Prototype News

Judge Lewis J. Liman of the Southern District of New York has been busy lately, deciding cases about the new Congestion Pricing toll that the Metropolitan Transportation Authority (MTA) has been collecting since January 5, 2025. Passenger automobiles are charged $9.00 ($2.25 during nighttime hours after 9:00 PM) to enter the zone below 60th Street in Manhattan. The objects of the tolling program are to reduce traffic congestion in such places as Midtown, the historic Financial District at the island’s southern tip, and places in-between, as well as helping pay for the MTA’s capital program. As we have reported and commented, the program appears to have been successful so far.

Thanks to decisions from Liman and other judges, the tolling program has also survived a number of challenges from different groups, ranging from organizations representing aggrieved motorists to elected officials of both parties. Liman issued the latest decision supporting the program on March 3 in the matter of METROPOLITAN TRANSPORTATION AUTHORITY, et al. v. SEAN DUFFY, et al., No. 25-cv-1413 (LJL). As Secretary of Transportation in the POTUS 47 Administration, Duffy has attempted to force the MTA to terminate the toll, which the Administration has consistently opposed.

The MTA and its subsidiary, the Triboro Bridge and Tunnel Authority (TBTA), which is tasked with collecting the tolls, sued Duffy, the USDOT, the Federal Highway Administration (FHWA) and its Executive Director on February 25, 2025, for a preliminary injunction that would prevent Defendants from terminating the toll. Liman issued that injunction on May 28. Both sides moved for Summary Judgment (a legal judgment on facts not in dispute), and Liman said in his introduction: “Plaintiffs’ motion for partial summary judgment is granted, and Defendants’ motion for partial summary judgment is granted in part and denied in part (at 2).” The entire opinion, all 149 pages of it, can be downloaded below.

Liman began by recapping the factual background of the case (at 3-23), with the intent that the current opinion will be read as a companion to his opinion granting the injunction (at 3). His summary is thorough, detailing the facts of the case and its procedural history. To obtain an injunction, a party must prove that irreparable harm will occur if the requested injunction is denied, a likelihood of success on the merits, and a balance of hardships in its favor. Liman noted (at 13) that he had issued a Temporary Restraining Order (TRO) on May 27 after a hearing and converted it into a Preliminary Injunction the next day. He also noted that Duffy and his DOT were not invoking a proper basis for terminating the toll, which had been approved under the previous Administration (at 16-19) and that the Plaintiffs had demonstrated that they would be likely to succeed on the merits (at 19-21) and other required proofs.

The opinion also reviewed the procedural history of the case (at 23-25), which included requests for summary judgment and other filings, including some from non-parties who are concerned about the outcome. He then analyzed the Standard of Review (at 25-26) under the Administrative Procedure Act (APA) and summary judgement, where the movant must prove that there are no disputed issues of fact.

In the Discussion section of his opinion, Liman made a thorough analysis of a number of issues. We can’t go into detail about what he said, but we can report some of the important points that he made. He referred to his 109-page opinion in which he granted the requested injunction and continued: “At summary judgment, the parties rely on essentially that same record. The Court nonetheless has independently reviewed its prior analysis with an open mind. After doing so, the Court reaches the same ultimate conclusions it reached at the preliminary injunction stage. Rather than repeating that analysis verbatim here, the Court thus incorporates by reference its prior decision which should be read in tandem with this opinion. The Court addresses the arguments of the parties, including the Secretary, that were not fully developed at the preliminary injunction stage. To the extent that a particular argument of the parties is not fully addressed, that is because it is addressed in the preliminary injunction opinion (at 27, footnote omitted).”

Jurisdictional issues (at 27-71) included Standing of the Organizational Intervenors (at 27-28), Final Agency Action (at 29-42), Ripeness (at 42-48), and the Tucker Act (at 49-71). Within the discussion of that statute, Liman considered arguments that, “The VPPP is Not Money Mandating (at 54-59),” “Jurisdiction Lies in Federal District Court under Megapulse (at 59-68),” and “Organizational Intervenors Could Not Seek Relief in the Court of Federal Claims (at 69-71).” Liman ruled that the plaintiffs had already met their burden of establishing jurisdiction in the preliminary injunction stage of the litigation.

The judge described the defendants’ actions thoroughly and ruled that they were sufficiently “final” to allow judicial review. For example, he said: “No less an authority than the President of the United States announced on February 19 that ‘CONGESTION PRICING IS DEAD’ (at 33; docket citation omitted, emphasis in original).” He also said that the FHWA’s willingness to extend its deadline to comply with its termination order, which it characterized as a “goodwill” gesture, did not negate finality (at 36). He also noted that postponing deadlines could “indefinitely delay judicial review (at 37).” The defendants had asked the judge to declare lack of “prudential” ripeness (not a Constitutional issue), but he declined that request, saying that the defendants would continue to suffer hardship, including penalties for not complying with the Secretary’s orders, if review were delayed (at 41-47). He added that “these costs would flow directly from the Secretary’s action [and] reinforce the ripeness of the controversy (at 47-48).”

The final jurisdictional argument that the government officials raised was that the case essentially sounds in contract, and the Tucker Act “vests exclusive jurisdiction over this dispute in the Court of Federal Claims (at 49).” Liman noted that only money damages are available in that court, and he had previously concluded that this case does not fall within the Tucker Act (at 50). He analyzed the rights that the plaintiffs claimed and found them to be non-contractual, outside the scope of the Tucker Act. He also noted that no equitable relief that could be granted to Plaintiffs would require the Federal Government “making a payment to the Plaintiffs, or to any other entity (at 54).” Therefore, the Court of Federal Claims would not be an appropriate forum for the present case (at 58 and 64). Further, intervenors making environmental arguments also sought injunctive relief, because a money judgment from the Court of Federal Claims would not give them the injunctive relief they want (at 69).

The next set of issues concerned Plaintiffs’ APA (Administrative Procedure Act) Claims (at 71-132).

The first set of arguments claimed: “The Secretary’s Legal Grounds for Termination were Arbitrary and Capricious (at 72-89).” Arguments concerning that issue were: “The VPPP Allows the Secretary to Permit Cordon Pricing (at 73-83),” and “Funds Generated by a Value Pricing Program are Not Limited to Use on Highway Infrastructure (at 83-89).” The next argument alleged: “The Secretary’s Termination Cannot be Supported by Post Hoc Policy Rationales (at 89-98).” The next topic was “Reliance Interests (at 98-102).” Liman then considered the arguments that “The Secretary Does Not Have the Authority to Terminate the VPPP Agreement for Policy Reasons (at 102-32).” Included in that set are arguments concerning Federal Regulations (at 103-118), the Christian Doctrine (at 118-121), that “The VPPP Does Not Limit the Secretary to the Awards Terminable At Will (at 121-28),” and “The Sovereign Authority Doctrine Does Not Give the Secretary the Power to Terminate (at 128-32).”

Liman began the APA section of his opinion by ruling that the Secretary’s legal grounds for terminating the tolling program were arbitrary and capricious (at 72). In short, he did not find support for Duffy’s contentions. He defended the practice of “cordon pricing” that the toll creates, because a toll is permissible to mitigate congestion under the FHWA, and a non-tolled option is not required (at 74). In addition, he mentioned other statutes and programs designed to reduce motor vehicle travel (at 76).

The opinion noted that “The Secretary concluded that Congress deprived the agency of the right to approve the program because ‘the primary consideration of the toll rates here is to raise revenue for an MTA capital program.’ The Secretary dedicates a single paragraph to this argument in his summary judgment brief. The problem with the Secretary’s argument is not its brevity. It is that it has no basis in the statute (at 83-84, citations omitted).” He added: “The statute specifically envisions that the funds generated through a tolling program may be spent on means of transportation that offer alternatives to a congested roadway (at 84).” Another example of such a policy is the Congestion Mitigation and Air Quality (CMAQ) program. Another criticism of Duffy’s policy was that it used post hoc policy rationales. He quoted the Supreme Court saying: “It is a ‘foundational principle of administrative law’ that judicial review of agency action is limited to ‘the grounds that the agency invoked when it took action (at 89, citation omitted)’ and added that an agency ‘cannot make up new reasons in the course of litigation and assert that those – and not the stated reasons – were the basis of its action … The policy rationales in the April 21 Letter were exactly such post hoc rationalizations (at 90).'” In response to the argument that the tolling program harms lower-income motorists, Liman said: “Low-income workers are anticipated to be beneficiaries of the Tolling Program, as they are disproportionately reliant on the public transit options that the Tolling Program seeks to improve (at 94).” He summarized his response to those arguments by saying: “It is difficult to imagine more arbitrary and capricious decision-making that than at issue here. ‘Agency action is arbitrary and capricious if a reviewing court cannot discern from the record that the agency action was the product of reasoned decision making (at 97, citation omitted).'” He also held that it was reasonable for the MTA and TBTA to rely on the revenue that the tolling program could reasonably be expected to raise and explained why (at 98-102).

The opinion included an extended discussion about why the Secretary does not have authority to terminate the Value Pilot Pricing Program (VPPP) agreement for policy reasons. Liman also said that there was no term in the agreement that allowed the agency to terminate it unilaterally (at 102). He noted that the TBTA could terminate the agreement by deciding to discontinue collecting the tolls (at 110), but also noted: “the Secretary does not point to a provision of the VPPP Agreement that even hints at the notion that, regardless of the investment the Plaintiffs have made in the Project, their compliance with the terms of the agreement, and the success they have achieved, the Secretary retains the right to terminate at any time and without any notice simply because his Department has different goals and different priorities than it had when it approved the agreement (at 111).” After a long discussion of procurement and terminability of grants, Liman said: “Each Secretary must have the power to make a commitment if Congress’s objectives are to be satisfied (at 125).” Regarding the argument that if a statute allows an official to establish a program, that also brings the authority to disestablish one. The opinion disputed that argument, saying: “If the Secretary has the power to establish a program, he or she must have the power to commit to a program (Id.).” Liman granted summary judgment to the Plaintiffs on Count I (the Administrative Procedure claims).

The Plaintiffs and organizational intervenors argued that the Secretary’s actions were (ultra vires) going beyond the scope of his authority. Liman granted the Secretary summary judgment on that claim, since he had granted the relief that the Plaintiffs had requested. He concluded the portion of his opinion that dealt with issues other than remedies by saying: “The Court has decided that the agency acted contrary to law and violated the APA when it concluded that Congress deprived it of the authority to sign the VPPP Agreement. But that is because the February 19 Letter violated the APA, not because of the failure to consider the environmental impact of its action (at 139, footnote omitted).”

Finally, he turned to issues concerning Remedy (at 140-48). He started the discussion by listing the remedies that the Plaintiffs had requested and then said: “The Court must vacate the February 19, and the April 21 Letters and the actions taken through them. Under the APA, courts are instructed to ‘hold unlawful and set aside’ agency actions found to be ‘arbitrary, capricious, … or otherwise not in accordance with law. The Secretary’s actions were arbitrary and capricious, an abuse of discretion, and not in accordance with law. Accordingly, his actions purporting to terminate that agreement, including the February 19 Letter and the April 21 Letter, are vacated. The VPPP Agreement is restored and the FHWA approval of the CBDTP [Central Business District Tolling Program] is reinstated. Plaintiffs are thereby relieved of the obligation to cease tolling operations. Plaintiffs are restored to their position prior to the issuance of the February 19 Letter (at 140-41, citation omitted).” He also did not order a remand (at 141). The opinion defended the issuance of a declaratory judgment in the present case: “A declaratory judgment is appropriate here. It would serve a useful purpose in clarifying and settling the legal relations in issue and afford relief from uncertainty and insecurity (at 143).”

Liman described the judgment he was issuing: “Plaintiffs are therefore entitled to declaratory judgment that the Secretary is permitted to terminate the VPPP only pursuant to the terms expressly stated therein, that the Defendants’ termination of the VPPP Agreement was unlawful, and that any attempt to enforce the February 19 Letter or the April 21 Letter would be unlawful. Defendants may not terminate the VPPP Agreement under subsection 200.340(a)(4), the incorporation of that provision through the Christian doctrine, inherent powers under the VPPP, or the exercise of the Secretary’s powers under the unmistakability doctrine (at 144-45).” He also added: “Plaintiffs request also a declaration that the Defendants ‘may not terminate [the VPPP] except with the Project Sponsors’ approval.’ As Defendants argue that declaration sweeps too far (at 145, citation omitted).” Although Liman criticized what appeared to be the Defendants’ lack of good faith toward the Plaintiffs (at 146), he also said: “However, Plaintiffs have not made out a sufficient showing to support permanent injunctive relief (Id.).” He explained that he could not enjoin [POTUS 47], who is not a party to the case, and that the Defendants are allowed to keep fighting for their case, including taking an appeal (Id.). He also said: “Finally, Plaintiffs are not entitled to an injunction prohibiting ‘Defendants from withdrawing, cancelling, delaying, rescinding, or withholding federal funding from Plaintiffs without constitutional and statutory authority’ because it would be overbroad … Since the Court has vacated the February 19 Letter and the April 21 Letter, Defendants would have no lawful right to take action on the basis of them (at 147).”

Judge Liman’s opinion is 149 pages long. It is also far-reaching and thorough, dealing with many issues that the parties had raised. It would require a Case Comment in a Law Review to deal with all of the substantive and procedural issues in the case. All we could do is deliver a brief summary of the opinion and note some of the highlights. At this point, at least in theory, the February 19 and April 21 threats to the Congestion Pricing toll have been neutralized. The tolls are still being collected, and contemporary accounts continue to say that the program continues to be successful in pursuing its goals. Duffy and the other DOT Defendants are allowed to take an appeal, and it is reasonable to expect that they will pursue one. Duffy and the other leaders of the current Administration, including POTUS 47 strongly oppose the Congestion Pricing program, and it does not appear that the losing side on appeal to the Second Circuit would take such a loss without filing a Petition to the Supreme Court to take the case. Whether or not they will review the case remains to be seen. Wherever the case is going, we will keep an eye on it. At least we can hope that this article has heightened your understanding of the dispute underlying Congestion Pricing, even though the opinion was too detailed to report it.

The post Federal Judge Denies Latest Administration Challenge appeared first on Railway Age.

A Boston & Maine SW1 is en route to the Danbury Railway Museum in Danbury, Conn., two years after it was saved by a grassroots preservation effort.

Built in 1953, locomotive 1127 was unique in that it was the only SW1 on the B&M roster outfitted with MU (multiple unit) control, which allowed it to be operated in tandem with other diesel locomotives. For years, the locomotive was assigned to branches in central New Hampshire. In 1996, it was sold to the Luzerne & Susquehanna in Pennsylvania.

In 2024, preservationists learned that the locomotive was going to be scrapped within days and launched a GoFundMe campaign that raised the $65,000 needed to buy and move the locomotive in a matter of days. The engine was then handed over to Danbury, which has been raising money to move it and ensure its continued preservation.

The engine is presently being moved from Pennsylvania to Connecticut. It is currently painted black and lettered for the B&M, but long-term plans call for painting it in the railroad’s classic maroon and gold livery.

The post Boston & Maine SW1 Bound For Danbury appeared first on Railfan & Railroad Magazine.

CN recently announced via a LinkedIn post that Canada Post/Postes Canada has named the Class I as its National Carrier – Multi Mode winner, “recognizing CN’s strong safety performance in moving mail across the country.”

“A big shout out to our CN and CNTL teams! Your commitment to safety, from our unprecedented zero incident year to consistently top tier performance across Canada Post sites is what made this recognition possible. Thank you for looking out for one another, delivering reliable service, and proving every day that safety is a team sport,” CN wrote in the post.

CPKC de México President Oscar del Cueto was recently appointed President of the American Chamber of Commerce of México, the Class I wrote announced in a LinkedIn post.

The chamber, representing hundreds of U.S. and multinational companies that invest in México, promotes trade and investment between the two nations. Cueto assumes AmCham México’s leadership at a pivotal moment for North American trade as the group “looks to advocate for the future of USMCA and an agenda of competitiveness, investment, and economic development,” the Class I noted.

Addressing the chamber after his appointment, Cueto stressed the importance of strengthening North American trade. He called on the business community to help build consensus and shape a “strong, modern AmCham with a long-term vision for sustainable growth and shared prosperity.”

The post Class I Briefs: CN, CPKC de México appeared first on Railway Age.

Sasser, Inc. on March 20 announced that it has named Michael Kelly as President of its Rail division, which includes Chicago Freight Car and CF Rail Services. He will report to Jeff Walsh, CEO of Sasser, Inc., and succeeds Thomas Clark, who is retiring after a distinguished career in the rail industry.

“We thank Tom Clark for his many contributions to Chicago Freight Car and CF Rail Services and wish him the best in retirement,” Walsh said. “Mike has been an outstanding leader within our organization, and we are excited to see him step into this highly strategic role.”

Kelly brings extensive experience in sales leadership and rail industry operations. Since joining Chicago Freight Car, he has served as Sales Director for the Eastern Region and, most recently, as Vice President of Sales, where he helped drive growth across the company’s leasing business.

Before joining Chicago Freight Car, Kelly held leadership roles within the rail industry, including managing mobile repair operations and supporting growth across full-service repair shops. Earlier in his career, he worked in industrial distribution, serving the pipe, valve, and fittings markets, as well as specialty chemicals.

“I am honored to step into the role of President to lead this exceptional organization and build upon the legacy we have established since 1928,” Kelly said. “I look forward to working with our talented employees to continue growing our business, strengthening our fleet and repair capabilities, and reinforcing our position as a trusted partner across the rail industry.”

Recently the Long Beach Board of Harbor Commissioners approved the creation of a new bureau, Organizational Effectiveness, and Port of Long Beach CEO Dr. Noel Hacegaba has named Khristina Jason, the Port’s current Director of Human Resources, to head up the new bureau. The move takes two Port divisions which had reported directly to the CEO—Human Resources and Central Procurement Services—and places them in a bureau.

As Managing Director of Organizational Effectiveness, Jason will report directly to Hacegaba and will “lead groundbreaking new initiatives aimed at developing the Port’s own workforce of 600 teammates, as well as building even stronger connections to the business community—especially small businesses—by providing new ways for area businesses to engage with Port contracting opportunities.”

Meanwhile, the Board of Harbor Commissioners is also considering the appointment of a Chief Administrative Officer. This newly created position will report to Hacegaba and oversee four of the Port’s six bureaus—Commercial Services, Engineering Services, Finance & Administration and Planning & Environmental Affairs. Current Port of Long Beach Managing Director of Commercial Services Casey Hehr will be considered for promotion to the CAO position.

The Strategic Advocacy Bureau, led by Managing Director Eleanor Torres, will continue to report to Hacegaba and assist him in managing the Port’s strategic partnerships.

Hacegaba, who became Port CEO on Jan. 1, said he relies on the Long Beach Board of Harbor Commissioners “to continue to provide the excellent and wise oversight that will enable Hacegaba and his leadership team to execute the Port’s 2050 Vision for doubling cargo volume while building the Port of the Future.”

“We appreciate our CEO for working closely with the Board and keeping us well informed on all plans and proposals. His attention helps us to do our job, which is to advise him and make the best decisions for the Port,” said Board of Harbor Commissioners President Frank Colonna. “Noel has already done a remarkable job of collaborating and executing to build a winning culture, and we look forward to building on that relationship.”

The post People News: Sasser, Port of Long Beach appeared first on Railway Age.

Canadian Crown corporation Alto and Cadence on March 23 reported the start of environmental data collection “to deepen our understanding of local conditions, to support the impact assessment process, and to guide planning, engineering, and environmental analyses” of the planned HSR network.

In March 2025, the partners signed a development agreement that includes detailed design work, land acquisition, environmental assessments, and consultations with nearby residents, including Indigenous communities.

Instead of VIA Rail Canada’s HFR (High-Frequency Rail) service revealed first by Railway Age Canadian Contributing Editor David Thomas in 2016, outgoing Canadian Prime Minister Justin Trudeau in early 2025 said Alto would be dedicated electrified HSR, with trains running up to 186 mph (300 kph); it would be implemented as a DBFOM (design-build-finance-operate-maintain) project, with stations planned in Toronto, Peterborough, Ottawa, Montréal, Laval, Trois-Rivières, and Québec City.

The project is slated to create more than 50,000 jobs during construction, “generate productivity gains that could reach up to C$35 billion annually,” and contribute to cutting greenhouse gas emissions, according to Alto and Cadence, the consortium of Quebec pension fund’s CDPQ Infra, AtkinsRéalis (formerly SNC Lavalin), Keolis, SYSTRA Canada, Air Canada, and SNCF Voyageurs.

On Nov. 18, Alto and Cadence reported that outreach to the steel industry was expected in 2025. The goal: “to shape a procurement approach that prioritizes Canadian suppliers.” Guided by the government’s intent to Buy Canadian, the partners said that key components of the future rail network—including “several hundred thousand tons of steel for high-speed [track], structures, facilities and electric infrastructure”—will be sourced from Canadian suppliers “to the greatest extent possible.”

According to Alto and Cadence, the 2026 program builds on preliminary work conducted in previous years, with data collection taking place within the first segment of the study corridor between Ottawa and Montréal. Field studies may include wildlife and flora observations, soil sampling, sound-level measurements, and the analysis of waterways and wetlands. “These activities, which are designed to be as non-invasive as possible, are carried out by qualified professionals using recognized methodologies and in compliance with applicable regulatory requirements,” the partners said. “The sites identified for field studies represent rural, urban and suburban environments. They do not indicate the project’s final route, which has not yet been determined. Properties selected for the field studies program were chosen based on the quality of data that can be collected, on the ease of access, and to ensure staff safety.”

Field studies, Alto and Cadence said, will help establish “baseline environmental conditions within the study corridor prior to the project, anticipate potential impacts, and identify measures to avoid, minimize, or compensate for adverse effects, while maximizing benefits for communities.”

They noted that “Indigenous knowledge plays a fundamental role in understanding the territory” and “helps build a deeper understanding of site-specific conditions and traditional land use, thereby enriching scientific analysis.”

“Alto collaborates with Indigenous communities to identify their areas of interest related to field studies and to organize their participation in the program,” the partners reported. “This integrated approach supports more comprehensive, inclusive, and locally grounded field studies and impact assessments, while also facilitating regulatory processes and permitting requirements.”

According to Alto and Cadence, field studies conducted by Alto so far have taken place on public lands and existing rail corridors. In 2026, they are “broadening field study work within the corridor so as to include certain private properties, which will allow us to capture more comprehensive environmental data.” As part of this work, they said, “agents will contact selected property owners within the study corridor to seek permission to enter (PTE) their property.” Participation is voluntary and participants will receive financial compensation, reported Alto and Cadence, which noted that no field studies will be conducted on private properties without consent from their owners.

“Receiving a PTE request does not necessarily mean that a property will need to be acquired for the project or that the future train will run near it, as the alignment has not yet been determined,” they continued. “Alto is committed to maintaining clear and structured communication with property owners. Each property owner will receive a comprehensive information package and, when required, will receive personalized support and efficient communications by a dedicated Alto representative throughout the process.”

“The environment is at the heart of every decision we make, reflecting our commitment to minimizing impacts on communities along the corridor,” Alto Vice President, Environment Anne-Marie Gaudet said. “To gain a comprehensive understanding of the territory, our teams will need to access a variety of public and private sites scientifically selected to showcase the corridor’s unique characteristics and diversity. These studies will enable us to make responsible, evidence-based decisions in order to protect both the ecosystems and the people living near the corridor.”

• Alto HSR Could Include Tunnels in Montreal, Toronto (part of Transit Briefs)
• Alto Launches Public Consultations (part of Transit Briefs)
• Alto HSR Project Advances
• Canada Dumps VIA Rail Brand for Private ‘Alto’ HSR
• VIA HFR: How Viable? How Close?
• Red-Over-Green for VIA Rail’s High-Frequency Corridor
• Canadian HFR: From Proposal to Project

Caltrain on March 23 reported paying tribute to Rep. Nancy Pelosi (D-Calif) with a trainset named in her honor. Pelosi, who served as House Speaker from 2007-2011 and 2019-2023, announced late last year that she will retire at the end of her current term in January 2027.

“Made during Women’s History Month, this dedication recognizes Pelosi for her outsized role in advocating for Caltrain and other public transit agencies throughout her career as she nears the end of her final term in Congress after serving for 38 years,” said the operator that provides rail service from San Francisco to San Jose, with commute service to Gilroy. “Pelosi was instrumental in obtaining federal funding for Caltrain’s $2.4 billion Electrification Project that was completed in 2024, modernizing the 160-year-old railroad.” It now runs 23 new Stadler Rail-built KISS bilevel EMUs (electric multiple-units).

Caltrain noted that through the Infrastructure Investment and Jobs Act of 2021, Pelosi helped secure $10.3 billion to expand public transit and more than $4 billion in emergency COVID-19 relief for Bay Area transit, “strengthening essential infrastructure and connecting communities.”

This is the second electric trainset Caltrain has dedicated; it dedicated a trainset in honor of Rep. Anna Eshoo (D-Calif.) on the first day of electrified service in September 2024.

“Speaker Emerita Pelosi didn’t just represent the Bay Area—she built it, strengthened it, and connected the Golden State to the world,” California Gov. Gavin Newsom said. “She has driven the biggest wins for infrastructure and clean transportation this state has achieved in a generation, and Caltrain’s transformation from an aging diesel railroad into one of the fastest-growing electric transit systems in America is proof of what fearless, relentless leadership looks like. Naming this train in her honor is a tribute as enduring as her legacy, and every Californian who rides these rails will travel in the future she fought to build.”

“Few leaders have done more for San Francisco than Speaker Emerita Nancy Pelosi,” noted San Francisco Mayor Daniel Lurie. “Naming this Caltrain in her honor is a fitting tribute to her decades of service to this city and her record of delivering results for our residents and our future. On behalf of San Francisco, we thank her for her 38 years of service and for always fighting to keep our city moving.”

“For as long as Caltrain has existed, Speaker Emerita Nancy Pelosi has been in Congress advocating for it,” added Caltrain Board Chair and San Bruno Mayor Rico E. Medina. “While we are sad to see her go, we are proud to continue to celebrate her legacy and everything she has achieved both for our rail agency and for the people we serve every day.”

“Speaker Emerita Nancy Pelosi has been a steadfast champion for public transportation and for the communities Caltrain serves,” Caltrain Executive Director Michelle Bouchard commented. “We are deeply grateful for her leadership and efforts to secure critical investments that have been transformative to this corridor and pivotal to strengthening transit systems across the Bay Area. The people of the Bay Area will benefit from electric Caltrain service for decades to come, and by naming this train in her honor, we ensure that her role in making this project a reality will be celebrated for just as long.”

• Success Story
• Caltrain Board Adopts Corridor Right-of-Way Safety Strategy (part of Transit Briefs)
• For Bay Area Transit, a $590MM ‘Fiscal Bridge’
• Caltrain: ‘Cuts to Come’ Without External Funding
• Caltrain Implementing Asset Monitoring Tech at Crossings

The post Transit Briefs: Alto, Caltrain appeared first on Railway Age.

Through the Transit Innovation Yard, the TTC is opening its system to select start-ups and academics to trial new technologies and ideas—providing the TTC the opportunity to examine emerging solutions and pursue those with clear potential. The partnership is a part of the TTC’s broader push “to build a more innovative, future-ready transit system,” the agency noted.

The five selected research projects are:

• “An automated rail inspection system: Led by Dr. Farrokh Janabi-Sharifi, this project will demonstrate a compact sensing system installed beneath a TTC rail vehicle to capture high-resolution imagery of rails and nearby track infrastructure during normal movement. The system will analyze the data to identify potential defects such as cracks, missing fasteners, or debris, helping TTC teams better monitor track conditions and plan maintenance.
• “A cross-device digital wayfinding solution: Led by Dr. Ali Mazalek, this project will create a proof-of-concept for in-station wayfinding kiosks. Users will be able to connect their phones to the kiosks and access route information—as well as share that information with other contacts.
• “A sustainability-focused digital twin of a TTC yard: Led by Dr. Jenn McArthur, this project will develop a digital twin of a TTC yard that visualizes energy use across major systems, such as heating, ventilation, and air conditioning (HVAC). The initial prototype will demonstrate how energy flows through the facility, highlight possible waste and allow TTC teams to test potential energy‑reduction opportunities.
• “A study of the TTC Underground Sounds Subway Musician Program: Led by Dr. Charlie Wall-Andrews, this project will study how live music influences the customer experience, rider mood, and perceived safety. The project will also look into the feasibility of musicians having an expanded safety function within select TTC stations.
• “An AI engine for dynamic route optimization: Led by Dr. Sharareh Taghipour, this project will develop a prototype AI engine that can dynamically optimize routes, factoring traffic conditions, service disruptions and passenger demand, with the aim of improving service reliability and operational efficiency.”

“Toronto is home to world-class universities,” said Mayor Olivia Chow, “Through the Transit Innovation Yard partnership, we’re harnessing the incredible talent in our city to build cutting-edge, made-in-Canada solutions to transit issues here and around the world.”

“I look forward to seeing these projects get under way,” said TTC Chair Jamaal Myers. “We’re always searching for creative new ideas to provide better safety and service for our customers. I’m hopeful that this research will produce valuable, practical insight.”

“As we work to modernize and transform our system, partnerships like this are essential,” said TTC CEO Mandeep S. Lali. “By connecting our operations expertise with the research excellence of TMU, we are exploring practical new solutions to real-world challenges—at no cost to the TTC.”

“TMU is proud to bring solutions-focused, innovative research expertise to the TTC,” said Mohamed Lachemi, President and Vice-Chancellor at Toronto Metropolitan University. “Our entire community will benefit from this collaboration, which will address critical challenges for the transit system that so many at our university and in our city rely on.”

Projects are expected to progress over the next 9-15 months, culminating in recommendations and next steps for the TTC’s consideration.

The post TTC, TMU Partner to Drive Transit Innovation appeared first on Railway Age.

This year, 46 honorees were recognized for rising to meet – and lead through – a period of historic change, advancing Union Pacific’s Safety, Service and Operational Excellence strategy and laying the foundation to build America’s first transcontinental railroad.

“We delivered best-ever safety, service and financial results while working to transform our industry,” said CEO Jim Vena to the audience of 170-plus honorees, guests and executive hosts. “This success was driven by the excellence of our people, and I could not be prouder of tonight’s recipients.”

Vena created the awards to celebrate the teams who pursue the possible and achieve it. The nine award categories are tied to the pillars of Union Pacific’s Safety, Service and Operational Excellence strategy: Safety, Service, People, Asset Utilization, Cost Leadership, Growth, and the best-performing Transportation, Mechanical and Engineering teams. This year’s winners included a tie for the Spirit of Union Pacific Award.

A cross-departmental committee selected award recipients from nearly 260 employee submissions and used performance-based metrics to identify the best-performing Operating teams. With the winning groups ranging in size from 9 to 1,600 employees, leaders selected representatives to attend the in-person recognition event and accept a trophy created from a slice of authentic Union Pacific rail.

Winning teams will hold local celebration events to acknowledge all employees who contributed to their award win, displaying the trophy and thanking them with a special CEO Excellence Awards coin and pin. 

“We’re here as a group to win and be the best,” Vena said. “There is nothing we can’t do together, especially when we have the support of the loved ones who are with us today.”

Learn more about Union Pacific’s newest CEO Excellence Awards recipients in these nomination form excerpts.

“John’s teammates know him as someone who listens first, communicates clearly and turns field challenges into practical, safe solutions. On his own time, he’s educated more than 5,000 people about grade crossing safety and safe driving – working with schools, community leaders and local businesses to protect the public around our tracks. John makes everyone around him safer: at work, at home and in the communities we serve.” 

“Iron Pulse launched with one clear goal: align the Harriman Dispatching Center (HDC) with our Safety, Service and Operational Excellence strategy to provide safe and reliable service to our customers. This team implemented more than 140 standardized processes while bringing together Transportation, Engineering, Mechanical and Safety to operate as one. They built a culture of discipline supported by internal accountability and real-time collaboration – reducing variability and strengthening safety and service across the network.”

“This cross-functional team from Law, Marketing and Sales, and Finance partnered across our railroad, built trusted relationships and engaged employees at every level to tell Union Pacific’s story with clarity and credibility.They defended our values, our decisions and the way we do business. Their commitment to honor, collaboration and perseverance truly reflects the Spirit of Union Pacific.”

“This team played critical roles in developing the business case for the deal and supporting the negotiations of the agreement that will create America’s first transcontinental railroad. Their teamwork, discipline and commitment helped advance the largest transportation merger in history and position Union Pacific for transformative growth.”

“This cross-functional team reimagined how we move one of our most important assets – our crews. They thoughtfully integrated Uber to optimize our crew transportation options and to do it at scale. This innovation mindset unlocked real value for Union Pacific and our employees, reducing lead times by 84%. We have seen a 99% pickup success rate, fewer delays, improved crew utilization and crews getting where they need to be – faster and more reliably.”

“This team took a more strategic and collaborative approach to labor negotiations – moving from national bargaining to local, system-level agreements that better reflect how we operate day to day, including the daily work needs of our employees. By working directly with our unions, they reached agreements covering 15 crafts to finish the round in record time. Their work helps keep Union Pacific strong and competitive – protecting jobs, supporting our employees and ensuring we continue delivering reliable service to our customers for years to come.”

“Through smart strategy and relentless customer engagement, this team helped position Union Pacific as the clear partner of choice in the plastics market. They showed up, not just visiting customer facilities but reviewing schematics of their plants, walking the Union Pacific yards, creating solutions and sharing intricacies of how we would serve the customer’s plant. This team is proof that when we combine hustle, teamwork and customer focus, we win.”

“The performance of the Los Angeles Basin matters systemwide – and this team delivered. They introduced a second traveling car inspector role to assist in variability events, driving a 1.9 mile-per-hour increase in train velocity and cutting recrew costs. They reduced locomotive and car dwell times, and generated millions in fuel savings. But what stands out most is the culture – an employee-driven safety program led by peer safety captains. This team doesn’t just maintain equipment: They protect the network. They strengthen the operation. And they do it together.” 

 “This team sets the benchmark for safe, reliable, disciplined signal operations. They participate in every safety effort, maintain exceptional compliance, and stay ahead of inspections and testing like it’s a competitive sport. They delivered major upgrades to wayside and crossing signals, cleared every switch alarm with 100% accuracy and worked seamlessly with other departments to restore service quickly whenever interruptions occurred. Every day, they protect our employees, customers and communities.”

“Railroading is the ultimate team sport – and nowhere is that more evident than in a terminal. Over the past year, Settegast improved every KPI while leading their teams through major infrastructure upgrades. They kept a sharp focus on efficiency and resource management, reduced derailments by 42% and worked the entire year without a personal injury. The Settegast team proves that when we focus on safety first and work as a team, service and performance follow.”

The post Union Pacific Recognizes CEO Excellence Awards Recipients Who Helped Deliver Historic Year appeared first on Railway Age.

South Florida’s Port of Palm Beach on March 23 celebrated the completion of a $30 million upgrade project, including the full redesign and automation of the main entrance, expanded truck lanes to improve traffic flow, installation of radiation portal monitors for improved security, and the complete rehabilitation of 6.5 miles of on-port rail track.

The project was supported through strategic partnerships with the Florida Department of Transportation and the United States Maritime Administration.

Class II Florida East Coast Railway serves the docks and piers through the port’s industrial rail switching operations, which include pier-side box, hopper, and intermodal cars operating 24/7. The 165-acre port, located in Riviera Beach (80 miles north of Miami), offers cruise and cargo services to more than 30 onsite tenants and users, and processes more than $12 billion in commodities, 2.8 million tons of cargo, and more than 300,000 cruise passengers annually. It has three slips, 17 berths, and four roll on/roll off ramps for 6,500 linear feet of berthing space to accommodate vessels up to 700 feet long and 100 feet wide.

“This project represents a major investment in efficiency, safety, and the long-term strength of our Port,” Port of Palm Beach Executive Director Michael Meekins said. “By modernizing our gate and rail systems, we are reducing truck wait times by 50%, lowering emissions, and ensuring that the Port of Palm Beach remains competitive in a rapidly evolving global supply chain.”

“Tropical Shipping has been operating at the Port of Palm Beach for more than 60 years,” noted Tim Martin, President and CEO of company. “The Port of Palm Beach has been a good partner in our expansion of our service to the Caribbean and there is no doubt this transformative project will add a higher level of safety and security for the users of the Port. We congratulate the Port of Palm Beach and express our appreciation to the United States Maritime Administration (MARAD) for financing this grant request. The Port is already a well-rated Port, and these improvements will take us to a first-class level port facility.”

“The Port of Palm Beach’s completion of a Port Infrastructure Development Program grant six months ahead of schedule, reflects strong partnerships and dedication,” MARAD Deputy Administrator Sang H. Yi commented. “The U.S. Maritime Administration is proud to support this investment, which advances modernization, improves efficiency and safety, and creates stronger supply chains while supporting jobs.”

The post Port of Palm Beach Wraps Up $30MM Upgrade Project appeared first on Railway Age.

The U.S. Department of Transportation on March 23 reported selecting the AECOM-led joint venture with LiRo-Hill to provide project management services for the Penn Station New York “Transformation” Project, which is slated to begin construction by the end of 2027.

The AECOM-LiRo NYPennT Joint Venture will work with Amtrak and the Master Developer—to be selected in May and announced in June—on the long-delayed project, which 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 (download Fact Sheet below). 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 among Amtrak, New Jersey Transit (NJT), and MTA Long Island Rail Road across 21 tracks.

USDOT on March 23 also announced that:

• NJT “has become a key partner in the transformation” project.
• Amtrak has met with each of the three qualified Master Developer teams—Penn Forward Now (Fengate), Penn Transformation Partners (Halmar), and Grand Penn Partners (Macquarie)—that have been shortlisted to compete to lead Penn Station project delivery, so they could discuss their design proposals (download the list of short listed teams and their member firms below).
• “Early work has started to progress on National Environmental Policy Act (NEPA) activities and the Service Optimization Study [on ways to accommodate passenger service growth at New York Penn Station and the surrounding region] with the Federal Railroad Administration.”
• Preliminary design and NEPA activities are “set to occur from Summer 2026 to the end of 2027, coinciding with the start of construction.”

In August 2025, USDOT and Amtrak announced the project’s schedule and a $43 million federal grant to Amtrak to jumpstart the work, supporting project development and the Master Developer solicitation—which they kicked off in October inviting interested parties to submit their Letters of Interest through Amtrak’s Procurement Portal—as well as permitting and some preliminary design engineering work. In October, Amtrak also announced the selection of Hunton Andrews Kurth LLP as the project’s Legal Advisor, KPMG as the Financial Advisor, and AKRF as the project’s environmental consultant to help structure the P3 (Public-Private Partnership) project approach and agreements. Additionally, FRA initiated the Project’s Service Optimization Study, which was expected to take 18 months.

“Reaching another milestone with USDOT for the Penn Station Transformation Project reflects our ongoing commitment to keeping this project right on schedule and being transparent with updates,” Amtrak Special Advisor Andy Byford said. “The excitement for this project continues to build with each step, and we are looking forward to continuing our momentum with more future milestones that will ultimately bring a world-class station in the heart of New York City.”

• PSNY Master Developers Shortlisted. Now What?
• PSNY Project Meets ‘Key’ Milestones
• Byford Pushes PSNY as Duffy Trashes Congestion Toll

The post PSNY Project Advances appeared first on Railway Age.

Railway Age’s “Young Professionals” virtual conference returns April 23 with practical advice on career advancement for early- and mid-career professionals across the freight, passenger, and supply sectors. The free event begins at 2 p.m. ET.

The fourth annual conference opens with Justin Broyles, President and CEO of R. J. Corman, who will discuss emerging growth sectors and how R.J. Corman is working to meet demand.

Attendees will learn:

• How to build your skills and position yourself for your next career move.
• How successful rail execs navigated the bumps along the way.
• How leadership style is connected to team performance.
• How new technologies are transforming the job sector.

The program features speakers from across the industry, including:

• Brandy Christian, CEO, Patriot Rail.
• Josh Perkes, Senior Vice President and Chief Human Resources Officer, Union Pacific.
• Yvonne Hill-Donald, Chief Administrative Officer, MTA Metro-North Railroad.
• Brian Yeager, Senior Director Mechanical Operations Support, Norfolk Southern.

Registration includes access to the live event, moderated by Railway Age Executive Editor Marybeth Luczak and Senior Editor Carolina Worrell, as well as the ability to submit questions for speakers.

“Young Professionals” is supported by several sponsors, including AREMA, R. J. Corman, and The Greenbrier Companies.

Registration is open for this free virtual event, designed for rail professionals looking to accelerate career growth and better understand the sector’s evolving workforce and technology landscape.

To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

The post ‘Young Professionals’ Virtual Conference on April 23 Will Address Rail Career Growth appeared first on Railway Age.

The South Shore Line’s first-ever expansion, a new 8-mile route between Hammond, Ind., and Munster/Dyer, will open on March 31. The new “Monon Corridor” follows the route of the original Monon Railroad that was abandoned in the 1980s. 

The new branch line was first proposed back in the 2000s, as the population of northwest Indiana grew. The project was funded by the federal government in 2019 and broke ground in 2020. During construction, the route was dubbed the West Lake Corridor, but with service now beginning, it is being renamed. 

“We are thrilled to open the long-awaited West Lake Corridor to the public. This new branch has been named the Monon Corridor in honor of the historic Monon Railroad, whose former right-of-way is used for the line. The Monon Corridor provides additional convenient service options to rapidly growing areas of Lake County, Indiana, and surrounding communities. The South Shore Line team stands eager and ready to serve passengers,” said Michael Noland, former South Shore Line president, who retired in March. 

—Justin Franz 

The post South Shore to Open ‘Monon Corridor’ appeared first on Railfan & Railroad Magazine.

The Sound Transit Board earlier this month gathered in Tacoma, Wash., to discuss the Enterprise Initiative: “a comprehensive agencywide effort to ensure that project delivery and operations are affordable going forward while delivering on the objectives of the ST3 [Sound Transit 3 regional transit system plan for Central Puget Sound] plan,” according to the Seattle-based transit agency (see presentation above). “Our mission remains clear: delivering safe, reliable, and connected mass transit while addressing unanticipated financial hurdles.” 

Since voters approved the ST3 plan in 2016, there has been “unprecedented inflation, rising construction and labor costs, and a pandemic combined with improved cost estimating created a significant gap in our long-term budget,” Sound Transit reported. The agency’s Fall 2025 Long-Range Financial Plan estimated that an additional $34.5 billion is needed to fully fund the ST3 program through 2046 (download plan below). 

“We are committed to using all the tools at our disposal to deliver the ST3 program [and] to close this [funding] gap,” Sound Transit said. “To do that, we launched the Enterprise Initiative (EI) in May 2025—a proactive effort to find cost savings and project efficiencies across the entire agency.” The Enterprise Initiative is a three-step process to align the agency’s finances and project plans:

• “Step 1: Understanding the measure of the challenge.
• “Step 2 (Where we are now): Developing possible approaches that represent trade-offs between priorities.
• “Step 3: Updating the ST3 system plan to reflect a balanced, affordable path forward.”

At the recent retreat, staff presented the Board with three approaches to illustrate trade-offs, according to Sound Transit. “These approaches are not decisions; rather, they exist to help the Board understand the policy considerations of different strategies,” it said. “By looking forward, we can create a system plan that navigates an upcoming financial crunch to maintain momentum on ST3 projects.”

According to Sound Transit, the Board’s work is guided by four core principles:

• “Advance regional connectivity.
• “Support future growth.
• “Prioritize the passenger experience.
• “Protect public investments with fiscal integrity.”

“Beyond construction costs, we are assessing every tool available to make our projects more affordable,” said Sound Transit, which has created an “Achieving long-term affordability” webpage. “We are moving forward with urgency,” it continued. “The Board has directed the agency to address this shortfall and submit an updated system plan by June 2026.”

Sound Transit said that it will now “refine the approaches” based on the Board feedback, and prepare to launch public engagement; next, it will gather feedback via surveys and town halls to inform the Board’s deliberations; and later work will culminate in a new Regional Transit Long-Range Plan and a balanced Long-Range Financial Plan to guide progress through 2046.

“In the face of unprecedented inflation of construction costs, the Sound Transit Board is putting pressure on everything the agency does to find savings,” Snohomish County Executive and Sound Transit Board Chair Dave Somers said in a March 20 statement. “By adopting an affordable system plan, the Board is committed to giving the region’s residents the benefits of Sound Transit 3. Since May of 2025, the agency has created a full toolbox of potential cost savings, and we look forward to analyzing the approaches offered by the agency to ensure revenues and expenditures are balanced and affordable while delivering on ST3 objectives. Sound Transit has a strong track record of delivering complex transit projects, and the Board has confidence in the agency’s ability to navigate these fiscal challenges and continue moving the region forward.”

• Sound Transit Adopts 2026-2030 Sustainability Plan (part of Transit Briefs)
• Sound Transit Readies for ‘Crosslake Connection’
• Meet Seattle Mayor Katie Wilson, Transit Advocate
• Sound Transit Launches Federal Way LRT Extension

The Port Authority of New York and New Jersey (PANY/NJ) Board of Commissioners on March 13 authorized $3.5 million to begin planning for the replacement of all PATH’s fare gates with “modern next-generation” equipment, according to PANY/NJ.

PATH operates 341 standard and ADA-compliant fare gates across its 13 stations. The current gates have been in service for approximately 22 years, which PANY/NJ said is “beyond the standard useful life of 15 to 20 years.” The gates and their supporting infrastructure, it noted, “have become outdated for PATH’s needs, with frequent breakdowns and growing maintenance obligations.”

According to PANY/NJ, the funding authorization will “expand an existing agreement with consultant JHP, a partnership between Jacobs and HNTB,” and fund Port Authority staff support services, station condition surveys, and associated internal cost allocations.

Planning work will include development of the fare gate replacement project’s scope and technical specifications, preparation of a project cost estimate, and the equipment procurement process. PANY/NJ said it will “prioritize structural and technological initiatives that will help reduce fare evasion while improving ease of entry and exit for customers with varying needs, including those traveling with mobility devices, luggage, strollers, and bicycles.” The new fare gates will also be fully integrated with TAPP, PATH’s contactless fare payment system.

Planning work is expected to begin in second-quarter 2026 and contine through second-quarter 2027.

“PATH has undergone a remarkable transformation over the past several years, from track and station upgrades through PATH Forward to the service enhancements we began rolling out earlier this month,” Port Authority Vice Chairman Jeffrey H. Lynford said. “We’re looking to continue that progress with modern fare gates. This planning authorization sets the process in motion, and we look forward to bringing riders a system that works for them at every step in their journey, from the fare gate to the platform to the train.”

• PATH 2025 Ridership Surpasses 60MM (part of Transit Briefs)
• PATH: $2.6B Capital Plan for 2026-2035
• An Ambassador of Change for Women at PATH

Denver RTD on March 19 reported launching an analysis to redesign its transit network and “meet the needs of a changing region by improving reliability, connectivity, equity, and long-term sustainability.” The Comprehensive Operational Analysis (COA), it said, is an 18-month, districtwide effort “to evaluate how transit service should evolve to meet the region’s current and future needs” (see timeline below).

“The COA is an extensive, forward-looking planning initiative that will assess RTD’s entire network, including bus, rail, demand-response, and paratransit services,” the transit agency said. “Similar to the agency’s previous COA, which was titled the 2022-2026 System Optimization Plan, the effort will present a short-range service plan aligned with RTD’s projected resources for 2028 to 2032. The COA will also provide a long-range vision informed by population growth, land usage, and travel trends across the greater Denver metropolitan region. The recommended future network design will consider customer, community, and stakeholder feedback.”

The COA is designed to answer how RTD can “best align its services with today’s travel patterns, community priorities, and available resources,” according to the agency. “In recent years, mobility needs have changed substantially across the metro area while creating new demands on the transit system. The analysis will provide a comprehensive assessment of the existing network of services, including performance, route design, and cost effectiveness, while identifying gaps and opportunities for improvement. It will also evaluate travel markets and customer needs to ensure future service reflects how and where people are moving today. Equally important, the COA will help the agency focus its limited operating resources on improvements that provide the greatest benefit to customers.” Equity is another component of the COA; all proposed changes in the near-term service plan will undergo a Title VI equity review to evaluate the impacts on underrepresented communities.

Rather than producing a single final report, RTD said the COA will unfold in phases, with deliverables shared publicly throughout the process. In summer 2026, RTD will release a Current System Assessment, which will provide a “clear picture” of how the system currently performs and where demand is expected to grow. Later in 2026, a Network Alternatives and Analysis will outline different approaches to meeting that demand, including potential changes to routes, frequency, and service types. The process will continue with a preferred network and final recommendations, giving the public and stakeholders multiple opportunities to review and provide input, according to RTD.

The COA is supported by a $3.5 million funding authorization approved by RTD’s Board of Directors in July 2025, the transit agency reported. “This investment ensures the agency can fully evaluate how to efficiently use its limited operating resources to deliver the most benefit to customers and RTD’s service area,” it said.

Following a competitive procurement process in late 2025, RTD selected Jarrett Walker and Associates as the prime consultant. The firm specializes in transit network design and will lead a team of subconsultants with “strong local expertise, ensuring the work reflects the unique characteristics and needs of the Denver region,” according to RTD.

While the COA is an analysis, it is also intended to support future decision-making by “clearly outlining options and tradeoffs,” RTD said. The outcome will include an updated transit network with detailed routing, service frequencies, resource requirements, and a step-by-step rollout of changes, the agency noted. It will also provide the Board with “data-supported choices to guide policy decisions about service priorities.”

The project formally kicks off next month, with initial assessments expected this summer and draft network concepts publicly available later this year. The short-range plan developed through the COA will guide service changes beginning in 2028.

“The COA is about doing the work needed to understand where our system is today and what it will take to meet the region’s needs tomorrow,” RTD Deputy CEO Angel Peña said. “That means building alignment around choices and ensuring decisions reflect both the agency’s financial reality and our responsibility to provide equitable access to transit. We have an obligation to deliver a plan that is data-driven and responsive to the diverse communities we serve.”

• Denver RTD Releases 3Q Financial Results (part of Transit Briefs)
• Denver RTD Increases Rail System Fare Checks (part of Transit Briefs)
• Denver RTD Earns ‘Stable Outlook’ From Three Credit Agencies (part of Transit Briefs)
• Denver RTD Tabs Tran as CPO
• For Denver RTD, FY26 Budget Tops $1.5B

The post Transit Briefs: Sound Transit, PATH, Denver RTD appeared first on Railway Age.

CPKC on March 23 reported publishing Climate Insights, an overview of its “climate governance and strategic approach to climate change,” and its second Climate Mileposts, updating its “progress toward lower carbon freight rail and stronger network resilience.”

The new 18-page Climate Insights report (download below) covers the “processes implemented to identify, assess, and manage climate-related risks and opportunities,” according to the Class I. It is said to replace CPKC’s 2021 Climate Strategy and 2023 Commitment to Climate Action, and consolidate the railroad’s approach to climate governance, risk management, and emissions reductions within a single document.

Climate Mileposts, CPKC said, “continues to serve as our performance-focused climate action supplement, complementing the strategic direction set out in Climate Insights.” The 20-page 2026 edition of Climate Mileposts (download below) highlights several advancements, including:

• “Deployment of 100 new Tier 4 locomotives and expanded use of energy management technologies.
• “Ongoing real-world testing and fueling infrastructure expansion for the hydrogen locomotive fleet.
• “Includes the results of a climate scenario analysis for the combined CPKC network, providing deeper insights and a structured process for identifying and managing climate-related risks and opportunities.
• “Network capacity and resilience improvements supported by siding extensions, track upgrades and advanced inspection technologies.”

“These reports showcase CPKC’s dedication to responsible growth and leadership in climate action, reflecting our vision for a more sustainable rail network across North America through innovation and environmental stewardship,” CPKC President and CEO Keith Creel said.

• Thank You for Your Service
• STB Dismisses NS-UP Meridian Speedway Petitions
• BNSF, CPKC, NS: Accelerating Industrial Development
• CPKC Debuts Commemorative Locomotive to Celebrate America’s 250th Anniversary
• CPKC: ‘Exceptional Execution in Challenging Market’
• CPKC, NS Advance Locomotive Modernizations

“Honored to be recognized by MODE Global as its Railroad Carrier of the Year for the fourth consecutive year!” UP reported recently via social media. “Our 20+ year partnership reflects a shared commitment to reliable, customer-focused service, and we’re proud to support MODE Global as its largest carrier.”

MODE Global, multi-brand, 3PL (third-party logistics) firm, in March presented nine awards to recognize what it called “the invaluable contributions and time-tested relationships MODE has established with its carriers.”

The 2025 carrier awards, it said, are based on specific performance criteria such as commitment to service quality, technological capabilities, customer service excellence, and volume and revenue growth with MODE, as well as partnership criteria such as collaboration, communication, and competitive enablement.

In addition to UP, the 2025 honorees are:

• National Truckload Carrier of the Year: Swift Transportation
• Regional Truckload Carrier of the Year: One Nation Trans Inc.
• National LTL Carrier of the Year: Old Dominion Freight Line
• Regional LTL Carrier of the Year: Southeastern Freight Lines, Inc.
• National Drayage Carrier of the Year: RoadOne IntermodaLogistics
• Regional Drayage Carrier of the Year: Asset Based Intermodal, Inc.
• Parcel Carrier of the Year: FedEx
• International Carrier of the Year: M+R Spedag Group

“We are grateful to get to work with so many exceptional partners across various modes and are pleased to once again be awarding this recognition,” said Normand Frigon, Chief Operating Officer at MODE Global. “2025 was another challenging year for our industry, even so, our carrier partners continued to step up and meet the challenges head-on, delivering top notch customer service and adding value to supply chains. Thank you all for the remarkable support. We look forward to our continued partnership in the year ahead.”

Separately, UP recently received a Vendor of the Year award from Evergreen Shipping Agency.

• UP: Practical Teamwork, Real Impact
• STB Dismisses NS-UP Meridian Speedway Petitions
• STB OK’s UP Arizona Rail Line Project
• TD Cowen: Takeaways From the Next-Gen Freight Rail Conference

The post Class I Briefs: CPKC, UP appeared first on Railway Age.

According to parent company G&W, Choice Terminals “provide customers not directly located along rail the opportunity to seamlessly transfer bulk materials between railcars and trucks.” The Dilliard transload facility can accommodate five railcars at a time and includes equipment for CORP to perform unloading and reloading of freight, G&W reported March 20 via social media. The location also features a 20-car storage track adjacent to the terminal, as well as a small onsite warehouse for customers to hold commodities for just-in-time delivery by truck.

CORP operates along 306 track miles in Oregon (248) and California (58), interchanging with Flat Iron Rail in Montague, Calif.; Rogue Valley Terminal Railroad in White City, Ore.; and Union Pacific in Eugene, Ore., and Black Butte, Calif. (see map below).

The new terminal is said to handle primarily lumber—either from centerbeams or boxcars—and has the potential to tailor service for other bulk commodities. CORP currently serves the facility once per day Monday through Friday.

“Dillard is a prime location for this facility, given the number of industrial companies in the surrounding area,” CORP General Manager John Bullion said. “And our location right off I-5 and about an hour from the coast gives coastal businesses an option to ship by rail.” He added that customers “can count on receiving the same safe, reliable and customized service they receive from CORP’s rail operations.”

CORP also offers industrial development, railcar storage, and real estate services.

• For G&W, $1B in 2025 Industrial Development
• Railway Age Names 2026 Short Line, Regional Railroads of the Year
• G&W, King Milling Celebrate Partnership
• Parallel Systems First Commercial Pilot: Phase 2 Under Way
• The ‘G&W Way’ Sustains and Guides Us
• G&W Boosts Terminal Operations

The post CORP Launches Oregon Transload Facility appeared first on Railway Age.

The STB is required by law to publish the RCAF on at least a quarterly basis. The Association of American Railroads (AAR) each quarter computes three types of RCAF figures and submits them for STB approval:

1. Unadjusted RCAF: “an index reflecting cost changes experienced by the railroad industry, without reference to changes in rail productivity.”
2. Adjusted RCAF: “an index that reflects national average productivity changes as originally developed and applied by the ICC [Interstate Commerce Commission; the STB’s predecessor], the calculation of which is currently based on a five-year moving average.” According to the STB, the five-year moving geometric average of productivity change for U.S. Class I railroads from 2019-2023 is 1.014 (1.4% per year).
3. RCAF-5: “an index that also reflects national average productivity changes; however, those productivity changes are calculated as if a five-year moving average had been applied consistently from the productivity adjustment’s inception in 1989.” The RCAF-5 for second-quarter 2026 uses a productivity trend for the years 2019-2023, which is 1.014 (1.4% per year), according to the STB.

The STB, in its March 19 decision (scroll down to download), reported that it has reviewed AAR’s submission and adopted the RCAF figures for second-quarter 2026: unadjusted RCAF, 1.016 (up 0.1% from first-quarter 2026’s 1.015); adjusted RCAF, 0.388 (down 0.3% from first-quarter 2026’s 0.389); and RCAF-5, 0.368 (down 0.3% from first-quarter 2026’s 0.369).

Table A shows the index of railroad input prices, unadjusted RCAF, adjusted RCAF, and RCAF-5 for second-quarter 2026 and first-quarter 2026:

Table B shows the fourth-quarter 2025 index and the RCAF calculated on both an actual and forecasted basis (the difference between the actual calculation and the forecasted calculation is the forecast error adjustment):

The post STB Sets 2Q26 Rail Cost Adjustment Factor appeared first on Railway Age.

Between 16% and 25% of the U.S. railroad industry workforce consists of military veterans, with most Class I’s reporting that up to 20% or more of their employees have served in the armed forces. Veterans are highly valued in the industry for their discipline, safety focus, and skill sets.

Canadian Pacific Kansas City President and CEO Keith Creel brought a military background to his railroading career as a commissioned officer in the U.S. Army, having served his country in the Persian Gulf War in Saudi Arabia. He’s carried that service forward. For example, rather noteworthy is the expansion of Canadian Pacific’s “Spin For A Veteran” program to assist homeless veterans. Keith established this fundraiser in 2017 in Calgary and expanded it to Kansas City in 2023.

When Railway Age named him 2021 Railroader of the Year, Keith and I spoke about his military service. “How does your experience translate to your railroading career?” I asked.

“The military was my segue into the railway,” Keith said. “The leadership lessons I learned in the military date back to the Persian Gulf War. I was a very young lieutenant, early 20s, a commissioned officer in an actual war zone. I learned very quickly that to be a leader, you’ve got to earn respect, and to earn respect, you’ve got to treat people with respect. So that’s a very valuable lesson I carried from my military days into my railway days, leading by example, treating people with respect, making sure they understand that, yes, we have a job to do and, yes, we all have to be accountable. But at the end of the day, as human beings, we care about each other. I care about them, they care about me, and that creates the emotional commitment, the emotional connection.

“It’s so necessary in our industry, because our industry requires so much of all of us. It’s an industry where you have to sacrifice often; it’s an industry that never sleeps. Our families depend upon it; the backbone of our economy depends upon it. It’s a great blend, and it’s also a great honor to serve. So, the two married very well for me; they resonate well with my values. And that sense of service is something that, obviously, was required then. It’s something required today, working through people and with people, leading people to accomplish something they otherwise couldn’t accomplish alone or individually. But doing it collectively is something that really motivates me and something good in the railway industry; you get ample opportunity to engage in that.”

Five years later, here’s Keith on the cover of GI Jobs, whose sole purpose is to assist veterans with transitioning into civilian life and establish a career. Annually, GI Jobs publishes “CEOs Who Are Veterans,” which “recognizes military veterans now leading some of the most respected companies in America—many of which have earned the Military Friendly® designation. While not all hold the CEO title—some are presidents and chairmen—all share a common bond: military service shaped their leadership, resilience and commitment to purpose. This is not an exclusive list, but a snapshot of veteran leaders who continue to serve, only now in boardrooms and executive suites. They are creating opportunities for other veterans, military spouses and the broader workforce. Their career paths reflect a wide range of industries and experiences, but each one reminds us that the values instilled in uniform—integrity, accountability, discipline, adaptability and mission focus—translate powerfully into corporate leadership.”

Here’s the article, in full:

GI Jobs, March 2026 Issue: “2026 CEOs Who Served: These Veterans Are Shaping the Future of Business. CPKC CEO Keith Creel’s journey from military service to the top of the rail industry reflects a path shared by many leaders on this year’s list.

“Keith Creel’s path to the top of the North American rail industry began far from the corner office.

“In 1992, the U.S. Army veteran started his railroad career as an intermodal ramp manager for Burlington Northern Railway in Birmingham, Ala. It was a hands-on operational role—coordinating trains, cargo and crews in one of the most demanding sectors of transportation. Over the next three decades, Creel steadily climbed the ranks of the industry, taking on increasingly complex leadership roles across multiple railroads. Along the way, he developed a reputation for operational discipline, strategic thinking and an ability to lead large teams through constant change.

“Today, Creel serves as president and CEO of CPKC, the first and only single-line railroad connecting Canada, the United States and Mexico. He assumed the role in April 2023 following the historic combination of Canadian Pacific and Kansas City Southern, creating a rail network that stretches across North America and links major industrial and agricultural markets with key ports and supply chains.

“Creel had already made history before that milestone. In 2017, he became the 17th leader of Canadian Pacific since the railroad’s founding in 1881. Under his leadership, the company achieved industry-leading safety performance and introduced new ways to move freight more efficiently across the continent, strengthening the connections between businesses, communities and global markets.

“His rise through the industry—from frontline operations manager to the top executive of one of North America’s most important transportation networks—reflects a career built on discipline, accountability and a clear sense of mission. Those qualities were forged long before he entered the rail business.

“Those principles—clear vision, decisive leadership and accountability—translate naturally to an industry where timing, coordination and teamwork are essential. Running a modern railroad requires the ability to manage thousands of employees, vast infrastructure networks and complex logistics operations that move goods across continents. For Creel, the leadership lessons learned in uniform continue to guide how he approaches those challenges.

“Throughout his career, he has held key leadership positions across the rail industry. Before joining Canadian Pacific in 2013 as president and chief operating officer, Creel served as executive vice president and chief operating officer at [CN], where he also held senior leadership roles overseeing operations in both eastern and western regions. Earlier in his career, he worked with several other major railroads, including Grand Trunk Western and Illinois Central, gaining experience in everything from train operations to regional management.

“His leadership has earned widespread recognition in the transportation industry. He has been named Railroader of the Year by Railway Age in 2021, followed by co-Railroader of the Year honors in 2022 [with the late Pat Ottensmeyer of Kansas City Southern]; Railroad Innovator by Progressive Railroading in both 2014 and 2024 and In 2021, The Globe and Mail’s Report on Business Magazine named him CEO of the Year and Strategist of the Year.

“Yet Creel’s story is not just about one executive’s rise to the top of a major industry. It also reflects a broader pattern seen throughout the 2026 CEOs Who Served list.

Each year, the list recognizes corporate leaders who once wore the uniform of the United States military. They now serve as CEOs, presidents, chairmen and other senior executives leading organizations across industries ranging from transportation and manufacturing to technology, healthcare and finance.

“Like Creel, many of these leaders began their careers in operational roles far from the executive suite. Their military service instilled habits that later proved essential in business: discipline, mission focus, teamwork and the ability to make decisions under pressure. Whether managing global supply chains, building innovative companies or leading thousands of employees, they continue to draw on lessons first learned in uniform.

“For service members preparing for their own transition to civilian careers, the leaders featured on this year’s list offer inspiring examples of what is possible after military service. Their paths differ, but they share a common foundation: leadership skills developed in the armed forces that helped carry them to the highest levels of corporate America.

“Keith Creel’s journey from Army officer and Gulf War veteran to the leader of a continent-spanning railroad offers a compelling example of that trajectory.

“He is one of many veterans whose leadership continues to shape the future of American business.”

Now, some have suggested that CPKC—led by a U.S. military veteran—is not a U.S. railroad. That’s utter nonsense. Let’s be very clear: CPKC may be based in Calgary, but it has long, deep U.S. roots—like Keith Creel himself. From the early days of railroading with the Delaware & Hudson and Arthur E. Stilwell’s 1887 founding of KCS antecedent Kansas City Suburban Belt Railway, all the way to the 19 U.S. states it touches in the “Lower 48,” CPKC is uniquely U.S.—and uniquely Canadian and uniquely Mexican.

CPKC employees, like those of all the railroads, are a blend of North American men and women from numerous ethnic, racial and social backgrounds. They all have two things in common: They’re railroaders, and human beings.

Thank you all for your service.

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The U.S. Surface Transportation Board has rejected a proposal by Metra to have the federal regulator resolve a dispute between the Chicagoland commuter operator and Union Pacific once and for all — at least for now. 

Metra assumed operating responsibilities on UP’s three Chicago-area commuter lines a year ago, but neither side has been able to agree on a price for what the commuter agency will pay for track access. Late last year, Metra went before the STB to ask if the federal regulator would negotiate and force an agreement between the two railroads. But in a March 13 decision, the STB said it was too early for such action. Instead, it told Metra and UP to keep trying for another two months. Only then would the agency consider stepping into the fray. 

UP had operated the lines to Waukegan, Harvard/McHenry and Elburn since 1995, when it assumed control of the Chicago & North Western. With the Metra takeover in 2025, only the BNSF Line service is directly operated by a freight railroad. 

—Justin Franz 

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