Transit Vision
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FY 2027 HART Transit Development Plan
Hillsborough Area Regional Transit (HART) Transit Development Plan 2018 - 2027 Major Update Final Report September 2017 Prepared for Prepared by HART | TDP i Table of Contents Section 1: Introduction ..................................................................................................................................... 1-1 Objectives of the Plan ......................................................................................................................................... 1-1 State Requirements ............................................................................................................................................ 1-2 TDP Checklist ...................................................................................................................................................... 1-2 Organization of the Report .................................................................................................................................. 1-4 Section 2: Baseline Conditions ...................................................................................................................... 2-1 Study Area Description ....................................................................................................................................... 2-1 Population Trends and Characteristics ............................................................................................................. 2-3 Journey-to-Work Characteristics ....................................................................................................................... -
Charlotte Moves | State of Mobility October 13, 2020 What Is Charlotte Moves?
STATE OF MOBILITY Charlotte 2020 CHARLOTTE MOVES | STATE OF MOBILITY OCTOBER 13, 2020 WHAT IS CHARLOTTE MOVES? Charlotte MOVES is our... VISION STRATEGY PLAN to shape a new mobility future. to leverage transportation to to integrate various modes of travel into implement the Charlotte Future 2040 a single system that moves Charlotte. Comprehensive Plan. The Charlotte MOVES Strategic Mobility Plan is a supportive measure to the Charlotte Future 2040 Comprehensive Plan. The plan will define a 20-year strategic vision to enhance mobility for our community. Charlotte MOVES will... 1 Support the goals and objectives of the Charlotte Future 2040 Comprehensive Plan 2 Integrate existing transportation plans and policies into a single Strategic Mobility Plan 3 Establish new goals for prioritizing transportation investments and measuring progress 4 Identify a “Transformational Mobility Network” 5 Modernize transportation policies and equip Charlotte to respond to a changing world Charlotte MOVES is guided by... CHARLOTTE DEPARTMENT OF THE CHARLOTTE MOVES TASK FORCE TRANSPORTATION (CDOT) A special task force appointed by Mayor Vi Lyles and CDOT planning staff are leading and managing the chaired by former Mayor Harvey Gantt to assist in the Charlotte MOVES planning process in coordination with development of the plan by identifying a Transformational other agencies. Mobility Network and supporting public engagement. INTERDISCIPLINARY STAFF TEAM COLLABORATION WITH A “Core Team” of planners, engineers, technical experts, COMPLEMENTARY PLANNING EFFORTS designers, and policymakers from various CDOT and City Ongoing collaboration with the Charlotte Future 2040 departments and agencies. Comprehensive Plan and other planning teams to align efforts, mine data, and engage residents. ADDITIONAL PUBLIC ENGAGEMENT Public engagement conducted through previous transportation plans, the Charlotte MOVES Task Force, and ongoing planning efforts will be complemented and updated through surveys and an equity focus group. -
Manual on Uniform Traffic Control Devices (MUTCD) What Is the MUTCD?
National Committee on Uniform Traffic Control Devices Bus/BRT Applications Introduction • I am Steve Andrle from TRB standing in for Randy McCourt, DKS Associates and 2019 ITE International Vice President • I co-manage with Claire Randall15 TRB public transit standing committees. • I want to bring you up to date on planned bus- oriented improvements to the Manual on Uniform Traffic Control Devices (MUTCD) What is the MUTCD? • Manual on Uniform Traffic Control Devices (MUTCD) – Standards for roadway signs, signals, and markings • Authorized in 23 CFR, Part 655: It is an FHWA document. • National Committee on Uniform Traffic Control Devices (NCUTCD) develops content • Sponsored by 19 organizations including ITE, AASHTO, APTA and ATSSA (American Traffic Safety Services Association) Background • Bus rapid transit, busways, and other bus applications have expanded greatly since the last edition of the MUTCD in 2009 • The bus-related sections need to be updated • Much of the available research speaks to proposed systems, not actual experience • The NCUTCD felt it was a good time to survey actual systems to see what has worked, what didn’t work, and to identify gaps. National Survey • The NCUTCD established a task force with APTA and FTA • Working together they issued a survey in April of 2018. I am sure some of you received it. • The results will be released to the NCUTCD on June 20 – effectively now • I cannot give you any details until the NCUTCD releases the findings Survey Questions • Have you participated in design and/or operations of -
Northeast Corridor Light Rail Project – Draft EIS LYNX Blue Line Extension TABLE of CONTENTS
Northeast Corridor Light Rail Project – Draft EIS LYNX Blue Line Extension TABLE OF CONTENTS ABSTRACT CHAPTER ES.0 EXECUTIVE SUMMARY ES.1 Project Study Area...................................................................................................... ES-1 ES.2 Purpose and Need for Action ..................................................................................... ES-1 ES.3 Alternatives Considered ............................................................................................. ES-2 ES.4 Summary of Transportation Impacts ......................................................................... ES-4 ES.5 Summary of Environmental Consequences .............................................................. ES-5 ES.6 Mitigation Summary ................................................................................................... ES-7 ES.7 Financial Analysis and Investment Impacts ............................................................. ES-21 ES.8 Evaluation of Alternatives ........................................................................................ ES-21 ES.9 Public and Agency Coordination.............................................................................. ES-23 ES.10 Next Steps ............................................................................................................... ES-23 CHAPTER 1.0 PURPOSE AND NEED 1.1 Introduction .................................................................................................................... 1-1 1.2 Corridor Description...................................................................................................... -
People, Places and Spaces: Transforming Public Engagement with Civic Innovation
People, Places and Spaces: Transforming Public Engagement with Civic Innovation GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Knight Cities Challenge Winners City of Charlotte Projects Porch” Swings in The Take Ten The No Barriers Project Initiative Public Places Engage the Public – Facilitate Connections – Break Down Barriers GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Opportunities Abound…… GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life WHAT’S POSSIBLE GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Take Ten Initiative (#Take10CLT) • 150 ambassadors “Takes 10” once a week • 5,400 conversations over a 9 month period • October, 2015 – June, 2016. • 3 basic questions • Informal approach to conversations, with each lasting about 10 minutes. GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Take Ten Initiative (#Take10CLT) Take10 City of Charlotte • 60% Female. 40% Male • 25.4% Female. 74.6% Male • Ages… 25-34 = 32% 35-44 = 29% 46-64 = 36% • White = 64.6% • White = 72% African American = 29.4% African American = 24% Asian = 1.6% Asian = 1% Hispanic = 1% Hispanic = 3.3% • Years of city service… 1-5 = 33% 5-10 = 20% 10-20 = 22% 20+ = 7% GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Take Ten Initiative (#Take10CLT) Constituents Like: Constituents Want • Available activities Improvement On: • Weather •Traffic • More activities and • People entertainment • Green Spaces • School system Ideal Charlotte in 5 Years: - Better transportation systems - Better economy, more jobs, lower taxes, more affordable housing GROWING Jobs and Our Economy | CONTROLLING Cost of Government | IMPROVING Quality of Life Take Ten Initiative (#Take10CLT) Take10 Old fashioned Surveys • Exciting •Boring • Engaging • Set questions with set answers. -
Sunrail.Com Not to Scale
WELCOME ABOARD! BROCHURE LYMMO is your ride to great places M around Downtown Orlando. Whether you’re heading to work, a meal, or one of the many attractions Downtown, LYMMO’s frequent service and bus-only lanes will get you there faster. LYNX is the public transit provider for LYMMO Orange, Lime and And when you’re riding LYMMO, you Orange, Osceola and Seminole counties. never have to worry about parking. Additional connectivity with Grapefruit Lines If you don’t see your destination here, Lake and Polk counties. CONTACT US and we can connect you DIRECT SERVICE TO: to the right LYMMO. CONTACT US for information on fares, bus stops, schedules and trip planning: Amway Center Heritage Square Ready to roll? Look inside for more info... Bob Carr Theater Lake Eola Park 407-841-5969 phone County Courthouse LYNX Central Station 407-423-0787 tdd County Health Dept Orlando City Stadium Dr Phillips Center Parramore Notice of Title VI Rights: LYNX operates its programs and services without regard to race, color, golynx.com web religion, gender, age, national origin, disability, or family status in accordance with Title VI of the Civil Rights Act. Any person who believes Effective: he or she has been aggrieved by any unlawful discriminatory practice APRIL 2017 related to Title VI may file a complaint in writing to LYNX Title VI Officer Desna Hunte, 455 N. Garland Avenue, Orlando, Florida 32801 or by calling THANK YOU FOR RIDING LYNX! 407-254-6117, email [email protected] or www.golynx.com. Information in other languages or accessible formats available upon request. -
Bus/Light Rail Integration Lynx Blue Line Extension Reference Effective March 19, 2018
2/18 www.ridetransit.org 704-336-RIDE (7433) | 866-779-CATS (2287) 866-779-CATS | (7433) 704-336-RIDE BUS/LIGHT RAIL INTEGRATION LYNX BLUE LINE EXTENSION REFERENCE EFFECTIVE MARCH 19, 2018 INTEGRACIÓN AUTOBÚS/FERROCARRIL LIGERO REFERENCIA DE LA EXTENSIÓN DE LA LÍNEA LYNX BLUE EN VIGOR A PARTIR DEL 19 DE MARZO DE 2018 On March 19, 2018, CATS will be introducing several bus service improvements to coincide with the opening of the LYNX Blue Line Light Rail Extension. These improvements will assist you with direct connections and improved travel time. Please review the following maps and service descriptions to learn more. El 19 de marzo de 2018 CATS introducirá varias mejoras al servicio de autobuses que coincidirán con la apertura de la extensión de ferrocarril ligero de la línea LYNX Blue. Estas mejoras lo ayudarán con conexiones directas y un mejor tiempo de viaje. Consulte los siguientes mapas y descripciones de servicios para obtener más información. TABLE OF CONTENTS ÍNDICE Discontinued Bus Routes ....................................1 Rutas de autobús discontinuadas ......................1 54X University Research Park | 80X Concord Express 54X University Research Park | 80X Concord Express 201 Garden City | 204 LaSalle | 232 Grier Heights 201 Garden City | 204 LaSalle | 232 Grier Heights Service Improvements .........................................2 Mejoras al servicio ...............................................2 LYNX Blue Line | 3 The Plaza | 9 Central Ave LYNX Blue Line | 3 The Plaza | 9 Central Ave 11 North Tryon | 13 Nevin -
3. Performance Measures
Airport Metro Connector Technical Refinement Study of Alternatives Phase I – AA/DEIS/DEIR Final 3. PERFORMANCE MEASURES The Technical Refinement Study utilizes performance measures similar to those presented in the 2012 AA Report. Table 3-1 summarizes the detailed performance measures for the following evaluation criteria: Passenger Convenience and Travel Time – Transfers and vertical changes inform an understanding of the quality of the Metro passenger experience. This is supplemented by an assessment of systemwide travel times, which strongly influence the overall attractiveness of transit compared to other modes. Environmental Factors – An initial environmental screening will identify the potential short-term construction impacts and long-term operational impacts associated with each alternative. Compatibility with Other Projects – Integration with future transit and airport plans is paramount in ensuring the project is compatible with future Metro and LAWA goals. Engineering/Physical Feasibility – The physical constructability of each alternative will be determined to ensure that the alternatives fit within acceptable parameters for utility and construction disruption, and airport constraints. Cost and Financial Feasibility – Capital construction costs for each alternative, which will include the construction of the guideway, stations, vehicles, and supporting facilities, determine the potential fiscal impacts of each alternative. As noted previously, the AMC project only has approximately $200 million allocated as part of Measure -
Bus Rapid Transit (BRT) and Light Rail Transit
Bus Rapid Transit (BRT) and Light Rail Transit (LRT) Performance Characteristics Stations Mixed Traffic Lanes* Service Characteristics Newest Corridor End‐to‐End Travel Departures Every 'X' Travel Speed (MPH) City Corridor Segment Open length (mi) # Spacing (mi) Miles % Time Minutes BRT Systems Boston Silver Line Washington Street ‐ SL5 2002 2.40 13 0.18 1.03 42.93% 19 7 7.58 Oakland San Pablo Rapid ‐ 72R 2003 14.79 52 0.28 14.79 100.00% 60 12 14.79 Albuquerque The Red Line (766) 2004 11.00 17 0.65 10.32 93.79% 44 18 15.00 Kansas City Main Street ‐ MAX "Orange Line" 2005 8.95 22 0.41 4.29 47.92% 40 10 13.42 Eugene Green Line 2007 3.98 10 0.40 1.59 40.00% 29 10 8.23 New York Bx12 SBS (Fordham Road ‐ Pelham Pkwy) 2008 9.00 18 0.50 5.20 57.73% 52 3 10.38 Cleveland HealthLine 2008 6.80 39 0.17 2.33 34.19% 38 8 10.74 Snohomish County Swift BRT ‐ Blue Line 2009 16.72 31 0.54 6.77 40.52% 43 12 23.33 Eugene Gateway Line 2011 7.76 14 0.55 2.59 33.33% 29 10 16.05 Kansas City Troost Avenue ‐ "Green Line" 2011 12.93 22 0.59 12.93 100.00% 50 10 15.51 New York M34 SBS (34th Street) 2011 2.00 13 0.15 2.00 100.00% 23 9 5.22 Stockton Route #44 ‐ Airport Corridor 2011 5.50 8 0.69 5.50 100.00% 23 20 14.35 Stockton Route #43 ‐ Hammer Corridor 2012 5.30 14 0.38 5.30 100.00% 28 12 11.35 Alexandria ‐ Arlington Metroway 2014 6.80 15 0.45 6.12 89.95% 24 12 17.00 Fort Collins Mason Corridor 2014 4.97 12 0.41 1.99 40.00% 24 10 12.43 San Bernardino sbX ‐ "Green Line" 2014 15.70 16 0.98 9.86 62.79% 56 10 16.82 Minneapolis A Line 2016 9.90 20 0.50 9.90 100.00% 28 10 21.21 Minneapolis Red Line 2013 13.00 5 2.60 2.00 15.38% 55 15 14.18 Chapel Hill N‐S Corridor Proposed 8.20 16 0.51 1.34 16.34% 30 7.5 16.40 LRT Systems St. -
Public Transportation Association
AMERICAN PUBLIC TRANSPORTATION ASSOCIATION 2017 PUBLIC TRANSPORTATION FACT BOOK 2017 PUBLIC TRANSPORTATION FACT BOOK 68th Edition March 2018 APTA’s Vision Statement Be the leading force in advancing public transportation. APTA’s Mission Statement APTA serves and leads its diverse membership through advocacy, innovation, and information sharing to strengthen and expand public transportation. Primary Author: MacPherson Hughes-Cromwick, Policy Analyst (202) 496-4812 [email protected] Data and Analysis: Matthew Dickens, Senior Policy Analyst (202) 496-4817 [email protected] American Public Transportation Association Paul P. Skoutelas, President and CEO APTA Policy Department Darnell C. Grisby, Director-Policy Development & Research Arthur L. Guzzetti, Vice President-Policy American Public Transportation Association 1300 I Street, NW, Suite 1200 East Washington, DC 20005 TELEPHONE: (202) 496-4800 E-MAIL: [email protected] www.apta.com Contents Overview of Public Transit Systems ....................................................................................................5 Total Number of Systems, Number of Modes Operated, 2015 Rail Openings Passenger Travel ................................................................................................................................7 Unlinked Passenger Trips by Mode, Unlinked Passenger Miles by Mode, Average Trip Length by Mode, VMT vs. Passenger Mile Growth, Population vs. Ridership Growth, ACS Transit Commuting Statistics Service Provided ............................................................................................................................. -
Retail Opportunities Available an Elevated Living Experience
RETAIL OPPORTUNITIES AVAILABLE AN ELEVATED LIVING EXPERIENCE A NEW LEVEL OF RETAIL 500 West Trade is a mixed-use development located in the historic Fourth Ward neighborhood of Uptown Charlotte within 2 blocks of the main thoroughfare. The project consists of a 7-story mid-rise tower and a 15-story high-rise tower totaling 354 luxury apartment units, 8,590 square feet of retail and a 3,600 square foot retail courtyard fronting Trade Street. The property is well positioned in a diverse section of Uptown that benefits from its convenience to urban amenities, a dense office market and a vibrant mix of retail. Center City Charlotte Uptown is a vibrant urban center in the heart of the fifth-fastest-growing city in the nation. The neighborhood blends traditional industry with innovation and creativity. Several Fortune 500 companies including Bank of America, Honeywell, Truist and Duke Energy call Uptown Charlotte home playing a significant part in making the area competitive on a national level for jobs, investment and talent. Uptown, Charlotte’s central business district, is within 15 minutes of Charlotte-Douglas International Airport, the world’s sixth-busiest airport, and at the heart of the region’s transit hub featuring light rail, streetcar and the largest urban bike sharing system in the southeast. EXCEPTIONAL UPTOWN LOCATION Uptown Charlotte is a vibrant and diverse urban area, easily walkable with plentiful diverse amenities. There are nearly 20,000 residents in Uptown alone and with home prices being relatively affordable and the median household income being higher than the national average, Uptown Charlotte is an attractive place for many to live. -
Effective Strategies for Congestion Management
EFFECTIVE PRACTICES FOR CONGESTION MANAGEMENT: FINAL REPORT Requested by: American Association of State Highway and Transportation Officials (AASHTO) Prepared by: Cambridge Systematics, Inc. Cambridge, MA Resource Systems Group, Inc. Burlington, VT November 2008 The information contained in this report was prepared as part of NCHRP Project 20-24(63), National Cooperative Highway Research Program, Transportation Research Board. Acknowledgements This study was requested by the American Association of State Highway and Transportation Officials (AASHTO), and conducted as part of National Cooperative Highway Research Program (NCHRP) Project 20-24. The NCHRP is supported by annual voluntary contributions from the state Departments of Transportation (DOTs). Project 20-24 is intended to fund studies of interest to the leadership of AASHTO and its member DOTs. Christopher Porter of Cambridge Systematics was the lead author of the report, working with John Suhrbier of Cambridge Systematics and Peter Plumeau and Erica Campbell of Resource Systems Group. The work was guided by a task group chaired by Constance Sorrell which included Daniela Bremmer, Mara Campbell, Ken De Crescenzo, Eric Kalivoda, Ronald Kirby, Sheila Moore, Michael Morris, Janet Oakley, Gerald Ross, Steve Simmons, Dick Smith, Kevin Thibault, Mary Lynn Tischer, and Robert Zerrillo. The project was managed by Andrew C. Lemer, Ph. D., NCHRP Senior Program Officer. Disclaimer The opinions and conclusions expressed or implied are those of the research agency that performed the research and are not necessarily those of the Trans- portation Research Board or its sponsors. The information contained in this document was taken directly from the submission of the author(s). This docu- ment is not a report of the Transportation Research Board or of the National Research Council.