Prepared by
The Central Transportation Planning Staff:
Staff to the Boston Region Metropolitan Planning Organization

Directed by the Boston Region Metropolitan Planning Organization,
which is composed of the

Massachusetts Department of Transportation
Metropolitan Area Planning Council
Massachusetts Bay Transportation Authority
MBTA Advisory Board
Massachusetts Port Authority
Regional Transportation Advisory Council
City of Boston
City of Beverly
City of Everett
City of Framingham
City of Newton
City of Somerville
Town of Arlington
Town of Acton
Town of Brookline
Town of Burlington
Town of Hull
Town of Norwood
Town of Wrentham
Federal Highway Administration (nonvoting)
Federal Transit Administration (nonvoting)

This document was funded in part through grants from the US Department of Transportation. Its contents do not necessarily reflect the official views or policies of the US Department of Transportation.

Notice of Nondiscrimination Rights and Protections

CIVIL RIGHTS NOTICE TO THE PUBLIC
Welcome. Bem Vinda. Bienvenido. Akeyi. 欢迎. 歡迎

You are invited to participate in our transportation planning process, free from discrimination. The Boston Region Metropolitan Planning Organization (MPO) is committed to nondiscrimination in all activities and complies with Title VI of the Civil Rights Act of 1964, which prohibits discrimination on the basis of race, color, or national origin (including limited English proficiency). Related federal and state nondiscrimination laws prohibit discrimination on the basis of age, sex, disability, and additional protected characteristics.

For additional information or to file a civil rights complaint,
visit www.bostonmpo.org/mpo_non_discrimination.

To request this information in a different language or format, please contact:

Boston Region MPO Title VI Specialist
10 Park Plaza, Suite 2150
Boston, MA 02116

Phone: 857.702.3700
Email: civilrights@ctps.org

For people with hearing or speaking difficulties, connect through the state MassRelay service, www.mass.gov/massrelay. Please allow at least five business days for your request to be fulfilled.

Contact MPO staff:

By mail:

Srilekha Murthy
UPWP Manager, Central Transportation Planning Staff
10 Park Plaza, Suite 2150
Boston, MA 02116

By telephone:

857.702.3700 (voice)

For people with hearing or speaking difficulties, connect through the state MassRelay service:

Relay Using TTY or Hearing Carry-over: 800.439.2370
Relay Using Voice Carry-over: 866.887.6619
Relay Using Text to Speech: 866.645.9870

For more information, including numbers for Spanish speakers, visit https://www.mass.gov/massrelay

By email: smurthy@ctps.org

Executive Summary

The Boston Region MPO

Metropolitan planning organizations (MPO) are responsible for providing forums for making decisions about how to allocate federal transportation funds for capital projects and planning studies in a metropolitan area through a continuing, comprehensive, and cooperative (3C) planning process. Each metropolitan area in the United States with a population of 50,000 or more—also known as an urbanized area—is required by federal legislation to establish an MPO.

The Boston Region MPO’s planning area extends across 97 cities and towns from Boston north to Ipswich, south to Marshfield, and west to Interstate 495. Figure ES-1 shows the map of the Boston Region MPO’s member municipalities.

The MPO’s board has 22 voting members. Several state agencies, regional organizations, and the City of Boston are permanent voting members, while 12 municipalities are elected as voting members for three-year terms. Eight municipal members represent each of the eight subregions of the Boston region, and four represent at-large municipal seats. The Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) participate on the MPO board as advisory, nonvoting, members.

The MPO is supported by the Central Transportation Planning Staff, a group of planners, data analysts, engineers, and other professionals.

Figure ES-1

Municipalities in the Boston Region

The Unified Planning Work Program (UPWP)

The MPO’s work is guided by a 20-year vision for a modern, safe, equitable, accessible, reliable, resilient, and sustainable transportation system for the region. This vision is described in the MPO’s current Long-Range Transportation Plan (LRTP), Destination 2050. The transportation planning work funded through the UPWP is integral to achieving this regional vision.

The UPWP is a one-year planning document and financial plan that explains how the Boston region will spend its federal transportation planning funds in a given federal fiscal year (FFY) in alignment with its long-term vision, goals, and objectives.

The development of the UPWP involves the prioritization of all potential tasks in the MPO’s ongoing transportation planning programs, studies, and technical analyses that could be undertaken to benefit the region in a given year. The scopes and budgets of the prioritized work are documented in the UPWP. The aim is to ensure that the work undertaken by the MPO supports the region’s transportation goals.

In addition to MPO-funded work, CTPS performs planning analyses and studies funded by state transportation agencies, including MassDOT, the Massachusetts Bay Transportation Authority (MBTA), and the Massachusetts Port Authority (Massport).

UPWP Programs and Studies

The total amount of funding (inclusive of federal funding and matching funds) programmed in this UPWP is $7,537,395. These funds come from both FHWA and FTA with MassDOT providing the required matching funds. Federal funds originating from FHWA, known as FHWA 3C Planning (PL) funds, are distributed across MPO regions using a formula developed by the Massachusetts Association of Regional Planning Agencies. All federal funds programmed in the UPWP are allocated to the Boston Region MPO by the Massachusetts Department of Transportation (MassDOT) as FHWA 3C PL funds. Federal funds originating from the FTA are known as FTA 3C Planning (Section 5303) funds. Both FHWA 3C PL funds and FTA 3C Planning funds programmed in this UPWP include a state match. Since 2019, MassDOT has transferred Section 5303 funds from FTA to FHWA to be administered as a Consolidated Planning Grant.

The MPO uses funding to conduct the following programs and plans:

Long-Range Transportation Plan (LRTP)

The LRTP guides transportation investments for the Boston region for at least the next 20 years and is updated every four years. It serves as the MPO’s guiding document by establishing the regional transportation vision, goals, objectives, and investment approaches that the MPO operates under. The MPO adopted the current LRTP, Destination 2050, in 2023, and expects to adopt the next LRTP in 2027.

Transportation Improvement Program (TIP)

The TIP is a five-year, financially constrained program of planned investments in the metropolitan area’s transportation system guided by the goals and objectives established in the LRTP and is updated annually.

Unified Planning Work Program (UPWP)

The UPWP is developed annually and includes descriptions and budgets for work that MPO staff will conduct to support the MPO’s goals and objectives during the upcoming FFY.

Public Engagement Program

The MPO engages the public in the transportation planning process to improve decision-making by helping to illuminate the social, economic, and environmental impacts of transportation planning decisions. Staff coordinates public engagement efforts with the MPO’s Transportation Equity Program and the Regional Transportation Advisory Council to ensure that all members of the public have meaningful opportunities to participate in the transportation planning process that shapes the Boston region.

Performance-Based Planning and Programming (PBPP)

CTPS’s PBPP work involves using data to develop performance targets for roadway and transit safety, highway and transit assets, congestion management, travel time reliability, and air quality and emissions, in annual, two-year, and four-year horizons for the region's transportation system.

Transportation Equity Program

The equity program ensures that the needs of populations underserved by the transportation system and traditionally not represented in the transportation planning process are addressed throughout the planning process. These populations include minority populations, low-income populations, people with limited English proficiency, older adults, youth, and people with disabilities.

Air Quality Conformity and Support Activities

The air quality program ensures that the MPO complies with the Clean Air Act Amendments of 1990 and provides expertise and support in air quality and climate matters.

Congestion Management Process Program (CMP)

The CMP program is responsible for monitoring the congestion, mobility, and safety needs of the transportation system.

Climate Resilience Program

The resilience program assesses vulnerabilities and coordinates resilience improvements to address risks to the region posed by flooding, sea level rise, and rising temperatures.

Freight Planning Support

The freight program plans for the policies and infrastructure that enable the movement of freight and goods by road, rail, water, and air.

Regional Model Enhancement

This program supports the research and development that leads to improvements to the regional travel demand model maintained by the MPO.

Data Program

The data program leads strategic efforts to improve how data are used, developed, and shared at the MPO.

Bicycle and Pedestrian Planning Program

This program uses data collection, analysis, and technical assistance to improve safety and comfort for people walking, bicycling, or using mobility-assisted devices.

Multimodal Mobility Infrastructure Program

This program conducts studies of roadways, corridors, and intersections to address regional and community transportation needs.

Support to the MPO and its 3C Process

Under this program, staff implement MPO policies, plan and coordinate the delivery of information for MPO decision-making, and support the operation of the MPO and its committees. It also involves providing support for MPO meeting management and agenda planning.

Vision Zero Action Plan

The Boston Region MPO is creating a Vision Zero Action Plan for the 97 cities and towns in the Boston region. This work is funded by a Safe Streets and Roads for All (SS4A) planning grant from the United States Department of Transportation (USDOT). In developing the Vision Zero Action Plan, the MPO will adopt the Safe System approach that deems deaths and serious injuries unacceptable, focuses on safety for people, acknowledges that humans make mistakes, and builds redundancies to prevent severe crashes. The Vision Zero Action Plan will include analysis of crash data to identify trends and high-risk corridors, engagement with communities disproportionately impacted by roadway safety issues, and the formulation of evidence-based, data-driven policy and project recommendations.

Technical Assistance

In addition to the above programs and studies, the MPO funds and conducts technical assistance work through the Community Transportation Technical Assistance program and the Regional Transit Service Planning Technical Support program.

FFY 2025 Discrete Studies

Bluebikes and MBTA Connections

MPO staff will apply an analytical framework to examine the effect of transit service disruptions on Bluebikes usage, with the aim of understanding to what extent did regular transit users opt for Bluebikes when transit was either unavailable or perceived to be too difficult to use.

Roadway Pricing: Balancing the Need for a Transition to Sustainable Mobility with Equity Considerations

MPO staff will build on a recent Roadway Pricing study to look more closely at vehicle miles traveled at the municipality level and aim to provide estimates of revenue generated by different pricing strategies. Staff will also examine the disparate impacts of roadway pricing policies on Environmental Justice communities.

Decarbonizing the Freight Sector: Exploring the potential for using e-cargo bikes for first-/last-mile freight deliveries

MPO staff will explore the potential for establishing neighborhood freight hubs and using e-cargo bikes for first-/last-mile freight deliveries across the Boston region. This system could address the urgent need to decarbonize the freight sector.

Table ES-1 contains the budget allocated for the MPO’s 3C planning activities in FFY 2025. The table reflects the FHWA metropolitan PL funds and FTA Section 5303 funds, which CTPS and Metropolitan Area Planning Council (MAPC) expect to spend in FFY 2025. The table also reflects the work that CTPS will conduct with funds provided by other transportation agencies. The new studies chosen for funding in FFY 2025 are summarized below in Table ES-2.

Table ES-1

Unified Planning Work Program Budget for FFY 2025

Note: This budget includes salary, overhead, and direct support costs.

* Projects in this category are conducted on behalf of MassDOT but funded through the MPO 3C contract.

Table ES-2

New Discrete Funded Studies in FFY 2025

Developing the UPWP

The annual process of creating the UPWP includes both generating and evaluating ideas for discrete studies, as well as updating the scopes and anticipated deliverables for ongoing programs, technical analysis activities, certification requirements, and administrative support activities.

Ideas for studies, technical analysis activities, and deliverables for ongoing programs come from the following sources:

• Input gathered through public engagement
• Input gathered from the Regional Transportation Advisory Council
• Input gathered from the MPO’s UPWP Committee, which oversees the development of the UPWP document
• Existing planning documents such as the LRTP Needs Assessment and MAPC’s long-range plan for smart growth in the Boston region
• Guidance issued by FHWA and FTA
• Consultations with MassDOT, the MBTA, and MAPC
• MPO staff-identified needs that emerge from continual interactions between the MPO staff, state and local agencies, organizations, and community groups

Public Engagement

Toward the end of the document development process, the MPO votes to release for public review a draft UPWP. MPO staff posts the document on the MPO’s website (www.bostonmpo.org) and publicizes its release via an email distribution list that includes municipal contacts, interested members of the public, and other stakeholders in the region, and via social media. MPO staff also solicit public input during open houses, meetings with stakeholders, and at public events. MPO staff compile comments received during the public review period and present them to the MPO board. The public comment period for the FFY 2025 UPWP began on [   ] and ended on [   ].

Measuring Progress

The MPO monitors the progress of programs and studies by performing the following tasks:

• Approving detailed work programs and scopes
• Reviewing monthly progress reports
• Tracking program and study budgets and spending via quarterly reports
• Approving the release of deliverables based on whether the objectives stated in the work program or scope were met and whether the stated deliverables were produced

Back to top

Chapter 1: 3C Transportation Planning in the Boston Region

Decisions about how to allocate transportation funds in a metropolitan area are guided by information and ideas gathered from a broad group of people, including elected officials, municipal planners and engineers, transportation advocates, and interested residents. Metropolitan planning organizations (MPO) provide a forum for this decision-making process. Each metropolitan area in the United States with a population of 50,000 or more is required by federal legislation to establish an MPO, which decides how to spend federal transportation funds for capital projects and planning studies in the area.

The Boston Region Metropolitan Planning Organization performs this function for the 97 municipalities in eastern Massachusetts that comprise the MPO’s planning area. This MPO develops plans for funding transportation projects and programs; maintains transportation models and data resources to support studies, system performance monitoring, and air quality determinations; and conducts an ongoing public engagement process.

The Transportation Planning Process

The federal government regulates the funding, planning, and operation of the surface transportation system through the federal transportation program, which was enacted into law through Titles 23 and 49 of the United States Code. Section 134 of Title 23 of the Federal Aid Highway Act, as amended, and Section 5303 of Title 49 of the Federal Transit Act, as amended.

The most recent reauthorization of the federal surface transportation law is the Bipartisan Infrastructure Law (BIL).The BIL sets policies related to metropolitan transportation planning and requires that all MPOs carry out a continuing, comprehensive, and cooperative (3C) transportation planning process.

The Boston Region MPO, which is responsible for carrying out the 3C planning process in the Boston region, has established the following objectives for the process:

• Identify transportation problems and develop possible solutions
• Ensure that decision-making balances short- and long-range considerations and adequately reflects the range of possible future scenarios, options, and consequences
• Represent both regional and local considerations, and both transportation and non-transportation objectives and impacts, in the analysis of project issues
• Assist implementing agencies in effecting timely policy and project decisions with adequate consideration of environmental, social, fiscal, and economic impacts, and with adequate opportunity for participation by other agencies, local governments, and the public
• Help implementing agencies prioritize transportation activities in a manner consistent with the region’s needs and resources
• Comply with the requirements of the BIL, the Americans with Disabilities Act of 1990, the Clean Air Act of 1990, the Civil Rights Act of 1964, Executive Order 12898 (regarding environmental justice), Executive Order 13166 (regarding outreach to populations with limited English-language proficiency), and Executive Order 13330 (regarding the coordination of human-services transportation)

More information about the federal, state, and regional guidance governing the transportation planning process, and about the regulatory framework in which the MPO operates can be found in Appendix E.

The Boston Region MPO

Planning Area

The Boston Region MPO’s planning area extends across 97 cities and towns from Boston north to Ipswich, south to Marshfield, and west to Interstate 495.

Figure 1-1 shows the map of the Boston Region MPO’s member municipalities.

Figure 1-1
Municipalities in the Boston Region

MPO Board Members and Staff

The MPO’s board comprises 22 voting members. Several state agencies, regional organizations, and the City of Boston are permanent voting members, while 12 municipalities are elected as voting members for three-year terms. Eight municipal members represent each of the eight subregions of the Boston region, and there are four at-large municipal seats. The Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) participate on the MPO board as advisory (nonvoting) members. More details about the MPO’s permanent members can be found in Appendix F.

Figure 1-2 shows MPO membership and the organization of the Central Transportation Planning Staff, which serves as staff to the MPO.

Figure 1-2
Boston Region MPO Organizational Chart

 A Vision for the Region

The following paragraph is the MPO’s vision statement, as adopted in Destination 2050, the MPO’s current Long-Range Transportation Plan (LRTP), which was adopted in July 2023:

The Boston Region Metropolitan Planning Organization envisions an equitable, pollution-free, and modern regional transportation system that gets people to their destinations safely, easily, and reliably, and that supports an inclusive, resilient, healthy, and economically vibrant Boston Region.

When developing this vision statement, the MPO members took into consideration the significant public input received during the drafting of the Needs Assessment for Destination 2050. This statement also reflects the desire to emphasize the maintenance and resilience of the transportation system while supporting the MPO’s six core goals: Transportation Equity; Safety; Mobility and Reliability; Access and Connectivity; Resiliency; and Clean Air and Healthy Communities.

More information on the MPO’s vision, goals, and objectives for the transportation system is available in Figure 1-3.

Figure 1-3
Vision, Goals, and Objectives

Vision Statement

The Boston Region Metropolitan Planning Organization envisions an equitable, pollution-free, and modern regional transportation system that gets people to their destinations safely, easily, and reliably, and that supports an inclusive, resilient, healthy, and economically vibrant Boston region.

Certification Documents

As part of its 3C process, the Boston Region MPO produces the Transportation Improvement Program (TIP) and the Unified Planning Work Program (UPWP) annually, and the Long-Range Transportation Plan every four years. These documents, referred to as certification documents, are required for the federal government to certify the MPO’s planning process. This federal certification is a prerequisite for the MPO to receive federal transportation funds. An inclusive public engagement process accompanies the development of each certification document.

The Long-Range Transportation Plan

The LRTP guides decision-making on investments that will be made in the Boston region’s transportation system over the next two decades. It defines an overarching vision of the future of transportation in the region, establishes goals and objectives that will lead to achieving that vision, and allocates projected revenue to transportation projects and programs consistent with the established goals and objectives.

Destination 2050, the current LRTP, was endorsed by the MPO board in July 2023 and went into effect on October 1, 2023.

The Transportation Improvement Program

The TIP is a multimodal program of transportation improvements, consistent with the LRTP, that describes and prioritizes transportation projects that are expected to be implemented during a five-year period. The TIP contains a financial plan that shows the current or proposed revenue sources for each project.

The types of transportation projects funded include major highway reconstruction and maintenance, arterial and intersection improvements, public transit expansion and maintenance, bicycle paths and facilities, improvements for pedestrians, and first- and last-mile connections to transit or other key destinations.

An MPO-endorsed TIP is incorporated into the State Transportation Improvement Program (STIP) for submission to the FHWA, FTA, United States Environmental Protection Agency, and the Massachusetts Department of Environmental Protection for approval. Investments programmed in the TIP and STIP are also reflected in Massachusetts Department of Transportation’s (MassDOT) Capital Investment Plan, which shows capital expenditures in the state over a five-year period.

The Unified Planning Work Program

The UPWP contains information about transportation planning studies that will be conducted by MPO staff during the course of a federal fiscal year, which runs from October 1 through September 30. The UPWP describes all of the supportive planning activities undertaken by the MPO staff, including data resources management, preparation of the federally required certification documents, and ongoing regional transportation planning assistance.

The UPWP often offers a means to study transportation projects and alternatives before advancing to further design, construction, and possible future programming through the TIP. The studies and work products programmed for funding through the UPWP are integrally related to other planning initiatives conducted by the Boston Region MPO, MassDOT, the Massachusetts Bay Transportation Authority, the Massachusetts Port Authority, the Metropolitan Area Planning Council, and municipalities in the Boston region.

Figure 1-4 depicts the relationship between the three certification documents and the MPO’s performance-based planning and programming process, which is a means to monitor progress towards the MPO’s goals and to evaluate the MPO’s approach to achieving those goals.

Figure 1-4
Relationship between the LRTP, TIP, UPWP,
and Performance-Based Planning Process

Back to top

Chapter 2: About the Unified Planning Work Program

Background

This chapter explains the Unified Planning Work Program (UPWP) and its connection to the overall regional transportation vision developed in the Long-Range Transportation Plan (LRTP). As outlined in Chapter 1, the UPWP plays an integral part of achieving the Boston Region Metropolitan Planning Organization’s (MPO) vision and mandate by documenting how the federal funding that will be spent on surface transportation studies and work programs in the Boston region during a given federal fiscal year (FFY) support this vision. This plan also serves as the basis for financing the ongoing work of the staff to the Boston Region MPO.

What Does the UPWP Do?

The UPWP is a planning document that includes preliminary scopes of work and budgets that the MPO produces annually in compliance with the federally mandated continuing, cooperative, and comprehensive (3C) metropolitan planning process described in Chapter 1.

As the basis for transportation planning at the Boston Region MPO, the UPWP prioritizes federal funding for transportation planning work that will be implemented in the 97-municipality area of the Boston region. The Central Transportation Planning Staff (CTPS) or the staff of the Metropolitan Area Planning Council (MAPC) conduct this work (CTPS is the staff of the MPO and MAPC is the Boston region’s regional planning agency). This work primarily consists of the following four parts.

Certification Requirements and Other MPO Support Activities. The UPWP includes activities that the federal government requires the MPO to conduct to remain certified as an MPO and to be eligible to receive and distribute federal transportation dollars. Work in this category includes preparing federally required plans such as the LRTP and the Transportation Improvement Program (TIP). The LRTP, which is updated every four years, establishes a vision for the Boston region’s transportation system and allocates funding for transportation construction projects and programs over a 20-year period. The TIP, which is updated annually, allocates funding for the implementation of projects during the next five years. This section of the UPWP also includes air quality conformity and transportation equity-related compliance and other planning activities associated with the LRTP and TIP. In addition, the UPWP programs the MPO’s public participation activities, including support to the Regional Transportation Advisory Council (Advisory Council) and support to meetings of the MPO and its committees.

The UPWP also funds other activities that support MPO planning and certification requirements, including graphics and editing support; managing data and computer resources; and maintaining the MPO’s regional travel demand model, which is used to forecast the potential impacts that changes to the transportation system will have on traffic congestion and transit ridership. See Chapters 3 and 5 for more detail about these areas of work.

Technical Analysis and Support. Ongoing and continuing work programs support technical analyses and planning studies for cities and towns in the region. Examples of these activities include Roadway Safety Audits, Regional Transit Service Planning Technical Support, and Community Transportation Technical Assistance. See Chapter 4 for more detail about these studies.

Discrete Studies. Every year, funds are available for the MPO staff to perform discrete studies. CTPS conducts these studies to enhance staff’s and the MPO’s knowledge of transportation planning practices, augment analytical methods, and evaluate transportation planning strategies. Examples of these studies in the FFY 2025 UPWP include Bikeshare and MBTA Connections and Decarbonizing the Freight Sector. See Chapter 4 for more detail about these studies.

Agency Studies and Technical Analyses. CTPS conducts planning analyses and studies funded by state transportation agencies, including the Massachusetts Department of Transportation (MassDOT), the Massachusetts Bay Transportation Authority (MBTA), and the Massachusetts Port Authority (Massport). CTPS also occasionally conducts planning analyses and studies funded by municipalities. See Appendix A for more details on these agency-funded studies

The Process of Creating and Monitoring the UPWP

MPO staff produce the UPWP each year under the supervision and guidance of the MPO’s UPWP Committee. The UPWP Committee, comprising a subset of MPO board members and supported by MPO staff, convened four meetings in FFY 2024 to consider and provide input on the FFY 2025 UPWP development process. Discussion included the following topics:

• proposed budgets for ongoing and continuing activities
• discrete study ideas and how to prioritize them
• discrete study ideas that could be further considered for potential incorporation in ongoing program work
• improvements to the UPWP outreach and development process

These meetings resulted in the committee’s recommendation for the Draft FFY 2025 UPWP. The MPO approved the UPWP Committee’s recommendations for public review of the Draft FFY 2025 UPWP on  May 16, 2024.

Below are details about the process for selecting studies and programs for the FFY 2025 UPWP.

Developing the New FFY 2025 UPWP

The UPWP development process begins with planning our ongoing work to meet federal requirements and support the MPO’s vision, goals, and objectives for transportation in our region. The ongoing programs and continuing activities include these sustained efforts and provide flexibility to be responsive to unforeseen changes and capitalize on opportunities to address emerging issues.

Updates to Ongoing Programs and Continuing Activities

MPO programs include the core, sustained work efforts carried out by MPO staff to meet federal requirements and advance the MPO’s vision for transportation in the region. They make up the majority of the work conducted by MPO staff. Each year, the MPO reviews activities for ongoing programs and work, and MPO staff identify and develop budgets for the continuing and new activities that will be carried out in these programs in the upcoming FFY. Program budgets may vary from year to year based on planned activities, agency priorities, and available resources. Staff propose program budgets each year based on planned activities.

Examples of ongoing and continuing activities comprise work that is required of the MPO, including work that the MPO completes to fulfill the continuous, comprehensive, and cooperative (3C) transportation planning process and to maintain its certification (see Chapter 3), ongoing technical assistance to municipalities (see Chapter 4), and resource management and support activities (see Chapter 5).

The annual program review and budget development process defines the amount of 3C funding (from federal grants that support the 3C process) that is available for discrete studies in the UPWP. After accounting for 3C-funded continuing and ongoing programs, the remaining funding is available for discrete studies.

To develop study ideas for the FFY 2025 UPWP, the MPO drew from the following sources to generate ideas for potential inclusion in program work or in a listing known as the Universe of Proposed Studies (see Appendix C) for evaluation by MPO staff and the MPO’s UPWP Committee.

1. Public engagement: Staff held meetings to gain input from subregional planning groups and other stakeholders. Subregional groups—organized by MAPC—include municipal representatives who are focused on regional planning topics (Figure 1-1). Staff also provided opportunities for input into ongoing program work at UPWP committee and Advisory Council meetings. Furthermore, staff distributed a survey to members of the public to solicit study ideas and proposals.
2. Advisory Council: MPO staff met several times with the Advisory Council throughout the development of the FFY 2025 UPWP to solicit ideas and priorities for study and program work, present preliminary drafts of the FFY 2025 Universe of Proposed Studies, and gain input on transportation planning priorities.
3. UPWP Committee: MPO staff met with the UPWP Committee of the MPO throughout development of the UPWP. The committee oversaw the entire document development process and contributed to generating, analyzing, and prioritizing discrete study ideas. The committee additionally provided comment and input on activities planned within the MPO’s ongoing work programs.
4. Existing planning documents: Various plans and programs developed and conducted by the MPO and state agencies document transportation issues that require further study. These include the regional Congestion Management Process, which monitors the transportation network to identify locations and sources of congestion; Focus40, the MBTA’s long-range capital plan; the MPO’s long-range planning documents, including the current LRTP, Destination 2050; MetroCommon, MAPC’s long-range plan for the region; MassDOT’s statewide modal plans; MassDOT’s Statewide Long-Range Transportation Plan, Beyond Mobility, and other recent studies.
5. Past guidance: The Federal Highway Administration (FHWA), Federal Transit Administration (FTA), and MassDOT issue guidance on addressing the planning emphasis areas.
6. FFY 2025 UPWP public comment letters and study proposals: MPO staff received numerous emails and letters from the public regarding potential study ideas, which were integrated into the Universe of Proposed Studies.
7. Consultations with MassDOT, the MBTA, and MAPC: MPO staff consulted with its partner agencies to identify study ideas.
8. MPO staff-identified needs: MPO staff shared a survey with other CTPS staff to encourage discussion and sharing of study concepts.

MPO staff works continuously to enhance public participation in the UPWP and other MPO activities, and strives to achieve continued improvements in the volume, diversity, and quality of public input. More information about the MPO’s public engagement process is available in Chapter 3, and at https://www.bostonmpo.org/public-engagement.

Evaluating and Selecting Discrete Studies

MPO staff evaluated each new proposal in the Universe of Proposed Discrete Studies based on how it helps the region accomplish the MPO’s goals as laid out in the LRTP, whether staff has the capacity to carry it out, and a variety of other factors.

In addition to conducting the study evaluation process, MPO staff defined general scopes and estimated costs for proposed planning studies and considered potentially feasible issues to study. Staff considered these factors with input from the public, the Advisory Council, MPO members, and partner agencies, along with the relevance of a given study proposal to one of the MPO’s ongoing programs (e.g., the Bicycle and Pedestrian Program or the Multimodal Mobility Infrastructure Program). Priority was given to study proposals that either align with ongoing MPO work or have the potential to inform future MPO work.

Proposed studies that did not align with one of the MPO’s ongoing work programs were considered for funding as a discrete study and presented for review to the UPWP Committee.

Table 2-1 shows the studies in the FFY 2025 universe that were selected for funding as discrete studies in FFY 2025. Chapter 4 provides detailed descriptions of these studies.

Table 2-1
FFY 2025 New Discrete Funded Studies

Public Review of the Draft UPWP

MPO staff incorporates into the draft UPWP descriptive and financial information about ongoing and new UPWP studies, information about the UPWP development process, and other major transportation planning studies that will occur in the region during the relevant federal fiscal year. Appendix D provides an analysis of the distribution of UPWP-funded work products by subregion and municipality. Once the MPO votes to release the draft for public review, MPO staff posts the document to the MPO website (www.bostonmpo.org) and provides notice of its availability through various communication outlets.

As previously noted, public engagement forms a major part of the input to the UPWP each FFY. After the MPO releases the draft UPWP, there is a public comment period. During this time, MPO staff members solicit public input via the MPO email list, the MPO website, and social media outlets. Staff compiles all public comments received during this period and presents them to the MPO.

Information about the public review process for the Draft FFY 2024 UPWP is available in Appendix B.

Other Regionally Significant Transportation Planning Studies

The UPWP also includes a list (Appendix A) of other federally funded and/or regionally significant transportation planning activities active in the region during the relevant FFY. These activities are not funded with the MPO’s planning funds, but may be funded and implemented by individual transportation agencies, municipalities, or academic institutions. Often, these efforts make use of the expertise and tools that CTPS is uniquely able to provide.

Monitoring Progress of UPWP Studies

The MPO approved the following procedures for monitoring the studies in the FFY 2025 UPWP:

• Work programs for tasks that are not permanent (ongoing) MPO programs but are supported by federal 3C planning funds must be approved by the MPO prior to execution of work.
• CTPS work supported by other funding sources (for example, other governmental entities) should be approved by the MPO with the assurance that the new work will not interfere with other MPO-funded work.
• Monthly progress reports on all active studies and work programs must be submitted to the respective funding agency (FHWA or FTA) by the agency conducting the work (CTPS and/or MAPC). The reports must include the following information for each study or work program:
• brief narrative describing the work accomplished
• key personnel attendance at meeting(s) held during the reporting month
• objectives and planned activities for the next month
• percent of work completed
• some measure of actual resources (for example, hours and funds) charged to the contract over the past month
• comparison of actual cumulative resources expended compared to the contract budget
• MPO approval for release of a 3C-funded study’s work products is based on whether the objectives stated in the work program were met and whether the stated deliverables were produced.

Amendments and Administrative Modifications to the UPWP

If necessary, MPO staff can make amendments and administrative modifications to the UPWP throughout the year. All 3C documents endorsed by MPOs, such as the TIP, LRTP, and the UPWP, must follow standardized procedures regarding amendments and/or administrative modifications. If an amendment is under consideration, MPO staff notifies the Advisory Council and other interested parties, including affected communities. The MPO follows the procedures specified in the MPO’s Public Engagement Plan.

The following are the guidelines regarding the conditions that constitute an amendment to the UPWP, as received from FHWA by MassDOT and the MPO in FFY 2025 for future UPWPs.

Amendments to the UPWP, defined as significant changes to the overall UPWP that require federal approval, include the following:

• addition or deletion of a UPWP task or sub-task
• major changes to UPWP task descriptions, activities, and other information
• funding increase above the originally approved UPWP overall budget
• funding transfers between tasks equal to or greater than 25 percent of the UPWP task budget
• funding increase or decrease equal to or greater than 25 percent of the UPWP task budget

Administrative modifications to the UPWP, defined as minor adjustments to the overall UPWP that do not require federal approval, include the following:

• minor changes to UPWP task descriptions, activities, and other information
• funding transfers between UPWP tasks less than 25 percent of the UPWP task budget
• funding increase or decrease less than 25 percent of the UPWP task budget

Staff must present all proposed amendments and administrative modifications to the MPO for consultation prior to endorsement. The UPWP Committee will review both amendments and administrative modifications before forwarding them to the MPO. MPO members must vote to approve both amendments and administrative modifications. For amendments, the MPO will vote to either release the amendment for a 21-day public comment period or waive said comment period (upon recommendation from the UPWP Committee) prior to an endorsement vote. Members of the public may attend and provide comments at UPWP committee meetings and MPO meetings at which amendments and administrative modifications are discussed.

The MPO may make administrative modifications without a public review period at the MPO’s discretion, although information will be shared with MassDOT’s Office of Transportation Planning (OTP). When submitting the standard Budget Reallocation Request form to OTP, staff must complete all fields with clear indication that the MPO was consulted prior to submission. Staff must submit back-up documentation, including the UPWP description of task(s) affected, original budget, revised budget, and justification for the request. Amendments will go into effect after approval by FHWA. These procedures are additionally documented in the MPO’s Public Engagement Plan.

Funding the UPWP

The total federal funding programmed in this UPWP is $7,537,395. All federal funds programmed in the UPWP are allocated to the Boston Region MPO by MassDOT as FHWA 3C Planning (PL) funds. However, these federal funds initially come from two sources: the FHWA and the FTA. The federal funds, which are supplemented by a state match provided by MassDOT, include the following initial sources:

• FHWA 3C Planning (PL): FHWA planning funds are distributed to the MassDOT OTP, according to an allocation formula established by federal legislation, to carry out the 3C planning process. OTP distributes these funds to Massachusetts MPOs according to a formula that is primarily based on the region’s road mileage and population. The formula was developed by the Massachusetts Association of Regional Planning Agencies (MARPA) and is known as the MARPA formula. The FFY 2025 3C PL funding allocation for the Boston region, including state matching funds, is $4,660,818. The total Boston region 3C PL allocation is split between CTPS, which receives $3,775,263, and MAPC, which receives $885,555.
• FTA 3C Planning (Section 5303): FTA provides 3C planning funds for transit projects to MPOs and Departments of Transportation under Section 5303 of the Federal Transit Act. These funds require a non-federal match and are distributed according to an allocation formula. In Massachusetts, these funds are administered by MassDOT, which transfers them from FTA to FHWA to be administered as a Consolidated Planning Grant before distribution. The FFY 2025 FTA allocation for the Boston region, including a total local match, is $2,876,577. This amount is split into two categories:
• MPO and MassDOT FTA 3C Planning (Section 5303): The total amount of FTA funds, including a local match, programmed in this UPWP as PL for work conducted by the MPO staff is $2,372,621.
• MAPC FTA 3C Planning (Section 5303): A portion of the Boston region’s FTA allocation is provided to MAPC. MAPC uses these funds to conduct its transit-planning studies programmed through the UPWP. The total amount of FTA-derived funds, including a local match, allocated to MAPC as PL funds for FFY 2024 is $503,956.

Contract Work

In addition to MPO-funded work, CTPS performs planning analyses and studies funded by state transportation agencies, including MassDOT, the MBTA, and Massport. More detail about these agency-funded studies can be found in Appendix A.

This will be added in May.

Back to top

Chapter 3: MPO Support and 3C Planning

Introduction

The activities described in this chapter broadly cover work that the Boston Region Metropolitan Planning Organization (MPO) completes to fulfill the continuous, comprehensive, and cooperative (3C) transportation planning process and to maintain its certification by the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA). Activities are grouped into three areas: (1) those that support the core MPO planning and programming functions, (2) those that support the 3C planning process, and (3) those that support the MPO board and committee operations and their decision-making processes. Together, this body of work represents the agency’s priorities in allocating resources to provide an equitable, pollution-free, and modern regional transportation system that gets people to their destinations safely, easily, and reliably, and that supports an inclusive, resilient, healthy, and economically vibrant Boston region.

Table 3-1 presents the funding in federal fiscal year (FFY) 2024 and FFY 2024 for each of these activities and includes a brief description of their work, progress, and products. Although ongoing programs and work may generally comprise similar tasks from year to year, often there are variations in budgets that reflect greater or lesser emphasis in certain tasks or incorporation of new tasks. For example, MPO staff may undertake new analyses under specific line items; expand or change the form of public engagement; fold tasks undertaken in one year into an ongoing activity in a subsequent year; take on a new initiative of the MPO; or experience fluctuations in staffing levels that account for budget changes. Where appropriate, the table and individual descriptions explain these differences.

The budget tables that accompany each activity description include the associated salary and overhead costs. Direct costs associated with the activities are found in Chapter 5.

Table 3-1
FFYs 2024–25 MPO Support and 3C Planning

*Indicates that program fulfills Federal Highway Administration Complete Streets requirement.

Core MPO functions

The programs and activities included in this section include the core products required by the MPO’s federal partners and related federally required reporting and monitoring activities for carrying out the MPO’s 3C planning and programming functions. Programs supporting the 3C planning process, such as the Data Program and the Bicycle and Pedestrian Program, can be found in the following section, Programs Supporting the 3C Process.

• Long-Range Transportation Plan (LRTP)
• Transportation Improvement Program (TIP)
• Unified Planning Work Program (UPWP)
• Public Engagement Program (which includes Public Engagement Plan)
• Performance-Based Planning and Programming (PBPP)
• Transportation Equity Program (TE)
• Air Quality Program (which includes conformity determinations)
• Congestion Management Process (CMP)
  

Long-Range Transportation Plan

Purpose

The LRTP establishes a vision for the Boston region’s transportation system and guides both capital investments and research studies to support that vision. The LRTP guides transportation investments for at least the next 20 years and must be updated every four years per federal regulations. It serves as the MPO’s guiding document, and it establishes regional transportation goals, objectives, and investment approaches that the MPO operates under. The MPO adopted the current LRTP, Destination 2050, in July 2023, and will continue early development activities for the next LRTP, which is anticipated to go into effect October 1, 2027.

Approach

LRTP Needs Assessment

The Needs Assessment provides a holistic view of the transportation needs of the Boston region through data analysis and public engagement. It guides the development of the LRTP and informs project investment decisions in the TIP and study selection in the UPWP. It also shapes the development of MPO programs, such as in the selection of corridor study locations.

In FFY 2025, staff will use the findings of the Needs Assessment to inform the development of land use and transportation options and scenarios for the next LRTP update. Staff will also update the Needs Assessment with new information as it becomes available and perform further analyses to keep the Needs Assessment current and provide updated information for future studies, reports, and deliberations. Staff will build on resources created as part of the Destination 2050 Needs Assessment, with a focus on expanding the availability of data and findings to the public. This may involve integrating information from other MPO applications, data resources, and programmatic work into the Needs Assessment. Staff will also develop a process for maintaining and updating the Needs Assessment over time, in coordination with the LRTP’s four year release cycle.

Implement Destination 2050 and Amendments

Staff will continue implementing Destination 2050 in FFY 2025 through the development of the TIP and UPWP (see these respective program descriptions). This will include supporting initiatives to develop guidelines for MPO investment programs and updating TIP project selection criteria, where applicable. MPO staff will also support public engagement about the adopted Destination 2050 plan and its implementation, as needed.

If changes are made to the regionally significant projects funded in the FFYs 2025–29 TIP that meet criteria for being included in the LRTP, an amendment to Destination 2050 may be required. Staff will prepare the informational materials for MPO decision-making and follow MPO procedures for informing and engaging the public, including posting materials on the MPO website.

Scenario Planning

In FFY 2022, MPO staff began exploratory scenario planning work to help the MPO envision multiple possible futures for the Boston region; understand the effects on transportation, air quality, climate change, mode shift, the economy, and land use; and assess how to best prepare for uncertainties while pursuing an overarching vision for the transportation network. Some findings from this process were incorporated into activities to develop Destination 2050. Continuing in FFY 2025, MPO staff will lead exploratory scenario work in partnership with Metropolitan Area Planning Council (MAPC) staff. This work is expected to make use of alternative socioeconomic and land use scenarios provided by MAPC, as well as tools such as the MPO’s travel demand model. Staff will develop and analyze scenarios of interest to MPO members, staff, MAPC and other stakeholders; assess the effects of potential options for changes to the transportation network; develop materials to effectively communicate results; and engage MPO members and others in the process. This work will support MPO decision-making and lay the groundwork for future long-range transportation plans.

Monitoring Planning Best Practices

The LRTP program plays an important role in keeping the MPO abreast of the current state-of-the-practice communications methods, transportation issue areas, and planning tools. This information also supports work in other MPO programs. In collaboration with MAPC, staff will continue to explore effective ways to assess and address the Boston region’s needs, analyze transportation and land-use options, and apply best practices in long-range transportation planning.

Development of Next LRTP

In developing the next LRTP, staff will research, plan, coordinate with interested parties, and review the priorities of the MPO and other state and regional agencies. Staff will also begin compiling qualitative, quantitative, and public engagement data. Input will be shared through a periodic update to the MPO’s Needs Assessment, updates to the MPO board, and deliberations to shape the MPO’s stated vision, goals, and objectives for the region in the future. Through updating the Needs Assessment and scenario planning, MPO staff will generate information that will guide the investment strategies for the next LRTP.

FFY 2025 Anticipated Outcomes

• Support activities related to Destination 2050 implementation
• Coordinate with staff and MPO members on revisions of criteria to be used in project selection for the LRTP and the TIP
• Update the Needs Assessment and related analyses
• Support public engagement activities related to the adopted Destination 2050 plan, as needed, and the development of the next LRTP
• Continue the MPO’s exploratory scenario planning work that will help the MPO in its decision-making for the next LRTP, including analyzing scenarios, presenting results, and engaging stakeholders
• Continue to explore state-of-the-practice methods for long-range transportation planning
• Begin gathering and compiling input to inform MPO decision-making for the development of the next LRTP
• Prepare amendment(s) to Destination 2050, if necessary

Transportation Improvement Program

Purpose

The Boston Region MPO’s TIP is a five-year, financially constrained program of planned investments in the metropolitan area’s transportation system. Although federal regulations require that the TIP be updated every four years, Massachusetts MPOs produce annual updates.

Approach

Municipal Engagement and Compilation of the Universe of Projects

Staff communicate with the MPO region’s municipalities through online TIP informational sessions and workshops, MAPC subregional meetings, and correspondence with municipal TIP contacts, Massachusetts Department of Transportation (MassDOT) staff, and elected officials to gather information on existing and new TIP project-funding requests. Staff then compile the projects into a Universe of Projects list for consideration by the MPO.

Project Evaluation

The MPO uses TIP project evaluation criteria to identify projects that help the region attain the vision, goals, and objectives established by the LRTP. The criteria support decision-making for the programming of transportation projects in the region by establishing a transparent, inclusive, and data-driven process through which funds are allocated. Staff updated project review criteria following the adoption of the MPO’s LRTP, Destination 2050, in Summer 2023 and will utilize these evaluation criteria in the FFYs 2025–29 TIP cycle and future ones. Following the initial employment of this criteria, staff may revise and refine these measures in future TIP cycles, and work with project proponents to better navigate the criteria and project application process.

Project Prioritization

Staff develop a recommendation that proposes how to prioritize the MPO’s Regional Target funding. Staff prepares a list of projects containing the evaluation scores and project-readiness information, then develops programming recommendations that include a selection of these projects taking into consideration the project scores, geographic distribution of investments across the region, project design status, LRTP-identified needs, and cost. Staff present the programming recommendations and work with board members to define the final program.

In addition to preparing the recommendation, staff prepare and present MassDOT state-prioritized projects and the capital programs for the Massachusetts Bay Transportation Authority (MBTA), the Cape Ann Transportation Authority, and the MetroWest Regional Transit Authority for the MPO’s consideration.

TIP Document Preparation and Endorsement

Staff prepare a draft TIP that maintains compliance with federal regulations and requirements for a public review and comment period. During the public comment period, staff compile and summarize comments on the draft TIP and relay the comments to the MPO for consideration before endorsing the final TIP document.

Implementing Performance-Based Planning

The TIP document reports on the MPO’s implementation of its performance-based planning program in Chapter 4. It highlights the results of monitoring trends in the region and notes any progress made toward established performance targets. The performance measures and targets, all of which are in alignment with federal Transportation Performance Management requirements, show relation to MPO goal areas, including safety, mobility and reliability, access and connectivity, clean air and healthy communities, and resilience.

Implementing Clean Air Analyses and Resilience Planning

The TIP document reports on the MPO’s implementation of its Air Quality Program and Climate Resilience Programs in Chapter 5 and Appendix B. These sections indicate progress towards achieving regional goals such as reductions in greenhouse gas emissions and advancement of resilience-centered investments.

Implementing Transportation Equity Metrics

The TIP document reports on the MPO’s implementation of its transportation equity program in Chapter 6. The MPO employs transportation equity criteria in its evaluation of projects considered for regional prioritization, and conducts comprehensive equity analyses for the entire TIP.

Amendments and Administrative Modifications

In a typical year, various projects experience cost or schedule changes that require an amendment or administrative modification to the TIP. Staff prepare for the possibility of several amendments and/or administrative modifications to the FFYs 2025–29 TIP and manage public review processes as needed, including posting TIP materials on the MPO website.

FFY 2025 Anticipated Outcomes

• Develop the FFYs 2026–30 TIP, amend and make administrative modifications to the FFYs 2025–29 TIP
• Explore modernization of the TIP interactive database and other web-based TIP resources
• Document progress made on performance measures through the programming of TIP projects
• Refine and implement the MPO's investment programs as described in Destination 2050, including expanding project eligibility in the MPO’s Community Connections investment program.
• Implement the projects funded by the FFY 2025 Project Design Pilot with MassDOT and monitor their progress.
• Continue to implement the MPO’s project programming and cost-change policies, which were endorsed by the MPO in November 2021 and for which implementation began in FFY 2022
• Conduct additional analysis of the distribution of TIP funding and alignment with LRTP-identified needs to help pinpoint areas for targeted outreach to municipalities
• Use the equity analyses completed for the TIP to identify adjustments needed for the equity-related project evaluation criteria and any areas of focus for the TE program
• Refine and implement other needed adjustments related to project evaluation criteria to better reflect the MPO’s goals and priorities and facilitate an accessible and comprehensive project application process.

Unified Planning Work Program

Purpose

The UPWP, a federally required document that supports the 3C transportation planning process, has two main purposes:

• provide budget information to federal and state officials about the expenditure of federal funds for transportation planning projects being carried out by the Boston Region MPO, and
• provide information to government officials, local communities, and the general public about surface transportation planning projects expected to take place in the Boston Region MPO area.

The UPWP document includes descriptions and budgets for work that MPO staff will conduct during the upcoming federal fiscal year, including 3C-funded work conducted by Central Transportation Planning Staff (CTPS) for the MPO; and 3C-funded work executed by MAPC, which receives approximately 20 percent of the Boston region’s allotment of 3C funding. Appendix A provides supplementary information about transportation studies happening in the Boston region that are regionally significant, and work conducted by CTPS and funded by state agencies or other entities.

Approach

Work on the UPWP is ongoing throughout the year, with the twin goals of developing the coming year’s UPWP and supporting staff, the MPO, and its UPWP Committee in monitoring implementation of the current UPWP. Staff coordinates and prepares materials for all phases of development of the upcoming UPWP, including

• coordinating public participation in the UPWP process, such as
• engaging state transportation agencies, municipalities, and the public, in conjunction with the MPO’s Public Engagement Plan;
• soliciting, evaluating, and recommending ideas for planning studies, ongoing program work, and technical assistance programs;
• conducting background research into planning needs;
• preparing budgets and project and program descriptions;
• coordinating document development with the MPO’s UPWP Committee;
• responding to federal and state Department of Transportation guidance; and
• preparing, coordinating public review of, and distributing draft and final documents.

In support of the implementation of the current year’s UPWP, staff

• support meetings of the MPO’s UPWP Committee;
• regularly report on the implementation of the UPWP; and
• make adjustments, administrative modifications, and amendments as needed, according to federal regulations and guidance.

FFY 2025 Anticipated Outcomes

• Engage the public in development of the FFY 2026 UPWP
• Implement planned changes to the UPWP document and process
• Plan for and support meetings of the MPO’s UPWP committee
• Report regularly on FFY 2025 UPWP implementation
• Complete amendments and administrative modifications to the FFY 2025 UPWP, as necessary
• Provide other informational materials as needed
  

Public Engagement Program

Purpose

Public engagement is one of the core functions of an MPO. Engaging the public in the transportation planning process improves decision-making by helping to illuminate the social, economic, and environmental impacts of transportation planning decisions. Continuous engagement supports a communication loop that allows the MPO to build and maintain relationships with stakeholders, including advocates, community leaders, and members of the public. The MPO’s vision for public engagement in the region is to hear, value, and consider, throughout all planning work, the needs and views of the full spectrum of the public and incorporate this input into decision-making.

Staff coordinates public engagement efforts with the MPO’s TE Program to ensure that all members of the public—including populations that have been traditionally underserved by the transportation system and have historically lacked access to the decision-making process—have meaningful opportunities to participate in the transportation planning process that shapes the Boston region.

Approach

Implement the Public Engagement Program

Staff implement the MPO’s Public Engagement Program according to the MPO’s Public Engagement Plan through proactive engagement efforts tailored to varying audience needs, through meaningful relationship-building, and timely and accessible communications. This process provides information to individuals, organizations, and community representatives. The process also creates avenues for providing input and participating in the MPO’s planning and decision-making. Staff continually evaluate the Public Engagement Plan and program activities to ensure that they reflect current best practices and agency and LRTP goals, and address transportation inequities and gaps in participation.

Methods

Staff provide convenient, timely, and meaningful opportunities for members of the public to participate in the MPO’s transportation planning process. These opportunities include the following:

• MPO-organized in-person and virtual open houses, workshops, and forums
• Electronic surveys and solicitation of comments and input via email campaigns, social media, and website content
• Public comment periods for certification documents
• Regular meetings with stakeholder organizations representing TE and other underrepresented populations to strengthen relationships and provide opportunities to influence the MPO’s planning decisions
• In-person and virtual meetings, events, and engagement activities in partnership with other organizations
• Tabling at community events
• Attending and presenting at MAPC subregional municipal group meetings

To ensure that opportunities to participate in the transportation-planning process are equitable, accessible, and transparent, staff create content and disseminate information that is concise, current, and accessible regardless of ability. Staff regularly hold and attend events at convenient times and locations for various audiences, provide varied engagement activities and materials for different learning styles and abilities, and strive to provide incentives and compensation to reduce resource-related barriers to engagement and acknowledge the time and expertise of underrepresented populations.

Program Administration

Staff continually evaluate and refine the Public Engagement Program to increase public understanding of the MPO’s work, improve its efforts to break down barriers to participation, and ensure that all MPO activities meet or exceed federal requirements for public participation. In consultation with the TE program, staff provide accommodations for people with disabilities at MPO-sponsored meetings as requested and all materials—both digital and paper—in accessible formats.

Staff provide language access (both interpreter and translation services) at MPO-sponsored meetings and engagement events where engagement with populations with limited English proficiency is expected, and as requested. Staff also provide translations of engagement documents, surveys, emails, the MPO website, and other materials that allow for participation that is comparable to those with English language fluency. (These accommodations are funded as direct costs; see Chapter 6.)

Regional Transportation Advisory Council (Advisory Council)

Staff plan and facilitate monthly Advisory Council meetings in collaboration with the Advisory Council Chair and Vice Chair. This includes administrative support, (handling meeting logistics, scheduling speakers, and preparing and distributing agendas, meeting notices, materials, and minutes) as well as strategic planning to advance the Advisory Council’s mission and goals in coordination with Public Engagement Program, agency, and LRTP goals. Staff regularly provide information, updates, and briefings on MPO activities at meetings and solicit feedback and advice from members on programs and projects. Staff also manage the administration of the Advisory Council by soliciting new members, implementing and updating bylaws, coordinating Advisory Council elections, and maintaining contact and attendance lists. During public comment periods on MPO documents, staff work with the Advisory Council and its committees as they develop and submit their comments.

Community Leadership Institute

Staff manage the Community Leadership Institute, an educational program that empowers stakeholders representing communities whose voices are currently underrepresented in the planning process to more effectively engage with the MPO, primarily via the Advisory Council, by equipping them with the knowledge and tools to effectively engage with the MPO planning process and developing a pipeline for soliciting and onboarding new Advisory Council members. The Community Leadership Institute, piloted in FFY 2024, will continue to develop in FFY 2025.

FFY 2025 Anticipated Outcomes

• Carry out federally required engagement activities, such as public comment periods, to support the 3C planning process in accordance with the Public Engagement Plan
• Conduct engagement activities such as meetings, surveys, events, workshops, and community tabling and interactive pop-up activities to support MPO plans, programs, and projects
• Build and expand relationships and partnerships with stakeholders, with a focus on organizations representing TE communities and populations with limited-English proficiency
• Employ innovative, creative, and varied strategies to expand and deepen engagement with members of the public
• Continuously track and analyze the reach and effectiveness of engagement activities, adjust strategies to address gaps in engagement, and provide regular updates on engagement to the MPO board
• Develop and deploy transparent and accessible communication and engagement materials
• Increase understanding of and engagement with the MPO’s work via communication campaigns
• Provide support and advice to MPO staff to improve engagement in all MPO processes
• Host approximately 12 Advisory Council meetings and provide support for the associated tasks and pre- and post-meeting logistics
• Solicit and onboard new Advisory Council members with diverse perspectives
• Create and facilitate meaningful opportunities for the Advisory Council to provide input on the MPO’s planning processes
• Develop the Community Leadership Institute and facilitate an engaging educational program for a new cohort of stakeholders

Performance-Based Planning and Programming

Purpose

PBPP applies data to inform decisions aimed at helping to achieve desired outcomes for the region’s transportation system. Federal legislation directs states, public transportation providers, and MPOs to use this performance-driven, outcome-based approach in their transportation planning processes. The Boston Region MPO can use PBPP practices to help achieve its goals for providing an equitable, pollution-free, and modern regional transportation system that gets people to their destinations safely, easily, and reliably, and that supports an inclusive, resilient, healthy, and economically vibrant Boston region.

Approach

Develop Targets for Federally Required Performance Measures

Staff provides information and recommendations to MPO members as they set, revisit, or update targets for federally required performance measures. This includes annual updates to targets pertaining to roadway safety, transit asset management, and transit safety, as well as targets that have two-year or four-year time horizons, including those related to National Highway System infrastructure condition, travel time reliability, congestion, and transportation-related emissions. MPO staff review and respond to federal regulations and guidance; gather and analyze data; develop performance baselines; and explore ways to improve target-setting methodologies. Staff coordinate with MassDOT, federal agencies, other MPOs and states, the region’s public transportation providers, and other stakeholders as part of this work.

Continue to Integrate PBPP Elements into MPO Planning

Building upon prior work to integrate PBPP into the TIP and LRTP, MPO staff examine the links between capital projects that the MPO funds and potential improvements in various performance areas. Activities include

• analyzing how MPO investments and other factors may influence changes in performance outcomes and what strategies could help the MPO achieve established targets;
• exploring ways to conduct ongoing evaluation of the impacts of MPO-funded TIP projects in relation to MPO goal areas;
• identifying ways to refine project and program selection criteria and working with program managers to make desired changes in future LRTP and TIP development cycles;
• researching and defining metrics that relate to the MPO’s goals and can be incorporated into the next LRTP;
• managing data to support performance analysis in MPO programs;
• coordinating performance-based planning and programming work with the MPO’s CMP; and
• coordinating with the TE program in the development of equity performance measures that assess the MPO’s progress in improving transportation outcomes for equity populations.

Monitor and Report on Performance 

The MPO reports on performance in Destination 2050 and TIP documents, through the CMP, and on its web-based Performance Dashboard. To do so, staff

• provide a performance report for the TIP;
• develop Congestion Mitigation and Air Quality performance plans and reports, and other federally required reports, as needed;
• provide access to performance outcomes via a web-based Performance Dashboard;
• continue to update the MPO website with new PBPP targets; and
• explore new methods for sharing performance data via the web.

Staff enhance these existing reports and tools by adding and/or updating baseline and trend data and may create additional reports or tools. When developing these resources, staff incorporate information on performance targets and, to the extent practicable, describe the effect that MPO investments may have on performance.

Enhance the MPO’s PBPP Practice

The MPO’s PBPP practice can expand beyond meeting federal requirements to address other aspects of the MPO’s goals and objectives. These efforts include

• exploring the PBPP practices and measures used by other planning agencies and institutions by conducting peer reviews, including attending conferences and participating in working groups;
• creating materials to describe the MPO’s PBPP framework and to help guide the MPO board through its PBPP decision-making processes;
• providing resources for municipalities and planners on strategies for regional performance improvement through local projects;
• exploring new tools and data sets available to analyze performance data and set targets; and
• supporting the MPO in setting additional performance targets, as desired.

FFY 2025 Anticipated Outcomes

• Support the MPO in setting targets for federally required measures and additional measures, as desired
• Enhance activities to integrate performance management into MPO project and program evaluations, to manage data, and to anticipate and monitor the outcomes of MPO investments
• Produce or update performance reports, such as those required for the TIP
• Develop and or update MPO web applications that include performance data
• Explore additional measures and methods that the MPO could incorporate into its PBPP process, as well as tools the MPO can apply to PBPP work
• Develop or update materials to explain PBPP concepts and activities, including the MPO’s PBPP web page
• Coordinate with MPO program managers, MPO board members, MassDOT, and public transportation providers to research measures, identify investment strategies, set targets, and implement PBPP practices
• Work with MPO staff, the MPO, and other stakeholders to link MPO investment decision-making processes more closely to performance outcomes and produce memoranda and presentations describing recommendations
  

Transportation Equity Program

Purpose

The TE program facilitates progress toward the MPO’s equity goal, which is to

facilitate an inclusive and transparent transportation-planning process and make investments that eliminate transportation-related disparities borne by people in disadvantaged communities.

Both within the program and by collaborating with staff across the agency, staff in the TE program advance this goal by ensuring the transportation needs of populations underserved by the transportation system and underrepresented in the planning process are addressed throughout all of the MPO’s activities. These populations—referred to as TE populations—include minority populations, low-income populations, people with LEP, older adults, youth, and people with disabilities.¹ These populations are covered by the federal mandates below:

• Title VI of the Civil Rights Act of 1964, which prohibits discrimination based on race, color, and national origin, including people with LEP, in programs and activities that receive federal financial assistance.
• Executive Order 12898 “Federal Actions to Address Environmental Justice in Minority Populations and Low-income Populations,” which directs recipients of federal financial assistance to identify and address disproportionate burdens on low-income and minority populations.
• The Americans with Disabilities Act, which prohibits discrimination against individuals with disabilities by recipients of federal financial assistance.
• United States Department of Transportation (USDOT) nondiscrimination regulations that prohibit discrimination on the basis of sex and age under other federal authorities.

The goal of the program is to not only ensure that the MPO complies with minimum federal regulations, but also advances an equitable transportation system in the Boston region that serves all people, regardless of their background, age, and disability status, while working toward eliminating harmful disparities in transportation impacts and access.

Approach

Implement MPO Title VI Program

Staff implements the MPO’s Title VI program and responds to MassDOT requests regarding program updates and submission of a Title VI report as requested. The report documents the MPO’s compliance with FTA and FHWA’s Title VI, EJ, and other nondiscrimination requirements, as well as civil rights-related areas of focus of import to MassDOT.

Support Equitable Public Engagement

Staff work in collaboration with the MPO’s Public Engagement Program to expand meaningful opportunities to TE populations for participation in the MPO’s planning processes. Staff continue to expand engagement through providing translated written and digital materials, establishing relationships with new organizations and supporting existing ones, focusing on TE populations, and developing nontechnical materials that are accessible and easily digestible. These engagement activities are described in more detail in the Public Engagement Program in this chapter.

Develop and Refine Equity-Related Analytical Techniques

To improve the effectiveness of equity analyses and expand understanding of the impact of transportation on TE populations, staff refine current analysis methods and develop new ones to further the TE goal. Staff collaborate with programs across the agency to develop analyses appropriate for that work, focusing on analyses that help the MPO board and other decision-makers make more informed and equitable transportation decisions. Anticipated work includes but is not limited to

• analyzing new demographic data for MPO TE populations;
• developing new and refining existing analyses to support MPO programs
• coordinating with the Data Management Program to ensure demographic data analysis processes are consistent and well-documented, and to support consistent use of demographic data across CTPS; and
• supporting staff across CTPS to address TE through data analysis in their projects, studies, and programs.

Enhance the Equity Dashboard

In FFY 2024, staff will release an equity dashboard that tracks transportation outcomes in the Boston Region for different demographic groups to better understand how the transportation system affects people in the region and where inequities exist. In FFY 2025, staff will update the dashboard with additional metrics, as resources allow, and refine existing ones. The dashboard was developed in collaboration with the Data Management Program and supports efforts to establish consistency with how the MPO analyzes equity-related data and how the results are reported and visualized on data dashboards.

Refine the Disparate Impact and Disproportionate Burden (DI/DB) Analysis and Policy

Staff will continue work to refine the DI/DB mitigation analysis for the TIP, begun in FFY 2024, and conduct the analysis on the FFYs 2026–30 TIP. Disparate impacts and disproportionate burdens on minority and low-income populations, respectively, were identified in the 2023 LRTP, Destination 2050, necessitating the MPO to mitigate these impacts. Staff will also update the MPO’s DI/DB Policy to reflect the agency’s approach to DI/DB mitigation, as well as update metrics that are analyzed for disparate impacts and disproportionate burdens.

Coordinate with and Support Other Agencies

Staff coordinate with MassDOT’s Office of Diversity and Civil Rights to promote consistency of MPO Title VI-related processes, procedures, and activities with MassDOT’s own practices. Staff also continue to support the MassDOT Rail and Transit Division in its evaluation of applications for funding from the Community Transit Grant Program.

FFY 2025 Anticipated Outcomes

• Submit a Title VI report to MassDOT, as requested
• Gather and analyze data related to equity from the United States Census Bureau and other sources, and explore new sources of data that support this program and inform the MPO’s planning and programming decision-making
• Update the MPO’s equity dashboard
• Refine the MPO’s DI/DB mitigation analysis for the TIP, conduct the analysis for the FFYs 2026–30 TIP, and update the MPO’s DI/DB policy to reflect the MPO’s approach to DI/DB mitigation
• Update the MPO’s equity dashboard
• Monitor developments at USDOT regarding civil rights, Title VI, and EJ; participate in workshops and conferences; and use this knowledge to inform MPO activities
• Support MassDOT’s evaluations of funding applications for the Community Transit Grant Program

Air Quality Program

Purpose

This program maintains technical expertise and supports MPO work related to air quality, air pollution, and climate change, including conformity with federal air quality requirements, the state’s climate change policies, and regional air quality trends. It also ensures that the MPO’s plans, programs, and projects comply with the Clean Air Act Amendments (CAAA) of 1990 to secure federal funding for the Boston Region MPO’s transportation system.

Approach

Federal and State Requirements

Staff demonstrate that the MPO meets federal air quality conformity requirements for the TIP and for the LRTP. Under the CAAA, states must monitor emissions from transportation vehicles and other sources to determine whether ambient emissions levels exceed allowable levels of air pollutants. Areas in which emissions exceed these levels are designated as nonattainment areas. For nonattainment areas, the Massachusetts Department of Environmental Protection (DEP) must develop a State Implementation Plan (SIP) that establishes emissions budgets and shows how the plan would reduce emissions in the area sufficiently to comply with national ambient air quality standards. MPOs with nonattainment areas must complete air quality conformity determinations to demonstrate the conformity of transportation plans, programs, and projects with the Massachusetts SIP. The Boston region was reclassified as an attainment area under the United States Environmental Protection Agency’s (EPA) 2008 ozone standard. The Boston region also recently achieved attainment for carbon monoxide (CO) after the 20-year maintenance period for CO in Waltham expired in April 2022. Even though the MPO is in attainment for the EPA’s criteria pollutants, it must still show that it is complying with transportation control measure requirements outlined in the SIP. This program provides support for this conformity determination and for any future determinations if the region’s attainment status changes.

The program also provides support for greenhouse gas emissions reporting required by the state’s Global Warming Solutions Act, as well as eligibility determination for the use of Congestion Mitigation and Air Quality (CMAQ) funding for select transportation projects. This includes coordination with MassDOT and municipalities on the emissions reduction potential of new projects, project-specific air quality analyses, and organization of results in the TIP.

Additional Air Quality Support

Staff provide expertise in air quality and climate change so the MPO can respond to changing requirements and trends in air quality in its planning, analysis, and reporting. This includes current initiatives, such as the state’s goal to reach net zero emissions by 2050 and the ability to participate in issues that might emerge during the year. Staff also support the implementation of air quality-related transportation programs and projects, and provide consultation, research, and coordination between the MPO and federal, state, local, and private entities.

FFY 2025 Anticipated Outcomes

• Prepare a systemwide conformity determination if there are changes to regionally significant projects in the LRTP (if needed) and the TIP
• Conduct a detailed project-level analysis for each project to receive Congestion Mitigation and Air Quality Program funding in the TIP and for any projects to help meet the requirements of the Global Warming Solutions Act of 2008
• Support MassDOT and Massachusetts Port Authority, as requested, in the analysis of air quality benefits for projects throughout the Boston Region MPO area, as well as evaluation of emerging and innovative highway and transit clean-air activities
• Integrate climate change concerns and opportunities for emissions reduction into the MPO’s planning process
• Contribute as needed to the development of the Massachusetts SIP by supporting the development of MOVES emissions factors, among other activities
• Integrate stakeholder feedback and coordination platforms identified through the FFY 2024 environmental engagement discrete study to inform and expand the program’s future scope of work, including identifying air quality-related research needs

Congestion Management Process

Purpose

The MPO’s CMP is a federally mandated requirement to monitor congestion, mobility, and safety needs of the Boston region’s transportation network. Within the program, staff recommend strategies for reducing congestion while accounting for equity, uncertainty, and resiliency of the MPO’s multimodal transportation network. The CMP is developed in an integrated manner along with the MPO’s certification documents (LRTP, TIP, and UPWP) to ensure a cohesive strategy for evaluation and implementation of program priorities.

Approach

In the Boston Region MPO area, the CMP follows federal guidelines and recommendations from the MPO’s CMP Committee to fulfill the following activities:

• set goals, objectives, and performance measures related to the region’s multimodal congestion in collaboration with the Performance-Based Planning and Programming program
• identify congested locations on the multimodal transportation network
• determine the causes of congestion
• recommend the strategies that best address the causes and impacts of congestion
• coordinate with and support development of the LRTP, TIP, and UPWP
• identify needs and priorities for planning studies and data collection to achieve congestion-reduction goals

Depending on CMP Committee recommendations, staff monitor and analyze data for highways, arterial roads, transit, park-and-ride lots, freight movements, and bicycle and pedestrian facilities. CMP activities include using electronic travel-time and speed data to monitor roadways and transit, identify existing conditions, and recommend appropriate improvements in accordance with federal guidelines.

FFY 2025 Anticipated Outcomes

• Create a roadmap for the CMP program that identifies program priorities for the next three to five years
• Monitor the performance of MPO-region arterial roadways and freeways using electronic travel-time and speed data
• Map and tabulate data for analysis and performance evaluation
• Identify data and analysis needs to analyze congestion for non-vehicular transportation networks
• Coordinate with the MPO’s certification activities (including the LRTP, TIP, PBPP, and UPWP programs and documents) to ensure that the MPO’s transportation system is safe, equitable, resilient, and prepared for uncertainty
• Support and strengthen the CMP Committee of the MPO

Programs Supporting the 3C Process

These programs are designed to supplement and enhance the MPO’s core 3C planning and programming activities. The programs in this section include the following:

• Climate Resilience Program
• Freight Planning Program
• Regional Model Enhancement Program
• Data Program
• Bicycle and Pedestrian Planning Program
• Multimodal Mobility Infrastructure Program

Climate Resilience Program

Purpose

Climate resilience describes an entity’s, such as a transportation system, ability to anticipate extreme weather events under uncertainty, absorb impacts, recover in a timely and efficient manner, and adapt to better withstand future disturbances. The Climate Resilience Program assesses vulnerability and coordinates regional resilience improvements in the face of climate change, which brings increasing risk to transportation assets in the Boston region from flooding, sea level rise, and rising temperatures. Investments in resilience can reinforce equity and safety goals by prioritizing improvements in disadvantaged areas and supporting a more reliable, safe system for all transportation users.

Climate resilience was listed as one of the MPO’s six goals for the Boston region’s transportation system as part of the current LRTP, Destination 2050, indicating the priority of ensuring the Boston region and its people are able to withstand the impacts of climate change.

Approach

The 2015 FAST Act, or Fixing America’s Surface Transportation Act, requires agencies to consider climate resilience in transportation planning, which has been interpreted by staff to include

• coordination within CTPS and with agency partners and regional environmental stakeholders on resilience work and needs;
• strengthening the environmental components of the TIP, UPWP, LRTP, and other planning activities;
• increasing the consideration for climate change and resilience in all aspects of the MPO’s long-range planning process;
• providing technical support, interactive data tools, and discrete analyses related to regional climate vulnerability as needed; and
• processing climate hazard data such as the Massachusetts Coast Flood Risk Model for agency-wide use.

FFY 2025 Anticipated Outcomes

• Continue to inventory climate resilience activities in the municipalities in the MPO region
• Collaborate on resilience planning efforts at the state, local, and regional levels
• Pursue educational opportunities to gain subject-matter expertise
• Host monthly internal Climate Resilience Committee meetings
• Expand engagement with environmental agencies at the local, municipal, state, and federal level
• Integrate stakeholder feedback and coordination platforms identified through the FFY 2024 environmental engagement study to inform and expand the program’s future scope of work, including identifying resilience-related research needs
• Maintain existing and add new climate resilience resources on the MPO’s website
• Work towards adopting a framework for assessing climate vulnerabilities in the region, engaging with stakeholders, and programing resilience solutions. Early deliverables will include scoping resource needs to develop the framework, identifying regional needs and gaps to legitimize the development of the framework, and exploring examples of similar frameworks adopted by peer agencies.
• Increase consideration of safety, equity, and uncertainty themes as they relate to climate resilience
• Coordinate with municipalities on resilience needs and identify potential projects for TIP funding

Freight Planning Program

Purpose

Freight planning at the Boston Region MPO is a mandatory part of the federal 3C (continuing, comprehensive, and cooperative) planning process. Freight movements are interregional and require coordinated efforts across MPO staff, regional stakeholders, and decision-makers. The goals for the MPO freight planning program are to

• fulfill the Boston Region MPO’s freight planning needs;
• coordinate and complement planning efforts with MAPC, MassDOT, municipal partners, and other stakeholders regarding freight planning for the region;
• study specific freight-related concerns;
• fulfill analysis requirements of federal surface transportation legislation;
• address the lack of freight data for the MPO region, including developing enhanced technical capabilities for MPO staff to use in estimating freight demand; and
• explore pathways to decarbonize the freight sector.

Approach

The MPO’s freight planning activities are guided by the 2013 Freight Planning Action Plan and its 2019 update, and are aligned with the 2023 Massachusetts State Freight Plan and the newly released National Zero-Emission Freight Corridor Strategy. MPO staff plan to leverage data and stakeholder input from the updated statewide plan in regional freight planning efforts. The MPO’s freight planning and analysis is ongoing and conducted on a multi-year basis. Typical activities include

• freight-specific studies;
• data collection;
• participation in working groups and coordination efforts;
• research on new and evolving elements of freight planning practice;
• advising MPO staff and partner agencies on freight-related elements of studies, and
• supporting model development efforts related to freight.

Freight planning at the MPO focuses on freight movement between municipalities in the Boston metropolitan area, as well as regional and local distribution of goods and packages (first- and last-mile deliveries). Freight planning frequently includes investigation, analysis, and classification of truck movement, including commercial and service vehicles.

Specific study topics for FFY 2025 are chosen based on

• recommendations from prior freight studies;
• emerging topics of interest on freight; and
• topics that emerge from freight engagement, stakeholder meetings, and forum discussions.

FFY 2025 Anticipated Outcomes

• Technical assistance, data collection, analysis, review of materials, and attendance at state, regional, and local forums and committee meetings.
• Research on the potential opportunities and challenges to decarbonizing the freight sector, building on the recently completed study focused on the North Suffolk area.
• An interactive and user-friendly webpage redesigned for the freight program, along with a freight data dashboard.
• Coordination with model development to determine a roadmap to incorporate freight as an additional component to the Travel Demand Model (TDM) 2023 to eventually understand and analyze travel behavior, freight demand, and community impacts.
• Exploration of industrial land uses in the region and corresponding interregional freight traffic volumes.
• Continued outreach and coordination with stakeholders.
• Coordination with municipalities to identify freight projects that could be eligible for TIP funding.
  

Regional Model Enhancement

Purpose

The long-term goal of the travel demand modeling practice at CTPS is to have a reliable, robust set of well-documented travel demand tools, data, and procedures that address a diverse set of needs for transportation planning in the Boston region and statewide with engaged and informed stakeholders and a coordinated team of modelers who have the skills, knowledge, and experience to effectively

• maintain the set of tools, data, and procedures;
• develop new components in the tool platforms;
• apply the tools and data appropriately on projects; and
• communicate all things related to travel demand modeling.

Through the Regional Model Enhancement Program, CTPS supports the research, maintenance, and development aspects of the long-term goal. This has been realized through the development and maintenance of a regional travel demand model (TDM23) as well as the preparation for the next generation model (TDM27) along with support of other tools for assessing the area’s transportation needs and evaluating alternatives to improve the transportation system.

The regional travel demand model estimates the millions of individual decisions that generate travel throughout the region and simulates the impact of those decisions on an abstracted representation of the region’s roadway and transit networks. Through variations of the inputs and assumptions, the regional travel demand model provides planners with insights to current and future travel activity and conditions. Metrics produced by the model aid in developing policy, performing technical and equity analyses, and meeting federal reporting requirements, including the MPO’s certification requirements. Regional travel demand models are also used by the MPO and state and regional agencies to support planning and policy analysis.

Approach

Model enhancement work is balanced across research of new model components, approaches, and data; development of new tools to enhance and complement the regional model; and maintenance of the regional model for MPO and application needs.

CTPS will continue to refine the modeling roadmap with a framework to evaluate and prioritize new model investments, maintenance and feature priorities for existing models, and the key design and development milestones for the next generation travel demand model (TDM27). The roadmap is refined with input from the model steering committee, which is composed of stakeholders internal and external to the agency, as well as a broader group of stakeholders including other public agencies, researchers, and consultants.

Research

The TDM23 development process began with the identification of planning needs for model support. Not all of the identified needs will be met by TDM23 because of time and resource constraints as well as the limitations intrinsic in the model structure. CTPS will work to address those needs through complementary tools and data and endeavor to maintain a suite of next generation practices and tools that will serve regional transportation planning needs. The suite will define practice areas, procedures, and tools for common activities. The potential tools and data to be included in this suite include

• dynamic traffic assignment models that can provide a more detailed representation of the roadway and transit networks;
• activity-based models that can provide a more detailed representation of travel behavior;
• model platforms such as the FTA’s Simplified Trips-on-Project Software model and FHWA’s VisionEval that can provide insight into specific aspects of travel behavior with less effort than a full regional travel demand model;
• big data products and platforms providing origin-destination tables, trip patterns, and travel times that can inform understanding of the existing transportation system to improve the accuracy of the models and could directly support some near-term applications;
• focused sketch and post-processor tools that leverage the regional model outputs into more useful products; and
• cloud computing pipeline capable of transforming massive model outputs into a set of accessible, explorable deliverables, facilitating engagement with a wider range of stakeholders and model users.

CTPS Staff will also work to advance exploratory model applications, leveraging the integration of TMIP-EMAT with TDM23 to support testing scenarios across a range of potential inputs and evaluating programs in a robust manner.

Development

Development activities will include refinements and enhancements to TDM23 as identified through the development and calibration process and by stakeholders.

Development of TDM27 will begin with a high level design that will specify key features of the model and determine broad functionality and implementation requirements. The high level design will answer questions around

• base year for calibration,
• demand structure and key components,
• software platform, and
• key sensitivities.

Several model components have a long development lead time and thus must be started well in advance of assembling the full model. An area of focus for FFY 2025 will be to update the transportation analysis zones and the associated roadway and transit networks to be consistent with the 2020 Census Block boundaries.

Maintenance

The major maintenance activity will be to define, document, and release versions of TDM23 on a regular basis. Versions will include bug fixes, network updates, and enhancements.

As part of maintenance, CTPS staff will also continue to develop model documentation and training materials to promote proper use of TDM23.

CTPS will continue development of a post-pandemic model base year to complement the 2019 pre-pandemic calibration year. A post-pandemic model base year would be useful for growth rate calculations and project applications. Model adjustments needed to develop the post-pandemic base year will provide valuable insights for TDM27 development.

FFY 2025 Anticipated Outcomes 

Staff will continue to develop and refine accessible materials to communicate the TDM23 capabilities to various stakeholders and advance a model roadmap for future enhancements and complementary model tools. Documented versions of TDM23 will be released throughout the year to deploy the latest enhancements, bug fixes, and new inputs. A high level design of TDM27 will be developed and shared with model stakeholders. Staff will continue work to develop and define exploratory modeling approaches to support the LRTP scenario analysis and enhance the MPO’s ability to provide state-of-the-practice support for MPO staff, member agencies, and partner organizations.

Data Program

Purpose

The Data Program is a set of consolidated efforts to improve how data are obtained, developed, used, and shared at the agency. The purpose of the program is to support the data needs of the MPO and its stakeholders. There are four main areas of focus for this program:

• Data planning—identifying data needs and updating CTPS’s data vision, strategy, and roadmap
• Data pipeline—providing structural support for data practices including obtaining, managing, using, and sharing data, and documenting processes and procedures
• Data exploration—exploring leading-edge data and analytical techniques and assessing their application and usefulness for the MPO
• Data partnerships—collaborating internally with staff, the MPO, partner agencies, and other stakeholders on data-related topics

This program allows MPO staff to effectively

• maintain and update existing data, infrastructure, and documentation;
• explore new data and consider how they apply to our work;
• develop best practices around the management and use of data; and
• apply data in a comprehensive and strategic way that will benefit the MPO, regional stakeholders, and partner agencies.

Approach

Data Vision, Strategy, and Roadmap

Staff review the program’s data vision, strategy, and roadmap for CTPS and assess where changes are needed. These guiding documents are updated each year to ensure the Data Program meets the current needs of the MPO and its stakeholders and keeps up with the evolution of data and analysis in the industry.

Manage and Respond to Data Requests

Data requests are one of the services CTPS provides to municipalities, peer agencies, private sector consultants, research institutions, and the broader public. While CTPS has made more data publicly available, there is still a need to respond to ad hoc, quick-response data gathering, processing, and analysis requests throughout the year. Staff continue to review established policies, procedures, and structures in this area.

Data Exploration

The goal of this ongoing effort is to conduct coordinated, strategic assessments of continuously evolving data sources and analytical techniques to address current and future needs. These assessments inform CTPS’s long-term investments in the staff skills that are required to meet the evolving needs of the MPO and its stakeholders. This work allows MPO staff to explore new data and analysis methods, consider how they apply to MPO work, document findings, and develop best practices around the management and use of these data.

Data Management, Coordination, and Support

Staff conduct foundational work that supports data users across CTPS. Consolidating this effort under this program ensures that staff is making decisions about key datasets in a thoughtful, collaborative manner. Datasets and work activities managed under this program include the following:

• Socioeconomic Data and Products—support staff members in maintaining foundational work associated with the US Census Bureau’s Decennial Census and American Community Survey, and products derived from these sources.
• Geographic Information System/Database Management System (GIS/DBMS)—develop, curate, and enhance stores of spatial and tabular reference data, along with associated tools.
• Requirements for Processes, Services, and Platforms—review CTPS’s processes, services, and platforms to determine whether they serve the ongoing needs of the organization. Staff determine requirements, investigate alternatives, and evaluate whether and how the platforms should be adopted.
• Data User Group meetings and workshops—engage staff members to explore common opportunities and challenges and work collaboratively in responding to them.
• Collaboration with Partners and Other Agencies—work with CTPS partner agencies to share ideas, datasets, and techniques.

FFY 2025 Anticipated Outcomes

• Update CTPS’s guiding vision for data and related processes
• Update CTPS’s data strategy plan for progressing towards the vision
• Update CTPS’s Data Roadmap
• Update CTPS process and guidelines for serving data requests
• Respond to requests for data and small-scale data processing studies
• Assess existing and emerging datasets and analytical techniques
• Create a framework for selecting, assessing, and documenting findings from new analytical techniques and data sets
• Recommend data for planning application
• Continue foundational work on socioeconomic datasets
• Maintain, curate, and enhance spatial and tabular reference data, tools, and distribution channels
• Create design requirement specifications for new processes, services, and platforms
• Promote consistent staff use of documentation platforms following adopted standards and procedures for use
• Finalize and adopt a data publication platform and data publication standards
• Identify data infrastructure needs to streamline data access and use

Bicycle and Pedestrian Planning Program

Purpose

The Bicycle and Pedestrian Planning Program aims to improve accessibility, safety, convenience, and comfort for people walking, bicycling, and rolling in the Boston metropolitan region. The program leverages the MPO’s unique position as the regional transportation planning agency to study bicycle and pedestrian travel in the Boston metro area as a whole and facilitate connections between and across neighboring municipalities. We seek to empower communities to better plan for people walking, bicycling, and rolling within their municipalities and provide recommendations to increase the use of active travel modes for daily trips by residents, employees, and visitors.

We prioritize the needs of disadvantaged populations through this work to improve regional active transportation because every community deserves to be able to walk, bike, and roll safely within their neighborhood and enjoy the numerous benefits associated with living in walkable and bikeable areas. The Bicycle and Pedestrian Planning Program strives to reduce auto congestion and greenhouse gas emissions, increase physical activity, and shape more livable communities by increasing the safety and comfort of people walking, bicycling, and rolling. Our work is aimed at facilitating greater adoption of active modes and informing investment in climate-resilient active transport infrastructure throughout the Boston metro region.

Approach

In FFY 2025, the program will learn from its first year of convening the Bicycle and Pedestrian Steering Committee to solidify member expectations and guidelines. MPO staff will engage the Steering Committee to learn its preferences and determine the roles and responsibilities that best suit the purposes of the group. Members will help inform the direction of the Bicycle and Pedestrian Planning Program, ensure that the interests of people walking, biking, and rolling in the region are represented in work produced through the Program, provide insight into how the Program can best serve municipalities in the region, and guide the development of a regional bicycle and pedestrian transportation plan. MPO staff will also engage the Steering Committee to help select the topic for the first bicycle and pedestrian guidebook.

In FFY 2025, the Bicycle and Pedestrian Planning Program will begin to analyze the data gathered through the first year of continuous bicycle and pedestrian count collection efforts. MPO staff will study temporal variations and compare volumes at sites while considering various characteristics as potential factors that influence people’s decisions to walk, roll, or bike at a location.

While the direction of future bicycle and pedestrian work will be influenced by conversations with the Bicycle and Pedestrian Steering Committee, MPO staff plan to complete the following work as part of the Bicycle and Pedestrian Planning Program during FFY 2025:

• Coordinate with state agencies, MAPC, other Massachusetts MPOs, MassDOT’s Safe Routes to School Program, WalkMassachusetts, MassBike, LivableStreets, municipalities, and other groups regarding bicycle and pedestrian planning for the region.
• Collect data on bicycle and pedestrian volumes at on-road and off-road facilities in the Boston region, and post collected count data to the Boston Region MPO’s Bicycle and Pedestrian Count Database for public use.
• Gather input and identify the needs and goals for a regional bicycle and pedestrian plan for the Boston MPO region that combines the vision, goals, and needs of the Boston MPO with the priorities outlined in the Massachusetts Bicycle and Pedestrian Statewide Transportation Plans and consider municipalities’ existing bicycle and pedestrian plans.
• Reassess gaps in the regional bicycle network to update the locations where bicycle facilities are needed in the Boston region.
• Select the first bicycle and pedestrian guidebook topic and begin research and development of the guidebook.
• Provide ongoing technical support to communities for current tools and practices regarding bicycle and pedestrian issues, with a particular focus on promoting safety and comfort.

FFY 2025 Anticipated Outcomes

• Convening quarterly Steering Committee meetings and documenting input and recommendations for the program work.
• Completing the first year of continuous Boston region bicycle and pedestrian count data collection.
• Analyzing regional bicycle and pedestrian counts.
• Updating the Boston region bicycle network gaps dataset.
• Conducting research and engagement to develop a strategy for the Boston Region MPO’s bicycle and pedestrian plan development.
• Coordinating with municipalities to identify bicycle and pedestrian project candidates that could be eligible for TIP funding.

Multimodal Mobility Infrastructure Program

Purpose

The Multimodal Mobility Infrastructure Program aims to address gaps in both regional and community multimodal transportation needs, and identify opportunities to advance towards a safe, integrated, sustainable, and accessible regional multimodal transportation system. Communities often identify transportation problems and issues relating to safety, congestion, bottlenecks, and lack of access to multimodal transportation facilities in their areas. One of the major focus areas of this program is to develop conceptual design recommendations that address identified regional multimodal transportation needs with an emphasis on the most vulnerable roadway users. Another key focus area of the program is to explore potential strategies to mitigate the challenges that hinder residents from using multimodal transportation, especially non-auto modes such as walking, rolling, biking, and transit. The program strives to provide tools and resources to build capacity among stakeholders to enhance the planning and design of multimodal transportation infrastructure in the region.

Approach

Site-specific studies

Each year, the MPO undertakes two to three site-specific studies as part of the Multimodal Mobility Infrastructure Program. Staff use a range of factors to determine which particular studies to undertake. For targeted study selection, MPO staff typically reach out to MAPC subregions, municipalities, and other groups to identify corridors, intersections, curbs, and other areas of interest. MPO staff also refer to the LRTP Needs Assessment, MassDOT’s IMPACT portal, multimodal travel data, and other tools to identify further candidate locations. Study locations are screened by staff drawing on criteria used in the TIP scoring process, with particular emphasis placed on safety and equity. Final study selections are made in coordination with selected stakeholders. In addition to Complete Streets guidelines and operational and safety considerations, the analysis will concentrate on transit services, nonmotorized modes of transportation, curb usage, and truck activity along roadway segments.

Site-specific studies will provide communities with the opportunity to review the requirements of a specific study area, starting at the conceptual level, before committing design and engineering funds to a project. If the project qualifies for federal funds for construction of the recommended upgrades, the study’s documentation will be useful to MassDOT and the community.

Capacity-building tools and resources

Although MPO staff can study only two to three locations in a single year, staff has created a large repository of corridor and intersection studies over the last two decades. One goal through the Multimodal Mobility Infrastructure Program is to build capacity among our stakeholders, primarily municipal partners, to enable them to conduct similar studies on their own, especially if the scope of the study is relatively small. To that end, staff plan to develop a guidebook for designing and implementing a Complete Streets corridor, improved intersections, curb management, and other multimodal infrastructure projects. This guidebook will be provided to communities and implementing agencies, who may choose to fund improvements through various federal, state, and local sources, either separately or in combination.

Regional studies

Regional studies will explore various roadblocks to achieving a well-functioning multimodal transportation system. MPO staff plan to conduct one to two regional studies every year. Potential study topics will be selected with an eye towards supporting multimodal transportation and reducing auto-dependence. In addition to focusing on surface transportation modes (such as transit, walking, biking, and vehicles), staff plan to include marine transportation modes (such as ferries and water taxis) in the scope of our exploration to identify opportunities to shift more people away from using cars. MPO staff also plan to begin exploring connections between transportation and land use at a regional level, with a particular focus on transit-proximate areas in light of the recently passed MBTA Communities Act (Section 3A of MGL c. 40A).

Potential regional study topics may include investigating the dynamics of roadway pricing, exploring how people walking and biking may be exposed to dangerous levels of heat during heatwaves, understanding how bikesharing can facilitate higher public transit ridership, learning from mode shift efforts by peer agencies, and examining the effects of car-free streets.

FFY 2025 Anticipated Outcomes 

Anticipated FFY 2025 efforts include

• identifying specific locations to study using the revised selection criteria;
• providing recommendations for selected corridor improvements;
• providing recommendations for selected intersection improvements;
• contributing to transit service, access, and priority assessments through site-specific studies;
• learning from mode shift efforts by peer agencies;
• exploring how people walking and biking are affected by extreme heat; and
• creating the blueprint for a guidebook that can provide a roadmap for stakeholders interested in the planning and design of multimodal infrastructure.

Support to the MPO and its 3C Process

The activities described in this section support core MPO programs as well as those supporting the 3C planning process in general, collaboration with other agencies, and compliance with federal requirements. These activities include technical and administrative support to the MPO and its committees, as well as the development of materials supporting all MPO work.

• Support to the MPO and its Committees
• General Graphics
• General Editorial
• Transit Working Group (TWG) Support

Purpose

Under this program, staff implement MPO policies, plan and coordinate the delivery of information for MPO decision-making, and support the operation of the MPO and its committees. It also involves providing support for MPO meeting management and agenda planning.

Approach

Support to the MPO and its Committees

MPO staff perform the following tasks related to MPO board and committee meetings.

• Develop meeting agendas
• Prepare and distribute informational materials via email and the MPO’s website
• Plan in-person/hybrid meetings
• Set up digital arrangements for virtual meetings and audio/visual equipment for in-person meetings
• Attend and record meetings
• Complete meeting follow-up activities, such as maintaining the information flow for members of the MPO and the public, processing approved work scopes, preparing video-recording files, and documenting meeting minutes

Technical and process support is provided to the MPO’s UPWP Committee; Administration and Finance (A&F) Committee; CMP Committee; TIP Process, Engagement, and Readiness Committee; and other ad hoc committees. These committees conduct their work as follows:

• The UPWP Committee meets as needed to develop a UPWP for the upcoming FFY and to monitor expenditures and the progress of studies and programs in the current fiscal year.
• The A&F Committee meets periodically to make recommendations to the MPO on the staff’s operating budget, legal matters, and other administrative functions.
• The CMP Committee meets as needed to discuss the federally required CMP. Activities include developing and reviewing its TIP Intersection Improvement Program and making recommendations to the MPO.
• The TIP Process, Engagement, and Readiness Committee facilitates discussion about the TIP development process and improvements.

Staff also provide administrative activities that ensure the MPO’s compliance with federal requirements. This includes researching, analyzing, and reporting information on 3C planning topics and responding to federal recommendations from the MPO’s Certification Review, among others. Staff also implement federal and state legislation, such as the Bipartisan Infrastructure Law requirements (see Chapter 2 and Appendix E).

This work also includes collaboration with other agencies involved in 3C planning activities, other Massachusetts MPOs (particularly those in the Boston region urbanized area), and MAPC subregional municipal groups. To support this collaboration, staff support updates to governing Memoranda of Understanding between the Boston MPO and partner agencies when necessary.

Other activities include overseeing 3C program-related activities, collecting and fielding comments and inquiries, and responding to requests for information and support.

General Graphics

The graphic design staff develop presentations, maps, charts, illustrations, reports, guidebooks, and a range of other public-facing designed materials in support of MPO programs and projects. Staff monitor the consistent use of the MPO name, logo, and color palette in print and digital products. The MPO conducts its transportation planning activities and public engagement process in accordance with federal regulations governing accessibility standards. Staff produce materials that adhere to these regulations as appropriate to ensure all people have access to MPO materials and therefore can meaningfully engage with the transportation planning process, regardless of background or ability.

General Editorial

The editorial staff review and edit reports, memoranda, work scopes, guidebooks, presentations, meeting agendas, and other public-facing materials, as well as documents internal to CTPS. The editorial process focuses on producing clear and understandable content, making improvements to document structure, correcting grammar, ensuring proper word usage, and adhering to accessibility requirements. The editorial staff apply the Chicago Manual of Style rules and guidelines from the CTPS Editorial Style Guide when reviewing copy. Other guidelines are produced as needed for staff to refer to when producing documents.

Transit Working Group Support

The TWG meets as needed to discuss trending topics in transportation or pressing issues around the region. MPO staff support includes the following activities:

• planning programs and meetings,
• scheduling speakers and developing presentations,
• preparing and distributing agendas, meeting notices, informational packets, and meeting summaries,
• facilitating and presenting at meetings,
• soliciting new members and maintaining contact lists,
• implementing and updating transit working group procedures, as necessary,
• gathering feedback from the TWG participants to inform MPO activities and decision-making,
• assessing the success and direction of transit working group activities, and
• updating the MPO on TWG activities.

FFY 2024 Anticipated Outcomes

• Host approximately 24 MPO meetings and 20 MPO subcommittee meetings, and perform the associated tasks and pre- and post-meeting logistics
• Coordinate 3C planning and programming activities and programs
• Coordinate with state and federal partners
• Coordinate with neighboring MPOs, including participating in coordination meetings with our northern, southern, and western neighboring MPOs and attendance at monthly Transportation Managers’ Group meetings
• Produce maps, charts, illustrations, report covers, brochures, slides, StoryMaps, guidebooks, presentations, photographs, and other products that enhance the communication of MPO work to the public
• Produce materials in accessible formats for public meetings and website postings
• Maintain accessible document templates
• Maintain and update accessibility guidelines and standards for MPO products as needed
• Provide quality control for written materials
• Maintain standards for accessibility in written materials
• Maintain editorial guidelines and update as necessary
• Develop resources to support working group meetings and activities
• Hold TWG meetings and update the MPO board about TWG discussions and concerns
• Support communication for and about MPO work using email, social media, and the MPO website
• Provide information for the MPO about TWG meetings
• Provide regular updates on the Certification Review Action Plan

Back to top

Chapter 4: Boston Region MPO Discrete Studies and Technical Support

Introduction

As described in Chapter 1, each federal fiscal year (FFY), the Boston Region Metropolitan Planning Organization (MPO) receives federal transportation planning funds from the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA). Combined with the local Massachusetts Department of Transportation (MassDOT) matching amount, these funds form the budget that allows the MPO staff—Central Transportation Planning Staff (CTPS)—to accomplish the MPO support and 3C planning activities described in Chapter 3; the discrete studies and technical support activities described in this chapter; and the administrative tasks and information technology resource management described in Chapter 5.

This chapter describes two types of work—the discrete studies that are selected for the fiscal year based on the engagement process described in Appendix C, and the ongoing technical analysis and support studies that staff will conduct for communities or transportation providers in the region. Each UPWP documents progress on the previous year's studies and describes upcoming discrete studies and types of work to be undertaken in the ongoing technical analysis and support activities. The MPO tracks the progress of these studies, which are categorized as follows:

• Completed Discrete Studies: Completed studies are either already complete or expected to be completed by October 1, 2024, when the FFY 2025 UPWP document goes into effect. Table 4-1 (MPO-funded discrete studies) provides a summary of these studies, their funding amounts, and their work products or activities.
• FFY 2025 Technical Analyses and Support Studies: MPO staff provide technical assistance to communities or transportation agencies throughout the region each year. Table 4-2 summarizes the salary and overhead costs for these studies in FFY 2024 and FFY 2025, as well as the completed and planned work products.
• FFY 2025 Discrete Studies: Each year, discrete studies are selected through a prioritization process applied to a broad range of ideas collected through MPO engagement of staff and stakeholders. More information about the process can be found in Appendix C.  These studies are approved for funding as one-time studies with clearly defined deliverables in a given fiscal year. Table 4-3 contains a summary of the discrete studies for FFY 2025.

In addition, the Metropolitan Area Planning Council (MAPC), an MPO member organization, conducts planning studies and technical assistance throughout the region (see Chapter 6, Metropolitan Area Planning Council Activities).

The project descriptions throughout this chapter describe new transportation planning studies chosen for funding in FFY 2025. They also provide detailed descriptions for the FFY 2025 funding and work products for the MPO’s ongoing programs.

Some titles of these products and activities may change as they are finalized. All certification documents and many other work products are, or will be, available for download from the MPO website (www.bostonmpo.org). Work products not found on the MPO website may be requested by contacting CTPS at 857.702.3700 (voice), 711 (MassRelay), or ctps@ctps.org (email).

Table 4-1
Completed MPO Funded Discrete Transportation Planning Studies,
FFYs 2023–24

Table 4-2
FFY 2025 Boston Region MPO Technical Analyses and Support

*This program is shared between MAPC and CTPS. The description for this work can be found in Chapter 4, while the funding amount shown here reflects the combined funding from MAPC and CTPS.

Table 4-3
FFY 2025 MPO Funded Discrete Transportation Planning Studies

Discrete Planning Studies

The project descriptions in this section describe the discrete studies chosen by the MPO for funding in FFY 2025. As described in Chapter 2 and Appendix B, CTPS gathers discrete study ideas each year and classifies them into the following categories: active transportation; land use, environment, and economy; multimodal mobility; transit; other technical work; resiliency; and transportation equity. Each of the project descriptions on the following pages begins with a funding table that shows the project identification number, category, funding sources, and total budget.

Bluebikes and MBTA Connections

Purpose

One of the most often cited challenges to using urban rail transit is the lack of first- and last-mile connections. Public bikesharing systems, such as Bluebikes, have the potential to address this concern by making it easier for some people to access rail transit stations. Of course, much depends on where the stations are located and who has the ability and willingness to bike (amidst valid concerns about safety and inclement weather). In recent years, MPO staff have engaged in several projects relating to bikesharing use in the region. Building on these prior efforts, it is time to examine several questions: What is the relationship between Bluebikes and the MBTA? Do Bluebikes improve connectivity to the MBTA, and, if so, what are the conditions that enable such a relationship? Do people use Bluebikes as an alternative to the MBTA and, if so, what kinds of transit trips are most likely to be substituted?

This study is a fundamental exploration to gain a better understanding of multimodality in the region, so that a more efficient regional transportation system that accounts for the complementary as well as competitive nature of other non-auto modes can be designed. Extending this exploration, MPO staff could apply an analytic framework to examine the effect of transit service disruptions (such as the Orange Line shutdown or more recent service disruptions, especially along the Green Line) on Bluebikes usage. This exploration could reveal to what extent regular transit riders use Bluebikes when transit is not available or simply too onerous to use.

Approach

MPO staff will leverage openly accessible Bluebikes trip data and station location data, in addition to transit station location and route data from the MBTA, to construct a framework that can classify which Bluebikes trips can be categorized as complementary and which ones seem to be substituting for transit. We intend to apply this framework to understand how these relationships change by space (across different neighborhoods) and time (across seasons). Time permitting, we may also explore the application of this framework to examine the effect of recent transit service disruptions.

FFY 2025 Anticipated Outcomes

The anticipated outcome of this study is a report that describes the framework and outlines the findings from the application of this framework. Additionally, the report will include recommendations about how more complementary connections can be designed between Bluebikes and transit, which will help inform the expansion of the Bluebikes network to new municipalities.

Roadway Pricing: Balancing the Need for a Transition to Sustainable Mobility with Equity Considerations

Purpose

MPO staff recently presented their takeaways from interviews with a range of roadway-pricing program administrators around the country and proposed key recommendations for things to consider if a similar strategy were to be adopted in the Boston region. With the possibility of widespread adoption of electric vehicles looming on the horizon (and being encouraged by both the State and the Federal administrations), the gas tax may not remain a viable fiscal source to support public transit. While electric vehicles may have lower tailpipe emissions than their fossil fuel-fueled counterparts, they are unlikely to entirely solve the many challenges associated with auto-dependence. MPO staff will build on their recent study to further explore the idea of roadway pricing but with more focused attention to the Boston region. The objective of this study is to analyze current driving patterns and explore the effects of hypothetical roadway-pricing scenarios on revenue generated, reduction in vehicle-miles traveled, and equity.

Approach

Using data from the Massachusetts Vehicle Census and Replica (a large mobility data provider), MPO staff intend to examine vehicle-miles traveled by different communities within our region. Such an analysis will allow us to provide estimates of revenue generated by different pricing strategies (such as cordon pricing around a particular central zone, or a direct tax on miles traveled). It would also be possible to examine the disparate impacts of such policies on different communities and, thereby, advocate for targeted discounts or subsidies for environmental justice communities and those who are forced into car ownership by a lack of high-quality alternatives.

FFY 2025 Anticipated Outcomes

The anticipated outcome of this study is an interactive visual document (such as a StoryMap) or report describing the different hypothetical roadway-pricing scenarios that were considered and summarizing the results of the scenario analysis.

Decarbonizing the Freight Sector: Exploring the Potential for Using E-cargo Bikes for First- and Last-Mile Freight Deliveries

Purpose

Globalization coupled with a post-pandemic shift to online shopping has increased our dependence on freight, especially in urban areas. While freight vehicles deliver a wide variety of products, including food, consumer goods, and fuel, residents in the Boston region have expressed concerns about the growing number of trucks as well as small- and medium-sized freight delivery vehicles passing through and stopping in their neighborhoods. Some regions, both within the U.S. and around the world, are experimenting with a regional freight delivery system. Such a system depends on the establishment of neighborhood freight hubs where freight vehicles transport cargo that is then transported by e-cargo bikes to final destinations and peoples’ homes.

In addition to “traditional” freight deliveries, e-cargo bikes are also thought of as a promising alternative to car-oriented food delivery systems. The City of Boston is currently running a pilot called ‘Boston Delivers” for local businesses in Allston and Brighton. Building on this recent effort, MPO staff will explore the potential for establishing neighborhood freight hubs and using e-cargo bikes for first- and last-mile freight deliveries across the Boston region (or in the Inner Core of the region, at the very least). This system could help address the urgent need to decarbonize the freight sector and mitigate the various other concerns residents regularly voice over the increased presence of freight vehicles near their homes.

Approach

MPO staff will identify past, ongoing, and planned e-cargo bike pilots and programs across the country. Having created this list, staff will reach out to key personnel involved in these efforts to interview them about their experience of the key challenges and opportunities associated with such initiatives. These interviews will inform a follow-up analysis of which locations in the Boston region (or the Inner Core) might be suitable for establishing neighborhood freight hubs. Finally, MPO staff will provide recommendations for municipalities aiming to establish such hubs and use e-cargo bikes for first- and last-mile freight deliveries.

FFY 2025 Anticipated Outcomes

The anticipated outcome of this study is a report that will describe past, ongoing, and planned e-cargo bike pilots across the country, summarize the key findings from the interviews, and provide recommendations for the establishment of neighborhood freight hubs supported by e-cargo bikes for first- and last-mile freight deliveries in the Boston metropolitan region.

Technical Analysis and Support

The project descriptions in this section consist of ongoing MPO programs that provide technical planning assistance, support, and analyses to cities, towns, and other entities throughout the region. The major areas of technical analyses include transit service planning and community-level transportation planning and technical assistance.

Roadway Safety Audits

Purpose

This program supports MPO staff participation in roadway safety audits (RSAs).

Approach

An RSA, as defined by FHWA, is a formal safety performance examination of an existing or future road or intersection by an independent audit team. MassDOT guidelines require RSAs to be conducted where Highway Safety Improvement Program-eligible crash clusters are present. The program has expanded to cover additional high-crash locations and individual crash types, such as pedestrian- and bicycle-crash hot spots. The RSA examines the location to develop both short- and long-term recommendations to improve safety for vehicles, for people walking and for people biking. These recommendations help communities identify safety improvements that can be implemented in the short term and determine if more substantial improvements are needed as part of a larger, long-term improvement process.

Audit teams include MassDOT headquarters and district office staff, MassDOT consultants, municipal planners and engineers, local and state police, local emergency response personnel, and CTPS personnel, as requested. In the RSA process, the audit team (1) reviews available crash data; (2) meets and communicates with local officials, planners, engineers, and other stakeholders; (3) visits the site to observe traffic operations and identify safety issues; and (4) develops and documents recommendations.

FFY 2025 Anticipated Outcomes

Anticipated outcomes include the following:

• Participate in RSAs as requested by MassDOT
• Document RSA recommendations

Community Transportation Technical Assistance Program

Purpose

Through this ongoing program, MPO staff and MAPC staff provide technical advice to municipalities throughout the region on local transportation issues of concern.

Approach

In this program, a team of MPO staff and MAPC engineers and planners will meet with community officials to learn more about the transportation problems that the community identified, such as those related to parking, traffic calming, freight movement, walking, bicycling, and transit locations.

Technical assistance activities may include the following:

• A site visit with local officials to understand the potential problem, review existing data, and make suggestions for additional data that may be needed
• Analysis of the problem and identification of potential solutions including conceptual designs for some project locations
• Support with the various planning processes at MassDOT, the MBTA, the MPO, and MAPC, as well as guidance on how communities can get involved.

The number of technical assistance cases will depend on the funding amount and the complexity of the specific technical assistance requests from municipalities. MAPC and CTPS will coordinate and collaborate on a case-by-case basis.

FFY 2025 Anticipated Outcomes

MPO staff will provide technical assistance to municipalities as described above and will document the work, recommendations, and outcomes of these consultations in the form of technical memoranda.

Regional Transit Service Planning Technical Support

Purpose

Through this ongoing program, the MPO provides technical support to regional transit authorities (RTAs), municipalities, MAPC subregions, and transportation management associations (TMAs). This work is focused on improving or expanding transit service and reducing single-occupancy-vehicle (SOV) travel in the region.

Approach

The MPO’s policy is to support transit services and reduce SOV travel in the region. As such, MPO staff provide technical support to RTAs to promote best practices and address issues of ridership, cost effectiveness, route planning, first- and last-mile strategies, and other service characteristics. The MPO also extends support to TMAs, MAPC subregions, and municipalities seeking to improve the transit services that they operate or fund. Past technical assistance work has resulted in memoranda such as MWRTA Sunday Service Feasibility Report (FFY 2020), Analysis of Potential Shuttle Service in Hingham (FFY 2020), City of Peabody Transit Feasibility Study and Survey on Transit Demand (FFY 2022), as well as support to the Town of Sudbury (FFY 2023).

FFY 2025 Anticipated Outcomes

MPO staff will provide technical assistance to RTAs, municipalities, MAPC subregions, and TMAs as described above and will document the work, recommendations, and outcomes of these consultations in the form of technical memoranda.

Back to top

Chapter 5: Resource Management and Support Activities

Introduction

Central Transportation Planning Staff (CTPS) conducts ongoing information technology (IT) and other activities to support the core activities and studies of the Boston Region Metropolitan Planning Organization (MPO).

For each activity described in this chapter, we cite the purpose of the work, explain how the work is accomplished, and provide a summary of the anticipated federal fiscal year (FFY) 2025 work products. The budget tables at the head of each project description give salary and overhead costs associated with the projects. The Direct Support section includes direct costs related to the projects. 

Table 5-1 provides a summary of the funding assigned to each of the activities described in this chapter that were also assigned in FFY 2024, a summary of the work products and/or progress made in FFY 2024, the funding proposed for each of these activities in FFY 2025, and the anticipated work products and/or progress in FFY 2025.

Although many of the activities in this chapter generally comprise similar tasks from year to year, budget variations often reflect more significant or lesser emphasis on certain efforts. Where appropriate, these differences are explained in Table 5-1.

Table 5-1
CTPS Ongoing Resource Management and Support Activities, FFY 2025

CTPS Activities

The following sections contain details on the administration, resource management, and support activities undertaken by CTPS each FFY.

Information Technology Resource Management

Purpose

Managing IT resources involves inventory management, resource allocation, performance monitoring, cost management, security implementation, disaster recovery planning, compliance adherence, vendor management, and user support to optimize utilization, mitigate risks, and align IT strategies with agency needs.

Approach

CTPS performs the following subtasks as part of information technology resource management.

6025 Information Technology (IT) Resource Management

01 Project Coordination

Meetings are held with internal staff and occasionally MAPC staff to coordinate and discuss IT-related projects.

02 System Administration

System administration encompasses the setup, configuration, maintenance, and optimization of IT infrastructure, including servers, networks, operating systems, and databases, to ensure their reliability, availability, and performance in support of agency goals and user requirements. Based on the IT strategy plan, the implementation of these tasks, including updating the disaster recovery plan for the agency, are included in system administration.

03 Security Administration

Security administration involves overseeing the setup, maintenance, and protection of IT systems, networks, and data through user management, system configuration, patch management, access control, vulnerability scanning, incident response, and security policy enforcement to ensure optimal performance and security against cyber threats. Review all reports generated from cybersecurity-related tools.

04 IT Documentation

IT documentation involves creating, maintaining, and organizing comprehensive records and guides detailing IT systems, networks, applications, configurations, procedures, and policies to facilitate effective communication, troubleshooting, knowledge transfer, and compliance adherence within the agency.

05 IT Resource Management

IT resource management entails strategically allocating, optimizing, and overseeing IT assets, including hardware, software, personnel, and budget, to support agency objectives and maximize efficiency.  It also requires managing relationships with IT vendors to ensure timely delivery of products and services. This includes negotiating contracts, evaluating vendor performance, and resolving disputes. This also includes creating an implementation plan for the IT strategy and website infrastructure accessibility review.

06 User Support and Assistance

This subtask includes providing technical support to end-users to help them resolve IT-related issues. This may involve troubleshooting hardware or software problems, training on new technologies, and providing user manuals.

07 Website Administration

Website administration consists of managing and maintaining the technical aspects of a website, including server configuration, content updates, user management, security protocols, performance optimization, and troubleshooting, to ensure its functionality, accessibility, security, and overall effectiveness in meeting agency goals and user needs. Staff will research and evaluate alternatives for a new website platform. Other distribution channels for information delivery may also be considered.

08 Database Administration

Database administration involves tasks such as user management, monitoring database performance, allocating storage, and applying patches and upgrades.

FFY 2025 Anticipated Outcomes

In addition to working on the above-mentioned tasks, staff will produce an updated disaster recovery plan and implement the recommendations from the IT strategy plan.

Professional Development

Purpose and Approach

CTPS maintains its technical expertise in part by participating in courses, programs, and workshops offered by the Federal Highway Administration, the Federal Transit Administration, the Transportation Research Board, the Association of Metropolitan Planning Organizations (AMPO), the Institute of Transportation Engineers, and other public, private, and nonprofit organizations. Previous professional development endeavors have been related to topics such as performance-based planning, traffic engineering issues and applications, regional modeling, bicycle and pedestrian issues, transit planning, public involvement, environmental justice, air quality, computer operations and maintenance, database applications, and other areas related to the provision of technical support services.

FFY 2025 Anticipated Outcomes

Staff will attend conferences, peer exchanges, training, and other enrichment and professional advancement opportunities.

Direct Support

Purpose

Through this activity, CTPS provides integral direct support for all CTPS projects and functions.

Approach

IT Equipment

IT needs are included in the CTPS Three-Year Plan for IT Resource Development. The three-year plan includes hardware and software that are considered major reinvestments or that cost more than $5,000 per single item.

Consultants

Consultants are hired periodically to perform specialized, time-specific tasks as project work demands.

Membership Dues

Annual membership dues are paid to the Association of Metropolitan Planning Organizations, which is the transportation advocate for the metropolitan regions, committed to enhancing the MPOs’ abilities to improve metropolitan transportation systems.

Printing

Project-specific printing costs, such as those for surveys, maps, reports, presentation boards, and other informational materials, are included in this budget.

Travel

Periodically, the US Department of Transportation, Association of Metropolitan Planning Organizations, Transportation Research Board, and other organizations sponsor courses and seminars that enhance staff’s ability to do project work. The costs of registration, travel, and lodging associated with attending such programs are direct-support expenditures. Mileage, tolls, and parking expenses related to project work are also charged as direct-support expenditures.

Translation and Interpretation Services

To meet the needs of people with limited English proficiency, CTPS translates vital documents into the six most widely spoken non-English languages in the MPO region, currently Chinese (both traditional and simplified), Haitian Creole, Portuguese, Spanish, and Vietnamese. Translation expenses are considered a direct cost. CTPS also provides real-time interpretation of meetings and events upon request with one week of advance notice, which is also considered a direct cost.

Other

Other expenditures may become necessary during the term of this Unified Planning Work Program, such as software for particular project work, equipment for conducting passenger surveys, or data collection equipment, which may be funded through this line item.

FFY 2025 Anticipated Outcomes

Direct costs include computers, AMPO membership dues, in-state project-related travel, out-of-state travel associated with staff attendance at professional and training conferences, translation and interpreter services, and other appropriate costs.

Back to top

Chapter 6: Metropolitan Area Planning Council Activities

INTRODUCTION

The Metropolitan Area Planning Council (MAPC) receives approximately 20 percent of the Boston region’s annual combined 3C PL and §5303 funding. With this funding, MAPC staff conduct various studies, technical analyses, and outreach and support activities to help fulfill the Boston Region Metropolitan Planning Organization’s (MPO) functions as a regional planning body. The Massachusetts Department of Transportation (MassDOT) provides the match to both the Federal Transit Administration and Federal Highway Administration funds described in this chapter.

Table 6-1
UPWP-Funded MAPC Activities, FFY 2025

* Asterisk denotes that this section is also included in Chapter 5.

MAPC PLANNING STUDIES AND TECHNICAL ANALYSES

MAPC conducts transportation planning studies through four ongoing programs: Corridor/Subarea Planning Studies, Alternative Mode Planning and Coordination, MetroCommon 2050 Implementation, and Land Use Development Project Reviews. MAPC and Central Transportation Planning Staff (CTPS) also collaborate on the Community Transportation Technical Assistance Program (MAPC5), which is described in Chapter 4.

Corridor/Subarea Planning Studies

Purpose

These studies include funding to support MAPC’s work on several corridor and subarea studies in the region. Some of these projects will be funded jointly through the UPWP and other funding that MAPC receives through its assessment on municipalities, state contracts, and other planning grants.

Approach

This task is accomplished through the following subtasks.

Parking Planning and Research in Selected Communities ($55,000)

The goal is to address the challenges that municipalities face from both requiring too much parking through local regulation and not managing their existing parking supply, both on and off-street. This work may also identify whether space that is currently dedicated for parked cars could be more efficiently used for other transportation or land use purposes. MAPC will work with selected municipalities to conduct research and data collection to develop parking plans and policy changes to build more housing, stimulate local economic prosperity, reduce congestion caused by circling vehicles, help municipalities plan for greater land use density, and encourage mode shift away from single-occupant vehicle trips. This work will involve on- and off-street parking, as well as understanding trade-offs associated with repurposing on-street parking for dedicated bus lanes, bike lanes, or wider sidewalks. This work would benefit local air quality and congestion by managing parking supply and demand and creating places where people can park once and then walk to multiple destinations. In locations where parking requirements can be reduced, the number of households with one or more vehicles could decline, which could result in higher percentages of walking, biking, and transit ridership.

Supporting MBTA Bus Network Redesign Implementation ($55,000)

MAPC will support the Massachusetts Bay Transportation Authority’s (MBTA) Bus Network Redesign, a multifaceted planning effort to improve the bus system through bus priority infrastructure, a redesigned bus network with changed and new routes, and improved bus stops. MAPC will help convene municipal officials and other stakeholders to coordinate planning. MAPC will provide technical assistance at the corridor level to understand the trade-off of repurposing parking or travel lanes for more dedicated bus space. MAPC will support community engagement and related planning at the corridor level. 

Corridor/Subarea Multimodal Transportation Planning ($75,000)

MAPC will work in a selected subregion or roadway corridor to coordinate multimodal transportation planning, safety improvements, and transit service operations to be implemented by MassDOT, MBTA, regional transit authorities, transportation management agencies, the Department of Conservation and Recreation (DCR), employers, and/or municipalities with local land use planning to achieve livability and smart growth goals. This work will also include identification of areas in the region that face “transportation insecurity” with low auto ownership rates, lack of convenient public transit, and poor pedestrian infrastructure. The goal is to provide more mobility options for a variety of different users and trip types, as well as safer conditions for all users.

Coordinated Housing and Transportation Planning ($75,000)

MAPC will work with selected municipalities to help them comply with the new state requirement to allow for multifamily residential development near MBTA transit stations. MAPC will support zoning, transportation planning, transportation demand management, and other activities to establish transit-oriented housing as required by Section 3A of M.G.L. Chapter 40A. MAPC will also conduct regional research on topics related to this new state law to support more cities and towns to comply with the requirement and create transit-oriented neighborhoods. MAPC selects municipalities that respond to the Technical Assistance Program’s annual call for concepts.

FFY 2025 Anticipated Outcomes

• Activities and expected work products related to Local Parking Plans and Policy, including parking use data collection, analysis of data, and recommendations to municipalities in the form of a report.
• Activities and expected work products related to Supporting MBTA Bus Network Redesign include coordination meetings, corridor level data collection and technical memos, community engagement meetings, survey information, and data visualization. 
• Activities and expected work products related to Corridor/Subarea Multimodal Transportation Planning include identifying mobility solutions, conceptual designs, pilot projects, data and analysis to inform recommendations, and a technical report summarizing findings.
• Activities and expected work products related to Coordinated Housing and Transportation Planning, including new zoning and transportation plans that enable transit-oriented housing.

Active and Carbon-Free Planning and Coordination

Purpose

MAPC provides alternative-mode transportation-planning support to the Boston Region MPO and municipalities that focuses on non-single-occupancy vehicle modes and promoting zero emission vehicles (ZEV). This work benefits bicycle and pedestrian transportation, encourages transit in areas that currently are underserved by existing regional transit authorities, improves the region’s understanding of transportation network companies, advances ZEVs, and identifies and supports transportation demand management strategies.

Approach

This area of work is accomplished through the following subtasks.

Zero Emission Vehicle Support ($95,000)

MAPC will support municipalities in planning for ZEVs, such as electric vehicle charging infrastructure, transitioning or retrofitting municipal fleets, advancing electric school buses and electric cargo bikes, promoting zero emission car sharing and ride-hailing, and other initiatives. This work will increase the number of ZEVs in the region, thereby helping the state meet greenhouse gas (GHG) emission reduction goals.

Bicycle and Pedestrian Planning ($30,000)

MAPC will work with municipalities to identify local bicycle and pedestrian improvements with a focus on closing sidewalk gaps, implementing separated bicycle facilities, supporting bike and pedestrian safety plans, complete streets prioritization plans, and other improvements at the local level. This work will lead to safer infrastructure, increase the rate of cycling and walking in the region, and decrease bicycle and pedestrian injuries.

Regional Bike Share Planning ($40,000)

MAPC will continue to support municipalities in the region to plan for the implementation and expansion of the Bluebikes bicycle sharing program. This work will include analyzing trip data, coordinating funding opportunities, planning for additional electric bikes, and supporting the next procurement process for a system operator.

Regional Greenway Planning and Mapping ($110,000)

MAPC will continue to work with MassDOT, CTPS, DCR, Executive Office of Energy and Environmental Affairs, municipalities, other regional planning agencies, and trail organizations to plan, map, design, and implement portions of a regional bicycle and pedestrian network of off-road and on-road connections (a greenway) that form a contiguous system around greater Boston. In 2015, MAPC worked with the above-cited partners to develop the branding of this system named the LandLine. The trails consist of shared-use paths along former railroad rights-of-way, hiking trails through conservation land, and historic corridors that connect points of interest. The binding theme of the proposed and completed corridors is creating attractive places to walk, bike, or otherwise travel through low-traffic or no-traffic green areas.

FFY 2025 Anticipated Outcomes

• Planning to support deployment of ZEVs and related infrastructure.
• Data collection, research, and analysis to support completed bicycle and pedestrian plans in selected municipalities.
• Technical support for bicycle and pedestrian improvements.
• Support for regional trail and greenway development.
• Support, technical analysis, coordination, and research in support of the Bluebikes bikeshare system.

MetroCommon 2050: Greater Boston’s Next Regional Vision 

Purpose

This task continues to support the ongoing coordination and implementation of our regional plan, MetroCommon 2050, the Boston region’s 30-year comprehensive plan (through the year 2050) for sustainable, equitable growth and development. The new plan establishes goals for topics including mobility, climate mitigation, and resiliency, as well as actionable recommendations needed to accomplish these goals. The agency is developing a new strategic plan and aligning its annual workplan and technical assistance priorities to implement the recommendations of MetroCommon.

Approach

This work is accomplished through the following subtasks.

MetroCommon 2050 Implementation and Education ($45,000)

Changing demographics and location preferences, planned investments in public transportation, and emerging transportation technologies will have a profound influence on the Boston region in the decades ahead. The regional plan includes recommendations for improving mobility, reducing GHG emissions from the transportation sector, and expanding the access, capacity, and affordability of public and active transportation. This task will include outreach and education to municipal leaders about the mobility-focused recommendations, including opportunities to identify transportation investments that will help unlock redevelopment in mixed-use locations. Examples of planning processes that we will be supporting include the MBTA, 3A Communities rezoning work, and regional development and preservation priority plans.

Building Constituencies for Local, Regional, and State Decisions that Enable Livable Communities and Sustainable Transportation ($45,000)

MAPC will continue to work with municipal and state officials and residents to seek changes in land use that will support livable communities and sustainable transportation. This will include engaging the public in planning and dialogue that enhances equitable transit-oriented development planning, and influences other decision-making to improve development outcomes, transportation opportunities, and reduction of GHG emissions. As part of the plan update, MAPC will hold regional discussions regarding challenges and opportunities in making long-term improvements to the Boston region’s transportation system, including restoring and expanding service to equitable transit-oriented development locations. This is especially critical with the new state law that requires cities and towns to zone for multifamily districts around transit stations. Task outputs are expected to include engaging at least 500 people with a focus on diverse and underserved communities and partnering with organizations that serve those communities. Outputs also include hosting at least 10 different events or activities as part of the engagement.

Research and Evaluation that Support Livable Communities and Sustainable Transportation ($45,000)

Incorporation of best practices and evaluation is important to improving MAPC’s work and for advancing implementation at the local and state levels. Transportation and integrated land use planning practices will be evaluated to determine if improvements can be made to our practices, with a particular emphasis on evaluating the equity outcomes and processes of these plans. Best practices from other regions will also be evaluated for their applicability in Greater Boston.

FFY 2025 Anticipated Outcomes

Anticipated outcomes include a stronger constituency for sustainable land use and transportation investments and programs; case studies or best practices for regional and local mobility; and local commitments to implement the regional plan’s recommendations.

Land Use Development Project Reviews

Purpose

This task supports MAPC’s review of potential development projects in the region. In particular, MAPC will review projects for consistency with its sustainable land use and transportation goals, impacts on the transportation network and projects identified in the Transportation Improvement Program (TIP) and Long-Range Transportation Plan (LRTP), and consistency with the MPO’s Economic Vitality goals.

Approach

MAPC tracks all projects reviewed in the region under the Massachusetts Environmental Policy Act (MEPA) and provides a regional-planning analysis to MassDOT and the Secretary of Energy and Environmental Affairs for all developments considered to have significant impact. Special attention is given to mitigation and planning requirements that serve to reduce auto travel by encouraging carpooling, transit, parking regulations, and other travel demand management techniques. MAPC coordinates these reviews with MassDOT and the municipalities, and works with MassDOT to identify updated requirements to be included in the transportation impact assessments that must be conducted by developers.

MAPC also reviews notices of offered railroad property from MassDOT, consults with municipalities as necessary, and provides appropriate input. Often, these notices involve rail trails, but they also may involve other types of proposed developments.

FFY 2025 Anticipated Outcomes

Anticipated outcomes include analyses and reports of MEPA reviews, development of mitigation recommendations, coordination with municipalities and transportation agencies, maintenance and updates of MAPC’s development database, and input into the project evaluations for the TIP and LRTP. In addition, MAPC will continue to review and respond to notices of offered railroad property.

MAPC ADMINISTRATION AND SUPPORT ACTIVITIES

The following section contains details on the administration, resource management, and support activities undertaken by MAPC every federal fiscal year.

MPO/MAPC Liaison and Support Activities

Purpose

This task includes working with MPO members and staff to establish work priorities and meeting agendas. It also includes implementing the continuous, comprehensive, and cooperative (3C) transportation planning process and engagement in regional transportation planning led by MassDOT, the MBTA, or municipalities in the region. It also includes reporting to the MAPC executive committee, MAPC council members, MAPC subregions, and MAPC staff on MPO activities to ensure strong coordination of land use and transportation planning across the region.

Approach

Statewide and Regional Planning Committees and Processes ($108,000)

In addition to participating in the Boston MPO process, MAPC actively participates in and attends statewide and regional planning committees, task forces, working groups, and commissions to represent the interests of the region, with a particular focus on the critical links between land use and transportation. These committees include the Massachusetts Association of Regional Planning Agencies; Regional Coordinating Councils; MassDOT and MBTA board meetings; and various MassDOT, MBTA, or municipally led transportation working groups or study advisory committees. MAPC will also be actively involved in regional transportation plans and programs related to land use and transportation. Advisory committees may change from year to year as studies are started or completed, but participation in various advisory committees is an ongoing task.

Support the Public Participation Process for Metropolitan Planning Documents ($10,000)

MAPC provides education and outreach for a wide variety of transportation-related and land use-related topics in the region, with emphasis on outreach through the subregions to municipal officials. MAPC also supports CTPS in its outreach to environmental justice communities, older adults, and people with disabilities.

MPO Elections ($10,000)

Working with the MBTA Advisory Board, MAPC will coordinate and implement annual elections for municipal representatives in the MPO.

Performance-Based Planning and Programming (PBPP) ($10,000)

MAPC will review PBPP targets and follow progress toward meeting targets and objectives, with a focus on coordinating state, local, and regional safety planning and goal setting.

TIP Development and Project Evaluation ($35,000)

MAPC will work with CTPS to advance the Transportation Improvement Plan via an annual process that is transparent and engaging for MPO members and the public. MAPC will support CTPS to update the TIP scoring criteria as necessary and to advise CTPS about the land use and economic-development aspects of the TIP evaluation. MAPC will evaluate and work with municipalities to advance TIP projects.

MPO Agenda Setting, Meetings, and Coordination ($25,000)

MAPC will work with CTPS and MassDOT to develop MPO meeting agendas and presentations and participate in MPO processes.

FFY 2025 Anticipated Outcomes

Outcomes of this program will result in interagency coordination; work scopes and agendas; participation in advisory and corridor committees; public participation and outreach; reports to the MAPC executive committee, MAPC Council members, MAPC subregions, and MAPC staff; MPO elections; PBPP targets and data; LRTP scenarios; TIP criteria update and project evaluations; and attendance at relevant meetings.

UPWP Support

Purpose

This task supports MAPC’s management and oversight of UPWP-funded planning studies, projects, and programs, including preparing updates and budget information in monthly reports to MassDOT.

Approach

MAPC assists with the annual development of the UPWP and coordinates with MassDOT and CTPS to support development of UPWP project ideas and specific work scopes. Through community liaison and subregional support activities, MAPC staff also help communities identify and develop studies for inclusion in the UPWP.

FFY 2025 Anticipated Outcomes

MAPC staff will prepare UPWP project listings and monthly reports on UPWP activities. MAPC will assist with annual development of the UPWP and support development of specific project proposals and work scopes. MAPC staff will also assist communities in identifying and developing studies to be included in the UPWP through community liaison and subregional support activities.

Land Use Data and Forecasts for Transportation Modeling

Purpose

This task allows MAPC to support the MPO’s planning and decision-making by providing CTPS with detailed population, household, employment, and land use data (current conditions and scenarios of future growth) for transportation modeling and project evaluation. It also supports forecasting applications for municipal and subregional planning initiatives throughout the MPO and RPA region such as Housing Production Plans.

Approach

MAPC will continue to investigate, acquire, and improve additional sources of employment and built environment data to inform land use allocation modeling. MAPC will continue to refine and improve Zoning Atlas data and corresponding development capacity estimates that serve as key inputs to the land use allocation model. A major focus this year will be on collecting information about new zoning districts adopted pursuant to the MBTA Communities Multifamily mandate as they are approved and released by the Executive Office of Housing and Livable Communities.

MAPC will continue to monitor development projects that are being planned across the region and will maintain an up-to-date development database in an online portal at https://www.massbuilds.com/map. MAPC will support CTPS and MassDOT in applying these data for project evaluation or updates to the regional travel demand model.

MAPC will maintain the UrbanSim land use allocation model and will make incremental improvements as necessary. MAPC has developed methods to prepare updated land use forecasts on an as-needed basis for transportation project analysis, environmental permitting (MEPA modeling), or scenario modeling. As the 2027 Long-Range Transportation Plan socioeconomic projections update process approaches, MAPC will coordinate with UrbanSim on larger necessary upgrades and improvements to the model.

MAPC will continue frequent and regular communication and coordination with the CTPS modeling staff to support travel model improvements and integration of the land use allocation and travel demand models. MAPC will also help to plan and participate in webinars and other peer exchange opportunities, such as the Association of Metropolitan Planning Organizations Socioeconomic Forecasting subgroup quarterly meetings, involving other state, regional, and local agencies to improve our understanding of the state of the practice regarding demographic and land use forecasting.

FFY 2025 Anticipated Outcomes

Anticipated outcomes include new data sources; an improved land use allocation model; multiple demographic and land use scenarios for transportation modeling; updated development data and analysis; documentation; and mapping products to support advanced transportation modeling.

Subregional Support Activities (MAPC)

Purpose

The Boston Region MPO area consists of 97 cities and towns. The region is subdivided into eight geographic areas that are represented by subregional councils comprising municipal officials, business leaders, community-based organizations, and other local participants. MAPC staff planners are assigned as coordinators to each of the subregional groups to help members develop an understanding of subregional and regional transportation and land use issues. This project supports community involvement in the development of transportation planning documents.

Approach

Subregions jointly identify and review the transportation priorities in their areas and recommend subregional projects and priorities for the TIP, LRTP, UPWP, and the MassDOT and MBTA capital investment plans.

Subregional coordinators and MAPC transportation staff report to the MPO through formal and informal communications. MAPC subregional groups will continue to participate in local corridor advisory committees whenever these committees are appropriate vehicles for working on projects in their areas. The subregions will continue to identify priority transportation needs, plan for first- and last-mile connections to transit, identify regional trail connections, pilot new technology to support increased mobility, and support planning for transit-oriented housing around MBTA stations.

MAPC staff ensures timely discussions of transportation-related issues by placing the topics on meeting agendas, leading and participating in the discussions, and distributing appropriate documents and notices relating to region and statewide transportation meetings.

FFY 2025 Anticipated Outcomes

Outcomes of this program include preparing monthly meeting agendas for transportation topics at subregional meetings; coordinating with transportation agencies; reviewing transportation studies in subregions; supporting subregional and corridor advisory committee meetings; generating public input on MPO processes and certification documents; and helping to set subregional transportation priorities.

Back to top

Chapter 7: Boston Region MPO Budget and Operating Summaries

This chapter contains overall budget information for the Boston Region Metropolitan Planning Organization’s (MPO) federal fiscal year (FFY) 2025 activities. The information is organized according to the Unified Planning Work Program (UPWP) categories described in Chapters 3 through 6. Recipient agencies and funding sources are indicated.

The funding for the projects, programs, and activities listed in Chapters 3 through 6 comes from the following sources, which are described in Chapter 2.

Tables 7-1 through 7-9 on the following pages summarize the funding information presented in the preceding chapters. There is one table for each UPWP category of work conducted by Central Transportation Planning Staff (CTPS), and one for each UPWP category of work conducted by Metropolitan Area Planning Council (MAPC).

The total federal funding programmed in this UPWP is $7,537,395. All federal funds programmed in the UPWP are allocated to the Boston Region MPO by the Massachusetts Department of Transportation (MassDOT) as Federal Highway Administration (FHWA) 3C Planning (PL) funds. However, these federal funds initially come from two sources: the FHWA and the Federal Transit Administration (FTA). The federal funds, which are supplemented by a non-federal match provided by MassDOT, include the following initial sources:

• FHWA 3C PL: FHWA planning funds are distributed to the MassDOT Office of Transportation Planning (OTP), according to an allocation formula established by federal legislation, to carry out the 3C planning process. OTP distributes these funds to Massachusetts MPOs according to a formula that is primarily based on the region’s road mileage and population. The formula was developed by the Massachusetts Association of Regional Planning Agencies (MARPA) and is known as the MARPA formula. The FFY 2025 3C PL funding allocation for the Boston region, including state matching funds, is $4,660,818. The total Boston region 3C PL allocation is split between CTPS, which receives $3,775,263, and MAPC, which receives $885,555. 
• FTA 3C Planning (§5303): FTA provides 3C planning funds for transit projects to MPOs and state departments of transportation under Section 5303 of the Federal Transit Act. These funds require a state match, are distributed according to an allocation formula, and are administered by MassDOT. These funds are converted to PL planning funds by MassDOT before distribution. The FFY 2025 FTA allocation for the Boston region, including a total local match, is $2,876,577. As the 3C PL funds, these funds are split into two categories:
• MPO and MassDOT FTA 3C Planning (§5303): The total amount of FTA funds, including a local match, programmed in this UPWP as PL for work conducted by the MPO staff is $2,372,621.
• MAPC FTA 3C Planning (§5303): A portion of the Boston region’s FTA allocation also goes to MAPC. MAPC uses these funds to conduct its transit-planning studies programmed through the UPWP. The total amount of FTA-derived funds, including a local match, allocated to MAPC as PL for FFY 2023 is $503,956.

Project status and financial data reported in the following tables are subject to change.

Table 7-1
UPWP Budget—MPO Support and 3C Planning for FFY 2025

Table 7-2
UPWP Budget—Ongoing Technical Analyses for FFY 2025

Table 7-3
UPWP Budget—MPO New Discrete Studies for FFY 2025

Table 7-4
UPWP Budget—Resource Management and Support Activities for FFY 2025

*Does not include Direct Support.

Table 7-5
UPWP Budget—MAPC Planning Studies and Technical Analyses
for FFY 2025

* This project is shared with MAPC.

Table 7-6
UPWP Budget—MAPC Resource Management and Support Activities for FFY 2025

Table 7-7
UPWP Budget—Summary of FFY 2025 Budgets for CTPS

Note: Budget figures include salary, overhead, and direct support.

* This project is conducted on behalf of MassDOT but funded through the MPO 3C contract.

Table 7-8
UPWP Budget—Summary of FFY 2025 Budgets for MAPC

Table 7-9
UPWP Budget—3C Budget and Overall Budget for FFY 2025

Back to top

Appendices