Prototype News

CSX

“CSX is making significant strides in rebuilding its Blue Ridge Subdivision, a critical 60-mile stretch of railroad in North Carolina and Tennessee that was devastated by Hurricane Helene” last fall, the Class I reported Aug. 15.

The railroad has advanced to the track-laying phase along the scenic gorge. “It has taken roughly 10 months to get the roadbed ready for the track panel installation,” CSX Director of Track Kevin Haddix said.

The Blue Ridge Subdivision recovery project has involved retrieving track material from the Nolichucky River and rebuilding the rail bed, bridges, and culverts. This is a map of the impacted area.(Courtesy of CSX)

CSX is working toward a fall reopening of the line, which previously handled some 14 million gross tons of freight annually. “It’s important to CSX to get this line back open to restore fluidity on our surrounding lines,” Haddix noted.

The project is divided into sections based on the type of work. Details about the section of track under reconstruction, the damage and recovery status, a description of the work in progress, and the next steps are provided in the table below:

(Courtesy of CSX)

Meanwhile, Gen. Thomas Bostick, a member of the CSX Board of Directors and the 53rd Chief of Engineers, was recently recognized with the Gold de Fleury Medal, the highest honor awarded by the U.S. Army Corps of Engineers and the Army Engineer Association, CSX reported Aug. 15. The award, a symbol of “exceptional service and dedication” to the Engineer Regiment, was presented during the 250th Engineer Birthday Gala, honoring Bostick’s 38-year career in the U.S. Army, as well as his continued contributions to the Corps since his retirement.

Congrats to CSX Board Member General Thomas Bostick on receiving the Gold de Fleury Medal, the U.S. Army Corps of Engineers' highest honor! His 38-year #military career & leadership as the 53rd Chief of Engineers continue to inspire and strengthen CSX. Learn more:… pic.twitter.com/WowlUdSiMO

— CSX (@CSX) August 15, 2025

According to CSX, Bostick reflected on the significance of leadership and the responsibility of shaping the future in his acceptance speech. “To those rising in the ranks today, the mantle of leadership is waiting for you,” he said. “You’re not just inheriting a legacy—you’re shaping our future. And nations around the world will look to the Corps for advice, ideas, innovation, and inspiration.” Bostick also emphasized that the recognition was not only about his personal journey, but also a testament to the collective efforts of soldiers, civilians, mentors, friends, and families, CSX reported.

In a special post and video shared via social media, CSX thanked Signal Manager Clint Russell, who recently exemplified the railroad’s use of “technology and teamwork to create a safer work environment.” Russell, it said, took swift action to stop a train facing a potential safety hazard. Watch video above.

Further Reading:

• CSX Partners With Sappi North America
• CSX ‘Elevates Freight Efficiency’ With CSX Howard Street Tunnel Bridge Project
• Should BNSF and CSX Focus on the Watershed Now?
• UP+NS: An ‘Absolute Monster of a Railroad’
• CSX: ‘We Continue to Stay Focused’

BNSF (Courtesy of BNSF)

“BNSF operating teams have achieved improved performance this week after a challenging beginning to August on the Southern Transcon, the route connecting Southern California to the Midwest,” BNSF told customers in an online intermodal network update on Aug. 15. “Frequent storms and flash flood warnings throughout the Midwest have necessitated that trains operate at reduced speeds at times. Additionally, the extreme heat on the western end of the Transcon has led to some service interruptions. In response to these disruptions, we allocated additional resources and responders to the affected areas, increased track inspections and optimized our locomotive surge fleet to aid in the recovery efforts.”

Despite the challenges, BNSF reported, average car velocity and terminal dwell “remain steady” compared with the previous week and the average levels reported for July. The railroad’s local service compliance averaged 90% for the week, which BNSF said was higher than the prior week and more than 2% higher than the previous month.

In related news, June was a record month for dwell at the Southern California ports and for the week of July 13, BNSF had the most lifts ever performed in one week there.

Further Reading:

• BNSF 2Q25, 1H25: Revenue Essentially Flat, Operating Income Up, OR Down
• BNSF Opens New Salt Lake City Intermodal Facility

NS Representatives from City of Refuge and Norfolk Southern gather at the opening of the City of Refuge Welding Training Center in Atlanta. (NS Photograph)

NS and City of Refuge, a nonprofit organization, have opened a new welding training center in west Atlanta. Made possible by a $350,000 NS grant, the center offers hands-on training; industry-recognized certifications; and wraparound support like career coaching, transportation assistance, and job placement, NS reported Aug. 14.

“This first new welding class is off to a great start, and we are excited about the future for them and the job opportunities that the welding center will create,” said Bruce Deel, CEO of the City of Refuge.

City of Refuge student using the center’s new virtual welding simulator. (NS Photograph)

“This initiative is one of many efforts led by our Community Impact team to create meaningful opportunities and drive long-term, positive change in the communities we serve across our 22-state network,” added Kristin Wong, Director of NS Foundation and Community Impact.

“Skilled welders are essential to Norfolk Southern’s daily operations,” NS Vice President Safety John Fleps commented. “They help ensure our locomotives and railcars are safe, reliable, and resilient. That’s why we’re proud to invest in the next generation of talent through our partnership with City of Refuge. By supporting the launch of this new welding training center, we’re not only strengthening our workforce, we’re helping open doors to high-demand careers and economic mobility for residents in west Atlanta.”

Further Reading:

• STB Receives Notice of Intent for Proposed UP-NS Merger
• The Transcontinental Railroad Begins With UP+NS
• Vena’s Art of the Deal With NS
• UP + NS: What Comes Next?
• Union Pacific + Norfolk Southern: It’s Official

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

The Alameda Corridor Transportation Authority (ACTA) on Aug. 15 announced that it has partnered with the Transportation Security Administration (TSA) and the Federal Bureau of Investigation (FBI) to conduct a “comprehensive tabletop exercise focused on enhancing emergency-response strategies for potential security incidents in the rail industry.”

Designed to strengthen coordination among key stakeholders, the exercise, ACTA says, brought together representatives from public agencies, private-sector partners, first responders and relevant local organizations to simulate real-world crisis scenarios. “These simulations help ensure a rapid, coordinated and effective cross-agency response should an actual emergency occur,” according to the Authority.

Key discussion areas included:

• “Enhancing intelligence-sharing frameworks between public agencies and private organizations.
• “Establishing clear public communication protocols during elevated threat levels.
• “Identifying and protecting critical rail assets through best-practice security measures.
• “Refining security and emergency-response plans for incident management.
• “Strengthening coordination between government agencies, first responders, the rail industry and relevant local organizations.”

The tabletop’s interactive format, ACTA says, enabled participants to ascertain potential threat vectors, test response plans, identify gaps and develop actionable improvements. “The insights gained will clarify inter-agency roles and responsibilities, inform future training, enhance emergency protocols and strengthen security readiness in the case of an emergency,” according to the Authority.

“Securing our regional rail infrastructure is not something that can be done in a vacuum; it requires a collaborative, united effort from all relevant emergency-response parties,” said ACTA CEO Michael Leue. “This exercise offered a vital opportunity to bring all stakeholders together, share expertise and strengthen the partnerships that are essential to keeping our transportation infrastructure safe and the nation’s goods movement secure. We look forward to continuing this collaboration in pursuit of a safer, more resilient rail system.”

The post ACTA, TSA, FBI Partner on Rail-Infrastructure Security appeared first on Railway Age.

TTC

The Government of Canada, the Province of Ontario and the City of Toronto have given the TTC the go-ahead to pursue a single-source contract for new Line 2 subway trains with Alstom Transport Canada Inc., which has facilities in Quebec and Ontario, including in Thunder Bay, Brampton, and Kingston.

“In the face of U.S. tariffs and economic uncertainty, this decision will support Canadian and Ontario workers with good manufacturing jobs and ensure reliable trains for Toronto transit riders,” the agency said in a press release.

The current competitive process for the trains has been cancelled, and all bidders have been notified.

“To ensure that Alstom delivers state-of-the-art trains at a fair market price, maximizes the creation of Canadian jobs, and benefits Toronto,” Alstom, according to TTC, must:

• “Deliver a product that is compliant with the TTC’s original requirements.
• “Maximize Canadian content and create Canadian jobs.
• “Have its pricing subject to an independent third-party market price assessment.”

It is expected, the agency says, that negotiations will occur over the next few months with a report back to the TTC Board on the status of negotiations by the end of the year.

The base procurement is for 70 six-car train sets in total: 55 trains, jointly funded by the federal, provincial and city governments to replace aging trains on Line 2; and 15 trains for the Yonge North and Scarborough extensions. The contract would include options to procure additional trains to meet future needs when funding is committed and subject to Alstom’s performance.

“The TTC is working diligently to ensure the aging Line 2 fleet operates safely and reliably until new trains arrive,” the agency said.

According to a CBC report, the Ford government had expressed its “desire to see the train cars built in the province amid the ongoing trade war with the U.S.” All three levels of government have committed money to buy the new rolling stock, which is expected to cost some $2.3 billion, according to the report.

“To build the strongest economy in the G7, we need to ensure our investments are protecting jobs and championing industries right here in Canada. By partnering with Ontario, Toronto and the TTC, we are delivering reliable, affordable and sustainable public transit, and supporting good-paying jobs in Canada. We can all feel proud that these trains will be built for Canadians by Canadians,” said Minister of Housing and Infrastructure Gregor Robertson.

“I would like to thank our funding partners for their support of our new subway trains. With the intention of maximizing Canadian content and supporting Canadian jobs, we will enter into negotiations with Alstom to secure the best product at the best price,” said TTC CEO Mandeep S. Lali.

In related news, Unifor on Aug. 15 issued a release stating that the union “is very pleased to see that all three levels of government have confirmed that TTC subway trains will be manufactured at the Alstom plant in Thunder Bay, securing jobs for workers represented by Unifor Local 1075.”

“This is a great victory. Unifor fought long and hard to get the federal, provincial and municipal governments to get on board and support a Made-in-Canada solution,” said Unifor National President Lana Payne. “We must use our Canadian procurement dollars to support Canadian workers and Canadian-made products, especially given the current trade war.”

“This decision to formally award this contract to Alstom speaks volumes with respect to how we must support Canadian workers, local industries, economies and communities. We need to see more of this if we are to build a more resilient Canadian economy,” added Payne.

The Alstom sole-source construction contract means Unifor members will build the 70 six-car trains.

“This is the right move to bolster Canada’s economy by creating sustainable, good-paying jobs right here in Ontario,” said Unifor Ontario Regional Director Samia Hashi.

In January, Ontario committed to spend nearly $500 million to refurbish 181 GO Transit bi-level rail coaches, which is expected to support hundreds of jobs for at the Alstom plant in Thunder Bay, according to the union.

“We are excited and ready to build the subways of the future,” said Unifor Local 1075 President Justin Roberts. “Reliable, sturdy and resilient—the way today’s announcement has contributed to the working lives of our members.”

SEPTA

With no state funding commitment in place SEPTA says it must move forward with 20% service reductions and a 21.5% fare increase. On Aug. 24, vehicles across the agency’s Bus and Metro network will run less frequently and with 32 fewer bus routes. On Sept. 1 base transit fares will rise to $2.90 and Regional Rail fares will increase by 21.5%. Regional Rail service cuts begin Sept. 2.

State lawmakers, the agency says, are still negotiating a budget for Pennsylvania and funding for SEPTA is still on the table. “If that funding is approved—we will work as quickly as possible to reverse the service cuts, but it would take time for us to do so,” SEPTA said in a press release.

The service cuts are the first of several steps SEPTA will take this year to fill a $213 million budget deficit—absent a legislative solution. Additional measures include a second wave of service cuts on Jan. 1, 2026, that include the elimination of five Regional Rail Lines, a 9 p.m. curfew on all rail services, and the elimination of 18 additional bus routes to achieve an overall 45% reduction in service.

“We understand that these measures will cause great hardship for our riders and for the city and Southeastern region as a whole. These cuts are new territory for all of us. We will keep fighting to bring service back and deliver the SEPTA that our riders, city, and region deserve,” the agency said.

REM

REM, Montreal’s light rail network is set to begin moving passengers again after a six-week summer shutdown, according to a CTV News report.

According to the report, the REM has been completely offline for commercial use since July 5 to test new extensions to Montreal’s North Shore and West Island. It is scheduled to start operating for the rush hour commute next week.

(REM)

The post Transit Briefs: TTC, SEPTA, REM appeared first on Railway Age.

Located at the intersection of Interstate Highways 88 and 39 and Class I railroads operated by BNSF and Union Pacific (UP), the City of Rochelle Railroad and the RITC “provide a location where industries of all sizes can access direct rail services, whether or not they have rail at their company location,” the City said in a press release.

Opened in 2020 as a joint effort between the City of Rochelle and the Greater Rochelle Economic Development Corporation, the facility transloaded 1,000 railcars and served as a staging area for hundreds of shipping containers used by a dozen customers. Increased demand for rail-to-truck transloading and third-party logistics services in the Rochelle area are requiring the expansion of RITC, according to the City.

“Today’s expansion of the Rochelle Intermodal Transload Center is a testament to our city’s commitment to economic growth and regional connectivity. We are proud to be a hub where industries of all sizes can thrive, and this project reflects our continued investment in the future of Rochelle as a critical logistics and transportation center in the Midwest,” Rochelle Mayor John Bearrows said.

“The success and rapid growth of the RITC demonstrate how strategic infrastructure investments can unlock opportunities for both local businesses and global supply chains,” said City Manager Jeff Fiegenschuh. “We are excited to see this expansion come to life, and we remain focused on providing the support and resources companies need to move goods efficiently and reliably through Rochelle. The City of Rochelle is proud to partner with the Illinois Department of Transportation and grateful for the available funding, through the rail freight program, which provides needed infrastructure enhancements such as this.”

“We continue to be excited about future growth in Rochelle, IL and how we can benefit the community and companies,” said Peter Hoth, Principal-Corporate Development at Burlington Junction Railway (BJRY). “Our customers and Class I railroad partners are essential to that growth. We are dedicated to continuing providing our ‘white glove’ rail switching services to our customers and transload partners through the City of Rochelle Railroad.”

“This expansion will not only help unlock economic potential in Rochelle, but it becomes an important asset for the movement of freight in Illinois, the transportation hub of North America,” said Illinois Transportation Secretary Gia Biagi. “We are proud to have helped see this project to fruition through a grant from our Illinois Competitive Freight Program, which is increasing safety, improving reliability in the nation’s supply chain and boosting commerce at the community level throughout the state.”

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The Pennsylvania Trolley Museum’s Port Authority Transit (PAT) PCC car No. 1713, the “Terrible Trolley,” made its service debut Aug. 12, following a two-year restoration program that included duplicating a livery applied in 1980 to honor the Pittsburgh Steelers, their four Super Bowl titles and the “Terrible Towel” yellow and black rally towel. PAT, now Pittsburgh Regional Transit, is host agency for the 2025 Railway Age/RT&S Light Rail Conference. Elizabeth Hosier, then the Museum’s Director of Visitor Experience, wrote the following story in 2023 with contributions from the project volunteers. We’ve updated it to reflect that the Terrible Trolley is now in service. — William C. Vantuono

Pittsburgh earned the nickname “the Steel City” in the late 1800s as entrepreneurs like Andrew Carnegie established steel mills around the city. In fact, Carnegie Steel’s contributions to the industry advanced it by leaps and bounds throughout the 1880s. As the steel industry grew, the city did too, and by World War II, the demand for steel meant the mills were running 24 hours a day. Pittsburgh produced 95 million tons of steel for the war effort. This also led to massive amounts of pollution. A visitor to Pittsburgh claimed, “Pittsburgh, without exception, is the blackest place I ever saw…” After the war, the city made efforts to clean itself up with initiatives for clean air and clean rivers. Throughout the late 20th century, the city improved environmentally and culturally, developing into the 90 unique neighborhoods that exist now.

U.S. Steel production peaked in the mid-1970s, and Pittsburgh remained a thriving industrial giant. However, foreign steel production led to a collapse of the U.S. steel industry in the late 1970s and early 1980s. This led to the closure of mills and massive job losses for people in the Pittsburgh region. In fact, the unemployment rate in the region peaked at 17.1% in January 1983. Pittsburghers were left to struggle to make ends meet as the economic recession hit them hard.

Today, not all Pittsburghers are die-hard Steelers fans, but unlike other cities, even non-fans in the region seem to know how the Steelers are doing. For a long time, the Steelers meant more to the region than just being a football team, and that stems from the economic downturn of the 1970s and ’80s.

Art Rooney founded the Steelers franchise in 1933 by. Originally named the Pittsburgh Pirates, the team seemed to be great at one thing: losing. By 1940, it had changed its name to the Steelers—just in time for WWII to cause a player shortage. They spent the one season as the Phil-Pitt “Steagles” and another as the Card-Pitt “Carpets.” (The Steagles, officially known as the Phil-Pitt Combine, was the team created by the temporary merger of Pennsylvania’s two NFL teams, the Pittsburgh Steelers and the Philadelphia Eagles, during the 1943 season. The two franchises fielded a single combined team because both had lost many players to military service during World War II. In 1944, they merged with the Chicago Cardinals and were known as Card-Pitt or, mockingly, as the Carpets. This team finished 0–10, marking the only winless team in franchise history.)

After the war, the Steelers showed some improvement, making the playoffs for the first time in 1947. It lost its first-round game and never made another—until after hiring Chuck Noll as head coach in 1969, and the AFL-NFL merger in 1970. Both events seemed to have changed the team’s luck completely. Knoll had an eye for talent and drafted some of the most notable names in Steelers history: “Mean” Joe Greene, Terry Bradshaw, Mel Blount, Jack Ham, Franco Harris, Lynn Swann, Jack Lambert, John Stallworth and Mike Webster. They were a dynasty, going to the playoffs eight times, winning four Super Bowls in six years. The team earned the nickname “the Super Steelers” and its winning streak was exactly what the struggling region and its people needed.

The city came alive as it watched its team. Myron Cope (1929-2008), legendary sports journalist, radio personality and color commentator best known for being “the voice of the Pittsburgh Steelers,“ started the iconic Terrible Towel tradition. The yellow rally towel with black letters debuted Dec. 27, 1975 and was an instant classic. In fact, the idea took hold in several aspects, and everything in the city became “terrible.” Steelers fans have taken photos with their towels all over the world, even on the International Space Station!

Everyone that was around when the Steelers became Super has a story about watching those games, gaining hope with each first down. Someone who remembers those Steelers is Kim Sever. Kim grew up surrounded by adults in Pittsburgh, watching football and helping cook dinner. She spent time with her grandmother and learned a myriad of useful life-skills, including the art of letter writing. It was during one of those Steelers games that Kim got the idea that the city should have a trolley painted to honor the team and the “terrible” tradition. Her grandmother suggested that she write a letter with the recommendation. In late 1979, nine-year-old Kim wrote to Mayor Richard Caliguiri. The mayor wrote back explaining that he wasn’t in charge of the public transit system but that he would pass along her suggestions.

Courtesy Pennsylvania Trolley Museum

The car chosen for the paint job was PAT PCC 1713. It was built in 1949 by the St. Louis Car Company and originally ran on the Charleroi and Washington interurban lines. The car ran as the Terrible Trolley throughout most of the 1980s. It was retired in 1988 but returned to service only a year later. It was finally retired for good in 1998. PAT then sold several retired cars to different entities, including some private collectors. PCC 1713 was one of the cars sold into private ownership. It was stored indoors in Ohio for 25 years. The owner did some repairs to it but overall did not have the time or resources to complete a restoration and made the decision to sell it to the Museum. Brownlee Trucking, Inc. agreed to help transport the car from Ohio to the Museum. In addition, the Museum was able to secure an NFL license agreement through the Pittsburgh Steelers and the Eamon Foundation, the charity designated by Myron Cope’s estate as the owner and beneficiary of “The Terrible Towel” trademark.

PAT PCC No. 1713 in 1980. Courtesy Pennsylvania Trolley Museum

The Pennsylvania Trolley Museum began restoration work on 1713 in 2023. The project to return it to the Terrible Trolley paint scheme and to make it operable was one of our youth volunteer projects. We were pleased to announce co-project managers Jack Jost, who was only 17, and Ayden Kendlick, who was 18. They were advised by more senior volunteers and staff, but they took control of the project and rapidly made progress. The first step was to pressure wash and clean the car inside and out. This process was quite the endeavor as the car had been untouched for quite some time, and a few critters had made their way inside. Next, they worked quickly to rewire the interior lights and make sure they worked properly. Both steps happened within just a week of 1713’s arrival at the Museum.

The work moved quickly. The volunteers worked to raise the car off the ground and remove the trucks for inspection and repair. They also removed the motor-generator. The crew inspected the rust caused by salt damage from the years spent operating in Pittsburgh’s winters. A good portion of the underbody was replaced. They also worked with Prime Collision on the painting process and timeline. While inspecting the paint, volunteers came across areas where they could see the layers of past paint jobs, including paint from when it was the Terrible Trolley. Additionally, when it was repainted, PAT did not remove all decals, leaving spots where the faint outlines of player’s numbers were visible in the right lighting.

The post The ‘Terrible Trolley’ Rides Again! appeared first on Railway Age.

Santa Fe Railway diesel-electric locomotive No. 93 is on its way to Mid-America Car in Kansas City, Mo., for a complete cosmetic restoration, Wichita, Kans.-based Great Plains Transportation Museum (GPTM) reported Aug. 17. Built by the Electro-Motive Division (EMD) of General Motors Corporation in late 1967, the unit was donated to museum by BNSF in June 1999.

Following nearly two years of fundraising, the Santa Fe No. 93 restoration campaign on June 20, 2025, eclipsed the approximately $200,000 required to have the work completed.

BNSF Picking Up Santa Fe No. 93 at GPTM in Wichita, Kans. on Aug. 17, 2025. (Courtesy of GPTM)

BNSF worked on a round-trip transportation plan with GPTM, which reported that the Oklahoma Railway Museum, using its BNSF customer account, created the waybill necessary to move No. 93 under the reporting marks OKRX93. The Class I railroad in late July performed a mechanical inspection of the unit required for movement.

No. 93 pulled Santa Fe passenger trains between Chicago and California or Texas from 1967 to 1971 and freight trains for Santa Fe and successor BNSF from 1971 to 1998, according to GPTM, a 501(c)3 not-fot-profit educational and preservation organization. It will be restored in the red and silver Santa Fe Super Fleet scheme it has worn since 1989, when then railroad President Michael R. Haverty approved an updated version of the well-known and historic scheme used on passenger train locomotives from 1937 to 1971, the museum reported when restoration-work fundraising began in 2023.

Donations are still being accepted online via www.gptm.us, in-person at GPTM (700 East Douglas Ave., Wichita, Kans., 67202), or via phone (316-263-0944); and lithograph and canvas giclee prints of John Winfield’s “Warbonnet Renaissance” are still available for purchase in support of the effort.

“Warbonnet Renaissance” by railroad artist John Winfield. (Courtesy of GPTM)

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Editor’s Note: Grady C. Cothen Jr., though he retired from the Federal Railroad Administration in 2010, has remained active in the industry, writing papers on safety-related subjects, several of which Railway Age has published. He most recently assisted as a “friend” to a major RSAC working group. Grady retired from FRA after 36 years in various positions: Deputy Associate Administrator for Safety Standards and Program Development (1994-2010); Associate Administrator for Safety (1991-1994); and Special Assistant to the Chief Counsel for rail safety, labor protection and asset sale projects (1975-1991). Prior to that, he served as a trial attorney in the Enforcement Division of the FRA Office of Chief Counsel. Grady was also Acting Associate Administrator for Policy from 1986-1988, where he provided executive direction for economic, financial and traffic analysis and freight policy studies, including recommendations for Departmental positions in rail proceedings before the Interstate Commerce Commission. This editorial is adapted from remarks he gave at the 55th meeting of the Railroad Safety Advisory Committee (RSAC) in 2016, marking its 20th anniversary. We publish this in the wake of FRA’s disbanding of RSAC after 29 years, and the uncertainty surrounding whether it will be resurrected in some form. – William C. Vantuono

I earned my grey hair in large part tending the vineyard we know as the Railroad Safety Advisory Committee. Although I retired from FRA in 2010, I continue to have a strong interest in the success of that body.

The RSAC is one tool that FRA and its partners use to advance safety, and we need every effective tool we can get. Let me trace how we got here, why that matters, and a little about what we need to do to keep the RSAC relevant and effective.

The RSAC was something of a surprise to all its parents in 1995. It wasn’t planned. It sprang from good intentions and lots of desperation. The good intentions were bestowed by the Clinton Administration, particularly by Vice President Gore and his plan to transform government. All citizens were now “customers,” and our success was dependent upon the customer’s satisfaction—an awkward posture if you are operating under authorities that mandate regulation and enforcement. About this time, I had written myself a job description as regulatory czar in the Office of Safety. The regulatory program, with lots of “to dos” already listed, was dead in the water as statutory deadlines floated by. Administrator Jolene Molitoris, understandably, didn’t want to roll out new rules produced solely by agency staff—several of which were already about finished—because they might offend “customers.”

The matter of perhaps greatest urgency was roadway worker protection, a matter of life and death, for sure, as tragic circumstances once again declared. There were calls for an emergency order. When we couldn’t agree what to do internally, I suggested a formal negotiated rulemaking to get things moving. Jolene concurred; and the parties, to their credit, accepted the challenge. The product was a clear step forward, but there were issues that had not been sufficiently developed under the pressure to agree. Neutral facilitation produced movement but not clarity. Litigation and further rulemaking ensued.

From this initial experience it was clear that the industry parties were game for getting in there and working on problems, and it was clear the FRA had learned a lot from the parties during the process. But we could hardly afford to do formal negotiated rulemakings for every topic on the agenda, and it was not clear from the roadway worker outcome that that process was the best.

Desperation led to some degree of hard-won inspiration in the form of the RSAC. FRA invited the industry parties to join a broader advisory committee to work on most of the regulatory agenda. This was met with a firm “yes, but” from management and labor, in particular. So, we almost literally had to negotiate the shape of the table first. Nobody wanted to be outvoted, and the Class I’s and labor were not so sure anybody else should be at the table. FRA wanted the committee to include every legitimate interest affected and probably couldn’t have gotten the RSAC chartered on any other basis. All the industry parties were obviously fearful that their constituencies would blame them for any unfavorable outcome they could not block. FRA had a non-delegable responsibility to decide, at the end of the day, whether or not the RSAC came up with a recommendation, and couldn’t just let the process run amok.

The result was a unique structure, with no precedent under the Federal Advisory Committee Act. If just you looked at it on paper, it was apparently designed to fail miserably.

Under the bargain worked out with the industry parties, FRA would reserve the right to offer tasks, after prior informal consultation. The committee would consist of organizational representatives, not individuals. Just as examples, the organizations would include more than the usual suspects, with the National Association of Railroad Passengers (now the Rail Passengers Association) playing an active role, Safe Travel America keeping all us mindful that our inaction can have consequences, and the governments of Canada and Mexico invited to work on standards harmonization. Over time, additional organizations were added in an attempt to benefit from, and promote, the industry’s diversity.

Under this construct, FRA would chair the committee and vote along with everyone else. The RSAC would establish working groups where the heavy lifting would occur, comprised exclusively of those parties with a stake in the subject matter—always including FRA. Complete consensus would be required to discharge a recommendation from a working group, and a simple majority would be required to get it accepted in the full RSAC. The full RSAC could remand the issue once, by a unanimous vote, but the working group product would not be subject to amendment in the full body. FRA committed to using the resulting recommendations to formulate proposals whenever possible.

These principles were embodied in a document called “The RSAC Process.” Over the years, the committee, to my knowledge, has deviated only slightly from this prescription, and then only by unanimous consent. Notably, parties have often been generous by entering into partial consensus when they have felt unable to support the entirety of a proposed working group recommendation. In some cases, parties have remained in a negotiation even when they knew (and privately warned us) that factors external to the negotiation would prevent them from reaching a final consensus—just to ensure FRA got the best picture of how their legitimate interests might be protected.

When this process was hammered out, there were many voices within and outside the Department of Transportation that said we couldn’t do business that way. Forming a Federal Advisory Committee comprised of organizations was unusual, to say the least. By tradition, advisory committee members were supposed to be selected individually for their expertise and would “serve the public interest.”

The idea that members would carry their interests into the meeting openly and proudly, rather than in their back pockets, was anathema. To mix metaphors, you were supposed to leave your hat at the door—good luck with that if you are an elected union officer or trade association staffer!

The idea that the FRA would really manage and participate in the committee was shocking—you know, somebody could say something that would embarrass or overcommit the Department; and what we would do then? Bureaucrats are supposed to be seen but not heard on any “controversial issue.”

These concerns were not without some basis, of course, but the notion that the Federal Advisory Committee Act did not permit this kind of body, just because it hadn’t been done quite this way before, was just flat wrong—as I insisted. Let’s just say we won the battle. The RSAC commenced operations on April 1, 1996.

Over time, the RSAC process forced major changes in how FRA did business internally. At least when the process worked well, silos fell and the Administrator’s office became involved, materially, much earlier in the process. The responsible FRA senior executives had to ensure that the Administrator was briefed when useful and that the FRA team always operated within the Administrator’s instructions.

The RSAC Process also required investments in training for all concerned. FRA made “interest-based bargaining” the engine of working group activities.

History matters, because—through whatever serendipity—form followed function. The industry and FRA were at a point where we needed something like the RSAC very badly.

Many FRA staff members had been Federal civil servants for quite a while and needed to be updated on the state of the industry. FRA lawyers, economists and analysts needed a rapid education in the particulars of the issues before the agency. The RSAC provided that mechanism.

Industry personnel in departments such as transportation, engineering and mechanical were often wary of their counterparts in labor—and the anxiousness was, let us say, “reciprocated.” Particularly in the early days, when working groups went on the road, members got to spend time together socially, barriers began to fall, and mutual respect on a personal level often flourished. Good relationships don’t guarantee good outcomes, but they greatly facilitate that result. It may be growing trust at this level helped, at least a little, to enable Confidential Close Call Reporting and other risk reduction elements.

State rail program representatives, some suppliers, and other stakeholders were alienated from the regulatory process, sometimes questioning FRA’s good faith as steward of the national rail safety program. The RSAC let everybody see the process of making regulations up close, and if you wanted to you could pitch in! Many did.

The issues coming before the agency were becoming more complex and highly technical. FRA could get expert advice from its own staff, including the Office of R&D and the Department’s Volpe Center; but how much better to have access to industry experts, as well! Real time peer review, iterative analysis, and reference to international standards sometimes permitted the RSAC working groups and task forces to advance the state of the art.

Technology was rapidly outstripping FRA’s ability to reduce risk using traditional, prescriptive regulations; and at times, existing regulations threatened to constrain progress. So RSAC working groups helped fashion processes and standards for approval of new and alternative technology that FRA would have struggled to conceive by itself. Dialogue within the working groups helped to educate all of us regarding the need to migrate in the direction of performance-based regulations.

I am painfully aware that the RSAC is not an emblem of unvarnished success. Consensus has not been achieved for every task. Things have taken too long. For some, traveling to high-cost Washington D.C. so FRA could save money has been galling. Despite the training and hand holding, members have sometimes had to endure ad hominem attacks issued by other members who were desperate to protect their interests and unable to muster a better argument.

If all of us take this process for granted, it can rapidly fail and become a fading memory. But if we remember where we came from, and how far backwards we could go, I submit we will want to look forward and try to make it work. For that to happen, everybody will have to give a little and some a lot.

The Department of Transportation needs to give the most, because this process serves its mission. Efforts to rebuild internal silos need to be stopped cold. Tasks can only be accomplished if FRA teams—specialists, engineers, lawyers and economists drawn from disparate organizational elements—work well together and pull in the same direction. Team members must be willing, and their immediate supervisors must buy in, or at least act like it.

The Administrator must be empowered to guide the agency’s participation, and consensus outcomes must be supported within the Executive Branch rather than second-guessed by lawyers upstairs or analysts across town, most of whom have scant domain knowledge.

FRA must ensure that its budget requests support a robust RSAC schedule of activities, including opportunities for working groups and task forces to get out on the railroad and into the supply community to gain first-hand familiarity with the subject matter of pending tasks. Rolling out a national program also provides the opportunity for system and local union officers to participate and grow in their leadership positions and come to understand “what’s going on in Washington.”

FRA’s senior executives need to be properly appointed and tasked, and incumbents need to be supported. FRA should ensure that each working group is sponsored by a senior executive or other senior officer who is willing to roll up their sleeves and learn the issues with a degree of granularity that will permit that individual to provide the necessary liaison between the Administrator and the working group, subject to the guidance of the Chief Safety Officer.

FRA must keep offering well-timed proposals to focus working group discussion and crystalize the issues. However unpopular, FRA must hold the working groups to reasonable timetables while recognizing exceptions when it makes sense. But FRA needs to step up the pace of production. When consensus is in hand, the proposed and final rules need to be produced in a timely manner. The RSAC can’t be prodded to work more briskly if FRA can’t produce. That will happen only if individual counsel and staff are held accountable, and if the Office of the Secretary of Transportation and Office of Management & Budget behave sensibly, reserving formal review for rules that are truly significant and keeping to their own deadlines without manipulation of the process to make the agency look like the culprit. FRA must continue to speak for those who are not directly represented in the process.

Industry parties need to play their part, as well. Nothing tears at the fabric of RSAC more than surprises. Each party representative needs to keep that individual’s organization briefed on the issues in play and needs to seek support for pending consensus recommendations before final working group action. The whole idea, beyond good outcomes on paper, is buy-in for implementation.

Nothing drains energy and good feeling from a process more than unfair collateral attacks. RSAC participants need to ensure that their lobbyists and press offices know about the good work going on within the RSAC. That doesn’t mean all will be sweetness and light, but in some cases, we can save everybody embarrassment—and that will increase the likelihood that we will be able to control our own futures, collectively.

Everybody will need to take a breath when the opportunity presents itself and make a serious effort to simplify the growing corpus of regulations already on the books, to relieve unnecessary regulatory burdens, and to ensure that remaining regulations are as progressive and robust as the industry they govern.

So here we have a collaborative forum consisting of those affected by regulations who are willing to invest time and effort to make them better, which came into being out of unusual circumstances, and which has achieved a record much more distinguished than many of us might have expected. It calls to mind that oft-cited legend about Benjamin Franklin, as he left the constitutional convention in Philadelphia. He is said to have bumped into his friend Elizabeth Powell, who inquired about the form of government produced inside. He replied, “A republic, madam, if you can keep it.”

I’m no Franklin, but the RSAC is a demonstrably successful collaborative body—if you can keep it.

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The U.S. Department of Transportation (USDOT) on Aug. 15 reported releasing a Notice of Funding Opportunity (NOFO) for the Innovative Finance and Asset Concession Grant Program (IFAC), making $45.98 million available to assist public entities in “facilitating and evaluating public-private partnerships and exploring innovative financing and alternative delivery opportunities for Transportation Infrastructure Finance and Innovation Act -eligible projects.”

Eligible applicants for the Build America Bureau-administered program include state, tribal, or local governments; special purpose public authorities; or agencies chartered by a state, tribal, or local government. 

Grants are available for up to $2 million, with the first $1 million requiring no local match. This is the second NOFO for IFAC, with funds allocated from fiscal years 2024, 2025, and 2026 (if available). Applications are due no later than Oct. 1, 2025.

According to the USDOT, two types of grants are available under the program: technical assistance and expert services. Technical assistance grants, it said, enable recipients to “build organizational capacity and identify a portfolio of underutilized assets by hiring qualified employees or procuring advisors.” Expert services grants enable recipients to “procure expert professionals in connection with the development of a specific asset or assets,” it noted. Applicants must choose one of the grant types to apply for in this round of funding. 

The Build America Bureau will host a free informational webinar about the IFAC NOFO and program on Aug. 27, 2025, from 2:00 p.m. to 3:30 p.m. ET. Accommodation requests must be submitted to InnovativeFinanceTA@dot.gov by Aug. 20, 2025. While participation in the webinar is not mandatory to receive funding, the Build America Bureau said it encourages potential applicants to learn about the application process and activities that can be funded before applying. A recording of the webinar and a copy of the presentation will be posted on the IFAC website.

“This novel program is promoting efficient and effective use of publicly owned assets, by enabling communities to find answers to this basic question: do they have underutilized assets that can be leveraged to address their infrastructure needs,” Build America Bureau Executive Director Morteza Farajian said. “The Bureau is constructing a bridge between our state, tribal, and local partners who have valuable underutilized assets and private partners who have expertise and financial capital to generate additional value from those assets to address community needs faster and at lower cost.”

Separately, the Build America Bureau last month reported a policy update to the Transportation Infrastructure Finance and Innovation Act credit program that will allow all types of transportation infrastructure projects to finance up to 49% of eligible costs.

Resources and Additional Information:

• 2025-2026 Program FAQs
• FY22-24 Awards Information
• Grant Management Invoicing Process
• Quarterly Progress Report Template

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Coos Bay Rail Link, which operates a former Southern Pacific branch line in western Oregon, has been forced to close a vital swing span bridge near North Bend, Ore.

The closure leaves three customers without direct rail access, including one that accounts for 40 percent of the short line’s traffic. The North Bend Swing Span Bridge was built in 1914, and since the Port of Coos Bay bought the former SP line in 2009, it has invested over $25 million into the bridge ($15 million in the last five years). 

Recently, the bridge’s electrical power cable was damaged by a vessel, making both its swing mechanism and signal system inoperable. Port of Coos Bay officials said repairs will be costly, and they are currently collaborating with local, state, and federal officials to secure funding for the bridge repairs. Until then, rail traffic cannot cross it. Meanwhile, the railroad is working with the three customers south of the bridge to find ways to truck their products to the other side for loading onto rail cars. Although the Port recently received a $100 million grant for its proposed intermodal terminal, these funds cannot be used for bridge repairs. 

—Justin Franz 

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This month, Railfan & Railroad focuses its attention on rail transit. From commuter rail to subway trains, from the high iron to the city street, these are operations that push back against stereotypes and received wisdom about the nature of North American railways. These trains are relatively short, almost entirely urban and suburban, and they thrive not on cargo, but on passengers.

Make no mistake, on this continent, freight railroading still accounts for the majority of railway tonnage and revenues. According to the Association of American Railroads, in the U.S. alone, more than 1.5 billion tons of raw materials and finished goods move by rail every year. Drive to the nearest main line, and you are likely to see examples abound — hulking diesels pulling hundreds of cars filled with everything from raw lumber to crude oil, from finished automobiles to home appliances. But if you wait by that track, the odds are high you’ll never see a passenger train. Sure, some lines might host an Amtrak train once a day, maybe more in a few places, but standing by the average high iron, it would be forgivable to assume that passenger travel is no longer an important part of the North American railway story.

Yet in our major cities, passenger trains never went away, and if anything, have grown in the extent and intensity of their services. In this issue, we take a look at the Massachusetts Bay Transportation Authority’s Red Line rapid transit serving Boston, as well as New York’s enduring Long Island Rail Road. The former traces its roots to 1912, and has since expanded to serve Boston’s northern and southern near-suburbs, while the latter is approaching two centuries old, chartered in the 1830s and has since become a vital link between the vast bedroom communities on the island and New York City. There was, in short, never a time when it was possible for cities such as Boston or New York to function without significant passenger rail. What was true here was often true in other major cities — places like Philadelphia, Chicago, or San Francisco — all of which depend on some form of rail-based transportation to move people into, around, and through their urban fabric.

Moreover, for the last half-century, urban passenger rail has been on a general growth trend. Bay Area Rapid Transit’s first line opened in 1972, while the first branch of the new San Diego Trolley — actually a modern light rail system — opened in 1981. Numerous other new lines followed, from Seattle to Dallas, Buffalo to Albuquerque, Pittsburgh to Houston. There are now more new rail services than ever.

While most of these newer systems have been successful, many challenges remain. Urban systems are closely linked with the fabric and health of the cities they serve. Following the decline of the steel industry and shift in the economy, Pittsburgh’s commuter rail operations came to an end in 1985 (Pittsburgh & Lake Erie) and 1989 (PATrain). With their narrow focus on conventional, 9-to-5 service, many commuter lines saw dramatic ridership losses after the 2020 pandemic, when many employees shifted to working remotely and never looked back. The Twin Cities’ Northstar service is a potent example, but so too are systems around the country, from Chicago’s Metra to the New York City subway, which — though still heavily used — remain below pre-pandemic ridership levels. Then comes the issue of subsidies, which are tied to ridership and tax revenue, forcing many agencies into difficult conversations about their future.

Despite such challenges, it remains true that most North American cities depend to some degree on passenger rail. Be it a humble streetcar or a vast subway network, a low-density commuter train operating over a freight line, or a fast and frequent light rail system built on an exclusive right-of-way, it is undeniable that passenger railroading has never stopped being an important part of the North American railway landscape.

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

This article appeared in the September 2025 issue of Railfan & Railroad. Subscribe Today!

The post Yesterday and Today: Passengers Matter appeared first on Railfan & Railroad Magazine.

By Tim Doherty/photos by the author

Boston is an ever-changing city. You pass by a place you haven’t visited in a few months, and you discover that a new skyline has sprouted from the ground. In contrast, the transit system seems frozen in time. The steps in the Downtown Crossing station that once led to Filene’s Basement remain, but the consumer touchstone of New England value was replaced long ago by a modern skyscraper. Over the years, Boston’s transit system has struggled to keep up with these quick transformations.

As Boston aspires to be (and generally is) a world-class city, the concentration, intersection, and interdependence of educational institutions, technology, life sciences, and finance allow the region to punch much higher than its population suggests. The rapidly growing technology and life sciences hubs around Kendall Square and Massachusetts Institute of Technology in Cambridge are matched by similar growth in the Boston Seaport district — which literally emerged from parking lots over the past 15 years. By location and proximity, the Red Line runs right through the center as it connects Harvard, MIT, and the technology hub of Kendall to Massachusetts General Hospital, downtown Boston, South Station, and the Seaport business district.

Massachusetts Bay Transportation Authority (MBTA, or “the T”) is the sixth-largest transit system in the U.S., serving 171 cities and towns across eastern Massachusetts and operating all modes of service including bus, rail, and ferry boats. As recently as 10 years ago, the Red Line carried just as many, or even more, people into Boston than Interstate 93, the main north-south highway through the city that includes the tunnel created by the infamous “Big Dig” project. Riding the Red Line at that time could be interesting at best; open seats were rare, complete crush loading was common, and cars became more intimate than commuters bargained for.

ABOVE: The new Neponset River Bridge was the first element of the South Shore extension to begin construction in 1966 after MBTA purchased the right-of-way from the bankrupt New Haven Railroad. A six-car train of Series 2 cars heads south across the river to Quincy and Braintree on June 11, 2025.

Even before the pandemic flatlined transit ridership worldwide, Boston’s Red Line was stumbling. An exceptionally snowy winter in 2015 (locally known as “Snowmageddon”) shut down the Red Line south of downtown, laying bare the critical condition of the transit system caused, in large part, by a long period of underinvestment. Further challenges, including conflicting investment priorities, staff shortages, inadequate training, and simply bad luck, caused prolonged delays. Missed trips, “temporary” shuttle buses, and outright unreliability made many of the system’s typical riders stay away. Average daily ridership on the Red Line dropped from its peak of 274,290 in September 2019 to 146,490 in May 2025 — while remaining the highest of the rapid transit lines.

History
Boston’s core rapid transit subway tunnels were constructed by the Boston Transit Commission between 1897 and 1912. The Transit Commission was the first public transportation agency in the U.S. created to address streetcar congestion in the city center. Once built, the rapid transit lines were leased to Boston Elevated Railway, which was the primary predecessor to today’s MBTA. As a private company, Boston Elevated Railway was limited through leases with the transit commission in the fares it could charge. The company’s 1918 bankruptcy caused the commonwealth to step in by establishing a public trustee that could set fares, ensuring that municipalities would cover any deficits, and guaranteeing interest payments to private bondholders. In 1947, the public sector finally bought out the bondholders and established the Metropolitan Transit Authority (MTA). Ultimately, MTA was folded into the new MBTA when commuter rail services were added in 1964.

The Cambridge-Dorchester subway was the last of the rapid transit lines to be completed to the city of Boston. All four lines were constructed and opened decades before the color-coded rebranding by MBTA in the mid-1960s. Built to a higher standard than Boston’s first-in-the-nation “subway” that became the Green Line (see September 2023 R&R) and the “Elevated Main Line” that became the Orange Line (see September 2024 R&R), the new high-speed lines were designed for a dedicated fleet of cars that would move passengers quickly into Boston with wider clearances, lower grades, and gentler curves.

ABOVE: A Red Line train passes through the new Ashmont terminal on April 3, 2021. The rebuilt multi-modal hub hosting bus, trolley, and rapid transit opened in 2011.

The original Red Line begins in a tunnel, cut under the streets and then covered back over, in Cambridge between Kendall Square and Harvard Square. However, the subway construction was delayed as Cambridge and the Boston Transit Commission argued over the number of infill stops between the transfer-feeding station at Harvard and the city of Boston. Cambridge wanted three stops and suburban interests seeking a faster ride wanted none. The subway station at Central Square was the compromise.

As the Red Line connects Cambridge to Boston, it uses the center spans of the Longfellow Bridge to cross the Charles River, offering riders stunning views of Boston’s skyline from Beacon Hill to the Back Bay and in season, sailboats dotting the river. This bridge marks the only section of the Red Line open to the surface north of Columbia Junction in South Boston. The right-of-way for the subway was reserved during construction of the Longfellow Bridge, which was completed in 1906. When the bridge was effectively rebuilt in place 110 years later, the two subway tracks were swung back and forth on the vehicle travel lanes so the steelwork underneath could be replaced.

The subway passes through downtown Boston in a three-mile tunnel under Beacon Hill to the Park Street station, where the Red Line runs one level below the Green Line. Park Street serves as the central hub of MBTA, as arriving trains are inbound and departing trains are outbound. Connecting passages between the Red and Green lines allow transfers in four directions. The station at Downtown Crossing (formerly “Washington”) lies a block beyond Park Street in Boston’s traditional commercial district and has a connection to the Orange Line.

ABOVE: The Red Line’s Cabot Storage Yard and Maintenance Shop Complex in South Boston is built on a former yard purchased from the bankrupt New Haven Railroad in 1965. Located just beyond South Station, it was constructed for the South Shore extension in the late 1960s. The facility is currently the subject of a $200 million upgrade project.

When riders emerge from the Red Line at South Station, they have multiple transit options, including the MBTA Silver Line — a hybrid bus rapid transit line above the Red Line platforms that runs to Logan Airport, Chelsea, and South Boston. Farther above, up a set of stairs, is the historic headhouse for South Station, formerly used by New Haven and New York Central (Boston & Albany) trains. Beyond the big departure board are the 13 platforms shared by MBTA commuter rail and Amtrak’s Northeast Corridor trains.

Just past South Station, the Red Line drops under the Fort Point Channel to Broadway and Andrew stations in South Boston. Located at the edge of South Boston, the Broadway station has long carried passengers from the densely populated streets of South Boston into downtown, and every year moves large crowds during the annual St. Patrick’s Day and Evacuation Day parade. Near the northern end of Dorchester Avenue, numerous bus lines feed transferring passengers into the Red Line at the Andrew station.

Extending the Red Line beyond Andrew saw many different proposals, including a long cut-and-cover line down Dorchester Avenue. Instead, the purchase of New Haven Railroad’s Shawmut Branch allowed the subway to expand south into Dorchester, terminating at Ashmont in 1926, which marked the first conversion of a railroad right-of-way to a rapid transit line in Boston.
Constructed on the eastern edge of the New Haven’s former Old Colony right-of-way, the New Haven stations at Columbia, Savin Hill, Fields Corner, and Ashmont were replaced by rapid transit stations. The new extension emerges from a subway portal between Andrew and Columbia and runs south along Dorchester Bay past Savin Hill before turning west and heading inward to Dorchester. The Fields Corner station was constructed with surface line loops first used by streetcars and later by buses as a major transfer station into the rapid transit system. In 2009, the 1926 station was completely replaced by a new station with parallel bus loops on either side of the tracks. MBTA rebuilt or replaced the four stations on the Ashmont Branch between 2004 (Savin Hill) and 2012 (Ashmont). The new stations make each stop fully accessible…

Read the rest of this article in the September 2025 issue of Railfan & Railroad. Subscribe Today!

The post Boston MBTA Red Line appeared first on Railfan & Railroad Magazine.

by Otto M. Vondrak/photos as noted

The concept of commuting by rail can trace its roots back to the populous cities of the Northeast, when the first commercially successful railroads began to appear as early as the 1830s. Soon, the surrounding villages and towns grew into attractive suburbs where folks could live in the “country” yet have convenient access to work, shopping, and entertainment in the city. Railroads “commuted” or discounted their regular fares to encourage multiple trips, and the “commuter” was born.

Many metropolitan areas saw explosive postwar growth in the 1950s, giving rise to new suburbs, and with them, new patterns of travel. A number of cities across the country saw the continuation of their existing commuter services under the auspices of a public transit authority in the 1970s and 1980s, but for many urban areas the only way to get around was by driving your own car on congested highways. As public sentiment turned away from highway expansion, the federal government encouraged alternatives, which led some states to launch brand-new light rail and commuter rail lines where no such services had existed before.

Minneapolis and St. Paul make up the nation’s 16th-largest metropolitan area, with more than 3.7 million people living in the 15 counties surrounding the Twin Cities. Development began in the 1820s, and the region grew quickly, thanks to its location at the confluence of the Minnesota and Mississippi rivers. The heavy manufacturing the region depended on began to fade in the 1960s. However, the Twin Cities made a successful transition to high-technology, finance, and information industries through the 1980s and 1990s. The first streetcar lines appeared as early as 1865, and the two rival systems in Minneapolis and St. Paul were merged in 1890 as Twin City Rapid Transit. A stock takeover by a rogue investor in 1949 led to an accelerated plan to replace trolleys with buses, which was completed four years early in 1954.

ABOVE: MNRX 502 leads a double-header out of Target Field Station on May 4, 2019, in a canyon between buildings that have grown up along the right-of-way in downtown Minneapolis. —Otto M. Vondrak

The first Union Depot was built in St. Paul in 1881, and in its heyday, it hosted Great Northern; Northern Pacific; Chicago, Burlington & Quincy; Milwaukee Road; Soo Line; Chicago & Northwestern; Chicago Great Western; Minneapolis & St. Louis; and Rock Island trains. Despite the density and frequency of service offered, none of the railroads provided anything that would meet the definition of a true commuter service connecting the cities and suburbs. When Amtrak took over the nation’s long-distance service in 1971, it consolidated service to the former GN depot in Minneapolis, and later to the new “Midway” station in 1978.

To help coordinate improvements and funding to mass transit, the state legislature formed the Metropolitan Transit Commission (MTC) in 1967. Chief among its concerns was the deteriorated level of bus service operated by Twin City Lines, which led to a public buyout in 1970. Around this same time, the new transit agency began exploring the possibility of returning rail transit to the region. A 1972 study recommended a 37- or 57-mile regional heavy rail system, but it wasn’t until the 1980s that potential light rail corridors would be identified for funding studies.

By 1997, MTC had been rebranded as MetroTransit, and political support for possible light rail projects was peaking. Gov. Jesse Ventura and Minnesota Transportation Commissioner Elwyn Tinklenberg both pushed for the construction of light rail, and federal funding helped propel the Hiawatha Line (today’s Blue Line) into reality. Construction on the 12-mile line began in 2001, and it partially opened for service in 2004. While this was a promising start, Ventura’s successor, Gov. Tim Pawlenty, campaigned against any future light rail expansion. When the light rail option for the Central Corridor (today’s Green Line) connecting Minneapolis and St. Paul was approved in 2006, Gov. Pawlenty initially vetoed state funding for the project (although a revised bill passed in 2008). Construction began in 2010, and it opened to the public in 2014. In 2024, the Metro Transit light rail lines carried nearly 15.5 million riders, slightly less than the 16 million reported 10 years ago.

ABOVE: An outbound Northstar train to Big Lake passes a BNSF freight at Northtown Yard on May 4, 2019. Under the current agreement with BNSF, service is limited to five round-trips on weekdays and three on weekends. —Otto M. Vondrak photo

A Rail Revival
The genesis for today’s MetroTransit Northstar commuter rail dates to 1997, when the Minnesota Department of Transportation was investigating possible corridors for commuter rail. One potential route was the Red Rock Corridor, to connect Minneapolis with Hastings, operating on Canadian Pacific (former Milwaukee Road) track. A second route was the Dan Patch Corridor, running over a former interurban line (later operated by Minneapolis, Northfield & Southern) between Minneapolis and Northfield, a distance of 40 miles. The third route was the Northstar Line, operating over BNSF tracks from Minneapolis to St. Cloud, a distance of 81.8 miles. In the original plans, Northstar would be completed first as it had the highest potential for success, followed by Red Rock, and finally Dan Patch.

Plans for the Red Rock Corridor shifted from rail to bus rapid transit in 2014, which was implemented in 2016. In 2002, state legislators passed a law which banned further study of the Dan Patch Corridor, though a revised rail plan in 2010 proposed commuter rail to Mankato, operating over the winding Dan Patch Line (a former interurban) to Savage, and then switching to Union Pacific rails on a new connection. The gag order has since been rescinded, and MnDOT continues to list the Dan Patch Corridor as a “Tier 1” project to be completed by 2030.

In addition, a plan for a new higher-speed passenger service linking Minneapolis and Duluth began to gain traction in 2000. The “Northern Lights Express” was the subject of extensive feasibility studies in 2006 and 2007, and currently remains one of MnDOT’s priority projects.

ABOVE: Extra service provided for home games at Target Field helped bolster ridership. Twins fans make their way toward the stadium after disembarking from a Baseball Extra on April 12, 2010. The Twins beat the Red Sox in their season home opener. —Nick Benson photo

The Northstar Corridor Development Authority (NCDA) was formed in 1997. The route was initially designed to run between Minneapolis and Rice, Minn., just outside of St. Cloud, serving 11 stations along the way. MnDOT submitted its first draft environmental impact statement in 2000, followed by a final statement in 2002. The Federal Transportation Administration responded with its decision at the end of 2002, allowing the Northstar Line project to move forward, but without the much-needed federal funding contribution due to lower-than-expected ridership estimates. Those federal funds would have paid up to half of the initial construction costs.

In an attempt to keep the project alive, the proposal was amended to define the “Minimum Operable Segment,” which cut the plan in half to about 40 miles, terminating at Big Lake. Three stations in Rice, St. Cloud, and Becker were eliminated, and infill stations at Coon Rapids–Foley Boulevard and 7th Street in Minneapolis were “deferred.” Frequency was cut from 18 trains a day to 12. The reduced segment was identified as “Phase I,” while expansion to St. Cloud and the construction of five additional stations was referred to as “Phase II,” though without a firm schedule for completion…

Read the rest of this article in the September 2025 issue of Railfan & Railroad. Subscribe Today!

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“Competition Will Put Passenger Rail on the Right Track,” a new Discovery Institute report, “outlines a bold vision for restoring American passenger rail through competition, private sector innovation and targeted infrastructure investment.”

Co-authored by Discovery Institute Founder and Board Chair Bruce Chapman and Senior Fellow Ray Chambers, who also heads AIPRO (Association for Innovative Passenger Rail Operations), the report (download below) “argues that the time is ripe for meaningful reform.”

Chapman and Chambers note that Congressional reauthorization of transportation policy “is on the horizon” and cite “growing interest from private operators.” They propose a “Passenger Rail Authority” to “restructure the national system and open the door for public-private partnerships” with “the power to restructure passenger rail policy, much as happened with the U.S. Railway Association (USRA) beginning in 1974.” Chambers added that “the future of passenger rail is not about dismantling Amtrak. It’s about modernizing it and allowing private innovation to thrive alongside it.”

Chapman and Chambers propose eight “reform goals.” Excerpts:

1. “Restructure the US passenger rail system to ensure competition by adopting a Competitive Access Model. If the Amtrak statutory right to access freight tracks at a below-cost rate continues unaltered, the deck will be stacked against private rail competitors. Few could survive. Therefore, the old model for expanding intercity service needs to change. Over the past few years, Union Pacific and AIPRO have developed a model for passenger rail access called the Competitive Direct Access Model (CDAM). The current Amtrak statutory operator preferences over track owners, which have created a near-monopoly, would be eliminated. Access to track usage, key performance indicators and operating standards, including on-time performance, would be negotiated through legal contracts, and disputes would be settled by arbitration. Amtrak would continue to operate as a commercial entity and compete in the new passenger rail marketplace. Amtrak and private competitors would have equal access to tracks through negotiated agreements with the freight railroads… It is a frequently deployed model used to achieve commuter rail access from Florida’s Tri-Rail to Chicago Metra’s 86-mile Rockford line. It has been used on intercity service, most notably to set Amtrak access terms for the California Capitol Corridor. Federal Railroad Administration grants for new corridor projects would require competitive bidding among potential operators, or, in some cases, public justification for a sole-source selection.”
2. “Strengthen state government management of city-pair routes (routes of less than 750 miles). Following PRIIA guidelines, states should fund, as desired, any subsidies needed for city-pair routes. There are now 30 city-pair corridors, and the FRA has provided scoping funds for 69 new projects in 41e states. The fact is, only a few states, such as Washington, California and Connecticut, are adequately staffed and trained today to manage this responsibility. Accordingly, the FRA should help build capacity for state management through technical assistance and even one-time Federal-State partnership grants.”
3. “Consider Separating Northeast Corridor Train Service and Infrastructure. The Shuster Blue Ribbon Panel on Amtrak reform was under the auspices of the House Transportation & Infrastructure Committee. Its 1997 report and the 2002 report of the Statutory Amtrak Reform Council (on which Bruce Chapman was a member) made similar proposals. The recommendations were to split Amtrak into two federally owned corporations, one focused on the passenger rail operations and the other on infrastructure. This functional separation would clarify costs, improve financial transparency and facilitate targeted investments by the government for infrastructure and by private management for operations. The new Passenger Rail Authority would provide detailed recommendations to the President and Congress, and the FRA would implement the recommendations.”
4. “Reconfigure long-distance (LD) routes to optimize traffic flow and manage costs effectively. One of the principal challenges in passenger rail operations concerns the future of long-distance trains. These services are highly popular with local leaders and highly unprofitable as a general rule. If the LD network is to be stabilized and expanded a clear commitment is needed similar to highway and aviation. The public interest must be defined and stable funding provided. The current LD network has a large footprint across rural America and has significant bipartisan support… The LD network offers connectivity to underserved rural communities, granting mobility where commercial airlines do not fly and intercity buses do not operate. For the National Network it is necessary to assess social and economic benefits and then authorize subsidy levels. It is important to note [Amtrak’s] National Network is composed of two separate groups. The first is state-supported city-pair corridors … under 750 miles. The second is the LD network… For the state supported network … the states determine the economic and social benefits and provide the subsidy. For LD routes, Congress must play that role by quantifying the social and economic benefits and providing stable funding.”
5. “Establish a sustainable rail capital fund, similar to those that support roads and air traffic. This federal fund would be sufficient to build bridges, tunnels, stations, maintenance yards, bypasses, and other necessary infrastructure to expand the passenger rail network. Funding sources might include rights-of-way utility fees and transportation-oriented development “value capture” from urban development projects adjacent to new passenger rail facilities. Meanwhile, the FRA’s Federal State Partnership Discretionary Grant program should continue. Primary applicants should be states, with Amtrak and state-approved private competitors being eligible.””
6. “Institute legal reforms. Liability and indemnification processes for equitable insurance access should be made available to new private competitors. Commuter systems should be admitted to this program. Likewise, a National Equipment Supply initiative should be established to identify and meet equipment needs for the next 20 years. Environmental and other permitting should be accelerated to complete all reviews within the next two years.”
7. “Create a High-Speed Rail (HSR) Plan. The Authority should devise a plan for HSR development that includes planning, regulatory processes, and funding systems needed to build a network akin to those in China, Japan and Europe. For a plan to be real, primary funding sources must be identified. This could include a mix of federal grants, state funds, and private investment, including through transportation-oriented development… This Plan must apply ‘lessons learned’ from California’s troubled and very costly HSR project, which faces solid Republican opposition as ‘the train to nowhere.’ Pursuing a program with bipartisan support will be critical.”
8. “Assure worker rights on the intercity passenger network. Intercity rail corridor development will uphold worker rights for rail operations, as established under PRIIA, section 301. This includes labor rights during any transitions from Amtrak to new operators for operating and non-operating (rights of way maintenance and signal crews). On infrastructure construction projects, the Davis-Bacon Act’s prevailing wage requirements will apply to all federally funded projects.”

The report highlights what Chapman and Chambers call “successful private rail models such as Brightline in Florida”* and recommends “leveraging infrastructure grants to stimulate further private investment and improve service quality nationwide.”

*Mandatory redemption came due on close to $1 billion in private activity bond debt. Brightline is reissuing that debt, on Aug. 12 distributing a Series 2025B “Limited Remarketing Memorandum.” The term rate is 10%, but Brightline claims it’s “expected to yield 15% to bondholders of Series 2025A bonds.” Bondholders have also been offered a security lien on Brightline West equity. The company in July deferred a scheduled payment to bondholders, and petitioned state agency Florida Development Finance Corp., to issue up to $400 million of private activity bonds for design and planning on its Tampa extension and improving existing routes. Brightline, though, has managed to increase capacity and train frequency, which is helping increase ridership.

Rail-Right-Track-Discovery-InstituteDownload

The post Chapman, Chambers Propose Passenger Rail ‘Meaningful Reform’ appeared first on Railway Age.

MARTA

The MARTA Board of Directors on Aug. 14 appointed MARTA Chief Legal Counsel Jonathan Hunt as interim General Manager and CEO, following the retirement of Collie Greenwood on July 17, 2025.

“I am honored by this appointment and grateful to the Board for this opportunity,” said Hunt. “My experience at MARTA, the respect I have for public transit and understanding of what this Authority is capable of, along with the relationships I’ve built in metro Atlanta put me in a prime position to serve in this interim role. With the support of MARTA’s executive team and staff, I intend to immediately get to work addressing service issues and advancing projects ahead of the World Cup.”

The Board also named a strategic operational advisory group to support Hunt in his interim role. The group will be led by former MARTA General Manager and CEO Keith Parker, and its members include Metro Atlanta Chamber CEO Katie Kirkpatrick, Atlanta Regional Commission Executive Director & CEO Anna Roach, and City of Atlanta Chief Strategy Officer Peter Aman.

“We understand that selecting an internal candidate for this interim position may appear to be more of the same from MARTA and that we are content with the status quo. That could not be further from the truth,” said MARTA Board Chair Jennifer Ide. “An internal candidate with institutional knowledge, combined with the counsel and support of the advisory group will result in strategic decision-making and guidance on the search for a permanent leader, ensuring alignment in the short and long term.”

The MARTA Board of Directors has also formed a search committee that will work with an executive search firm to select a permanent GM/CEO. The ad hoc committee consists of Chair Jennifer Ide, Valencia Williamson, Al Pond, Rita Scott, and Sagirah Jones.

Hunt has worked in MARTA’s Legal Department for almost 12 years and was named Chief Legal Counsel in 2024, bringing with him decades of experience in transit, real estate, finance, corporate law, and construction management. Prior to joining MARTA, he served as Assistant City Attorney for the City of Atlanta, representing among other entities, Hartsfield-Jackson Atlanta International Airport. Hunt also serves as President of the American Public Transportation Association’s (APTA) Legal Affairs Committee and sits on the national board of APTA.

Chief Customer Experience Officer Rhonda Allen served as acting GM/CEO since June 18, 2025. “She is an invaluable member of the MARTA team and will continue to focus on a broad range of initiatives on improving the customer experience, including delivering MARTA’s new Breeze system,” the agency said.

Ports of Indiana

Global logistics industry veteran Dexter Salenda has joined Ports of Indiana as the organization’s first Foreign Trade and Economic Development Director. This position was created to expand Ports of Indiana’s Foreign-Trade Zone program and offer new services for companies dealing with challenges related to international trade and tariffs, supporting Indiana’s economic growth.

Salenda brings nearly 15 years of experience in transportation, supply chain and Foreign-Trade Zone (FTZ) sales and operations from positions with DHL Global Forwarding, DB Schenker and INzone—the Greater Indianapolis Foreign-Trade Zone operated by the Indianapolis Airport Authority.

In his most recent role, as Director of Business Development/Key Account Management for DHL’s Life Science, Healthcare and Chemical sectors, Salenda “drove significant new business growth and spearheaded multinational account strategies to enhance efficiency in temperature-sensitive pharmaceutical supply chains,” the organization said.

“Bringing Dexter on board marks a strategic expansion for Ports of Indiana in the supply chain services we provide to international businesses and the state,” said Ports of Indiana CEO Jody Peacock. “Dexter’s logistics and foreign trade industry knowledge will be essential to our organization as we try to create new value for Indiana companies through foreign-trade zones and international container shipments. His efforts will help us establish long-term partnerships with Indiana customers that are doing business all over the world—especially those that can benefit from the cost savings and operational efficiencies related to tariffs and container services.”

All three Ports of Indiana facilities are designated Foreign-Trade Zones and the organization can support the creation of FTZs at individual businesses around the state.

“It’s an exciting time to join the Ports of Indiana team and I’m looking forward to playing an important role in the organization’s overall growth,” said Salenda. “Priority number one is creating awareness and aligning customers with our FTZ benefits and expertise to grow containerized cargo business through the ports. With developable land and a growing portfolio of services, the ports are attracting interest from potential long-term partners, and I’m eager to leverage those assets and contribute to our state economy.”

Salenda is a graduate of the University of South Carolina and has been an active member of various regional economic development committees, including the Indy Chamber’s Foreign Direct Investment Steering Committee and the Comprehensive Economic Development Strategy Committee.

North American Rail Solutions

North American Rail Solutions on Aug. 14 announced that Wyatt Cox has joined the company as General Counsel, bringing extensive experience in both private practice and corporate legal environments and will play a key role in supporting the company’s continued growth and operational strategy.

“Cox is a growth-minded, solutions-oriented legal leader with a strong record of developing and scaling legal and risk functions to support organizational expansion,” the company said in a press release. “Known for his strategic approach, he has consistently implemented legal frameworks that balance risk and reward while aligning with business needs. He thrives in fast-paced, evolving environments and is recognized for his high emotional intelligence, clear communication skills, and ability to build trusted relationships across all levels of an organization.”

“We’re excited to welcome Wyatt to the team,” said Tom Lucario, CEO of North American Rail Solutions. “His ability to align legal strategy with operational goals, along with his collaborative leadership style, will be a tremendous asset as we continue to grow across North America.”

Prior to joining North American Rail Solutions, Cox served as Vice President of Legal and Compliance at BluSky Restoration Contractors. During his nearly seven years with BluSky, he played an integral role in the organization’s growth and expansion to one of the largest, most respected restoration contractors in the country. Cox led BluSky’s legal, risk, and compliance functions, as well as several other key initiatives related to M&A, ESG, the company’s charitable foundation, licensing, and corporate governance.

“North American Rail Solutions is at an exciting and transformative point in its growth, and I’m thrilled to join the team at such a pivotal time to continue driving innovation in the railroad services industry and shape the next chapter of company’s already remarkable story,” Cox said. “I look forward to working alongside our talented people to build on the company’s strong foundation and help position the business for long-term success.”

The post People News: MARTA, Ports of Indiana, North American Rail Solutions appeared first on Railway Age.

Intermodal chassis equipment provider and pool manager TRAC Intermodal has launched TRAC GeoFleet, described as “a smart chassis solution that provides customers with guaranteed chassis availability, usage-based billing through geofencing capabilities and GPS tracking.”

Available nationwide, TRAC GeoFleet, the company said, “gives customers control over a private, on-demand chassis fleet stored at their location. They pay only for the chassis when they use it. Railroads, motor carriers, ocean carriers, BCOs (beneficial cargo owners) and NVOCCs (Non-Vessel Operating Common Carriers) can choose the size and type of TRAC chassis they want and store it on their property, under a flexible term lease model. Billing doesn’t begin until chassis depart the geofenced area around their facility. Customers benefit from guaranteed chassis availability, instant access when needed and reduced uncertainty during market shifts. GPS-equipped chassis give customers full visibility and control to optimize the use of their equipment. Usage-based billing aligns with demand. Guaranteed chassis availability reduces delays, while GPS tracking provides real-time visibility to optimize planning. By eliminating last-minute sourcing and mitigating market volatility, TRAC GeoFleet offers customers predictable, cost-efficient chassis availability.”

“As the largest marine and specialty chassis provider and pool manager in the U.S., TRAC continues to redefine our category by developing smart, on-demand fleet solutions that best fit the evolving needs of our customers,” said Daniel Walsh, President and CEO of TRAC Intermodal. “Our customers can now operate with guaranteed access to TRAC’s trusted equipment and advanced visibility tools, while paying only for what they use.”

The post New From TRAC Intermodal: GeoFleet ‘Smart Chassis Solution’ appeared first on Railway Age.

LACMTA

Zephyr Rail on Aug. 14 reported being selected by the LACMTA Board for a $50 million Construction Management Support Services contract, the largest single contract in the firm’s history. This multi-year contract, it said, marks a milestone, “significantly expanding its role in delivering critical transportation infrastructure projects for one of the nation’s largest transit agencies.”

According to Zephyr Rail, it will provide comprehensive construction management services for LACMTA’s capital projects, ensuring that projects are “completed on time, within budget, and to the highest standards of safety and quality.”

“This award is not only a testament to our technical expertise, but also to the dedication and talent of our entire team,” said Jackie Patterson, CEO of Zephyr Rail, and proposed Project Manager. “We are honored by Metro’s [LACMTA’s] trust and excited to contribute to projects that will improve mobility, safety, and sustainability for the region’s communities.”

Zephyr Rail earlier this year was awarded a contract by the LOSSAN Rail Corridor Agency to provide preliminary engineering and design services for the Ortega Siding project in Carpinteria, Calif.

Metrolinx

Ground has been broken for the second tunnel launch shaft near the site of the future Gerrard Station on the Ontario Line subway, the Ontario government reported Aug. 14 (see map below).

(Map Courtesy of Metrolinx)

From the launch shaft, tunnel boring machines will travel north, digging 1.86 miles (3 kilometers) of twin tunnels underneath Pape Avenue. The launch shaft will eventually serve as the tunnel portal, where Ontario Line trains will move from above-ground tracks to the underground tunnels. Gerrard Station, located just south of the launch shaft and future portal, will put nearly 12,000 people within walking distance of the Ontario Line, with more than 3,000 riders expected to use the station during rush hour each day.

“After breaking ground on the Ontario Line’s first tunnel launch shaft at Exhibition Station late last year, we’re here at Gerrard and Carlaw creating another starting point for the project’s second set of tunnels,” Metrolinx President and CEO Michael Lindsay said. “These tunnels will run underneath Pape Avenue and create a direct connection to the TTC’s Pape Station, which will help reduce crowding on the busiest section of Line 2 by 21% during rush hour. To put it another way, there will be 6,000 fewer people at Bloor-Yonge Station during the busiest travel hour of the day thanks to the Ontario Line.”

When complete, the Ontario Line will be a 9.7-mile (15.6-kilometer) stand-alone subway with 15 new stations. It will run from Exhibition Place, through the downtown core, and connect to the Line 5 Eglinton at Don Mills Road. It will offer connections to more than 40 other travel options along the way, such as the TTC’s Line 1 and Line 2, three GO Transit rail lines, and the Eglinton Crosstown LRT.

The Ontario Line is being delivered through several procurement contracts:

1. Rolling Stock, Systems, Operations and Maintenance (RSSOM)
2. Southern Civil, Stations and Tunnel
3. Pape Tunnel and Underground Stations
4. Elevated Guideway and Stations

Separately, Infrastructure Ontario and Metrolinx earlier this month awarded a C$1.4 billion contract for the Yonge North Subway Extension project in Toronto.

Metra

Today, Metra CEO/Executive Dir. Jim Derwinski and Chief of Staff/Dep. Exec. Dir. of External Affairs Janice R. Thomas were joined by Jessica Vasquez, Cook County Commissioner 8th District… pic.twitter.com/zmYOPZf3NB

— Metra (@Metra) August 14, 2025

Metra, along with local officials, celebrated completing a $39.5 million project to replace a railroad bridge (circa 1899) over Milwaukee Avenue on the North Side of Chicago and to reconstruct the adjacent Grayland Station.

Replacing the aging bridge “was critical,” Metra said, because it provides a link in the regional and national rail network, serving Metra and Amtrak intercity passenger trains and Canadian Pacific Kanas City and Wisconsin Southern freight trains, and it had become a source of operational delays due to its “deteriorating condition.” The replacement project included new abutments, columns, and precast retaining walls, eliminating slow zones and reducing maintenance-related service disruptions.

In addition, the Grayland Station, just south of the bridge, was upgraded. It now features longer platforms, ADA-compliant ramps and stairs, new warming shelters with on-demand heating on each side, a modern public address system with visual information signs, and improved lighting and platform furnishings.

The project was funded with $16.5 million from the Federal Transit Administration, $17.8 million from the Federal Railroad Administration, $2.3 million from Canadian Pacific (which merged with Kansas City Southern in 2023), and $2.9 million in other Metra funding. IHC Construction Companies of Elgin handled the construction.

“We know this work was disruptive for our riders, local drivers, and residents of the nearby community, and we would like to thank them for their patience and understanding while we replaced this critical infrastructure,” said Metra Executive Director/CEO Jim Derwinski, who will be a speaker at the 2025 Railway Age/RT&S Women in Rail Conference. “We now have a bridge, and a comfortable and functional new station, that will serve them for many years into the future.” 

Further Reading:

• Metra’s MACs: From Freight Haulers to Commuter Service
• Metra Awarded $104MM for Station Upgrades, Switchers
• Alstom Opens Plant 4 Manufacturing Facility in Hornell, N.Y.

Sound Transit (Sound Transit Photograph)

Sound Transit has launched the next phase of Sound RideGuide beta testing. This new trip planning tool is slated to make regional travel easier, more personalized, and more accessible—no matter which agency operates the service. The web-app, Sound Transit said, will allow riders to plan a journey using a mix of transit, biking, micromobility (bike and scooter share), and drive to transit (Park & Ride). They can mix and match modes to find the most convenient route for their needs. The web-app also will offer personalized alerts. Riders can create an account to save their favorite trips, receive real-time alerts about delays or cancellations, and choose how to receive alerts (email, SMS, or push notifications via the mobile app).

(Sound Transit Photograph)

According to Sound Transit, Sound RideGuide will integrate fare information, so riders can see their total fare upfront (includes cash, ORCA, and reduced fare options, and calculates transfers for multi-leg trips). Additionally, it is available in eight languages: English, Spanish, Korean, Vietnamese, Chinese (Simplified & Traditional), Russian, and Tagalog.

Riders can turn on Accessible Routing to get: 

• Routes optimized for those who use mobility devices. 
• Accessibility information for sidewalks, stops, and vehicles.
• Color-coded results: wheelchair accessible (Green); accessibility unknown (Blue); and not wheelchair accessible (Red).

They can also:

• Quickly compare trip options with filters for duration, arrival/departure time, walk time, and cost, and choose the trip that works best for their schedule and preferences.
• View current schedules for all transit routes across the region and get real-time trip results based on the latest real-time data.
• View shared stops. According to Sound Transit, transit stops used by multiple agencies are now easier to determine with combined stop locations on the map and agency logos shown for each stop.

Separately, Sound Transit Board on July 24 approved plans that will support an earlier than expected opening of the Federal Way Link Extension, now projected to begin operating as soon as winter 2025.

CTDOT (CTDOT Photograph)

CTDOT on Aug. 14 released a Request for Proposals (RFP) seeking redevelopment proposals for the Stewart B. McKinney Stamford Transportation Center (STC), which it said marked “a major step in its initiative to reimagine the STC as a modern, multi-modal transportation hub integrated with vibrant transit-oriented development.”

Interested development teams are invited to submit their proposals for the Stamford Transportation Center redevelopment by the Dec. 5, 2025, deadline. CTDOT said it plans to select up to two teams and execute pre-development agreements by Feb. 27, 2026.

The 11-acre STC site, currently serving more than 5.5 million annual MTA Metro-North commuter rail, Amtrak intercity passenger rail, and bus riders, “is in need of comprehensive upgrades and reconfiguration to meet the demands of a growing population and future transit expansions, including anticipated service increases from Metro-North and Amtrak,” CTDOT said.

“Redeveloping the Stewart B. McKinney Stamford Transportation Center is a once-in-a-generation opportunity to create a vibrant transit hub that meets Stamford’s growth and the evolving needs of travelers,”  CTDOT Commissioner Garrett Eucalitto noted. “By reimagining this property, we can deliver new housing, enhanced transit amenities, and commercial and retail spaces that will serve residents and visitors for decades to come.”

Developers interested in responding to the RFP may review full details and submission requirements on the Connecticut Department of Administrative Services (DAS) CTSource Bid Board (Project Solicitation Number STCTOD8.14.25) and contact CTDOT at DOT.TOD@ct.gov for further information.

Separately, CTDOT recently released its second-annual Customer Experience Action Plan Progress Report.

The post Transit Briefs: LACMTA, Metrolinx, Metra, Sound Transit, CTDOT appeared first on Railway Age.

ITS Logistics, a Nevada-based third-party logistics (3PL) firm, releases each month an index forecasting port container and dray operations for the Pacific, Atlantic and Gulf regions; ocean and domestic container rail ramp operations are also highlighted for both the West and East inland regions.

(ITS Logistics)

“As tariff negotiations continue, industry professionals can anticipate surges in export volumes to follow agreements between the US and other countries as shippers work to meet pent-up demand,” said Paul Brashier, Vice President of Global Supply Chain for ITS Logistics. “This should increase freight costs, especially in the spot market. While export volumes continue to be challenged, inbound volumes are still strong as front-loaded goods and retail peak shipments arrive in preparation for the fourth quarter. Day-side congestion at the terminals is also being reported, and empty termination availability is challenging.”

The agreement reached between the U.S. and China back in May to roll back tariffs and implement a 90-day pause for the continuation of negotiations “was expected to have immediate effects on global shipping and transportation markets,” according to news sources. “The matter was creating global economic disruption, and transportation rates were expected to surge as importers rushed to leverage temporary tariff reductions. Both capacity and rate changes were also expected to escalate quickly.”

Now, with new tariffs placing pressure on international trade, the National Retail Federation’s (NRF) Global Port Tracker report—released this month—confirmed that import cargo volume at the nation’s major container ports “is forecasted to end 2025 at 5.6% below 2024’s volume.” Overall, the preliminary data depict just how great an impact both the current administration’s trade policy and existing tariffs are having on the supply chain. Furthermore, according to the report, “tariffs are increasing consumer prices, but due to fewer imports being received, businesses will eventually experience fewer goods on shelves, with small businesses especially struggling to remain open altogether.” In July, total retail sales, excluding automobiles and gasoline, were up 1.45% seasonally adjusted month over month and up 5.89% unadjusted year over year in comparison to June, with consumers increasing spending habits in anticipation of future price hikes and potential shortages.

This past June, the Port of Los Angeles handled 892,340 Twenty-Foot Equivalent Units (TEUs) of cargo, which was 8% more than last year, making it the busiest June in the 117-year history of the port. June 2025 loaded imports amounted to 470,459 TEUs (10% more than 2024) and loaded exports landed at 126,144 TEUs (a 3% improvement from 2024). A total of 295,746 empty container units were also processed, a 7% increase over last year.

Paul Brashier, Vice President of Global Supply Chain, ITS Logistics (ITS Logistics Photograph)

“Volumes should subside as we approach September, except for infrastructure and project freight. With the newly passed congressional bill, companies should increase those activities through 2025 into 2026,” said Brashier, who went on to confirm that industry professionals “should also pay close attention to the financial health of their trucking partners,” citing recent closures of major West Coast drayage providers.

Last month, both T.G.S. Logistics and GSC Logistics closed after serving shippers for nearly four decades. The two well-respected companies cited the current state of the market for their decision to end services, and they will be missed by supply chain communities across the nation, especially that of the Port of Oakland, ITS said.

The post ITS Logistics Issues August US Port/Rail Ramp Freight Index appeared first on Railway Age.

The Women in Rail 2025 Conference, presented by Railway Age and RT&S, will feature a panel of railroaders covering how having a background in the military adds to their success in leadership roles across the freight and passenger rail industry. These panelists will speak to hiring practices, talent development for veterans, and more.

“Railroading’s Heroes” is one of many dynamic sessions scheduled for the third-annual in-person Women in Rail Conference, taking place in Chicagoland on Oct. 15-16. It will also include a celebratory luncheon for the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award honorees, and the chance to network with a wide-reaching group of like-minded professionals. All this will take place at a new, larger venue: the Hyatt Regency Schaumburg. Plus, don’t miss a special tour of Canadian Pacific Kansas City’s (CPKC) Bensenville Yard.

I’m excited to see the incredible range of perspectives and experiences other leaders bring to the rail industry. I’m really looking forward to hearing stories of leadership, innovation and resilience of those who pave the way for the next generation. – Quilesha Hodges, BNSF

Meet ‘Railroading’s Heroes’ Moderator: James T. Riley, President, Railway Supply Institute

James T. Riley will moderate this “fireside chat” on how veterans play a key role in the railroad industry. Since March 2025, he has served as President of the Railway Supply Institute after spending more than 20 years in the trade association sector. Previously, Riley served as Interim President and CEO at the National Waste & Recycling Association and Senior Director of Government Affairs at the National Stone, Sand & Gravel Association. In these roles, he has advanced industry advocacy and played a part in supporting key legislation. For his efforts, Riley was awarded the American Society of Association Executives’ 2021 Summit Award for Advocacy.

Jean Savage, CEO and President, Trinity Industries, Inc.

Jean Savage has served as CEO and President of Trinity Industries, Inc., since February 2020 and on its Board of Directors since 2018. A U.S. Army veteran, Savage served for nine years as an Army Reserve Intelligence Officer. In this fireside chat, Savage will speak to her experiences as a veteran and her career in operations and engineering.

Currently, Savage sits on the board of many organizations, including Parker Hannifin, the National Association of Manufacturers, the Manufacturers Alliance for Productivity and Innovation, and the United Way of Metropolitan Dallas, as well as the Texas A&M University Manufacturing and Mechanical Engineering Technology (MMT) External Advisory Committee. Previously, Savage held many manufacturing and engineering positions at Parker Hannifin Corporation and served as Vice President of the Surface Mining & Technology Division of Caterpillar Inc. 

Quilesha Hodges, Asst. Terminal Superintendent, Women’s Network Mentorship Chair, BNSF

Quilesha Hodges spent 14 years in the U.S. Navy and joined BNSF through the Experienced First Line Supervisor program in May 2011. She worked in BNSF’s Mechanical shop in California where she oversaw 35 employees in locomotive maintenance. Soon after, she was promoted to a terminal trainmaster position in San Bernadino to work in overseeing terminal operations. Now, Hodges is assistant superintendent at Phoenix/Glendale/El Mirage, Ariz. 

Hodges is serving a 2nd term as the Mentorship Chair for the BNSF Women’s Network where she supports the growth and advancement of men and women across the organization.

In the Railroading Hero’s session, I hope to address the importance of leading with both vision and empathy. Taking a deep dive into how the best leaders not only drive for results but also create a culture where people feel valued and empowered. – Quilesha Hodges, BNSF

Jim Derwinski, CEO and Executive Director, Metra

Jim Derwinski spent six years in the U.S. Navy as an electrician in America’s nuclear submarine fleet. In 1993, he began his career in rail with Chicago & North Western Railroad. Now, Derwinski leads Metra as its CEO and Executive Director where he oversees transportation initiatives including updating its fleet of railcars, increasing transit affordability and accessibility, and contracting to deliver the first all-battery passenger equipment in the U.S. 

Derwinski is an advocate of public transportation, serving on the American Public Transportation Association Board of Directors, the MxV Rail Board of Directors, and the Passenger Rail Advisory Committee for the Surface Transportation Board, and is Chairman of the Illinois High Speed Rail Commission. Derwinski is also a founder of the Commuter Rail Coalition and was named one of Railway Age’s “Influential Leaders” in 2021.

Herman E. Crosson, Chief Safety and Compliance Officer, Anacostia Rail Holdings

With more than 35 years of military service and 26 years of rail industry experience, Herman Crosson brings his expertise to this “fireside chat.” In May 2022, Crosson joined Anacostia Rail Holdings as its Chief Safety and Compliance Officer. 

Before retiring from the service, he served as the Brigade Commander of the 59th Troop Command Brigade, South Carolina National Guard. He holds a BS from Excelsior College, an MBA from Liberty University, and an MSS from US Army War College. Crosson has held various positions with CSX and Patriot Rail Company as VP of Safety, Training, and Regulatory. He received the American Short Line and Regional Railroad Association’s (ASLRRA) Safety Professional of the Year award in 2021 and 2025 and serves on the association’s Environmental Committee and as Chairman of its Sustainability Sub-Committee.

About Railway Age / RT&S Women in Rail 2025

These “Railroading’s Heroes” panelists will be joined at the 2025 Women in Rail Conference by a diverse group of railroaders with a shared commitment to our industry’s future. Among them: Annie Adams, Chief Human Resources Officer, Norfolk Southern; Jennifer Hamann, EVP & Chief Financial Officer, Union Pacific; Sarah Watterson, President, Brightline West; Jenni Benton, SVP Commercial, Patriot Rail; Vianey De la Mora, Director General, Mexican Railway Association (AMF); Kari Gonzales, President & CEO, MxV Rail; Henrika Buchanan, SVP, National Practice Consultant, Transit & Rail Market Sector, HNTB; Paul Hubler, Chief Strategy Officer, Metrolink; Cherise Myers, Director-Workforce Development, American Public Transportation Association (APTA); and many more.

Speakers will offer their candid thoughts on topics ranging from marketing yourself to ESG and new technologies.

Supporting Organizations

Industry support for the 2025 Women in Rail Conference is already strong, including sponsorship from: AITX, GATX, TrinityRail, CN, CPKC, RailPros, R. J. Corman, API, Genesee & Wyoming, The Greenbrier Companies, UTLX, Progress Rail, Patriot Rail, Union Pacific, The National Association of Railway Business Women, and The League of Railway Women.

Learn More

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

View the agenda and confirmed speakers, plus take advantage of the early bird rate for Railway Age / RT&S Women in Rail 2025 >>

As a reminder, the last chance for early bird rates is August 15th!

Don’t Forget

Through Oct. 2, Railway Age is accepting nominations for its 2025 Women in Rail Awards program, which will honor 25 trailblazers for their achievements in our November issue and at the 2026 Railway Age / RT&S Women in Rail Conference. These outstanding railroaders will be selected based on their leadership, vision, innovation, and accomplishments. This award celebrates female leaders in rail and pioneers with a track record of breaking down barriers and helping to create industry opportunities for women. Entries will be judged by Barbara Wilson, Senior Advisor at Railroad Financial Corporation, and Catherine Rinaldi, Executive Vice President of Gateway Development Commission, with input from the Railway Age staff. Both Wilson and Rinaldi will participate at the 2025 Railway Age / RT&S Women in Rail Conference.

Submit your nomination now >>

The post ‘Railroading’s Heroes’: Military Veterans Share Successes at WIR 2025 appeared first on Railway Age.

Parks, of all people, would know.  

The transportation planner was a formative force in the Bay Area punk scene, particularly from the mid-1980s through the 1990s. This was an inflection point for punk, with bands like Green Day, Neurosis, and the Offspring making the leap from tiny scene venues to sold-out concert halls and stadiums.  

These iconic bands have at least two things in common. All of them are graduates of one of the most legendary punk venues of all time – 924 Gilman Street in Berkeley, often called Gilman by the punk community – and Parks played an early role in their success. 

Parks cofounded 924 Gilman – an all ages, collectively organized nonprofit music venue still going strong today – in 1986 as part of the MaximumRockNRoll ‘zine and collective spearheaded by Tim Yohannan. Getting the venue off the ground required wading through the leasing and zoning process, attending city hall meetings, and speaking with officials. The experience was Parks very first taste of urban planning, and it would come to serve her professionally many years later.  

So, Green Day…well, Parks was their first-ever band manager. Neurosis and the Offspring? She booked their first two national tours. The Offspring were the first to bring her on tour as their road manager, the first of many tour managing roles she did for multiple bands. 

When she wasn’t uplifting other bands, Parks was drumming for Cringer, the Gr’ups, Naked Aggression, and the aptly named Kamala & The Karnivores. If you saw the recent film Freaky Tales, you might have spotted a Kamala & The Karnivores patch stitched on the back of star Ji-young Yoo’s jacket.  

“Parks is a networker of East Bay punk,” a 2017 profile of her proclaimed, noting that she unknowingly designed “what would become a blueprint for DIY scenes worldwide.” 

A recent photo of Kamala Parks at Lake Merritt Station.  

In sum, Parks is a punk legend.  

Many of her BART coworkers have absolutely no idea. Rather, they know Parks from her planning efforts, like her work on BART’s Transit-Oriented Development, her leadership on projects like Safe Trips to BART, and her role as the Station Area Planner from Orinda to Antioch. 

“Some folks are surprised I’m a punk rocker. They say I don’t look like one,” Parks said. “But I don’t have to look it. It’s my people, it’s a way of being in the world.”  

And transit, she said, is decidedly punk.  

“When you’re a punk, you love efficiency, sustainability, democracy,” she said. “Transit fulfills all these things.” 

Parks brings the spirit of punk to the workplace. When you’re a punk, if there’s an obstacle, you find a way to work around it. Low on resources? Figure it out. And most importantly, never take anything at face value, always question the status quo.  

“As a planner, I’m constantly asking myself things like, is there a reason this is the way it is? Can we revisit this? Reimagine it?”  

It’s a helpful vantage point for someone in her line of work. Crudely put, planners assess the present to construct the future. There’s a synergy with planning and punk, the music and movement known for holding a magnifying glass to the world and asking, “Why does it have to be like that?” 

“You don’t buy into the mainstream narrative as much when you’re a punk,” Parks said.  

Kamala Parks, pictured front right, circa late 1980s/early 1990s at a backyard gig in Pinole. Credit: Murray Bowles

Parks’ career was the least of her concerns as a free-spirited teenager growing up in Berkeley.  

“I was not exactly an ambitious kid,” she said. “When I was young, I wanted to be a cashier. They seemed to know everything – the price of an apple, the cost of a can of corn. This was way before the scanner. You had to enter all the prices manually! But as soon as the scanner rolled out, my dream was quashed.”  

Parks described her teenage years as “directionless.” She was a mediocre student at Berkeley High School, didn’t have a lot of friends or grand ambitions.  

What she did have was music. Parks recalled the summer before 11th grade when her dad left her in the care of one of his students from Diablo Valley College while he was on sabbatical in Europe. He gave the college kid $500 for Parks’ care and keeping. Not long after dad hit the road, the young woman and her boyfriend decided to spend the summer in Mexico, leaving Parks to fend for herself.  

“I came home from school one day and no one was home. But she had left the money on the table,” Parks recalled. “I immediately went to Telegraph [Avenue] and bought records and a Walkman. Needless to say, I spent that $500 in a very short amount of time.”  

“Music,” she went on, “was the thing that saved me as a kid. I cared about it so much, and I was beginning to have this incredible community in the punk scene full of very smart, supportive people.”  

But she had a bone to pick with Berkeley: All the cool live music venues in town were 21 and over. So 17-year-old Parks wrote a letter to the city council more or less asking, “What gives? There’s nothing for young people to do in this city. Why aren’t there any all-ages music venues?” 

That was the genesis of the idea that would eventually give birth to 924 Gilman.  

Left: Kamala and The Karnivores Girl Band EP, originally released on Lookout Records in 1989. Right: Kamala and The Karnivores second record, Vanity Project, released in 2018. 

Flash forwards a couple of years, and Parks and her cofounders are sitting in a city council meeting, ready to make the case for their venue.  

“The lightbulb did not go off that this sort of work was what I should be doing, not at all,” Parks said of urban planning. “I thought the city was being silly, asking things like, ‘Where will people park?’ And I said, ‘Parking? Who cares about parking!’”  

Parks argued that the industrial area already had ample street parking, and most people would carpool or use transit. The majority of her friends didn’t own cars.  

“We ended up rezoning the building for an entertainment permit,” she said. “At the time, it seemed like a bunch of hooey that we couldn’t have our club immediately. There was so much hoop jumping. I was definitely not inspired to pursue urban planning.” 

But there was a lesson in all of it.  

“The wonderful thing about youth is you’re not weighed down by past experiences that tell you what is and isn’t possible,” she said. “Fresh, questioning eyes are an asset.”  

After Parks “barely” graduated high school, she worked at the Peet’s Coffee and Tea warehouse and other blue collar or service jobs to prioritize and fund the unpaid efforts of touring, booking tours and shows, playing music, and volunteering at Gilman. However, part-time studying at community colleges eventually led to her getting a math degree from a four-year college. Unsure of what to do next, she got her teaching credential. 

“Teaching was brutal,” she said. “I have so much respect for teachers. That is the hardest job I’ve ever had.” 

Before getting the credential, Parks had taken a few urban studies classes at San Francisco State and realized, “This is it! This is what I want to do!” 

But Parks wasn’t sure she wanted to spend more time in school to get a second bachelor’s degree. And though she loved the field, she was sick of being poor and just wanted to start working. 

Her stint as a teacher lasted about two years, and Parks took some time to regroup working as a project assistant at a construction management company. While there, she discovered the urban studies flame still flickered inside her.  

Parks eventually decided to enroll in a grueling program at UC Berkeley, where she got two master’s degrees, one in civil engineering and one in city and regional planning.  

She went on to work in consulting and for the City of Berkeley. BART, however, was always the dream.  

Kamala drumming with Kamala and The Karnivores in 2017. Credit: Jonathan Botkin.  

“BART has a very special place in my heart and has been crucial to many aspects of my life,” she said.  

In 2018, after applying for years to any position she was qualified for, Parks finally got the call that she was selected for a planner role.  

She’s never looked back. 

“There is rarely a day I wake up and say, ‘I don’t feel like going to work today,’” she said. “I just feel so lucky.”  

Parks wishes she had discovered transportation planning earlier. Growing up, she never thought of it as a profession or really knew that the field existed at all. Now, she’s doing her part to amend that for the next generation.  

“A few years ago, I went back to Berkeley High School for a lunch session called ‘How did you get that cool job?’ where I met with seniors and talked about what I do,” she said. “I wish someone had done that for me!”  

Through it all, the punk community has remained a constant force in her life. And she’s still involved with 924 Gilman, not as a booker or board member anymore, but as an attendee and an as-needed advisor. To this day, the venue hosts more than 20 nights of performances a month, often with bills consisting of five to six bands.  

Parks left an indelible mark on the Bay Area punk scene, and now, as a planner for BART, she gets to leave a different sort of legacy behind.  

“Planners come up with the ideas that spur improvements to connect communities,” she said.  

And that’s a through line in her life. Whether its music or street improvements, she wants more than anything to facilitate connections– to other people and to the spaces in which they gather. 

The post Transit is Punk: Kamala Parks Went From Cofounding 924 Gilman Street to Urban Planning at BART appeared first on Railway Age.

They laced up, volunteered and showed what it means to play with purpose. Hockey Helps the Homeless, sponsored by CN, raised an incredible C$7.8 million for local organizations fighting homelessness across Canada through a series of friendly hockey tournaments.

Our inaugural season has been an incredibly positive experience. This partnership is yet another way CN shows its commitment to communities across our network—and beyond. Together with Hockey Helps the Homeless, we’re working toward a vision of Canada where everyone has a safe place to call home.

–Olivier Chouc, CN Senior Vice-President and Chief Legal Officer

Team CN showed up in full force: 162 players and 46 volunteers across eight cities stepped onto the ice alongside former pro-players, all united by one goal: to help shutout homelessness.

John Mazzei, CN National Account Manager, Bulk, who played hockey in his youth, was all-in at the tournament in Calgary. “It was a fantastic day of hockey! Playing alongside teammates and against opponents who were all united in the same cause created an incredible atmosphere,” says Mazzei, who got to play left wing on a line with former Montreal Canadien Brian Skrudland, who brought in his Stanley Cup ring for people to try on.

We each have a responsibility to show up for our communities and Hockey Helps The Homeless offered a chance to contribute in a meaningful and focussed way,” says Camila. “Seeing the genuine camaraderie between athletes, volunteers, and community partners –people from all walks of life – who were there with their families, was the best part.

–Camila Andrea Sanchez, CN Junior Coordinator, Legislative Affairs

The hockey events were made successful thanks to the efforts of many volunteers, including an enthusiastic group of CN pensioners, employees and their families in every participating city. Camila Andrea Sanchez, CN Junior Coordinator, Legislative Affairs, volunteered at the Montreal tournament, welcoming players, helping coordinate team logistics, and supporting the teams throughout the day. “Homelessness is not something people choose—it can happen to anyone. It has many faces, and it doesn’t define a person’s worth. Everyone deserves compassion. Everyone deserves a second chance—and a safe place to call home,” says Sanchez.

About Our Partnership

In 2024, CN became the new Premier National Partner of Hockey Helps the Homeless, beginning with the 2024–2025 season, to raise awareness and support for people experiencing homelessness through education, fundraising, and partnerships with solution-focused local shelters and services.

The stories shared, the connections made, and the collective energy dedicated to helping others truly exemplified the best of our hockey community. It was a great reminder of how sport can be a powerful force for unity and positive change.

–John Mazzei, CN National Account Manager, Bulk

Currently, there are 300,000-plus unhoused people each year in Canada, though this figure is likely underreported. In 2023-2024, the organizations benefiting from HHTH tournaments provided over 2.7 million meals and 1.8 million nights in beds across the country, among many other vital services. Support from CN will enable HHTH to expand into new markets and to deepen support in existing markets, allowing more lives to be impacted.

(CN Photographs) This story first appeared on the CN website.

The post CN: Playing With Purpose appeared first on Railway Age.