Efficient freight provision should be an economic development priority of the Commonwealth. Rail and truck freight is facing encroachment from residential and commercial development.  Routes are increasingly fragmented.  The state’s unbalanced reliance on truck freight over rail is exacerbating existing congestion and roadway maintenance issues.  A comprehensive statewide priority needs assessment is needed.  EOTPW is currently conducting a Statewide Freight plan.  This planning process should incorporate asset need assessment elements including:  

In order to minimize the need for long term maintenance investments, improve user satisfaction, and maximize system performance, the Commonwealth should create a comprehensive asset management system for its current transportation inventory.  This plan would be a data driven monitoring system that would evaluate current conditions and performance and identify capital investment needed to maintain a satisfactory performance level.  Management systems have already been partially implemented for some of the Commonwealth’s building (CAMIS by DCAM and FAMIS by DCR) and bridge (PO

Massachusetts transportation agencies must develop comprehensive systems to assess project delivery and operation.  Such a system will have both internal and external purposes: internally, it will help create a “feedback loop” to help transportation agencies improve project delivery and public policy; externally, it will demonstrate accountability and pursuit of efficiency necessary to restore public confidence in the transportation system.

Massachusetts’ transportation agencies should adopt a Dispute Review Board (DRB) process that reduces costly and time consuming conflicts between agencies and contractors.

26.a    EOTPW should require the use of dispute review boards for all state funded projects over a certain size

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Around the country, state transportation agencies are exploring various types of innovative project delivery, including partnerships with private construction or asset management firms to promote cost savings and efficiencies, reduce risk, and/or leverage expertise and experience.

In order to use limited funds wisely, the MPO and the state must develop Transportation Improvement Program (TIP) priorities that accurately reflect the availability of funds.  A realistic transportation program will ensure that state and federal funds can be fully accessed, fewer projects will be delayed, and cost overruns will have a minimal ripple effect on other projects.  

Transit provision is a vital function of the region’s economic and social health. Some populations are dependent on transit as their primary means to access to jobs, healthcare, and services. The MBTA and regional transit authorities should not be expected to fund themselves independently. Subsidy from the Commonwealth is reasonable and necessary, but it is also important that transit passengers pay a meaningful share of the service operating cost.  

Local governments and residents should be provided the tools to generate funds to improve transportation and transit opportunities.  See also Implementation Strategy #2, “Strengthen Municipal Finance.”

21.a    MAPC should work with stakeholders to develop legislation that would allow local and regional tax referenda

21.b    Municipalities should make use of District Improvement Financing to help fund infrastructure improvements

Transportation agencies should fund operating personnel and expenses through operating rather than capital budgets.  

Massachusetts and Metro Boston should make greater use of tolls and other pricing mechanisms to reduce congestion and generate revenue to support transportation system maintenance and alternative modes.  While the gas tax is important and should be increased, there are many reasons to move to a more diversified revenue system with a larger share of tolls and user fees: