For more than 30 years, the growth and innovation in our nation’s rail system has been primarily and most successfully associated with the movement of freight. Since 2008, however, billions of federal and state dollars have been invested in intercity passenger rail, responding to opportunities and challenges arising from changing travel demand and other factors. In addition, the Passenger Rail Investment and Improvement Act of 2008 (PRIIA) is placing new planning, operating, and financial demands on states and other transportation organizations, requiring them to take an increasingly active role in planning, developing, and managing intercity passenger rail services. Given the changes in demand following decades of stagnation and underfunding, many state and local transportation agencies do not have sufficient expertise and experience in passenger rail planning and operation. Various strategies have been applied to the planning and development of intercity passenger rail, and some support tools exist to aid planning and decision making; but these strategies, tools, and techniques are not always systematically applied. Despite the fact that each rail service exhibits particular circumstances and characteristics, certain components are transferrable and necessary for effective planning, development, and management. These components include, but are not limited to, (1) route definition and station locations; (2) operating characteristics, service goals, and performance measures; (3) stakeholder agreements and relationships; and (4) business plans to ensure high performance and maximum public benefit.  Previous studies and reports (for example, NCHRP Report 657: Guidebook for Implementing Passenger Rail Service on Shared Passenger and Freight Corridors and the AASHTO guide to state rail planning: State Rail Planning Best Practices) provide initial guidance on certain aspects. In addition, the Federal Railroad Administration (FRA) is developing guidance and tools to address several of these components (see item B under Special Notes), but there is no comprehensive standardized approach at present. Moreover, the existing decision support tools are not widely disseminated, and the level of capability in transportation organizations to implement these strategies varies widely. As a result, these organizations would benefit from a practical and comprehensive resource that identifies technical tools, procedures, and best practices to assist in the effective planning, development, and management of their passenger rail assets and investments.

OBJECTIVE

The objective of this research was to develop a guide to assist public and private organizations as they plan, develop, and manage intercity passenger rail services. This guide identifies various aspects of intercity passenger rail operations in exclusive as well as mixed freight and commuter rail service corridors. The Guide (1) provides an outline of the steps in the planning process, including roles and responsibilities of affected organizations; (2) describes procedures for developing, implementing, and managing passenger rail systems while taking into account different ownership and use scenarios; (3) describes key elements of passenger services and amenities and methods to evaluate their impact on passenger experience and operational performance; (4) reviews and evaluate the various tools available to conduct required analyses; and (5) presents strategies for filling gaps where adequate analytical tools and techniques are not available. The guide should distinguish which tools are appropriate for different types of passenger rail services and projects at various stages of development.

The guide addresses a broad range of issues and needs associated with planning, developing, and managing intercity passenger rail service:

RESEARCH PLAN

The research plan delineated the tasks required to produce a guide, as outlined in the objective, for use by state DOTs and other public and private organizations and stakeholders involved in intercity passenger rail planning, development, and management. The research plan addressed possible innovative and creative mechanisms for distribution, application, and updating the guide—enhancing its use and adaptability as the industry evolves. The research plan incorporated checkpoints with the NCRRP panel, including (1) a kick-off teleconference meeting to be held within 1 month of the “Notice to Proceed,” (2) a face-to-face meeting to review the interim report, and (3) web-enabled teleconferences tied to panel review and NCRRP approval of other interim deliverables as appropriate throughout the research program.

The final deliverables include the guide plus a final report that documents the entire research effort, and other deliverables as described in the research plan. Deliverables should also include an executive summary that can be used to present key issues and conclusions to critical stakeholders.

STATUS: The final report has been released as NCRRP Report 6: Guidebook for Intercity passenger Rail Service and Development.