Prototype News

Anacostia Rail Holdings’ Northern Lines Railway (NLR) and Jaguar’s Columbia Basin Railroad (CBRW) have joined BNSF’s Shortline Select program, bringing the total number of members to nine. The goal of the program, which launched last fall, is to provide shippers “with proven performance, shared data, and integrated solutions that can support an efficient supply chain capable of growing with their business,” according to the Class I railroad.

The 25-mile NLR and the 86-mile CBRW interchange with BNSF at St. Cloud, Minn., and Connell, Wash., respectively (see maps below).

The Shortline Select program “combines the benefit of short line customized service with BNSF’s vast network reach, which spans 32,500 miles, 28 states, and three Canadian provinces,” according to BNSF. Additionally, it “align[s] service schedules, improve[s] handoffs, and use[s] shared data systems to ensure smoother car movement between BNSF and short line partners.”

Program members collaborate with BNSF on economic development and growth initiatives through its:

• “Premier Transloads: Transload providers on Shortline Select railroads may be included in BNSF’s Premier Transload Program, a network of more than 400 transloaders across the BNSF system.
• “Certified Sites: Select locations on Shortline Select railroads may be eligible for BNSF’s Certified Site designation, which is an inventory of available, rail-ready industrial sites that are pre-approved for development, increasing speed to market.”

Shortline Select members are also said to partner with BNSF “on a suite of operational process improvements and have pre-defined economic arrangements with BNSF that enable expedited responsiveness to customer rate requests.”

“We’re proud to welcome two strong short line partners to our Shortline Select program,” BNSF General Director of Marketing Mark Ganaway said during the Nov. 4 announcement. “Both NLR and CBRW exemplify BNSF’s dedication to dependable, integrated service and share our focus on supporting customer success through collaborative growth.”

“We’re honored to join the BNSF Shortline Select program,” NLR Senior Director of Sales and Marketing Katie Sackett commented. “Our two-decade relationship with BNSF has always been focused on supporting safe, efficient, and green supply chain options for our customers, and this new initiative is a welcome next step. We look forward to growing our partnership for many years to come.”

“This collaboration with BNSF enables greater efficiency through data sharing and integrated solutions that drive safer, more reliable, and more efficient service for our customers across the CBRW network,” added CBRW Senior Vice President of Commercial Development Tim Enayati. “By focusing on improving key operational metrics with BNSF, we can deliver meaningful improvements for our customers moving time-sensitive commodities, including agriculture and food products. Since Jaguar acquired the CBRW in August 2025, we’ve already worked to make significant progress in the reduction of dwell time and interchange efficiency at Connell. By working directly with the BNSF team on these key metrics, we will further enhance our efficiency which will strengthen service offerings for our customers and support their continued growth.”

In Shortline Select’s first year, it has “shown proven results in service performance by reducing car dwell, improving interchange fluidity and growing traffic volume across the participating short line railroads,” according to BNSF.

The other small-road members are: Genesee & Wyoming’s (G&W) 339-mile Alabama & Gulf Coast Railway (AGR), which interchanges with the Class I at Amory, Miss.; Burlington Junction Railway (BJRY), which links with the Class I at Quincy, Montgomery, Rochelle, and Wilmington, Ill., and Burlington, Mt. Pleasant, and Ottumwa, Iowa; G&W’s Portland & Western Railroad (PNWR), which connects with BNSF at Vancouver, Wash., and Portland, Ore.; TNW Corporation’s Texas Northwestern Railrway, which links with BNSF in the Texas Panhandle (TXNW is based in Sunray, Tex.); Red River Valley & Western Railroad (RRVW), Railway Age’s 1997 Regional Railroad of the Year, which operates more than 500 miles of track, primarily in the southeast quarter of North Dakota and as far north as Maddock, N.Dak.; and Watco’s Timber Rock Railroad (TIBR), which interchanges with BNSF in Kirbysville, Tex.

Separately, BNSF in June formed a First Mile/Last Mile team that combined its Shortline Development and Industrial Business Products Business Development groups to grow carload volume across its network.

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FINANCIAL EDGE, RAILWAY AGE NOVEMBER 2025 ISSUE: Just about everybody has at one point in their life mused about the paradoxical nature of the weather forecaster, the most common refrain being something akin to “I’d like to get paid for being wrong all the time.” Pity then the people responsible for predicting the severity of the Atlantic hurricane season.

With one month remaining in the 2025 Atlantic hurricane season, predications of an above average season (that’s 13-18 named storms) feel like it has fallen quite flat as there has been only one named storm that has made landfall in the U.S. in 2025 (Chantal in July). 

Around most coastal regions the word “Hurricane” is a bad word. Another bad word in those regions is “drought.” The lack of big storms and low rainfall has drought level conditions permeating the Texas Gulf region. Specifically in the Corpus Cristi area, drought conditions are heading into their third year. The dearth of available water is creating long-term havoc for the chemical facilities populating the region.

The Wall Street Journal reported in October that the City of Corpus Cristi expects to be unable to meet industrial and residential demands for water within the next 18 months. This is the result of a three-year period with below average rainfall. Attempting to address the situation, the city agreed to purchase water rights to a nearby aquifer for $169 million. This would allow the city to draw 12 million gallons of water from the aquifer per day. The water would be available just as the city expects to run out. 

Corpus Cristi is home to plastics plants and refineries owned and operated by LyondellBasell, Flint Hills, OxyChem and Chevron, among others (see Google Map, above). It is also close to the Matagorda, Texas, area, which houses an additional plethora of chemical plants.

As noted in several “Financial Edge” columns, the chemicals rail loadings segment has been a bright spot over the past few years. This growth is expected to continue. Economic uncertainty, tariffs and a growing presence in China in the petrochemical space has caused some near-term weakness for some products in the segment. 

The weakness is causing disruption in the space. Recently, Exxon announced a decision to delay construction on a $10 billion plastics facility in Calhoun County (in Matagorda Bay), whose offtake was meant to serve the Chinese market. The plans to delay construction also followed the rejection by a county district judge of a 50% reduction in property taxes for Exxon in exchange for building the facility.

Don’t mistake correlation for causation. The issues facing the petrochem market right now are global in scale and have a long tail that has yet to be unwound.

Still, there is the water issue. Right now, Corpus Christi is drawing water from nearby wells before attempting to pivot to drawing water from the Gulf Coast Aquifer. Farmers in counties neighboring the wells and aquifer are worried about their wells running dry and about increased levels of salinity in the water they draw from the same aquifer. (For those from urban areas, salt water = dead crops.) Potential plans for a desalination plant were scrapped. The county was afraid limitless water would incentivize additional industrial investment.

Water issues consistently run through industrial expansion, production and global trade. The situation in the Panama Canal remains tense as Panama pursues a $1.6 billion modification to address water issues. By some estimates, Texas will be in a water emergency by 2030 (and that is after a decades-long process building man-made reservoirs to serve the Dallas Fort Worth Metroplex). 

While moving water by rail could be the “next big thing,” more likely is an increase in the cost of chemical-related production and a winnowing away of some of the current U.S.-based competitive advantages in the chemical space. That could turn the growth story into a contraction narrative as production of commodities moves to countries with water supplies that can be routed to serve industry.

As climate patterns evolve, expect water considerations to become more prominent in industrial project development. It may not be a headline grabber for the next three and a half years or so, but root around a little bit and you’ll see that there’s a tangible level of concern about the tension between supply, industrial demands and booming residential demand. Stress on industrial growth is not a positive for the rail economy, long-term.

At least for 2025, the forecasters do get their comeuppance; they get credit as long as a storm gets a name. In the Atlantic Basin, catastrophic Melissa is the season’s 14th named storm. See—above average after all.

The post Stress on Industrial Growth a Long-Term Rail Economy Negative appeared first on Railway Age.

St. Louis’s Bi-State Development Agency has realized more than $48,000 is cost savings this past year by printing 3D replacements for discontinued and custom-made parts for older Metro Transit MetroLink LRVs and MetroBus and Call-A-Ride vehicles, vs. purchasing them.

“From 3D printing critical parts to supporting running repairs and component overhauls for the light rail fleet, the mechanics working in the maintenance department at Metro Transit’s Central Facility play a vital role in day-to-day operations,” the agency said. “Beyond keeping hundreds of MetroLink, MetroBus and Call-A-Ride vehicles running efficiently year-round within a 500 square-mile service area in Missouri and Illinois, these valuable team members are providing creative solutions that solve complex problems and deliver bottom-line savings for Metro Transit.”

Approximately 60 mechanics are employed at the Central Facility, Metro Transit’s main repair shop. The shop includes painting facilities and transmission overhaul and also houses the Real Time Camera Center where the public safety team monitors activity in real time across platforms, trains and buses. Among the newest equipment is 3D printers for manufacturing parts. Purchased in 2024 for $51,200, the printers “have proven to be a real game changer,” as they are being used to improve upon existing parts and to reproduce parts that have been discontinued by the manufacturer or are not readily available due to supply chain issues,” Metro Transit noted. Many of these parts are custom-made items that would otherwise be unavailable or cost-prohibitive to source. Items printed specifically for the light rail system have included cup holders, traction motor covers and gaskets, mirror arm to head blocks, air gauge covers, cable spacers, housing seals and more. All have been produced at a fraction of the manufacturer’s price and, in many cases, improve on the original part being replaced.”

For example, the Central Facility team was able to print the mirror arm to head blocks for approximately $1.85 each, an alternative to paying $60 for each replacement part through the vendor. In terms of improvements, a redesigned traction motor cover adds a lip to prevent water intrusion into wire connections, improving LRV long-term reliability. The team also created a 3D printed replica of the LRV dashboard for operators to sit at and provide feedback on the ergonomics of the new Siemens LRV 5 dashboard design. To date, the agency has printed more than 7,500 parts in-house.

“In addition to delivering time and cost savings, the mechanics can control quality and provide components that are quickly becoming obsolete but are still necessary for maintenance on Metro Transit’s fleet,” the agency noted. “The ability to contribute in such a meaningful way to the organization appeals to the team members, who see their position not just as a job, but rather as a career with upward mobility. A mentoring program in partnership with ATU (Amalgamated Transit Union) will help to ensure the maintenance team continues to excel as new mechanics join the ranks. Metro Transit has open positions available now and is hiring mechanics who are eligible to receive a special $5,000 signing bonus. Interested individuals looking to change careers and those who want to join an organization with great benefits, good salaries and ample overtime opportunities can learn more by visiting WorkAtMetroSTL.com.”

“Our Central Facility has approximately seven acres under one roof where we do the heavy lifting as it relates to maintenance, keeping our fleets out on the rails and on the streets, servicing our customers,” said Ron Forrest, Chief Operating Officer for Metro Transit. “We would be lost without our mechanics and our maintenance team. They’re continually thinking of new and better things for us to be more efficient and effective in our maintenance processes.”

“By creating discontinued and custom parts for our light rail and bus fleets in-house, we’re saving money, reducing downtime, and extending the lifespan of vehicles that serve thousands of riders every day,” said Taulby Roach, President and CEO of Bi-State Development.

The post St. Louis Metro Transit 3-D Parts Printing Saves Big Bucks appeared first on Railway Age.

Bob began his 40-year railroad career with Southern Railway in Spencer, North Carolina, and retired in 1990 as a senior general foreman in Lynchburg, Virginia. Over the course of his career, he touched nearly every aspect of mechanical operations, including work on both freight and passenger trains, as well as leading derailment cleanups using a railroad derrick. He later settled in Durham, North Carolina, where he retired.

Jacob’s grandfather took great pride in being someone others could count on, especially in moments of crisis. Whether responding to derailments or assisting with emergency repairs, he saw his role not just as a job, but to support his fellow railroaders and the communities affected.

“He wanted to help,” Jacob said. “If something happened, he was ready to go — day or night.”

Bob also played a key role in maintaining the Crescent passenger train, a historic route now operated by Amtrak connecting New York City to New Orleans and one of the most recognizable in the system.

“I grew up hearing stories about how the railroad shaped communities and careers,” Jacob said. “My grandfather helped keep the railroad moving, and he cared deeply about the people behind it.”

Always at the ready

Jacob’s grandmother would tell him stories of his grandfather using a railroad scanner to monitor train movements at night in real time. If he heard a mention of a potential issue, he would wake up almost instinctively and head out in the days before cell phones and GPS.

That kind of commitment stays with you. Even in retirement, Jacob recalls how his grandfather still enjoys listening to rail traffic through a railroad scanner at home.

Carrying the name forward

Jacob’s career at NS spans more than 13 years, with roles across finance, operations, labor relations, customer service, and human resources. These experiences have given him a deep appreciation for the business and the people who keep it running.

His grandfather’s influence goes beyond inspiration. After Jacob graduated, his grandfather helped him make a connection at NS that led to an interview and his first role with the company. “He didn’t just inspire me to join the railroad,” Jacob said. “He helped open the door.”

Hard work, integrity, and a deep respect for the crafts continue to shape how Jacob leads today.

Looking ahead

Jacob is proud of the work his team has done to strengthen financial planning and cross-functional collaboration across the company. “The finance team works hard to learn the operation so we can support the business in a meaningful way,” he said.

His advice to future railroaders? Stay curious and stay connected. “Learn the business from different angles, build relationships, and never lose sight of the people who make it all work.”

What’s changed and what hasn’t

“My grandfather always said, ‘A lot has changed, but a lot hasn’t,’” Jacob recalled. “The technology is different, but the heartbeat of the railroad is still the same: People working together to move something bigger than themselves, safely and efficiently.”

For Jacob, carrying the Elium name at NS is more than a personal connection. It’s a reminder that every railroader’s story is part of something bigger and built on those who came before.

The post A Grandfather’s Influence, a Railroader’s Journey appeared first on Railway Age.

The Railway Museum of British Columbia has completed a long-awaited cosmetic restoration of British Columbia Electric Railway motor 960. In late October, the motor was moved from the museum’s restoration shop to its exhibit area after being lowered onto its trucks. The museum reports that the restoration lasted 15 years. 

Motor 960 was built by General Electric in 1912 for the Oregon Electric Railway. It and three others were purchased by BC Electric in 1946, and it remained in service until the early 1960s. After it was retired, the motor was donated to the Royal British Columbia Museum and put into storage. In 1993, it was donated to the West Coast Railway Association and trucked to its museum in Squamish. The motor now wears its historic maroon and gold BC Electric livery. For more information, visit wcra.org. 

—Justin Franz 

The post BC Museum Restores Electric appeared first on Railfan & Railroad Magazine.

SFMTA on Nov. 12 will hold a “farewell ride” aboard its Breda LRVs, which will be rolling into retirement after 30 years of Muni service in San Francisco. The ride will take place on the J Church Line from 11:45 a.m. until 9 p.m., with happy hour from 4 p.m. until 8 p.m. at Churchill (198 Church Street).

“We introduced Breda trains at the height of the 1990s dot-com boom,” SFMTA reported Nov. 3. “The first Breda went into service in 1996. Over the next eight years, 151 of these vehicles joined the Muni fleet. They replaced our aging Boeing trains and became the backbone of our light rail system. The Bredas helped expand Muni Metro service from Ocean Beach to Dogpatch. And they powered major milestones in the city’s development. The Bredas were there when Pac Bell Park (now Oracle Park) opened, and they made it easier for Giants fans to get to games. They were the first trains to run on the T Third line. The Bredas were designed to meet commuter demand in an evolving city. And they were an integral part of a transit investment that helped promote housing construction and create lively new neighborhoods in the South of Market area. They have been a rolling symbol of how San Francisco innovates.”

SFMTA began phasing out the Breda LRVs in 2021 to make room for new Siemens LRVs. The agency awarded Siemens a $648 million contract for 175 S200-SF LRVs in 2014 (with an option for 85 more), and the first vehicles entered service in 2017. The Siemens LRVs not only are faster and feature improved wheelchair access to create a better ride for all, but also are three to four times more reliable than Bredas and experience fewer service delays; have onboard predictive diagnostics to help prevent issues before they affect service; have a modern crash safety system that includes energy absorption in case of collisions; and have ergonomic seating, better visibility, and intuitive controls for operators, SFMTA said. 

One Breda car—No. 1534—will be displayed at the Western Railway Museum in Solano County. For more on San Francisco’s rail history, read the Muni Light Rail Through the Years blog post.

NJT on Nov. 3 reported completing exterior work at its station in Mahwah, N.J., as part of a renovation project to improve both functionality and structural integrity. The station serves NJT’s commuter railroad.

Work included replacing the station roof, retaining wall, and a stairway; installing new architectural railing and upgraded information displays; relocating electrical equipment; making partial stucco and brick repairs and minor lighting upgrades; and refurbishing stairs. Additional work included improved site drainage, a new concrete apron, refreshed landscaping, and new bike racks for customers. 

According to NJT, train service was not interrupted during the renovation project.

“With exterior upgrades now in place, Mahwah Station is already offering our customers a safer, more welcoming and more inviting space,” said Kris Kolluri, President and CEO of NJT, which also provides bus, light rail and paratransit services. “It’s just one example of over 20 NJT station projects currently in progress, all aimed at strengthening the customer experience through thoughtful, long-term investment.”

Separately, NJT recently expanded its FARE-PAY cards to all three light rail systems and all buses.

SJJPA, the Amtrak San Joaquins managing agency since 2015, has rebranded the service as Gold Runner.

“One of the founding goals of the Joint Powers Authority was to ensure local, dedicated management of the service, including control over marketing and brand direction,” SJJPA and Amtrak reported Nov. 3. “With continued investment from the State of California, SJJPA has been able to develop and implement strategies that elevate the service’s profile, strengthen ridership, and align messaging more closely with the communities it serves. The Gold Runner brand marks an important milestone in this mission, giving SJJPA the ability to steward the brand, one that reflects the Authority’s vision, values, and regional identity.”

The Gold Runner name was selected to “align with SJJPA’s long-term expansion plans and California’s broader rail strategy, while fostering stronger connections with neighboring rail services,” the partners said. Just as important, they noted, “it highlights what makes the system unique: an expansive Thruway Bus network that connects more than half of all riders to destinations across the state.”

By uniting rail and bus service under a single, cohesive identity, SJJPA can “more effectively communicate the full scope of mobility it provides, support future expansion, and deliver a clearer, more consistent experience for passengers,” SJJPA and Amtrak reported. “The Gold Runner name reflects both the heritage and momentum of the Central Valley, representing speed, connection, and California pride.”

SJJPA will host a launch event on Nov. 14, 2025, from 11:00 a.m. to 1:00 p.m. at the ACE Rail Maintenance Facility in Stockton. The event will unveil Gold Runner-branded trains and Thruway buses, and feature remarks from transportation leaders and a ribbon-cutting ceremony.

“Gold Runner represents more than a new name, it’s a symbol of our commitment to our passengers and California’s communities,” said David Lipari, Interim Executive Director of SJJPA.

DART on Nov. 4  announced that recipients of the Supplemental Nutrition Assistance Program (SNAP) who qualify for the Discount GoPass Tap Card will have their Tap Cards validated through Dec. 31, 2025.

Those eligible for program renewal in November or December will automatically see their pass extended through the end of the year, according to the transit agency, which operates light rail, Silver Line regional rail, Trinity Railway Express regional rail, bus routes, GoLink on-demand service, and paratransit. A new proof of benefits card will not be required for using the Discount GoPass Tap Card, DART said.

“We understand the financial squeeze many of our riders are feeling and as our core mission at DART is to facilitate mobility around North Texas, we have the unique opportunity to provide some relief,” said Jeamy Molina, EVP and Chief Communications Officer for DART. “Public transit is more than just about getting from Point A to Point B. Our role is also education and economic mobility, and we are proud to have a part in that journey.”

In other news, DART on Oct. 25 celebrated the opening of its 26-mile, 10-station Silver Line that connects seven North Texas cities (Plano, Richardson, Dallas, Addison, Carrollton, Coppell, Grapevine) and DFW International Airport.

Caltrain on Oct. 31 released the results of its 2025 Customer Satisfaction Survey at its Technology, Operations, Planning, and Safety Committee meeting. The regional/commuter railroad reported receiving a record high satisfaction rating of 4.41 out of 5, up from 4.02 in 2024. This is the first such survey designed to capture riders’ opinions about the new electric service, and it contains the best ratings in the survey’s 27-year history, according to Caltrain.

On-time train performance was a high point, with another score of 4.41, while improvements on board scored 4.42 and station improvements received 4.30, Caltrain said.

The regional/commuter railroad saw major improvements in fields such as:

According to Caltrain, 93% of riders said they were satisfied with their overall experience, up from 78% in 2024. Fifty-two percent of riders said they are riding more often due to the benefits of electrified service. The key benefits that riders were most likely to cite were shorter travel times (55%), increased frequency (52%), cleanliness (43%), comfort (42%) and onboard Wi-Fi (37%).

“These high ratings are reflected in Caltrain’s ridership, which as of last month had grown 57% year-over-year, with weekend ridership doubling,” the regional/commuter railroad said. Average weekday ridership, it noted, is now at approximately 41,000, with a total of 9.2 million riders in FY 2025.

The survey was conducted in May 2025 on board trains (weekdays and weekends) and online in English, Spanish, and Chinese to provide a representative sample of riders. There were 2,986 respondents. The next customer satisfaction survey is expected to occur in spring 2026, with results issued next fall. 

Caltrain’s electrified service arrived two years later than planned. The regional/commuter railroad’s $2.4 billion Electrification Project upgraded and electrified its double-track system from the 4th and King Station in San Francisco to the Tamien Station in San Jose and replaced trains. Caltrain awarded Stadler a $551 million contract to supply 16 six-car EMUs in August 2016 with an option to extend these sets to seven-car trains exercised in December 2018. The 110-mph-capable trainsets were built at the manufacturer’s plant in Salt Lake City, and there are options worth $385 million under the original contract to supply up to 96 additional railcars. The EMUs replaced trains powered by F40 diesel locomotives—approximately 75% of Caltrain’s diesel fleet—which entered service in 1985. Its newer locomotives have been retained to operate the non-electrified Dumbarton extension and services south of Tamien.

• Caltrain Celebrates First Anniversary of Electrified Service
• Caltrain Installs Digital Displays at South Santa Clara County Stations
• BLET, Caltrain Ratify New Contract

Denver RTD is seeking feedback from riders, stakeholders, and the public to support the development of a plan that it said will improve transit services for high-volume events. The transit agency has launched a webpage for comments; it includes an overview of transit stops and stations serving major venues, trip-planning resources for customers, and the agency’s current approach to deploying service that supports high-volume events. Feedback will be collected through the end of December.

The webpage also has information on the Denver RTD Board’s resolution adopted on Oct. 28 to create a plan for high-volume event service. The resolution outlines several requirements for creating the plan, including the necessary staffing levels and financial resources, revenue projection estimates, sponsorship opportunities, and a marketing strategy, according to the transit agency, which noted that the plan will be finalized and shared in February 2026. If the plan is adopted, any approved operational adjustments or service level increases could begin as soon as May 2026.

“Every year, hundreds of events and activities take place around the Denver metro area,” said Patrick Preusser, Denver RTD’s Chief Operations Officer. “Millions of Coloradans and visitors attend these events, and we want to have a leading role in supporting their access and mobility. Whether it’s getting fans to the big game, music lovers to a much-anticipated concert, or families to a seasonal celebration, our mission is to make lives better through the connections we provide.”

Separately, Denver RTD recently announced that it is restricting advertisements on train windows.

Alstom recently announced that it is seeking to fill nearly 120 positions at its railcar manufacturing plant in Plattsburgh, N.Y. The company said it is staffing up to produce 374 commuter railcars for NJT, one of its largest customers in North America.

Alstom will hold a job fair on Nov. 6 at the Plattsburgh facility, and is encouraging skilled, experienced job-seekers in assembly, crane operations, welding, and industrial painting to attend. All positions are full-time and include benefits, including health insurance, 401(k) contributions, and paid time off.

“We are happy to be entering such a strong growth phase and to continue to support the Adirondack region’s economy,” said Jeff Lambert, Managing Director of Alstom’s Plattsburgh plant.

Alstom employs more than 86,000 people around the world, including approximately 350 in Plattsburgh, which has served the Adirondack region since 1995. Plattsburgh is the “birthplace” of 4,000 cars for the MTA New York City subway; more than 1,000 cars for the San Francisco Bay Area Rapid Transit District; and hundreds of cars for the Chicago, Maryland and New Jersey transit systems.

• Sion Tapped as New Alstom CEO
• NJT Exercises MLIII, ALP45-DP Alstom Options
• Amtrak Acela ‘NextGen’—Finally!
• First TransLink Mark V SkyTrain Enters Service

The post Transit Briefs: SFMTA, NJT, SJJPA, DART, Caltrain, Denver RTD, Alstom appeared first on Railway Age.

The railroads are Belt Railway Company of Chicago; BNSF; CN; Consolidated Rail Corporation; Canadian Pacific Kansas City (health and welfare only); Indiana Harbor Belt Railroad Company; Longview Switching Company; Norfolk Southern; Metra (health and welfare only); and Portland Terminal Railroad Company, according to the union.

The tentative agreement, which is subject to ratification, is consistent with the terms set by dozens of local and national contracts already ratified as part of the 2025 bargaining round, including those signed off by employees represented by ATDA, BMWED, BRC, IAM, IBB, IBEW, NCFO, SMART-MD, SMART-TD, and TCU, according to the NCCC. The contracts run through Dec. 31, 2029.

Upon ratification of the NCCC-BLET agreement, nearly 95% of the union-represented freight rail employees at railroads participating in national handling will be covered by a collective bargaining agreement that provides:

• “Wage increases of 18.8% over five years. Based on current inflation projections, this increase will translate to real wage growth for covered railroaders, along with pay certainty for the life of the contract.
• “Enhancements to world-class health and welfare benefits with no increase to the employee contribution rate. Despite rising healthcare costs nationally, employees’ 2026 health care premiums will remain below 2023 levels at about $308/month. This is well below the national average of more than $500/month for employer-provided family coverage.
• “Access to more paid vacation time for employees earlier in their careers.”

BLET reported that its National Division is planning a series of in-person and Zoom town hall meetings to discuss the tentative agreement with members. A copy of the TA will also be available in the Members’ Area of the BLET website.

BLET bylaws require a 15-day question-and-answer period, which began on Nov. 3, according to the union. BLET General Chairmen will have 15 days to submit questions to the National President’s office; those questions will be consolidated into a single document, and the BLET’s National Wage Team will return to the bargaining table with the carriers to mutually agree upon the answers to those questions, the union reported. Once the Q&A session is complete, it said, the National Division will distribute full tentative agreement details and ballots to the affected BLET members around mid-November, and ballots will be counted on Dec. 30, 2025.

“Since taking over as President and Lead Negotiator in May, my goal has been to bring greater transparency and accountability to the bargaining process,” BLET National President Mark Wallace said. “The BLET Wage Team worked diligently to find a path forward that our members could support. This tentative agreement delivers meaningful wage growth without any concessions to work rules. As a membership-driven organization, it is now up to our members to determine the path ahead.”

“This tentative agreement is a resounding endorsement of the pattern agreement’s tremendous value for rail employees,” NCCC and National Railway Labor Conference (NRLC) Chairman Jeff Rodgers said. “With nearly all unions now aligned, it is clear that this bargaining round has been one of the most productive in modern freight rail history. We thank BLET and all of the unions’ leadership teams for their engagement and commitment to the national bargaining process. These agreements provide lasting benefits for employees while ensuring the long-term strength of the freight rail industry.”

The NRLC is an association representing all U.S. Class I railroads and many smaller freight and passenger lines. Through its NCCC, NRLC leads national negotiations with the 12 major rail labor organizations*.

The 2025 national bargaining round began with the exchange of Section 6 notices on Nov. 1, 2024. Early local agreements between several rail carriers and unions set the stage for progress, “establishing a clear pattern that addresses employee needs while strengthening the freight rail industry’s ability to provide safe, reliable service,” according to the NRLC. “The 18.8% wage increase in the pattern agreements builds on the historic 24% wage increase from the 2022 bargaining round,” it said. “Taken together, these wage increases represent a nearly 50% (compounded) wage increase for covered employees between 2020 and 2029. Under these agreements, average annual wages will rise to $135,000 and average total compensation will increase to $190,000.”

Download below a list of carriers and unions participating in national handling. Carriers that reached an early local agreement covering a particular craft do not participate in national bargaining with respect to that craft. Additional information about the bargaining round is available at RailNegotiations.com.

* The unions are: International Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Div. (SMART-TD & SMART-TD-YDM); Brotherhood of Maintenance of Way Employes (BMWE); Brotherhood of Locomotive Engineers & Trainmen (BLET); Brotherhood Railway Carmen (BRC); Brotherhood of Railroad Signalmen (BRS); International Association of Machinists and Aerospace Workers (IAM); International Brotherhood of Electrical Workers (IBEW); Transportation Communications International Union (TCU); National Conference of Firemen and Oilers (NCFO); American Train Dispatchers Association (ATDA); International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART); and International Brotherhood of Boilermakers, Blacksmiths, Iron Ship Builders, Forgers and Helpers (IBB).

• BNSF, NS and CN SMART-TD Members Ratify New Five-Year Agreement

The post NCCC, BLET Reach Tentative National Agreement appeared first on Railway Age.

With more than 23 years of experience in project and program management for transit, railway and roadway projects, McIntyre is responsible for “the successful delivery of large-scale infrastructure projects for HNTB clients in the region,” the firm noted.

Throughout a distinguished career, McIntyre has held key roles at leading organizations including BNSF Railway and Sound Transit. Her experience spans heavy rail, commuter rail and transit expansion, with a proven track record of delivering complex, multi-jurisdictional projects on time and within budget. Notable achievements include managing a $450 million railroad expansion program for BNSF and the Washington State Department of Transportation, overseeing crossing safety upgrades across 10 U.S. states and one Canadian province, and leading the construction phase of Sound Transit’s $2.7 billion Lynnwood Link Extension.

In her new role, McIntyre will oversee client projects involving state and federally funded rail and transit initiatives, supporting local and state DOT agencies. McIntyre’s leadership, the company says, “will help advance HNTB’s commitment to safety, sustainability and mobility throughout the region.”

“Megan’s deep industry knowledge and collaborative approach will further strengthen HNTB’s ability to deliver innovative infrastructure solutions for our clients and communities,” said HNTB Washington Office Leader Kris Agers. “We are excited to welcome her to our team and appreciate the positive impact and technical excellence she brings to our projects and partnerships.”

McIntyre holds a Bachelor of Science in architectural engineering from the University of Texas. Active professionally, she leads key committees for both the American Railway Engineering and Maintenance-of-Way Association (AREMA) and Women in Transportation Seminar (WTS-Puget Sound).

The post McIntyre Joins HNTB as Project Director, Rail and Transit appeared first on Railway Age.

Prior to the Staggers of Act of 1980, the only way a Class I railroad could shed the cost of marginal or money losing light density rail line was abandonment. It was a costly and lengthy regulatory process, and if successful left shippers on the line high and dry, eliminated railroad jobs associated with the line, and resulted in railroad infrastructure being torn up and sold for scrap. The economic freedoms and regulatory flexibility unleashed by the Staggers Act provided an opportunity for a group of entrepreneurs to purchase or lease these lines creating new short line railroads. These entrepreneurs bet on the notion that the more realistic cost structure of a smaller operation combined with the more flexible service of a local company would bring back these marginal lines. The result was dramatic. In 1980 short lines operated 8,000 miles of track. Today they operate nearly 50,000 miles of track, almost all of which was headed for abandonment.

It was a risky bet because these lines required substantial capital investment to eliminate decades of deferred maintenance by their previous Class I owners. Given that requirement, the lowest possible purchase price was essential and in a large percentage of these transactions the Class I sellers offered a lower purchase price in exchange for certain conditions placed on the buyer. Those conditions most commonly included a prohibition on interchanging traffic with another railroad or financial penalties if volume guarantees are not met. These conditions are known as “Paper Barriers.” 

Some will argue that paper barriers were the grease that made line sales or leases possible by reducing the cost to the buyer. Be that as it may, the Class I seller is the huge winner. It offloads all the costs of operating and maintaining the line while still getting all the traffic and associated revenue directed to its long haul network. Further, the ability to direct all the traffic over its own interchange gives it monopoly-like pricing power over any new business generated by the short line. Meanwhile, the short line buyer gets all the risk – paying for the cost of operating and maintaining the line, and hoping it can secure a competitive rate for any new traffic it is handing off to its Class I interchange. It’s a risk-reward combination that makes paper barriers one of the most anti-competitive practices in the railroad industry. Most egregious is the fact that many paper barriers  remain in place long after the short line has increased traffic far above the declining level available to the Class I when the line was sold. They got what meat was left on the bone at the time of the sale and now decades later they are still getting all the gravy.

The diagram (see below) illustrates the downside of the most common paper barrier whereby the short line can only interchange traffic with the Class I seller. This paper barrier requires A&A Grain carload traffic to travel 200 miles to B&B Bread Co. versus 75 miles via the alternative Class I connection. The longer circuitous route costs the short line, the shipper, and the customer both time and money – valuable commodities in a competitive marketplace. If, as is generally the case, the short line has increased its carloads since the original Class I sale, the Class I remains the primary beneficiary from the new traffic.

The Union Pacific Railroad (UP) has recently announced its intention to merge with the Norfolk Southern Railway (NS) creating the first transcontinental railroad. The merger must be approved by the Surface Transportation Board (STB), and the STB is required to show that the merger will enhance competition. In preparation for its analysis the STB is requiring the two railroads to provide a detailed list of all the paper barriers that limit or may limit interchange with a third-party connecting carrier. Both UP and NS were active sellers of light density lines following the Staggers Act and are likely to have a significant list of paper barriers. This merger will create the largest railroad in North America and its size alone will give it enormous market power. The STB can take a good first step in insuring that this new mega railroad enhances competition by requiring that all paper barriers be eliminated.

Jim Bowers is a Certified Public Accountant.  In 1980 he founded the Syracuse, New York accounting firm Bowers CPAs and Advisors providing a large clientele of short line railroads assistance in financial and tax planning, mergers and acquisitions, and payroll services.  Prior to his retirement he was an active member of the American Short Line and Regional Railroad Association (ASLRRA) and in 2024 received the Association’s  “Schlosser Distinguished Service Award” for his contributions to the short line industry. He currently resides in Liverpool, N.Y. and continues to do consulting work with his former firm.   

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Chicagoland transit authorities, including Metra commuter rail and the Chicago Transit Authority, will avoid falling off the fiscal cliff in 2026 after the Illinois General Assembly passed legislation to provide $1.5 billion in funding without creating new taxes. 

The Regional Transportation Authority, which oversees Metra, CTA, and Pace bus services, faced a $770 million deficit primarily due to the end of federal funding related to the COVID-19 pandemic. For months, the state general assembly hesitated to allocate funds to fill the gap, and if they hadn’t, “doomsday” cuts were planned for all three agencies. In the case of Metra, it would have had to cut service by 40 percent, halving its 91-train schedule on the BNSF Line and completely suspending service on Metra Electric’s Blue Island Branch. 

Mass Transit reports that the bill passed last week, called the Northern Illinois Transit Authority Act, will primarily be funded by redirecting sales tax revenue from motor fuel purchases to transit operations. It also creates an Interagency Coordinating Committee on Transit Innovation, Integration, and Reform, which will focus on improving connectivity across the entire public transit system. 

Gov. JB Pritzker has indicated that he will sign the legislation. Chicago RTA praised the bill’s passage.

“The passage of SB2111 is a landmark moment for public transit in Illinois. This bill provides the stable funding and governance reforms needed to protect transit service for the millions who ride CTA, Metra, and Pace, and the thousands of frontline workers who keep our region moving,” Chicago RTA officials wrote in a statement. “Riders want transit that is safe, reliable and frequent. This transformational investment of more than $1 billion in new operating funding lays the groundwork to improve service, shorten travel times and enhance rider experience across the region. The bill also changes the region’s transit governance, transitioning the RTA to the Northern Illinois Transit Authority (NITA) and creating new requirements to coordinate service, plan strategically and better support riders.”

—Justin Franz 

The post Illinois Passes Transit Funding appeared first on Railfan & Railroad Magazine.

A BNSF train on Oct. 21 “was the first to operate in Canada under Positive Train Control (PTC) protection,” the Class I railroad reported via social media. “Currently no other railroad operates with PTC in Canada.” The BNSF PTC-controlled line is approximately 17 miles, from Brownsville, near Vancouver, to the U.S. border.

In addition to BNSF trains operating on the New Westminster Subdivision, Amtrak runs between Seattle and Vancouver, B.C., on this line, BNSF reported, so its trains and passengers “are now provided an extra layer of safety.”

“As of 2023, we had installed PTC on 100% of mandated territory by the federal government,” BNSF reported in a separate social media post last month. “Then, when we resumed operations on the Montana Rail Link (MRL) in 2024, we expanded our PTC footprint. This June, the technology was implemented on 36 miles of what is now our MRL Subdivision, with another 570 miles currently under way. Completion is expected in December.”

The Class I railroad also reported a seven-year injury-free “safety streak” on its Wichita Falls Division in Texas. BNSF Trainmaster Jason Plaggemeyer credits the milestone, achieved on Sept. 15, to consistent focus and open communication among team members.

“The team isn’t afraid to speak up,” Plaggemeyer said in a BNSF social media post. “If they see someone operating in a way that could cause an incident, they coach each other through it. For us, trusting each other is important but so is changing habits.”

Plaggemeyer’s “open-door policy” is both literal and figurative, according to the railroad, which noted that “[d]ay or night, he reminds his team that he’s available whenever questions or doubts arise.”

CSX on Oct. 27 reported being recognized as one of Florida’s top employers, ranking No. 29 in the Sunshine State on Forbes’ 2025 list of America’s Best-In-State Employers. This annual ranking highlights companies that excel in workplace culture, employee satisfaction, and professional development opportunities.

To create the list, Forbes partnered with market research firm Statista to survey more than 160,000 employees across all 50 states and Washington, D.C. Participants, who work for companies with at least 500 employees, were asked to rate their employers on a scale of zero to 10. They evaluated factors such as wage parity, work culture, career advancement opportunities, and how employers address critical issues like sexual harassment. Survey respondents also shared insights about their previous employers and other organizations they were familiar with, providing a comprehensive view of workplace experiences. The data, collected over the past three years, was weighted to prioritize recent feedback and responses from current employees.

According to CSX, this year’s rankings include 1,417 companies across the U.S., with Florida’s list featuring more than 100 employers. CSX’s inclusion, it said, “reflects its commitment to fostering a supportive and engaging workplace where employees can thrive.”

“Each year, Norfolk Southern invests in the communities it serves, and in 2025, we have once again made a major commitment to our namesake region,” the railroad reported Oct. 27. “Through its ongoing partnership with the Hampton Roads Community Foundation, NS is donating $1 million to support 75 nonprofits throughout Hampton Roads.”

This year’s donation will fuel a diverse range of programs that strengthen Hampton Roads communities. Among the 75 nonprofits receiving support are groups focused on education, environment, accessibility, public health, and youth development:

• “Education and workforce readiness: For example, Access College Foundation supports first-generation students who are striving to attend college.
• “Environmental stewardship: The Alliance for the Chesapeake Bay helps restore and protect water systems that feed into the Chesapeake Bay and sustain the community’s natural resources.
• “Accessibility and inclusion: Ability Center of Virginia ensures people with disabilities have access to programs, services, and opportunities they need to thrive.
• “Public-health and disaster readiness: The American Red Cross of Coastal Virginia offers critical services in disaster response and community health support.
• “K-12 academic and character development: An Achievable Dream Virginia Beach delivers a rigorous, supportive educational environment for students facing economic challenges.”

“Our region thrives when its nonprofits have the resources to serve,” said Deborah M. DiCroce, President and CEO of Hampton Roads Community Foundation. “Norfolk Southern’s commitment allows our community to meet needs today while preparing for tomorrow. We are pleased to be partnering with Norfolk Southern on this important work.”

“At Norfolk Southern, we know that long-term success is rooted in the strength of where our employees live, and our business operates,” added Kristin Wong, Director of NS Foundation and Community Impact. “This donation demonstrates that commitment in Hampton Roads, helping local organizations drive real, meaningful impact.”

NS said it has contributed a total of $4 million through the Hampton Roads Community Foundation since the partnership began, supporting more than 270 nonprofits in the region.

Separately, NS on Oct. 29 reported winning Best Sustainability Program from the U.S. Chamber of Commerce Foundation’s Citizens Awards for its innovative living shoreline restoration at Lamberts Point, Norfolk, Va.

Instead of relying on traditional stone barriers, NS built what it calls “a living shoreline,” using native plants, oysters, and sustainable grading techniques to stabilize the coast. This eco-friendly design, it said, “strengthens natural habitats, improves water quality, and protects the Chesapeake Bay ecosystem while benefiting local communities and industries.”

For more than 30 years, erosion at the marine terminal threatened land, water quality, and biodiversity, according to NS, which stepped in five years ago with a voluntary project that it said restored 2,000-plus feet of shoreline; reintroduced native plants, oysters, and wildlife habitat; reduced nutrient and sediment runoff; and created “nutrient credits that generate revenue.”

Other finalists across nine categories included Allstate, Chick-fil-A, FedEx, Ford, Hilton, Pfizer, and United Airlines.

“In an era of rapid change, American businesses continue to meet extraordinary challenges with bold, innovative thinking,” said Michael Carney, U.S. Chamber of Commerce Foundation President. “This year’s finalists embody the power of business to drive meaningful and lasting impact.”  

“This award is a testament to the power of innovation, collaboration, and environmental stewardship,” said Josh Raglin, NS Chief Sustainability Officer. “We’re proud to be recognized among the nation’s best—and even prouder of the impact we’re making for future generations through sustainable rail.”

In other news, NS said that reportable incidents are down at its Conway Yard in Pennsylvania and an injury-free milestone has been reached at Harrisburg Consolidated Terminals in Pennsylvania.

According to NS, Conway Yard has had just four reportable incidents this year, vs. 10 in 2024, and 24 in 2023. “The turnabout is a testament to an infusion of committed leadership, a dedicated team embracing Speak Up culture, and clear expectations alongside accountability at every level of the organization,” the railroad reported Oct. 28.

“We’ve been very intentional with inclusion of all departments and labor,” NS Assistant Superintendent Craig Pequignot said. “We’ve also given clear expectations on what a good shift and a good day look like. We hold each other to that standard, and when we have a bad day, we’re focused on how quickly we can rebound.”

“It’s the committed leadership model that the whole team has employed here,” added NS Superintendent Bryce Diffenderfer. “Everyone in Conway has a voice that is valued. We’re going to use all ideas to drive forward, learn from every experience, and not repeat mistakes.”

NS also noted that Conway is now processing an average of 1,900 cars per day, often exceeding 2,000 cars, up from a recent daily average of 1,600.

“There’s a lot of positive energy right now,” said Jim Stager, NS Manager Terminal Operations. “There’s communication between all departments that historically we really haven’t seen at Conway. When you roll those things together that’s clearly driving these results.”

When it comes to safety, it’s about getting ownership to the right place, Pequignot pointed out. Having labor’s involvement is an invaluable part of that, according to NS. On the service side, it’s about challenging traditional notions of what good looks like, it added.

“People are believing in themselves,” Pequignot said. “We’ve been so busy now for so long that the expectation is that this is sustainable.”

NS on Oct. 31 reported that more than 200 railroaders across three locations in Harrisburg, Enola, and Rutherford have safely operated 11 scheduled originating trains daily for a year and counting. “This accomplishment by the Harrisburg Consolidated Terminals (HCT) team is no small feat given the complexity and scale of operations on this portion of our network,” the railroad said. “Pound for pound, these terminals—separated by a bridge over the Susquehanna River—handle each railcar more often than any other location on the system. That inevitably creates added risk for injury.”

“One year injury free is no coincidence,” NS Senior AVP Transportation Jaspreet Pannu said. “Safety is not an accident. The committed leadership of this team and their ability to drive the right behavior is what good looks like. Their engagement is ensuring our people go home safely.”

“I couldn’t be prouder of the team for reaching this incredible milestone,” Bryce Diffenderfer added. “It’s a direct reflection of their commitment to safety, attention to detail, and the care shown for one another every single day.”

“We know what works,” said Andy Corbitt, NS Manager Terminal Operations. “Let’s continue driving results and sending people home the way they came.”

The post Class I Briefs: BNSF, CSX, NS appeared first on Railway Age.

MARTA announced Oct. 27 that it will replace its entire fare collection system over the next six months, with a goal of spring 2026 for implementation and customer transition. The system will retain the popular Breeze name but fare media and fare collection equipment, including Breeze cards and tickets, faregates and validators, Breeze vending machines, and the mobile app, will be updated and modernized, along with fareboxes in later project phases.

MARTA began installing new fare equipment at Lindbergh Center Station Sept. 22 and at Doraville Oct. 8. The installation of new contactless payment terminals on buses began in mid-September. The installation of new equipment will continue systemwide in phases until the customer transition period next April. Customers should pay attention to signs and announcements at rail stations denoting which faregates are closed for construction to ensure smooth travels. Note that this is a systemwide project and the phased construction approach will mean new faregates may be installed but not yet usable. Current Breeze cards and mobile app will not work on the new fare equipment.

Customers should continue using the existing Breeze mobile app, fare media and equipment. Access to all rail stations will be maintained and there will be a monthlong period in spring 2026 for customers to transition from the current Breeze system to the Better Breeze system.

“It’s great to keep fares unchanged for years, but not an entire fare collection system,” said MARTA Interim General Manager and CEO Jonathan Hunt. “MARTA is implementing some incredible projects and initiatives next year ahead of the World Cup, including new trains, a new bus network with on demand transit zones, a new bus rapid transit line, and a new On the Go app and MARTA website. We need to ensure our Breeze system is aligned with these once-in-a-generation improvements and ready for the future.”

Here is what customers will enjoy with the Better Breeze system:

• “New Equipment: New, contactless fare payment equipment that takes the guesswork out of where to tap. We are replacing faregates and fareboxes, validators, and Breeze vending machines systemwide. The Better Breeze faregates are harder to tamper with or damage. They can be monitored and adjusted remotely, reducing incidents of fare evasion, resulting in a safer, more secure transit system and a better experience for everyone.
• “New Payment Feature: Open payment where you can tap your bank card, smart phone, or mobile wallet to pay for your ride. Fare remains $2.50 for a one-way trip.
• “New App: An updated app which customers will need to download and create a new account where they can purchase fare.
• “New Cards: New physical cards with a cool design (think orange!) and continued options of multi-day and monthly passes. Information on getting your new Breeze card will be shared in the spring.”

Information on ongoing fare equipment installation and instructions on how and when to transition to the new fare system will be shared in the coming months and into next spring.

Tri-Rail is ending its program at the end of the year that provides a $5 voucher for cab fare or rideshare to and from the Miami International Airport station, according to a CBS Miami report.

“We were kicking in money for that, and we are looking everywhere where we can start reeling in some of those expenses,” said Tri-Rail Executive Director Dave Dech.

The regional commuter train system, according to the report, “is looking for ways to save money and raise funding after the state severely cut its annual contribution from about $60 million to $19 million. Tri-Rail is also asking counties to contribute more.”

“There’s been no deal yet, but I can say they’re definitely moving in the right direction; we’re not at zero,” Dech said.

This, CBS Miami says, comes as Tri-Rail is seeing record ridership. In fiscal year 2025, the system carried 4.5 million riders—up 100,000 from 2024. About 15,000 people take the train each day.

“There’s a lot at stake here,” Dech said. “If we don’t come up with funding, we have to figure out how to dump 15,000 a day on I-95. If we don’t come up with funding, Tri-Rail as we know it could cease to exist.”

Dipping into its reserves, Tri-Rail, according to the report, “has enough money to operate on its own until June 2027. Officials hope to reach a funding resolution before then.”

The District Department of Transportation (DDOT) on Oct. 28 announced that DC Streetcar service will end on March 31, 2026. Following this date, the DC Streetcar will no longer operate. Riders are encouraged to plan and explore alternate travel options, including WMATA’s D20 bus.

The closure, according to a WTOP news report, comes a year earlier than initially planed, for March 2027, after the D.C. Council cut funding for the line in its fiscal year 2026 budget.

As part of this transition, DDOT says it is coordinating closely with WMATA Metrobus to provide alternatives for current riders throughout the H Street Corridor. Information and travel guides outlining these options, as well as access to Capital Bikeshare and other DDOT-managed modes of transportation, are available on the DDOT website.

In a statement, DDOT officials said the decision “comes after years of low ridership,” according to the report. “They also cited the system’s operational challenges because it ran in mixed traffic, and it also racked up higher costs to maintain and extend the system.”

The D.C. Streetcar was launched in 2016 as a single line that runs 2.2 miles between Union Station and the edge of the RFK Stadium Campus.

DDOT says it “acknowledges and appreciates the contributions of riders, employees, and community members who have supported the DC Streetcar during its decade of service to the District.”

RTD’s Board of Directors acted on Oct. 28 to prohibit placing advertisements on the windows of buses and trains.

The Director-initiated action, which was approved by a 9-4 vote, follows a multi-year push from customers and transit advocates in the Denver metro area to restrict advertising that covers windows. The policy update will apply to advertising agreements entered into after Jan. 1, 2026. Buses and trains that currently have advertising wraps that cover a portion of a vehicle’s windows will remain intact until their individual agreements end. As of the Oct. 28 meeting, a total of 48 commuter rail vehicles, 128 light rail vehicles, and 493 buses have advertisements that include varying levels of window coverage, according to RTD. The agency’s advertising guidelines previously prohibited advertisements on the front of vehicles, as well as the driver and operator side windows.

Prior to the policy amendment being considered by RTD’s Board, Director Brett Paglieri, District M, spoke in support of the action as one of its three sponsors. “I am bringing this forward to take us towards a better customer experience,” he said. “I want to highlight our image as a trustworthy, customer-first brand. Prohibiting advertising on windows contributes to a better rider experience on every journey.”

For several years, RTD says it has explored making updates to its advertising policy, from increasing to decreasing allowable space for paid advertisements. In the past, RTD expanded its on-vehicle advertising program to also allow digital advertising on screens at rail stations and select bus stops. Prior to the end of the year, digital advertising will also be phased out as the agency “focuses on enhancing customer amenities and improving how travel and schedule information is presented on screens.”

Between April and September of this year, vehicle wraps that included some portion of window coverage accounted for approximately $786,000 in gross advertising revenue. That amount reflects 42% of the total gross advertising revenue collected during that six-month period. Advertising revenue received from the on-vehicle program is used to support RTD’s general operations.

An open solicitation is currently under way to select a third-party contractor to manage RTD’s on-vehicle advertising program.

MDOT on Oct. 30 announced its newest rewards program to entice commuters in the Baltimore region to try transit.

The Ride Together Rewards: Baltimore Transit Incentives Program launched Nov. 1 and aims to “help new transit users and employers take advantage of services offered by the Maryland Transit Administration (MTA)—including local bus, Metro Subway, Light Rail, Commuter Bus and MARC train.” The program, MDOT says, is the latest step in the agency’s broader effort “to ease traffic congestion and strengthen travel options across the region, particularly as the state works to expeditiously advance construction to rebuild the Francis Scott Key Bridge.”

Under the new program, commuters who are new transit users can receive free transit passes during promotional periods. Employers can also receive up to $3,000 over a three-month period ($1,000 per month) to purchase transit passes for employees through MTA’s FareShare employer transit benefits program.

This new initiative, the agency says, marks the latest incentive for Baltimore-area commuters. Earlier this year, MDOT introduced vanpool and carpool rewards programs designed to improve daily trips, efficiently move Marylanders to jobs, and help reduce commute costs. Both programs remain available, “continuing the Department’s commitment to offering flexible, cost-effective and sustainable transportation options for Maryland workers.”

More information is available here.

SacRT recently announced that it is “reinforcing its commitment to rider and employee safety” with a $1 million investment in its safety and security program. The funding, approved as part of the agency’s FY26 budget, “will support targeted enhancements to staffing, monitoring, and frontline presence across the transit system.”

The additional $1 million in funding will be used to expand and strengthen SacRT’s security services in three key areas:

• “Transit Ambassadors: Increasing the number of authorized positions from 40 to 50, along with a modest salary increase to improve retention and recognize the vital role ambassadors play in customer service and de-escalation.
• “Security Operations Center (SOC): Hiring two additional staff to enhance monitoring of SacRT’s 2,000+ security cameras and improve responsiveness through the crime tip hotline and mobile reporting app.
• “Security Guards: Expanding the presence of uniformed security guards across light rail stations, vehicles, and parking lots.”

Additionally, SacRT operates a 24/7 Security Operations Center in partnership with the Sacramento Police Department’s Real Time Information Center (RTIC), “ensuring seamless coordination in emergency response and system-wide monitoring.”

“This investment is not about starting from scratch—it’s about building on a strong foundation,” said SacRT General Manager/CEO Henry Li. “We’re recognizing the tremendous and important work our frontline teams do every day, and this funding allows us to do even more to support them and the communities we serve.”

To elevate awareness around safety and rider conduct, SacRT recently launched the Respect the Ride campaign, spotlighting the essential role of Transit Ambassadors and encouraging respectful interactions on board. Through this campaign, SacRT says it is reminding the public that these frontline team members are here to help—and deserve to be treated with dignity and respect.

More information on SacRT’s Safety and Security program is available here.

PANYNJ on Oct. 30 announced that its PATH commuter rail notched its second-busiest month since February 2020 and also posted several new record highs for single-day ridership since the pandemic, reaching a new high of 79% of pre-pandemic ridership.

In September 2025, the PATH commuter rail recorded its second-busiest month since the pandemic. The month’s 5.5 million passengers was a 6.9% increase from September 2024. It was 79% of pre-pandemic September 2019’s passenger total, “a new high-water mark for the system.”

The average weekday ridership in September 2025 was the highest of any month since the pandemic, at 217,831 riders, according to PANYNJ. Throughout the month, the system repeatedly shattered its previous single-day post-pandemic ridership record of 237,038 passengers set on June 18, 2024, exceeding that total on four separate days: Sept. 9, 10, 16, and 17, 2025. Among those, the new single-day post-pandemic record was set on Sept. 9, when PATH welcomed 243,858 passengers.

PATH ridership grew 7.3% over the first nine months of 2025 compared to the same period of 2024. The system served approximately 41.9 million passengers from January to September 2025.

TransLink on Nov. 1 invited the public to celebrate three decades of the West Coast Express with the launch of a limited-edition new Compass Mini shaped like the iconic train. A special Saturday train also ran that day to give riders a chance to experience Western Canada’s only commuter train.

Customers were able to get their hands on the Compass Mini-West Coast Express Trains starting at 10 a.m. at the TransLink Customer Service Centre at Waterfront Station. There were 5,000 products available, including 4,000 adult and 1,000 concession Compass Minis, each available with a $6 refundable deposit.

Each Compass Mini works just like a Compass Card, allowing customers to tap in at fare gates and on buses.

West Coast Express Facts:

• The West Coast Express is the only commuter rail service of its kind in Western Canada.
• A one-way trip spans 69 kilometers (43 miles), taking approximately 75 minutes.
• The West Coast Express travels between Mission City Station, Port Haney Station, Maple Meadows Station, Pitt Meadows Station, Port Coquitlam Station, Coquitlam Central Station, Moody Centre Station, and Waterfront Station.
• In September 2025, the West Coast Express averaged 7,400 weekly boardings.
• The name “West Coast Express” was the winning suggestion by Shannon O’Hara during a naming contest, held in January 1995. There were 8,447 entries into the contest.
• In the early 2000s, the Vancouver Canucks’ trio of Markus Naslund, Todd Bertuzzi, and Brendan Morrison were nicknamed the “West Coast Express”, reflecting their power, speed, and efficiency on the ice. They were considered one of the best lines in hockey during that time.
• The “Brain Train” ran from 1997 to 2004, offering weekly lectures or activities from Capilano College instructors on various subjects. These classes would take part in a designated train car in the morning.
• In 2023, TransLink boosted West Coast Express service by adding a fifth train through the West Coast Express Refurbishment Project. The refurbishments will extend the lifespan of the locomotive engines by 15 years.
• In 2024, the West Coast Express fleet fully converted to renewable diesel, helping to reduce fleet emissions by 97%.

The post Transit Briefs: MARTA, Tri-Rail, DC Streetcar, Denver RTD, MDOT, SacRT, PANYNJ, TransLink appeared first on Railway Age.

Illinois lawmakers recently approved $1.5 billion in new funding for public transportation agencies “without large statewide tax increases previously proposed,” according to a Capitol News Illinois report.

According to the report, the measure would instead be “fueled by revenue sources that currently feed the state’s Road Fund and an increased sales tax targeted to the Chicago area.”

The bill, Capitol News Illinois reports, frustrated some lawmakers outside the Chicago area “because of provisions that reroute money from the broader funding source of infrastructure projects.”

The House voted 72-33 to pass Senate bill 2111 around 2:15 a.m. on Friday, Oct. 31, “with only Democrats supporting the plan,” according to the report.

“That system has been running on borrowed time,” bill sponsor Rep. Eva-Dina Delgado, D-Chicago, said. “Fragmented governance, uneven investment and post-COVID ridership losses have left transit struggling with unreliable service, delayed trains, canceled routs and a looming fiscal cliff that’s threatening to derail it all without action.”

According to the report, the Regional Transportation Authority (RTA), Chicago Transit Agency (CTA), Metra commuter rail and Pace Suburban Bus collectively face a $230 million funding shortfall in 2026 as pandemic relief money runs out. The funding deficit, Capitol News Illinois reports, is projected to grow to $834 million in 2027 and $937 million in 2028. Without action in Springfield to plug that gap, the transit agencies have said they could be forced to cut services by 40%.

Republicans, according to the report, “pleaded with the Democratic sponsors to pull the bill given the funding shortfall for the CTA wouldn’t hit until the middle of 2026. But after more than a year of negotiations, Democratic leaders were ready to put the issue to rest.”

The Senate followed with a 36-21 vote in favor of the bill around 4 a.m. on Oct. 31, concluding more than a year of negotiations.

“We are changing our public transit system for the first time in five decades to be safe, to be reliable, to be accessible, to be integrated; making sure that we got the performance and we got the funding that’s needed to make a system of the next level,” Sen. Ram Villivalam, D-Chicago, said.

According to the report, the plan goes to the governor’s desk “without any of the controversial statewide taxes on package deliveries, streaming or event tickets that were part of previous bills. The House two days earlier had introduced a measure that taxed entertainment and billionaires’ investments—ideas Gov. JB Pritzker quickly shot down.”

The bill, Capitol News Illinois reports, got back on track on Thursday following a day of negotiations between stakeholders, lawmakers and the governor’s office.

According to the report, the bulk of the funding, $860 million, would come through “redirecting sales tax revenue charged on motor fuel purchases to public transportation operations.” Another estimated $200 million would come from “interest growing in the Road Fund—a state fund that is typically used for road construction projects but can also be used for transportation-related purposes under the state constitution.”

The plan, Capitol News Illinois reports, calls for raising the existing RTA sales tax by 0.25 percentage points, to 1% in Lake, McHenry, Kane, DuPage and Will counties and 1.25% in Cook County. That tax hike will generate $478 million.

Drivers of passenger vehicles on northern Illinois’ toll roads will also have to pay 45 cents more per toll as part of a plan to create a new capital program for tollway projects, according to the report. It will also increase by inflation each year. That will raise up to $1 billion annually, Marc Poulos, Executive Director of Local 150, told the House Executive Committee Thursday evening.

A coalition of labor unions that had generally opposed using Road Fund money for public transportation supported the latest bill, according to the report.

“It is, you know, just vitally important that we keep 15,000 people in transit working,” Illinois AFL-CIO President Tim Drea, who led the labor coalition, told Capitol News Illinois. “Overall, it was a good bill that that we needed.”

The bill, Capitol News Illinois reports, also calls for 25% of the systems’ revenue to come from fares. Historically, half of the funding was generated by the riders, but that requirement became unsustainable after the pandemic.

“The 50% fair box recovery ratio is way out of whack if you compare to other agencies, similarly, situated agencies across the country,” Delgado said.

The bill and its associated tax and toll increases would not take effect until June 1, according to the report.

Funding for downstate public transportation agencies, “which face their own funding challenges as a sales tax-based formula becomes less lucrative,” are set to receive $129 million annually—below the $200 million they had hoped for, according to the Capitol News Illinois report.

“The move to direct most of the funding to the Chicago area left Republicans frustrated.”

“I’m actually not thrilled that we are continuing on this transit bill, although I am happy that my constituents aren’t going to be stuck with ridiculous taxes,” Rep. Regan Deering, R-Decatur, said. “But I just can’t continue to vote for a piece of legislation that’s screws them anyway.”

Downstate lawmakers, according to the report, “also worried the bill tapping into Road Fund money removed a critical funding source for road construction projects.”

“This transit funding bill creates a perverse incentive … to not diminish the balance of the Road Fund, not get projects out of the door … but continue to build up big balances in the Road Fund,” Rep. Ryan Spain, R-Peoria, said.

Sen. Don DeWitte, R-St. Charles, the Senate Republican’s transit leader, “spoke in support of using interest from the road fund to pay for public transportation,” according to the report.

The reforms in the proposal, Capitol News Illinois reports, are similar to what the Senate passed in May.

“The bill would create the Northern Illinois Transit Authority (NITA), which would be a stronger version of the RTA and would have the ability to establish a universal fare system and coordinate scheduling between the three service agencies.

“The board would be comprised of 20 members: five appointed by the mayor of Chicago, five by the Cook County Board president, five by the governor and five collectively by Lake, McHenry, DuPage, Kane and Will counties. That makeup has drawn criticism from some suburban leaders who fear it will limit their ability to affect public transportation decisions.

“It would also create a law enforcement task force that will target hot spots for public safety issues on the transit systems. Other roles will be tasked with deescalating conflicts or seeking to address homelessness and mental illness—issues that can sometimes escalate into public safety issues.

“The bill also blocks transit agencies from transferring operating dollars to capital expenses—a controversial move Metra recently proposed in its 2026 budget that raised red flags for several state lawmakers and RTA leaders.”

“Early this morning, the Illinois State Legislature passed a bill that provides a transformational level of funding for the CTA,” CTA Acting President Nora Leerhsen said in a statement. “As a result of this bill, CTA will be fully funded. This funding means that there will be no layoffs or service cuts. With these funds, we will expand our bus and rail service, invest in new technologies, and implement new strategies to support our riders and employees. Today, CTA’s workforce levels and service delivery rates are higher than they have been in years—and we stand ready to take on this historic investment and take CTA to even greater heights.

“As CTA’s acting president, leading the 11,400 employees who provide our riders with one million rides per day, I am incredibly thankful to our state legislative leaders, the Chicago Transit Board, the leadership of Amalgamated Transit Union Locals 241 and 308, transit advocates and others for their dedication to advocating for funding in Springfield over the last several years. I’ve had the privilege of working with many of these dedicated individuals during this process and have seen first-hand their commitment to securing a better, stronger financial future for our agency. 

“CTA is excited for the bright future that lays ahead, and we extend our deepest appreciation to everyone who’s worked so hard to support public transit in the Chicago region.”

“The passage of SB2111 is a landmark moment for public transit in Illinois,” RTA said in a statement. “This bill provides the stable funding and governance reforms needed to protect transit service for the millions who ride CTA, Metra, and Pace—and the thousands of frontline workers who keep our region moving.

“Riders want transit that is safe, reliable, and frequent. This transformational investment of more than $1 billion in new operating funding lays the groundwork to improve service, shorten travel times, and enhance rider experience across the region. The bill also changes the region’s transit governance, transitioning the RTA to the NITA and creating new requirements to coordinate service, plan strategically, and better support riders.

“We are grateful to leaders including Governor JB Pritzker, Representative Eva-Dina Delgado, Representative Kam Buckner, and Senator Ram Villivalam for their commitment to this issue over the past several years. We also want to thank the tireless members of the advocate community, our labor partners, and especially riders, whose voices have ensured that transit will not only survive but thrive.

“We are continuing to review the bill and will share more in the days ahead, including how this impacts the 2026 budget process. But today marks a turning point: A commitment to the stronger, more seamless transit system the Chicago region deserves.”

“Illinoisans deserve a world-class transportation system that connects communities across regions, drives economic growth, and helps every resident—no matter where they live—access transit to live, work, and enjoy the state,” said Gov. Pritzker in a statement. “I am grateful for the work by leaders in both chambers of the Illinois General Assembly in taking steps to make this vision a reality.

“The legislation makes important changes to how Illinois operates and manages our transportation network, including investing in new capital projects that will make our public transit and tollways more modern, efficient, and reliable for riders. I am pleased the legislation also avoids new broad-based state taxes on Illinois working families. Instead, it directs existing state revenue streams to flow towards public transit systems while enabling independent bodies like the Regional Transportation Authority and Tollway Board to decide how to best meet their users’ needs.

“I want to thank Senator Villivalam and Representatives Delgado and Buckner for their leadership working on this legislation. I look forward to signing it into law and ensuring fiscal responsibility, fairness across the state’s transportation networks, and world-class transit that keeps Illinoisans moving forward.”

The post Report: Ill. Lawmakers Approve $1.5B Mass Transit Bill appeared first on Railway Age.

The long-delayed project is slated to renovate and modernize the station; increase concourse capacity and access; enable safer and more efficient operations; accommodate passenger service growth; and deliver what USDOT said will be a “world-class experience” for users. In Fiscal Year 2024, PSNY welcomed more than 12 million people—nearly 18% of total Amtrak ridership and nearly 45% of Northeast Corridor ridership. It supports more than 1,000 daily train movements between Amtrak, New Jersey Transit, and MTA Long Island Rail Road across 21 tracks.

In partnership with Amtrak, USDOT reported releasing the solicitation for the project’s master developer, inviting interested parties to submit their Letters of Interest through Amtrak’s Procurement Portal; selecting Public-Private Partnership (P3) advisors Hunton Andrews Kurth LLP (legal) and KPMG (financial) and environmental consultant AKRF to help structure the project approach and agreements; and initiating the project’s Service Optimization Study to explore ways to accommodate passenger service growth at PSNY and the surrounding region.

“The advisors will help transform the busiest train station in the Western Hemisphere into a world-class transit hub, elevating the experience for Americans and visitors alike,” USDOT said. “They will also support in shaping a P3 strategy to attract private investment, streamline approvals, and evaluate innovative solutions. By identifying funding opportunities, maximizing revenue potential, and proactively managing risks, the advisors will help ensure this critical infrastructure project stays on schedule [and] under budget.”

“This will be one of the biggest and most significant construction projects in U.S. history, and we want the most skilled and knowledgeable partners to help make it a success,” said Special Advisor to the Amtrak Board Andy Byford, who discussed the project at the recently concluded Next-Gen Rail Systems conference, the communications, signaling and advanced technology conference presented by Railway Age in Jersey City, N.J. “By working with the private sector, we will be working with advisors who focus on the project’s goals while minimizing costs for taxpayers.”

In April, USDOT announced that it, along with Amtrak, would take control of the Penn Station overhaul from the New York Metropolitan Transportation Authority (MTA), which had estimated the project cost at $7 billion; as part of that announcement, USDOT withdrew $72 million in grant funding. In August, USDOT and Amtrak announced the project’s schedule and a $43 million federal grant to jumpstart the work, supporting project development and the solicitation of a master developer, as well as permitting and preliminary engineering work.

Meanwhile, the $2.9 billion Penn Station Access Project launch will be delayed until 2030 at the earliest, according to media reports.

The project is slated to extend MTA Metro-North Railroad‘s New Haven Line to Penn Station, creating four new accessible stations in the Bronx, improving existing tracks and bridges, and cutting travel times from the Bronx to Manhattan by as much as 50 minutes.

“The MTA commissioned an independent review that put the blame for the delay squarely on Amtrak,” Spectrum News NY1 reported Oct. 27. “‘It started with being unable to take tracks out of service, outages,’ said Jamie Torres-Springer, president of MTA Construction and Development [in a presentation to the MTA Capital Plan Committee]. ‘We weren’t getting those. Then they were able to start giving us… those some of those outages. But their support staff, who need to oversee the work happening, didn’t show up. And so the outages were wasted.’ According to the contract, Amtrak was to provide a minimum of 30 service outages a year. The MTA says there were only seven in the first two years. And while Amtrak is improving, it’s too late.”

Amtrak in a Oct. 28 statement said: “Amtrak has invested over $140 million and significant staff resources on the Penn Station Access (PSA) project. We remain committed to this critical project, and being good stewards of taxpayer investment for Amtrak, MTA customers, New York residents, and travelers. Specific to minimizing delays and expediting the project’s completion, Amtrak is collaborating with the MTA on numerous mitigation strategies, including:
“• Providing more 55-hr outages as well as three long-term track outages, covering both weekdays and weekends, to give the MTA’s contractor additional time to be more efficient to perform work without having to clear the track for train operations;
“• Expanding the Amtrak workforce to provide 190% of the committed amount to provide protection where needed;
“• Changing Amtrak rules for worker protection to allow more work to be done for the MTA and its contractor;
“• Modifying and lengthening schedules of, and in some cases temporarily suspending Amtrak trains to allow more work to be done safely; and
“• Taking over a portion of the work that was originally to have been performed by the MTA’s contractor.

“In addition, MTA did not make Amtrak aware of the ‘Independent Review Consultant’ nor involve us in their analysis.”

• Byford Pushes PSNY as Duffy Trashes Congestion Toll
• ‘Train Daddy’ Returns to New York
• Eighth of a Series: Penn Station and Grand Central, Perfect Together?
• Seventh of a Series: No New Manhattan Destination. Changes at Penn Station?

The post PSNY Project Meets ‘Key’ Milestones appeared first on Railway Age.

MTA on Oct. 31 said that the $1.507 billion contract will be funded by its $68 billion 2025-2029 Capital Plan.

Kawasaki will start delivering the R268s in fall 2028 and wrap up by 2030. MTA said this will allow it to retire the last R68 and R68A cars, which entered service in the mid-1980s and currently serve the B, N, D, Q, W, and S(f) lines, and to transition the “B” division to “an all modern-technology fleet, with all cars capable of delivering CBTC [communications-based train control] service.” The new cars will feature pre-installed security cameras in every car, more accessible seating, brighter lights and clearer signage, the agency said.

“This purchase allows us to replace cars at the end of their useful life before they start breaking down,” MTA Chair and CEO Janno Lieber said. “And by building on the successful procurement of R211 railcars, we were able to save money on nearly 400 modern subway cars.” 

The first trainset of Kawasaki-built R211A/S (traditional closed-end) cars to operate on the B Line entered service in July. They are now operating in all five boroughs. The R211s feature 58-inch-wide door openings that are eight inches wider than standard door openings on existing cars, which MTA has said will help speed boarding and reduce the amount of time trains sit in stations. These models include security cameras, additional accessible seating, digital displays that will provide more detailed station-specific information, and brighter lighting and signage, among other features that are said to improve the rider experience.  Open-gangway cars (R211T) began operating on the G line in March and the C line in February 2024.

In January 2018, the MTA awarded a contract to Kawasaki to design, build, and deliver 535 rapid transit cars, comprising 440 R211As and 20 R211Ts for NYCT, and 75 R211S cars for Staten Island Railway that are in operation. The contract included two options: Option 1 for 640 cars, and Option 2, for 333-437 cars. In October 2022, the agency exercised Option 1 for 640 R211s for $1.78 billion. MTA in December 2024 exercised Option 2 for 435 additional R211s—355 R211A/S cars and 80 R211T cars. The option, valued at $1.27 billion, brought the total number of R211s ordered to 1,610. MTA began phasing into service the first two R211T trainsets in 2024.

“The R268 contract will not only secure employment for hundreds of workers in our Yonkers facility, but also delivers state-of-the-art, high-quality subway cars to NYC riders, “ Kawasaki Rail Car, Inc. President Yusuke Hirose said. “With this milestone, we will surpass over 4,000 cars produced for New York City Transit—and we’re excited to continue building for the city’s future.”

Separately, MTA on June 23 announced that its Finance Committee approved the purchase of 316 Alstom Transportation-built M-9As. This included 160 cars for Long Island Rail Road and 156 for Metro-North Railroad.

The post Kawasaki to Supply 378 More ‘B’ Division Cars to NYCT appeared first on Railway Age.

Keolis Commuter Services (Keolis), the Massachusetts Bay Transportation Authority’s (MBTA) operations and maintenance partner for the Commuter Rail, announced Oct. 31 that it has reached a tentative agreement with the International Brotherhood of Electrical Workers (IBEW) union representing electricians.

The agreement, pending ratification by union members, will be retroactive to July 1, 2023, when the contract first became amendable. Keolis has now reached updated agreements with all 14 Commuter Rail unions, representing more than 2,000 members of the Commuter Rail workforce.

Among other provisions, the five-year agreement includes paid sick leave, annual wage increases, unmatched health benefits, enhancements to the bereavement and vacation policy, and one additional paid holiday.

“The Commuter rail is a great place to build a career, with competitive wages, and some of best benefits you can find,” said Keolis CEO and General Manager John Killeen. “I want to thank our partners at all 14 unions for their hard work. We are proud of these agreements and the quality of life that they continue to guarantee for our workforce.”

The post Keolis, IBEW Reach Tentative Agreement appeared first on Railway Age.

With deep expertise in derailment investigations, rail operations, failure analysis, and rail technology across both freight and passenger systems, Dick brings practical experience and technical leadership that enhances ESi’s expanding rail capabilities. 

Over his 25-year career of diverse rail industry experience, Dick has performed derailment, collision, and fatality incident investigations, and has worked with the Federal Railroad Association (FRA), National Transportation Safety Board (NTSB), and Transportation Safety Board of Canada (TSB). Additionally, he served as an onsite subject matter expert during the 2008 Chatsworth Collision NTSB investigation, the largest U.S. railway accident in the last 30 years which triggered the implementation of Positive Train Control (PTC).

Dick recently served as Vice President of Strategy and Business Development at ENSCO Inc. His contributions to technology driven railway safety includes leading the delivery of North America’s first Autonomous Track Geometry Measurement System (ATGMS) and deployment of the V/TI Clusters Artificial Intelligence algorithm, which both have significantly reduced track-caused derailments. 

Dick has served in various industry leadership roles including as Chair of the American Society of Mechanical Engineers (ASME) Rail Transportation Division and served as Chair of AREMA Committee 2 – Track Measurement and Assessment Systems. In 2024, he was honored as one of Railway Age Readers’ Influential Leaders as an honorable mention awardee.

Dick holds 11 patents for automated railway inspection technologies and has been prolific sharing knowledge through technical publications, conference presentations, and industry magazine articles.

Will Pinkston, president of ESi, said “We’re incredibly excited to welcome Matt [Dick] to ESi as head of rail strategy and development. Matt brings a rare combination of technical depth, industry leadership and strategic vision. His arrival marks a pivotal moment in our growth, and I look forward to partnering with him as we expand our capabilities and deepen our impact in the rail sector.”

Matt Dick said, “I’ve long admired ESi’s commitment to its customers’ needs utilizing the world’s best experts. I’m honored to join this incredible team and excited to build on its strong foundation in the rail industry to accelerate growth, deepen impact and deliver value to our customers.”

The post Matthew Dick, PE, Appointed to Head of Rail Strategy and Development at ESi as Company Expands Market Presence appeared first on Railway Age.

WATCHING WASHINGTON, NOVEMBER 2025 ISSUE: Perhaps the gutsiest-ever regulatory agency decision was the Surface Transportation Board’s (STB) 2001 imposition of a railroad merger moratorium. Its architect was then-STB Chairperson Linda J. Morgan. 

Widely anticipated to fail judicial review, a federal appellate court ruled the STB—with sole statutory authority to approve rail mergers—also had power to post a 15-month stop sign “to realize broader statutory objectives.” Morgan’s disquiet? All had not gone well after the agency acted with vigor in approving numerous Class I unifications during the 1990s. 

High-profile service failures followed the 1995 Burlington Northern-Atchison, Topeka & Santa Fe merger to form BNSF; the 1997 Union Pacific (UP)-Southern Pacific marriage; and the 1998 CSX-Norfolk Southern (NS) acquisition of Conrail. 

“I cannot in good conscience allow further [mergers] to occur that I believe would run the risk of creating more disruption and instability,” Morgan said in defending the moratorium to develop new merger rules. 

Those “new” rules remain untested 24 years later, as the sole Class I unification since—Kansas City Southern (KCS) and Canadian Pacific (CP) to form Canadian Pacific Kansas City (CPKC) in 2023—was evaluated under different rules owing to KCS’s relatively small size. CPKC also suffered post-merger service hiccups. 

Time and circumstances may justify a second merger timeout to reevaluate the long-dormant rules ahead of accepting a UP-NS merger application to create the nation’s first transcontinental railroad, which might beget yet a second (BNSF-CSX). As the UP-NS merger agreement is effective until Jan. 28, 2028—and allows further time for slippage—a timeout for merger rules reevaluation is doable. POTUS Executive Orders, which otherwise freeze new rulemakings, allow them if the issue is competition. 

The rail industry today is materially different than in 2001—valid cause for long-dormant merger rules to be reevaluated and rewritten without ambiguity. Such betterment will assist applicants in making their case more effectively; permit stakeholders to tailor their concerns more narrowly; and create for regulators a more transparent checklist by which to evaluate mergers.

To be more clearly defined are “pro-competitive”; “downstream effects”; “common carrier obligation”; “public interest”; and how competitive “balance” is preserved absent a second transcontinental marriage. Remarkably, NS told the STB in 2000 that requiring competitive enhancements is “apparent antagonism toward mergers.” 

Merger applicants should be required to demonstrate, with specificity, the merger’s likely harm, as well as benefits, to small railroads, communities and modal competition; how they intend to attract on their lines new factories and warehouses as domestic manufacturing is revived; and how they will poach market share from non-union truckers, given rail volumes were stagnant following the 1990s merger wave. The STB might also consider regulatory incentives to counter Class I asset, headcount and service cuts that improve short-term profits at the expense of rail market share. 

To assure confidence in the merger review process, there must be clear understanding of regulatory tools available to repair post-merger service failures, preserve major gateways (points allowing traffic interchange with other railroads), and to police rate increases by revenue adequate railroads. Shippers should know how their rate reasonableness challenges will be handled post-merger, and if reciprocal switching can be made an effective pro-competitive remedy, especially absent a third rail competitor. 

Regrettably, STB’s diamond reputation for decisional independence is at risk courtesy of UP CEO Jim Vena’s Sept. 9 White House visit. Following POTUS 47’s earlier firing of STB merger skeptic Robert E. Primus (in court over its legality), and his post-Vena-meeting merger-support shoutout, UP made a bad-optics contribution to POTUS 47’s $300 million White House ballroom. Erecting a temporary merger stop sign to revise, strengthen, clarify and make more transparent 24-year-old merger rules ahead of considering a UP-NS merger application may also be the STB’s best image-preserving mop-up option to this unfortunate doo-doo dump.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner was assistant vice president, policy, at the Association of American Railroads and a White House appointed chief of staff to Republican STB member Gus Owen, who voted in favor of the 1997 UP-SP merger. He is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, www.railwayeducationalbureau.com/product/railroads-economic-regulation-an-insiders-account/, 800-228-9670.

The post Why Not a Merger Timeout? appeared first on Railway Age.

Francis Patrick (Frank) Mulvey, a Democrat who served on the Surface Transportation Board (STB) from May 2004 to December 2013, died Oct. 18 at 81.

Among just six Ph.D. economists (of 117 members) to serve on the 138-year-old STB and its Interstate Commerce Commission predecessor, Mulvey was a career-long student of freight and passenger railroads. His half-century impact on rail transportation policy was substantial.

Nominated and renominated by Republican President George W. Bush to his twice Senate-confirmed STB post, Mulvey previously distinguished himself in high-level transportation-focused positions at the General Accountability Office, Department of Transportation and House Transportation and Infrastructure Committee.

Mulvey prepared for his transportation career with degrees from New York University and the University of California at Berkeley. He earned his Ph.D. in transportation economics in 1974 from Washington State University where his doctoral dissertation was entitled, “The Economic Future of Amtrak.” Post-doctoral research papers included, “The Northeast Corridor High Speed Rail System,” “Amtrak: An Experiment in Rail Service,” “Amtrak: A Cost-Effective Approach,” “Amtrak Versus Intercity Bus,” and “Amtrak: The First Decade.”

Mulvey’s interest in Amtrak never waned. When House Transportation and Infrastructure (T&I) Committee Chairperson James Oberstar (D-MN) suggested during a 2000 informal discussion that a larger civilian version of the military’s 24-passenger vertical take-off-and-landing aircraft (the V-22 Osprey) might compete effectively with Amtrak on short-haul routes, Mulvey, then an Oberstar aide, feigned surprise but didn’t deny agreement. In 2010, Mulvey sparred with Amtrak President Joseph H. Boardman, saying he preferred riding a “more customer-friendly” bus between Washington, D.C., and his native New York City.

Following completion of his doctoral studies in 1974, Mulvey taught undergraduate economics courses at Bowling Green State University, Wheaton (Mass.) College, Northeastern University and the University of Maryland.

Helping to pay his college tuition, supplement his educational scholarships and increase stingy college instructor wages, Mulvey drove taxi cabs in San Francisco and Boston and worked as a claims adjuster for two insurance companies. Unpretentious to the end, he was simply a regular guy with a blue-collar lunch-pail work ethic, no matter the task. He was born May 5, 1944, in working-class Astoria (borough of Queens) New York.

Mulvey’s interest in, and aptitude for, public policy formulation, review and repair took a propitious turn in 1978 with congressional creation of the National Transportation Policy Study Commission (NTPSC), which recommended liberalizing freight-rail economic regulation and imposing full-recovery user charges on rail modal competitors. Mulvey served as economics consultant to the NTPSC, whose members included relatively new lawmakers Oberstar and Bud Shuster (R-PA), both of whom rose to chair the T&I Committee. (NTPSC general counsel was future Association of American Railroads President Edward R Hamberger.)

From 1985 to 1999, Mulvey served as assistant director of the non-partisan congressional watchdog U.S. General Accountability Office. Among his accomplishments was lead writer of a 10-year assessment of partial railroad economic regulation (the 1980 Staggers Rail Act), concluding that “the law’s freedoms enabled railroads to become more competitive and more responsive to the marketplace.”

In 1999, Mulvey was appointed Deputy Assistant Inspector General for Rail and Transit at the Department of Transportation. T&I Chairperson Oberstar hired Mulvey in 2000 as the Rail Subcommittee’s Democratic staff director. He departed in 2004 for the STB.

A year into his STB post—the 25th anniversary of the Staggers Rail Act—Mulvey disagreed with then-STB Chairperson Roger Nober, who proposed the agency itself critique how it determines railroad revenue adequacy. Mulvey preferred the task go instead to the National Academies of Sciences Transportation Research Board (TRB). “Having the STB perform the analysis is like having the guy who builds your house come in and do the inspection on completion,” Mulvey said.

The TRB subsequently concluded the STB’s annual revenue adequacy determination “serves no constructive purpose,” and “its persistence prolongs the misguided view that a single yes/no indicator of railroad profitability should be used to regulate rates.” In 2015, TRB suggested, as an alternative to annual revenue adequacy determinations, a periodic assessment of industrywide economic and competitive conditions—a suggestion the STB has not adopted.

Mulvey’s peak achievement was in defense of the STB’s decisional independence. When Senate Majority Whip Dick Durbin (D-IL) requested a private meeting to discuss a pending STB matter in 2008—interpreted as political pressure—Mulvey declined.

Serving his second term, Mulvey was ripe to be named permanent STB chairperson following the January 2009 inauguration of Democratic President Barack Obama (by tradition, in place of President George W. Bush’s Republican choice of Charles D. Nottingham, who would remain on the Board). Instead, Obama waited until August to name as permanent chairperson newly confirmed STB member and Democrat Daniel R. Elliott III. Mulvey’s defending the STB’s independence by snubbing Durbin may have cost him the permanent chair, as Durbin was understood to exert considerable influence over fellow Illinoisan Obama’s picks below Cabinet level.

Following retirement from the STB, Mulvey provided consulting services to Norfolk Southern. In 2020, he co-authored, with rail shipper attorney Michal F. McBride, “Railroads’ Common Carrier Obligation”—an analysis, with recommendations, published in the Journal of Transportation Law, Logistics and Policy.

In a Nov. 2 Washington Post published obituary, family members recalled Mulvey as “a fast talker with a quick wit and an endless appetite for learning.”

Former STB Chairperson and Republican Ann D. Begeman, who served with Democrat Mulvey on the STB, told Railway Age:

“I had the pleasure of knowing Frank since he served in a key transportation policy position at the GAO and I was a Senate Commerce Committee staff member. Frank volunteered to swear me in [at the STB], which I will never forget, in part because he read the entire script without pause, leaving me frantically trying to recall and repeat each word he had just read.

“Frank was a proud intellect and anyone who met him quickly came to appreciate his expertise and strong will in sharing his convictions. You might come to regret trying to discuss with him whether interchange commitments were paper barriers.

“What I appreciated most during my service with Frank was his ability to recognize gifted staffers and help mentor them. Today, one of those staffers is STB’s general counsel, and another moved to a top career position at the Federal Railroad Administration.

“His love for his wife Petra was shown each and every time he talked of her, as was his love for his family. He helped to remind people that it is possible to work hard and fulfill your role while also caring about the people around you. And it’s the latter that will matter the most upon reflection,” Begeman said.  

John J. Brennan, who was Republican staff director of the House Rail Subcommittee for a time while Mulvey was the Democratic staff director, described Mulvey as “a learned adversary, but never an enemy. We engaged in many spirited discussions but never had an acrimonious word. His sharp mind helped make legislation stronger, and more likely to pass. He understood that arguments are best won though intellectual persuasion. He was a throwback to a less polarized, more civil time,” Brennan told Railway Age.

Elliott said of his fellow Democratic board member, “Frank was an absolute pleasure to work with at the Board. His broad knowledge about economics were a great help and his insights during Rail-Shipper Transportation Advisory Council meetings were invaluable.” 

William H. Huneke, who served as STB chief economist during the years that fellow-Ph.D. Mulvey was at the agency, recalled admiringly, “Frank insisted that the STB hire more economists. It was always a pleasure to work with him.”

Mulvey is survived by his wife of 51 years, Petra; son, Conor; daughter-in-law, Tanya; and granddaughter, Daria.

A memorial gathering honoring Mulvey will be held Dec. 13 at 11 a.m. at Joseph Gawler and Sons, 5130 Wisconsin Ave. NW, Washington, D.C.

The post Former STB Member Frank Mulvey, 81 appeared first on Railway Age.

RAILWAY AGE, OCTOBER 2025 ISSUE: Michigan State University’s Center for Railway Research and Education, housed at the Broad College of Business, marked a major milestone in 2025 as it convened its 20th iteration of the Railway Management Certificate Program (RMCP). Established in 2007, RMCP has become the gold standard for rail leadership development, thanks to the support from industry visionary Ed A. Burkhardt. This year’s cohort is the largest ever, featuring 41 mid- and senior-level professionals from 27 freight and passenger rail organizations spanning 19 U.S. states and Mexico.

The program’s steady growth reflects the rail industry’s appetite for specialized education that marries academic rigor with real-world immersion. During the past two decades, more than 300 alumni have graduated from RMCP, advancing into executive and technical leadership roles across the industry. Participants praise RMCP for its deep dive into the complex ecosystem of rail, its unmatched networking opportunities, and its ability to catalyze career breakthroughs.

RMCP is structured into four intensive week-long modules, each delivered in multiple locations to give participants hands-on exposure to the spectrum of rail operations, regulation, technology, and strategy. Every year, MSU refines the content to reflect emerging trends and partner with new industry leaders.

Module 1, “Railway Business Administration, Strategy, and Leadership,” lays the foundation with an immersive experience on MSU’s East Lansing campus. Participants engage with top faculty from MSU’s nationally ranked Supply Chain Management department, exploring marketing, strategic decision-making, strategy, negotiation and organizational leadership. In-class case studies put students in the driver’s seat of board-level challenges, evaluating pricing strategies, and operational trade-offs that define today’s rail networks.

Module 2, “Railway Regulation, Safety, and the Rail Industry,” moves to the nation’s capital and the New Jersey/New York harbor region. In Washington, D.C., senior leaders from federal agencies, Senate Commerce Committee staff, advocacy organizations and a Class I railroad participate in classroom discussions on rulemaking, compliance, accident investigations, and the evolving regulatory landscape. An overview by the national passenger rail corporation, along with a site visit to a major commuter rail headquarters, provides insight into coordinating passenger services across complex national and metropolitan corridors. In Newark, participants tour port facilities and an intermodal terminal to explore how rail integrates with maritime and trucking networks to move international freight efficiently.

Module 3, “Railway Technology, Research, and Development,” transports the cohort to Fort Worth, Tex., and Pueblo, Colo.—two hubs of rail operations, advanced manufacturing and innovation. In Fort Worth, the participants have a chance to see next-generation initiatives in network optimization, predictive maintenance, and digital signaling. Pueblo opens doors for deep dives into material science, full-scale testing of equipment and track components, and breakthroughs in alternative fuels and automated operations. A visit to a leading steel making facility underscores the rail maintenance side of innovation.

Module 4, “Railway Operations,” commences in Indianapolis and continues in Chicago—areas central to North America’s rail network. Indianapolis hosts tours of a major locomotive manufacturer and a passenger-equipment maintenance facility, illustrating the lifecycle of rolling stock from assembly to overhaul. In Chicago, the world’s busiest rail hub, experts in dispatching, terminal operations, traffic management and commuter rail guide participants through real-time decision support systems and data-driven scheduling practices that keep thousands of cars and locomotives moving smoothly across the network.

With the silver anniversary of RMCP, CRRE is already laying groundwork for next year’s cohort. The core four-module framework remains, but participants can expect deeper integration of strategic business tools, sustainability practices, and cross-modal insights. Highlights of the 2026 program:

• Module 1: Railway Business Administration, Strategy, and Leadership. April 27-May 1, MSU Campus, East Lansing, Mich.
• Module 2: Railway Regulation, Safety, and the Rail Industry. June 15-19, Washington, D.C., and Newark, N.J.
• Module 3:Railway Technology, Research, and Development. Sept. 28-Oct. 2, Fort Worth and Pueblo, Colo.
• Module 4: Railway Operations. Nov. 2-6, Indianapolis and Chicago.

Registration for RMCP 2026 is now open. Early-bird tuition and detailed curriculum information are available at raileducation.com. Prospective applicants are encouraged to secure their spot early, as demand continues to exceed available seats.

As the rail industry responds to economic shifts, technological innovation, and sustainability imperatives, the demand for knowledgeable, agile leadership has never been greater. MSU’s RMCP offers a distinctive blend of academic rigor, peer engagement, and immersive site-based learning, equipping professionals to lead with vision and operational excellence. Whether your focus is strategic planning, regulatory compliance, customer service and operations, or technology deployment, RMCP provides the insights, capabilities, and connections to advance your career and shape the future of rail.

For more information on RMCP 2025 outcomes or to inquire about RMCP 2026 enrollment, contact the CRRE team at kucheren@msu.edu or call (517) 353-5667. Visit raileducation.com to download the full program brochure and discover how MSU is redefining rail leadership education in its 20th anniversary and beyond. 

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