West Trade/Rozzelles Ferry Playbook
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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 ....................................................................................................................... -
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 ............................................................................................................................. -
2030 Transit System Plan Refresh
2030 Transit System Plan Refresh Centers and Corridors Project Connect Growth Concept Map Joint use Task Force CRTPO Technical Coordinating Committee July 6, 2017 City of Charlotte The Origin Story Centers and Corridors Strategy developed in the 1990’s • Long-term growth management strategies for Charlotte- Mecklenburg • Five primary transportation and development corridors • Transform unfocused development patterns in corridors and wedges to compact mixed-use development along corridors and in station areas City of Charlotte 2025 Transit/Land Use Plan 2025 Transit / Land Use Plan . Vision for a long-term growth management strategy for Charlotte- Mecklenburg . Integrates rapid transit and mixed- used development along 5 transportation corridors . Expands transit system to serve between the rapid transit corridors . Provide more transportation choices to meet mobility needs . Support sustainable growth for region City of Charlotte Rapid Population Growth In 1998 the Charlotte Mecklenburg population was projected to grow by about 385,000 people over the next 30 years a 66% increase. 1995 2025 Mecklenburg County projected population 580,000 965,000 growth in 1998 In 2014 the US Census Bureau estimated Mecklenburg County’s population is already over a million people at 1,012,539. That is a 75% increase from 1995. We have reached our projections a full 10 years early. City of Charlotte Rapid Population Growth Population Percent Change 2000-2014 Charlotte 50% Towns within Mecklenburg and the surrounding Davidson 68% counties have also experienced rapid growth Cornelius 130% since the adoption of the 2025 system plan. Huntersville 107% Matthews 35% With so many new residents there is the Mint Hill 67% opportunity to engage a much larger population. -
Page 1 MEET CHARLOTTE MEET CHARLOTTE
EXPERIENCEMEET THE MOMENTUM MEET CHARLOTTE CHARLOTTE SEE WHY MAJOR COMPANIES TAP INTO CHARLOTTE’S ENERGY TO ESTABLISH NEW HQS. MOMENTUM. Charlotte teems with activity. This is a city that is luring new residents by the day and major new corporate headquarters practically by the month. Why is Charlotte such a kinetic environment? The pillars of talent to propel healthy businesses, low cost of living to attract young workers, ENERGY. proactive city government to encourage innovative companies, and an environment that appeals to weekend adventurers and new families alike. CHARLOTTEIt’s a city that works hard and plays well, with a booming corporate IS landscape that welcomes newcomers and makes them feel as if they’re DYNAMICPOSITIVITY. being ushered into an inclusive and highly desirable community. 02 06 INDUSTRIES 05 HEADQUARTERS & HISTORY 07 COMMERCE IN CHARLOTTE 09 TALENT & AFFORDABILITY 10 INNOVATION 11 EDUCATION & JOBS 12 UNIVERSITIES 14 CHARLOTTE LIVING 13 CHARLOTTECOMMUNITY-DRIVEN & WORLDIS CLASS 16 CHARLOTTE CULTURE 19 PUTTING CHARLOTTE 17 TRANSPORTATION & INFRASTRUCTURE BUSINESSES ON THE MAP TABLE OF CONTENTS TABLE 21 RESILIENCE & RESOLVE 22 COMMUNITY RESPONSE DYNAMIC23 MOMENTUM & VISION 25 CONTACT US 04 CHARLOTTE’S HERITAGE TARGET INDUSTRIES TARGET OPERATIONS FUELS ITS MOMENTUM A CITY OF INDUSTRY The office buildings and warehouses of Charlotte bustle Charlotte is a city built on commerce. Growing healthy, groundbreaking businesses FINANCE HEADQUARTERS with activity. Buttoned-down bankers collaborate with is at the core of Charlotte’s DNA. The energy that flows through Charlotte’s business freewheeling fintech experts changing the future of community starts with its students and young workforce and continues up to C-Suites. -
Existing Floor Plans
a creative mixed-use district in west charlotte offering 285,000 sq ft of reclaimed industrial space in 8 distinct buildings on 30 acres MARKET & RETAIL EVENT VENUES KITCHEN INCUBATOR MAKERSPACE LOFT OFFICES FUTURE RESIDENCES A CLOSER LOOK ABOUT CHARLOTTE Carolina Panthers PARKS & GREENWAYS 2.5 MILLION CHARLOTTE DOUGLAS Charlotte Hornets colleges 7 FORTUNE 500 47 210 parks RESIDENTS (CSA) INTERNATIONAL AIRPORT Charlotte Knights & universities & GROWING the national hub of American COMPANIES Charlotte Checkers located on more than Airlines, is the 14th largest & US. National & nearly 21,000+ acres The Charlotte metro area’s of parkland population is projected to airport in the nation based 10 RANKED IN THE Whitewater Center 37 miles on passenger totals, the 31st 250,000 grow by 47% between FORTUNE 1000 Lowes Motor Speedway students of developed & 2010 & 2030 largest airport worldwide NASCAR Hall of Fame 150 miles Carowinds of undeveloped greenways in Mecklenburg County 1 To NoDa Seversville 5 Wesley 2 Heights 4 Uptown Charlotte 3 To Plaza Midwood South End IN CONTEXT 2 4 Proposed Greenway Johnson & Wales University Frazier Park Extension 1 Johnson C. Smith University 3 Bank of America Stadium 5 Start of Stewart Creek Greenway Lakewood Trolley SITE PLAN BUILDING SUMMARY 1 Savona Mill — ±199,150 sq. ft. 6 5 2 Building 2 — ±4,850 sq. ft. 3 Building 3 — ±19,900 sq. ft. 4 Building 4 — ±11,600 sq. ft. 5 7 Building 5 — ±6,750 sq. ft. 9 6 Building 6 — ±12,500 sq. ft. 7 Building 7 — ±22,970 sq. ft. 3 12 8 Blue Blaze Brewery — ±8,000 sq. -
Industry, Transportation and Education
Industry, Transportation and Education The New South Development of Charlotte and Mecklenburg County Prepared by Sarah A. Woodard and Sherry Joines Wyatt David E, Gall, AIA, Architect September 2001 Introduction Purpose The primary objective of this report is to document and analyze the remaining, intact, early twentieth-century industrial and school buildings in Charlotte and Mecklenburg County and develop relevant contexts and registration requirements that will enable the Charlotte- Mecklenburg Historic Landmarks Commission and the North Carolina Historic Preservation Office to evaluate the individual significance of these building types. Limits and Philosophy The survey and this report focus on two specific building types: industrial buildings and schools. Several of these buildings have already been listed on the National Register of Historic Places. Nevertheless, the increase in rehabilitation projects involving buildings of these types has necessitated the creation of contexts and registration requirements to facilitate their evaluation for National Register eligibility. The period of study was from the earliest resources, dating to the late nineteenth century, until c.1945 reflecting the large number of schools and industrial buildings recorded during the survey of Modernist resources in Charlotte, 1945 - 1965 (prepared by these authors in 2000). Developmental History From Settlement to the Civil War White settlers arrived in the Piedmont region of North Carolina beginning in the 1740s and Mecklenburg County was carved from Anson County in 1762. Charlotte, the settlement incorporated as the Mecklenburg county seat in 1768, was established primarily by Scots-Irish Presbyterians at the intersection of two Native American trade routes. These two routes were the Great Wagon Road leading from Pennsylvania and a trail that connected the backcountry of North and South Carolina with Charleston. -
West Trade / Rozzelles Ferry Road Date: May 31, 2017
PLANNING REPORT COMPREHENSIVE NEIGHBORHOOD IMPROVEMENT PROGRAM FINAL REPORT WEST TRADE / ROZZELLES FERRY ROAD DATE: MAY 31, 2017 This program is part of the City of Charlotte’s Community Investment Plan. Learn more at www.CharlotteFuture.com. West Trade/Rozzelles Ferry CNIP Coordination Team Lamar Davis E&PM ES Project Manager, West Trade Rozzelles Ferry CNIP Stephen Bolt CDOT Fred Hunter Charlotte Works Julie Millea E&PM, Real Estate Alberto Gonzalez Planning, West Trade Rozzelles CNIP Gary King E&PM, Business Services Mike Carsno E&PM, ES Construction Craig Monroe Landscape Management Roy Ezell E&PM, ES Utilities Randy Harris N&BS, West Trade Rozzelles Ferry CNIP Jimmy Rhyne CDOT, Implementation Jeff Black CDOT, Street Maintenance John Keene E&PM, Storm water Brian Horton CATS Veronica Wallace West Strategy Team Lead Debbie Smith CDOT, West Trade Rozzelles Ferry CNIP Stephanie Roberts Mecklenburg County Stormwater Consulting Support Stantec Consulting Services Inc.: Mike Rutkowski (Project Manager), Matt Noonkester, Jeff Rice, Mike Lindgren, Scott Lane, Hagen Hammons, Ashley Bonawitz, Anthony Isley, Michelle Peele, Erin Convery, Sam Williams, Jaquasha Colón The Dodd Studio: Dan Dodd, Brandon Green and Anna Simpson W C T N PROCESS & INTENT 2 R I F P Page 05 USDG Process and Intent A brief overview of the Urban Street Design Guidelines and process Page 05 Purpose and Intent Page 05 Background and Prior Actions Page 07 Guiding Lights: The USDG Process Page 11 The Study Area Highlighting the context that shaped the actions of the Project -
Citylynx Gold Line Phase 2 Charlotte, North Carolina Small Starts Project Development (Rating Assigned November 2015)
CityLYNX Gold Line Phase 2 Charlotte, North Carolina Small Starts Project Development (Rating Assigned November 2015) Summary Description Proposed Project: Streetcar 2.5 Miles, 11 Stations Total Capital Cost ($YOE): $150.00 Million Section 5309 Small Starts Share ($YOE): $74.99 Million (50.0%) Annual Operating Cost (opening year 2020): $4.95 Million 4,100 Daily Linked Trips Current Year Ridership Forecast (2014): 1,300,100 Annual Linked Trips 5,700 Daily Linked Trips Horizon Year Ridership Forecast (2034): 1,800,000 Annual Linked Trips Overall Project Rating: Medium-High Project Justification Rating: Medium Local Financial Commitment Rating: High Project Description: The Charlotte Area Transit System (CATS) proposes to extend the CityLYNX Gold Line Phase 1 streetcar line that began revenue service in July 2015 on both ends. It will extend approximately 2.0 miles west from the Charlotte Transportation Center to the campus of Johnson C. Smith University and 0.5 miles east from the Novant Health Presbyterian Medical Center to the Sunnyside neighborhood. The proposed project includes new stations, right-of-way acquisition, and the purchase of seven streetcar vehicles plus the modification of six stations on the Phase 1 project. Service is planned to operate seven days a week every 15 minutes in the weekday peak and off-peak periods and every 15 minutes on weekends. Project Purpose: The streetcar line would improve circulation and transit connections; support economic revitalization; provide access from economically diverse neighborhoods to Uptown Charlotte; provide more efficient transit options; and connect key activity centers and facilities. Project Development History, Status and Next Steps: In November 2006, CATS selected streetcar as the locally preferred alternative (LPA). -
Citylynx Gold Line Phase 2 Streetcar, Charlotte, North Carolina
CityLYNX Gold Line Phase 2 Streetcar Charlotte, North Carolina Small Starts Project Development (Rating Assigned November 2014) Summary Description Proposed Project: Streetcar 2.5 Miles, 11 Stations Total Capital Cost ($YOE): $150.00 Million Section 5309 Small Starts Share ($YOE): $74.99 Million (50.0%) Annual Operating Cost (opening year 2019): $4.95 Million 4,100 Daily Linked Trips Current Year Ridership Forecast (2014): 1,288,100 Annual Linked Trips 5,700 Daily Linked Trips Horizon Year Ridership Forecast (2034): 1,766,000 Annual Linked Trips Overall Project Rating: Medium-High Project Justification Rating: Medium Local Financial Commitment Rating: High Project Description: The Charlotte Area Transit System (CATS) proposes to extend the CityLYNX Gold Line Phase 1 project, currently under construction, on both ends for a total of 2.5 miles. It extends approximately 2.0 miles west from the Charlotte Transportation Center to the campus of Johnson C. Smith University and 0.5 miles east from the Novant Health Presbyterian Medical Center to the Sunnyside neighborhood. The proposed project includes 11 stations, right-of-way acquisition, the purchase of seven vehicles, and the modification of six stops on the Phase 1 project. Project Purpose: The project would improve circulation and transit connections; support economic revitalization; provide access from economically diverse neighborhoods to Uptown Charlotte; provide more efficient transit options; and connect key activity centers and facilities. Project Development History, Status and Next Steps: In November 2006, CATS selected streetcar as the locally preferred alternative (LPA). CATS completed the environmental review process with receipt of a Finding of No Significant Impact in June 2011. -
Unlocking the Potential of Charlotte's Food System
UNLOCKING THE POTENTIAL OF CHARLOTTE’S FOOD SYSTEM AND FARMERS’ MARKETS July 2018 good food is good business PREPARED FOR The City of Charlotte BY 27 East 21st Street, 3rd Floor T: 212.260.1070 kkandp.com New York, NY 10010 F: 917.591.5104 PROJECT TEAM Founded as Karp Resources in 1990, Karen Karp & Partners (KK&P) is the nation’s Market Ventures, Inc. is an award-winning specialty urban planning and economic leading problem-solver for food-related enterprises, programs, and policies. Our development firm that assists public, non-profit, and for-profit clients with planning, personalized approach is designed to meet the unique challenges facing our clients. We creating, and managing innovative food-based projects and programs. We have apply a combination of analytic, strategic, and tactical approaches to every problem and particular expertise in public markets and farmers’ markets, where we blend cutting- deliver solutions that can be measured and are always meaningful. edge business practices with a thorough understanding of and appreciation for the unique challenges facing local farmers and small businesses. Our Good Food is Good Business division supports the healthy development, execution, and operations of food businesses and initiatives in the public and private sectors. Founded in 1996, Market Ventures stands apart from other firms because we are both Our services include strategic sourcing, feasibility analysis, market research, business experienced consultants and hands-on developers and operators. As consultants, we planning, project management, and evaluation. Our Good People are Good Business produce accurate, independent analyses and recommendations tailored to meet the division builds leadership and organizational effectiveness in the food sector through individual needs and circumstances of our clients. -
The Baltimore Region Transit Governance and Funding Study
Appendix A Baltimore Region Transit Service Profiles Transit Governance and Funding Study Appendix A: Baltimore Region Transit Service Profiles Table of Contents Page Appendix A: Baltimore Region Transit Service Profiles..................................... A-1 City Of Annapolis Transit System Profile ................................................................... A-2 Anne Arundel County Transit Profile.......................................................................... A-9 City of Baltimore Transit Profile ............................................................................... A-18 Baltimore County Transit Profile .............................................................................. A-24 Harf ord County Transit Prof ile ................................................................................. A-37 Howard County Transit Profile................................................................................. A-43 Queen Anne’s County Transit Profile....................................................................... A-52 MDOT MTA Transit Profile ...................................................................................... A-56 Table of Figures Page Figure A-1 City of Annapolis Transit Service ........................................................... A-2 Figure A-2 FY2019 Financial Data – Annapolis Transit ........................................... A-6 Figure A-3 FY 2019 Operating Funding for Annapolis Transit ................................. A-6 Figure A-4 Annapolis Transit: Organization -
National Register of Historic Places Weekly Lists for 2014
National Register of Historic Places 2014 Weekly Lists National Register of Historic Places 2014 Weekly Lists ................................................................................ 1 January 3, 2014 ......................................................................................................................................... 3 January 10, 2014 ....................................................................................................................................... 9 January 17, 2014 ..................................................................................................................................... 16 January 24, 2014 ..................................................................................................................................... 24 January 31, 2014 ..................................................................................................................................... 29 February 7, 2014 ..................................................................................................................................... 34 February 14, 2014 ................................................................................................................................... 37 February 21, 2014 ................................................................................................................................... 43 February 28, 2014 ..................................................................................................................................