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FY 14-15: Agency Priority Goal
Advance the development of passenger rail in the United States
Priority Goal
Goal Overview
High-speed and intercity passenger rail represents an innovative approach to addressing the complex 21st century transportation challenges facing the United States. By 2050, the U.S. population will likely increase by more than 100 million people. Highway and airport congestion are increasing, with related severe economic and environmental impacts. To address these challenges and strengthen the country’s competitive position in an increasingly global economy, the U.S. Department of Transportation has a comprehensive program to develop high-speed and intercity passenger rail. The Federal Railroad Administration manages an approximately $20 billion grant and loan portfolio focused on:
- Building new high-speed rail corridors that expand and fundamentally improve passenger transportation in the geographic regions they serve;
- Upgrading existing intercity passenger rail corridors to improve reliability, speed, and frequency of existing services; and
- Laying the groundwork, through corridor and state planning, for future high-speed rail services.
For the High-Speed and Intercity Passenger Rail Program, FRA selected 153 projects across the country, with nearly 85 percent of rail investments concentrated in 6 corridors (San Francisco-Los Angeles, Boston-New York City-Washington, D.C., Seattle-Portland-Eugene, Charlotte-Washington, D.C., Chicago-St. Louis, and Chicago-Detroit). These corridors are in five mega-regions, in which about 65 percent of the U.S. population resides and which will likely absorb the bulk of future population growth.
FRA has developed a sophisticated grants management apparatus, laid the foundation for sustainable long-term passenger rail improvements, and strengthened industry capacity to deliver rail projects through technical assistance and strategic initiatives. FRA is strongly committed to robust stakeholder outreach, communication, and collaboration as central components of program management, allowing FRA to identify program improvements, engage in project planning and development, and provide the support necessary for grantees to carry out projects successfully.
Strategies
To ensure that grantees deliver projects on schedule, within budget, and with their specified scopes and purposes, FRA has established a monitoring program to oversee grantees’ project implementation and provide guidance to assist project development and delivery. Project monitoring is a comprehensive review of a grantee’s compliance with the grant conditions, as well as an assessment of the grantee’s performance in meeting milestones. Monitoring also proactively identifies issues and facilitates work with the grantee to address concerns or implementation impediments through technical assistance. Monitoring by FRA staff and contractors occurs in conjunction with other types of oversight, such as frequent and substantive communications between FRA and its grantees. Monitoring activities can reveal opportunities for FRA to provide grantees training and technical assistance to increase the likelihood of project success. Results, including positive observations, are discussed in detail with the grantee, including recommendations to resolve compliance and performance concerns.
FRA uses a risk-based methodology and professional judgment to prioritize on-site monitoring reviews. The methodology considers detailed risk indicators, such as federal investment amount, last review date, and previous monitoring findings. Professional judgment factors include schedule efficiencies, deliverable quality, and recipient responsiveness. FRA has also established a tool that tracks among other pieces of information the initiation and substantial completion of HSIPR construction projects. FRA uses this tool as part of its monitoring program to oversee grantees’ project implementation and provide guidance to assist project development and delivery.
Progress Update
2015, 4th Quarter Performance: FRA met or exceeded its quarterly targets for achieving initial construction and substantially completing projects. In the fourth quarter, four projects reached substantial completion.
Progress: FRA and its grantees exceeded the cumulative construction initiation goal and the project completion goal for the 2014 to 2015 agency priority goal cycle, with 67 projects achieving initial construction and 75 projects substantially complete by the end of the fourth quarter of 2015.
- In Q4, FRA grantees in Maryland, Oregon, Washington, and the District of Columbia reached completion of four projects, exceeding the fourth quarter project completion goal. FRA worked closely with the grantees to finalize and approve project deliverables by the end of the quarter.
Obstacles to Achievable Goal and Stretch Target: Planning, constructing, and operating high-speed and intercity passenger rail projects require the cooperation and concurrence of many stakeholders. Reaching agreement among states, service operators, and private railroads takes time and significant resources. Construction of these projects is technically complex. Predicting the amount of time projects need to fulfill post-award and pre-construction requirements can be difficult for complex infrastructure projects due to the large number of unknowns and stakeholders involved. Nevertheless, FRA is on track to achieve its targets for the 2014 to 2015 agency priority goal cycle.FRA has exceeded its 2015 fourth quarter construction initiation target (65 projects) and met its project completion target by the end of the quarter (74 projects).
Next Steps
No Data Available
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Performance Indicators
Achieve Initial Construction on Passenger Rail Projects
Substantially Complete Passenger Rail Projects
Contributing Programs & Other Factors
Safety and Operations - General administration and operational support, including rail safety and development programs.
Rail Service Improvement Program - Funding to develop new key passenger rail corridors, imrpove existing corridors and add capacity for the freight and passenger rail network.
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Strategic Goals
Strategic Goal:
Economic Competitiveness
Statement:
Promote transportation policies and investments that bring lasting and equitable economic benefits to the Nation and its citizens.
Strategic Objectives
Statement:
Improve the contribution of the transportation system to the Nation’s productivity and economic growth by supporting strategic, multi-modal investment decisions and policies that reduce costs, increase reliability and competition, satisfy consumer preferences more efficiently, and advance U.S. transportation interests worldwide.
Description:
Based on current economic and demographic forecasts, it is likely that the movement of people and goods within the U.S. and abroad will continue to increase and the transportation sector will continue to enable economic growth and job creation. The transportation sector contributed approximately $1.466 trillion, or 9.7 percent, to GDP in 2011. Our Nation must make strategic investments that enable the movement of people and goods more efficiently with full utilization of the existing capacity across all transportation modes. The cornerstones of this strategy are investments in high-performance passenger rail, the development of a national freight strategy, investments in public transportation, mitigating traffic congestion on our highways, and implementing NextGen to improve operations and alleviate airport congestion.
Statement:
Increase access to foreign markets by eliminating transportation-related barriers to international trade through Federal investments in transportation infrastructure, international trade and investment negotiations, and global transportation initiatives and cooperative research thereby providing additional opportunities for American business and creating export-related jobs.
Description:
The recent trend towards more international movement of people and goods and globalization of markets is expected to continue. This means that there will be continued growth in international air traffic and more goods and services transported from within the country to ports and then across national borders. We will focus on creating new opportunities in foreign markets for U.S. transportation-related goods and services. We will continue our efforts to create a more competitive air transportation system and protect the rights of traveling consumers. We will advance U.S. economic interests in targeted markets abroad in order to create additional transportation-related jobs. We set standards for both the manufacture and operation of transportation products. American transport manufacturers and service providers rely on access to foreign markets through liberalized entry or operational rules and compatible technical standards. We exert extensive positive influence over international transportation development as well as to heighten U.S. competitiveness. Through the development of a National Freight Strategic Plan pursuant to MAP-21, we will also focus transportation infrastructure investments on projects that will particularly benefit U.S. exports.
Statement:
Improve the efficiency of the Nation’s transportation system through transportation-related research, knowledge sharing, and technology transfer.
Description:
Transportation research has little value if its technological outcomes are not transferred to those that might apply them. We will facilitate the exchange of knowledge and technologies by streamlining processes for partnership agreements and increasing awareness of commercialization and technology transfer opportunities. We will also pursue additional innovations through international dialogues, cooperation agreements with global partners, and international research initiatives.
Statement:
Foster the development of a dynamic and diverse transportation workforce through partnerships with the public sector, private industry, and educational institutions.
Description:
The operation of the Nation’s transportation system depends on a highly skilled and qualified workforce, now and for the foreseeable future. To be successful in addressing unmet infrastructure needs, we will need a broad spectrum of skilled workers. As demand for transportation services increase, both public and private sector transportation organizations face the ever increasing difficulty of finding qualified workers and managers to fill priority occupations. We will collaborate with our partners in government agencies, private and public employers, educational institutions, and workforce and labor organizations to identify and advance career and technical education pathways to transportation jobs, support science, technology, engineering and mathematics (STEM) and transportation-related academic and certification programs for K-12 students, and improve pathways into various levels of transportation occupations for all segments of the population.
Agency Priority Goals
Statement:
Initiate construction on 65 construction projects and substantially complete 74 planning, preliminary engineering/environmental analysis for passenger rail by September 30, 2015.
Description:
High-speed and intercity passenger rail represents an innovative approach to addressing the complex 21st century transportation challenges facing the United States. By 2050, the U.S. population will likely increase by more than 100 million people. Highway and airport congestion are increasing, with related severe economic and environmental impacts. To address these challenges and strengthen the country’s competitive position in an increasingly global economy, the U.S. Department of Transportation has a comprehensive program to develop high-speed and intercity passenger rail. The Federal Railroad Administration manages an approximately $20 billion grant and loan portfolio focused on:
- Building new high-speed rail corridors that expand and fundamentally improve passenger transportation in the geographic regions they serve;
- Upgrading existing intercity passenger rail corridors to improve reliability, speed, and frequency of existing services; and
- Laying the groundwork, through corridor and state planning, for future high-speed rail services.
For the High-Speed and Intercity Passenger Rail Program, FRA selected 153 projects across the country, with nearly 85 percent of rail investments concentrated in 6 corridors (San Francisco-Los Angeles, Boston-New York City-Washington, D.C., Seattle-Portland-Eugene, Charlotte-Washington, D.C., Chicago-St. Louis, and Chicago-Detroit). These corridors are in five mega-regions, in which about 65 percent of the U.S. population resides and which will likely absorb the bulk of future population growth.
FRA has developed a sophisticated grants management apparatus, laid the foundation for sustainable long-term passenger rail improvements, and strengthened industry capacity to deliver rail projects through technical assistance and strategic initiatives. FRA is strongly committed to robust stakeholder outreach, communication, and collaboration as central components of program management, allowing FRA to identify program improvements, engage in project planning and development, and provide the support necessary for grantees to carry out projects successfully.
Statement:
Air traffic control systems can improve the efficiency of airspace. By December 2014, ERAM will achieve Initial Operation Readiness at all 20 Air Route Traffic Control Centers. By March 2015, all 20 Air Route Traffic Control Centers will have Operational Readiness Dates for ERAM.
Description:
Air traffic control systems can improve the efficiency of airspace. As of December 2014, ERAM achieved Initial Operation Capability at all 20 Air Route Traffic Control Centers (ARTCCs). By March 2015, all 20 Air Route Traffic Control Centers will have achieved Operational Readiness Date (ORD) for ERAM.
The En Route Automation Modernization (ERAM) System replaces the 40-year-old En Route HOST Computer System and backup system used at 20 FAA ARTCCs around the country. ERAM is the main computer system air traffic controllers use to guide airplanes flying at high altitudes. Air traffic control towers, terminal radar approach control facilities, the Air Traffic Control System Command Center, flight service stations, and other agencies, such as the Department of Homeland Security and the Department of Defense, all connect to and use the information managed by the En Route HOST Computer System. The original HOST computer software architecture was developed in the late 1960s and was implemented as National Airspace System (NAS) Stage A in the early 1970s.
For controllers, ERAM provides a user-friendly interface with customizable displays. Trajectory modeling is more accurate than in HOST, allowing maximum airspace use, better conflict detection, and improved decision making. ERAM will substantially increase the number of flights that can be tracked and displayed to controllers from 1,100 to 1,900. The ERAM system also provides two functionally identical channels with dual redundancy, providing a more robust back-up capability than today's environment. Coverage will also extend beyond facility boundaries, enabling controllers to handle additional traffic more efficiently because ERAM is designed to process data from up to 64 radars instead of the current 24. The ERAM system is needed to replace the current HOST system and allow the FAA to continue to provide the high level of safe, reliable air traffic control services that the nation has come to expect; and also put in place the infrastructure necessary to transition the NAS to NextGen.
Strategic Objectives
Strategic Objective:
Statement:
Improve the contribution of the transportation system to the Nation’s productivity and economic growth by supporting strategic, multi-modal investment decisions and policies that reduce costs, increase reliability and competition, satisfy consumer preferences more efficiently, and advance U.S. transportation interests worldwide.
Description:
Based on current economic and demographic forecasts, it is likely that the movement of people and goods within the U.S. and abroad will continue to increase and the transportation sector will continue to enable economic growth and job creation. The transportation sector contributed approximately $1.466 trillion, or 9.7 percent, to GDP in 2011. Our Nation must make strategic investments that enable the movement of people and goods more efficiently with full utilization of the existing capacity across all transportation modes. The cornerstones of this strategy are investments in high-performance passenger rail, the development of a national freight strategy, investments in public transportation, mitigating traffic congestion on our highways, and implementing NextGen to improve operations and alleviate airport congestion.
Agency Priority Goals
Statement: Initiate construction on 65 construction projects and substantially complete 74 planning, preliminary engineering/environmental analysis for passenger rail by September 30, 2015.
Description: High-speed and intercity passenger rail represents an innovative approach to addressing the complex 21st century transportation challenges facing the United States. By 2050, the U.S. population will likely increase by more than 100 million people. Highway and airport congestion are increasing, with related severe economic and environmental impacts. To address these challenges and strengthen the country’s competitive position in an increasingly global economy, the U.S. Department of Transportation has a comprehensive program to develop high-speed and intercity passenger rail. The Federal Railroad Administration manages an approximately $20 billion grant and loan portfolio focused on: For the High-Speed and Intercity Passenger Rail Program, FRA selected 153 projects across the country, with nearly 85 percent of rail investments concentrated in 6 corridors (San Francisco-Los Angeles, Boston-New York City-Washington, D.C., Seattle-Portland-Eugene, Charlotte-Washington, D.C., Chicago-St. Louis, and Chicago-Detroit). These corridors are in five mega-regions, in which about 65 percent of the U.S. population resides and which will likely absorb the bulk of future population growth. FRA has developed a sophisticated grants management apparatus, laid the foundation for sustainable long-term passenger rail improvements, and strengthened industry capacity to deliver rail projects through technical assistance and strategic initiatives. FRA is strongly committed to robust stakeholder outreach, communication, and collaboration as central components of program management, allowing FRA to identify program improvements, engage in project planning and development, and provide the support necessary for grantees to carry out projects successfully.
Statement: Air traffic control systems can improve the efficiency of airspace. By December 2014, ERAM will achieve Initial Operation Readiness at all 20 Air Route Traffic Control Centers. By March 2015, all 20 Air Route Traffic Control Centers will have Operational Readiness Dates for ERAM.
Description: Air traffic control systems can improve the efficiency of airspace. As of December 2014, ERAM achieved Initial Operation Capability at all 20 Air Route Traffic Control Centers (ARTCCs). By March 2015, all 20 Air Route Traffic Control Centers will have achieved Operational Readiness Date (ORD) for ERAM. The En Route Automation Modernization (ERAM) System replaces the 40-year-old En Route HOST Computer System and backup system used at 20 FAA ARTCCs around the country. ERAM is the main computer system air traffic controllers use to guide airplanes flying at high altitudes. Air traffic control towers, terminal radar approach control facilities, the Air Traffic Control System Command Center, flight service stations, and other agencies, such as the Department of Homeland Security and the Department of Defense, all connect to and use the information managed by the En Route HOST Computer System. The original HOST computer software architecture was developed in the late 1960s and was implemented as National Airspace System (NAS) Stage A in the early 1970s. For controllers, ERAM provides a user-friendly interface with customizable displays. Trajectory modeling is more accurate than in HOST, allowing maximum airspace use, better conflict detection, and improved decision making. ERAM will substantially increase the number of flights that can be tracked and displayed to controllers from 1,100 to 1,900. The ERAM system also provides two functionally identical channels with dual redundancy, providing a more robust back-up capability than today's environment. Coverage will also extend beyond facility boundaries, enabling controllers to handle additional traffic more efficiently because ERAM is designed to process data from up to 64 radars instead of the current 24. The ERAM system is needed to replace the current HOST system and allow the FAA to continue to provide the high level of safe, reliable air traffic control services that the nation has come to expect; and also put in place the infrastructure necessary to transition the NAS to NextGen.
Statement: Reduce aviation fatalities by addressing risk factors both on the ground and in the air. Commercial aviation (i.e. U.S. Carriers): Reduce fatalities to no more than 6.9 per 100 million people on board through FY 2015. General aviation (i.e. private planes): Reduce fatal accident rate per 100,000 flight hours to no more than 1.04 through FY 2015. Reduce category A&B runway incursions in all airports to a rate of no more than 0.395 per million operations in FY15.
Description: Aviation fatality rates are at historic lows and continue to drop over time. However, FAA recognizes the need to continue addressing precursors to accidents in order to continue to improve the current level of safety in the national airspace. In the past, the FAA focused on actual incidents and accidents to identify risk within the aviation system. The number of accidents has now dropped to a level in which this is a more difficult activity. The FAA has now developed a proactive approach to identify and address risk. This is done through dramatically increased air traffic data collection, improved analysis, and the implementation of safety mitigations put in place before an accident occurs.
Statement: Reduce the rate of roadway fatalities from 1.26 in 2008 to 1.03 per 100 million vehicle miles traveled (VMT) by December 31, 2018.
Description: Background: Reducing roadway fatalities continues to be a top priority at the Department of Transportation (DOT). Roadway crashes are among the leading causes of death in the United States, especially among young people. Over the past 10 years, there has been a 25 percent reduction in the number of fatalities on the Nation’s roadways. In 2014, there were a projected 32,675 motor vehicle fatalities. This decline in fatalities shows a continuation in the general trend downward in fatalities that started in 2006. In fact, the projected 2014 fatality rate of 1.08 per 100 vehicle million miles traveled (VMT) is the lowest ever recorded. The importance of improving transportation safety is reflected in DOT’s Strategic Plan. The Department strives to make the U.S. transportation system the safest in the world. DOT will work with all of its stakeholders — transportation agencies, elected officials, law enforcement, industry, safety advocates, novice drivers, the disability and older adult communities, and the public — to reduce transportation-related fatalities and injuries and make our roadway system safe for all users. Progress toward a national roadway safety goal requires collaboration with a diverse group of stakeholders and partners across a range of disciplines. Within DOT, the relevant operating administrations can leverage the respective resources and expertise to more effectively achieve a safer transportation environment. These organizations include the following: Roadway fatalities impact all road users, including drivers, passengers, pedestrians, bicyclists, motorcyclists, commercial vehicle operators, and those who work to build and maintain the Nation’s four million miles of roadways. The Federal government is the only entity that has the authority to establish national safety standards for vehicles, regulate interstate motor carriers, and mandate roadway safety features. Stakeholders: FHWA, FMCSA, and NHTSA have formed strategic alliances with partners from a wide array of backgrounds to enhance and forward the Nation’s roadway safety agenda through guidance, technical assistance, and development of resource materials. Many stakeholders currently address transportation safety issues independently, through individual goals, plans, and activities. Some have implemented substantial safety initiatives, and these contributions are vital to maintaining and improving roadway safety. As described in the RSP, involvement by multiple stakeholders provides opportunities for broader public outreach and for the development and implementation of cross-cutting roadway safety strategies reflecting the common interests of many parties. Each partner offers unique strengths and abilities to assist each mode to deliver its programs and leverage resources in protecting the public on the Nation’s roadways. Progress toward a national roadway safety goal requires collaboration with a diverse group of stakeholders and partners across a range of disciplines. The agencies within DOT work with a network of partner organizations, such as State Highway Safety Offices, State transportation departments, Tribal governments, local and county traffic engineers, law enforcement agencies, public health associations, safety advocacy groups, the motorcoach industry, hazardous shipping businesses, interstate trucking operations and the auto industry on the development of evidence-based roadway safety programs, projects, and safety standards. Such collaboration will help to integrate a broad range of factors affecting roadway safety and create more efficient and effective problem-solving synergies across the transportation industry. Challenges: A number of challenges could slow down or even reverse positive trends. Many States continue to face budget shortfalls and are under tremendous pressure to reduce services, resulting in cut backs to roadway safety programs. Cutbacks in State, Tribal and local law enforcement agency budgets could weaken national enforcement campaigns and local traffic safety enforcement efforts. States, Tribes, and local governments must be willing to use data-driven analytical processes to make the best and most effective safety investments. Distracted driving has emerged as a new threat over the past few years as the rise of portable electronic devices has swiftly expanded. Moreover, as in-vehicle electronic systems become ever more sophisticated and complex, distracted driving could become an even greater threat if it is not addressed in a manner keeping pace with technological advancements. In fact, a new report by the Governors' Highway Safety Association (GHSA) cites 50 percent of the US adult population now owning smartphones and the wireless industry reports a subscription penetration rate of 102.2 percent (^1). Also, as the economy continues to gain momentum, more recreational travel and driving may lead to higher crash rates. Additionally, safety defects in vehicles that are not addressed in a safe and efficiently manner can lead toward more serious vehicle crashes and injuries. Finally, the repeal of proven life-saving traffic safety laws at the State level, such as universal motorcycle helmet or primary seat belt laws, could also result in higher injuries and fatalities. Nevertheless, significant opportunities remain for continued progress in reducing roadway fatalities. The Department will seek new and innovative ways to serve the American people and keep our roadways safe. MAP-21, The Moving Ahead for Progress in the 21st Century Act (P.L 112-141), was signed into law by President Obama on July 6, 2012. MAP-21 provides an increase in safety funds available for the Highway Safety Improvement Program along with a focus on performance-based programming. Implementation of MAP-21 will rely heavily on increased partnership across State agencies with DOT. Additionally, the shift to performance-based programming may require additional effort on the part of some States. There are also challenges associated with improving safety with local roads and local agencies with Federal-aid program funds, as well as the capacity and willingness of States to use data-driven and analytical processes to make the best safety infrastructure investments. ^1 - 2013 Distracted Driving: Survey of the States, See http://www.ghsa.org/html/publications/survey/distraction 2013.html
