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From page 343... ... B‐47 Massachusetts Bay Transportation Agency (MBTA) Case Study: Boston, MA Highlights: The Boston Metropolitan region is vulnerable to extreme winter weather and other coastal hazards. In coordination with the Governor and the state Secretary of Transportation, MBTA has developed a comprehensive Winter Resiliency Plan, which will be implemented over the next five years through capital investments, non‐federal MBTA capital funds, and operating funds. The plan calls for the purchase of new snow removal equipment, infrastructure upgrades, and operations during harsh weather to improve service reliability. The plan can be a model for other agencies that experience extreme winter weather events. Winter Resilience Plan Infrastructure Third rail replacements and heater upgrades on vulnerable outdoor sections of the Red and Orange Lines.  Snow fence installation along the Red and Orange Lines to mitigate snowdrift accumulation. Read the entire page →
From page 344... ... B‐48  Similar resiliency enhancements to the commuter rail network.  Revisions to the MBTA's severe winter weather operations protocols and customer notification practices to ensure more information, customer safety and the protection of equipment and facilities. Read the entire page →
From page 345... ... B‐49 Policy and Administration In 2009, MBTA operations were absorbed by the Massachusetts Department of Transportation (MassDot) . The MassDOT Board is composed of 11 members appointed by the Governor and oversees all MassDOT operations. The MassDOT Board was expanded to 11 members by the Legislature this year based upon a recommendation by Governor Baker's Special Panel, composed of transportation leaders that was assembled to review structural problems with the MBTA and deliver recommendations for improvements (2) Read the entire page →
From page 346... ... B‐50 around the area (fire departments, etc.) , where they conduct drills and provides access to right‐of‐way. The agency also has a state‐of‐the‐art Emergency Training Center, which is a unique asset of MBTA. Systems Planning Unfortunately, MBTA does not consider changing weather conditions such as climate change within planning activities related to system preservation of transportation networks and infrastructure. However, MBTA has completed a vulnerability analysis to determine which assets are at risk of being impacted by extreme weather and natural disasters. They do this by hiring a general engineering consulting firm issued to engineering and maintenance. Their operations include flooding and storm‐ related hardening of the system. For example, based on a major flood that impacted the Green Line in 1996, MBTA and the engineering firm worked with the city of Boston to protect subway portals. Studies were conducted to look at elevations system wide, and steps were taken with various locations to prepare for a 100‐year flood. In 2013, a risk analysis was completed to identify critical infrastructure. The focus of the analysis was on four transit lines including heavy rail and light rail and portal systems to support buses, known as the Silver Line. A number of locations within each transit line tend to be vulnerable, depending on the level of event and structures at risk. MBTA is in the process of mapping its assets and infrastructure in terms of vulnerability to natural disasters and extreme weather‐related events. Asset Management In 2013, the MBTA established an asset management plan. Transit asset management is considered the cornerstone on which the MBTA intends to improve system safety and reliability, reduce costs, make better investment decisions, and provide improved service to its customers (3) Read the entire page →
From page 347... ... B‐51 also enlisted front‐line operations and maintenance staff to assist with the monitoring of infrastructure condition and environmental and weather‐related conditions. This is part of regular day‐to‐day activity conducted by MBTA. Capital Planning, Programming and Finance MBTA does have a capital investment program (CIP) , and it is updated annually. For the 2016 fiscal year, the Capital Investment Program provides the authorization to reinvest in its transportation infrastructure and to build expansion projects. Various departments in the Authority, with strategic oversight from senior managers, have responsibility for the day‐to‐day functions of the capital program. The larger principles guiding the programming of funds are based on the MBTA's enabling legislation and the Authority's State of Good Repair standards (MBTA, 2014) Read the entire page →
From page 348... ... B‐52 developed in collaboration with different departments where regular meetings from stakeholders across organizations discuss emergency management preparedness. However, MBTA does not have a Continuity of Operations Plan and has only certain contingency plans in place when a disaster strikes. Also, MBTA does not have a disaster recovery plan. Depending on the assets that need to be addressed, they mobilize the necessary trades (i.e., engineering) to get service restored. MBTA has experienced two major weather‐related disasters that required significant response: the 1996 floods and the 2015 snowfall. In 1996, the Green Line flooded from the Fenway subway portal to Arlington St. Four hundred million gallons of water were pumped out of the line in four days. Service disruption lasted for nearly a week. In 2015, 100 inches of snow was accumulated and there were freezing temperatures over a 30‐day period. Service disruption lasted for nearly 60 days. For both weather‐related disasters, an emergency plan was in place. The plan was useful to an extent, but many lessons were learned. In 1996, the flood pointed out shortcomings with regard to signal system and track components. As a result, preventative and corrective maintenance considerations have advanced. In 2015, needs arose for updated equipment to fight snow and removal; for an updated snow management plan; for more streamlined coordination of snow activity; for better interdepartmental communication; procurement of MBTA's own snow‐fighting equipment to lessen dependencies on outside help; and for replacement of right‐of‐way infrastructure. References 1. Read the entire page →

From page 343...

... B‐47 Massachusetts Bay Transportation Agency (MBTA) Case Study: Boston, MA Highlights: The Boston Metropolitan region is vulnerable to extreme winter weather and other coastal hazards. In coordination with the Governor and the state Secretary of Transportation, MBTA has developed a comprehensive Winter Resiliency Plan, which will be implemented over the next five years through capital investments, non‐federal MBTA capital funds, and operating funds. The plan calls for the purchase of new snow removal equipment, infrastructure upgrades, and operations during harsh weather to improve service reliability. The plan can be a model for other agencies that experience extreme winter weather events. Winter Resilience Plan Infrastructure Third rail replacements and heater upgrades on vulnerable outdoor sections of the Red and Orange Lines.  Snow fence installation along the Red and Orange Lines to mitigate snowdrift accumulation.

Read the entire page →

From page 344...

... B‐48  Similar resiliency enhancements to the commuter rail network.  Revisions to the MBTA's severe winter weather operations protocols and customer notification practices to ensure more information, customer safety and the protection of equipment and facilities.

Read the entire page →

From page 345...

... B‐49 Policy and Administration In 2009, MBTA operations were absorbed by the Massachusetts Department of Transportation (MassDot) . The MassDOT Board is composed of 11 members appointed by the Governor and oversees all MassDOT operations. The MassDOT Board was expanded to 11 members by the Legislature this year based upon a recommendation by Governor Baker's Special Panel, composed of transportation leaders that was assembled to review structural problems with the MBTA and deliver recommendations for improvements (2)

Read the entire page →

From page 346...

... B‐50 around the area (fire departments, etc.) , where they conduct drills and provides access to right‐of‐way. The agency also has a state‐of‐the‐art Emergency Training Center, which is a unique asset of MBTA. Systems Planning Unfortunately, MBTA does not consider changing weather conditions such as climate change within planning activities related to system preservation of transportation networks and infrastructure. However, MBTA has completed a vulnerability analysis to determine which assets are at risk of being impacted by extreme weather and natural disasters. They do this by hiring a general engineering consulting firm issued to engineering and maintenance. Their operations include flooding and storm‐ related hardening of the system. For example, based on a major flood that impacted the Green Line in 1996, MBTA and the engineering firm worked with the city of Boston to protect subway portals. Studies were conducted to look at elevations system wide, and steps were taken with various locations to prepare for a 100‐year flood. In 2013, a risk analysis was completed to identify critical infrastructure. The focus of the analysis was on four transit lines including heavy rail and light rail and portal systems to support buses, known as the Silver Line. A number of locations within each transit line tend to be vulnerable, depending on the level of event and structures at risk. MBTA is in the process of mapping its assets and infrastructure in terms of vulnerability to natural disasters and extreme weather‐related events. Asset Management In 2013, the MBTA established an asset management plan. Transit asset management is considered the cornerstone on which the MBTA intends to improve system safety and reliability, reduce costs, make better investment decisions, and provide improved service to its customers (3)

Read the entire page →

From page 347...

... B‐51 also enlisted front‐line operations and maintenance staff to assist with the monitoring of infrastructure condition and environmental and weather‐related conditions. This is part of regular day‐to‐day activity conducted by MBTA. Capital Planning, Programming and Finance MBTA does have a capital investment program (CIP) , and it is updated annually. For the 2016 fiscal year, the Capital Investment Program provides the authorization to reinvest in its transportation infrastructure and to build expansion projects. Various departments in the Authority, with strategic oversight from senior managers, have responsibility for the day‐to‐day functions of the capital program. The larger principles guiding the programming of funds are based on the MBTA's enabling legislation and the Authority's State of Good Repair standards (MBTA, 2014)

Read the entire page →

From page 348...

... B‐52 developed in collaboration with different departments where regular meetings from stakeholders across organizations discuss emergency management preparedness. However, MBTA does not have a Continuity of Operations Plan and has only certain contingency plans in place when a disaster strikes. Also, MBTA does not have a disaster recovery plan. Depending on the assets that need to be addressed, they mobilize the necessary trades (i.e., engineering) to get service restored. MBTA has experienced two major weather‐related disasters that required significant response: the 1996 floods and the 2015 snowfall. In 1996, the Green Line flooded from the Fenway subway portal to Arlington St. Four hundred million gallons of water were pumped out of the line in four days. Service disruption lasted for nearly a week. In 2015, 100 inches of snow was accumulated and there were freezing temperatures over a 30‐day period. Service disruption lasted for nearly 60 days. For both weather‐related disasters, an emergency plan was in place. The plan was useful to an extent, but many lessons were learned. In 1996, the flood pointed out shortcomings with regard to signal system and track components. As a result, preventative and corrective maintenance considerations have advanced. In 2015, needs arose for updated equipment to fight snow and removal; for an updated snow management plan; for more streamlined coordination of snow activity; for better interdepartmental communication; procurement of MBTA's own snow‐fighting equipment to lessen dependencies on outside help; and for replacement of right‐of‐way infrastructure. References 1.

Read the entire page →

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