Blueprint for Better Transportation in Northern Virginia It Is Time for a More Effective Approach for Achieving Better Transportation in Northern Virginia
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APPENDIX O INDIRECT and CUMULATIVE EFFECTS TECHNICAL REPORT May 2020 INDIRECT and CUMULATIVE EFFECTS TECHNICAL REPORT
APPENDIX O INDIRECT AND CUMULATIVE EFFECTS TECHNICAL REPORT May 2020 INDIRECT AND CUMULATIVE EFFECTS TECHNICAL REPORT TABLE OF CONTENTS 1 INTRODUCTION ..........................................................................................................................1 1.1 Overview ....................................................................................................................................... 1 1.2 Study Corridors ............................................................................................................................. 1 1.3 Study Purpose and Need ............................................................................................................... 3 1.4 Alternatives Evaluated .................................................................................................................. 4 2 SCOPING AND METHODOLOGY ...................................................................................................9 2.1 Legislation and Regulatory Guidance............................................................................................ 9 2.2 ICE Analysis Scope and Methodology ........................................................................................... 9 2.2.1 Resource Identification and Data Collection ...................................................................... 10 2.2.2 ICE Analysis Area Boundary ................................................................................................ 10 2.2.3 ICE Time Frame .................................................................................................................. -
Council Approves $2 Billion Redevelopment of Shuttered Northern Virginia Mall
7/8/2021 CoStar News - Council Approves $2 Billion Redevelopment of Shuttered Northern Virginia Mall Council Approves $2 Billion Redevelopment of Shuttered Northern Virginia Mall $1 Billion Hospital Campus to Serve As Centerpiece of Remade Landmark Mall Rendering of Landmark Mall redevelopment. (Foulger-Pratt) By Bryce Meyers CoStar News July 7, 2021 | 5:46 P.M. The Alexandria City Council has greenlighted long-anticipated plans to remake the site of the shuttered Landmark Mall in Alexandria, Virginia, into a 4 million-square-foot, mixed-use development that ofcials are hailing as a potential catalyst for the revitalization of the city's West End. On Tuesday, the council unanimously approved plans by the city and development partner Foulger-Pratt to redevelop the 52-acre tract along Interstate 395 into a walkable, urban village that if fully built out would represent a $2 billion investment for https://product.costar.com/home/news/shared/753649929?utm_source=newsletter&utm_medium=email&utm_campaign=personalized&utm_content=p… 1/3 7/8/2021 CoStar News - Council Approves $2 Billion Redevelopment of Shuttered Northern Virginia Mall the area. Plans call for medical ofce buildings, for-rent and for-sale multifamily units, retail and commercial space, and entertainment offerings. At the heart of the proposal is a new $1 billion hospital and medical campus for Inova that would be part of the Inova Health System that serves much of Northern Virginia. The new hospital would replace nearby Alexandria Hospital and employ roughly 2,000 health care workers. “This long-anticipated project will not only revitalize a currently vacant site many had given up on and provide signicant new economic activity, but will also be a catalyst for redevelopment and enhancements throughout the West End of our City," Alexandria Mayor Justin Wilson said in a statement. -
Assignment to VPRA of Amtrak & VRE Agreements
June 28, 2021 Assignment to VPRA of Amtrak & VRE Agreements Six Agreements To Be Assigned Passenger Rail Improvement Funding and Partnership Agreement (March 26, 2021) A M T Master Property Lease (March 26, 2021) R A Operating Agreement (April 14, 2021) K Passenger Rail Improvements and Funding Agreement (March 26, 2021) V Passenger Station Ground Lease Agreement (March 26, 2021) R E Passenger Rail Operations and Access Agreement (March 26, 2021) 2 Scope and Effect of Proposed Amtrak and VRE Assignments • 3 Amtrak Agreements and 3 VRE Agreements recommended to be assigned from DRPT to VPRA • Follows the 7 previously assigned CSX agreements. • VPRA will be bound to DRPT’s duties. 3 AMTRAK AGREEMENTS 4 Bottom Line: Doubles State-Supported Amtrak Service in Virginia All current and future trains travel from Virginia to the Northeast Corridor Amtrak Funding Agreement Amtrak invests $944M for Amtrak Dispatch Rights Amtrak Maintenance Rights Phases 1&2 • Exclusive right to operate six • North of Alexandria after • Right of first refusal to provide new train starts; seven if Phase 2; maintenance of Virginia track Norfolk Southern agrees to after Phase 2 completion. another train to Roanoke • South of Alexandria after maximum feasible separation • Exclusive intercity operator between passenger and between Washington and freight tracks Richmond for 30 years after final new train start in Phase 2 • 24-month trial period to optimize service • Virginia has rights to terminate dispatching rights based on performance (10-year grace period) 6 Amtrak Funding Agreement Additional Amtrak Rights Key VPRA Responsibilities • Right of first refusal to purchase 1) DC to • Provide balance of Phase 1 and 2 funding Richmond or 2) S-Line from Petersburg to NC if VPRA sells. -
Long-Range Transportation Demand Management (TDM) Plan
Long-Range Transportation Demand Management (TDM) Plan Fairfax County Transportation Services Group (FCTSG) prepared for Fairfax County Transportation Services Group prepared by Cambridge Systematics, Inc. with Center for Urban Transportation Research LDA Consulting Southeastern Institute of Research January 2011 011911 Long-Range Transportation Demand Management (TDM) Plan Fairfax County Transportation Services Group (FCTSG) prepared for Fairfax County Transportation Services Group prepared by Cambridge Systematics, Inc. 4800 Hampden Lane, Suite 800 Bethesda, Maryland 20814 with Center for Urban Transportation Research LDA Consulting Southeastern Institute of Research date February 2010 Table of Contents 1.0 Purpose of the Plan.............................................................................................1-1 2.0 Overview of Fairfax County Transportation Services Group ....................2-1 2.1 TDM History ...............................................................................................2-1 2.2 Governance and Organizational Structure .............................................2-1 2.3 Service Area Profile ....................................................................................2-1 2.4 Current TDM Services and Programs......................................................2-1 3.0 Future FCTSG Service Area Profile ................................................................3-1 3.1 Projected Demographics............................................................................3-1 3.2 Expected -
No Action Alternative Report
No Action Alternative Report April 2015 TABLE OF CONTENTS 1. Introduction ................................................................................................................................................. 1 2. NEC FUTURE Background ............................................................................................................................ 2 3. Approach to No Action Alternative.............................................................................................................. 4 3.1 METHODOLOGY FOR SELECTING NO ACTION ALTERNATIVE PROJECTS .................................................................................... 4 3.2 DISINVESTMENT SCENARIO ...................................................................................................................................................... 5 4. No Action Alternative ................................................................................................................................... 6 4.1 TRAIN SERVICE ........................................................................................................................................................................ 6 4.2 NO ACTION ALTERNATIVE RAIL PROJECTS ............................................................................................................................... 9 4.2.1 Funded Projects or Projects with Approved Funding Plans (Category 1) ............................................................. 9 4.2.2 Funded or Unfunded Mandates (Category 2) ....................................................................................................... -
Transportation Plan
Appendix B: City of Fredericksburg Comprehensive Plan Transportation Analysis July 2007 prepared for City of Fredericksburg by in association with City of Fredericksburg Transportation Analysis Comprehensive Plan Appendix B: Contents 1 Transportation Overview.......................................................................................................B-1 2 A Multi-Modal System ............................................................................................................B-1 2.1 Pedestrian and Bicycle Ways ........................................................................................B-3 2.2 Roadways.........................................................................................................................B-7 2.3 Bus Transit....................................................................................................................B-12 2.4 Commuting...................................................................................................................B-12 2.5 Parking...........................................................................................................................B-15 2.6 Air, Rail and Bus Service.............................................................................................B-16 2.7 Movement of Goods and Services............................................................................B-17 3 Best Practices..........................................................................................................................B-17 3.1 Pedestrian -
GENERAL GROWTH PROPERTIES, INC. 2001 Annual Report on Behalf of All the Employees Of
GENERAL GROWTH PROPERTIES, INC. 2001 annual report On behalf of all the employees of General Growth Properties, I would like to extend our condolences to anyone who lost a loved one, a friend, an acquaintance or a co-worker in The regional mall business is about relationships. the tragedy of September 11, 2001. We do not forge them lightly, but with the intent We are a country of strong individuals to nurture and strengthen them over time. Even in periods of distress, the relationships with who will continue to unite as we have rock solid our consumers, owners, retailers, and employees keep throughout our history.We will not us rooted in one fundamental belief: that success can be achieved allow horrific acts of terrorism to destroy when we work together.The dynamics of our the greatest and most powerful nation industry dictate that sustainability is contingent upon in the world. God bless you. the integrity of our business practices.We will never lose sight of this fact and will carry out every endeavor to reflect the highest standards. contents Financial Highlights . lift Portfolio . 12 Company Profile . lift Financial Review . 21 Operating Principles . 2 Directors and Officers . 69 Shareholders’ Letter . 4 Corporate Information . 70 Shopping Centers Owned at year end includes Centermark 1996 75 company profile General Growth Properties and its predecessor companies 1997 64 have been in the shopping center business for nearly fifty years. It is the second largest regional 1998 84 mall Real Estate Investment Trust (REIT) in the United States. General Growth owns, develops, 1999 93 operates and/or manages shopping malls in 39 states. -
Annual Meeting October 28 - 30, 2021
The MarketPlace 1st Qtr 2021 President’s remarks. Introducing the 1st Quarter MAREMA “MarketPlace” 2021 edition. In this addition we discuss topics important to our industry and introduce details on this year’s Annual Meeting. The 2021 Annual Meeting will feature a trade show and highlight our 45th anniversary through past presidents and lifetime member’s testimonials. Our theme this year is RE-Imagine and will be held at Ocean City, MD. Mark your calendar and choose a sponsorship, October will be here before you know it. I would like to invite all members to join us at our Monthly Meetings and invite a guest. If you are not a member yet join us as my guest and learn how we share best practices and share Haves (property listings) and Wants. I hope everyone enjoys “The MarketPlace”. Annual Meeting October 28 - 30, 2021 45th Anniversary Annual Meeting RE-hman OCT 28-30, 2021 • Ocean City, Maryland Platinum Sponsorship Gold Sponsorship Gold Sponsorship Entertainment Sponsor Dinner Sponsor Golf Tournament Sponsor $1,500 $1,000 $500 $500 SOLD Silver Sponsorship Award Recogniztion Bronze Sponsorship Registration Luncheon Sponsor Sponsor Welcome Sponsor Sponsor $400 $400 $300 $300 Program Breakfast Trade Show Sponsor Sponsor Participant $300 $300 $100 THE MISSION OF MAREMA IS TO PROVIDE YOU, THE COMMERCIAL REAL ESTATE PROFESSIONAL, WITH THE ESSENTIAL TOOLS, RESOURCES, INFORMATION, AND IDEAS TO HELP YOU BETTER SERVE YOUR CLIENTS AND THE GENERAL PUBLIC. AIA Construction Contracts Understanding an Industry Standard By: Peter Pokorny Introduction- Parties frequently find themselves parties, payments and a few other critical issues. responsible to construct, remodel or improve These are the A-Series of documents. -
Ceo Report February 2021
CEO REPORT FEBRUARY 2021 FEBRUARY 2021 The Virginia Railway Express, a joint project of the Northern Virginia Transportation Commission and the Potomac Rappahannock Transportation Commission, will provide safe, cost‐effective, accessible, reliable, convenient, and customer responsive commuter‐oriented rail passenger service. VRE contributes to the economic vitality of its member jurisdictions as an integral part of a balanced, intermodal regional transportation system. FEBRUARY 2021 TABLE OF CONTENTS CEO REPORT I FEBRUARY 2021 TABLE OF CONTENTS SUCCESS AT A GLANCE ....................................................................................................................................... 3 ON‐TIME PERFORMANCE ................................................................................................................................... 4 AVERAGE DAILY RIDERSHIP ................................................................................................................................ 6 SUMMONSES ISSUED ......................................................................................................................................... 7 TRAIN UTILIZATION ............................................................................................................................................ 8 PARKING UTILIZATION ....................................................................................................................................... 9 FINANCIAL REPORT FOR DECEMBER 2020 ......................................................................................................... -
Safetrack Program Washington Metropolitan Area Transit Authority (WMATA)
FOIA Exemption: All (b)(6) Monthly Report SafeTrack Program Washington Metropolitan Area Transit Authority (WMATA) April 2017 Progress Surge 14 – Prince George’s Plaza to Greenbelt – WMATA Track and Structures gang connecting new ties to Track 2 rail in the vicinity of College Park-University of Maryland Station, April 18, 2017. June 16, 2017 PMOC Contract Number: DTFT60-14-D-00011 Task Order Number: 006, Project Number: DC-27-5272, Work Order No. 01 OPs Referenced: 01, 25 Hill International, Inc. One Commerce Square 2005 Market Street, 17th Floor Philadelphia, PA 19103 PMOC Lead: Michael E. Radbill, P.E. Length of Time PMOC Assigned to Project under current Contract: 2 years, 9 months Length of Time PMOC Lead Assigned to Project: 5 Years, 1 month TABLE OF CONTENTS EXECUTIVE SUMMARY ...................................................................................................... 1 A. PROGRAM DESCRIPTION .............................................................................................. 1 B. PROGRAM STATUS ....................................................................................................... 2 C. CORE ACCOUNTABILITY INFORMATION ....................................................................... 4 D. MAJOR PROBLEMS/ISSUES ........................................................................................... 5 MAIN REPORT ....................................................................................................................... 8 1. PROGRAM STATUS .......................................................................................................... -
Landmark Mall Redevelopment
CITY OF ALEXANDRIA, DEVELOPMENT PARTNERSHIP, INOVA HEALTH SYSTEM ANNOUNCE PLANS FOR MIXED-USE COMMUNITY AND STATE-OF-THE-ART MEDICAL CAMPUS AT LANDMARK ALEXANDRIA, VA (December 22, 2020) – A joint venture that includes Foulger-Pratt, The Howard Hughes Corporation ® (NYSE: HHC) and Seritage Growth Properties (NYSE: SRG) today announced an initial agreement with the City of Alexandria and Inova Health System to advance the development of the much-anticipated four million-square-foot community to include a new hospital campus at the site of the former Landmark Mall. The proposed development would revitalize the West End of Alexandria by transforming the unoccupied, enclosed mall site into a mixed-use, walkable urban village. Inova, the leading nonprofit health care provider in Northern Virginia, would invest $1 billion to create a new medical campus, anchored by the relocation and expansion of its Alexandria Hospital and more than 2,000 health care workers. Development plans on the balance of the site include residential, retail, commercial, and entertainment offerings integrated into a cohesive neighborhood with a central plaza, a network of parks and public spaces, and a transit hub serving bus rapid transit (BRT), DASH, and Metrobus. Affordable and workforce housing would be enhanced through developer contributions and co-location with community facilities such as a new Alexandria Fire-EMS station. Construction at Landmark could begin as soon as 2023, with the first buildings delivered in 2025. “This plan for the future of the Landmark site is exciting, long-awaited news for our community,” said Alexandria Mayor Justin Wilson. “The project would be a catalyst for the West End, providing significant benefits for Alexandria and the region at a time when focus on our long-term future is critical. -
I-95 Corridor Transit and TDM Plan DRAFT
I‐95 Corridor Transit and TDM Plan Technical Memorandum #1: Existing Service Characteristics DRAFT Prepared for: Prepared by: September 20, 2011 Table of Contents 1.0 Introduction ............................................................................................................................. 1 2.0 I‐95 HOT/HOV Lane Project Definition ...................................................................................... 2 3.0 Demographic Characteristics and Trends .................................................................................. 5 3.1 Demographic Characteristics and Trends ..................................................................................... 5 3.2 Northern Corridor Characteristics (Fairfax and Prince William Counties) .................................... 9 3.3 Southern Corridor Characteristics (Stafford and Spotsylvania Counties) ................................... 23 4.0 Travel Pattern Characteristics ................................................................................................. 37 4.1 Existing Worker Travel Flows ...................................................................................................... 37 4.2 Projected Home‐Based Work Trips ............................................................................................. 40 5.0 Existing Transit Service Providers ............................................................................................ 42 5.1 Fairfax Connector .......................................................................................................................