Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs (2016) / Chapter Skim
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82.1 Introduction This chapter presents information found in the literature search for this project. Literature on multi-jurisdiction arrangements for service provision was examined in the transportation literature as well as in the literature of comparable sectors (such as the Appalachian Regional Commission)
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State of the Practice 9 "Investing in Megaregion Transportation Systems: Institutional Challenges and Opportunities" (Ankner and Meyer, 2009) and Megaregions: Planning for Global Competitiveness (Ross, 2009)
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10 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs elements in the success of high-speed rail. Even newer programs that directly involved the private sector through commercial concessions had crucial participation from the government in terms of the sharing of risks and financial support.
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State of the Practice 11 boundaries. The study also noted that federal laws, regulations, and customs needed to be flexible enough to accommodate and encourage various types of multi-state arrangements.
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12 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs and has grown to 1,180 miles running at a top speed of 199 miles per hour. Until 2010, SNCF was the sole provider of high-speed rail service in France.
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State of the Practice 13 regional markets. Amtrak operates a national rail network of approximately 21,000 route miles serving more than 500 locations across 46 states, the District of Columbia, and three Canadian provinces.
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14 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs These state routes have grown to be a substantial part of the Amtrak system. Improvements to the NEC also boosted ridership between Washington, D.C., and Boston.
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State of the Practice 15 worsening financial situation, led to a number of proposals for reform, ranging from letting Amtrak go bankrupt to boosting annual federal funding for passenger rail nearly tenfold. Some proposals would have kept Amtrak's corporate structure essentially intact, whereas others would have broken the company into separate components.
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16 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs Actions or items requiring Board approval include approval of Amtrak's annual budget and strategic business plan, annual grant and legislative requests (which can be submitted without U.S. DOT review)
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State of the Practice 17 equipment includes 104 railroad passenger cars, 23 locomotives, and five Northwest Service trainsets. Station ownership varies across the country; in many cases Amtrak shares ownership of the station facility, parking lot, passenger platform, and train tracks with different entities.
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18 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs A critical benefit that Amtrak derives from the RPSA is the ability to operate on a host railroad at incremental cost. Host railroads typically charge those wanting to share its line the fully allocated cost of operating on the line, including dispatching, track maintenance, and recapitalization.
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State of the Practice 19 ridership levels and federal appropriations from Amtrak's inception (1972)
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20 Developing Multi-State Institutions to Implement Intercity Passenger Rail Programs on state-supported routes. The proposed PRRIA legislation requires Amtrak to provide accurate updated costs and service information to the states, including projections, to ensure that states can properly manage the services for which they pay.
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State of the Practice 21 2.7.2 Service Development Plan The SDP identifies the different capital components of the project and describes how the rail project will operate. The SDP is an iterative document that becomes more detailed as work on the project advances.
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