Chicago to St. Louis High-Speed Rail Tier 1 Final Environmental Impact Statement: Volume I
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Directions to the Chicago Office
Directions to the Chicago Office 70 W. Madison St. Suite 3100 Chicago, IL 60602 P: +1: 312.372.1121 Nearby Subways: CTA Blue train – exit at Dearborn & Monroe CTA Red train – exit at Monroe & State street CTA Green, Brown, Orange, Pink, Purple trains – exit Madison & Wabash Metra Electric, South Shore trains – exit at Millennium Station Metra Rock Island Train – exit at LaSalle street station Metra South West, Heritage Corridor, BNSF , Milwaukee West, North, North Central trains – exit at Union Station Metra Union Pacific North, Union Pacific West, Union Pacific NW trains – exit at Ogilvie Station Nearby Buses: CTA 14 Jeffrey Express, 19 United Center Express, 20 Madison, 20x Washington/Madison Express – stops in front of the building on Madison CTA 22 Clark, 24 Wentworth, 129 West Loop/South Loop ‐ stops on the corner of Clark and Madison CTA 22 Clark, 24 Wentworth, 36 Broadway, 52 Archer, 129 West Loop/South Loop‐ stops on the corner of Dearborn and Madison From O’Hare Airport – • Take I‐190 E ramp • Continue onto I‐90E (Kennedy expressway) for 13.6 miles • Exit 51H‐I (I‐290W, Eishenhower expressway) • Take exit 51I (Congress Pkwy, Chicago Loop) on the left • Continue onto W. Congress Pkwy • Take Wacker Drive (Franklin Street) exit on the right • Take Wacker Drive ramp on the left • Continue onto S Upper Wacker Drive • Turn right onto W. Monroe Street • Turn left onto S. Dearborn Street • Turn left onto W. Madison Street From Midway Airport – • Go south on IL‐50 S (S. Cicero Av) • Make a U‐turn onto IL‐50 N (S. -
Chiflu – Corflu 33
Progress Report 1 DECEMBER 2015 Chif lu – Corflu 33 Chicago 2016 – May 13-15 Progress Report 2 April 2016 (RIP Art. A trufan and a true friend to us all.) Home Stretch Well here we are one month out from Corflu 2016. This is the "now it gets real" moment for any convention. The list of to-dos gets longer every day, especially as things previously neglected suddenly rear their head ("Can I park your car for $60 a day sir?" and "I'm sorry do your attendees expect chairs in the conference room?"). The last one being a real question asked many years ago as we setup a con venue. It has been a while since I last organized a con, and those are two perfect reasons why that has remained true! But, the end is nigh, and we will have a "great time" - to paraphrase a wannabe contemporary politician, we will also have "the best time." Thank you President, er.. I mean King Trump for those inspiring words to live and plan cons by. This progress report sets the tone for what to expect at "the Chiflu". Conveniently hosted in downtown Chicago, there's a wealth of things to distract you from the actual con, and I implore you to take full advantage of the opportunity to enjoy our fine city. Except of course when there's programming happening. It is hard to walk around Chicago and not be inspired by the amazing architecture, public art, friendly locals, and sheer exuberance of it all. Also, spring has gotten off to a "great" start, and we are fully expecting "great" things in mid-May. -
Chicago Union Station Chicago Union Station MASTER DEVELOPER PROCUREMENT OVERVIEW October 2016 July 2015
Next Steps Investing in the Future of Chicago Union Station Chicago Union Station MASTER DEVELOPER PROCUREMENT OVERVIEW October 2016 July 2015 1 Chicago Union Station Operations • 4th busiest station in the Amtrak network; 3.3M passengers in FY15 • Serving more than 300 trains per weekday (Amtrak and Metra) • Serves six of Metra’s eleven routes Planning Goals • Improve circulation and safety • Increase capacity • Enhance customer experience • Improve connectivity Headhouse Building on Corner of Jackson Blvd. and Canal St. Planning Status • Advance near-term improvements from City-led Master Plan • Initiate Master Development Plan Planning Partners • City of Chicago (CDOT), Metra, RTA, IDOT and other stakeholders Great Hall in the Headhouse Building Boarding Lounge in Concourse Building 2 Collaborative Planning Chicago Union Station Master Plan: Released by the Chicago Department of Transportation (CDOT) in May, 2012, in collaboration with Amtrak, Metra, RTA and other local and regional stakeholders. Goals of the study included: • Provision of sufficient capacity for current and future ridership demand. • Improved station access, passenger circulation and customer experience. • Improved connections with local and regional buses, transit, taxis and shuttles. • Creation of a catalyst for growth in Chicago and the region, while attracting nearby private development. CDOT Report Released in May, 2012 Restoration of a prominent civic landmark. Recommended near, mid and long-term improvement projects with an estimated program cost of approx. $500M. 3 Phase 1A Overview Phase 1A, the preliminary engineering work for Phase 1 improvement projects, at a cost of $6 million, consists of planning, historic review and preliminary engineering tasks, up to 30% design. In addition, the projects envisioned for Phase 1, in its entirety, is projected to cost in excess of $200 million. -
Transit Service Design Guidelines
Transit Service Design Guidelines Department of Rail and Public Transportation November 2008 Transit Service Design Guidelines Why were these guidelines for new transit service developed? In FY2008 alone, six communities in Virginia contacted the Virginia Department of Rail and Public Transportation about starting new transit service in their community. They and many other communities throughout Virginia are interested in learning how new transit services can enhance travel choices and mobility and help to achieve other goals, such as quality of life, economic opportunity, and environmental quality. They have heard about or seen successful transit systems in other parts of the state, the nation, or the world, and wonder how similar systems might serve their communities. They need objective and understandable information about transit and whether it might be appropriate for them. These guidelines will help local governments, transit providers and citizens better understand the types of transit systems and services that are available to meet community and regional transportation needs. The guidelines also help the Virginia Department of Rail and Public Transportation (DRPT) in making recommendations to the Commonwealth Transportation Board for transit investments, by 1) providing information on the types of systems or services that are best matched to community needs and local land use decisions, and 2) ensuring that resources are used effectively to achieve local, regional, and Commonwealth goals. Who were these guidelines developed for? These guidelines are intended for three different audiences: local governments, transit providers and citizens. Therefore, some will choose to read the entire document while others may only be interested in certain sections. -
Union Depot Tower Interlocking Plant
Union Depot Tower Union Depot Tower (U.D. Tower) was completed in 1914 as part of a municipal project to improve rail transportation through Joliet, which included track elevation of all four railroad lines that went through downtown Joliet and the construction of a new passenger station to consolidate the four existing passenger stations into one. A result of this overall project was the above-grade intersection of 4 north-south lines with 4 east-west lines. The crossing of these rail lines required sixteen track diamonds. A diamond is a fixed intersection between two tracks. The purpose of UD Tower was to ensure and coordinate the safe and timely movement of trains through this critical intersection of east-west and north-south rail travel. UD Tower housed the mechanisms for controlling the various rail switches at the intersection, also known as an interlocking plant. Interlocking Plant Interlocking plants consisted of the signaling appliances and tracks at the intersections of major rail lines that required a method of control to prevent collisions and provide for the efficient movement of trains. Most interlocking plants had elevated structures that housed mechanisms for controlling the various rail switches at the intersection. Union Depot Tower is such an elevated structure. Source: Museum of the American Railroad Frisco Texas CSX Train 1513 moves east through the interlocking. July 25, 1997. Photo courtesy of Tim Frey Ownership of Union Depot Tower Upon the completion of Union Depot Tower in 1914, U.D. Tower was owned and operated by the four rail companies with lines that came through downtown Joliet. -
Intercity Bus Program Section 5311 (F) Presented By: FTA Region 4 Staff Lorna Wilson, HQ Juan Morrison, HQ
Federal Transit Administration Intercity Bus Program Section 5311 (f) Presented by: FTA Region 4 Staff Lorna Wilson, HQ Juan Morrison, HQ Federal Transit Administration OBJECTIVE Support the connection between nonurbanized areas and the larger regional or national system of intercity bus service. Support services to meet the intercity travel needs of residents in nonurbanized areas. Support the infrastructure of the intercity bus network through planning and marketing assistance and capital investment in facilities. FTA encourages States to use the funding under 49 U.S.C. 5311(f) to support these national objectives, as well as priorities determined by the State. FTA TPM ver3.1 2 GOVERNOR’S CERTIFICATION A State is required to expend at least 15 percent of its apportionment for an intercity bus program, unless “the chief executive officer of the State certifies to the Secretary of Transportation, after consultation with affected intercity bus service providers, that the intercity bus service needs of the State are being met adequately.” FTA TPM ver3.1 3 INTERCITY BUS The legislative history indicates that the assessment of intercity bus needs be made “relative to other rural needs in the State.” A State certifying that its needs are adequately met must demonstrate that it has assessed statewide intercity mobility needs no more than four years before the date of the certification The State must document in the State Management Plan (SMP) its consultation process and any process that it develops for periodically assessing statewide -
Chicago-South Bend-Toledo-Cleveland-Erie-Buffalo-Albany-New York Frequency Expansion Report – Discussion Draft 2 1
Chicago-South Bend-Toledo-Cleveland-Erie-Buffalo- Albany-New York Frequency Expansion Report DISCUSSION DRAFT (Quantified Model Data Subject to Refinement) Table of Contents 1. Project Background: ................................................................................................................................ 3 2. Early Study Efforts and Initial Findings: ................................................................................................ 5 3. Background Data Collection Interviews: ................................................................................................ 6 4. Fixed-Facility Capital Cost Estimate Range Based on Existing Studies: ............................................... 7 5. Selection of Single Route for Refined Analysis and Potential “Proxy” for Other Routes: ................ 9 6. Legal Opinion on Relevant Amtrak Enabling Legislation: ................................................................... 10 7. Sample “Timetable-Format” Schedules of Four Frequency New York-Chicago Service: .............. 12 8. Order-of-Magnitude Capital Cost Estimates for Platform-Related Improvements: ............................ 14 9. Ballpark Station-by-Station Ridership Estimates: ................................................................................... 16 10. Scoping-Level Four Frequency Operating Cost and Revenue Model: .................................................. 18 11. Study Findings and Conclusions: ......................................................................................................... -
Concord Coach (NH) O Dartmouth Coach (NH) O Peter Pan Bus Lines (MA)
KFH GROUP, INC. 2012 Vermont Public Transit Policy Plan INTERCITY BUS NEEDS ASSESSMENT AND POLICY OPTIONS White Paper January, 2012 Prepared for the: State of Vermont Agency of Transportation 4920 Elm Street, Suite 350 —Bethesda, MD 20814 —(301) 951-8660—FAX (301) 951-0026 Table of Contents Page Chapter 1: Background and Policy Context......................................................................... 1-1 Policy Context...................................................................................................................... 1-1 Chapter 2: Inventory of Existing Intercity Passenger Services.......................................... 2-1 Intercity Bus......................................................................................................................... 2-1 Impacts of the Loss of Rural Intercity Bus Service......................................................... 2-8 Intercity Passenger Rail.................................................................................................... 2-11 Regional Transit Connections ......................................................................................... 2-11 Conclusions........................................................................................................................ 2-13 Chapter 3: Analysis of Intercity Bus Service Needs............................................................ 3-1 Demographic Analysis of Intercity Bus Needs............................................................... 3-1 Public Input on Transit Needs ....................................................................................... -
111 W Jackson Transportation
Sedgwick 400 N. Orleans Franklin Wells LaSalle Clark Dearborn State 400 N. Wabash Rush Michigan River North Illinois Red Line Red North Michigan Hubbard 700 Milwaukee 300 N. Fulton Chicago River T Blue Line Purple Line Purple 200 N. Lake Line Brown 200 N. Wacker 200 E. 300 E. 150 N. Randolph 150 N. Green Line Lake T T T Pink Line T 100 N. Washington 100 N. East Loop 0 50 E. 625 ? 50 W. Randolph T 600 W. 550 W. 500 W. 350 W. 300 W. 200 W. 150 W. 100 W. 100 E. (Underground) 0 Madison 0 Millennium Central Loop Station OGILVIE Millennium T Washington T STATION Park 90 Franklin Wells LaSalle Clark Dearborn State Wabash 100 S. Monroe 100 S. Peoria Green Halsted 94 DesPlaines Jefferson Clinton Canal Madison West Loop 200 S. Adams State 200 S. Clark LaSalle Wells Michigan Wabash Wacker Dearborn Franklin Monroe T T 600 W. 550 W. 500 W. 300 S. Jackson 300 S. Adams T UNION Lake Shore Drive T STATION400 S. Van Buren 400 S. Jackson T T Van Buren Street Station Grant 41 (Underground) 500 S. Congress 500 S. Park Van Buren T T Line Orange N CTA Rail Lines & Stops Blue600 S. Line Harrsion 600 S. T 290 T LaSalle Congress T Metra Commuter Rail LASALLE STREET STATION Ontario Ontario 500 N. 500 N. 500 N. Illinois 90 94 Feeder Ramp St. Clair Ohio Ohio Ohio 150 E. 400 W. 430 N. 300 W. 200 W. 140 W. 100 W. 50 W. 430 N. E. E. 50 200 Grand Grand Grand Sedgwick Orleans Franklin Wells LaSalle Clark Dearborn State Wabash Rush Michigan 400 N. -
Appendix 6-B: Chronology of Amtrak Service in Wisconsin
Appendix 6-B: Chronology of Amtrak Service in Wisconsin May 1971: As part of its inaugural system, Amtrak operates five daily round trips in the Chicago- Milwaukee corridor over the Milwaukee Road main line. Four of these round trips are trains running exclusively between Chicago’s Union Station and Milwaukee’s Station, with an intermediate stop in Glenview, IL. The fifth round trip is the Chicago-Milwaukee segment of Amtrak’s long-distance train to the West Coast via St. Paul, northern North Dakota (e.g. Minot), northern Montana (e.g. Glacier National Park) and Spokane. Amtrak Route Train Name(s) Train Frequency Intermediate Station Stops Serving Wisconsin (Round Trips) Chicago-Milwaukee Unnamed 4 daily Glenview Chicago-Seattle Empire Builder 1 daily Glenview, Milwaukee, Columbus, Portage, Wisconsin Dells, Tomah, La Crosse, Winona, Red Wing, Minneapolis June 1971: Amtrak maintains five daily round trips in the Chicago-Milwaukee corridor and adds tri- weekly service from Chicago to Seattle via St. Paul, southern North Dakota (e.g. Bismark), southern Montana (e.g. Bozeman and Missoula) and Spokane. Amtrak Route Train Name(s) Train Frequency Intermediate Station Stops Serving Wisconsin (Round Trips) Chicago-Milwaukee Unnamed 4 daily Glenview Chicago-Seattle Empire Builder 1 daily Glenview, Milwaukee, Columbus, Portage, Wisconsin Dells, Tomah, La Crosse, Winona, Red Wing, Minneapolis Chicago-Seattle North Coast Tri-weekly Glenview, Milwaukee, Columbus, Portage, Wisconsin Hiawatha Dells, Tomah, La Crosse, Winona, Red Wing, Minneapolis 6B-1 November 1971: Daily round trip service in the Chicago-Milwaukee corridor is increased from five to seven as Amtrak adds service from Milwaukee to St. -
December 2020 Project Management Oversight Report
Project Management Oversight December 2020 REPORT ON PROJECT MANAGEMENT OVERSIGHT – DECEMBER 2020 Executive Summary This semi‐annual Report on Project Management Oversight details Service Board efforts in implementing their capital programs. Included are details on all state‐funded projects, regardless of budget, and all systemwide projects with budgets of $10 million or more, regardless of funding source. Information in this report was collected by direct , interviews project meetings, and documented submissions from Service Board project management teams. The RTA’s 2018‐2023 Regional Transit Strategic Plan, Invest in Transit, highlights $30 billion of projects that are needed to maintain and modernize the region’s transit network. To maintain and preserve the current system in a State of Good Repair (SGR), as well as address the backlog of deferred SGR projects, requires a capital investment of $2 to $3 billion per year. The Rebuild Illinois funding is planned to expedite overdue repair and replacement projects, reduce the backlog of deferred improvements, and move the system toward a state of good repair. It nearly doubles the previous five‐year regional capital program of $4.3 billion. The funds enable real progress on the state of good repair, by allowing improvements and in some cases replace aging system assets. Although this has been a difficult year due to operating funding shortfalls related to COVID‐19, the Service Boards are continuing with the implementation of their capital programs. This report includes, for the first time, 13 Rebuild Illinois projects representing $655 million in Rebuild Illinois funding. The 13 projects reported on have begun during this reporting period and have ongoing activities. -
Metra Increasing Service on 7 More Lines Enhanced Schedules to Take Effect July 12
News Release Metra Media Relations 312-322-6776 FOR IMMEDIATE RELEASE Metra increasing service on 7 more lines Enhanced schedules to take effect July 12 CHICAGO (July 1, 2021) – Metra today posted schedules for expanded rush hour service to begin Monday, July 12 on seven additional lines to meet growing ridership. New schedules will take effect July 12 on the Heritage Corridor, Milwaukee District North and West, SouthWest Service, North Central Service and Union Pacific Northwest and West lines. On the same day, Metra will also launch previously announced new pilot schedules on the BNSF, Metra Electric and UP North lines that provide more off-peak options. A similar pilot schedule for the Rock Island Line is set to take effect on July 19. “My Metra is about listening to the needs of our riders. These new schedules are intended to help our customers transition back to a regular work commute providing them with more choices and flexibility,” said Metra CEO/Executive Director Jim Derwinski. “We expect ridership to continue to increase as the summer progresses and will continue to monitor conditions and make schedule adjustments that are responsive to our customers’ needs.” The new schedules can be viewed now at metrarail.com. In addition to new trains, there are minor adjustments to the timetables of some existing trains on some lines; customers are advised to review the new schedules to see if the timetables of their trains have changed. All the changes are highlighted on the new schedules. The guiding principles for Metra’s service restoration are to provide consistent and frequent service throughout the day; create easily understandable and memorable service patterns; implement new express service when possible in the peak travel periods; explore reverse-commute and new ridership markets; promote regional equity and create transfer opportunities within Metra and with other transit services.