Moreover, the NEC VISION lacks ambition in some ways, since projected cumulative productivity growth is low in comparison to the growth of the past decade (20-40% in the next 30 years vs. 20% in the past 10). Also, the plan to improve management is not explicitly mentioned, but improved management within Amtrak and coordination with other major travel modes may reveal a greater potential for productivity improvements. Thus, we offer the following recommendations to decision-makers: revise projections of ridership and revenue; involve the FAA in the planning process and consider air/rail cooperation explicitly; consider the possibility of improved management practices within Amtrak and other stakeholders of the NEC; prioritize stages of the implementation that promise the highest productivity improvements, e.g., the Gateway Program; and use scenario planning and design flexibility in the investment alternatives. References [1] The NEC Master Plan Working Group (MPWG) (2010). The Northeast Corridor Infrastructure Master Plan. [2] Archila, A. F. (2013). Intercity Passenger Rail Productivity in the Northeast Corridor: Implications for the Future of High-Speed Rail (S.M. in Transportation, MIT) [3] Amtrak (2012). The Amtrak Vision for the Northeast Corridor: 2012 Update Report. The authors would like to thank NURail, the Speedwell Foundation and Shelter Hill Foundation for sponsoring this research.
Moreover, the NEC VISION lacks ambition in some ways, since projected cumulative productivity growth is low in comparison to the growth of the past decade (20-40% in the next 30 years vs. 20% in the past 10). Also, the plan to improve management is not explicitly mentioned, but improved management within Amtrak and coordination with other major travel modes may reveal a greater potential for productivity improvements. Thus, we offer the following recommendations to decision-makers: revise projections of ridership and revenue; involve the FAA in the planning process and consider air/rail cooperation explicitly; consider the possibility of improved management practices within Amtrak and other stakeholders of the NEC; prioritize stages of the implementation that promise the highest productivity improvements, e.g., the Gateway Program; and use scenario planning and design flexibility in the investment alternatives. References [1] The NEC Master Plan Working Group (MPWG) (2010). The Northeast Corridor Infrastructure Master Plan. [2] Archila, A. F. (2013). Intercity Passenger Rail Productivity in the Northeast Corridor: Implications for the Future of High-Speed Rail (S.M. in Transportation, MIT) [3] Amtrak (2012). The Amtrak Vision for the Northeast Corridor: 2012 Update Report. The authors would like to thank NURail, the Speedwell Foundation and Shelter Hill Foundation for sponsoring this research.
FinalReportArchilaNURail2012-MIT-R02.docx