction with accessibility-related work being done at this station, this project will renovate the Blue Line section of the station by lengthening the platforms, rebuilding the existing head-

house with a new glass and steel structure, and constructing a new en-trance and headhouse on City Hall Plaza. This project is currently in design phases. The result will be a thoroughly modernized, fully accessible station.

Blue Line Modernization: Airport Station The project involved the design and construction of an entirely new station approximately 500 feet closer to Wood Island Station to serve Logan Air-port. The station opened for service in mid-2004, and the project in this program represents closing costs.

Blue Line Modernization: Aquarium Station The project completes the platform lengthening and modernization of Aquarium station to accommodate six-car trains. This effort is substantially complete, and closeout costs remain.

Subway Stations Name Stations

Red Line 22 Blue Line 12 Orange Line 19 Green Line 70

B-Line 22 C-Line 13 D-Line 13 E-Line 11 central line 11

Mattapan Line 8 Total 131



SubwaySubway

STATIONS

Funding for all Stations$282.1 Mil l ion

Other Funded Stations

Programs

Subw ay $279.3m


PAGE 73

Blue Line Wood Island Platform Repairs The edges of the platforms at Wood Island, including the yellow tactile strips, will be repaired.

Blue Line Station Infrastructure Improvements This will provide for additional infrastructure modifications and upgrades for the Blue Line stations.

Red Line Dorchester Stations Modernization: Savin Hill Station This project completely rebuilds Savin Hill station. The existing headhouse and platforms will be replaced, and the station will be made accessible. The project will provide easier access for the riding public and a more comfortable and secure environment for passengers.

Fields Corner Station This project will modernize Fields Corner station by building a new street level headhouse, lowering the busways, and making the station fully accessible. The completion of the project will allow easier access for all patrons, provide better service, and enhance bus-to-subway transfers.

Shawmut Station The scope of this project consists of waterproofing the station, making it fully accessible and renovating the headhouse. The project will enhance the comfort and convenience of the riding public.

Red Line Ashmont Station Modernization This effort will reconstruct Ashmont station including new entrances, plat-forms, roofs, new bus and trolley ways, furniture, and an improved traffic circulation pattern in conjunction with the planned private development at the station. The project will improve the efficiency of the station and provide rid-ers with a more secure and comfortable environment.

STATIONS

Designed by City Builders Joint Venture of SYSTRA Engineering, Inc. and Thomson Design Associates. Rendering by Neoscape.

Rendering by Cambridge Seven Associates, Inc.

PAGE 74


Subway Stations: Project Budgets ($ in millions)

ANTICIPATED FUTURE NEEDS There are two projects anticipated as future needs for subway stations.

Green Line Park and Boylston Stations Kiosks – Interior (Phase II) The project would restore the interior of historic headhouses (two at Park Street Station, and two at Boylston Street Station).

Systemwide Platform and Expansion Joint Program The Authority anticipates making improvements to platform edges and expansion joints at sub-way stations systemwide.

South Station Improvements The MBTA’s Silver Line Phase II project is adding new underground Silver Line service at South Station between the lobby and Red Line levels. This project is renovating the Red Line area of the station, including platforms, stairs, and elevators so that upon completion, South Station will be a thoroughly modernized intermodal station between the Red, Silver, and commuter rail lines.

Mattapan Station Improvements This project will make improvements to Mattapan station designed to encourage transit-oriented development. Scope will include new canopies, lighting, raised platforms, accessible ramps, and a new building with a customer service center. This project is contingent upon the receipt of state funds.

Park Street Stair Replacement The steel staircase structures leading to the upper level of Park Street station will be replaced.

Midlife Station Upgrade This effort provides new lighting, painting, signage, collector booth repairs, and other similar ele-ments systemwide and at various subway, light rail, and bus stations. This project will enhance the comfort and convenience of MBTA stations for passengers.

STATIONS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Blue Line Orient Heights Sta. $30.00 $0.01 $1.07 $13.26 $12.80 $2.37 $0.50 $0.00 $29.99Blue Line Maverick Station 62.70 5.09 18.31 32.32 6.97 0.00 0.00 0.00 57.61Blue Line State St. Station 75.00 21.49 19.61 19.01 11.85 3.05 0.00 0.00 53.51Blue Line Govt. Center Sta. 26.65 2.49 11.63 8.49 4.03 0.00 0.00 0.00 24.15Blue Line Airport Station 32.43 32.26 0.17 0.00 0.00 0.00 0.00 0.00 0.17Blue Line Aquarium Station 111.10 108.02 1.97 1.00 0.11 0.00 0.00 0.00 3.08Blue Line Wood Isl. Plat. 1.58 0.00 0.00 1.58 0.00 0.00 0.00 0.00 1.58Blue Line Station Imprvmnts 10.52 0.00 0.00 0.00 0.00 5.52 5.00 0.00 10.52Red Line - Dorchester Stas. 66.39 34.45 17.10 9.92 4.93 0.00 0.00 0.00 31.95Red Line Ashmont Station 44.11 2.20 14.00 18.86 7.05 2.00 0.00 0.00 41.91Red Line South Station 13.00 11.41 1.00 0.59 0.00 0.00 0.00 0.00 1.59Red Line Mattapan Station 10.00 0.30 3.67 6.03 0.00 0.00 0.00 0.00 9.70Park Street Stairs 0.36 0.00 0.00 0.36 0.00 0.00 0.00 0.00 0.36Midlife Station Upgrade 20.95 7.77 4.00 4.59 4.58 0.00 0.00 0.00 13.18Total Program $504.79 $225.49 $92.53 $116.01 $52.32 $12.94 $5.50 $0.00 $279.30


PAGE 75


Comm Rail

$0.2mOther

Stations Programs

COMMUTER RAIL STATIONS There are five commuter rail lines on the northside system, which terminate at North Station. The southside system has six lines terminating at South Station. Four of the southside lines also provide service to Back Bay station. The MBTA currently has 124 commuter rail stations on these 11 commuter rail lines, as detailed in the chart below. While the complexity and size of commuter rail stations vary greatly, they have useful lives ranging from 35 to 70 years, de-pending upon structure type. Commuter rail stations generally consist of a low-level platform with lights, shelters, and other components. Mini-high platforms are provided at most stations and full high-level platforms are found along the Old Colony lines, the downtown terminals and at Worcester station. Commuter rail station improvements are also made as part of parking enhancement projects. In addition, new stations along the new Greenbush branch are described in the System Expansion section.

FUNDED PROJECTS The MBTA has programmed one project in this area, which will have a neutral impact on the operating budget.

Attleboro Station This project, now substantially complete, involved improvements to the platform and retaining wall at Attleboro station in conjunction with the Greater Attleboro-Taunton Regional Transit Au-thority (GATRA).

ANTICIPATED FUTURE NEEDS One project has been identified as a future commuter rail sta-tion need. Station Resurfacing Program This effort will provide funding for a program to resurface commuter rail station platforms.

MBTA Commuter Rail Stations

Line Name Stations Fitchburg Line 16 Lowell Line 7 Haverhill Line 12 Newburyport/Rockport Line 18 North Station terminal 1 Worcester Line 15 Needham Line 10 Franklin Line 12 Attleboro/Stoughton Line 11 Fairmount Line 4 Middleborough/Lakeville Line 9 Plymouth/Kingston Line 7 Back Bay Station 1 South Station terminal 1

Total 124




Commuter Rail Stations: Project Budgets ($ in millions)

STATIONS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Attleboro Station $1.06 $0.88 $0.18 $0.00 $0.00 $0.00 $0.00 $0.00 $0.18Total Program $1.06 $0.88 $0.18 $0.00 $0.00 $0.00 $0.00 $0.00 $0.18

PAGE 76


SILVER LINE STATIONS The MBTA added 14 new stations to the transit system in 2002 upon the completion of Phase I of the Sil-ver Line, with the introduction of the Washington Street Replacement Service, and three more under-ground stations in 2004 with the opening of Silver Line Phase II service from South Station to the South Boston waterfront and beyond. Each station is equipped with smart technology kiosks that provide up-to-date, real time information. In conjunction with the Systemwide Radio Communications Upgrade project (detailed in the Communications section of this document), these kiosks will be able to leverage digital Automatic Vehicle Location technology and provide bus arrival information. Silver Line stations are ex-pected to have a useful life of 50 years.

FUNDED PROJECTS Construction of Silver Line stations as part of Phases I and II are complete. The construction of new Silver Line stations as part of subsequent phases is funded under the System Ex-pansion section of this document.

ANTICIPATED FUTURE NEEDS Currently, the Authority has not programmed capital projects for the Silver Line stations program.




STATIONS


PAGE 77


Bus $2.6m

Other Funded Stations

Programs



BusBus

BUS STATIONS The MBTA operates a total of 204 bus and trolley routes which serve about 9,000 bus stops. In general, capital com-ponents found at bus stops include only bus stop signage. Many MBTA bus stops are equipped with over 380 bus shel-ters of various kinds, 235 of which are owned by the Author-ity. Some bus stops are also equipped with benches. Sev-eral major bus terminals (e.g. Harvard Square, Ruggles, Ash-mont, Haymarket, Forest Hills) adjoin subway stations, and some of the capital costs to maintain these structures are in-cluded in this program. Otherwise, these structures, with the exception of the South Station Transportation Center and the Dudley Bus Station, are considered part of intermodal subway stations. All bus stations have useful lives of 50 years, while shelters have a useful life of 15 years.

FUNDED PROJECTS The four programmed bus station projects will have a neutral impact on the Authority’s operating budget.

Ruggles Station Busway Rehabilitation

This project funds the rehabilitation and repair of the busway at Ruggles Station. This deck has been shut down due to deteriorating surfaces and worn expansion joints. This project will make all repairs needed and bring the busway back into full service.

Ashmont Station Busway Repairs This project provides funds to make temporary repairs to the elevated busway deck at Ashmont Station. The repairs will ensure the safety and structural integrity of the bus deck until the station is completely renovated in the future (see section on Subway Stations).

Back Bay Busway This project, now substantially complete, rebuilt the busway plaza at Back Bay Station. The pro-ject reflects closeout costs.

Systemwide Bus Shelter Installation This project involves the installation of 300 bus shelters throughout the urban core of the bus net-work and along busy routes.

ANTICIPATED FUTURE NEEDS Currently, the Authority has not identified future needs for the bus station program.

Bus Stations: Project Budgets ($ in millions)

STATIONS

PROJECTAuthorized


Beyond FY10

Total FY06-10

Ruggles Busw ay $2.67 $1.01 $1.29 $0.35 $0.03 $0.00 $0.00 $0.00 $1.66Ashmont Busw ay 0.28 0.00 0.00 0.00 0.00 0.20 0.08 0.00 0.28Back Bay Busw ay 3.00 2.75 0.10 0.15 0.00 0.00 0.00 0.00 0.25Systemw ide Bus Shelters 0.45 0.00 0.35 0.10 0.00 0.00 0.00 0.00 0.45Total Program $6.39 $3.76 $1.74 $0.60 $0.03 $0.20 $0.08 $0.00 $2.64

PAGE 78


FACILITIES PROGRAM OVERVIEW Facilities include administrative buildings, operators’ lobbies, ferry terminals, vent buildings, storage buildings, noise walls, tun-nels, culverts, retaining walls, parking ga-rages, parking lots, escalators and elevators. MBTA-owned administrative buildings in-clude: 45 High Street, 500 Arborway, Charlestown (Buildings 2 and 3), the Cobble Hill commuter rail operations facility, the Quality Control Facility on Freeport Street, and the MBTA Police Headquarters on Southampton Street. The remaining facilities under this program are located throughout the transit and commuter rail systems. All facilities usually have a useful life of 50 years. Fencing, which prevents trespassers from gaining access to tracks and fast-moving trains, is also in-cluded in this section. Fencing has a considerable impact on maintenance costs, particularly on the com-muter rail system. The current program devotes $23.4 million toward facilities. The facility program represents 1.0% of the total Capital Investment Program spending.


FY06FY06 -- FY FY1010 Chapter 9: FacilitiesChapter 9: Facilities

FACILITIES

Funding for all Facil i ties $23.4 Mil l ion

Comm Rail $0.1m

Systemw ide $2.1m

Tunnels $2.5m

Facilities $23.4m

Subw ay $18.7m

Other Capital


FY06-FY10 CIP$2.39b


PAGE 79



SubwaySubway

SUBWAY FACILITIES Subway facilities include administrative buildings and opera-tors’ lobbies on each of the lines, ventilation structures and other miscellaneous structures.

FUNDED PROJECTS There are two projects under the subway facilities program. Both projects will have a negative impact on the Authority’s operating budget but will improve safety.

Red Line Ventilation Improvements—Phase I This project consists of the construction of an emer-gency ventilation shaft on the Red Line subway tunnel in downtown Boston. In addition, the project is reconfiguring and rehabilitating a power unit substa-tion to provide power to the vent shaft fans.

Blue Line Maverick Vent Shaft The project consists of the design and construction of one vent shaft near Maverick station to provide ventilation for the Blue Line. This project will be completed as part of the Blue Line modernization effort.

ANTICIPATED FUTURE NEEDS There is one project identified as a future need for subway facilities.

Red Line Ventilation Improvements—Phase II Based on designs from phase I of this project, this effort would continue construction funding for additional vent shafts along the Red Line subway tunnel between Broadway and Charles/MGH.

Subway Facilities: Project Budgets ($ in millions)

FACILITIES

PROJECTAuthorized


Beyond FY10

Total FY06-10

Red Line Vent Shaf ts (Ph. I) $18.84 $9.75 $6.29 $2.80 $0.00 $0.00 $0.00 $0.00 $9.09Blue Line Mavrck. Vent Shaf t 10.00 0.37 3.17 4.48 1.74 0.26 0.00 0.00 9.63Total Program $28.84 $10.11 $9.46 $7.28 $1.74 $0.26 $0.00 $0.00 $18.73

Funding for all Facil i ties$23.4 Mil l ion

Other Funded Facilities

Programs

Subw ay $18.7m

PAGE 80


COMMUTER RAIL FACILITIES Commuter rail facilities include all structures or facilities at the 11 outlying layover points, five maintenance buildings, and five storage buildings throughout the system. The facilities program also includes the administrative facility operation center at Cobble Hill. Layover Facilities Located at or near the end of commuter rail lines, layover ar-eas are where trains are stored and serviced overnight. Repair equipment and facilities are located here to service and clean the trains, prevent cold weather damage, perform mainte-nance, and eliminate idling. The construction of a new layover facility in Pawtucket, Rhode Island is anticipated. All layover facilities have a useful life of 50 years. The Authority has 11 layover facilities at the following locations:

• Rockport • Franklin • Newburyport • East Junction • Bradford • Kingston • Middleborough • Lowell (presently inactive) • Fitchburg • Worcester • Needham

Maintenance and Storage Facilities All maintenance storage facilities have useful lives of 50 years. The MBTA owns the following mainte-nance facilities: Readville Mechanical, Readville MOW, Abington MOW, Wilmington MOW, and Roland Street MOW. In addition, the Authority owns equipment storage facilities at Lowell, Attleboro, Franklin, Rockport, and Wilmington. Fencing along the commuter rail is used to prevent trespassers, and protect pedestrians and MBTA prop-erty. It is necessary to keep trespassers from interfering with fast-moving trains, and also to prevent ille-gal dumping of trash and contaminated materials.

FUNDED PROJECTS The one project for commuter rail facilities involves the construction of a layover facility in Pawtucket, RI to replace the current Attleboro location. This project will have a neutral impact on the MBTA’s operating budget.

Pawtucket Layover Facility Construction of a commuter rail layover facility in Pawtucket, RI will replace the South Attleboro facility and provide the MBTA with more efficient train set operation. The facility will also better serve the commuter ridership from Providence, RI. The Rhode Island Department of Transportation (RIDOT) is providing federal funds for this effort.

Commuter Rail Facilities: Project Budgets ($ in millions)




FACILITIES

PROJECTAuthorized


Beyond FY10

Total FY06-10

Paw tucket Layover Facility $19.50 $19.47 $0.03 $0.00 $0.00 $0.00 $0.00 $0.00 $0.03Total Program $19.50 $19.47 $0.03 $0.00 $0.00 $0.00 $0.00 $0.00 $0.03


Comm Rail

$0.1m


Programs


PAGE 81

ANTICIPATED FUTURE NEEDS The projects listed below have been identified as anticipated future needs for commuter rail facilities.

Kingston Layover Cable Extension This project consists of the extension of cables at the Kingston layover facility to allow for proper positioning of trainsets on layover tracks.

Fitchburg Roundhouse – Demolition

This project will demolish and remove building materials in the roundhouse at the Fitchburg lay-over facility. This would occur following the abatement of asbestos at Fitchburg, which is discussed in the Environmental Compliance section of this document.

FACILITIES

PAGE 82


SYSTEMWIDE FACILITIES Systemwide facilities include administrative buildings, and other miscellaneous structures owned by the MBTA. These may include inactive structures, noise walls, office buildings or systemwide support facilities. MBTA-owned administrative buildings include 45 High Street, 500 Arborway, Charlestown, the commuter rail operations facility at Cobble Hill, the Quality Control Facility on Freeport Street, and the MBTA Police Head-quarters. The MBTA facility program also includes the ferry pier at Hingham. Other ferry facilities are leased. Parking lots and garages are also included in this sec-tion, as are elevators and escalators. The MBTA owns approximately 31,400 surface parking spaces and 10,600 garage spaces with useful lives of 50 years. The Authority has 100 elevators and 132 escalators located throughout the system. All elevators and escala-tors have 20-year useful lives.

FUNDED PROJECTS There are two projects scheduled for systemwide facilities, both of which will have a neutral impact on the Authority’s operating budget.

Operations Facilities Upgrade: 45 High Street 25-Ton AC Unit (7th Floor) This will fund the procurement and installation of a 25-ton air conditioning unit for the 7th floor operations, due to increased failure rates of the building’s HVAC system.

45 High Street Chilled Water System Modifications The project involves the installation of 6 to 8 valves and related piping to main-chilled water heaters at 45 High Street.

Systemwide Sprinkler System Upgrade This effort will upgrade additional MBTA facilities to a dry type sprinkler system and improve other elements of the MBTA sprinkling system on an as-needed basis.

Operations Pump Room Improvements This will involve upgrading MBTA pump rooms at Medford Underpass and South Cove to reduce flooding.

Operations Control Center Power Supply Upgrade

This project will replace the existing emergency backup power supply at the Authority's Opera-tions Control Center facility at 45 High Street. With a new system, the MBTA will preserve its abil-ity to maintain central communications and train control systems in the event of a power outage.




Systemwide Facilities: Project Budgets ($ in millions)

FACILITIES


Systemw ide $2.1m


Programs

PROJECTAuthorized


Beyond FY10

Total FY06-10

Operations Facilities Upgrade $1.90 $0.85 $0.66 $0.30 $0.10 $0.00 $0.00 $0.00 $1.05OCC Pow er Supply Upgrade 1.03 0.00 0.03 1.00 0.00 0.00 0.00 0.00 1.03Total Program $2.93 $0.85 $0.69 $1.29 $0.10 $0.00 $0.00 $0.00 $2.08


PAGE 83

ANTICIPATED FUTURE NEEDS The following projects have been identified as future needs for systemwide facilities.

45 High Street-HVAC Chiller Replacement The project would involve the installation of a 200-ton rooftop mounted HVAC chiller tied into the existing cooling tower system.

Elevators and Escalators

In addition to the ongoing maintenance programs, the replacement of elevators and escalators is anticipated as they reach their useful service life. An elevator revitalization project is included in the Accessibility section of this document. Escalators and elevators are required to operate over an extended period of time each day and, in some instances, are exposed to the elements.

Parking Lots and Garages

Increasing parking capacity over the past 10 years has created a future need for striping, resurfacing, and surface patching of parking lots. The concrete decks and ramps at parking garages will require future patching.

Systemwide Pump Room Rehabilitation Program

A pump room rehabilitation program is suggested for future investment.

Systemwide Paving Program A program is anticipated to maintain and replace deteriorated pavement for facilities throughout the system.

FACILITIES

PAGE 84


TUNNELS, WALLS, CULVERTS Tunnels, walls, and culverts are located throughout the sys-tem. Tunnels are mainly on the core subway system and in several locations in the commuter rail network. The rapid tran-sit system operates within 14 miles of tunnels. The light rail system operates within 5 miles of tunnels. Tunnels generally have a useful life of 100 years, but require periodic mainte-nance of interior surfaces. The MBTA also maintains an exten-sive network of 767 culverts along the commuter rail, 16 cul-verts on the subway system, and many retaining walls (all of which have a useful life of 50 years).

FUNDED PROJECTS Both projects scheduled for funding will have a neutral impact on the operating budget.

Tunnel Inspection and Inventory

This project provides funds to perform a detailed inventory and comprehensive inspection to de-termine levels of rehabilitation required in the future.

Red Line Tunnel Repair This project involves performing repair work, replacing impacted tunnel walls, and ceiling slab work on sections of the Red Line tunnel to the south of downtown Boston in the vicinity of Broad-way and Andrew stations.

ANTICIPATED FUTURE NEEDS The following tunnel needs are anticipated:

Commuter Rail Culverts and Retaining Wall Repair Program A culvert and retaining wall program is anticipated to inspect these structures using a standardized method for consolidating different sizes and materials into a simple condition rating, which will help establish priorities for repair.

Back Bay Station Tunnel Improvements

Ventilation, radio communication, and egress emergency improvements are anticipated in the Back Bay tunnel. This effort will lead to increased customer comfort in the tunnel system at Back Bay Station.

Needham Heights Retaining Wall Rehabilitation

The retaining wall behind the mini-station platform at Needham Heights station has reached its useful life.

Tunnels, Walls, Culverts: Project Budgets ($ in millions)



Tunnels, Walls, and CulvertsTunnels, Walls, and Culverts

FACILITIES


Tunnels $2.5m

Other Funded Facilities Program

PROJECTAuthorized


Beyond FY10

Total FY06-10

Tunnel Insp. & Inventory $1.50 $0.20 $0.55 $0.64 $0.10 $0.00 $0.00 $0.00 $1.30Red Line Tunnel Repair 1.24 0.00 0.73 0.32 0.20 0.00 0.00 0.00 1.24Total Program $2.74 $0.20 $1.28 $0.96 $0.30 $0.00 $0.00 $0.00 $2.54


PAGE 85

BRIDGES PROGRAM OVERVIEW The MBTA maintains 496 bridges, composed of 306 railroad bridges, 57 transit bridges, 89 highway bridges (carrying vehicles over track and rights-of-way), and 44 pedestrian bridges. Railroad and transit bridges typically have a useful life of 70 years, while highway and pedestrian bridges have a useful life of 50 years. Both railroad and transit bridges have the same maintenance schedule. Renewal of bridge deck replacement occurs after 50 years of use. Bridge deck waterproofing is replaced after 40 years, and steel is repainted after 30 years. Highway bridges, however, have a different maintenance schedule. Bridge deck replacements generally occur after 30 years of use, and steel is repainted every 15 years. In an effort to upgrade and maintain these bridges, the Authority has developed a Bridge Management Program known as the PONTIS program. This program is used to evaluate the condition of each bridge based on results of the inspection and load rating analysis of the bridge. This program also establishes a priority list for the rehabilitation/reconstruction of these bridges. A bridge inspection program is tailored to ensure that all the bridges receive adequate attention. The frequency and type of inspection for each bridge depends on the structural condition of the bridge, such as fracture critical bridges or those bridges that are posted for speed and load restrictions. Bridges in good condition receive routine inspections every 24 months while fracture critical bridges receive in-depth inspections every 12 months.

The PONTIS program enables the Authority to maintain an up-to-date database of all Authority-owned bridges. It also contains information on the frequency of inspection for each bridge, and detailed structural information such as the bridge description, dimensions, and the conditions of the deck, superstructure and sub-structural elements. The database also contains inventory and operating values of each bridge, which indicate the load carrying capacity of the structure. A priority list for rehabilitation/replacement is established based on these ratings. The current program invests $26.6 million in bridges. The bridge program represents 1.1% of the total Capital Investment Program.


FY06FY06 -- FY FY1010 Chapter 10: BridgesChapter 10: Bridges

BRIDGES

Funding for all Br idges$26.6 Mil l ion

Bridges $26.6m

Other Capital


FY06-FY10 CIP$2.39b

PAGE 86


FUNDED PROJECTS There are 12 active bridge projects. The majority of bridge reconstruction projects entail complete struc-ture replacement. These efforts will have a neutral impact on the operations budget. Other bridge pro-jects are included in the Fairmount Corridor Improvements Project in the System Enhancement section of this document.

Merrimack River Bridge Rehabilitation

This project involves the design and rehabilitation of the Merrimack River Bridge. The bridge, which currently carries Haverhill commuter rail trains, freight trains, and Amtrak trains, is in need of bearing work, steel repairs, and timber deck replacement.

Concord Main Street Bridge Repair This project funds the reconstruction and repair of the bridge that carries the Fitchburg Line com-muter rail trains over Route 62 in Concord.

Lechmere Viaduct Rehabilitation During the temporary shutdown of Green Line service on the viaduct between North Station and Lechmere, the MBTA is performing structural, deck, signals, and cable work on this bridge.

Drawbridge No. 1 Mechanical Repairs This project will perform repair work to the drawbridge bearings, electrical systems, and timber decks of the pair of drawbridges adjacent to North Station.

Beverly Drawbridge Repairs Critical components of this bridge, including the timber deck, frogs, and pads, will be repaired.

Washington St. Commuter Rail Bridge Rehabilitation This project will replace the sub- and super-structures of the bridge at the intersection of the Lowell commuter rail line and Washington St. in Somerville, including repairs to a pump facility below the bridge. This project will eliminate a speed restriction, resulting in faster service.

Green Line Bridge Reconstruction Program

This effort consists of the replacement of superstructures, rehabilitation of the bridge abutments and the installation of new catenary wires for bridges in Newton and Brookline, including replacement of utility lines. This project includes the reconstruction of Chestnut Hill Busway and Reservoir Road along the Riverside/Highland Branch of the Green Line.

Red Line Bridge Construction Program

This project funds the reconstruction of three bridges along the MBTA Red Line in Dorchester: Shawmut Junction, Redfield Street, and Morrissey Boulevard.

Taunton Bridge Construction Program

This project funds the reconstruction of Bay Street Bridge in Taunton.

Franklin Branch Bridge Rehabilitation This project funds the repair and fill-in of a bridge that carries commuter rail trains in a non-revenue section of shop track on the Franklin Line.

Bridge Inspection Program This program provides for the ongoing inspection and rating of bridges throughout the MBTA’s commuter rail system.

Bridge Management Engineering Program (BMEP) This program includes efforts to inventory and/or inspect and rate highway, transit, pedestrian and utility bridges throughout the MBTA’s transit system. This program also includes design contracts for several bridge construction projects.

BRIDGES


PAGE 87

ANTICIPATED FUTURE NEEDS Many of the MBTA-maintained bridges throughout eastern Massachusetts are reaching or have attained their life expectancies. While many of these bridges are in good structural condition, others are antici-pated to need repairs. Using structural integrity and deck ratings established under the Bridge Manage-ment Program, the MBTA prioritizes bridge needs based not only on useful life but on a variety of factors, including safety implications, service impacts, and the potential to disrupt service. Below are the bridge projects the MBTA expects will need capital investment in the future.

Highway Bridges Throughout the system, there are several bridges that are anticipated for future repair or replace-ment because of their age and condition.

Railroad Bridges

A number of MBTA railroad bridges will be a priority for future replacement and rehabilitation to improve the long-term structural integrity of the bridges. These include Washington Street, West Street, East Street, Talbot Avenue, and Woodrow Avenue.

Transit Bridges

Five transit bridges have been identified as future candidates for rehabilitation, including the Savin Hill Underpass and Ashmont Station.

Beacon and Roger Bridges (Newton)

This project would involve the replacement of the superstructures for the two bridges, catenary improvements, rehabilitation of bridge abutments, reinstallation of necessary utilities, drainage repairs and installation of approach slabs.

Fort Point Channel Bridge (MHD)

This project would involve final project elements for the Fort Point Channel Bridge reconstruction, a joint project with the Massachusetts Highway Department.

Pedestrian/Utility Bridges Inspection This project would involve the inspection of the 58 pedestrian and 46 utility bridges over the MBTA’s transit and commuter rail systems to determine levels of rehabilitation and reconstruction required by each bridge.

BRIDGES

Bridges: Project Budgets ($ in millions)

PROJECTAuthorized


Beyond FY10

Total FY06-10

Merrimack River Bridge $3.43 $0.30 $0.00 $1.48 $1.57 $0.07 $0.00 $0.00 $3.13Concord Main St. Bridge 3.00 0.00 0.00 1.31 1.69 0.00 0.00 0.00 3.00Lechmere Viaduct 2.97 1.51 1.46 0.00 0.00 0.00 0.00 0.00 1.46Draw bridge No. 1 4.73 0.00 0.00 0.20 2.00 2.53 0.00 0.00 4.73Beverly Draw bridge 0.63 0.00 0.00 0.00 0.00 0.58 0.05 0.00 0.63Washington St. Bridge 9.55 0.00 0.00 0.30 2.68 4.05 2.53 0.00 9.55Green Line Bridges 8.98 8.86 0.12 0.00 0.00 0.00 0.00 0.00 0.12Red Line Bridges 4.44 3.75 0.54 0.15 0.00 0.00 0.00 0.00 0.69Taunton Bay St. Bridge 1.00 0.93 0.07 0.00 0.00 0.00 0.00 0.00 0.07Franklin Branch Shop Bridge 0.60 0.55 0.05 0.00 0.00 0.00 0.00 0.00 0.05Bridge Inspection Prgrm. 6.00 3.07 1.05 0.79 0.79 0.30 0.00 0.00 2.93BMEP 21.59 21.37 0.18 0.04 0.00 0.00 0.00 0.00 0.22Total Program $66.92 $40.34 $3.47 $4.27 $8.73 $7.53 $2.58 $0.00 $26.58

PAGE 88


Funding for Station Mgmt. Project$147.4m

Station M gmt.

$147.4m

Other Capital


FY06-FY10 CIP$2.39b

STATION MANAGEMENT PROJECT (SMP) PROGRAM OVERVIEW SMP will revolutionize how the MBTA does business. The project will impact each and every customer through new station man-agement functions and innovative ways to purchase fare media and gain access to the system. In addition, new communication infrastructure, customer service improvements, back office and money management systems, as well as enhanced station and employee management structures will be developed and de-ployed through this project. • Automated Fare Collection Equipment: SMP will pur-chase new fare vending machines, fare gates, fare validators and fare boxes, which will be deployed throughout the Red, Green, Orange, Blue and Silver Lines and the bus system. This new equipment will allow the abolition of the token and the de-ployment of customer service agents at stations throughout the system, as well as the advent of the magnetic ticket and smart card with more flexible fare structures. • Hub Stations: Six Hub Stations will be constructed in the subway system at South Station, North Station, Airport, Back Bay, Downtown Crossing, and Government Center. These new facilities will enhance station management through the monitoring of closed circuit television, elevator, escalator, fire and AFC system alarms, as well as responding to customer call boxes and dispatching cus-tomer service agents as needed. • Wide Area Network: The MBTA is constructing a fiber optic-based wide area network (WAN) throughout its subway system. The WAN is a critical component of the communications infrastructure necessary for the AFC equipment, CC-TV cameras and other systems and alarms. • Back Office Systems: The MBTA will renovate its existing Money Room with new AFC equipment for encoding smart cards and magnetic strip tickets. In addition, the Authority will purchase new equipment for its ticket sales offices and for retail sales outlets. Finally, the MBTA will set up new web-based sys-tems for purchase of fare media and supporting systems for credit/debit card purchases online and at fare vending machines. Existing fare collection equipment is 25-30 years old, and continued upkeep of this aging equipment is expensive. The current program devotes $147.4 million toward the installation of a new Automated Fare Collection system under SMP, a 6.2% share of the total Capital Investment Program.

FUNDED PROJECTS When the SMP project is fully implemented, it will have a positive impact on the operating budget.

Station Management Project (SMP) The SMP project will install new fare equipment, establish Hub Stations and a fiber optic network, and overhaul back office systems to substantially alter the way the Authority does business in the manner described above. This equipment will have a useful life of 20 to 25 years.

Station Management Project: Project Budgets ($ in millions)

“SMP will revolutionize

how the MBTA does

business.”


FY06FY06 -- FY FY1010 Chapter 11: Station ManagementChapter 11: Station Management

STATION MANAGEMENT

PROJECTAuthorized


Beyond FY10

Total FY06-10

Station Management Proj. $204.33 $56.98 $90.33 $54.43 $2.47 $0.12 $0.00 $0.00 $147.35Total Program $204.33 $56.98 $90.33 $54.43 $2.47 $0.12 $0.00 $0.00 $147.35


PAGE 89


FY06FY06 -- FY FY1010 Chapter 12: AccessibilityChapter 12: Accessibility

ACCESSIBILITY PROGRAM OVERVIEW In response to the Americans with Disabilities Act (ADA) of 1990, the Authority developed an approved Key Station Plan as an initial step in making one of America’s oldest public transit systems accessible to all. The ADA, a Title II Public Services Act, prohibits public transportation systems from discriminating against persons with disabilities. The Department of Transportation has established specific requirements for developing systemwide program accessibility, including the need to work with the community of people who have disabilities to determine key sta-tions. Since 1990, the Authority has rapidly become a leader in efforts to achieve station accessibility on one of America’s oldest transit systems. Of the 80 stations identified in the Key Station Plan, the MBTA has made 67 accessible, allocated the construction funds for the remaining 13, and has begun making dozens of non-key stations accessible as part of station modernization projects. Altogether, ongoing capital pro-jects are bringing new accessibility benefits to over 300,000 MBTA passengers every day in the form of ramps, entrances, and elevators.

The MBTA has programmed $124.2 million toward accessibility. This represents 5.2% of the total Capital Investment Program. The ma-jority of accessibility funding is devoted to the Light Rail Accessibil-ity Program (LRAP) for the Green Line to modernize stations, install elevators, and raise platforms, as well as the renovations and ac-cessibility improvement project at the Charles/MGH Red Line sta-tion. Furthermore, other capital projects included in the Stations and System Enhancement sections of this document are also mak-ing substantial accessibility improvements to the MBTA system.

FUNDED PROJECTS There are 15 funded projects under Accessibility, all of which will have a neutral impact on the Author-ity’s operating budget.

Green Line Interim Accessibility Improvements This program constructs temporary platforms and lifts at several Green Line stations. This enables the MBTA to service passengers with handicaps and disabilities in the period leading up to accessibility.

Green Line Light Rail Accessibility Program

(LRAP) Surface Stations (B, C, & E Lines) In compliance with ADA, the work for surface stations includes raising platforms, installing new kiosks, benches, signage and other necessary improvements to make these stations accessible to the public.

“Altogether, ongoing capital

projects are bringing new

accessibility benefits to

over 300,000 MBTA

passengers every day…”

ACCESSIBILITY

Funding for all Accessibil i ty Projects $124.2 Mil l ion

Accessibility $124.2m

Other Capital


FY06-FY10 CIP$2.39b

PAGE 90


LRAP: Park Street and Haymarket Stations Work for these two stations include platform raising, accessible fare collection equipment, new station lighting and other improvements and station finishes. This project is in its final stages.

LRAP: Government Center Station Modifications for this station will include a new headhouse on City Hall Plaza, new raised platforms, and the installation of a new elevator, LED signage and accessible fare collection equipment, new electrical substation, lighting, and other station finishes. This project is in design phases, and will be coordinated with the Blue Line modernization efforts also taking place at that station.

LRAP: Arlington and Copley Stations

Combined work for these stations will include platform raising, installation of elevators, escalators, a new public address system and signage, accessible fare collection equipment, new headhouses, and other station necessities and finishes.

LRAP: Kenmore Station Work for Kenmore Station will include elevator and escalator installation, platform raising, landscaping, street lighting and a new MBTA bus canopy and kiosk entrance, as well as other station necessities.

LRAP: Boston College Station This project will make accessibility modifications and improvements to conform to ADA guidelines and will include relocating the station to the median of Commonwealth Avenue, constructing two new raised platforms, shelters, lighting, tactile edging, and installing pedestrian crossings.

LRAP: Brookline Village Station Scope for this project will include the reconstruction of both platforms at the station for ADA ac-cessibility, the installation of shelters, lighting, tactile edging, site work, and pedestrian crossings.

Orange Line Malden Station Accessibility This project consists of design and construction for accessibility improvements at Malden Center station. The improvements are being performed at both the Orange Line and Commuter Rail por-tions of the station, and work is nearing completion.

ACCESSIBILITY

Charles/MGH Station is designed by the Joint Venture of HDR Engineering, Inc./Elkus-Manfredi Associates, Inc. Rendering is by Neoscape.


PAGE 91

Orange Line Haymarket Station The project involves the continued demolition and reconstruction of the Haymarket station in order for the station to meet ADA access improvement requirements.

Orange Line Chinatown Station

This project, in accordance with ADA requirements, is expanding the southbound platform-level lobby at Chi-natown station and installing a new elevator. The re-maining funds are for environmental costs associated with the removal and cleanup of two underground stor-age tanks.

Red Line Charles/MGH Station Reconstruction

The MBTA is in the construction phases of rebuilding and modernizing Charles/MGH station for complete accessi-bility. In conjunction with funds from Partners/MGH, this project will reconstruct the station, include barrier-free access and gates, the addition of elevators and/or ramps, an accessible path of travel, and improved signage.

Systemwide Elevator Accessibility Upgrades

This effort will improve MBTA elevators and make them accessible for all patrons. New accessible equipment will include intercom devices, emergency rescue features and a variety of other accessible equipment. Once complete, MBTA elevators will be able to operate more efficiently.

Fairmount Station Accessibility Improvements This project will include the construction of two new mini-high level platforms with canopies, barrier-free access, addition of ramps to the platforms, an accessible path of travel, and improved signage.

THE RIDE Computer System Upgrade

This effort will involve the implementation of a new computer system for THE RIDE program. THE RIDE heavily depends on the computer system for dispatching, scheduling, and all aspects of service. An upgrade will improve service significantly for customers, as well as operating efficiency for THE RIDE.

Accessibility: Project Budgets ($ in millions)

ACCESSIBILITY

PROJECTAuthorized


Beyond FY10

Total FY06-10

Green Line Interim Access $2.85 $2.29 $0.15 $0.20 $0.13 $0.09 $0.00 $0.00 $0.56LRAP - Surface Stations 36.21 35.83 0.35 0.03 0.00 0.00 0.00 0.00 0.37LRAP- Park St. + Haymarket 15.42 15.28 0.13 0.02 0.00 0.00 0.00 0.00 0.14LRAP- Govt. Center Sta. 35.60 3.25 11.40 11.59 8.96 0.40 0.00 0.00 32.35LRAP- Arlington + Copley 46.27 3.10 24.40 10.76 7.50 0.50 0.00 0.00 43.17LRAP- Kenmore Station 31.30 6.19 20.91 3.19 1.00 0.00 0.00 0.00 25.11LRAP- Boston College Sta. 3.29 0.00 0.00 1.31 1.97 0.00 0.00 0.00 3.29LRAP- Brookline Vill. Station 2.06 0.00 0.00 0.64 1.42 0.00 0.00 0.00 2.06Orange Line- Malden Ctr. Sta. 10.07 9.90 0.17 0.00 0.00 0.00 0.00 0.00 0.17Orange Line- Chinatow n Sta. 5.51 5.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00Orange Line- Haymarket Sta. 9.84 9.36 0.48 0.00 0.00 0.00 0.00 0.00 0.48Red Line- Charles/MGH Sta. 40.25 25.02 11.62 3.54 0.07 0.00 0.00 0.00 15.23Systemw ide Elev. Upgrade 1.07 0.43 0.46 0.18 0.00 0.00 0.00 0.00 0.64Comm. Rail- Fairmount Sta. 7.46 7.43 0.03 0.00 0.00 0.00 0.00 0.00 0.03RIDE Computer Upgrade 1.00 0.35 0.22 0.00 0.43 0.00 0.00 0.00 0.65Total Program $248.18 $123.94 $70.32 $31.46 $21.48 $0.99 $0.00 $0.00 $124.24

PAGE 92


ANTICIPATED FUTURE EFFORTS The following projects have been identified as anticipated future efforts under the accessibility program.

Commuter Rail Accessibility Improvements This project would provide accessibility improvements to commuter rail stations.

Replacement LED Signage

This effort would install or replace LED signage for ADA compatibility at 75 passenger stations.

Green Line Station Accessibility Upgrade This effort would include accessibility upgrades to Green Line stations, such as Hynes Convention Center and Symphony.

ACCESSIBILITY


PAGE 93

SYSTEM ENHANCEMENT PROGRAM OVERVIEW The system enhancement program includes projects that make investments in the existing system to enhance service for riders as well as to attract more riders to the system. The most significant efforts under the enhancement program are the North Station Superstation project, the Fairmount Corridor Improvements project, and new parking initiatives. The North Station project will reconstruct and re-configure the Green and Orange Line stations at North Station with underground access to the com-muter rail, while the Fairmount project will improve and revitalize an underutilized route through the neighborhoods of Dorchester, Mattapan, and Hyde Park. Various parking projects systemwide will at-tract new riders, generate new revenues, and offer better services to existing commuters. Also, envi-

ronmental compliance enhances the safety and well-being of both MBTA customers and employees, and the new program for Transit Security protects passengers and improves safety on the transit system for all. Finally, this section also encompasses pilot programs and evaluation of new technologies and equipment that may lead to the application of new methodologies and infrastructure to enhance MBTA service in the future. This program area, which totals $196.6 million, includes projects that both enhance service for existing riders and attract new riders to the system, which accounts for 8.2% of the entire capital program. The majority of this program is devoted to the rehabilitation of North Station, the Fairmount Corridor Im-provements project, and the expansion of existing parking facilities throughout the system.

“This program area,

which totals $196.6

million, includes

projects that both

enhance service for

existing riders and

attract new riders to

the system…”


FY06FY06 -- FY FY1010 Chapter 13: EnhancementChapter 13: Enhancement

SYSTEM ENHANCEMENT

Funding for all System Enhancements$196.6 Mil l ion

Security $6.6m

Parking $61.2m

Enhan. $196.6m

Subw ay $36.1m

Bus $4.3m

Systemw ide $4.4m

Comm Rail $63.3m


$2.198b

Env iron. Comp. $20.7m

FY06-FY10 CIP$2.39b

PAGE 94


Funding for all System Enhancements $196.6 Mil l ion

Other Funded System

Enhancement Programs

Subw ay $36.1m

SUBWAY SYSTEM ENHANCEMENT The majority of this effort is invested in the construction of the North Station Transportation Center, serving the Or-ange and Green Lines. The useful life of stations can be found under the Subway Stations section of this document.

FUNDED PROJECTS Currently, there are six funded projects underway for sub-way system enhancement.

Green and Orange Lines North Station Transportation Center—Phases III & IV This represents the final phases of the North Station Transportation Center project, which is con-structing a new Superstation to serve the Orange and Green Lines with underground access to the commuter rail. The Green and Orange Line portions of the station have opened for service, while the project is now completing work on a new tunnel under the FleetCenter, a new portal near Sci-ence Park station, and a pedestrian access tunnel from the Green and Orange Lines under Cause-way Street directly to the commuter rail lobby. The elevated Green Line structure over Causeway Street has been demolished as the Green Line moves underground. This project will have a neu-tral impact on operating costs.

Friction Modifier System

This project will install a high-tech system to deliver a modifier/lubricant to the rails and wheels on the Green Line. This innovative solution would reduce the friction and wear between the wheel and rails, with dramatic savings in maintenance costs for both components. This project will have a positive impact on operating costs.

LED Station Signage This project will install automatic, light-emitting diode (LED) signage on the station platforms and in the lobby areas of 10 busy subway stations. These signs, through a new connection to head-end equipment at the operations control center, will provide customers with notices of delays and train arrival information. This project will have a neutral impact on operating costs.

Park Street Station Eastbound Crossover This effort will fund the modification of the track scheme and power sectionalization on the Green Line at Park Street. By creating a short track connecting the two eastbound tracks, the project will dramatically increase eastbound service, eliminate that station as a major bottleneck and source of standing time delays, and allow greater operational flexibility. This project will signifi-cantly increase service speed and reliability for Green Line passengers, and have a slightly nega-tive impact on operating costs.

Arborway Line Restoration (Planning & Design)

This project will support community planning and design efforts necessary to restore Green Line light rail service along the Arborway corridor in Jamaica Plain.

Wonderland Transit-Oriented Development Improvements This effort will make improvements to the area surrounding Wonderland station on the Blue Line to encourage transit-oriented development. This project will advance contingent upon receipt of state funds for construction.



SubwaySubway

SYSTEM ENHANCEMENT


PAGE 95

Subway Enhancement: Project Budgets ($ in millions)

ANTICIPATED FUTURE EFFORTS There are two anticipated enhancement projects for subway system enhancement.

Arborway Line Restoration (Construction) This project would fund the construction, maintenance facility, and vehicle procurement efforts necessary to restore light rail service along the Arborway Corridor.

Green Line Auto Vehicle Identifier (AVI)

This would add AVI technology to Green Line vehicles and tie into the OCC. This effort would al-low the OCC more control over the spacing, flow, and speed of Green Line trains.

Area of proposed track modification

to Government Center

from Boylston

SYSTEM ENHANCEMENT

PROJECTAuthorized


Beyond FY10

Total FY06-10

North Station Transp. Center $262.10 $251.32 $10.53 $0.25 $0.00 $0.00 $0.00 $0.00 $10.78Friction Modif ier System 0.85 0.00 0.40 0.34 0.12 0.00 0.00 0.00 0.85LED Station Signage 3.00 0.00 1.50 1.00 0.50 0.00 0.00 0.00 3.00Park St. Eastbnd. Crossover 3.28 0.00 0.00 0.50 1.49 1.29 0.00 0.00 3.28Green Line Arborw ay Rest. 10.00 2.07 0.10 0.10 2.92 3.50 1.31 0.00 7.93Wonderland T.O.D. 10.20 0.00 0.20 7.80 2.20 0.00 0.00 0.00 10.20Total Program $289.44 $253.38 $12.73 $9.99 $7.23 $4.79 $1.31 $0.00 $36.06

PAGE 96



Comm Rail $63.3mOther Funded

System Enhancement

Programs

COMMUTER RAIL SYSTEM ENHANCEMENT The program for commuter rail enhancement is dedicated for in-frastructure upgrades and improvements systemwide.

FUNDED PROJECTS This program includes five enhancement projects with neutral im-pacts on the Authority’s operating budget.

Fairmount Corridor Improvement Project – Ph. I This project represents the beginning of the recon-struction of the underutilized Fairmount Line through the neighborhoods of Dorchester, Mattapan, and Hyde Park. Improvements will include several bridges, the signal sys-tem, and several stations, including Morton Street and Upham’s Corner. This effort will restore the infrastructure and maintain safety and service reliability, and further develop opportunities to improve service in the corridor.

Coach Emergency Lighting Project Commuter rail coaches will be outfitted with low-location exit path marking systems to assist pas-sengers in potential evacuations of commuter rail trains.

Five New Coaches (RIDOT) Through an agreement with the Rhode Island Department of Transportation, the MBTA will be purchasing five new passenger coaches to better serve patrons from Rhode Island and the sur-rounding areas.

Commuter Rail Infrastructure This project includes funds for closeout costs for various commuter rail enhancements and im-provements necessary to keep the commuter rail system and bridges in a state of good repair.

Commuter Rail Reliability Improvements This effort is a funding set-aside to make enhancements to the commuter rail infrastructure on all lines. The project will enhance the reliability, speed, and safety of the rail systemwide.

ANTICIPATED FUTURE EFFORTS

Fairmount Corridor Improvement Project – Ph. II The second phase of the Fairmount Corridor project will provide funding to complete the recon-struction of the commuter rail branch. Work will include design and construction of new stations and significant improvements to the track, bridges, and signal systems. This project will build on the achievements of the first phase once state funds are made available.

Commuter Rail Enhancement: Project Budgets ($ in millions)




SYSTEM ENHANCEMENT

PROJECTAuthorized


Beyond FY10

Total FY06-10

Fairmount Line Inf rast. $37.31 $3.65 $18.82 $12.05 $2.79 $0.00 $0.00 $0.00 $33.66Coach Emergency Lights 1.87 0.00 0.00 0.87 1.00 0.00 0.00 0.00 1.875 New Coaches (RIDOT) 11.50 0.50 8.00 3.00 0.00 0.00 0.00 0.00 11.00Comm. Rail Inf rastructure 32.33 30.28 0.35 0.60 0.60 0.51 0.00 0.00 2.05Comm. Rail Improvements 14.75 0.00 0.12 0.10 1.53 3.00 10.00 0.00 14.75Total Program $97.76 $34.43 $27.28 $16.62 $5.93 $3.51 $10.00 $0.00 $63.33


PAGE 97


Other Funded System


Bus $4.3m

BUS SYSTEM ENHANCEMENT This program authorizes $4.3 million for enhancing bus operations.

FUNDED PROJECTS These five efforts will have a neutral impact on the Authority’s op-erating budget.

“Smart Bus” Technology Enhancement This project allows the Authority to outfit existing buses with “smart bus” technology to provide automated announcements to passengers. This technology, called Pub-lic Announcement/Variable Message System (PA/VMS), uses a bus-borne global positioning sys-tem (GPS) device to tell passengers the next stop, the direction of the bus, intermodal transfer information, and other information through audio and visual announcements.

Systemwide Bus Signage

This project funds a crew and materials to improve bus stop signage throughout the bus system.

Bus Rapid Transit Development Study This effort supports the conceptual development of bus rapid transit systemwide.

South Station Bus Terminal ITS Kiosks

This represents an effort to construct the interactive kiosks at the South Station Bus Terminal to incorporate Intelligent Transportation System technology and other information.

Maintenance Control and Reporting System (MCRS) Replacement System

This project funds the replacement of the current MCRS software package. The new operating system will allow the MBTA to track all vehicle defects, schedule and track all inspections, preventive maintenance and modification campaigns, and vehicle warranties. The system will support improvements to equipment reliability, labor productivity and staff accountability.

Bus Enhancement: Project Budgets ($ in millions)



BusBus

SYSTEM ENHANCEMENT

ANTICIPATED FUTURE EFFORTS There are two anticipated projects related to bus system enhancement.

Continue “Smart Bus” Technology Enhancement This effort would provide funding to continue outfitting the balance of the “zero-series” bus fleet with Public Announcement/Variable Message Systems (PA/VMS).

Expand MCRS Deployment to Facility Maintenance This project would expand the scope of the current MCRS effort to include maintenance facilities.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Smart Bus Technology $2.00 $0.77 $1.24 $0.00 $0.00 $0.00 $0.00 $0.00 $1.24Systemw ide Bus Signage 1.48 0.78 0.02 0.15 0.45 0.08 0.00 0.00 0.70Bus Rapid Transit Devel. 0.10 0.04 0.02 0.03 0.01 0.00 0.00 0.00 0.06South Station ITS Kiosks 2.12 1.27 0.65 0.20 0.00 0.00 0.00 0.00 0.85MCRS Replacement Sys. 3.38 1.96 0.86 0.50 0.06 0.00 0.00 0.00 1.42Total Program $9.08 $4.82 $2.78 $0.88 $0.52 $0.08 $0.00 $0.00 $4.26

PAGE 98



Systemw ide $4.4m

Other Funded System


SYSTEMWIDE SYSTEM ENHANCEMENT This section represents enhancement efforts that affect the entire system. It also includes the evaluation of new technologies to en-hance systemwide services.

FUNDED PROJECTS There are a total of seven projects under systemwide enhancement. These efforts will have a neutral impact on the Authority’s operating budget.

Station Signage Program This project will provide new and updated system and neighborhood maps and signs at various stations throughout the MBTA’s rapid and light rail system.

Grade Crossing Program

This project aims to improve safety at highway and rail grade crossings. The effort will implement several advanced signal/warning systems and new gate technologies at several locations.

Systemwide Wide Area Network (WAN) Security

This effort will fund preliminary design for the wide area network system.

MBTA “Protects” Program This project represents a pilot program to evaluate the usage of chemical/biological detection systems throughout the MBTA. The initial implementation is underway at South Station.

Systemwide Art Program

The art program provides funds to various reconstruction projects, usually involving stations, for the inclusion of pieces of art and other enhancements in their scope.

Systemwide Safety Enhancements

This project will fund the implementation of systemwide security enhancements such as portal protection, closed-circuit television security systems, and other security initiatives.

Systemwide System Enhancements

This effort supports various system enhancement efforts throughout the Authority.

Systemwide Enhancement: Project Budgets ($ in millions)




SYSTEM ENHANCEMENT

ANTICIPATED FUTURE EFFORTS

Currently, the Authority has not identified future capital needs for this program.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Station Signage Program $0.95 $0.00 $0.95 $0.00 $0.00 $0.00 $0.00 $0.00 $0.95Grade Crossing Program 0.38 0.22 0.11 0.05 0.00 0.00 0.00 0.00 0.16Systemw ide WAN Security 2.62 2.62 0.00 0.00 0.00 0.00 0.00 0.00 0.00MBTA "Protects" Program 1.00 0.94 0.06 0.00 0.00 0.00 0.00 0.00 0.06Systemw ide Art Program 1.13 0.87 0.11 0.15 0.00 0.00 0.00 0.00 0.26Systemw ide Safety 2.84 2.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00Systemw ide Enhancements 2.95 0.00 0.10 0.08 0.87 1.69 0.20 0.00 2.95Total Program $11.86 $7.49 $1.33 $0.28 $0.87 $1.69 $0.20 $0.00 $4.37


PAGE 99


Parking $61.2m

Other Funded System


SYSTEM ENHANCEMENT

PARKING SYSTEM ENHANCEMENT MBTA parking facilities include both open surface parking lots and enclosed parking garages. There are approximately 42,000 parking spaces throughout the system. In 1991, as part of commitments made under the Central Artery and State Implementation Plan (SIP), the state committed to building 20,000 new spaces. With the MBTA’s contribution of over 21,000 spaces to date, this commitment is complete. How-ever, the Authority continues with the program to add needed parking to the system to attract riders and boost revenues. In addition, major new parking capacity is planned at new stations along the Greenbush commuter rail line, which can be found in the System Expansion section of this document. Considering all program areas in total, this Capital Investment Program includes funds for the design or construction of over 7,000 new parking spaces for the transit system.

FUNDED PROJECTS There are currently twelve parking projects in various stages. These projects will have a neutral or posi-tive impact on the Authority’s operating budget.

Parking Enterprise Fund This effort will fund or subsidize the construction of various parking garages and/or facilities in the MBTA’s commuter rail and rapid rail system. The goal of these funds is to facilitate the expansion of the MBTA’s parking capacity through stand-alone enterprise funding mechanisms or real estate transactions in conjunction with develop-ers. Projects can move forward based on their ability to generate sufficient revenues to cover operating and debt service costs.

New Parking Initiatives This item sets aside funds for new projects and activities to expand the MBTA’s parking capacity systemwide. It is estimated that this allocation will allow for approximately 1,200 new spaces.

Walpole Commuter Rail Station

This project will provide 300 parking spaces for Walpole station, as well as platform extensions, the construction of a mini-high platform and making the station accessible to all passengers.

Quincy Ferry Terminal

The MBTA will improve the parking lot at the Quincy Ferry Terminal, including grading and a net increase of around 100 parking spaces.

Lynn Garage Waterproofing This project will make minor repairs and waterproofing upgrades to the parking structure at Lynn.

North Quincy Garage

As part of an air rights project and using an enterprise funding mechanism, this effort would fund the construction of a new 1200-space parking facility at the North Quincy Station on the Red Line. This project will move forward based upon its ability to generate sufficient revenues to cover operating and debt service costs, thereby minimizing its impact on the MBTA’s capital program.



ParkingParking

“...in total, this

Capital Investment

Program includes

funds for the design

or construction of

over 7,000 new

parking spaces…”

PAGE 100


SYSTEM ENHANCEMENT

System Park and Ride Support This grant funds support activities necessary to initiate and advance parking expansion projects. Activities include appraisals and conceptual designs.

Wilmington Station and Parking This project, now substantially complete, consisted of the design and construction of a new station, a 245-space commuter parking lot, ac-cessibility improvements and mini-high platforms, track and signal work, aesthetic improvements to the maintenance-of-way building, and the construction of 800 feet of roadway adjacent to the station.

Lawrence Station Multimodal Facility Improvements

This project, funded in conjunction with the Merrimack Valley Regional Transit Authority (MVRTA), will provide 900 parking spaces at the Lawrence station and include infrastructure improvements such as a full-length commuter rail platform, canopies, benches and signage, and other amenities.

Alewife Expansion Joints The rubber expansion joints at the Alewife parking garage will be rehabilitated to ensure continued parking capacity and passenger comfort at this facility.

Woodland Parking Garage As part of a parking enterprise funding initiative, this planned effort would construct a new multi-level parking garage at Wood-land station with around 500 parking spaces. The project would also involve some station accessibility modifications. A large por-tion of this project’s funding would be provided by other parties and project revenues.

Gloucester Intermodal Commuter Rail Station Design and Improvements

The project will consist of general station improvements, including expanding parking from 33 to 160 spaces and improving passenger accessibility.

Parking Enhancement: Project Budgets ($ in millions)

ANTICIPATED FUTURE EFFORTS The following project has been identified as a future parking enhancement effort.

Red Line Quincy Adams Parking

Implementation of an expanded Quincy Adams Station parking garage design is anticipated.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Parking Enterprise Fund $28.70 $0.00 $0.00 $0.00 $2.70 $8.00 $18.00 $0.00 $28.70New Parking Initiatives 8.00 0.00 1.50 1.50 1.50 1.50 2.00 0.00 8.00Walpole Station 2.00 1.94 0.06 0.00 0.00 0.00 0.00 0.00 0.06Quincy Ferry Terminal 0.50 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.50Lynn Garage Waterproof ing 0.30 0.00 0.30 0.00 0.00 0.00 0.00 0.00 0.30North Quincy Garage 12.00 0.00 0.00 0.00 1.00 3.50 7.50 0.00 12.00System Park+Ride Support 11.35 10.57 0.25 0.40 0.13 0.00 0.00 0.00 0.78Wilmington Station + Parking 14.96 14.68 0.26 0.02 0.00 0.00 0.00 0.00 0.28Law rence Station Project 4.03 1.70 1.70 0.63 0.00 0.00 0.00 0.00 2.33Alew ife Expansion Joints 0.54 0.00 0.00 0.00 0.54 0.00 0.00 0.00 0.54Woodland Parking Garage 7.00 0.00 0.00 1.50 3.50 2.00 0.00 0.00 7.00Gloucester Intermodal Fac. 3.73 2.98 0.70 0.03 0.02 0.00 0.00 0.00 0.75Total Program $93.11 $31.88 $5.26 $4.07 $9.39 $15.00 $27.50 $0.00 $61.23


PAGE 101


Other Funded System


Env iron. Comp. $20.7m

SYSTEM ENHANCEMENT

ENVIRONMENTAL COMPLIANCE SYSTEM ENHANCEMENT The MBTA understands the importance of performing in a safe, healthy environment. While the public transportation services that the Authority provides reduce congestion and automobile emissions, the MBTA is also committed to providing those services in an environmentally sound and responsible manner. To that end, the MBTA Environmental Management Department oversees the management of underground storage tanks, the handling and disposal of hazardous materials, storm water and wastewater management, air quality issues, and any other regulated environ-mental matters. It conducts regular comprehensive environ-mental audits of facilities to identify non-compliance issues and to develop strategies and schedules for bringing the facilities into compliance. Standard operating procedures for environmental issues are established for all facilities. The environmental compliance program includes the identification, design and implementation of environmental mitigation measures, as necessary and appropriate throughout the MBTA system. The Authority also responds to environmental cleanup requirements using Licensed Site Professionals as required under state regula-tions. Finally, the Authority manages a noise mitigation program.

FUNDED PROJECTS There are eight funded projects under the environmental compliance program. These projects will have a neutral impact on the Authority’s operating budget.

Cabot Yard Cleanup In conjunction with the Massachusetts Department of Environmental Protection, the MBTA has successfully contained a leaking underground storage tank. This project provides the funds to build a groundwater remediation plant on the site and implement a permanent solution.

Lynn Bus Garage Remediation This project provides for the removal and cleanup of an underground storage tank in the base-ment of the MBTA’s bus facility in Lynn.

Bus Wash Upgrades In compliance with the Clean Water Act, the Authority is installing new washing equipment in all bus garages. This equipment will recycle water and reduce the volume of wastewater. This reduction will improve the ability of the water oil separators to extract the heavy metals and petroleum byproducts, reducing the discharge to below permitted levels.

Commuter Rail Exhaust Locomotive Retrofit

This program will evaluate usage of emission controls to regulate diesel fuel emission on commuter rail locomotives.



Environmental ComplianceEnvironmental Compliance

PAGE 102


SYSTEM ENHANCEMENT

South Boston Power Plant Phase II—Demolition This project involves significant asbestos abatement work, cleanup, and the demolition of the South Boston Power Plant. In cooperation with the Massachusetts Attorney General’s Office, all asbestos and hazardous materials have been removed from the site, environmental monitoring efforts are continuing, and demolition is nearing completion.

Environmental Compliance Management Efforts The project involves the preparation of environmental remediation response documents and de-sign remediation for oil and/or hazardous waste releases throughout the Authority, and provides environmental consulting services to audit and fix non-compliant matters.

Readville Facility Remediation

The MBTA is completing the site assessment and risk characterization for the Readville Facility. This assessment will determine the level and extent of remediation that may be required for the ultimate use of the property. The majority of the solid waste and the discarded railroad ties and other railroad-related equipment have been removed from the site.

Systemwide Noise Mitigation Program The funding for this project has been set-aside for anticipated noise mitigation needs such as noise walls and other sound barriers.

ANTICIPATED FUTURE EFFORTS Although the Authority currently has not identified future capital projects for the environmental compli-ance program, the MBTA intends to comply with all applicable regulatory requirements.

Environmental Compliance — Enhancement: Project Budgets ($ in millions)

PROJECTAuthorized


Beyond FY10

Total FY06-10

Cabot Yard Cleanup $6.00 $0.02 $0.91 $2.30 $2.68 $0.10 $0.00 $0.00 $5.98Lynn Bus Fac. Remediation 5.00 0.30 1.10 1.10 2.04 0.46 0.00 0.00 4.70Bus Wash Upgrades 2.05 1.69 0.05 0.25 0.06 0.00 0.00 0.00 0.36Comm. Rail Exhaust Retrof it 0.10 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00S. Boston Pow er Plant 20.52 18.81 1.31 0.40 0.00 0.00 0.00 0.00 1.71Enviro. Compliance Mgmt. 22.32 16.41 2.20 2.20 0.89 0.63 0.00 0.00 5.91Readville Facil. Remediation 3.88 2.06 0.85 0.96 0.01 0.00 0.00 0.00 1.82Systemw ide Noise Mitigation 2.99 2.73 0.25 0.01 0.00 0.00 0.00 0.00 0.26Total Program $62.86 $42.11 $6.66 $7.22 $5.67 $1.19 $0.00 $0.00 $20.74


PAGE 103


Other Funded System


Security $6.6m

SYSTEM ENHANCEMENT

TRANSIT SECURITY PROGRAM OVERVIEW Transit Security is an essential aspect of ensuring a safe environ-ment throughout the transit system. The MBTA strives to make continuous improvements in safeguarding lives and property within the Authority and to uphold the constitutional rights of all the commuters. The MBTA Police, the Assistant General Manager for Safety, and the Operations Control Center are the primary parties that supervise and monitor Transit Security efforts. They are responsible for monitoring and maintaining a standard level of security and safety while preventing and preparing for responsive-ness during an emergency. To perform their tasks, the MBTA maintains a range of capital assets to en-sure passenger safety and security throughout daily operations. MBTA Police The Transit Police force includes a department of 250 police personnel who patrol and serve the 175 communities in the MBTA service district. To strengthen their presence and visibility, 15 police hubs are located along the transit system. Capital funding will provide the Police Department with five substations in accordance with the MBTA Polices Plan of Action and the Transit Police Service Areas concept. Transit Police Service Areas (TPSA) Recognizing that community-based policing is an effective strategy for enhancing security on the transit system, the MBTA Police Plan of Action divides the police district into five geographic areas with a police substation in each region to better integrate the police force into the neighborhoods they serve. With their designated districts, the commanding officers are charged to focus and concentrate on improving their specific area by working with the local communities. These new substations, with a 50-year useful life, will serve as a headquarters with space for personnel, equipment and resources, which will allow the police to proficiently perform their functions away from the main headquarters. Specialty and Anti-Terrorism Vehicles The Police Department maintains a fleet of eight specialty vehicles, including an incident command vehi-cle to act as a mobile command center, a bomb disposal truck, a fire safety bus, radar units, and a state-of-the-art turnkey command center vehicle. These vehicles, which have a 10- to 20-year useful life, are outfitted with computer and telecommunications equipment necessary for the coordination of a multi-agency, multi-disciplined response to a public safety event or emergency. Secure Stations Initiative In addition to mobile policing equipment, the MBTA is improving its communications and security sys-tems to enhance safety and security systemwide in accordance with the State Homeland Security Stra-gety. The transit system is equipped with a wide range of infrastructure to collect and disseminate infor-mation in the event of an emergency: • Wide-scale deployment of closed circuit television (CCTV) systems • Public Address (PA) and signage systems; • Security intrusion detection and alarm systems; • Fire alarm systems; • Police/public call boxes; and • the Silver Line Phase II Security Program All new construction, particularly station reconstruction and maintenance facility upgrade projects, in-volves the complete overhaul or reinstallation of security and fire alarm systems, police call boxes, and communications and public address systems.


FY06 FY06 -- FY FY1010 Chapter 13: EnhancementChapter 13: Enhancement

Transit SecurityTransit Security

PAGE 104


SYSTEM ENHANCEMENT

FUNDED PROJECTS Currently, there are six Transit Security projects underway involving upgrades to the Authority’s police equipment, the installation of new communications technology, and new anti-terrorism initiatives.

Silver Line Phase II Security Program The second phase of the MBTA’s newest rapid transit line, the Silver Line, will be equipped with cutting-edge, sophisticated security systems. Measures will include an automatic intrusion detec-tion system to prevent unauthorized and potentially harmful access to the new tunnel, closed-circuit television systems, portal protection, and other security and anti-terrorism initiatives.

Police Improvements Transit Police Service Area (TPSA) Facility Improvements This project would construct and establish five new TPSAs in accordance with the MBTA Police Plan of Action. This funding will construct or lease offices to provide space for 25 officers per station, equipment, resources and administration forces to perform law enforcement duties. Bomb Detection Equipment This involves the purchase of portable and stationary equipment and K-9 units to inspect and detect potentially harmful explosive devices on the transit system.

Bomb Mitigation Trash Barrels

This project will procure hundreds of new trash barrels that can mitigate the impact of a bomb in stations systemwide.

Emergency Exits Program This project provides funding to enhance and upgrade emergency exits at subway stations sys-temwide. The project involves vandal-resistant lighting, enhancements to the doors and lock mechanisms, signage, and path-of-travel safety improvements.

Tunnel Vent Security Upgrade

This project will enhance security at tunnel ventilation fan rooms at 55 locations. This will ensure that the central controls for vent fans systemwide continue to function reliably so that the impacts of a potential fire or chemical or biological emergency in the subway tunnels can be mitigated.

Security Systems at Yards This effort provides the funds to install closed-circuit television security systems to monitor and protect vehicles and personnel at 13 yard and shop areas throughout the subway system.

ANTICIPATED FUTURE NEEDS The MBTA’s capital program will continue to maintain and improve the safety and security of its passen-gers in the future. Such investments will be made in close coordination with the MBTA Police Depart-ment, local communities, emergency management agencies, and the Commonwealth of Massachusetts’ State Homeland Security Strategy.

Transit Security — Enhancement: Project Budgets ($ in millions)

PROJECTAuthorized


Beyond FY10

Total FY06-10

Silver Line Ph. 2 Security $4.02 $2.80 $1.22 $0.00 $0.00 $0.00 $0.00 $0.00 $1.22Police Improvements 1.85 0.10 0.29 0.20 0.86 0.40 0.00 0.00 1.75Bomb Mitigation Barrels 1.68 0.34 1.00 0.34 0.00 0.00 0.00 0.00 1.34Emergency Exits Program 1.51 0.00 0.44 0.68 0.39 0.00 0.00 0.00 1.51Tunnel Vent Security Upg. 0.50 0.14 0.21 0.15 0.00 0.00 0.00 0.00 0.36Security Systems at Yards 0.42 0.00 0.00 0.00 0.21 0.21 0.00 0.00 0.42Total Program $9.97 $3.37 $3.16 $1.37 $1.46 $0.61 $0.00 $0.00 $6.60


PAGE 105

SYSTEM EXPANSION PROGRAM OVERVIEW The Authority is continually working to prudently expand its services to offer public transportation to a larger segment of the public and to meet more travel demand, while remaining within its financial limita-tions (see the Introduction section). Most of the system expansion work underway now is included as mitigation under the State Implementation Plan (as developed under the Clean Air Act) or under the Cen-tral Artery administrative consent order. Since 1985, the Authority has significantly increased the number of revenue miles operated annually through major expansion projects. Much of this is due to historical large-scale system expansions includ-ing new commuter rail service to Worcester, Middleborough, Plymouth and Newburyport, as well as ex-tensions to the Red Line and the reconstruction of the Orange Line. Over the last few years, new com-muter rail stations have opened along the Worcester Line and the Old Colony Line at JFK/UMass station. The current capital program for expansion primarily focuses on two projects: the Silver Line and the Greenbush commuter rail line. The full Silver Line will provide new service within Boston’s urban areas to Roxbury, South Boston, and downtown, while the Greenbush Line will extend rail service to Boston’s south shore.

In July of 2002, the MBTA opened the Washington Street (Phase I) service of the Silver Line, with new service between Dudley Square in Roxbury and Downtown Crossing. Phase II opened in late 2004, even-tually providing new service between South Station, the South Boston Seaport District, the new Boston Convention and Exhibition Center, and the South Boston residential area. Phase III, a tunnel linking the first phases between Washington Street and South Station, is currently in design. In addition, the Greenbush commuter rail line is now under construction and will offer seven new stations to communities south of Boston. Finally, this program encompasses conceptual plans and preliminary design for other potential future expansion projects. The current program devotes $342.9 million towards system expansion. This represents 14.3% of the total Capital Investment Program. Most of this effort is designated for the Silver Line and the Greenbush commuter rail line.

“The current capital

program for expansion

primarily focuses on two

projects: the Silver Line

and the Greenbush

commuter rail line.”


FY06FY06 -- FY FY1010 Chapter 14: ExpansionChapter 14: Expansion

SYSTEM EXPANSION

Funding for all Expansion Projects $342.9 Mil l ion

Silv er Line $118.3m

Studies / Dev $8.6m

Comm Rail $216.0m

Expan $342.9m


$2.052b

FY06-FY10 CIP$2.39b

PAGE 106


SUBWAY SYSTEM EXPANSION Currently, the Authority has not programmed capital funds for the subway expansion program.

FUNDED PROJECTS Two proposed subway expansion efforts are the extension of the Green Line to Somerville, and the Blue Line/Red Line Connector.

ANTICIPATED FUTURE EFFORTS Two anticipated projects have been identified for subway expansion.

Green Line Somerville Extension

Long-range plans include extension of the Green Line northwest from Lechmere Station to the communities of Somerville and Medford. Funding for studies and plans regarding this project are located in the Studies and Planning section of this document.

Blue Line/Red Line Connector

Long-range plans include a connection between the Red Line at Charles/MGH station and the Blue Line at Bowdoin or Government Center stations.



SubwaySubway

SYSTEM EXPANSION


PAGE 107

COMMUTER RAIL SYSTEM EXPANSION The majority of the funding devoted toward commuter rail expansion is for the Greenbush project, and other closeout efforts of past projects, which include the Old Colony, Newburyport, and Worcester lines. The useful lives of both stations and track work can be found in the Station and Track sections of this document, respectively.

FUNDED PROJECTS There are four funded projects underway for commuter rail system expansion. The Greenbush project is a major ex-pansion project currently in full-scale construction, and the other three represent closing costs of past expansion projects. As the Authority continues its efforts to meet increasing demand for its services, op-erating costs will increase for operations and maintenance. Therefore, these efforts will have a negative impact on the Authority’s operating budget.

Greenbush Commuter Rail Line

This large expansion project, currently under-way, consists of the rehabilitation and prepara-tion of the Old Colony Greenbush Line for full commuter rail service to South Station in Bos-ton. The scope includes construction of 17.1 miles of track, seven stations, a layover facility, a tunnel through historic Hingham Square, and the purchase of necessary passenger coaches. When complete, this commuter rail line will serve the towns of Weymouth, Braintree, Hingham, Cohasset, and Scituate.

Worcester Commuter Rail Extension Remaining work consists of punchlist items associated with the Worcester Line. Completed work includes five new stations at Grafton, Ashland, Westborough, Southborough and Worcester, a layover facility, reconstruction of the Route 85 Bridge, traffic mitigation and Conrail track and signal work.

Newburyport Extension

This supports the final efforts of the Ipswich to Newburyport commuter rail extension, which opened in October 1998. Work to be completed includes punchlist and environmental items, as well as access improvements to the Newburyport station platforms and the station building.

Old Colony Line Rehabilitation: Middleborough and Plymouth

This represents the completion of final elements in support of the Old Colony lines that were reconstructed and opened for service in 1997.




SYSTEM EXPANSION


Comm Rail

$216.0m

Other Funded System

Expansion Programs

PAGE 108


Commuter Rail Expansion: Project Budgets ($ in millions)

ANTICIPATED FUTURE EFFORTS There are three projects that have been identified as anticipated future efforts for commuter rail expan-sion.

New Bedford/Fall River Extension – Design and Construction This project involves the design and construction of a new commuter rail extension from Boston to the cities of Fall River and New Bedford, also providing service to the towns of Stoughton, Easton, Raynham, Taunton, Lakeville, Berkeley, and Freetown. This project will proceed when all permits are completed, the necessary rights-of-way are purchased, and state funds are made available.

Yawkey Station

This project involves the potential of full-time service to a greatly enhanced Yawkey Station near Fenway Park along the Framingham/Worcester Line.

T.F. Green Airport Service

The project involves the potential of full-time commuter rail service to T.F. Green Airport in Rhode Island.

SYSTEM EXPANSION

PROJECTAuthorized


Beyond FY10

Total FY06-10

Greenbush Line Construction $479.12 $269.51 $107.75 $76.30 $25.56 $0.00 $0.00 $0.00 $209.61Worcester Extension 99.90 99.83 0.07 0.00 0.00 0.00 0.00 0.00 0.07New buryport Extension 27.27 25.56 0.50 0.94 0.27 0.00 0.00 0.00 1.71Old Colony Closeout Costs 8.00 3.35 1.00 1.00 1.00 1.00 0.65 0.00 4.65Total Program $614.29 $398.25 $109.32 $78.25 $26.83 $1.00 $0.65 $0.00 $216.04


PAGE 109

SILVER LINE SYSTEM EXPANSION The MBTA is constructing a new line to operate as part of its core downtown transit system. This Silver Line will com-bine bus rapid transit services along Washington Street (Phase I) and the South Boston Piers Transitway (Phase II) into a single line. The new Silver Line will provide connec-tions between residential neighborhoods and job centers in the Financial District and the new South Boston Water-front. Service will also be coordinated with Massport to provide service to Logan Airport through the existing Ted Williams tunnel. Phase III will construct a tunnel to con-nect the two segments. During Phase I of the project, the Silver Line began servicing 14 new stations along Washington Street in July 2002. This line terminates at the existing Dudley Square Station in Roxbury. In Phase II, three addi-tional Silver Line stations in the South Boston Seaport District opened in 2004. Vehicle procurement for Washington Street (Phase I) can be located under the Revenue Vehicle section of this document. The majority of this effort is devoted to Phases II and III of the Silver Line. The useful lives of both sta-tions and tunnels can be found in the Station and Facilities portions of this document, respectively.

FUNDED PROJECTS There are three efforts currently related to the Silver Line. The Silver Line will lead to higher costs for operations and maintenance, and will have a negative impact on the Authority’s operating budget.

Silver Line Phase II: South Boston Transitway This is a one-mile long tunnel extending from South Station to the South Boston Pier area with three stations: South Station, Courthouse Station, and World Trade Center Station. A portion of the costs for the maintenance facility at Southampton Street for Silver Line vehicles is also funded by this line item. This major expansion project includes design and construction of the tunnel from South Station and under the Fort Point Channel, electrical and communications systems sys-temwide, new vehicles fueled by electric catenary and ultra-efficient diesel fuel, and a new main-tenance and storage facility for the vehicles. This multi-year project initially opened for service in December 2004.

Silver Line Phase I: Closeout Costs This effort funded the Silver Line Phase I service to Dudley Square and now reflects closeout costs.

Silver Line Phase II: South Boston Transitway Capital Reserve This funding represents a contingency budget to ensure that the Authority has sufficient financial capacity to fully fund the Silver Line Phase II project.




SYSTEM EXPANSION


Silv er Line $118.3m

Other Funded System

Expansion Programs

PAGE 110


ANTICIPATED FUTURE EFFORTS The following projects have been identified as future efforts under Silver Line expansion.

Silver Line Phase III - Construction This effort will continue the design and construction of Phase III initiated above. The completion of this third phase will allow the Silver Line to offer a one-seat ride from Dud-ley Square in Roxbury, through downtown and South Station, to South Boston and be-yond to Logan Airport, with connections to the Orange, Green and Red Lines. This pro-ject’s future is contingent upon the MBTA’s successful receipt of federal New Starts funds.

Silver Line – Additional Studies

This effort would involve analysis and evaluation of potential further expansion of the Silver Line system south of Dudley Square.

Silver Line Expansion: Project Budgets ($ in millions)

SYSTEM EXPANSION

Silver Line Phase III: Conceptual Planning and Design Phase III of the Silver Line will connect Washington Street to South Station and Logan Airport via a new tunnel connecting the first two Silver Line phases. Funding allocated here will initiate Phase III design and perform other engineering activities.

PROJECTAuthorized


Beyond FY10

Total FY06-10

Ph. II: S. Boston Transitw ay $600.92 $594.36 $1.62 $3.43 $1.51 $0.00 $0.00 $0.00 $6.56Ph I: Washington St. 16.53 16.50 0.02 0.00 0.00 0.00 0.00 0.00 0.02Ph. II: Capital Reserve 50.00 0.00 0.00 0.00 20.00 30.00 0.00 0.00 50.00Ph. III: Planning and Design 78.71 17.04 15.67 10.00 12.00 12.00 12.00 0.00 61.67Total Program $746.15 $627.90 $17.31 $13.43 $33.51 $42.00 $12.00 $0.00 $118.25


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BUS SYSTEM EXPANSION Currently, the Authority has not programmed capital funds for the bus expansion program.

FUNDED PROJECTS A proposed bus expansion project is the construction of a new service to provide circumferential transit in a ring around Boston’s core, called the Urban Ring.

ANTICIPATED FUTURE EFFORTS There are two anticipated future efforts listed for bus expansion, both related to the Urban Ring.

Urban Ring – Phase I This project involves the implementation of a new, modified, limited-stop, cross-town and express bus route serving institutions and communities outside the downtown Boston core.

Urban Ring – Phase II

Environmental review, design and implementation of bus service with bus routes on busways, reserved and/or mixed traffic lanes, employing intelligent transportation systems (ITS) and four new commuter rail stations where bus routes connect with existing lines.



BusBus

SYSTEM EXPANSION

PAGE 112


STUDIES AND PLANNING FOR SYSTEM EXPANSION The Authority is continually investigating the feasibility, the costs and benefits of a variety of potential future ex-pansion projects. These efforts may include large scale alternatives analyses and Draft Environmental Impact Statements/Reports in accordance with federal planning requirements. Work may also be smaller and more local-ized studies to determine the impacts of initiatives such as a new station. This section also includes the system-wide modeling and planning efforts conducted to identify and prioritize expansion needs.

FUNDED PROJECTS There are currently ten system expansion projects under study and development. These studies will have a neutral impact on the Authority’s operating budget.

Salem/Beverly Commuter Rail Station Improvements This effort funds the design to upgrade Salem and Beverly stations in preparation of adding approximately 1,500 parking spaces, bus drop-off and pickup areas, and an accessibility platform extension.

Green Line Somerville Extension Study

This project would fund a planning level study to prepare and analyze alternatives for extending the Green Line from Lechmere northwest to Somerville and Medford.

Bus Facility Needs Assessment This project is a master planning study of future bus maintenance facility needs. The project is assessing the needs of the bus fleet over the long term, and it provides the studies necessary in the first step towards building a new bus facility. The proposed facility could provide expanded space and equipment for the housing and maintenance of the MBTA bus fleet in the future.

Rockport Station Improvements Study This project provides preliminary design work for a future rehabilitation and accessibility upgrade of the Rockport commuter rail station and layover facility.

Auburndale Station Improvements Study This allocates funds for conceptual design work and preliminary engineering for a future rehabili-tation and accessibility upgrade of the Auburndale commuter rail station.

Worcester Commuter Rail Corridor Improvements Study This project will complete a preliminary engineering study to investigate, examine, and provide alternatives for potential commuter rail service expansion on the Worcester/Framingham line.

North-South Rail Link Study This project funds the study of a potential link between North Station and South Station to provide commuters easier access to the financial district.



Studies and PlanningStudies and Planning

SYSTEM EXPANSION


Other Funded System

Expansion Programs

Studies / Dev

$8.6m


PAGE 113

North Shore Major Investment Study (MIS) This Major Investment Study (MIS) will provide a comprehensive look at the transportation needs of the North Shore Corridor. The MBTA is expanding the MIS process to include a Draft Environmental Impact Statement (DEIS) that will focus on the corridor from Revere to Salem.

Unified Planning Work Program This program funds various planning efforts regarding development of the MBTA system in coordi-nation with various outside planning agencies.

Urban Ring DEIS/DEIR

The Urban Ring study is a federally-funded Draft Environmental Impact Statement/Report to evaluate and develop a plan for circumferential transit services to better access activity centers located just outside the central core of Boston.

Studies & Planning for Expansion: Project Budgets ($ in millions)

ANTICIPATED FUTURE EFFORTS The following projects have been identified as a future effort for study and development.

Systemwide Surveys and Planning This funds miscellaneous efforts to support the development of system expansion projects. Included are ridership forecasts, passenger counts and other studies. Data received will provide the Authority with information for determining the benefit of future expansion efforts.

Green Line to Somerville Study Draft Environmental Impact Study (DEIS)

This project would continue the planning efforts and studies necessary to prepare a draft and final DEIS for the project.

SYSTEM EXPANSION

PROJECTAuthorized


Beyond FY10

Total FY06-10

Salem/Beverly Station Impr. $3.98 $0.66 $1.39 $1.44 $0.50 $0.00 $0.00 $0.00 $3.33Green Line Extension Study 0.40 0.22 0.10 0.08 0.00 0.00 0.00 0.00 0.18Bus Facility Analysis 2.35 0.21 0.30 1.20 0.64 0.00 0.00 0.00 2.14Rockport Station Study 0.25 0.22 0.03 0.00 0.00 0.00 0.00 0.00 0.03Auburndale Station Study 0.37 0.00 0.37 0.00 0.00 0.00 0.00 0.00 0.37Worcester Comm. Rail Study 1.00 0.40 0.25 0.35 0.00 0.00 0.00 0.00 0.60North-South Rail Link Study 0.62 0.55 0.05 0.02 0.00 0.00 0.00 0.00 0.07North Shore Major Study 3.71 3.29 0.40 0.02 0.00 0.00 0.00 0.00 0.41Unif ied Planning Work Prgm. 4.13 3.02 0.30 0.30 0.29 0.20 0.02 0.00 1.11Urban Ring DEIS/R Study 6.62 6.29 0.33 0.00 0.00 0.00 0.00 0.00 0.33Total Program $23.44 $14.87 $3.51 $3.40 $1.42 $0.20 $0.02 $0.00 $8.56

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TECHNOLOGY/OTHER PROGRAM OVERVIEW As with any large organization, the Authority as-sumes a cost to conduct business. The Authority must provide administrative offices and a working environment equipped with computers, phones, fur-niture and the necessary systems and support ser-vices to carry out its responsibilities effectively and efficiently. Also included are costs required to sup-port administration of the capital program. These include the cost of bond issuance as well as engi-neering support services. Much of the MBTA's computer equipment (PCs, printers, servers, etc.) was upgraded as part of a Y2K program a few years ago. The Authority has one enterprise server (mainframe) that services the MBTA’s computer network supporting over 2,000 external devices. The server is assigned a six-year useful life. The Authority has 1,500 computers systemwide, which are impacted directly by the advances in technol-ogy. They have a useful life of three years. The Police Department also has 117 computers, each having a useful life of five years. The current plan authorizes $230.4 million for technology and other support efforts. The Technology/Other program represents 9.6% of the total Capital Investment Program.

FUNDED PROJECTS There are 12 funded projects for Technology/Other program. These efforts will have a positive impact on the Authority’s operating budget. Many of these projects will allow the MBTA to operate more efficiently and effectively, thus reducing costs and allowing the Authority to provide better service throughout the system.

PeopleSoft Financial Software This project will fund the replacement of the current FMS Financial Software with a new People-Soft system. Included in this project are software and hardware costs and consulting support to install and implement the software, including essential business modifications.

Miscellaneous Project Closeouts

This project represents a group of past completed capital projects that have yet to incur their final closeout costs.

Capital Maintenance Improvements

This effort will provide funding for new, discrete capital projects throughout the MBTA for all transportation modes and general administration programs on an as-needed basis.

Miscellaneous Capital Projects

This is a general grant composed of multiple projects throughout the Authority that are mostly complete. Included in this grant are allocations for truck lifts, wheel truing machines, and other support equipment.


FY06FY06 -- FY FY1010 Chapter 15: Technology/OtherChapter 15: Technology/Other

TECHNOLOGY/OTHER

Funding for all Technology/Other$230.4 Mil l ion

Tech/Other $230.4mOther

Capital Inv estments

$2.164b

FY06-FY10 CIP$2.39b


PAGE 115

Computer Technology Upgrades

The Authority needs to increase its data storage capacity, upgrade its software environment, expand the WAN/LAN to remote locations, purchase additional servers, and continue to replace administrative computers on a regular basis to conduct business. These efforts reflect increasing demand for electronic data interchange and demand for broader access to data across the Authority as the result of new and upgraded programs and ongoing network access expansion.

Executive Office of Transportation (EOT) Transit Program

This effort contributes to the transit program managed by EOT.

Independent Engineering Review (IER) This task order contract represents various planning and construction tasks that will be utilized accordingly by the Authority. The FTA requires that a value engineering study be performed for all the major projects that are federally funded. Other task orders include: a task order contract used to comply with Massachusetts Building Code; and a task order contract used to produce survey maps to support in-house design efforts, perform subsurface testing, soil borings and archeological surveys, audits, and develop data for conservation commission submissions.

State of Good Repair (SGR) Project

This effort funds an inventory of all MBTA capital assets, an assessment of their condition, and the establishment of a database to prioritize infrastructure reinvestment. In addition, independent en-gineering consultant services are being used to support the Capital Management Group in its oversight of project management issues, capital program policy, and capital dollar allocation.

Bond Issuing Costs (including DBE)

This represents the Authority’s cost of bond issuance and provides funding for various support programs for minorities, women, and disadvantaged organizations.

Audit Costs This effort represents and classifies the pool of ongoing audits of all contracts under the Author-ity’s administration in the capital program. This project will have minimal cost to the capital pro-gram and will result in more efficient and cost-effective administration.

Capitalization Initiatives This effort supplies capital materials and component parts for ongoing preventive maintenance throughout the MBTA transit system.

Infrastructure Initiatives This project supports MBTA efforts for ongoing infrastructure maintenance needs.

TECHNOLOGY/OTHER

PAGE 116


ANTICIPATED FUTURE EFFORTS The following have been identified as future efforts for technology and other support efforts.

Value Engineering Services This project will provide value-engineering services as needed for various capital projects throughout the system.

Schedule Fulfillment System (Bid/Dispatch) – Phase II

This phase will identify the systems initiatives needed to implement all or part of the process and specifications required to support them.

Data Storage Capacity Upgrade

This project will upgrade the Authority’s disk storage equipment by replacing outdated equipment with current technology, thereby increasing data storage capacity. It will also support technology needs of future and ongoing MBTA efforts such as the PeopleSoft system and the Station Manage-ment Project (SMP).

Intranet Web Portal

This project will enable users to access applications and Internet resources through a single customizable desktop window and provide users with current relevant information.

Internet Expansion Project The scope of this project is to continually enhance the MBTA’s website capabilities, including e-Commerce and other web functions made possible through continued developments in technology.

Technology/Other: Project Budgets ($ in millions)

TECHNOLOGY/OTHER

PROJECTAuthorized


Beyond FY10

Total FY06-10

PeopleSof t Fin. Sof tw are $12.65 $12.21 $0.44 $0.00 $0.00 $0.00 $0.00 $0.00 $0.44Misc. Project Closeout Costs 297.08 296.48 0.14 0.08 0.08 0.11 0.20 0.00 0.60Capital Maintenance Impr. 15.34 0.00 0.00 0.00 1.87 11.16 2.31 0.00 15.34Misc. Capital Projects 8.90 7.56 0.21 0.23 0.20 0.20 0.20 0.30 1.04Computer Tech. Upgrades 11.99 6.80 1.10 1.09 1.00 1.00 1.00 0.00 5.19EOT Transit Program 17.26 16.51 0.40 0.35 0.01 0.00 0.00 0.00 0.75Indep. Engineering Review 5.79 2.97 0.09 0.11 1.10 1.00 0.51 0.00 2.81State of Good Repair Project 1.06 1.04 0.01 0.01 0.00 0.00 0.00 0.00 0.02Bond Costs 12.00 11.51 0.20 0.20 0.09 0.00 0.00 0.00 0.49Audit Costs 1.00 0.00 0.20 0.20 0.20 0.20 0.20 0.00 1.00Capitalization Initiatives 104.05 55.28 9.50 9.50 9.50 9.50 9.50 1.26 47.50Inf rastructure Initiatives 155.18 0.00 0.00 0.00 0.00 78.00 77.18 0.00 155.18Total Program $642.30 $410.38 $12.29 $11.75 $14.04 $101.16 $91.10 $1.56 $230.36


PAGE 117


PAGE 118


ADA see Americans with Disabilities Act AFC see Station Management Project Airport Station 72 Albany Street 68 Alewife 100 Alternative Fuel see Compressed Natural Gas and Emission Control Diesel Americans with Disabilities Act 12, 14, 89 Andrew 84 Aquarium 72 Arborway Bus Facility 68 Arborway Line Restoration 94 Arlington 90 Art 98 Ashmont 45, 73, 77 Attleboro 75 Auburndale 112 Automated Fare Collection see Station Management Project Back Bay 77 Bartlett 68 Bay Street Bridge 86 Belmont 61 BET see Boston Engine Terminal Beverly 58, 86, 112 Blue Line Modernization 22, 46, 55, 64, 72 Boat, Commuter see Ferry Boeing 20 Bomb 104 Bombardier 23 Boston College 64, 90 Boston Engine Terminal 65 Boston MPO see Metropolitan Planning Org. Boylston 9 Bradford 80 Braintree 45 Broadway 84 Brookline 38, 86, 90 Bus Rapid Transit see Silver Line CA/T see Central Artery/Tunnel Cabot 64, 68, 69, 101 Cambridge 61 Capital Management Group 11 Capital Priorities 11 Catenary 54, 55, 60 Central Square 45 Central Transportation Planning Staff 12 Charles/MGH 14, 89, 91, 106 Charlestown 60 Charlestown Bus Facility 68, 69

Charlestown Navy Yard 10, 53 CharlieCard see Station Management Project Chestnut Hill 86 Chinatown 91 CMG see Capital Management Group CNG see Compressed Natural Gas Cobble Hill 78 Cohasset 3, 107 Columbia Junction 38 Commuter Boat see Ferry Compressed Natural Gas 10, 29-32, 63, 68, 69 Concord 86 Copley 90 Courthouse 10 Criteria, Funding see Capital Priorities Criteria, Selection see Capital Priorities CTPS see Central Transportation Planning Staff D-Line see Highland Branch Dorchester 71, 73, 93, 96 Double-decker 23 Downtown Crossing 45, 105 Drawbridge No. 1 86 Dual-Mode 27 Dudley Square 27, 28, 105 East Boston 71 E-Line Extension see Arborway Restoration Eliot Station 38 Emergency Exits 104 Emergency Lighting 96 Emission-Control Diesel 14, 29, 31 Enabling Act 12 Environmental Justice 12 Everett 60, 64, 68 Executive Office of Transportation 9, 115 Fairmount Line 3, 14, 93 Fairmount Station 91, 96 Fall River/New Bedford 108 Federal Program 13 Federal Transit Administration 14 Fellsway 68 Ferry 10, 99 Fields Corner 73 Finance Plan 13 Fitchburg 48, 80, 86 Fix-It-First 3 Forward Funding see also Enabling Act Franklin 80, 86 Friction Modifier Delivery System 94 FTA see Federal Transit Administration Funding, Summary of 15


FY06FY06 -- FY FY1010 IndexIndex

INDEX


PAGE 119

Global Positioning System 28 Gloucester 100 Government Center 72, 90, 106 GPS see Global Positioning System Greenbush 3, 71, 105, 107 Haverhill 48 Haymarket 90 Hearings, Public 14 Highland Branch 38, 55, 86 Hingham 3, 10, 53, 107 Homeland Security 104 Hub Stations 3, 88 Hull 10 Hyde Park 93, 96 Inspections, Bridge 86 Justice, Environmental see Environmental Justice Kawasaki 23, 24 Kenmore 90 Key Station Plan 71, 89 Kingston 80 Lawrence 48, 100 Lechmere 46, 86, 106, 112 Legislation, Enabling see Enabling Legislation Light Rail Accessibility Program 14, 89 Light Rail Vehicle 20 Logan Airport 10, 23 Long Wharf 10, 53 Lovejoy Wharf 10, 53 Lowell 80, 86 LRAP see Light Rail Accessibility Program LRV see Light Rail Vehicle Lynn 68, 69, 101 Maintenance Control and Reporting System (MCRS) 97 Malden 90 Massport (Massachusetts Port Authority) 23 Mattapan 10, 20, 54, 55, 64, 71, 74, 93, 96 Maverick 72, 79 MBB see Messerschmitt-Bolkow-Blohm Medford 106 Merrimack River 86 Messerschmitt-Bolkow-Blohm 23 Metropolitan Planning Organization 12 Middleborough 80, 105, 107 Midlife Station Upgrade 74 Monitoring Terminal Unit 21 Morrissey Boulevard 86 Morton Street 96

MPO see Metropolitan Planning Organization NABI see North American Bus Industries Navy Yard see Charlestown Navy Yard Needham 80 NeoPlan 27, 30 New Bedford see Fall River/New Bedford New Flyer 30 Newburyport 80, 105, 107 Newton 86 Noise 102 North American Bus Industries (NABI) 29 North Cambridge 61, 68 North Shore 113 North Station 66, 86, 93 OCC see Operations Control Center Old Colony Line 105, 107 Operations Control Center 45, 50, 60, 80 Operations Control Center, Bus 28, 51 Orient Heights 64, 72 PA/VMS see “Smart” Technology Paint 21 Paratransit 10, 29, 30, 91 Park Street 9, 74, 90, 94 Parking 99 Passenger Coach Reliability and Safety Mainte-nance Program 24 Pawtucket 80 PCC see Presidential Conference Car PeopleSoft 114 Plymouth 105, 107 PMT see Program for Mass Transportation Police 34, 35, 103 Presidential Conference Car 20 Priorities, Capital 12 Program for Mass Transportation 3, 9 Protects Program 98 Public Announcement see “Smart” Technology Public Process 14 Pullman 23 Quincy 10, 45, 68, 69, 99 Radio, Systemwide 51, 76 Readville 65, 102 Redfield Street 86 Reservoir 64 Reservoir Road 86 Revere 112 Revive and Guide see Midlife Station Overhaul Rhode Island 80, 96, 108 RIDE, THE see Paratransit Riverside 64 Rockport 80, 112

INDEX

PAGE 120


Roof 69 Rowes Wharf 10 Roxbury 23, 105 Ruggles 77 S & I see Service & Inspection Facility Salem 112, 113 Savin Hill 73 SCADA II 50, 51, 60 Scituate 3, 107 Security 93, 103, 104 Service & Inspection Facility 64 Shawmut 73, 86 Shelters, Bus 77 Signage 98 Signals, Blue Line 46 Signals, Orange Line 46 Signals, Red Line 46 Silver Line 10, 71, 76, 105 Silver Line Phase I 27, 28, 109 Silver Line Phase II 14, 104, 109 Silver Line Phase III 14, 110 “Smart” Technology 27, 29, 97 Somerville 65, 86, 106, 112, 113 Sources, Funding 13 South Boston 27, 53, 60, 65, 102, 105 South Station 27, 74, 97 Southampton Bus Facility 68, 109 State of Good Repair 10, 115 State Street 72 Station Management Project 3, 14, 51, 88 Taunton 86 Technology 114, 115 The RIDE see Paratransit Transitway see Silver Line Phase II Trolley, Electric 29, 61, 69 Trolley, Trackless 29, 61 Tunnel 84 Upham’s Corner 96 Urban Ring 111, 113 Ventilation 79, 104 Walpole 99 Washing Equipment 101 Washington Street 27, 28, 76, 86, 105 Watertown 61 Wellington 64 Weymouth 107 Wilmington 100 Wonderland 94 Wood Island 73 Woodland 100 Worcester 75, 80, 105, 107, 112

World Trade Center 10, 53 Yawkey 108 Zero-Series 30, 31, 32

INDEX

Massachusetts Bay Transportation Authority

10 Park Plaza • Boston, MA 02116

Documents

MBTA FY06-10 Capital Investment Program · provements will continue to spearhead efforts to turn the nation’s oldest subway into one of the ... understood and easily followed