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Journals | Penn State Libraries Open Publishing
I I • I • I• .1.1' D . , I * ' PA « ~** • * ' > . Mechanized streetcars rose out ofa need toreplace horse- the wide variety ofdifferent electric railway systems, no single drawn streetcars. The horse itselfpresented the greatest problems: system had yet emerged as the industry standard. Early lines horses could only work a few hours each day; they were expen- tended tobe underpowered and prone to frequent equipment sive to house, feed and clean up after; ifdisease broke out within a failure. The motors on electric cars tended to make them heavier stable, the result could be a financial catastrophe for a horsecar than either horsecars or cable cars, requiring a company to operator; and, they pulled the car at only 4 to 6 miles per hour. 2 replace its existing rails withheavier ones. Due to these circum- The expenses incurred inoperating a horsecar line were stances, electric streetcars could not yet meet the demands of staggering. For example, Boston's Metropolitan Railroad required densely populated areas, and were best operated along short 3,600 horses to operate its fleet of700 cars. The average working routes serving relatively small populations. life of a car horse was onlyfour years, and new horses cost $125 to The development of two rivaltechnological systems such as $200. Itwas common practice toprovide one stable hand for cable and electric streetcars can be explained by historian every 14 to 20horses inaddition to a staff ofblacksmiths and Thomas Parke Hughes's model ofsystem development. Inthis veterinarians, and the typical car horse consumed up to 30 pounds model, Hughes describes four distinct phases ofsystem growth: ofgrain per day. -
Panews 2-01-07 V9
PA NEWS Published weekly for Port Authority and PATH employees February 1, 2007/Volume 6/Number 4 Business Briefs The e-Learning Institute Ship-to Rail Container Volumes Soar in ‘06 Takes ‘Show’ on the Road ExpressRail, the Port Authority’s ship-to- “The pur- rail terminals in New Jersey reached a new pose of the high in 2006 – handling a record 338,828 sessions is to cargo containers, 11.8 percent more than Photos: Gertrude Gilligan 2005. In the past seven years, the number show how the of containers transported by rail from the features and Port of New York and New Jersey has functions avail- grown by 113 percent. able on the The total volume now handled by Web site are ExpressRail will remove more than half a used, to Steve Carr and Dawn million truck trips annually from state and At an e-Learning launch demonstration at Lawrence demonstrate local roads, providing a substantial environ- 225 Park Avenue South on January 24 are receive feed- e-Learning’s capabili- mental benefit for the region. (from left) HRD’s Sylvia Shepherd, Wilma back, and ties and benefits. The dramatic increase in ExpressRail Baker, Steve Jones, Terence Joyce, and answer ques- activity came during a year when container Kayesandra Crozier. tions,” said Human Resources Acting volumes were up substantially. The port Director Rosetta Jannotto. set a new record during the first six ll aboard – sign up for months of 2006, surpassing 1.7 million a demonstration of the “Understanding the offerings and loaded 20-foot equivalent units handled A e-Learning Institute while tools of the Web site will enhance during the period for the first time. -
Press Release Article - Port Authority of NY & NJ
Press Release Article - Port Authority of NY & NJ http://www.panynj.gov/press-room/press-item.cfm?headLine_id=1282 Port Authority of NY & NJ Building the Region Commuting & Traveling Transporting Cargo Home About the Port Authority Business Opportunities Corporate Information Careers Port Authority Police Press Room OIG Press Room • Press Releases • Article Press Release Article Search Press Releases STATE-OF-THE-ART "COCOON" SAFETY SYSTEM COMPLETED AT ONE WORLD TRADE CENTER Go Date: May 18, 2010 Press Release Number: 28-2010 Press Releases - Yearly Board Authorizes Reimbursements to SPI To Prepare To Bring WTC Tower 2 Site to Grade 2011 Press Releases Adding to its extensive safety initiatives during construction of the World Trade Center site, the Port Authority has completed the 2010 Press Releases installation of a first-of-its-kind perimeter protection system - known as a "cocoon" - around One World Trade Center. 2009 Press Releases It is the first time a cocoon has been installed on a steel superstructure in New York City. 2008 Press Releases 2007 Press Releases In addition to making it safer for the workers on site and the public below, the cocoon will provide messaging to identify the tower 2006 Press Releases so motorists, pedestrians and visitors will know what they are viewing behind the fence. 2005 Press Releases During today's Board meeting, Commissioners were briefed on the status of the cocoon installation. Last month, DCM Erectors 2004 Press Releases was awarded a $9 million contract to install the perimeter safety system. 2003 Press Releases 2002 Press Releases Port Authority Chairman Anthony R. -
Airport Traffic Report
You're viewing an archived copy from the New Jersey State Library. 2007 AIRPORT TRAFFIC REPORT Kennedy • Newark Liberty • LaGuardia • Stewart Teterboro • Downtown Manhattan Heliport You're viewing an archived copy from the New Jersey State Library. MEMORANDUM AVIATION DEPARTMENT FROM: Susan Warner-Dooley DATE: September 18, 2008 SUBJECT: 2007 ANNUAL TRAFFIC REPORT Attached is the 2007 Annual Traffic report, which provides important statistics on air traffic at our regional aviation facilities compiled by the Industry Analysis and Forecasting Unit. While the aviation industry remains a dynamic and cyclical industry, 2007 represented a year of growth on many fronts. The number of airports within the PANYNJ Airports System grew with the addition of Stewart International Airport. These airports have continued to serve the growing regional air service demand with record levels of aircraft operations and passengers for the system as a whole. JFK achieved record levels of aircraft operations and passenger traffic and added 17 additional destinations. Newark achieved record levels of international passengers and added 8 additional destinations. Daily departures and destinations also continued to grow at LGA. Stewart reached record levels in passengers. REGION NY/ NJ REGIONAL PASSENGERS: 1960-2007 2001-2007 32% 80's growt h 90's Growt h 12 0 38% 36% 110 . 0 10 0 70's Growt h 92.8 40% 83.3 80 74.8 60's Growt h 68.2 134% 60 53.5 54 .1 37.4 38.2 40 16 . 0 20 0 The strength of 2007 notwithstanding, these record results could not portend the fact that the industry is now entering into one of its downward cycles like those which have punctuated the cycle of growth over the last 50 years. -
County of Essex Transit Assessment Report, Phase 2 Project No
County of Essex Transit Assessment Report, Phase 2 Project No. 29-46B FINAL A u g u s t 2 0 1 1 Final Report Transit Solutions GENIVAR Consultants LP. 2800 Fourteenth Avenue, Suite 210, Markham, Ontario L3R 0E4 Telephone: 905.946.8900 Fax: 905.946.8966 www.genivar.com Contact: Dennis J. Fletcher, M.E.S. E-mail: [email protected] 29-46B August 8, 2011 Mr. T. Bateman County Engineer County of Essex 360 Fairview Avenue West Essex, ON N8M 1Y6 Re: Transit Assessment Report Phase 2 Final Report Dear Mr. Bateman: GENIVAR Inc. is pleased to present this final report on the implementation of transit services for the County of Essex. This report builds on the Phase 1 Feasibility Study submitted in April 2010, and identifies a detailed implementation plan for the short-term to operate inter-municipal transit services in the County. A brief summary of the major conclusions relevant to Phase 2 of the study are outlined in Section 1. This document refines the details in the Phase 2 Interim Report submitted in August 2010, and addresses the comments made by stakeholders, provides additional governance considerations, identifies an initial marketing strategy, and provides Transportation Demand Management mechanisms to encourage transit use. We hope this report provides a helpful source when you proceed with the next stage of work, and we hope to have the opportunity to work together soon. Yours truly, GENIVAR Inc. Dennis J. Fletcher, M.E.S. Director, Transit Solutions DJF/ml 2800 Fourteenth Avenue, Suite 210, Markham, Ontario L3R 0E4 Telephone: 905.946.8900 Fax: 905.946.8966 www.genivar.com Transit Assessment Report Phase 2 Final Report Table of Contents GENIVAR ii Table of Contents 1. -
Table of Contents
TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS I. Competition Plan Update Summary II. Gate Utilization Assessment for 2003 III. Gate Availability A. Status of Negotiations (Terminal A) B. Terminal B Gate Activity IV. Leasing and Subleasing Arrangements A. New Entry Manager B. Security Deposit C. Airline Service Standards Provision D. Requesting Airline Provision E. Oversight of Subleasing Fees V. Gate Assignment Policy A. Communication to Master Airlines B. Real Time Gate Utilization VI. Construction and Common Use Facilities A. Expansion of Terminal A B. PFC Funding VII. Website VIII. New Entrant Guidelines The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport COMPETITION PLAN UPDATE SUMMARY As mandated by the Wendell H. Ford Aviation Investment and Reform Act for the 21st Century (AIR 21), Newark Liberty International Airport is one of several large hub airports required to submit updates to its competition plan. The last update was submitted in March 2002 and accepted by the Federal Aviation Administration (FAA) in a letter dated August 22, 2002. -
ACRP Report 37 – Guidebook for Planning and Implementing
AIRPORT COOPERATIVE RESEARCH ACRP PROGRAM REPORT 37 Sponsored by the Federal Aviation Administration Guidebook for Planning and Implementing Automated People Mover Systems at Airports ACRP OVERSIGHT COMMITTEE* TRANSPORTATION RESEARCH BOARD 2010 EXECUTIVE COMMITTEE* CHAIR OFFICERS James Wilding CHAIR: Michael R. Morris, Director of Transportation, North Central Texas Council of Metropolitan Washington Airports Authority (re- Governments, Arlington tired) VICE CHAIR: Neil J. Pedersen, Administrator, Maryland State Highway Administration, Baltimore VICE CHAIR EXECUTIVE DIRECTOR: Robert E. Skinner, Jr., Transportation Research Board Jeff Hamiel MEMBERS Minneapolis–St. Paul Metropolitan Airports Commission J. Barry Barker, Executive Director, Transit Authority of River City, Louisville, KY Allen D. Biehler, Secretary, Pennsylvania DOT, Harrisburg MEMBERS Larry L. Brown, Sr., Executive Director, Mississippi DOT, Jackson James Crites Deborah H. Butler, Executive Vice President, Planning, and CIO, Norfolk Southern Corporation, Dallas–Fort Worth International Airport Norfolk, VA Richard de Neufville William A.V. Clark, Professor, Department of Geography, University of California, Los Angeles Massachusetts Institute of Technology Eugene A. Conti, Jr., Secretary of Transportation, North Carolina DOT, Raleigh Kevin C. Dolliole Unison Consulting Nicholas J. Garber, Henry L. Kinnier Professor, Department of Civil Engineering, and Director, John K. Duval Center for Transportation Studies, University of Virginia, Charlottesville Austin Commercial, LP Jeffrey W. Hamiel, Executive Director, Metropolitan Airports Commission, Minneapolis, MN Kitty Freidheim Paula J. Hammond, Secretary, Washington State DOT, Olympia Freidheim Consulting Steve Grossman Edward A. (Ned) Helme, President, Center for Clean Air Policy, Washington, DC Jacksonville Aviation Authority Adib K. Kanafani, Cahill Professor of Civil Engineering, University of California, Berkeley Tom Jensen Susan Martinovich, Director, Nevada DOT, Carson City National Safe Skies Alliance Debra L. -
Analysis of the Flat Fare Collection System Alternative
SCRTD METRO RAIL PROJECT Preliminary Engineering ANALYSIS OF THE FLAT FARE COLLECTION SYSTEM ALTERNATIVE WES 16 CAE 11 Prepared by BOOZALLEN & HAMILTON INC. January 1984 SL\(ITA . TABLE OF CONTENTS Page SUMMARY i CHAPTER 1: Introduction 1 CHAPTER 2: Description of Alternatives 3 2.1 Adopted Graduated-Fare Collection System 3 2.2 Alternative Flat-Fare Collection System 6 CHAPTER 3: Evaluation of Alternatives 11 3.1 Capital Cost 11 3.2 Annual Operating and Maintenance Cost 15 3.3 System Reliability and Patron Convenience 18 3.4 Administrative Requirements 21 3.5 Ridership and Revenue 22 3.6 Fare Equity 26 CHAPTER 4: Conclusions 33 . StIIVINARY This report presents an analysis of the feasibility of instituting a flat-fare collection system for the Metro Rail line. Both the adopted graduated-fare collec- tion system and the alternative flat-fare system are described. The alternatives are then evaluated in terms of capital cost; annual O&1V1 cost; system reliability; passenger convenience; administrative requirements; ridership and revenue; and fare equity. The results of the analysis indicate several important conclusions. Relative to the graduated-fare system, a flat-fare system would result in capital cost savings of 47 percent and O&M cost savings of 18 percent. The flat- fare system would also be significantly more reliable, provide greater convenience to the patron, and enjoy slightly reduced administrative requirements. Moreover, the flat-fare system produces greater revenues: $2.0 million additional Metro Rail revenues and $17.7 million additional total SCRTD (bus and rail) revenues. Counterbalancing these advantages, however, is the fact that the flat-fare system is less equitable than the graduated-fare system. -
December 2010 Bulletin.Pub
TheNEW YORK DIVISION BULLETIN - DECEMBER, 2010 Bulletin New York Division, Electric Railroaders’ Association Vol. 53, No. 12 December, 2010 The Bulletin THIRD AVENUE’S SOUTH FERRY BRANCH Published by the New DISCONTINUED 60 YEARS AGO York Division, Electric Railroaders’ Association, Third Avenue trains started running from Willets Point — 4 — 5 — Incorporated, PO Box South Ferry to Grand Central on August 26, Express 3001, New York, New 1878. At first, trains operated from 7:35 AM to Astoria Local — 8 (B) — 8 (B) — York 10008-3001. 8:00 PM leaving South Ferry. Trains operated on a 10-minute headway from 3:00 to 7:00 (A) Shuttles between Canal Street and South Ferry For general inquiries, PM and a 15-minute headway at other times. (B) Rerouted to City Hall September 18, 1939 contact us at nydiv@ Fare was 5 cents in the rush hour, 5:30-7:30 At Unification, June 12, 1940, Second Ave- erausa.org or by phone nue service was discontinued and replaced at (212) 986-4482 (voice AM and 5:00-7:00 PM, and 10 cents in non- rush hours. by midday Astoria Locals and rush hour Wil- mail available). The lets Point Expresses. The May 19, 1941 Division’s website is Second Avenue trains, which started run- www.erausa.org/ ning on March 1, 1880, did not run during the schedule provided for a 6-minute headway to nydiv.html. midnight hours. Third Avenue trains contin- Astoria. Expresses to Willets Point operated ued running to South Ferry during midnight on a 4-minute headway in the AM rush and a Editorial Staff: 5-minute headway in the evening rush. -
Study on Medium Capacity Transit System Project in Metro Manila, the Republic of the Philippines
Study on Economic Partnership Projects in Developing Countries in FY2014 Study on Medium Capacity Transit System Project in Metro Manila, The Republic of The Philippines Final Report February 2015 Prepared for: Ministry of Economy, Trade and Industry Ernst & Young ShinNihon LLC Japan External Trade Organization Prepared by: TOSTEMS, Inc. Oriental Consultants Global Co., Ltd. Mitsubishi Heavy Industries, Ltd. Japan Transportation Planning Association Reproduction Prohibited Preface This report shows the result of “Study on Economic Partnership Projects in Developing Countries in FY2014” prepared by the study group of TOSTEMS, Inc., Oriental Consultants Global Co., Ltd., Mitsubishi Heavy Industries, Ltd. and Japan Transportation Planning Association for Ministry of Economy, Trade and Industry. This study “Study on Medium Capacity Transit System Project in Metro Manila, The Republic of The Philippines” was conducted to examine the feasibility of the project which construct the medium capacity transit system to approximately 18km route from Sta. Mesa area through Mandaluyong City, Ortigas CBD and reach to Taytay City with project cost of 150 billion Yen. The project aim to reduce traffic congestion, strengthen the east-west axis by installing track-guided transport system and form the railway network with connecting existing and planning lines. We hope this study will contribute to the project implementation, and will become helpful for the relevant parties. February 2015 TOSTEMS, Inc. Oriental Consultants Global Co., Ltd. Mitsubishi Heavy -
Approval of Public Hearing Staff Report and Adoption of FY2020
Finance and Capital Committee Action Item III-B March 14, 2019 Approval of Public Hearing Staff Report and adoption of FY2020 Operating Budget and FY2020-2025 CIP Washington Metropolitan Area Transit Authority Board Action/Information Summary MEAD Number: Resolution: Action Information 202068 Yes No TITLE: Adopt FY2020 Operating Budget and FY2020-2025 CIP PRESENTATION SUMMARY: Staff will review feedback received from the public and equity analysis on the FY2020 Proposed Budget and request approval of the Public Outreach and Input Report, FY2020 Operating Budget and FY2020-2025 Capital Improvement Program (CIP). PURPOSE: The purpose of this item is to seek Board acceptance and approval of the Public Outreach and Input Report and Title VI equity analysis, and the FY2020 Operating Budget and FY2020-2025 CIP. DESCRIPTION: Budget Priorities: Keeping Metro Safe, Reliable and Affordable The budget is built upon the General Manager/CEO's Keeping Metro Safe, Reliable and Affordable (KMSRA) strategic plan. Metro is making major progress to achieve the goals of this plan by ramping up to average capital investment of $1.5 billion annually, establishing a dedicated capital trust fund exclusive to capital investment, and limiting jurisdictional annual capital funding growth to three percent. Metro continues to encourage the U.S. Congress to reauthorize the Passenger Rail Investment and Improvement Act (PRIIA) beyond FY2020, which provides $150 million in annual federal funds matched by $150 million from the District of Columbia, State of Maryland, and Commonwealth of Virginia. In order to establish a sustainable operating model, Metro is limiting jurisdictional operating subsidy growth to three percent and deploying innovative competitive contracting. -
10B-FY2020-Budget-Adoption-FINALIZED.Pdf
Report by Finance and Capital Committee (B) 03-28-2019 Washington Metropolitan Area Transit Authority Board Action/Information Summary MEAD Number: Resolution: Action Information 202068 Yes No TITLE: Adopt FY2020 Operating Budget and FY2020-2025 CIP PRESENTATION SUMMARY: Staff will review feedback received from the public and equity analysis on the FY2020 Proposed Budget and request approval of the Public Outreach and Input Report, FY2020 Operating Budget and FY2020-2025 Capital Improvement Program (CIP). PURPOSE: The purpose of this item is to seek Board acceptance and approval of the Public Outreach and Input Report and Title VI equity analysis, and the FY2020 Operating Budget and FY2020-2025 CIP. DESCRIPTION: Budget Priorities: Keeping Metro Safe, Reliable and Affordable The budget is built upon the General Manager/CEO's Keeping Metro Safe, Reliable and Affordable (KMSRA) strategic plan. Metro is making major progress to achieve the goals of this plan by ramping up to average capital investment of $1.5 billion annually, establishing a dedicated capital trust fund exclusive to capital investment, and limiting jurisdictional annual capital funding growth to three percent. Metro continues to encourage the U.S. Congress to reauthorize the Passenger Rail Investment and Improvement Act (PRIIA) beyond FY2020, which provides $150 million in annual federal funds matched by $150 million from the District of Columbia, State of Maryland, and Commonwealth of Virginia. In order to establish a sustainable operating model, Metro is limiting jurisdictional operating subsidy growth to three percent and deploying innovative competitive contracting. The items on the KMSRA agenda that remain to be completed include restructuring retirement benefits and creating a Rainy Day Fund.