Prototype News

The Heber Valley Railroad in Utah has added two stainless steel dome cars to its growing fleet of passenger cars. In late October, the tourist railroad moved two domes — Chicago, Burlington & Quincy “Silver Scene” and Atchison, Topeka & Santa Fe 503 — from storage near Salt Lake City to Heber City, where one was about to enter regular service as of this writing. At the same time, the railroad also moved a recently acquired buffet-lounge car, Denver & Rio Grande Western 1291 “Royal Gorge.”

The three cars join a growing fleet of passenger equipment on the Utah tourist railroad, with 20 cars presently in service and another 15 waiting in the wings. Over the last few years, the railroad has put together an impressive fleet of passenger equipment to meet the demands of growing ridership. 

The two dome cars are a first for the Heber Valley, which runs on a former Rio Grande branch in the Wasatch Mountains southeast of Salt Lake City. The “Silver Scene” was once used on the California Zephyr. The car was last used on the Montana Daylight and was recently refurbished in St. Louis. Santa Fe 503 was once used on the Super Chief and has spent the last few decades in private car service across the United States. The car was most recently based in California along with the “Royal Gorge.”

Heber Valley Chief Mechanical Officer Michael Manwiller said the two domes will serve the railroad well as it increases its premium excursion offerings. In recent years, the railroad has acquired several stainless steel cars and painted a few of them into a Rio Grande-inspired livery, giving the railroad a modern-day version of the D&RGW’s Prospector. 

—Justin Franz 

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by Justin Franz/photos as noted

If any railroad was going to exploit the scenic splendor of Moab, Utah, it would have been Denver & Rio Grande Western. After all, it was the Rio Grande that brought us icons like the Silverton, the Ski Train, and the Zephyr. But despite the awe-inspiring arches, deep canyons, and red rock spires it winds through, the Cane Creek Subdivision had never once seen a regularly scheduled passenger train.

That is, until now, thanks to a Canadian company that over the past 35 years has ricocheted from the edge of bankruptcy to the top of the pack, becoming one of the most successful luxury railroad tour operators in North American history.

While some in the railroad world might dismiss it as “just another tour train,” the numbers prove that to be a mistaken view. After all, any railroad operating in two countries with more than 100 pieces of rolling stock, 1,000 employees, more than 2,000 route miles, and nearly 2.4 million satisfied passengers since its first season in 1990 is not just another tour train. In short, Rocky Mountaineer is in a league of its own. Which is why I find myself in Moab on a scorching August day. Inside the modern Hoodoo Hotel, a few blocks off Moab’s main drag, Rocky Mountaineer employees help check in last-minute arrivals. Before long, we’re gathered up to board a motorcoach for the short ride north of town to catch our train, the Rockies to the Red Rocks, which will take us east across the former Rio Grande to Denver — though, because we’re going from west to east, “Red Rocks to the Rockies” might be a more accurate moniker.

ABOVE: Sometimes, host railroads Canadian Pacific and Canadian National would have to lend a hand to the upstart Rocky Mountaineer. On September 17, 1995, the westbound First Passage to the West is seen with an RMRX B36-7 and a borrowed CP Rail GP38-2 at Ottertail, B.C., on CP’s Mountain Subdivision. —Steven J. Brown photo

Cruising through town along U.S. Route 191, our host (a Moab-based employee who will not be joining us on the rail portion of the journey) provides insightful commentary about the landscape and its cultural history. It’s a glimpse of the next 27 hours in the care of Rocky Mountaineer.

A few minutes later, a thin blue and white line appears against the red landscape. After arriving from Glenwood Springs, where the train had overnighted, the appropriately named Rockies to the Red Rocks discharged its passengers before its two GP40-3 locomotives (of Baltimore & Ohio and Seaboard Air Line heritage) ran around the consist in preparation for its eastbound trip. Our motorcoach pulls right up to the train, and we’re greeted as we walk across a red carpet embroidered with the name “Rocky Mountaineer” and onto the waiting train.

As I settle into seat 44 — checking out the food and drink menu and a newspaper that describes the journey ahead — a glass of champagne is placed on the seatback tray in front of me. After more than a decade in railroad journalism, having crawled around oily diesel shops and ridden filthy freight locomotives, I can safely say this is a first. With boarding complete, the train starts to roll north for the 21.3-mile trip to Brendel, where we’ll join the former Rio Grande (now Union Pacific) main line. As we depart, we’re introduced to the onboard crew — Train Manager Zach, Car Hosts Joey and Paul, Bartender Leigh, and Chef Carol — who lead us in a toast to the journey ahead. It’s a near-flawless introduction to how Rocky Mountaineer does business.

ABOVE: On August 29, 2024, Rocky Mountaineer’s Rainforest to Gold Rush exits a tunnel and crosses a bridge deep within in the Cheakamus Canyon at mile 55.70 on Canadian National’s Squamish Subdivision. The section of railroad was once operated by BC Rail. With CN planning to cease operations on this scenic part of its railroad in the coming years, the future of the train between Vancouver and Jasper via Prince George is uncertain. —Julien Boily photo

Big Scenery, Bigger Bet
But it wasn’t always this flawless. Rocky Mountaineer’s early years were marked by mismatched equipment, unpaid bills, and a hope that it would all work out. Luckily for the company and its backers, they had access to one of the most scenic pieces of railroad on earth.

Not long after completing the first transcontinental railroad across Canada, Canadian Pacific Railway realized it had more than just a connection to the West in its main line across the mountains of Alberta and British Columbia; it also had a way to bring people into the breathtaking beauty of the Canadian Rockies. The railroad quickly sought to exploit the scenery through which it traveled, building various amenities for tourists, most notably, the Banff Springs Hotel in 1888. In later years, the government-backed Canadian National Railway also contributed to the development of areas farther north near Jasper. Both railroads promoted their transcontinental trains as the best way to access the mountains. On CP, the most popular train was the Mountaineer, which traversed the most scenic parts of the railroad in daylight.

However, by the 1960s, as CP and CN started cutting back on their passenger services, the railroad’s remaining transcontinental trains traveled through the mountains of Alberta and British Columbia at night. This practice continued after VIA Rail took over passenger train services north of the border. In an effort to attract some of the passengers who had turned to scenic motorcoach tours, VIA launched a new train in 1988 called Canadian Rockies by Daylight. The train would depart from Vancouver in the morning and spend the night in Kamloops, where passengers would stay in a local hotel before continuing to either Banff on CP or Jasper on CN. The first train left Vancouver on June 5, 1988. Among the guests on that inaugural run was a young businessman named Peter Armstrong, who had the contract to bus passengers to and from their Vancouver hotels. No one knew then that it wouldn’t be the last time Armstrong would ride the train. In fact, as former Rocky Mountaineer executive and author Rick Antonson later wrote in his book Train Beyond the Mountain, “VIA’s management may have soon regretted the invitation.”

ABOVE: RMRX GP40-3s 8021 and 8020 lead the eastbound Rockies to the Red Rocks out of Tunnel 29 just east of Pinecliffe, Colo., on May 2, 2025. On this portion of the former Rio Grande, the train will pass through two dozen tunnels in just 13 miles. —Joe McMillan photo

The train usually consisted of an F40PH-2 and ex-CN coaches, running from June through October. In 1989, it was rebranded as Rocky Mountaineer, a tribute to the former CP train that was discontinued in the 1960s. While the weekly service did bring some passengers back to the rails, it couldn’t withstand the changing political landscape in Ottawa. In 1990, Prime Minister Brian Mulroney’s Conservative government cut VIA’s subsidies in half, resulting in the elimination of several trains, including the famous Canadian. The name of the former CP train would live on, running on the more northern CN route, but destinations like Banff and Lake Louise no longer had regular passenger service. Another casualty was the Rocky Mountaineer. However, instead of simply discontinuing the train, which had found a small but viable market, VIA chose to sell it.

Among the bidders was the Vancouver businessman who had taken the inaugural run a few years earlier. Armstrong told friends that he enjoyed the ride but saw many ways to improve the service. He also had experience running former government-operated services, having previously privatized a public bus system. In early 1990, Armstrong left the bus company and founded Mountain Vistas Railtour Services to bid on the train route. While multiple bidders threw their hats into the ring, Armstrong’s team emerged victorious. In April of that year, he acquired the rights to operate the train, the Rocky Mountaineer brand, two baggage cars, and a dozen ex-CN/VIA coaches. The new railroad, soon renamed Great Canadian Railtour Company, was just getting its feet under itself when it had to operate a previously scheduled media train in late April. The company had hardly any employees or motive power, but the train operated as planned, using borrowed VIA F40PH-2s, and Armstrong and his friends dressed in rented tuxedos as car hosts. They also supplied a well-stocked bar to compensate for any shortcomings of the hastily organized trip.

On May 27 and 28, 1990, Rocky Mountaineer launched its inaugural season with weekly trips from Vancouver to Calgary through Banff, called First Passage to the West, and Jasper, named Journey Through the Clouds. Similar to the VIA era, the train operated as one from Vancouver to the overnight stop in Kamloops, then split into two to continue to their respective destinations. For the first few years, the motive power consisted of a pair of leased ex-Atchison, Topeka & Santa Fe B23-7 locomotives. During the initial season, the two locomotives (numbers 7488 and 7498) kept their previous owner’s “bluebonnet” livery before being repainted into a blue and white scheme with Rocky Mountaineer’s goat logo prominently displayed on the nose.

ABOVE: Host Joey Torres gives commentary about the history, geography, and geology of eastern Utah and western Colorado as the eastbound Rockies to the Red Rocks rolls through Ruby Canyon on the former Rio Grande Fifth Subdivision. Today, it’s Union Pacific’s Green River Subdivision. —Justin Franz photo

That first season was widely praised as a success, which was enough for the company to announce plans to expand its service for the 1991 season. However, inside Rocky Mountaineer, things were not going smoothly. When Armstrong bid on the train, VIA had claimed it already had advance bookings for 17,000 passengers during the 1990 season. But when Armstrong and his team actually got their hands on the books, it turned out to be only 7,500 passengers. Although Rocky Mountaineer was able to sell additional tickets, the numbers were still far below the company’s initial estimates. The company lost $1 million in its first year. Its troubles worsened when a two-part documentary series titled Last Train Across Canada aired on PBS in late 1990, highlighting the cuts to VIA Rail service, including the transcontinental Canadian. Suddenly, Rocky Mountaineer representatives had to reassure American travel agents that, despite the documentary’s title, passenger trains still operated in Canada.

The following year, the company lost $2.9 million, and by the end of its third season in 1992, the railroad was more than $7 million in the red. Hotels and other contractors were demanding full payment, and the outlook was bleak. “We’d leave the office wondering if creditors would have the doors locked up when we came to work the next morning,” an employee later said…

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Jack Stryker/photos by the author

It’s 7:15am on a quiet July morning in Detroit. While the city is still getting its day started, at the Roger Penske Technical Center (RPTC), the morning operations supervisor (acting as dispatcher for the day) is getting things in motion as the first streetcar pulls out of the terminal. The streetcar operator radios the dispatcher for clearance out of the wash bay out to the battery charge bar located at the intersection of Woodward Avenue and Lothrop Street, confirming tracks are aligned, doors are open, and flaggers are in place.

Minutes later, at exactly 7:30am, SC 287 pulls down to West Grand Boulevard at the official north end of the QLine main line and boards passengers. “Carmen,” the automated female voice that does the PA announcements, greets the boarding passengers — “Grand Boulevard… Welcome to the QLine.”

Origins and Construction
The first street railways appeared in Detroit following an 1862 city ordinance allowing lines to be built along the main routes of the city including East Jefferson, Woodward, Michigan, Gratiot, Grand River, and West Fort. After a number of mergers and consolidations creating Detroit United Railway, the city took control in 1922 and formed Detroit Department of Street Railways (DSR). During the postwar era, the city began converting streetcar lines to bus operation as ridership declined. The formal end of streetcar operation in Detroit was marked with a special parade along Woodward Avenue on April 8, 1956. The slow-moving PCC streetcars all carried banners advertising the new bus service that would replace them.

ABOVE: QLine car 291 rests at one of the five parking setups in the storage yard behind the Roger Penske Technical Center in August 2021.

Trolleys made a brief return in 1976 with the opening of the Detroit Downtown Trolley. Originally planned to be a standard gauge line, the tracks were ultimately built to narrow gauge to take advantage of vintage cars available from Lisbon. Built along Washington Boulevard, the three-quarter-mile line was operated by Detroit Department of Transportation (DDOT). In 1980, the line was extended another quarter mile to connect to the new Renaissance Center. By 2001, only one car out of seven remained in service, which resulted in slower hourly service; the trolley line closed in 2003.

In 2006, DDOT conducted a study of expanding mass transit options for Woodward Avenue. Meanwhile, a group of business leaders decided to provide matching private funds to develop a $125 million, 3.3-mile line through downtown Detroit that would be called the “M-1 Rail Line.” After extensive discussion between the investors and DDOT, the two groups adapted DDOT’s plan for a 9.3-mile line connecting the Rosa Parks Transit Center and Eight Mile Road where the State Fairgrounds are, using the Woodward Avenue route.
There would have been 19 stops served by 10 trains, with each train envisioned having two cars to carry up to 150 passengers. The trains would operate in a dedicated right-of-way in the median of Woodward Avenue between Adams Street at the north edge of Grand Circus Park north to Eight Mile Road. South of Adams Street, the trains would run with traffic along the sides of Woodward Avenue through the rest of downtown.

To cover the roughly $500 million projected cost, The Kresge Foundation provided $35 million in March 2009, the U.S. Department of Transportation (USDOT) would provide $25 million in February 2010, and Detroit City Council approved the sale of $125 million in bonds on April 11, 2011. The Federal Transit Administration and the city of Detroit signed the environmental impact statement on July 1, 2011; the record of decision was signed on August 31, giving the project the green light.

ABOVE: With the ad-wrap color palette matching the sky above almost perfectly, streetcar 288 passes in front of the Detroit Institute of the Arts in the Midtown District in May 2025.

However, in December 2011, the federal government withdrew its support of the line in favor of a bus rapid transit system to serve the city and suburbs. Coupled with economic damage the recession had inflicted on Detroit and its industries, a determined group of corporate and philanthropic leaders stated it would continue developing the 3.3-mile line under their nonprofit M-1 RAIL Consortium.

With the new Regional Transit Authority of Southeast Michigan created in 2012, the USDOT released the $25 million to M-1 RAIL. The project received its final environmental clearance from the federal government on April 26, 2013, with the construction contract awarded to Stacy & Witbeck on July 31 of the same year. Construction officially started on July 28, 2014, with USDOT kicking in an additional $12.2 million to complete the financing of the project.

At the same time right-of-way infrastructure construction was taking place, work began February 15, 2015, on the $6.9 million, 20,000-square-foot RPTC, which would be the center of operations and maintenance for the M-1 RAIL system. The system was later renamed “QLine” after Quicken Loans purchased the naming rights for $5 million on March 24, 2016; the actual operating organization would still be called M-1 RAIL, however, with Transdev North America hired under a five-year, $15.5 million contract on June 30, 2016, to handle the actual day-to-day functions of the streetcar system, including hiring and training of staff, managing and dispatching streetcar operations, maintenance of both vehicle and infrastructure, and more…

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This month, we join Scott Lothes on his journey to northern Japan, on the island of Hokkaido (page 44). At first blush, this may seem like a trip to someplace wildly different. From a North American perspective, Japan may seem to be a dense, deeply urban place, simultaneously futuristic yet ancient. To bring this to a more railfan-centric perspective, Japan is also knit together with a network of high-speed “bullet trains,” the likes of which we can only envy. Yet, as I think Scott’s story helps show, there are many ways that the Japanese railway landscape is surprisingly familiar.

One thing we must keep in mind is that Japan’s railways were heavily influenced by North American practice. Early Japanese railway projects were designed with the assistance of foreign consultants, most of whom came from either the United Kingdom or the U.S. The result is that the Japanese system exhibits certain telltale signs of both railway traditions, from the predominance of 42-inch gauge (typical of British colonies) but also of a dense, weblike network of lightly built branches more typical of North America. Early equipment was UK-built, but by the turn of the 20th century, the most powerful locomotives in the country had been built by America’s Baldwin. Later, domestically built equipment showed such hybrid roots, with proportions and aesthetics that recalled British equipment, but other spotting features — such as tenders, cylinders, and couplers — being distinctly North American.

Nor are these influences found only in the past. Today’s Japanese rail network in many ways echoes our own, especially at the margins. Like our continent, Japan experienced a wave of so-called “deindustrialization” starting in the 1970s, with industrial modernization and increased global trade radically changing the nature of the economy. As in the American “rust belt,” many steel mills, coal mines, and power plants shut down, and rural populations steadily relocated into larger cities. The northern island of Hokkaido, for example, was once one of the world’s most important coal-mining regions, but much like the Appalachian region of the U.S., it is a place that seems more and more hollowed out, steadily emptying of traffic and of life.

For the railways that served such regions, the options were few but also familiar. Many lines that once belonged to Japanese National Railways or its privatized successors were, in essence, “spun off” into what Japan calls “third-sector railways” — what we might label “short lines.” Some of those companies have survived by reducing service, cutting overhead costs, and chasing new markets, much as our own short lines do, and likewise, not all of them have met with sustained success. It is not unusual, for example, for a small third-sector railway to turn to tourism as a means to generate traffic, and it is not at all unusual to find dinner trains, beer trains, scenery-viewing trains, and sometimes even steam locomotives to attract those tourists to the rails.

And then there’s the railfan world. If you go to YouTube, and search for “Japanese train videos,” you will find plenty of results. One of the more amusing aspects is to watch, say, a beautiful shot of a distant steam-hauled train, and then hear the distinctive click-click-click of a camera motor drive from some other railfan standing just out of view. If anything, there are probably more railfans in Japan than in North America, and yet many of their conventions are ours, too — from the “photo line” to spotter’s guides to rare-mileage trips. Perhaps Japan is an ocean away, and certainly it has its own distinct geography, culture, and history, and yet the more I have learned about its railways, the more I am impressed not by the differences, but by what we share.

—Alexander Benjamin Craghead is a transportation historian, photographer, artist, and author.

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The Federal Transit Administration (FTA) has finalized guidance (download below) for its Capital Investment Grants (CIG) program, described as “the largest federal discretionary grant program for transit capital investments, including heavy rail, commuter rail, light rail, streetcars and bus rapid transit.”

FTA said it will revert to a previously used methodology that relies on the Environmental Protection Agency (EPA) National Ambient Air Quality Standards (NAAQS) designation, based on the city in which a transit project is located. This approach eliminates social cost of carbon criteria calculations.

The update amends FTA’s CIG Policy Guidance published in December 2024 and includes feedback FTA received when it published its Proposed CIG Policy Guidance for public comment in August. Among 16 respondents providing comments were “transit agencies, interest groups, policy organizations and individuals,” FTA noted. The agency said it will use this guidance for the CIG program’s FY2026 Annual Report ratings, available on the FTA website. 

For more information, visit the CIG Regulations and Guidance webpage.

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Canadian Pacific Kansas City (CPKC) on Nov. 13 it has reached a new tentative five-year collective agreement with the Brotherhood of Locomotive Engineers and Trainmen (BLET).

The tentative agreement, CPKC said, provides increased wages and more flexible work rules for approximately 300 locomotive engineers on the Soo Line property operating trains in Illinois, Indiana, Minnesota, North Dakota and Wisconsin. CPKC previously announced a series of 13 tentative five-year collective agreements with various unions representing approximately 360 employees across the U.S. All the tentative agreements announced are pending ratification by the unions’ membership.

“We are very pleased to have reached this latest tentative collective agreement benefiting approximately 300 of our railroaders in the U.S.,” said Keith Creel, CPKC President and CEO. “Thank you to the leadership of the BLET. With this agreement and 13 others reached at the bargaining table with our unions across the United States in recent days, CPKC will continue to safely and efficiently deliver for our customers for years to come in support of American business and economic growth.”

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Retired Michigan State Center for Railway Research & Education Director Nick Little will once again serve as judge for the awards program, which was established in 2016 recognizing 10 individuals under 40. In 2021, the number of honorees was increased to 20, due to a growing number of entries and outstanding candidates. And in 2022, the number of honorees was again increased to 25.

“One of railroading’s most valuable assets is the vast amount of institutional knowledge held by its people,” says Little. “Each year, it is heartening to see how our awards program nominees are contributing to it. These diverse young leaders show breadth of knowledge, experience and achievement coupled with application, commitment and agility in their field of expertise, yet also are giving back to both the industry and society. I look forward to the challenge of choosing honorees for 2026.”

ELIGIBILITY:

• The nominee must be located in the United States, Canada and/or Mexico.
• The nominee must be under the age of 40 as of January 1, 2026.
• There is no limit on the number of entries each firm or person can submit, and there is no entry fee.
• Candidates may nominate themselves.

JUDGING CRITERIA:

• Industry experience and education.
• Leadership skills.
• Industry contributions.
• Community service involvement.

DEADLINE: Jan. 8, 2026, 5 p.m. EST.

PHOTOS: We will require honorees to submit a high-resolution (minimum 300 dpi or higher) headshot.

COMPLETE THIS FORM TO ENTER.

Entries are final. Please have your responses fully prepared before submitting.

Railway Age’s 2025 “Fast Trackers” 25 Under 40 Honorees
Railway Age’s 2024 “Fast Trackers” 25 Under 40 Honorees
Railway Age’s 2023 “Fast Trackers” 25 Under 40 Honorees
Railway Age’s 2022 “Fast Trackers” 25 Under 40 Honorees
Railway Age’s 2021 “Fast Trackers” 20 Under 40 Honorees
Railway Age’s 2020 “Fast Trackers” 10 Under 40 Honorees
Railway Age’s 2019 “Fast Trackers” 10 Under 40 Honorees
Railway Age’s 2018 “Fast Trackers” 10 Under 40 Honorees
Railway Age’s 2017 “Fast Trackers” 10 Under 40 Honorees

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“Today we’re pleased to announce a new development partnership between Brightline Trains and Sotereon.AI—bringing together cutting-edge LiDAR perception technology and next-generation AI to transform how rail infrastructure is monitored and maintained,” Tampa, Fla.-based Sotereon.AI reported via social media on Nov. 13.

The goal is to “enhance the inspection and maintenance process by creating a real-time digital replica of the Brightline corridor, one that is continuously updated throughout the operational day,” according to a joint announcement by the companies. Sensors will be mounted to two Brightline locomotives and Sotereon.AI will employ its Overwatch perception platform.

“Brightline’s commitment to innovation aligns seamlessly with our mission at Soterion.AI,” said Greg Moya, Chief Operating Officer of Soterion.AI. “By listening to our customers and applying transformative AI to rail infrastructure, we are jointly pioneering LiDAR perception analytics in a way that’s never been done before—establishing a new standard for intelligent corridor monitoring.”

“This technology has the potential to transform the way railroads monitor and inspect their corridors” added Michael Lefevre, Vice President of Operations at Brightline.

Sotereon Overwatch is described as “a cloud or on-premise software platform that combines LiDAR-based perception, AI-driven analytics and behavioral modeling to detect real-time movement of people and things.” It is said to allow for the “identification of suspicious behavior; crowd density monitoring; vehicular movements and patterns; and predictive analytics for threat prevention.”

Brightline covers 235 miles between Miami and Orlando (see map above). It launched the first phase of its South Florida operations in 2018, connecting Miami, Fort Lauderdale and West Palm Beach. Stations in Boca Raton and Aventura opened in 2022. Construction of its 170-mile, $6 billion phase two extension from West Palm Beach to Orlando began in 2019 and service launched in September 2023.

Railway Age Contributing Editor David Peter Alan recently reported on Brightline’s finances and examined some of the challenges that now face the railroad company, which is cutting service between its South Florida stations and the Orlando airport and is seeing costs skyrocket for its project to build a high-speed railroad between Southern California and Las Vegas.

The $4 billion investment in Valley Metro light rail since 2008 is paying off, according to a FOX10 report. Transit agency executives at a recent Phoenix City council meeting “pointed to a $20 billion return on investment, attributing it to a massive wave of development that has reshaped the corridor across the three member cities: Phoenix, Tempe, and Mesa,” the media outlet reported Nov. 12.

Light rail ridership has returned to pre-pandemic levels, “increasing 21% year over year to 45,000 daily weekday riders,” FOX10 said. In a survey, the “vast majority” of riders “reported feeling safe on the system, citing more visible security officers and cleaner stations,” it noted. “Unsafe situations on the light rail dropped by more than 50% over the last year.”

“I’ve seen downtown change leaps and bounds,” said Adrian Ruiz, Chief Safety and Security for Valley Metro, according to FOX10. “It was a ghost town down here 25 years ago after 5 o’clock, no one here. I even wondered, ‘Really? There’s going to be people who want to live here?’ Absolutely!”

Now, Valley Metro’s goal is expansion, the media outlet said. Valley Metro and the City of Phoenix are seeking community feedback on how transit will reach west Phoenix. The public is invited to provide input on route options for the Capitol Extension (CAPEX) light rail project and its connection to the I-10 West (10WEST) light rail extension project (see map below). These projects would extend light rail service from downtown Phoenix to the Arizona State Capitol area and ultimately to the Desert Sky Transit Center.

The Phoenix City Council is expected to act on both projects in January 2026. The Council will either adopt an updated CAPEX route as the first step to extend light rail to west Phoenix and connect the 10WEST Extension or re-evaluate high-capacity transit alternatives to serve west Phoenix, with or without the Capitol Extension.

Caltrain will receive $500,000 from the San Mateo County Transportation Authority to “help more San Mateo County colleges and employers offer GoPasses, making it easier and cheaper for people to take the train instead of driving,” SMCTA reported Nov. 12. GoPass is Caltrain’s deeply discounted, annual, unlimited-ride fare product for organizations; it offers unlimited travel across all zones, seven days a week for qualifying participants.

Caltrain’s GoPass program expansion is one of 17 projects that will share nearly $6.8 million in funding through the 2025 Cycle 3 Transportation Demand Management (TDM) Call for Projects; the TDM Program is said to support projects that “help reduce traffic, improve air quality, and give people more choices for how they travel” and the funding comes from voter-approved Measure A and Measure W tax revenues, which help pay for transportation improvements in San Mateo County. The other projects include bus stop upgrades, vanpool and e-bike programs, traffic signal improvements, and crosswalk additions for school safety.

Separately, Caltrain recently outlined “significant service cuts and operational impacts,” including the potential elimination of weekend service and of half-hourly trains, “to reduce budget shortfalls” if the proposed regional transit funding measure fails in November 2026 and no new external funding is available.

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Railinc, MineHub says, serves as the “digital backbone” of the North American freight rail network, processing more than 300 million daily transactions related to rail movements, including waybills and car movements. It monitors more than 11 million railcar movement events each day across more than 600 rail carriers throughout the United States, Canada, and Mexico. These events capture individual railcar location changes, which may occur multiple times per journey. “As the trusted hub for waybill data, Railinc provides the accuracy and reliability critical for seamless rail logistics connecting thousands of supply chain stakeholders.”

This integration, the company says, “marks a significant advancement in MineHub’s ongoing commitment to deliver innovative, data-driven solutions that optimize supply chain operations.” The partnership with Railinc offers several key benefits:

• “Direct access to comprehensive tracking updates from Railinc’s authoritative rail event network, reducing reliance on supplier-provided data and ensuring more accurate and reliable information.
• “A richer and more complete dataset, including waybill details, estimated interchange times, and trip-level insights, allowing customers to make better-informed decisions and optimize their supply chain operations.
• “Faster, more accurate tracking updates with lower latency and a reduced risk of duplicate or erroneous events, contributing to increased operational efficiency and potential cost reductions for MineHub’s customers.
• “Visibility across both inbound and outbound rail shipments through a single authorization process, streamlining the tracking experience and saving time for users.
• “A foundation for future feature development aimed at further streamlining operations and delivering measurable time and cost savings for MineHub customers, supporting the company’s position in the industry.”

“We are thrilled to partner with Railinc and offer our customers unparalleled visibility into their rail shipments,” said MineHub CEO Andrea Aranguren. “This integration is a testament to our commitment to providing the most comprehensive and reliable supply chain solutions for the commodity markets.”

By leveraging Railinc’s extensive data network, MineHub says it “continues to revolutionize the digital supply chain landscape, empowering customers with the insights and tools they need to optimize their operations and drive success in an increasingly competitive market.”

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“This budget builds upon the tremendous progress we’ve made over the past year, and sets us on a path towards continued growth,” said CTA Acting President Nora Leerhsen. “Getting to this point is the culmination of our commitment to delivering the kind of transformational public transit service that our region has never experienced before. I want to thank our dedicated workforce, our community of riders and transit advocates, and state and local elected officials for their support, and I look forward to working together as we chart a vibrant transit future in the years to come.”

Due to the funding uncertainty earlier this fall, CTA developed and proposed three funding scenarios:

• “Budget A: Baseline or simply filling the funding gap budget assumed typical state funding levels that solely address the existing structural funding gap.
• “Budget B: Growth budget that fixes the funding disparity and allows CTA to close its budget gap, plus make significant investments to deliver services being requested by riders.
• “Budget C: Reduced budget that has no additional funding to address the structural funding gap, resulting in a significant cut to service.

These scenarios, the agency says, were developed based on the potential funding CTA could receive pending the outcome of ongoing legislative efforts in Springfield last month. With the passage of SB2111, and with guidance from the Regional Transit Authority (RTA), CTA passed the Budget A or the Baseline budget, which fills the current operating budget gap in 2026. “CTA is seeking an amended budget for all service boards in the region to recognize the additional funding from SB2111 and enable transit in the region to begin delivering now on the key investments riders have been seeking.”

According to the agency, “the budget passed includes measurable progress on key investments and reflects feedback CTA received from thousands of riders who took part in new agency outreach events including more than a dozen ‘CTA Chats’ pop-up events this summer, three Budget Town Hall meetings this fall, the 2026 budget hearing, plus multiple surveys.”

Among the projects and initiatives CTA riders can expect in 2026 with the current budget include:

• “Service Enhancements: Ongoing service adjustments to better align and connect bus and rail services to offer more one-seat rides and enhanced transit connections.
• “Strengthened Security: CTA will increase the amount budgeted for CPD to further increase police resources assigned to work on the system. CTA will also launch new Safe Ride Ambassador models to pilot that were created with input from law enforcement, other security experts, transit advocates, mental health and social service professionals, and community-based organizations. These response models will be designed to assist people on CTA in visible crisis with support services and de-escalate potentially troubling situations.
• “Enhanced Customer Experience: Refresh & Renew: The cyclical CTA facility improvement program will include some additional customer-friendly improvements such as landscaping, benches designed for children and more station art.
• “Enhanced Customer Experience: ChatBot Phase 2: Reporting non-emergency matters and accessing real-time information via the CTA Chatbot will be easier and more personalized through additional AI investments that will enable the Chatbot to more readily understand customer reports, requiring fewer follow-up questions. It would also collect more details about incidents to increase resolution rates and provide more details and information on service.
• “Enhanced Cleaning Measures: Building on the expansion of cleaning personnel added the last couple years, in 2026 CTA will be piloting the deployment of mid-line railcar cleaning to address cleanliness issues that occur after trains have been in service for several hours. This will complement an already robust cleaning regimen that includes daily cleanings of every vehicle and station, plus monthly deep cleans and power-washing.
• “Expanded Accessibility Initiatives and Outreach: To further expand initiatives that increase accessibility to transit and the experience of riders with disabilities, CTA will add a position to focus on this important work, including expansion of front-line employee training on accessibility and supporting disabled riders; strengthening existing partnerships and building new ones among disability community advocates.
• “Focus on ETOD and Transit Policy: To aid efforts in redefining CTA’s role in driving more large-scale, Equitable Transit Orientated Development (ETOD) around transit hubs, CTA will create two new positions focused solely on driving strategy for critical cross-agency transit policy strategies, initiatives, and community-based partnerships that promote and leverage transit to connect people to opportunities that improve their lives.”

With an amended budget recognizing the additional transit funding for the region, CTA says it plans to build on all these investments, plus it will also make immediate service enhancements, including additional 24/7 rail service and expanding the Frequent Bus Network.

Also approved by the Chicago Transit Board was the agency’s $6.75 billion five-year (2026-2030) Capital Improvement Program (CIP), which prioritizes projects that focus on improving safety, reliability, accessibility, equity and meeting regulatory requirements. This includes the following projects and initiatives:

• Red Line Extension: Start of work to extend the line from 95th to 130th Street.
• All Stations Accessibility Plan (ASAP): Design and construction for the next series of rail stations to enhance accessibility.
• Elevator and Escalator Replacements: Upgrading aged elevators and escalators throughout the system.
• Rail Heavy Maintenance Facility Renovations: Upgrades to enhance facilities where heavy repair and overhaul work is performed on CTA series railcars.
• New Vehicle Purchases: Acquisition of up to 446 new railcars as planned under options for the 7000-Series railcar contract. The purchase of over 200 new buses, electric or other zero emission buses.
• Fleet Overhauls: Overhauling approximately half of the existing rail fleet and over a quarter of the bus fleet.
• Replacement of Heavy-Duty Vehicles and Equipment: Replacing over-age heavy-duty vehicles and shop equipment used for transit operations support.

Part of the capital program will also include the creation of a new Blue Line Forest Park Modernization Program Office that will be tasked with working in partnership with the Illinois Department of Transportation (IDOT) and the Chicago Metropolitan Agency for Planning (CMAP) through the joint I-290 Eisenhower Expressway/Blue Line Corridor Development Office “to create a strategic vision and infrastructure plan for the 13-mile long corridor along I-290 expressway and the Forest Park Blue Line branch.” The goal, CTA says, is to advance planning efforts and have various aspects of this work shovel ready as funding opportunities become available.

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