cambridge transit strategic plan interim report, january 2014

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Credits

Interdepartmental Staff Working Group

Cambridge Transit Advisory Committee

•

The Transit Advisory Committee is

composed of residents from all parts

of the city, representatives of major

institutions, and a cross section of

stakeholder groups (e.g., commuters,

persons with disabilities, low income,

elderly, youth, advocates), and large

and small businesses.

2 | CAMBRIDGE TRANSIT STRATEGIC PLAN UPDATE REPORT | JANUARY 2014

“The MBTA transit system is a regional asset and critical piece of economicdevelopment infrastructure that anchors regional efforts to increasehousing production, create jobs, grow smart and embrace diversity andinclusion.” — ON THE RIGHT TRACK, 2006

Better public transportation iscritical for our city to meet oureconomic development, livability,social equity, and environmentalobjectives. Yet with $9 billion ofdebt and $3 billion in unfunded butnecessary maintenance, the MBTA isstruggling to operate the currentsystem, let alone expand.

The City of Cambridge has limitedinfluence over the MBTA, which is astate agency governed by MassDOTand their Board of Directors.Because Cambridge contributesabout $8 million per year in usageassessments (MBTA’s overalloperating budget is $1.4 billion plus$450,000 in debt service), we are avoting member of the MBTAAdvisory Board. Under the 2009Transportation Reform legislation,though, this board lost authority toapprove the MBTA budget.

In January 2013, we launched a 2-year public transit strategic

planning process focusing on theCity of Cambridge. The purpose isto develop an action plan for howCambridge will take a strongerleadership role to improve qualityand expand capacity of our transitsystem. A timeline for this initiativeis shown in Figure 1.

The process is led jointly by theCommunity DevelopmentDepartment and the Traffic, Parking& Transportation Department. Thecity has formed an internal inter-departmental working group and anexternal stakeholder advisorycommittee.

Through monthly meetings withthese groups over the past year, asignificant amount of input wasgathered and synthesized into a setof seven overarching goals, outlinedlater in this report.

For each goal, this report highlightskey projects and initiatives alreadyunderway by the city.

The purpose of this interim reportis to summarize the work of thestrategic planning process to date.

Next StepsOver the next year, the city willspecify more detailed objectives foreach goal. We will then create animplementation plan that willcontain a prioritized set of projectsand initiatives. This should becompleted by the end of 2014.


Introduction

Figure 1Cambridge Transit Strategic Planning Process Timeline

Presently, over 73% of theMassachusetts population liveswithin the MBTA service district,and takes over 1.3 million tripseach day.

Based on historic trends in birthrates, mortality, and migration,we expect approximately half of amillion new residents in ourregion by 2030, an increase ofabout 13%. It is projected thatabout 300,000 new jobs will beadded in greater Boston by 2030,and the need for an equalnumber of new housing units.

MetroFuture is a comprehensive,regional, long-range land use planpublished in 2008 by theMetropolitan Area PlanningCouncil (MAPC). It projects thatby the year 2035 there will be a 7%increase in demand for ourroadways and a 30% increase indemand for transit service in theBoston region— levels that willrequire increased transit capacity.

Despite this, decades ofunderfunding the MBTA haveresulted in neglect of the ongoingmaintenance needed to keep thesystem working reliably and safely.Without investment to expand thecapacity of our system, we will beunable to meet the projectedmobility needs in the future.

While current fiscal challenges

make it difficult to considerincreasing the capacity of oursystem, it is critical that we confrontthe need for investment in anexpanded transit system order tokeep up with growing demand.

A key element of the MetroFutureplan is that population and jobgrowth would be concentrated inmunicipalities already well servedby infrastructure, with slowergrowth in less developed areaswhere infrastructure is morelimited.

This “smart growth” would be amore sustainable form of

development because of compactdevelopment patterns that arereadily served by transit. Roughlyhalf of all new homes would belocated in urban communities.Cambridge will need to be evenbetter served by transit than it istoday.

As the Baby Boomers move intotheir 60s and beyond, 20% ofCambridge residents are expectedto be 55 or older by 2030.

Our region is expected to becomemore racially diverse in the comingyears. Black, Hispanic, Asian, andother non-White populations are

“The scale and complexity of the region’s challenges make it clear: making aGreater Boston Region requires a transformative plan, a sustainable planthat will improve equity among our residents, strengthen the economy,protect the environment, and improve our quality of life.” — METROFUTURE, 2008


Regional Context

Figure 2

Municipalities Comprising the Boston Region

projected to increase from 18% in2000 to 31% in 2030.

An expanded transit system wouldprovide better service to both urbanand suburban areas, link morehomes and jobs, and serve moreareas than it does today.

The lack of transit along thecorridor from Sullivan to Kendalland to Longwood Medical Area is ofmajor concern and should beprioritized to ensureinterconnectivity between businessdistricts and access to jobs. The

proposed Urban Ringcircumferential bus rapid transitproject would serve this corridorwith an expected 13,000 passengersgetting on this service at KendallSquare every day.

A 2007 study assessed futurescenarios for transit fundingin the Chicago region andfound that increasinginvestment in publictransportation by $2½ billionper year would lead toregional economic growth ofabout $4 billion per year andadd 22,000 jobs.


Figure 3

Travel to Kendall

High quality public transportation iscritical for Cambridge to addressour sustainability goals.

Economically ViableMixed-use development hasoccurred in the greater KendallSquare area over the past decade.An additional 4 million square feetof mixed-use development hasoccurred over the past decadeproviding a significant increase injobs and housing without anincrease in traffic. In a large part,this is due to the availability oftransit.

But the total development projectedfor our region will not be possiblewithout additional transit capacity:$7 billion in developmentinvestment is currently planned fortransit-connected areas in GreaterBoston’s Urban Core, $2 billion of

which is planned for Cambridge,focused on Northpoint and KendallSquare areas.

Significant investment in transit iscritical to the future of economicgrowth in Cambridge and theregion.

Cambridge's Parking andTransportation DemandManagement ordinance containsstringent and enforceable mode-share requirements linked todevelopment that have successfullylimited the number of single-occupancy-vehicle trips.

Transportation is the second largestexpense for most households afterhousing. On average, Cambridgeresidents spend 32% of their incomeon housing and 10% ontransportation. Housing that islocated closer to employment,

shopping, restaurants and otheramenities can significantly reducehousehold transportation costs.

Livable and EquitableCities with good transit networkshave vibrant urban spaces that aremore walkable and bikeable becauseless space is needed for driving andparking automobiles. Public

Sustainable Mobility in Cambridge6 | CAMBRIDGE TRANSIT STRATEGIC PLAN UPDATE REPORT | JANUARY 2014

Figure 4

Average Speed of MBTA Buses

transportation supports increasedfoot traffic, street-level retail, andmixed land uses that enable a shiftfrom driving to walking and biking.Every world-class bicycling city alsohas world-class transit.

Streets in Cambridge are designedto encourage walking, with shortblocks, frequent and well-markedcrosswalks, and traffic signal timingthat favors pedestrians. European-style bicycle lanes that are separatedfrom traffic are a focus forinstallation to create more low-stress bicycling environments.

Transit systems that are robust andinterconnected with biking andwalking have proven to affectbehavior change and positivelyimpact a community’s health andwellbeing. Public transit users takean average of 30% more steps perday, decreasing the likelihood ofpervasive chronic diseases such asobesity and diabetes.

Households living close to publictransportation tend to own fewercars on average. Car ownership hasbeen declining in Cambridge overthe last decade, in large partbecause the availability of carsharing provides households withuse of an extra car when needed.

A reduced number of cars perhousehold tends to lead to reducedcar use, and driving may cease to be

the habitual choice for every trip.

Providing mobility for our mostvulnerable populations is of utmostimportance. Transit is the only wayto get around for longer trips whendriving is not an option for financialor other reasons. Persons withdisabilities, elderly, low-income, andstudents are often particularlyreliant on transit.

ReducedEnvironmentalFootprintThe transportation sector directlyaccounts for about one-third of allgreenhouse gas emissions in the US.

Reducing greenhouse gas emissionsfrom transportation requires abroad range of strategies, includingincreasing vehicle efficiency,lowering the carbon content offuels, and reducing vehicle miles of

travel. Public transportation is animportant component of thesolution.

Switching to public transportation isone of the most effective actionsindividuals can take to reduce theircarbon footprint. Taking transitinstead of driving for a dailycommute of 10 miles each wayreduces one’s carbon footprintby 8%.

Public transportation reducesemissions by facilitating higherdensity development, whichconserves land and decreases thedistances people need to travel toreach destinations. In many cases,higher density development wouldbe more difficult without theexistence of public transportationbecause more land would need tobe devoted to parking and travellanes.


“For too long, federal policy has actually encouraged sprawl, congestionand pollution, rather than quality public transportation and smart,sustainable development. We've been keeping communities isolated whenwe should have been bringing them together.” — PRESIDENT BARACK OBAMA, 2009

Cambridge PoliciesVehicle Trip Reduction Ordinance(VTRO), 1992. Make more efficientuse of mass transit, bicycling,walking, and other alternatives todrive-alone trips.

Growth Policy Document, 1993 &1997. Undertake reasonablemeasures to improve thefunctioning of the city’s streetnetwork, without increasingthrough capacity, to reducecongestion and noise and facilitatebus and other non-automobilecirculation.

Parking and TransportationDemand Management Ordinance(PTDM), 1998. Reduce vehicle tripsand traffic congestion within theCity, thereby promoting publichealth, safety, and welfare andprotecting the environment.

Cambridge Climate ProtectionAction Committee, Draft Roadmap,2013. Reduce vehicle miles traveledby vehicles registered in Cambridge5 percent below 2010 levels by 2020.

Department of Public Works 5-YearPlan. Reconstruct streets andsidewalks with an emphasis on aComplete Streets approach:designing streets for all users.

Food and Fitness Policy Council.Promotes health through improvingaccess for all residents to healthyfoods and physical activity.

Community Compact for aSustainable Future, 2013. Leveragingthe intellectual and entrepreneurialcapacity of the business, non-profit,education, and municipal sectors inCambridge to contribute to ahealthy, livable and sustainablefuture.

Massachusetts PoliciesMassachusetts GreenDOT PolicyInitiative. Reduce greenhouse gasemissions; promote the healthytransportation options of walking,bicycling, and public transit; and,support smart growth development.

Mode Shift Initiative. MassDOT hasestablished a statewide goal oftripling the share of travel bybicycling, transit and walking andreducing driving trips.

Boston MPO’s Long-rangeTransportation Plan, “Paths to aSustainable Region,” 2011. Increasetransit and other healthytransportation mode share.

MAPC’s MetroFuture Vision, 2008.An expanded transit system willprovide better service to both urbanand suburban areas, linking morehomes and jobs; more people willuse transit for work and personalservices.

Healthy Transportation Compact.Requires state-level transportationdecisions to balance the needs of alltransportation users.

Healthy Transportation PolicyDirective. This policy directiverequires that all MassDOT projectsnot only accommodate, but activelypromote healthy transportationmodes.

Global Warming Solutions Act(GWSA). The Clean Energy andClimate Plan sets the statewidegreenhouse gas emissions limit for2020 at 25 percent below 1990 levels,the maximum authorized.

Design Guide standards onComplete Streets. Complete Streetsis the comprehensive multi-modalphilosophy in MassDOT’s ProjectDevelopment and Design Guide thatrequires safe and appropriateaccommodation for all roadwayusers. Consideration should bemade through all phases of a projectso that even the most vulnerable(e.g., children and the elderly) canfeel and be safe within the publicright of way.

National PoliciesUSDOT Livability Policy Initiative.“Livability means being able to takeyour kids to school, go to work, see adoctor, drop by the grocery or PostOffice, go out to dinner and amovie, and play with your kids atthe park – all without having to getin your car.” (Ray LaHood, former USSecretary of Transportation)


Policy Linkages

25% of people who live or work inCambridge rely on transit (seeFigure 6). Many more use transit as asecondary means to get to work anduse it regularly for non-commutingpurposes. By comparison, only 6%of those who live or work in thegreater Boston area rely on transit.Cambridge has a high live-workpopulation—about half of allemployed residents of Cambridgealso work in Cambridge. 32% ofCambridge households do not owna car.

Red LineThe MBTA Red Line carries 250,000riders per typical weekday, with140,000 of them starting or endingtheir trip at one of Cambridge’s fivestops.

October 2013 saw record ridership,an increase of about 15% over thepast 5 years. The continued growthin ridership is certainly welcome,but is increasing strain on thesystem.

Running perfectly, the Red Line hasthe theoretical capacity to handlepresent-day demand. Boston-boundtrains during morning rush hourexperience the worst overcrowdingof trains in Cambridge. Figure 7shows that on average over the peakhour, each train leaves CentralSquare station with 800 passengers.The maximum capacity of eachtrain is 1000 passengers, includingthose who must stand.

But as we have all experienced,there is often such overcrowdingthat people are left behind on theplatform. This is the result ofpersistent vehicle and trackswitching system breakdownscausing significant delays.

Red Line trains should come exactly4 ½ minutes apart during rush hour.Figure 8 shows that only 12% of RedLine trains are within 1 minute of

being on time. 35% are late by morethan 1 minute, some over 10 minuteslate. The remaining 53% arrive onthe heels of a late train which meansthey are either picking uppassengers left behind or simplyrunning empty. In either case, weclassify these as ineffective for ouranalysis.

All of the Red and Orange Linetrains have exceeded their usefullifespan or require significantoverhaul. On some mornings, theMBTA does not operate with themaximum number of train-setspossible.

Even if the Red Line system wereoperating at peak capacity, it couldnot meet the mobility needs fromthe planned growth that is expectedin Cambridge and our region overthe next 30 years.

“A competitive economy, a healthy public, a healthy environment, and ourquality of life in the Commonwealth depend upon a functioning andfinancially stable transportation system.”— CAMBRIDGE CITY COUNCIL, POLICY ORDER RESOLUTION, 2012


Figure 6

Current Cambridge Mode Share

How employees commuteto Cambridge

How Cambridge residentscommute to work

Transit in Cambridge

Figure 5

1/4 Million Daily TransitTrips Start or End

in Cambridge

Therefore, increased capacity isneeded either by increasing thecapacity of the Red Line or byadding new subway or bus service. Amodern “Communications-BasedTrain Control” system has thepotential to double the capacity ofthe Red Line by allowing trains tocome twice as frequently, as hasbeen successfully implemented inLondon. In addition, new trains thatallow passage between cars allow fora better distribution of passengersduring peak time, as in severalEuropean metro systems.

Green LineOn a typical weekday, about 13,000passengers get on or off the GreenLine at Lechmere Station. Trains runevery 6 minutes during rush hour.The Green Line Extension projectwill allow trains to continue toUnion Square and Medford,resulting in an additional 5,000people getting on or off at LechmereStation.

Buses33 bus routes pick up or drop off85,000 riders in Cambridge pertypical weekday. Of the 10 busroutes with highest ridership in theentire MBTA system, four of themare in Cambridge (routes 66, 1, 77,and 70).

Four of the bus routes operating inCambridge fail the MBTA’s “vehicleload standard,” meaning there isexcessive crowding during peaktimes (routes 1, 47, 66, and 71).

The MBTA is completingimplementation of the Key BusRoute Improvement Program,which includes routes 1, 66, 71, 73,and 77 in Cambridge. The program

improves bus service reliability andreduces overall trip times byconsolidating stops. It also providesbetter passenger amenities at stopssuch as shelters, benches, signage,and trash barrels.

Cambridge also has another publicbus service, run by the Charles RiverTransportation ManagementAssociation, which operates theEZRide Shuttle, helping to connecttransit and worksites for commutersto Kendall Square, East Cambridge,MIT, and Cambridgeport. Launchedin 2002, the EZRide now carriesabout 2,500 passengers per day .

Given the current fiscal reality thatfunding is currently not available fornew subway lines beyond the Green

Line Extension, MassDOT andmunicipalities must consider low-cost transit improvements thatincrease capacity in the short term.

For example, extending existing busroutes, such as from Central Squareto Kendall Square, can relievecongestion on the Red Line atrelatively low cost. Prioritization ofbuses can also be achieved bystrategically adding queue-jumppriority lanes and implementingtraffic signals that prioritize buses.

One of the limiting factors tosignificantly increase peak busservice is the need for constructingadditional bus garages to houseadditions to the fleet.


Figure 8

Red Line Train Delays

Figure 7

AM Red Line Train Toward Ashmont/Braintree

Figure 9

RapidTransitRoutes and

Stops


Figure 10Bus Routes

andRidership

Input from the internalinterdepartmental working groupand the advisory committee wassummarized as a set of sevenoverarching goals representing theoutcomes that the city wishes to seeresult from our efforts.

Goal 1: MobilityEnsure that the transit systemprovides for the mobility needs ofCambridge residents and visitors,including trips to work, school,shopping, and recreation. Ourfuture transit needs resulting fromregional growth and development,as well as changing demographics,must be understood.

Goal 2: FundingEnsure that the legislatureadequately funds our transit system,keeps it affordable, and has theregional common good at its core.

Goal 3: Efficiency andReliabilityImprove efficiency of transit tripssuch that travel times are equal to orless than equivalent driving times.Our system needs to be moredependable and reliable.

Goal 4: ExpansionExpand the capacity of rapid transitand bus service by increasingfrequency, extending existingroutes, and adding new routes.

Goal 5: Usability,Accessibility, and SafetyImprove system access for all usersby emphasizing interconnectivitybetween transit and other modes(e.g., walking and biking),accessibility for persons withdisabilities or mobility impairments.Safety, convenience, human-centered design, good wayfinding,and real-time service informationare important elements of a world-class transit system.

Goal 6: PublicParticipation, Support,and OutreachEngage the public in the planningprocess, better inform them aboutthe issues facing the future ofCambridge, and gain support fromthe public for implementing bettertransit service. Use marketing with afocus on “social marketing” toachieve mode shift in manydemographics across Cambridge.

Goal 7: ResiliencyEnsure the transit system is resilientto the effects of climate change.Transit also plays a role in reducingtransportation’s contributions toclimate change.


Goals”The future success of Cambridge hinges on better public transportation.High quality transit, biking, and walking options make cities far betterplaces to live and work.” — RICHARD C. ROSSI, CAMBRIDGE CITY MANAGER

This section contains a summary ofactivities and programs in which thecity is currently engaged. Additionalitems will be identified through thisstrategic planning process.

Goal 1: Mobility· Studying origin and destination

patterns to Cambridge.

· Analyzing demographic data as itrelates to transit ridership.

· Tracking trends in subway andbus ridership data.

· Developing transit use projectionsfor the Kendall Square/CentralSquare planning process.

· Pushing transit use through theParking and TransportationDemand Management program.

· Reviewing Traffic Impact Studiesfor large development projects.

· Participating in MBTA’s bi-annualservice planning process.

Goal 2: Funding· Supporting transit funding in the

State’s proposed $12 billion 5-yearcapital investment plan.

· Collaborating with regionaltransportation stakeholders.

· Engaging with MassDOT incollaborative regional transitplanning.

· Contribute funds toward EZ Rideto grow ridership by the generalpublic.

Goal 3: Efficiency andReliability· Conducting a bus circulation

study of Central Square.

· Pushing for communications-based train control for Red Line aspart of new car procurement.

· Collaborating on MBTA’s “key bus

routes” improvement program.

· Exploring conceptual designs forbus priority pilot projects.

· Implementing signal progressionto improve traffic and transitflow.

Goal 4: Expansion· Develop proposal for expanded

bus service from Sullivan Sq. toKendall Sq.

· Participating in the regional “BusRapid Transit Study Group”hosted by the Barr Foundation.

· Advocate for Urban Ringcircumferential transit project.

· Participating in Green LineExtension planning andimplementation.

· Supporting transit in the state’slong range transportationplanning process.

· Working with Charles River TMAon potential EZ-ride expansion.

· Collaborative planning withLongwood Medical Areainstitutions.

· Supporting late-night T service.

Goal 5: Usability,Accessibility, and Safety· Improving amenities at bus stops,

through “Key Bus Routes”program.

· Expanding the bus shelterprogram.

· Developing best practices designguidelines for bus stop design.

· Increasing bicycle parking atrapid transit locations.

· Installing Hubway bike sharestations at transit stations.

· Ensuring bus stops and transitstations are cleared of snow.

· Collaborating with the MBTA onelevator upgrades.

· Improving multi-use paths toaccess Alewife Station.

· Applying for a Mass In MotionGrant to help our agingpopulation gain better access totransit.

Goal 6: PublicParticipation, Support,and Outreach· Engaging stakeholders through

the Advisory Committee andother public outreach programs.

· Encouraging transit use throughCitySmart social marketingprogram.

· Encouraging developmentprojects to include innovativetransportation demandmanagement plans and reduceparking.

· Collaborating on a Kendall Square“mobility pass” pilot with MITfunded by FHWA.

· Working with the YouthEngagement Subcommittee.

· Working with the Public HealthDepartment on the communityhealth improvement plan.

Goal 7: Resiliency· Participating in Cambridge’s

Vulnerability Assessment tounderstand impacts of climatechange on our transit system.

· Urging MassDOT and the MBTA tostudy system-wide vulnerabilitiesand develop a regional approachto increase resiliency.

· Participating in city and statepreparedness planning efforts.


Current Activities to Date

Develop ObjectivesDecember 2013 – June 2014

The next step in the strategicplanning process is to develop a setof objectives. These are morespecific actions that support theattainment of overarching goals.Objectives should be tangible,measurable, and short term.

The city staff working group and theadvisory committee each meetmonthly to develop objectives forthe goals. Following is the tentativeschedule:

Goal 5: Usability, Accessibility, andSafetyDecember 2013

Goal 3: Efficiency and ReliabilityJanuary 2014

Goal 1: MobilityFebruary 2014

Goal 4: ExpansionMarch 2014

Goal 2: FundingApril 2014

Goal 6: Public Participation,Support, and OutreachMay 2014

Goal 7: ResiliencyJune 2014

Develop Work PlanJuly 2014 – December 2014

After developing objectives for eachgoal, we will prioritize the objectivesthat have been developed andintegrate them into animplementation work plan.

This draft work plan will inform theFiscal Year 2016 budget process.

City staff are engaged in manytransit planning activities. Theseinitiatives, and new ones, willcontinue to be acted uponthroughout this strategic planningprocess.


Data SourcesMode share data: 2010-12 American Community Survey“Journey to Work” dataOrigin & destination data: Central TransportationPlanning Staff (CTPS) Transportation ModelBus and subway ridership, load, and delay data: MBTAService Planning DepartmentRegional projections: Metropolitan Area PlanningCouncil (MAPC) MetroFuturehttp://www2.cambridgema.gov/cityClerk/policyOrder.cfm?item_id=39597http://www.governing.com/blogs/bfc/col-massachusetts-bay-tranportation-authority-pension-information-secrecy.htmlhttp://www.mbta.com/about_the_mbta/financials/?id=1054http://www.mbta.com/uploadedfiles/documents/financials/born_broke.pdfhttp://www.mbta.com/about_the_mbta/environment/http://www.mapc.org/metrofuture/

http://www.edrgroup.com/pdf/timeismoney.pdfhttp://www.fhwa.dot.gov/livability/fact_sheets/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3407915/http://www.fta.dot.gov/documents/PublicTransportationsRoleInRespondingToClimateChange2010.pdfhttp://www.mapc.org/sites/default/files/MetroFuture_Goals_and_Objectives_1_Dec_2008.pdfhttp://ctpp.transportation.org/Pages/5-Year-Data.aspxhttp://www.mbta.com/uploadedfiles/documents/bluebook%202010.pdfhttp://www.metro.us/boston/news/local/2013/12/02/mbta-ridership-soars-in-october/City of Cambridge analysis based on boarding/alightingdata from MBTA Service PlanningCharles River TMA Average Daily Boardings Report,2013.

Next Steps

cambridge transit strategic plan interim report, january 2014

Documents

mbta transit system

thecity of cambridge

cambridge contributesabout

mbta budget

mbta isstruggling

mbta service district

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action plan