The MBTA's efficiency plummeted during Covid; as people chose either personal transportation or personal work, the MBTA lost significant ridership. However, it maintained its vehicle fleet and the depth of its services even as its operating cost per passenger mile increased dramatically.

This new study unearths previously unseen communications between the MBTA and its contractors, showing that the MBTA’s efforts to modernize its fare collection system, including allowing payments with credit cards and bringing “tap and go” technology to Commuter Rail and ferry lines, was riddled with technological challenges and difficulties overseeing contractors as early as 2019, culminating in a 3-year delay to the project’s full implementation. The report also highlights key insights regarding the MBTA’s administrative capacity and hiring efforts needed to oversee the project’s implementation.

This report warns that the MBTA will likely face a fare evasion crisis when it transitions to all-door boarding on buses, the Green Line, and the Mattapan trolley in 2023. General Manager Steve Poftak and MBTA staff have signaled the potential for a $25–30 million spike in fare evasion costs when the new AFC 2.0 system is implemented unless the MBTA institutes meaningful, enforceable penalties for fare evaders. In this report, Pioneer Institute makes recommendations for managing the AFC 2.0 contract and related fare evasion procedures going forward.

Citing an avoidance of the commute and more flexible scheduling, nearly 63 percent of respondents to Pioneer Institute’s survey, “Will You Commute To Work When The COVID-19 Crisis Is Over?” expressed a preference to work from home one day a week, and a plurality preferred two to three days a week, even after a COVID-19 vaccine is available.

Pioneer Institute’s Public Comment calls on the Massachusetts Department of Transportation (MassDOT) to revise its Scoping Report on the I-90 Allston Multimodal Project and recommend an additional option to the Federal Highway Administration (FHWA). The Institute believes that closer analysis of an at-grade option may reveal that an at-grade design will shorten construction time, lower costs, create fewer negative economic and congestion impacts, and improve neighborhood access to parkland along the Charles River.

The Massachusetts Legislature must free the MBTA from overly restrictive procurement methods and the T must dramatically increase its project and contract management capacity if it is to reach aggressive capital spending targets aimed at upgrading the system and accommodating more riders.

The unusual way in which Massachusetts determines prevailing wages and the fact that civilian flaggers are subject to state prevailing wage law explain why a 2008 law that ended the Commonwealth’s status as the only state to require police at road construction projects has failed to generate substantial savings.

This report illustrates that increased use of employer-sponsored commuter benefit programs could boost MBTA revenue significantly, reduce employee commuting costs, provide employer savings, reduce traffic congestion and yield environmental benefits.

This report asserts that with the current MBTA pension agreement set to expire in June 2018 and a new evaluation projecting a $1.485 billion increase in retirement costs over the next 18 years under terms of the current agreement, the T’s Fiscal and Management Control Board (FMCB) should take immediate action to protect the authority’s precarious finances.

This report compares MBTA bus maintenance costs with those of five transit agencies identified as peers by the Integrated National Transit Database Analysis System. In 2015, the MBTA had the highest vehicle maintenance cost per hour of bus operation of the six transit agencies identified as peers by INTDAS.