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

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:
Olivia Saccocia
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:
osaccocia@ctps.org

A signed certification letter will be posted here soon.

Executive Summary

The Boston Region MPO

Metropolitan planning organizations (MPO) are responsible for providing forums for coordination on regional transportation goals and decision-making about how to allocate federal transportation funds for capital projects and planning studies 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 and conduct a 3C planning process.

The Boston Region MPO’s planning area encompasses 97 cities and towns, stretching 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 23 voting members. Several state and regional agencies, advisory organizations, and the City of Boston are permanent voting members, while 12 municipalities are elected as voting members for three-year terms. Eight of these 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 board makes transparent and collaborative decisions about transportation planning and funding in the Boston region, informed by data, analysis, and public input.

The MPO is supported by a staff 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, reliable, robust, and well-connected multimodal 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 outlines how the Boston region will allocate its federal transportation planning funds for 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 federal funding for transportation planning work, including MPO programs, studies, and technical analyses, to be implemented in a given year to support the region’s goals. The scopes and budgets of the prioritized work are documented in the UPWP.

In addition to MPO-funded work, staff carry out work funded by external grant programs and conduct planning analyses and studies funded by state transportation agencies, such as the Massachusetts Department of Transportation (MassDOT) and the Massachusetts Bay Transportation Authority (MBTA).

UPWP Programs and Studies

The total amount of funding (inclusive of federal funding and matching funds) programmed in this UPWP is $7,729,915. These funds are provided by both the FHWA and FTA, with MassDOT supplying 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 the FTA to the FHWA for administration as a Consolidated Planning Grant.

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

Long-Range Transportation Plan (LRTP)

The LRTP guides decision-making on transportation investments in the Boston region over the next two decades. It serves as the MPO’s guiding document, establishing the regional transportation vision, goals, objectives, and investment approaches under which the MPO operates. The MPO adopted the current LRTP, Destination 2050, in 2023 and anticipates adopting the next LRTP in 2027.

Transportation Improvement Program (TIP)

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

Unified Planning Work Program

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 enhance decision-making by highlighting the transportation needs and priorities of communities throughout the region, as well as the local impacts of transportation planning decisions. The Public Engagement Program ensures that the MPO’s planning and decision-making processes are transparent and responsive to public input, providing members of the public with meaningful opportunities to participate.

Performance-Based Planning and Programming (PBPP)

The MPO’s PBPP work involves using data to develop and evaluate progress toward 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. PBPP helps ensure that the MPO’s planning and investments are yielding progress toward the MPO’s goals.

Community Transportation Access Program (CTA)

The CTA Program supports the MPO’s investment in a transportation system that meets the needs of the Boston region's residents by assessing the impacts of MPO investments on their economic well-being and quality of life. The CTA Program also ensures that the MPO complies with Title VI and other existing federal and state civil rights regulations throughout its work.

Congestion Management Process Program (CMP)

The CMP program is responsible for monitoring and making recommendations to address congestion, mobility, and safety needs within the region’s transportation system.

Transportation Impact Mitigation Program (TIM)

The TIM program assesses potential threats from natural hazards to the region and addresses risks to transportation assets posed by severe weather. This program also ensures that the MPO complies with the Clean Air Act and the Environmental Protection Agency’s transportation conformity regulations.

Freight Planning Program

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 of 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 in support of the MPO and its stakeholders.

Active Transportation Planning Program

This program uses data collection, analysis, and technical assistance to improve safety and comfort for people walking, bicycling, and rolling in the Boston region.

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.

Comprehensive Safety Action Plan

The MPO is creating a Comprehensive Safety 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. The 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 Road Safety Audits and Community Transportation Technical Assistance programs. The Road Safety Audits program funds staff’s participation in road safety audits led by MassDOT at high-risk crash locations. Through the Community Transportation Technical Assistance Program, staff provide municipalities with advice on addressing multimodal concerns in their communities.

FFY 2026 Discrete Studies

Pedestrian-Scale Lighting Guide for Communities

Street lighting significantly improves safety; yet, most lighting designs for existing streets focus primarily on vehicles, neglecting pedestrians who experience high fatality rates in low-light conditions. This discrete study aims to provide communities with practical resources for designing and implementing pedestrian-friendly lighting solutions, enhancing safety, and encouraging walking and biking after dark. MPO staff will research best practices, interview communities and advocacy groups about challenges and opportunities, and collaborate with Vision Zero stakeholders. The final product will be a comprehensive guide detailing lighting specifications, such as intensity, LED usage, and dark sky compliance, for safer pedestrian and cyclist infrastructure.

Representing the Experience of Limited Mobility Individuals

Transportation planners currently lack sufficient quantitative methods to reflect the experiences of people with limited mobility in planning initiatives. This study aims to incorporate inclusive perspectives into regional transportation planning and analysis. MPO staff will conduct a literature review to identify existing best practices and strategies, and engage directly with community organizations to gather insights on mobility challenges. Through these efforts, staff will produce a technical memo that summarizes key findings and outlines recommendations. Recommendations will highlight data gaps, propose new analytical methods, and suggest next steps to better integrate perspectives on limited mobility into MPO planning efforts.

Roadway Pricing: Stakeholder Analysis

Implementing roadway pricing strategies requires careful consideration of stakeholder impacts and perceptions, which can greatly influence successful adoption. Building on earlier MPO studies, this research will conduct a stakeholder analysis of potential roadway pricing scenarios, assessing attitudes, identifying effective messaging, and reviewing best practices from successful implementations in other regions. The study approach includes interviews with key local agencies (MBTA, MassDOT) and public officials, a comprehensive literature review, and case studies from US and international experiences. The final report will provide insights into stakeholder concerns and effective messaging tactics, facilitating future planning and implementation of roadway pricing in the Boston region.

Table ES-1 contains the budget allocated for the MPO’s 3C planning activities in FFY 2026. The table reflects the FHWA PL funds and FTA Section 5303 funds, which the Boston Region MPO and Metropolitan Area Planning Council (MAPC) expect to spend in FFY 2026. The new studies chosen for funding in FFY 2026 are summarized in Table ES-2.

Table ES-1
Unified Planning Work Program Budget for FFY 2026

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

Table ES-2
New Discrete Funded Studies in FFY 2026

Developing the UPWP

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

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

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

Public Engagement

MPO staff conduct public engagement throughout the development of the UPWP. Engagement includes meetings with MAPC subregional groups, community-based organizations, and other interested stakeholders, as well as attendance at community meetings and events. Staff also solicit ideas for programmatic work and discrete studies each year through a public survey. Input from members of the public and other stakeholders is summarized in the UPWP document and used by staff to inform future scoping, planning, and engagement work.

Toward the end of the document development process, the MPO board votes to release a draft UPWP for public review. MPO staff posts the document on the MPO’s website (bostonmpo.org) and publicizes its release via an email distribution list that includes municipal contacts, interested members of the public, and other regional stakeholders, as well as through social media. MPO staff also solicit public input during office hours, 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 review period for the FFY 2026 UPWP began on June 6 and ended on June 27.

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

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Chapter 1: 3C Transportation Planning in the Boston Region

Metropolitan Planning Organizations (MPO) were first given the authority to approve the use of federal funds for transportation planning and capital projects in a region through 1970s federal legislation. MPOs are established based on an agreement between the governor of a state and at least 75 percent of the local representation in a metropolitan area (typically representation through local elected officials) to provide a forum that engages state, regional, and local stakeholders in the transportation planning process. Each metropolitan area in the United States with a population of 50,000 or more is required by federal legislation to have an MPO.

MPOs establish regional transportation visions that are the overarching framework for the decision-making about how to allocate federal transportation funds in a metropolitan area. This vision is based on the input and needs of the full range of stakeholders in a region, including elected officials, municipal planners and engineers, transportation advocates, and residents. 

The Boston Region MPO is the designated MPO for the 97 municipalities in eastern Massachusetts that comprise the MPO’s planning area. The Boston Region 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. This process must result in plans and programs that support metropolitan community development and social goals and lead to the development and operation of an integrated, intermodal transportation system that facilitates the efficient, economic movement of people and goods.

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:

• A comprehensive, continuing, and cooperative transportation planning process resulting in plans, programs and operations consistent with the planning objectives of the metropolitan area.

• Comprehensive, including the effective integration of the various stages and levels of transportation planning and programming for the entire region and examining all modes to ensure a balanced planning effort. There is simultaneous analyses of various related non-transportation elements, such as land use, economic and residential development, demographics, sustainability, and community impact within an integrated planning and programming process.

• Continuing, affirming the necessity to plan for the short- and long-range needs of the regional transportation system, emphasizing the iterative character of the progression from systems planning to project planning, programming, operations, and implementation. Frequent updating and reevaluation of data and plans is necessary.

• Cooperative, requiring effective coordination among public officials at all levels of government, and inviting the wide participation of all parties, public or private, at all stages of the transportation planning process. A key objective of the process is to resolve issues and controversies by providing a forum for negotiation and consensus building. At the same time, the process is not intended to operate, and cannot operate, to dilute the ultimate authority or responsibility of those state, regional, or local public officials who, pursuant to statute or under contract, review and/or implement transportation plans, programs, and projects.

• Compliance 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, 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

MPO decision-making is carried out by a board comprising 23 voting members, supported by staff work. 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 of these 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 Boston Region MPO membership.

Figure 1-2
Boston Region MPO Membership

The Boston Region MPO staff is comprised of transportation planners, data analysts, data scientists, engagement and communications experts, graphic designers, editors, and administrative support staff. The MPO also employs part-time data collectors to support its planning work. These staff are organized into a number of teams that reflect the type of planning work that the agency does. 

Figure 1-3 shows the organization of the Central Transportation Planning Staff, which serves as staff to the Boston Region MPO.

Figure 1-3
Boston Region MPO Organizational Chart

A Vision for the Region

Destination 2050, the MPO’s current Long-Range Transportation Plan (LRTP), was adopted in July 2023 and outlines the vision, goals, and objectives for the Boston region’s transportation system. More information about the LRTP can be found on the MPO’s website at https://www.bostonmpo.org/lrtp.

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 LRTP 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. A robust public engagement process accompanies the development of each certification document.

The Long-Range Transportation Plan

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

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.

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

The TIP contains a financial plan that shows the current or proposed revenue sources for each project.

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 describes the transportation planning work that will be conducted by MPO staff during the course of a federal fiscal year, which runs from October 1 through September 30. The document includes ongoing planning work as it will be advanced in the federal fiscal year, supportive planning activities undertaken by MPO staff to enable that work, such as information technology management, and discrete, single-year initiatives as approved by the MPO Board. The UPWP also describes work undertaken by MPO staff with partner agencies or to carry out grant-funded activities. 

The UPWP documents the collaborative metropolitan transportation planning process by describing all regionally significant, federally funded transportation planning work in the region. This information, incorporated into the appendix of the document, includes work carried out by Metropolitan Area Planning Council (MAPC), Massachusetts Department of Transportation (MassDOT), Massachusetts Bay Transportation Authority (MBTA), MetroWest Regional Transit Authority (MWRTA), Cape Ann Transportation Authority (CATA), and municipalities and other partners in the Boston Region. 

Performance-Based Planning

The three certification documents are intrinsically interconnected. The Long-Range Plan sets the vision, goals, and objectives framework to guide the ongoing work of the MPO captured in the UPWP and the investment decisions programmed in the TIP. Much of the planning work included in the UPWP is a means to study transportation issues and alternatives before advancing to further design, construction, and possible future programming through the TIP. Finally, performance-based planning processes ensure that the MPO’s planning and capital investments are resulting in progress towards the MPO’s goals. 

Figure 1-4 depicts the relationship between the three certification documents and the MPO’s performance-based planning and programming process.

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

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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). The UPWP plays an integral part in working toward the MPO’s vision and mandate by documenting how federal funding will be spent on MPO programs and transportation studies in the Boston region within a given federal fiscal year (FFY). This plan also outlines how the MPO’s ongoing work is financed within the fiscal year.

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 foundation 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. This work, conducted either by MPO staff or Metropolitan Area Planning Council (MAPC) staff, can be classified into one of the following four categories.

1. 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 in rolling five-year cycles. This section of the UPWP also includes air quality conformity and Title VI-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 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.
2. Technical Analysis and Support. As part of the MPO’s ongoing work, staff assist cities and towns in the region with technical analysis and planning studies. 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.
3. Discrete Studies. While the majority of the MPO’s annual planning budget supports ongoing and evolving core and programmatic work, a small but important portion is reserved for discrete studies. These studies allow the MPO to explore timely, relevant topics that align with the MPO’s goals and priorities but are not already embedded in existing ongoing program work. Discrete studies are designed to have measurable outcomes and be completed within a single federal fiscal year.
   
   Examples of these studies in the FFY 2026 UPWP include Pedestrian-Scale Lighting for Guide for Communities; Representing the Experience of Limited Mobility Individuals; and Roadway Pricing: Stakeholder Analysis. See Chapter 4 for more detail about these studies.
4. Agency Studies, Technical Analyses, and Grant-Funded Work. MPO staff are also contracted to conduct planning analyses and studies by state transportation agencies, including the Massachusetts Department of Transportation (MassDOT) and the Massachusetts Bay Transportation Authority (MBTA) and occasionally by municipalities. Staff also carry out work that is supported by grant programs. See Appendix A for more details on these agency- and grant-funded studies.

The Process of Creating and Monitoring the UPWP

Staff produce the UPWP each year under the supervision and guidance of the MPO’s UPWP Committee. The committee, comprising a subset of MPO board members and supported by MPO staff, convened four meetings in FFY 2025 to consider and provide input on the FFY 2026 UPWP development process. Discussion included the following topics:

• proposed budgets for ongoing and continuing activities
• feedback on the MPO’s ongoing work programs
• discrete study ideas and how to prioritize them

These meetings resulted in the committee’s recommendation for the Draft FFY 2026 UPWP. The MPO approved the UPWP Committee’s recommendations for public review of the Draft FFY 2026 UPWP on June 6, 2025.  Staff will continue to meet with the committee to gather ideas for improvements to future UPWP outreach and development processes.

Below are details about the process for developing program work plans and selecting studies for the FFY 2026 UPWP.

Developing the New FFY 2026 UPWP

The UPWP development process begins with planning ongoing program work and continuing activities to meet federal requirements and support the MPO’s vision, goals, and objectives for transportation in the region. These ongoing activities and programs are inherently flexible, enabling staff to respond to unforeseen changes and to capitalize on opportunities to address emerging issues.

Updates to Ongoing Programs and Continuing Activities and Idea Solicitation

MPO programs make up the majority of the work conducted by staff each year and include the core, sustained work efforts that help the MPO comply with federal requirements and advance its vision for transportation in the region. Each year, MPO staff develop work plans and budgets for their programs, which outline the continuing and new activities that will be carried out in the upcoming FFY. Program budgets may vary from year to year based on planned activities, agency priorities, and available resources.

Examples of this work include tasks required for the MPO to uphold its certification by fulfilling the 3C transportation planning process (Chapter 3), ongoing technical assistance to municipalities (Chapter 4), and resource management and support activities (Chapter 5).

The MPO’s ongoing work programs are funded through federal 3C planning funds. After completing the annual budget development process for these ongoing activities, the remaining funding is allocated to discrete studies.

Each year, staff gather ideas for potential discrete studies or ongoing work activities that the MPO could carry out in the upcoming FFY. These ideas are compiled into a list (see Appendix C) and evaluated by MPO staff and the UPWP Committee for inclusion in the UPWP, either as part of program work or as standalone, discrete projects. Ideas for the FFY 2026 UPWP were drawn from the following sources:

1. UPWP Committee: Staff regularly convened the UPWP Committee throughout the development process of the UPWP. The committee oversaw the document development process and contributed to generating, analyzing, and prioritizing activities planned within the MPO’s ongoing work programs and discrete study ideas.
2. Existing planning documents: A variety of resources were reviewed to inform the development of the FFY 2026 UPWP. 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.
3. Past guidance: Staff followed the guidance received by the Federal Highway Administration (FHWA), Federal Transit Administration (FTA), and MassDOT on addressing planning emphasis areas.
4. FFY 2026 UPWP idea submissions from members of the public and MPO Board: Members of the public and the MPO Board were invited to provide feedback on and suggestions for the MPO’s ongoing work and proposals for discrete study ideas through surveys that were administered by MPO staff. These ideas were integrated into the Universe of Program Feedback and Proposed Discrete Studies.
5. MPO staff-identified needs: MPO staff shared an internal survey to encourage discussion of study concepts and program ideas to incorporate into the Universe of Program Feedback and Proposed Discrete Studies.

MPO staff work continuously to enhance public participation in the UPWP and other MPO activities and strive 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 Program-Related and Discrete Study Ideas

Proposals for discrete studies and input for ongoing program work are submitted by the public, MPO members, and MPO staff. Once the idea-solicitation process is complete, staff evaluate each proposal based on several factors, such as how it helps the region accomplish the MPO’s goals as laid out in the LRTP; whether staff have the capacity to carry it out in the upcoming federal fiscal year; how well it aligns with ongoing MPO initiatives; and whether it has the potential to inform future MPO work.

Proposals are categorized as either program-related feedback or discrete study ideas (see Appendix C). The UPWP Committee then reviews staff-recommended discrete study scenarios and ultimately votes on which scenario to fund in a given federal fiscal year. They also discuss the program-related ideas and whether they can be undertaken as a discrete study or included in future program work.

Table 2-1 shows the discrete studies that were selected to be funded in FFY 2026. Chapter 4 provides detailed descriptions of these studies.

Table 2-1
FFY 2026 New Discrete Funded Studies

Public Review of the Draft UPWP

Once the draft UPWP is complete, the document is presented to the MPO Board who vote to release the draft for public review, and then it is posted online to the MPO’s website (www.bostonmpo.org).

Public engagement is a significant part of the UPWP development process each year. During the 21-day public comment period, staff solicit public feedback through various communication outlets, like the MPO email list, website, and social media channels. All public comments received during this process are compiled into a list and presented to the MPO Board. Information about the public review process for the Draft FFY 2026 UPWP is available in Appendix B.

Other Regionally Significant Transportation Planning Studies

The UPWP also includes a list of other federally funded and/or regionally significant transportation planning activities active in the region during the relevant FFY, which may be undertaken by MPO staff or partners (see Appendix A). 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 MPO staff are uniquely able to provide.

Monitoring Progress of UPWP Studies

The MPO approved the following procedures for monitoring the implementation of the FFY 2026 UPWP:

• Work activities that are funded through federal 3C planning funds but not part of one of the MPO’s ongoing activities or programs must be approved by the MPO prior to execution of work.
• MPO 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 entity conducting the work (Boston Region MPO 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 administrative modifications. If an amendment is under consideration, MPO staff notifies all interested parties and follows the procedures specified in the MPO’s Public Engagement Plan. The following guidelines explain the conditions that constitute an amendment or adjustment to the UPWP, as received from the FHWA by MassDOT.

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
• addition of federal discretionary planning grants won by partner agencies or municipalities into Appendix A

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 Board. The board must vote to approve both amendments and administrative modifications. UPWP amendments are not federally required to undergo a 21-day public comment period after being approved by the board; however, MPO staff and the UPWP Committee may still elect to hold a public comment period for certain amendments that reflect considerable changes to work activities or budgets. 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 also make administrative modifications without a public review period at the MPO’s discretion. In these circumstances, information is always shared with MassDOT’s Office of Transportation Planning (OTP). When submitting the standard Budget Reallocation Request form to OTP, staff must fill out 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 3C Planning Work

The total federal funding programmed in this UPWP is $7,729,915. All federal funds programmed in the UPWP are allocated to the Boston Region MPO by MassDOT as 3C planning funds. These federal funds initially come from two sources, the FHWA and the FTA, and are then supplemented by a state match provided by MassDOT. Information about the funding sources is included below:

• FHWA 3C Planning (PL) funds: FHWA planning funds are distributed to MassDOT OTP, according to an allocation formula established by federal legislation, to carry out the 3C planning process. MassDOT allocates these funds to all MPOs in the state 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 2026 3C PL funding provided to the Boston region, including state matching funds, is $4,801,140. The total Boston region 3C PL allocation is split between the Boston Region MPO, which receives $3,897,873, and MAPC, which receives $903,267.
• FTA 3C Planning funds (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 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 2026 FTA allocation for the Boston region, including a total local match, is $2,928,776. This amount is split into two categories:
• MPO and MassDOT FTA 3C Planning funds (Section 5303): The total amount of FTA funds, including a local match, programmed in this UPWP for work conducted by MPO staff is $2,415,947.
• MAPC FTA 3C Planning funds (Section 5303): A portion of the Boston region’s FTA allocation is provided to MAPC, and 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 for FFY 2026 is $512,829.

Other Funding Sources

Additional funding programmed in the UPWP includes funding from partner agencies for contract work, such as MassDOT and the MBTA, and from various grants. More detail about these agency- and grant-funded studies can be found in Appendix A.

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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 advance a sustainable and robust multimodal regional transportation system that gets people to their destinations safely, easily, and reliably, and that supports a resilient, healthy, and economically vibrant Boston region.

Table 3-1 presents the funding in federal fiscal year (FFY) 2025 and FFY 2026 for each of these activities and includes a brief description of their work, progress, and products. Although many of these activities 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 2025–26 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 Active Transportation Planning 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 (PEP)
• Performance-Based Planning and Programming (PBPP)
• Community Transportation Access Program (CTA)
• Congestion Management Process (CMP)

Long-Range Transportation Plan

Purpose

The development of a Long-Range Transportation Plan (LRTP) is a federally required element of the metropolitan transportation planning process. The LRTP describes the region’s existing multimodal transportation system and establishes a 20-year vision for that system based on extensive engagement with members of the public, advocates, agency partners, and board members. The plan provides a framework of goals and objectives that guides the projects the MPO funds and the work the MPO undertakes to advance the vision. While the LRTP is formally updated and endorsed on a four-year cycle, its development is a continuous and robust process—work on implementing and updating it includes monitoring system performance and needs across the four years between plan endorsements. The development of the vision, goals, and objectives; investment programs; future scenarios; and project evaluation criteria is supported by research and analysis, drawing from the diverse expertise of staff across the agency. In developing the LRTP, staff research, plan, coordinate with interested parties, and review the priorities of the MPO and other state and regional agencies. The current plan, Destination 2050, was endorsed in July 2023, and the MPO is anticipating that it will endorse its successor in the summer of 2027.

The federal requirements for the metropolitan transportation planning and programming process are described in Title 23 of the Code of Federal Regulations (CFR)  Part 450 Subpart C, including the development of a metropolitan transportation plan. The specific requirements for the “metropolitan transportation plan” are laid out in 23 CFR 450.324.

• MPOs are required to develop long-range transportation plans with a horizon of no less than 20 years. In air quality nonattainment and maintenance areas, the plan must be updated every four years, otherwise, MPOs must update the plan every five years.
• In formulating the plan, MPO’s shall consider projects, strategies, and services that will address the factors identified in 23 CFR 450.306.
• The plan should include long- and short-term strategies and actions to support the development of a multimodal transportation system (including accessible pedestrian walkways and bicycle transportation facilities) to facilitate the safe and efficient movement of people and goods in addressing current and future transportation demand.
• The plan should, at a minimum, document
• current and projected transportation demand of people and goods in the Boston region;
• existing and proposed transportation facilities, in enough detail to develop cost estimates and determine transportation conformity;
• performance-based planning performance measures and targets in accordance with 23 CFR 450.306(d) and a system performance report with respect to the targets;
• operational and management strategies to improve the performance of existing transportation facilities and transit enhancement to relieve congestion and more safely and effectively move people and goods;
• a discussion of types of potential environmental mitigation activities and potential areas to carry out these activities;
• a fiscally constrained financial plan that outlines operations and maintenance expenses of the multimodal transportation system, anticipated Regional Target Funding to be allocated through the TIP, and may include illustrative projects or supplemental revenue sources.

Approach

In Federal Fiscal Year (FFY) 2026, MPO staff will continue work to develop the MPO’s next LRTP. Staff will research, plan, coordinate with interested parties, and review the priorities of the MPO and other state and regional agencies. This includes coordinating development of the LRTP with other state and regional long-range planning efforts, such as Massachusetts Department of Transportation’s (MassDOT) Beyond Mobility, the Massachusetts Bay Transportation Authority’s (MBTA) Focus40 and the development of its next long-range plan, and Metropolitan Area Planning Council’s (MAPC) MetroCommon. This work will include, but is not limited to, preparing content for deliberations at board meetings, facilitating conversations internally and with peer agencies, and engaging with stakeholders throughout the region. Conversations will cover the vision and goals for transportation in the region, an exploration of potential performance measures to assess progress toward the goals, scenario planning to assess the potential impacts of strategies to advance the goals, and general priorities for MPO investments and studies. Due to the wide breadth of topics explored in the development of the long-range plan, ongoing coordination is required with the other ongoing programmatic work and strategic initiatives that the MPO pursues.

Producing a Needs Assessment: Continuing efforts from FFY 2025, MPO staff will finalize and publish an update to the latest Needs Assessment. The Needs Assessment compiles quantitative and qualitative information about the condition and anticipated needs of the Boston region’s transportation system. The Needs Assessment provides baseline data that will be referenced throughout the development of the 2027 long-range plan.

Exploring long-range performance measures: Guided by priorities established by the MPO board and ongoing discussions about the vision, goals, and objectives, MPO staff will explore approaches—including those used by peer MPOs—to track progress towards the regional vision. Staff will begin the process of identifying available data and determining the feasibility of adopting long-range performance measures associated with the MPO’s objective statements. Once potential performance measures have been identified, staff may analyze current trends in the metrics. This is anticipated to be a multiyear effort that continues beyond the development of the 2027 long-range plan. Staff will focus initial efforts on establishing a structure for the performance measures by piloting these explorations through priority goal areas identified by the MPO board.

Identifying strategies to address goals: Staff will explore a variety of strategies and action steps to address the MPO’s goals and objectives identified in the long-range plan. This effort will focus on identifying strategies in areas where the MPO has an ability to influence. Initial discussions will be guided by previous explorations that were developed to support Destination 2050 in addition to policy and action recommendations from recent MPO work products. Potential strategies could include the development of project scoring criteria for the MPO's investments to better prioritize multimodal safety principles, or the exploration of policy areas in the local context to further enhance goals, such as roadway pricing and improved integration of housing in transportation planning.

Understanding future forces through scenario planning: Through exploratory scenario planning, MPO staff will develop and analyze up to three alternative futures of the Boston region in 2050. Work will build on findings from the Needs Assessment and a prior discrete study, “Big Ideas,” which discussed leading factors affecting the region’s future transportation system and strategies that can be employed to respond to these forces. Staff will analyze the impacts of various policies and strategies on the range of futures to support decision-making and development of the long-range plan.

FFY 2026 Anticipated Outcomes

• Needs Assessment StoryMap
• Universe of performance measures associated with board-identified priority goal areas for MPO board consideration
• Universe of strategies that the MPO could pursue to advance priority goal areas
• Scenario planning workshop materials, including presentations and summary memoranda to guide scenario planning work efforts
• Memorandum detailing preliminary results from scenario planning explorations
• Board and staff deliberations on content of the plan, documented through meeting minutes

Transportation Improvement Program

Purpose

The Boston Region MPO’s Transportation Improvement Program (TIP) is a five-year, fiscally constrained program of planned investments in the metropolitan area’s transportation network. The TIP aims to realize the vision and goals of the Boston Region MPO, identified in the long-range plan, by funding and delivering transportation projects that address regional needs. Although federal regulations require that the TIP be updated every four years, Massachusetts MPOs produce annual updates.

Under 49 U.S.C. 5303(j), MPO’s are required to develop a Transportation Improvement Program at least every four years with a time horizon of at least four years. The federal requirements for the development and content of the TIP include the following:

• Transportation projects funded with federal aid, including projects funded with dollars from the FHWA and FTA, within the Boston Region must be programmed on the TIP in order to use federal funds.
• The congestion management strategy of the Boston Region and conformity with congestion mitigation and air quality regulations and guidelines must be identified in the TIP development process.
• The TIP must be fiscally constrained.
• The approved TIP may be amended or adjusted in a variety of ways in order to accommodate changes to project schedule and cost. This may also include the addition of new projects. TIP Amendments and Adjustments are subject to requirements outlined in the MPO’s Public Engagement Plan.

Approach

Developing the FFYs 2027–31 TIP

Municipal Engagement and Compilation of the Universe of Projects: Staff communicate with the MPO region’s municipalities through TIP informational sessions, MAPC subregional meetings, Subregional Readiness Days, correspondence with municipal contacts, MassDOT staff, and elected officials to gather information on TIP project-funding requests. Staff compile the projects into a Universe of Projects list for consideration by the MPO. MPO staff are developing a dashboard to display the Universe of Projects in a manner that is more accessible to the public.

Project Evaluation: The MPO uses TIP project evaluation criteria to identify projects that advance 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 and data-driven process through which funds are allocated.

Project Prioritization: Staff prepare a list of programming recommendations that include a selection of candidate projects, taking into consideration the project scores, project readiness, cost, geographic distribution of investments across the region, and LRTP-identified needs. Staff discuss the programming recommendations and work with board members to define the final program. MassDOT state-prioritized projects and the capital programs for the MBTA, the Cape Ann Transportation Authority, and the MetroWest Regional Transit Authority are also presented for the MPO’s consideration.

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

The TIP document reports on the MPO’s implementation of its Performance-Based Planning, highlighting the results of monitoring regional trends and noting progress made toward established performance targets. The performance measures and targets, which align 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 risk mitigation. The TIP also documents analyses of the distribution of transportation investments across the region and comprehensive analyses of changes in transportation access for the entire program of projects. In addition, the TIP reports progress towards achieving regional transportation impact mitigation goals, such as reductions in emissions and advancement of investments that mitigate risks associated with natural hazards and extreme weather events.

Amendments and Administrative Modifications

In a typical year, various projects experience cost or schedule changes that require an amendment, adjustment, or administrative modification to the TIP. Staff prepare for the possibility of actions to the FFYs 2026–30 TIP and manage public review processes.

Improving TIP Development Processes

MPO staff have identified a need to improve information availability and distribution for statuses of currently programmed and completed TIP projects. The MPO prioritizes expanding resources for municipalities to advance projects to minimize disruptive delays or cost changes, and staff are working to improve access to project design funding, identify funding resources beyond the TIP, and develop policies that help mitigate volatility across the program of projects.

TIP Process, Engagement, and Readiness Committee

Staff will continue to leverage the MPO’s TIP Process, Engagement, and Readiness Committee to inform the development of the FFYs 2027–31 TIP and as a forum for deeper discussion of key program challenges. Feedback received from committee members and the public as part of the FFYs 2026–30 TIP development cycle will be considered for development of the FFYs 2027–31 TIP.

FFY 2026 Anticipated Outcomes

• The FFYs 2027–31 TIP and amendments and administrative modifications to the FFYs 2026–30 TIP
• A publicly accessible TIP Universe dashboard
• Documentation of progress made on performance measures through the programming of TIP projects
• Procedure for delivering and monitoring design contracts for TIP projects, including identification of design process outcomes and improvements
• Implementation and adaptation of the MPO’s project programming and cost-change policies and exploration of new policies or requirements
• Collective procurement model for quick-build projects
• Identification of sources of project delay and cost increase and a proactive approach to mitigating cost and schedule volatility among TIP projects
• Additional analysis to help pinpoint needs for targeted municipal outreach

Unified Planning Work Program

Purpose

The Unified Planning Work Program (UPWP) demonstrates the MPO’s progress towards achieving the vision, goals, and objectives outlined in the LRTP. Updated annually, the UPWP establishes how MPO staff will use federal planning funds to conduct transportation planning projects in the upcoming federal fiscal year and describes staff work that is funded by partner agencies or through grants. It also provides information to government officials, local communities, and the general public about regionally significant planning projects that are executed by partner agencies and municipalities in the Boston Region.

Under 23 CFR 450.308 (b), metropolitan planning organizations are required to document transportation planning activities funded through Title 23 of the United States Code (USC) and Title 49, Chapter 53 of the USC in a unified planning work program. In the UPWP, the MPO is federally required to

• identify work proposed to be completed over the next one- to two-year period by major activity (objectives) and tasks; and
• specify the agencies or organizations responsible for carrying out each planning task, the schedule for completion, the proposed funding by activity or task, and a summary of the total amount of federal and matching funds programmed.

Approach

UPWP Committee

Staff provide support to the MPO’s UPWP Committee, which plays an important role in shaping the upcoming UPWP. Members provide direction to the MPO’s ongoing work and choice of discrete studies to fund in the next FFY and offer feedback on methods to improve the UPWP development process. MPO staff also report to the committee on the progress made to the work objectives outlined in the current UPWP.

Developing the upcoming UPWP

Under the guidance of the UPWP Committee, MPO staff work to coordinate and prepare materials for all phases of development of the upcoming UPWP. These include

• engaging other transportation agencies in the region and members of the public in the UPWP process;
• soliciting, evaluating, and recommending ideas for planning studies, ongoing program work, and technical assistance programs;
• conducting background research into planning needs by referencing planning documents such as the MPO’s Needs Assessment, MassDOT’s statewide long-range transportation plan, Beyond Mobility, and other regional or municipal plans; and
• preparing budgets and work plans for each of the MPO’s projects and programs.

Together, these products are synthesized into one document that clearly describes how the MPO is working towards its vision for transportation in the Boston region over the next year. In FFY 2026, staff will refine the document’s narrative and provide more opportunities for committee feedback on the MPO’s ongoing work. Overall, these changes will improve readability of the UPWP to the public and broaden the type of input that is gathered from board members. A draft and final version of the UPWP is reviewed by the public and endorsed by the MPO Board on a yearly basis.

Amendments and Administrative Modifications

Throughout the year, amendments and administrative modifications to the current UPWP are executed to reflect program budget adjustments, to reprogram federal planning funds from previous years, and to document discretionary grants won by member municipalities and other partners in the region in the appendix of the UPWP.

FFY 2026 Anticipated Outcomes

• Public engagement in the development of the FFY 2027 UPWP
• FFY 2027 UPWP
• Improvements to the UPWP document and development process
• Plan for and support of meetings of the MPO’s UPWP Committee
• Regular reporting on FFY 2026 UPWP implementation
• Amendments and administrative modifications to the FFY 2026 UPWP

Public Engagement Program

Purpose

The Public Engagement Program aims to ensure that all people in the Boston region, and particularly communities who have not historically participated in transportation planning and who might lack access to the transportation system, have meaningful opportunities to participate in the MPO’s process and inform planning and policy decisions.

The Public Engagement Program supports all of the MPO’s long-term goals by building stakeholder and public awareness of and support for the MPO’s work in these areas, and collecting, analyzing, and sharing data on public input to help illuminate challenges and opportunities to advance the MPO’s long-term vision and goals. In particular, the Public Engagement Program is responsible for ensuring that the MPO’s planning process is transparent and responsive to needs and priorities shared through engagement.

The Public Engagement Program ensures all of the MPO’s work complies with federal public participation regulations.

• Producing and maintaining the Public Engagement Plan to outline the MPO’s engagement strategies, activities, and requirements
• Disseminating timely, transparent, and accessible information about MPO work and engagement opportunities
• Conducting formal public review periods for certification documents and amendments
• Facilitating public and stakeholder consultation during the development of certification documents
• Ensuring that meetings, materials, and engagement opportunities are fully accessible and in compliance with Title VI regulations and other federal civil rights requirements

Approach

The Public Engagement Program is implemented in accordance with the MPO’s Public Engagement Plan, federal public participation requirements, and the MPO’s long-term vision and goals. Many of the Program’s plans and projects span a multiyear time horizon. In FFY 2026, the Public Engagement Program will focus on

• Implementing the LRTP engagement strategy: Staff will finalize and implement an engagement strategy for the development of the MPO’s next LRTP. This includes engagement activities, methods, and communications to inform the public about the LRTP and solicit input. The strategy will also include continuing to refine data analysis and reporting mechanisms to support informed decision-making that incorporates community needs and priorities.
• Implementing the new MPO advisory council: Staff will develop and support a new advisory council to advance public engagement in the regional transportation planning process. Through facilitation of the new advisory council, staff will create opportunities for knowledge-building, productive discussions about regional transportation issues that elevate a range of perspectives, and timely advice on the development of MPO programs and projects.
• Building and strengthening stakeholder relationships: Staff will prioritize relationship-building with community-based organizations to understand community needs, effectively tailor engagement strategies to different audiences, and facilitate meaningful participation and collaboration opportunities. Program activities such as the Community Planning Lab will also support relationship-building. 
• Addressing gaps in engagement and representation: Staff will continue to regularly analyze engagement activities and inputs through geographic and economic lenses and proactively address gaps in engagement and representation through targeted, community-informed strategies and activities.

FFY 2026 Anticipated Outcomes

• Fulfillment of federally required engagement activities, such as public review periods, to support the 3C planning process in accordance with the Public Engagement Plan
• Implementation of an engagement strategy for the LRTP
• Implementation of the new MPO advisory council
• New and deeper relationships with stakeholders, particularly community-based organizations
• Implementation of the continuing Community Planning Lab educational program and graduation of a new Community Planning Lab cohort
• Quarterly and annual engagement updates to the MPO Board
• Exploration of new reporting mechanisms and data analysis

Performance-Based Planning and Programming

Purpose

The MPO uses a performance-based planning and programming (PBPP) process to assess how its spending decisions support progress toward its vision outlined in the Long-Range Transportation Plan. PBPP processes include three phases:

• Plan: Establish the goals and objectives, performance measures, and targets that guide MPO decision-making, and identify and acquire necessary data.
• Invest: Use the framework established in the planning phase to create a strategy for investing MPO funds.
• Monitor and Evaluate: Review and report on the outcomes of MPO investment decisions with respect to performance measures and targets and determine what framework or strategy adjustments are needed.

PBPP activities help the MPO make informed decisions in accountable, transparent ways. PBPP reports performance targets and related progress in the MPO’s LRTP and TIP. PBPP is also integrated into the MPO’s decision-making on planning emphasis areas such as those in the LRTP’s vision statement, and studies conducted via the UPWP. Data and analyses from the CMP support the PBPP process by identifying areas of concern across the region.

Currently, the MPO’s PBPP uses the framework and metrics established in federal requirements. These metrics support the MPO’s long-term goals for safety, mobility and reliability, and clean air and healthy communities. The PBPP process is always evolving as the MPO works toward refining its approaches to drive performance and attain meaningful outcomes in support of the MPO’s vision for transportation in the region.

MPOs are federally required to establish and use a performance-based approach to transportation decision-making to support the national goals described in 23 U.S.C. 150(b) and the general purposes described in 49 U.S.C. 5301(c). The Boston Region MPO’s PBPP has several annual and recurring activities that support the following federal requirements for data-driven regional transportation investment decision-making:

• Establish performance targets and reporting on progress in these areas:
• Roadway Safety (annually)
• Transit Safety (annually)
• Transit Asset Management (annually)
• Bridge and Pavement Condition (four years)
• Congestion Mitigation and Air Quality (four years)
• Travel Time Reliability (four years)
• Implement elements of performance-based planning into MPO programming
• Incorporate performance targets and related performance efforts into certification documents and required reports
• Coordinate the selection of performance targets with the state and public transportation providers in the region
• Integrate in the metropolitan transportation planning process, directly or by reference, the goals, objectives, performance measures, and targets described in other State transportation plans and transportation processes, as well as any plans developed under 49 U.S.C. chapter 53 by providers of public transportation, required as part of a performance-based program

Approach

In FFY 2026, staff will work to strengthen the objectives of its Plan, Invest, and Monitor and Evaluate phases and continue efforts to integrate PBPP principles with MPO investment selection processes by aligning long-range goals with the expected outcomes of MPO-funded investments and through more frequent reporting of short- and medium-term transportation performance measures. To achieve these objectives, staff will take the following approach:

Continue to explore integrating PBPP principles with investment selection processes: MPO staff will continue to work to incorporate elements of PBPP into MPO project selection criteria for the TIP and LRTP by considering performance areas in which the MPO has established performance targets and monitored progress.

Enhance reporting on regional transportation performance: MPO staff will add more performance data metrics to the Performance Dashboard and enhance functionalities to improve the display and utility of performance data. Staff will prioritize coordination with other programs and processes, such as the CMP, for setting collaborative performance targets. Staff will also explore additional software platforms for collecting and displaying performance targets and results.

Report on performance metrics in the next LRTP’s Needs Assessment: Staff will showcase its performance reporting in the next Needs Assessment by documenting dozens of data analyses across MPO long-range goal areas.

Establish regional safety performance targets: In alignment with the Comprehensive Safety Action Plan, staff will work to establish regional safety performance targets. These regional targets will be driven by the recommendations of the Comprehensive Safety Action Plan and converted into the format required by FHWA on the five federally required performance metrics.

Develop a methodology for monitoring air quality performance related to MPO investments: As part of an effort to evaluate the effectiveness of past MPO-funded projects, staff will work to develop and administer a methodology for monitoring the air quality performance impacts of TIP projects. Such monitoring activities will be designed to evaluate the effects of MPO-funded projects on community air quality.

Research Additional Performance Metrics and Monitoring Methodologies: MPO staff will research monitoring methodologies and performance metrics to assess the impact of completed transportation improvement projects in relation to the agency’s long-range goals and objectives.

Anticipated Outcomes

• Federally required reporting on performance target setting
• Improvements to the content and functionalities on the Performance Dashboard
• Data analyses to be included in the LRTP’s Needs Assessment that correspond to PBPP goals and processes
• Performance analysis of the projects funded in the FFYs 2026–30 TIP in relation to how they will support improvements in various performance areas and make progress toward performance targets
• Proposal of MPO region-specific safety targets that are unique from those of the state
• Plan for launching project-specific air quality performance monitoring
• A summary of research on possible methodologies and performance metrics that can be used to evaluate the impact of investments and inform future evaluation criteria

Community Transportation Access Program

Purpose

The Community Transportation Access (CTA) Program supports the MPO’s investment in a transportation system that meets the needs of the people of the Boston region. As such, the program focuses on assessing the various impacts of the MPO’s transportation investments on residents’ economic well-being and quality of life. It also strives to communicate the results of these assessments to the MPO and members of the public in a transparent manner such that it supports informed project investment decisions and informs the development of future LRTP goals and objectives. As part of this work, the CTA Program also administers the MPO’s Civil Rights/Title VI Program to ensure the MPO complies with existing state and federal civil rights regulations throughout its work.

Work throughout the year primarily focuses on (1) ensuring MPO compliance with civil rights regulations, (2) tracking transportation outcomes at the regional and local level, centering on access to destinations that support economic vitality and high quality of life, and (3) ensuring the development of these measures is in consultation with the public, MPO members, and other stakeholders so that analyses reflect the transportation needs of the Boston region. This work is conducted cross-programmatically, particularly with those that carry out the federally required 3C metropolitan planning process, to integrate assessments of transportation investments.

The CTA Program supports the following federal mandates:

• Title VI of the Civil Rights Act of 1963, which prohibits discrimination based on race, color, and national origin in activities that receive federal financial assistance.
• The Americans with Disabilities Act, which prohibits discrimination against people with disabilities in activities that receive federal financial assistance.
• Prohibition of discrimination on the basis of sex and age under other federal authorities.
• Additional United States Department of Transportation and operating agencies’ orders, including Ensuring Reliance Upon Sound Economic Analysis in Department of Transportation Policies, Programs, and Activities

Approach

The CTA Program’s activities are guided by the federal directives listed above and are aligned with the MPO’s priorities as articulated in the LRTP. Through collaboration with staff across the agency, the program ensures these goals are incorporated and progress toward them, evaluated throughout the MPO’s many programs.

Implement the MPO’s Civil Rights Program. Staff will implement the MPO’s Title VI Program and respond to MassDOT requests regarding program updates and submission of Title VI reports. These reports document the MPO’s compliance with Title VI and other federal and state civil rights requirements.

Support Public Engagement. Staff will work to increase transparency around the analyses conducted under this program and expand meaningful opportunities for participation by Boston region residents and families. This work ensures the public has opportunities to inform the CTA Program’s work and can stay informed about the impact of the MPO’s transportation investments. Thus, staff will develop audience-appropriate plain-language documents to make CTA’s technical work accessible to the general public and strengthen public input into the program’s work.

Develop and Refine Transportation Impact Analyses. Staff will develop and implement analyses that assess the impact of the projects that the MPO funds, individually and in the aggregate. The focus of the CTA will be on access to jobs, healthcare, and other key destinations that support the economic vitality of the Boston region, promote affordable transportation options for all residents, and address family- and community-specific transportation challenges. Similarly, through this program, staff will identify and strive to mitigate undue harms of the transportation investments. These analyses will be mainly implemented through the development of the MPO’s planning documents, the TIP and LRTP, but also often support activities in other program areas. Specific activities may include, but are not limited to, analyzing demographic and socioeconomic data for the Boston region communities; reviewing opportunity zones and the MPO’s role in encouraging investment in these areas; developing new, and refining existing, metrics for analyzing individual transportation projects and cumulative impacts; and tracking outcomes of the impacts of the projects on these metrics at the regional and local level. These metrics would track project impacts over time to identify whether the MPO is achieving its goals through the projects that it funds.

FFY 2026 Anticipated Outcomes

• Title VI Report, as requested by MassDOT
• Plain language documents for technical CTA Program work products
• Finalization of metrics to use to assess project impacts in the 2027 LRTP
• Updated metrics used to assess individual project impacts in the TIP
• Updated Language Assistance Plan
• Assessment of TIP programming, in the aggregate

Congestion Management Process

Purpose

The Congestion Management Process (CMP) supports the MPO’s transportation planning efforts by developing a comprehensive process for congestion mitigation in the Boston Region through a data-oriented, performance-based approach and strategic recommendations for improvement. The CMP aims to formulate solutions for congestion management by establishing performance metrics, analyzing congestion on the regional transportation network using the metrics, identifying problem areas, recommending strategies to reduce congestion, and evaluating the recommendations and effectiveness of projects. The CMP may identify multiple strategies, such as improving regional access and cross-modal connectivity, travel demand management, policies to encourage mode shift, and other effective mitigation strategies. The CMP also considers strategies that can address other related transportation concerns such as traffic safety and environmental considerations.

To maintain program focus on the most relevant issues and community needs, CMP staff engage with various stakeholders affected by traffic congestion. This includes consistent engagement with the CMP Committee, which is comprised of a subset of the MPO board and meets to update CMP goals, monitor the CMP network, and develop strategies to reduce congestion in the region. Staff also engage other internal and external partners and improve accessibility of CMP materials to the MPO board, regional transportation agencies, and members of the public by publishing them online in interactive formats.

The CMP is required for metropolitan areas with populations greater than 200,000, designated as Transportation Management Areas. The MPO supports the FHWA vision for the CMP, defined in federal regulation as, “intended to serve as a systematic process that provides for safe and effective integrated management and operation of the multimodal transportation system.”

Federal requirements also state that the CMP shall be developed and implemented as an integral part of the metropolitan transportation planning process, emphasizing the importance of coordination between different transportation plans and programs. While there are no other specific requirements for how to create or implement a CMP, the MPO develops its CMP in alignment with Federal guidance, which states that the CMP should be formulated with the following primary aims:

• Development of congestion management objectives
• Establishment of measures of multimodal transportation system performance
• Collection of data and system performance monitoring to define the extent and duration of congestion and determine the causes of congestion
• Identification of congestion management strategies
• Implementation activities, including identification of an implementation schedule and possible funding sources for each strategy
• Evaluation of the effectiveness of implemented strategies

Approach

Staff have undertaken a comprehensive update to the MPO’s CMP to include the most recent and relevant regional transportation trends, which have changed significantly since the last full CMP update in 2004. The CMP will be formulated in accordance with guidelines in the FHWA CMP Guidebook, which lists an eight-step cyclical process for an effective CMP. Staff have identified the following goals for the CMP in FFY 2026:

1. Develop standardized processes for congestion performance evaluation: Performance measures are crucial to assess change in conditions over time and to accordingly formulate improvement strategies. MPO staff will select potential performance metrics for the CMP network identified in FFY 2025 and prioritize coordination with the PBPP for setting collaborative performance targets, where applicable. Staff will work with the CMP Committee to define processes for selecting the most relevant and feasible metrics. Staff will also establish procedures for documenting data sources, calculations, and visualizations, which would act as a data inventory for subsequent CMP updates.
2. Create design frameworks for the CMP performance dashboard: MPO staff will work with the CMP Committee to create a framework for a performance measurement data dashboard within the Boston Region MPO’s CMP web page. The framework would include ideas on content, interface design, and visualizations, such as interactive maps. The dashboard is intended to offer a quick and easy way to communicate various congestion-related statistics and useful performance measures, such as travel time and cost of congestion delays, to stakeholders including the MPO board, CMP committee, municipalities, and members of the public.
3. Increase collaboration with other MPO programs and CMP Committee: CMP program staff will continue to engage with the CMP committee for its insight on congestion-related issues as crucial stakeholders in the regional transportation planning process. Congestion management is also tied with much of the transportation planning work done by the MPO including community transportation access, performance-based planning, transportation impact mitigation, multimodal planning, corridor studies, and the agency’s LRTP, UPWP, and TIP work. The CMP objectives are aligned with the LRTP goal areas, and the program identifies congestion-related community needs, which in turn inform LRTP goals. Identifying congested areas can form the basis for other MPO work, including UPWP discrete studies, which can lead to projects to be proposed in the TIP. Traffic data analyzed as part of the CMP is also useful in TIP project evaluations. MPO staff will continue these collaborations across programs and projects as expanded exposure for the CMP program.

Anticipated Outcomes

• Memo articulating identified performance metrics along with data sources and calculation methods and relevant metric targets set in collaboration with the agency's PBPP
• Data documentation for performance metrics with reference to data sources, calculation methods, and update frequencies
• Design content and interface for performance metrics data dashboard

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:

• Transportation Impact Mitigation Program (TIM)
• Freight Planning Program
• Regional Model Enhancement Program
• Data Program
• Active Transportation Planning Program
• Multimodal Mobility Infrastructure Program (MMIP)

Transportation Impact Mitigation Program

Purpose

The Transportation Impact Mitigation (TIM) program supports the MPO’s efforts to evaluate and address risks of natural hazards that may impact the regional transportation system. The program is focused on assessing possible threats that can impede progress toward achieving the goals and objectives of the LRTP. It also seeks to develop a planning process for mitigating the impact of severe weather on transportation assets, and offer technical support to assist communities in the region to adapt to and withstand these potential adverse effects.

The program activities support the MPO’s long-term goals by (1) prioritizing investments that make the region’s roadway and transit infrastructure more safe, reliable, and able to recover from severe weather events, particularly through improvements to emergency access and evacuation routes; (2) prioritizing transportation investments that mitigate adverse effects in communities at risk and incorporate nature-based solutions to reduce runoff and negative impacts to water resources, air quality, open space, and environmentally sensitive areas; and (3) engaging a range of stakeholders to ensure a transparent planning process that provides an opportunity for communities to share their needs and priorities.

The TIM program will strengthen and support the MPO’s efforts to adopt a vulnerability assessment framework, elevate the consideration of resilience across MPO work efforts, improve regional coordination, and explore funding opportunities that will expand the MPO’s capacity to mitigate adverse effects through its investment decisions.

MPOs are federally required to assess environmental mitigation activities, consider strategies that preserve the existing and projected future metropolitan transportation infrastructure, and reduce the vulnerability of the existing transportation infrastructure to natural disasters in the development of long-range transportation plans. They are also required to reflect these investment priorities in the development of their TIP. In addition, MPOs are federally required to conduct air quality conformity analyses and determine project eligibility for Congestion Mitigation and Air Quality (CMAQ) Improvement Program funding for their long-range transportation plans, TIPs, and amendments in accordance with the Clean Air Act, the Environmental Protection Agency’s (EPA) transportation conformity regulations, and the processes described in 23 CFR 450.326(a), 23 CFR 450.324(m), 23 CFR 450.324(f)(9), and 23 CFR 450.326(g)(6). The Boston Region MPO’s TIM Program activities ensure that the MPO follows these federal requirements, including the following activities:

• Development of a vulnerability assessment to identify risks to the region’s transportation assets, guide outreach and project initiation, and inform funding decisions within the framework of the MPO’s planning process
• Consideration of risk mitigation and adaptation in the TIP development process and all aspects of the MPO’s long-range transportation planning process, including assessing projects’ adaptive capacity
• Air quality conformity analysis on any updated or amended TIP or LRTP
• Air quality analysis for TIP and LRTP projects in nonattainment and maintenance areas
• Air quality analysis to develop cost estimates for LRTP projects, regardless of air quality designation 

Approach

In FFY 2026, the TIM Program will focus on

• Continuing Research to Adopt a Vulnerability Assessment Framework: MPO staff will continue research focused on developing a vulnerability assessment framework with the goal of improving the MPO’s ability to identify risks to the region’s transportation assets, guide outreach and project initiation, and inform funding decisions within the framework of the MPO’s planning process. In FFY 2026, staff will use the results of a literature review to outline the plan components, with particular attention to work already underway in our region.
• Scoring Transportation Improvement Program Projects for Adaptive Capacity: Projects seeking funding in the TIP are scored based on their adherence to the MPO’s goals and objectives, including their capacity to withstand a range of environmental conditions. Staff will assess the effectiveness of the current evaluation metrics, revise as necessary, and participate in scoring the FFY 2026 project applications.
• Contributing to the MPO’s Long-Range Transportation Plan Needs Assessment: Between 2019 and 2022, MPO staff developed the Destination 2050 Needs Assessment, which includes the need to protect transportation assets from a range of hazards. MPO staff will complete the next Needs Assessment in FFY 2026.
• Continuing Air Quality Analyses and Monitoring Efforts: The TIM Program supports targeted analyses related to air quality and greenhouse gas emissions, and the impact they have on community well-being to strengthen the MPO’s regional efforts to improve quality of life and community health. TIM staff conduct the state and federally required air quality analyses, including air quality conformity for the TIP and LRTP, greenhouse gas emissions estimates for the TIP, and determination of project eligibility for CMAQ funding.
• Continuing Coordination and Engagement with Regional Agencies, Municipal Stakeholders, and Members of the Public: In 2024, MPO staff developed Strategies for Environmental Outreach and Engagement, which guides the MPO’s approach for engaging with environmental stakeholders. MPO staff will continue to leverage these strategies to effectively engage with a range of stakeholders in identifying needs and coordinating hazard mitigation efforts across the region.

FFY 2026 Anticipated Outcomes

• Outline for a vulnerability assessment framework
• Project application scoring for the TIP for risk mitigation and adaptive capacity
• Documentation of regional transportation impact mitigation needs for the  MPO’s LRTP Needs Assessment
• Continued environmental stakeholder engagement
• Required air quality analyses and reporting

Freight Planning Program

Purpose

The Freight Planning Program is a federally required program to explicitly consider, analyze, and reflect freight facilities and movements in the planning process. Freight and logistics play a vital role in the multimodal transportation system and regional economy. Planning for freight includes planning movements of goods and services by land (road and rail), air, and water. Freight Planning Program activities support the MPO’s long-term goals by (1) analyzing freight-related safety data, assessing safety concerns, and researching freight policies to identify actionable recommendations (safety goal); (2) engaging stakeholders to promote freight transportation efficiency, intermodal connectivity, and workforce mobility (access and connectivity goal); and (3) developing strategies to reduce the environmental impacts of freight vehicles/warehouses and the consequent negative impacts on communities (clean air and healthy communities goal).

The Freight Planning Program recognizes ongoing and new developments in the freight sector, identifies key issues, sets priorities, encourages the expansion of sustainable modal choices, and supports the efficient movement of goods within the Boston metropolitan region and beyond. As the freight sector is regional and multi-jurisdictional, the Freight Planning Program requires coordinated efforts across the Boston Region MPO, regional stakeholders, and decision-makers, making it one of the program’s primary focus areas.

The Freight Planning Program supports the following federal requirements for the MPO-related freight activities:

• Incorporate goals, objectives, performance measures, targets, and relevant elements from the State Freight Plan and other state transportation plans and transportation processes into the metropolitan transportation planning process.
• Provide freight stakeholders a reasonable opportunity to provide feedback on the region's TIP and LRTP.
• Assist MassDOT, as needed, in measuring and setting targets for the Truck Travel Time Reliability Index to evaluate national freight movement on the Interstate Highway System, with targets reported to FHWA.
• Support the federally required 3C metropolitan transportation planning process by assisting in the development of federal certification documents, including the TIP, LRTP, and UPWP.
• The 2018–19 MPO certification review advised that the Freight Action Plan be updated every four years. 

Approach

The MPO’s freight planning activities are guided by the 2013 Freight Planning Action Plan and its 2019 update, and are aligned with MassDOT 2023 Massachusetts State Freight Plan and the National Zero-Emission Freight Corridor Strategy. In FFY 2026, the Freight Planning Program will focus on the following tasks:

• Updating the Freight Action Plan: MPO staff will update the Freight Action Plan to align with the vision and goals of the Freight Planning Program. This update will incorporate findings from recent studies, including the FFY 2025 UPWP discrete study on cargo e-bikes for first-/last-mile freight deliveries, as well as the results of the safety analysis from the MPO’s Safety Action Plan. In addition, MPO staff will research freight policies and regulations set by FHWA, MassDOT, National Highway Transportation Safety Administration, Federal Motor Carrier Safety Administration, and other agencies. Through this research, MPO staff will identify gaps and opportunities for policy improvements along with the potential role of the MPO in freight policy-oriented work.
• Beginning Work on the Regional Freight Decarbonization Plan: Developing a Freight Decarbonization Plan for the Boston region will be a multiyear effort. In FFY 2026, MPO staff will build on the results of the FFY 2023 UPWP study Sustainability and Decarbonization in the Freight and Logistics Sector in the North Suffolk Area and establish a foundation for this multiyear effort. Initial steps will include identifying and engaging with relevant stakeholders, and conducting a literature review of peer agencies’ decarbonization plans to inform a freight decarbonization strategy for the region.
• Engaging stakeholders on Freight Data Dashboard: MPO staff launched a Freight Data Dashboard that maps various freight infrastructure data from the MPO, MassDOT, and the FHWA in FFY 2025. In FFY 2026, MPO staff will engage with the freight stakeholders in the region to identify any gaps in the existing mapped data.

FFY 2026 Anticipated Outcomes

• Updated Freight Action Plan
• Literature review of Regional Freight Decarbonization Plans
• Summary of stakeholder feedback on the existing Freight Data Dashboard

Regional Model Enhancement

Purpose

The long-term goal of the travel demand modeling practice 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 a coordinated community of modelers within and beyond the Boston Region MPO.

The regional travel demand model is at the core of the travel modeling tools. It can be programmed to represent projections of population and employment in the region and used to evaluate the efficacy and key metrics of long-range plan projects. The LRTP relies on a calibrated and current travel demand model to produce the metrics required to complete this certification activity. In addition to the LRTP, the regional travel demand model is used for statewide emissions estimates and to support specific planning and policy analysis by the MPO, municipalities, and state agencies as well as to support state and federal grant applications and EPA filings.

The regional travel demand model is most useful in concert with other tools that provide different sensitivities and metrics. This program aims to identify, design, develop, and support the modeling tool that best meets the MPO needs. 

Approach

This program prioritizes the development, maintenance, and enhancement of a regional travel demand model, with major versions produced for each LRTP cycle (the current major version is TDM23, and the next will be TDM27). The program also supports the development and maintenance of complementary modeling tools that are purpose-built for specific studies and incorporate different sensitivities and input levels such as VisionEval and the FTA STOPS models. These tools and the regional model enhance transportation planning insights and facilitate reliable quantitative analysis for regional and statewide projects and policies. Finally, this program supports research and prototyping of new modeling tools and practices that will further improve our analytical capabilities. 

The model research, development, and maintenance efforts are guided by a modeling roadmap that provides a framework to evaluate and prioritize new model investments, maintenance and feature priorities for existing models, and the key design and development milestones for future modeling tools. 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. The roadmap key deliverables are listed in the Anticipated Outcomes section below.

FFY 2026 Anticipated Outcomes 

• TDM23 maintenance updates to incorporate fixes, performance improvements, and new capabilities for project analysis
• TDM23 enhancements to support LRTP scenarios
• VisionEval implementation to support LRTP scenarios
• TDM27 detailed design, development and initial calibration
• Regional FTA STOPS release and maintenance
• Model utility improvements and expansion
• Exploratory modeling support

Data Program

Purpose

The Data Program is a set of consolidated efforts to improve how data are obtained, developed, used, and shared in support of the MPO and its stakeholders. Guided by a vision of valuable, reliable, and accessible data managed through transparent, collaborative, and resilient practices, the program enables MPO staff to

• maintain and update existing data, infrastructure, and documentation;
• explore new data and assess their fitness for MPO work;
• develop best practices around the management and use of data; and
• apply data in a comprehensive and strategic way to benefit the MPO, regional stakeholders, and partner agencies.

The Data Program supports the following federal requirements for MPOs related to data:

• Ensure in urbanized areas with more than one designated MPO that data used in the planning process is consistent.
• Validate data used in existing modal plans for the transportation plan.
• Base transportation plan updates on the most recent estimates and assumptions for population, land use, travel, employment, congestion, and economic activity.
• Collaborate with other agencies on data collection, agreeing on standard data definitions, quality, and formats, avoiding duplication of effort.

Approach

In FFY 2026, the Data Program will focus on the initiatives below, the first three of which are special initiatives and the remainder of which are ongoing efforts:

• Creating a data roadmap for the MPO: MPO staff will review and update the data vision and draft a roadmap for achieving the vision. The roadmap will include priorities, actionable steps, milestones, and a phased timeline.
• Reestablishing data use agreements for key data sets: MPO staff will secure access to data sets that are important to MPO analysis and require data use agreements, due to the sensitivity of included data.
• Advancing the regularization of documentation: Building on the evaluation, selection, and configuration of a documentation platform in prior years, the Data Program will pilot platform use by one or more additional programs, adjusting templates and instructions as needed and monitoring costs and benefits of the added documentation workload.
• Managing and responding to data requests: The MPO responds to requests for data from municipalities, peer agencies, private sector consultants, research institutions, and the public. Staff will continue to review established policies and procedures, balancing data sets prepared for the most common queries with custom data assembled on request.
• Exploring data: Staff will conduct coordinated, strategic assessments of new and continuously evolving data sources and analytical techniques to address current and future needs, documenting findings, and developing best practices around the management and use of these data. For example, datasets that could be explored include trip volumes from Replica for freight and active modes; MassDOT annual average daily traffic versus Replica volumes, and Transportation Network Company rideshare trip data from the state Department of Public Utilities
• Data management, coordination, and support: Data sets and activities under this effort include socioeconomic products, management of geographic information system and database management system infrastructure, coordination of Data User Group meetings and workshops, collaboration with partners and other agencies, and foundational work that supports staff across the range of MPO activities.
  

FFY 2026 Anticipated Outcomes

• Data roadmap focused on actionable steps
• Data use agreements for key datasets
• Documentation platform revised instructions; pilot test costs and benefits
• Data request responses and updated data request handling guidelines
• Assessments and recommendations for up to three existing or emerging datasets
• Curated, enhanced reference data, tools, and distribution for TIP scoring
• Updated foundational datasets and documentation, including demographic data, roads underlying calculation of network-based TIP scores, and roads and transit data backing Conveyal network analysis

Active Transportation Planning Program

Purpose

The Active Transportation Planning Program aims to improve accessibility, safety, convenience, and comfort for people walking, bicycling, and rolling in the Boston metropolitan region. The MPO leverages its role as a regional transportation planning agency to study active mobility 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 using active modes within their municipalities and provide recommendations to increase the use of these modes for daily trips by residents, employees, and visitors.

The Active Transportation Planning Program strives to reduce congestion, increase physical activity, and shape more livable communities. Our work is aimed at facilitating greater adoption of active modes and informing investment in sustainable active transport infrastructure throughout the Boston metro region. We prioritize the needs of people living in communities that are less likely to have access to motorized vehicles and rapid transit stations within the region, making active modes of transportation all the more critical to mobility in these communities.

The Active Transportation Planning Program supports the following federal requirements, as described in 23 U.S.C. 217(g), for metropolitan planning organizations related to bicycle and pedestrian travel.

• MPOs are required to create a transportation plan that identifies pedestrian walkways and bicycle transportation facilities.
• MPOs are required to create a TIP that identifies congestion management strategies they have adopted, such as pedestrian and bicycle facilities, that demonstrate a systematic approach in addressing current and future transportation demand.
• The TIP must identify pedestrian walkway and bicycle transportation facilities in accordance with the fact that bicyclists and pedestrians must be given due consideration in MPOs’ transportation plans. Where appropriate, bicycle transportation facilities and pedestrian walkways must be considered in conjunction with all new construction and reconstruction of transportation facilities, except where bicycle and pedestrian use are not permitted.
• Transportation plans and projects must provide due consideration for safety and contiguous routes for bicyclists and pedestrians. Safety considerations include the installation, where appropriate, and maintenance of audible traffic signals and audible signs at street crossings.

Approach

In FFY 2026, the Active Transportation Planning Program, informed by the participation of the Active Transportation Steering Committee and the broader goals of the MPO’s LRTP, will focus on the following tasks:

• Convening the Active Transportation Steering Committee (Steering Committee): The Boston Region MPO will continue to leverage its role as a regional convenor to host quarterly meetings of the Active Transportation Steering Committee. This body connects MPO staff, advocates, municipal stakeholders, and academics to exchange information, work through regional bicycle and pedestrian transportation issues, and share the MPO’s active transportation related efforts with members.
• Needs and Gaps in the Regional Bicycle and Pedestrian Networks: As part of a larger, multiyear effort to develop a regional active transportation plan and building off of previous work done to identify regional gaps, MPO staff will identify and prioritize the needs and assess the gaps for the regional bicycle and pedestrian networks. MPO staff will work with the Steering Committee to identify these needs and gaps as well as provide recommendations and best practices for the improvement of bicycle and pedestrian facilities within the region.
• Continuing Regional Bicycle and Pedestrian Volume Counts: In the spring FFY 2025, MPO staff began conducting automatic bicycle and pedestrian volume counts in locations across the metropolitan region. MPO staff will continue to work with municipalities to collect data in strategic locations to better inform regional and local planning, including revisiting data collection locations at different times of the year to determine the impact of seasonality on bicycle and pedestrian travel patterns.

FFY 2026 Anticipated Outcomes

• Summary of key insights and feedback from the Active Transportation Steering Committee
• Identification and prioritization of bicycle and pedestrian needs and gaps with best practice guidance for addressing these
• Bicycle and pedestrian volume counts and high-level trends¹

Multimodal Mobility Infrastructure Program

Purpose

The Multimodal Mobility Infrastructure Program (MMIP) 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, including walking, rolling, biking, and transit. The program strives to provide tools and resources to increase capacity among stakeholders to enhance the planning and design of multimodal transportation infrastructure in the region.

Under Title 23, Chapter I, Subchapter E, Part 450, Subpart C, it is stated in § 450.318 that “an MPO(s), State(s), or public transportation operator(s) may undertake a multimodal, systems-level corridor or subarea planning study as part of the metropolitan transportation planning process.” Furthermore, among the Federal planning factors described in Title 23, Section 134, of the US Code, the activities within the MMIP address the following:

• Increase the safety of the transportation system for all motorized and nonmotorized users
• Increase accessibility and mobility of people and freight
• Enhance the integration and connectivity of the transportation system, across and between modes, for people and freight
• Promote efficient system management and operation
• Emphasize the preservation of the existing transportation system
• Improve the resiliency and reliability of the transportation system

Approach

In FFY 2026, the MMIP will focus on the following initiatives:

• Undertaking site-specific studies: MPO staff will develop conceptual design recommendations on two to three site-specific corridor and intersection studies that address regional multimodal transportation needs with an emphasis on the most vulnerable roadway users. In addition to Complete Streets guidelines and operational and safety considerations, our analysis will concentrate on transit services, nonmotorized modes of transportation, curb usage, and truck activity along roadway segments.
• Conducting regional studies: MPO staff will conduct two regional studies focused on identifying opportunities to support multimodal transportation, reduce auto dependence and address roadblocks to achieving a well-functioning multimodal transportation system. The regional studies conducted through the MMIP offer opportunities for the MPO to evaluate specific projects that the MPO has chosen to fund through the TIP. This year, MPO staff will explore 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), which aims to increase housing production in the region. Staff will also continue to advance mode shift research.
• Synthesizing smaller-scale study findings: MPO staff will synthesize the findings from smaller-scale studies conducted as part of the technical assistance programs, discrete studies work, and 5303-funded projects. Staff will categorize these findings by theme and present recommendations for incorporating and regionalizing the results into broad planning efforts.
• Beginning Mobility Action Plan (MAP): MPO staff will begin the first phase of developing a MAP. The focus of this phase will be on developing a high-level framework, assessing mobility needs, and defining the primary objectives of the plan. The MAP will build on the LRTP goals and Needs Assessment with a focus on identifying actions to improve mobility in the near term. Work will include gathering data on existing infrastructure, transportation systems, and travel patterns as well as engaging with regional and community stakeholders. The goal of the work will be to establish a baseline of existing mobility infrastructure, identify regional gaps, and recommend priority areas for future mobility improvements. This work will aim to increase municipal capacity to identify and undertake future improvements, as well as help meet LRTP goals.

FFY 2026 Anticipated Outcomes

• Selection of corridor and intersection study locations
• Recommendations for selected corridor improvements
• Recommendations for selected intersection improvements
• White paper with key findings from research on mode shift
• Summary of findings from exploration of connections between transportation and land use at the regional scale
• Recommendation for regionalizing results from past discrete studies
• High-level framework for a MAP with a focus on identifying needs, existing conditions, and near-term priorities

Support to the MPO and its 3C Process

The activities described in this section support core MPO programs as well as those supporting the continuing, comprehensive, and cooperative (3C) planning process in general, collaboration with partner 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, support the operation of the MPO and its committees, and provide 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 and post meeting agendas to the MPO’s website
• Prepare and distribute informational materials via email and the MPO’s website
• Plan virtual and in-person/hybrid meetings, making them accessible to the public
• 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-recordings, and documenting and publishing meeting minutes

Technical and process support is provided to the MPO’s Unified Planning Work Program (UPWP) Committee; Administration and Finance (A&F) Committee; Congestion Management Process (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 and provide feedback on the federally required CMP. Activities include maintaining relevance of CMP goals by updating them as needed, monitoring the CMP network by developing congestion performance measures, and developing strategies to reduce congestion, developing and reviewing the TIP Intersection Improvement Program, and making recommendations on improving regional mobility to the MPO.
• The TIP Process, Engagement, and Readiness Committee facilitates discussion about the TIP development process and desired improvements.

Staff provide policy analysis of ongoing state and federal developments that affect MPO functions directly or the region’s transportation system as a whole. This work includes creating briefs of policy and administrative changes, leading research projects that focus on transportation policies in the region, preparing materials for meetings or hearings with external legislative stakeholders, and working with external organizations to coordinate transportation policy with other land use and planning policies. In FFY 2026, staff will document findings of research into municipal use of the Chapter 90 Program funds, authorized through Massachusetts General Laws (MGL) Chapter 90, Section 34, which provides funding to municipalities for the implementation of capital improvements on local public ways. Staff will also complete a stakeholder analysis to support the FFY 2026 discrete study, Roadway Pricing: Stakeholder Analysis, described in Chapter 4.

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 the 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 materials designed in support of MPO programs and certain internal initiatives. Design staff monitor the consistent use of the MPO name, logo, and color palette in print and digital publications. They also produce materials that adhere to accessibility regulations 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 public-facing materials, including reports, memoranda, briefings, work scopes, guidebooks, presentations, meeting agendas, meeting minutes, job advertisements, and certain internal documents. 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 follow the rules of the Chicago Manual of Style and guidelines from the Boston Region MPO Editorial Style Guide when reviewing copy.

Transit Working Group Support

The Transit Working Group is a space to provide resources and opportunities for collaboration between transit providers and organizations that support transit in the Boston region. Participants may include representatives of regional transit authorities, transportation management associations, municipalities that operate transit services, and state transportation agencies. Advocacy groups and members of the public are also welcome to attend these meetings. Staff plan and host 4–6 Transit Working Group meetings per year.

FFY 2026 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 attending 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 and update accessibility guidelines and standards for MPO products as needed
• Maintain standards for accessibility in written materials and maintain accessible document templates
• Maintain editorial guidelines and provide quality control for written materials
• Develop resources to support working group meetings and activities
• Completion of municipal transportation maintenance fund (Chapter 90, municipal funding program) research
• Completion of a stakeholder analysis to supplement the FFY 2026 discrete study, Roadway Pricing: Stakeholder Analysis
• Ongoing support to MPO board and leadership staff for federal and state policy changes
• Work toward integrating housing into the transportation planning process
• Hold TWG meetings and keep the MPO board informed about TWG discussions and concerns
• Support communication for and about MPO work using email, social media, and the MPO website
• Provide regular updates on the Certification Review Action Plan

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Chapter 4: Boston Region MPO Technical Assistance and Discrete Studies

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 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 ongoing technical analysis and support studies that staff will conduct for communities or transportation providers in the region, and the discrete studies that are selected for the fiscal year based on the engagement process described in Appendix C. 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, 2025, when the FFY 2026 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 2026 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 2025 and FFY 2026, as well as the completed and planned work products.
• FFY 2026 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 lists the FFY 2026 discrete studies.

Table 4-1
Completed MPO Funded Discrete Transportation Planning Studies, FFYs 2024–25

Table 4-2
FFY 2026 Boston Region MPO Technical Analyses and Support

*The funding amount shown here reflects funding for the Boston Region MPO only. Funding for MAPC can be found in Chapter 7.

Table 4-3
FFY 2026 MPO Funded Discrete Transportation Planning Studies

In addition, the Metropolitan Area Planning Council (MAPC), the planning agency for the Boston Region, conducts planning studies and technical assistance throughout the region. For more information on the studies and technical assistance work that MAPC conducts, see Chapter 6, Metropolitan Area Planning Council Activities.

Some titles of the following 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 MPO staff at 857.702.3700 (voice), 711 (MassRelay), or ctps@ctps.org (email).

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.

Road Safety Audits

Purpose

This program supports MPO staff participation in road safety audits (RSA).

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 RSA examines the location to develop both short- and long-term recommendations to improve safety for people driving, walking, and 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 MPO staff, 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 2026 Anticipated Outcomes

Anticipated outcomes include the following:

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

Technical Assistance Program

Purpose

Through this ongoing program, MPO staff provide technical advice to municipalities, MAPC subregions, regional transit authorities (RTA), and transportation management associations (TMA). This work is focused on improving and expanding our multimodal regional transportation system.

Approach

In this program, MPO staff will meet with community stakeholders 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.

Technical assistance activities may include the following:

• Conduct outreach to build awareness around the program and support  the conceptualization of projects that may benefit from technical assistance.
• Provide ongoing technical support to communities for current tools and practices regarding multimodal issues.
• Conduct a site visit with local officials to understand the potential problem, review existing data, and make suggestions for additional data that may be needed.
• Analyze problems and identify potential solutions including conceptual designs for some project locations.
• Coordinate with municipalities to identify TIP-eligible project candidates that are supportive of increased multimodal safety, access, and mobility around the region.
• Support the various planning processes at MassDOT, the MBTA, the MPO, and MAPC, and provide guidance on how communities can get involved.
• Provide technical support to improve transit services including promoting best practices and addressing issues of ridership, cost effectiveness, route planning, first- and last-mile strategies, and other service characteristics.

The number of technical assistance cases will depend on the funding amount and the complexity of the specific technical assistance requests from municipalities.

FFY 2026 Anticipated Outcomes

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

Discrete Planning Studies

The project descriptions in this section describe the discrete studies chosen by the MPO for funding in FFY 2026. As described in Chapter 2 and Appendix B, MPO staff gather discrete study ideas each year and classify them into the following categories: active transportation; land use, environment, and economy; roadway and multimodal mobility; transit; community transportation access; transportation impact mitigation; and other technical work. Each of the project descriptions on the following pages begins with a funding table that shows the category, total budget, and schedule.

Pedestrian-Scale Lighting Guide for Communities

Purpose

Street lighting plays a vital role in enhancing safety and reducing nighttime crashes. However, most lighting designs for existing streets were designed with an emphasis on drivers. Recent advancements in lighting technology have also improved vehicular illumination, which helps increase driver safety.

According to the National Highway Traffic Safety Administration, approximately 76 percent of pedestrian fatalities occur in dark and low-light conditions. Insufficient attention to pedestrian-scale lighting designs for vulnerable users and the lack of resources to guide communities in selecting appropriate lighting for pedestrian facilities in different environments are significant contributing factors. The Town of Brookline Select Board recently established a Pedestrian-Friendly Lighting Committee in response to this issue. This committee developed a plan to implement pedestrian-friendly lighting along busy sidewalks, assessed public demand for improved street lighting, and evaluated the costs associated with installing and operating new pedestrian-scale street lighting.

Providing resources for communities to make informed decisions around their lighting options is crucial for creating a safer and secure environment for vulnerable road users. In addition, many communities in Massachusetts are buying back their streetlights from utility companies to achieve cost savings and greater flexibility. The guide produced from this study will equip communities with the tools and resources needed to enhance safety and security for vulnerable road users by incorporating pedestrian-scale lighting into planning and design. Well-designed pedestrian-scale lighting can encourage more people to walk and bike at night and in low-light conditions, fostering a stronger sense of community and promoting mode shift.

Approach

To address the growing need for safer and more secure streets for vulnerable users, MPO staff will investigate best practices for pedestrian-scale lighting at intersections, mid-block crossings, sidewalks, and bike lanes in various settings such as commercial areas, villages, parks, and neighborhoods. In addition, MPO staff will interview communities about the challenges and opportunities in operating and maintaining streetlights, available resources on pedestrian-scale lighting, and how safety of vulnerable road users influence lighting decisions, such as design, equipment selection, and upgrades. MPO staff will also look to engage pedestrian and bicycle advocacy groups regarding concerns, needs, and improvements related to pedestrian-scale lighting.

FFY 2026 Anticipated Outcomes

The outcome of the research and interviews will be a guide for communities outlining appropriate lighting specifications, such as lighting intensity, contrast, LED options, color temperature, and compliance with dark sky regulations for walking and biking facilities in various settings. The guide will also feature case studies to provide practical examples and insights.

Representing the Experience of Limited Mobility Individuals

Purpose

Throughout planning and decision-making, transportation planners and analysts characterize and quantify mobility metrics to understand travel throughout the region. Currently when approaching these tasks at the Boston Region MPO, staff have limited capacity to reflect the perspective of people with limited mobility in quantitative analysis efforts. The goal of this study is to strengthen and support transportation planning across different mobility preferences and needs throughout data-driven decision-making efforts. In recent years, MPO staff have made progress to characterize the walkability of neighborhoods and to calculate how the transportation system supports destination access. These efforts could be improved by developing strategies to better accommodate the perspective of people with mobility limitations.

Approach

As a first step in building resources to better analyze the experience of people with limited mobility, this study will prioritize literature review and community engagement. MPO staff will conduct a literature review to identify existing best practices, analysis approaches, and strategies to conduct data-driven transportation planning that includes the needs of people with mobility limitations. In addition, MPO staff will coordinate with organizations within the region to conduct outreach events gathering feedback on trip patterns and challenges navigating the transportation system. Finally, staff will conduct strategy discussions to identify potential solutions to better represent how the transportation network serves people with limited mobility and recommendations to incorporate these solutions in data-driven planning at a regional scale.

FFY 2026 Anticipated Outcomes

The anticipated outcome of this study will be a technical memo that describes key findings from the literature review and community outreach. The memo will also identify potential next steps to better represent the experience of people with limited mobility throughout MPO program work, which could include data gaps that need to be addressed and analysis strategies or metrics to develop further.

Roadway Pricing: Stakeholder Analysis

Purpose

Agencies implementing roadway pricing strategies need to consider both the differential impacts on stakeholder groups and how perceptions of the potential adverse impacts can affect the implementation process. Outreach and public education campaigns can inform the public on the benefits of such strategies—such as reducing congestion and generating revenue—and outline strategies to mitigate adverse impacts. The MPO’s FFY 2025 discrete study on roadway pricing aims to help staff build its knowledge base with available tools and data to support future research, develop a conceptual framework that will support stakeholder engagement, and explore the potential impacts of roadway pricing on congestion, revenue, and community well-being for one conceptual roadway-pricing scenario applied to Greater Boston. This study will build on the findings of the FFY 2025 study to conduct a preliminary stakeholder analysis focused on assessing attitudes toward one or more roadway pricing scenarios and their impact on stakeholders groups.

The study will also evaluate effective messaging around roadway pricing by reviewing strategies that other agencies have used successfully when implementing roadway pricing. The purpose of this study is to provide a starting point for conducting future, scenario-specific stakeholder analyses and engagement programs for potential roadway pricing strategies, identify effective communications and engagement strategies, and provide qualitative data that could support a successful implementation.

Approach

The study will identify the stakeholders potentially affected by one or more types of roadway pricing strategies, as well as stakeholders who have an interest in the strategy and may be able to influence the outcome and messaging. Interviews with public officials and other relevant parties and a literature review will help staff evaluate how various stakeholders have been affected by roadway pricing programs in the United States and internationally, and identify messaging strategies used by other agencies when implementing roadway pricing policies. The study will also build on preliminary interviews completed in the FFY 2024 study, “Learning from Roadway Pricing Experiences.” Drawing on these precedents will help create an effective engagement strategy for the Boston region.

Interviews with relevant Massachusetts organizations, such as the MBTA, MassDOT, and others will provide information about the inter-agency coordination needed for an effective engagement and messaging strategy. A stakeholder and messaging analysis can inform the MPO’s future work on roadway pricing strategies by anticipating reactions and concerns about potential pricing scenarios and providing qualitative data that complements any quantitative analyses performed.

FFY 2026 Anticipated Outcomes

The anticipated outcome of this study is a report that identifies and analyzes individuals, groups, or organizations that have a vested interest in roadway pricing to help understand how they may influence the success of one or more strategies, how they are impacted, and how best to message and engage them to achieve the goals of the strategy.

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Chapter 5: Resource Management and Support Activities

Introduction

MPO staff conduct ongoing information technology (IT) and other activities to support the core activities and studies of the Boston Region Metropolitan Planning Organization (MPO).

Each activity in this chapter includes an explanation of the purpose of the work, a description of how the work is accomplished, and a summary of the anticipated Federal Fiscal Year (FFY) 2026 work products. The budget tables at the head of each project description show 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 2025, a summary of the work products and/or progress made in FFY 2025, the funding proposed for each of these activities in FFY 2026, and the anticipated work products and/or progress in FFY 2026.

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
FFY 2026 Boston Region MPO Ongoing Resource Management and Support Activities

Boston Region MPO Activities

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

Information Technology Resource Management

Purpose

Managing IT resources involves inventory management, resource allocation, website maintenance, 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. In the coming year, staff will upgrade IT-related hardware in the server room, including network infrastructure and the power distribution unit. All IT documentation will also be audited to ensure accuracy and completeness, such as updating existing materials and incorporating new procedures that reflect recent changes.

Approach

Staff perform the following subtasks as part of information technology resource management.

Information Technology (IT) Resource Management

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. This includes replacing older hardware, including network equipment and workstations. It also requires managing relationships with IT vendors to ensure the timely delivery of products and services. In addition, staff will implement an endpoint management service that will automate IT-related tasks such as adding accounts, deploying applications, and enforcing policies.

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. Staff review all reports generated by cybersecurity-related tools.

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.

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. This includes negotiating contracts, evaluating vendor performance, and resolving disputes. This also includes creating an implementation plan for the website infrastructure accessibility review.

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. Additionally, technical support will be provided to end-users needing assistance using the new external and internal websites.

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, including additional changes to the interactive apps after the website redesign at the end of FFY 2025. 

Database Administration

Database administration involves tasks such as user management, monitoring database performance, allocating storage, and applying patches and upgrades. Other tasks will include website database changes based on changes made during the redesign at the end of FFY 2025.

FFY 2026 Anticipated Outcomes

• Improved IT-related network infrastructure, such as a new power distribution unit for the server room and installation of new workstations
• Updated IT documentation
• Revised interactive applications based on the website redesign

Professional Development

Purpose and Approach

MPO staff maintain their 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, the Southern New England APA Conference (SNEAPA) and other public, private, and nonprofit organizations. Professional development efforts focus on a range of critical topics, including performance-based planning, traffic engineering activities and applications, regional modeling, active transportation activities, transit planning, public engagement, technology operations and maintenance, database applications, and other areas. These efforts are designed to enhance technical support services and foster professional growth.

FFY 2026 Anticipated Outcomes

Staff will attend conferences, panel presentations, trainings, and other enrichment and professional advancement opportunities.

Direct Support

Purpose

Through this activity, the Boston Region MPO provides integral direct support for all staff projects and functions.

Approach

IT Equipment

IT equipment, including both hardware and software, that represents a significant investment or costs more than $5,000 per individual item, is classified as a direct expense

Consultants

The Boston Region MPO engages with consultants periodically to perform specialized, time-specific tasks based on project needs.

In FFY 2026, consultant support will be funded by deobligated PL funds. Those funds will support the following two initiatives:

• TDM27 Development ($275,000): To support TDM27 development to provide critical expertise and backup, ensuring work is carried out efficiently while building institutional knowledge and making full use of resources.
• Routable Mobility Networks ($130,000): To engage a consultant to leverage remote sensing data to construct routable mobility networks through computer vision modeling and geospatial analysis.

Membership Dues

Annual membership dues are paid to AMPO, 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, AMPO, Transportation Research Board, SNEAPA, 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, the Boston Region MPO 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. The MPO 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 2026 Anticipated Outcomes

Direct costs include information technology equipment, Boston region membership dues to AMPO, in-state project-related travel, out-of-state travel associated with staff attendance at professional and training conferences, translation and interpreter services, project-related incentives and consultant engagement, and other appropriate costs.

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Chapter 6: Metropolitan Area Planning Council Activities

Introduction

The Metropolitan Area Planning Council (MAPC) receives approximately 18 percent of the Boston region’s annual combined 3C PL and §5303 funding. With this funding, MAPC staff conduct various studies, technical analyses, coordination, and outreach and support activities to help fulfill the 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
FFY 2026 UPWP-Funded MAPC Activities

* Asterisk denotes that this section is additionally included in Chapter 4.

MAPC Planning Studies and Technical Analyses

MAPC conducts transportation planning studies through four ongoing programs: Corridor/Subarea Planning Studies, Multimodal Planning and Coordination, MetroCommon 2050 Implementation, and Land Use Development Project Reviews. MAPC and MPO staff also collaborate on the Community Transportation Technical Assistance Program, 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 local planning grants.

Approach

This task is accomplished through the following subtasks.

Parking Planning and Research in Selected Communities ($63,872)

The goal is to address the challenges that municipalities face from both requiring too much parking through local regulation and not effectively managing their existing on and off-street parking supply. 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 enable the building of more housing, stimulate local economic prosperity, reduce congestion, help municipalities plan for more transit-supportive land use, and decrease vehicle miles traveled. 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, wider sidewalks or stormwater management infrastructure. This work would benefit local air quality and congestion by managing parking supply and demand.

Supporting MBTA Bus Network Redesign and Other Transit Plans ($60,000)

MAPC will support the Massachusetts Bay Transit Authority’s (MBTA) Bus Network Redesign by coordinating municipal street planning with this initiative, particularly around capital needs and bus priority measures. MAPC will support community engagement and related planning at the corridor level and act as a liaison between the MBTA and municipal staff as helpful. MAPC will also support municipalities in the region to plan bus priority improvements through technical assistance at the corridor level to understand the trade-off of repurposing parking or travel lanes for more dedicated bus space. 

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, Massachusetts Bay Transportation Authority (MBTA), regional transit authorities, transportation management association, the Department of Conservation and Recreation (DCR), employers, and/or municipalities, with local land use planning to support economic vitality. This work will also include identification of areas in the region that need improved accessibility for people 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 plan 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 and address housing shortages. MAPC will also conduct regional research on topics related to the coordination of housing and transportation planning.

FFY 2026 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, including 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, including 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 and land use. 

Multimodal Planning and Coordination

Purpose

MAPC provides multimodal transportation-planning support to the Boston Region MPO and municipalities that focuses on safety for nonmotorized users, protecting the environment, reducing vehicle miles traveled, promoting energy conservation, and improving the quality of life for local communities.

Approach

This area of work is accomplished through the following subtasks.

Energy Conservation ($100,000)

MAPC will support municipalities in planning to conserve energy from the transportation system. This work will include local transportation plans, the use of technology, adoption of local policy, and coordination among levels of government.

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 dedicated 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 ($35,000)

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, station area planning, and supporting the municipalities to improve system governance and conduct long-range planning.

Regional Shared Use Path Planning and Mapping ($110,000)

MAPC will work with MassDOT, the Boston Region MPO, DCR, Executive Office of Energy and Environmental Affairs, municipalities, other regional planning agencies, and trail organizations to plan, map, design, and implement portions of the regional bicycle and pedestrian network of off-road and on-road connections, to form a contiguous system around greater Boston.

FFY 2026 Anticipated Outcomes

• Planning and coordination to support energy efficient transportation systems.
• 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 shared use path development.
• Support, technical analysis, coordination, and research in support of the Bluebikes bikeshare system.

MetroCommon 2050: Greater Boston’s Regional Vision 

Purpose

This task continues to support the ongoing coordination and implementation of MetroCommon 2050, the Boston region’s comprehensive plan for growth and development. The focus of this work is to ensure the coordination of housing, economic vitality, and environmental protection with mobility outcomes.

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, coordinated housing, and making our transportation network more resilient to severe weather. This task will include outreach and education to municipal leaders, coordinated planning at the municipal level, and regional development and preservation priority plans.

Engaging Communities to Support Local Change ($45,000)

MAPC will work with municipal officials and residents to seek changes in land use and transportation that improve quality of life and economic vitality. This will include engaging the public in planning and dialogue that enhances transit-oriented development planning, and influences other decision-making to improve development outcomes, increase accessibility, and improve safety. MAPC will hold regional discussions regarding challenges and opportunities in making long-term improvements to the Boston region’s transportation system. This is especially critical with the new state law that requires cities and towns to zone for multifamily districts near or around transit stations.

Research and Evaluation that Support Economic Vitality and Quality of Life Improvements in Coordinated Land Use and Transportation Plans ($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. Best practices from other regions will also be evaluated for their applicability in Greater Boston.

FFY 2026 Anticipated Outcomes

Anticipated outcomes include a stronger constituency for land use and transportation outcomes; 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 regional 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 vehicle miles traveled, improve air quality, increase the adaptability and reliability of the transportation system and reduce or mitigate stormwater impacts on surface transportation. 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 2026 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 ($110,000)

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 an emphasis on outreach through the subregions to municipal officials. MAPC also supports the MPO in its outreach to low-income 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 Evaluation and Criteria ($35,000)

MAPC will work with the MPO to advance the TIP via an annual process that is transparent and engaging for MPO members and the public. MAPC will support MPO staff to update the TIP scoring criteria as necessary and to advise MPO staff 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 the MPO and MassDOT to develop MPO meeting agendas and presentations and participate in MPO processes.

FFY 2026 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 MPO staff 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 2026 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 MPO staff 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 transitioning the model to an updated UrbanSim platform and recalibrating the model with more recent data. 

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 the MPO 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 transition the model to the most updated UrbanSim platform. 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 MPO 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 (AMPO) 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 2026 Anticipated Outcomes

Anticipated outcomes include new data sources; an updated land use allocation model on a new UrbanSim platform; 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 MPO region 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 and improved mobility, and support planning for transit-oriented housing and land use 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 2026 Anticipated Outcomes

Anticipated 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.

Direct Costs

Purpose

MAPC staff incur direct costs associated with the work programs in this chapter.

Approach

Direct costs include travel to meetings, public engagement events, large print quantities of project materials, translation of meeting materials into other languages, and registration for in-state and occasional out-of-state conferences.

FFY 2026 Anticipated Outcomes

Successful project meetings, public engagement, and conference attendance.

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Chapter 7: Budget Tables and Operating Summaries

This chapter contains overall budget information for the Boston Region Metropolitan Planning Organization’s (MPO) federal fiscal year (FFY) 2026 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.

The total federal funding programmed in this UPWP is $7,729,915. All federal funds programmed in the UPWP are allocated to the Boston Region MPO by Massachusetts Department of Transportation (MassDOT) as 3C planning funds. These funds initially come from two sources, the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA), and are then supplemented by a state match provided by MassDOT. Information about the funding sources is included below:

• FHWA 3C Planning (PL) funds: FHWA planning funds are distributed to MassDOT Office of Transportation Planning (OTP) to carry out the 3C planning process. MassDOT allocates these funds to all MPOs in the state 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 2026 3C PL funding provided to the Boston region, including state matching funds, is $4,801,140. The total Boston region 3C PL allocation is split between the Boston Region MPO, which receives $3,897,873, and MAPC, which receives $903,267.
• FTA 3C Planning funds (Section 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 funds by MassDOT before distribution. The FFY 2026 FTA allocation for the Boston region, including a total local match, is $2,928,776. This amount is split into two categories:
• MPO and MassDOT FTA 3C Planning funds (Section 5303): The total amount of FTA funds, including a local match, programmed in this UPWP for work conducted by MPO staff is $2,415,947.
• MAPC FTA 3C Planning funds (Section 5303): A portion of the Boston region’s FTA allocation also goes to MAPC, and 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 for FFY 2026 is $512,829.

Additional funding programmed in the UPWP includes funding from partner agencies for contract work, such as MassDOT and the MBTA, and from various grants. More detail about these agency- and grant-funded studies can be found in Appendix A.

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 MPO staff, and one for each UPWP category of work conducted by Metropolitan Area Planning Council (MAPC). 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 2026

Table 7-2
UPWP Budget—Ongoing Technical Analyses for FFY 2026

*Note: the Regional Transit Service Planning Technical Support and Community Transportation Technical Assistance Program have been combined into the Technical Assistance Program.

Table 7-3
UPWP Budget—New Discrete Studies for FFY 2026

Table 7-4
UPWP Budget—Resource Management and Support Activities for FFY 2026

*Does not include Direct Support.

Table 7-5
UPWP Budget—MAPC Planning Studies and Technical Analyses
for FFY 2026

*The funding amount shown here reflects funding for MAPC only. Funding for the Boston Region MPO can be found in Chapter 4.

Table 7-6
UPWP Budget—MAPC Resource Management and Support Activities for FFY 2026

Table 7-7
UPWP Budget—Summary of FFY 2026 Budgets for the Boston Region MPO

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 2026 Budgets for MAPC

Table 7-9
UPWP Budget—3C Budget and Overall Budget for FFY 2026

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Appendices