Prototype News

MARS

The MARS Winter Meeting set a record with more than 980 attendees and included the introduction of the 2025 Executive Committee.

Elected officers are President, Steve Blinn; First Vice President; Luke Jones, GATX Corporation; and Second Vice President, Monica Freeman, CHS, Inc. The Immediate Past President is Matt O’Kray.

“I am honored to move into my new role,” says Blinn. “Over the years MARS has evolved with the changing market to become a leading venue for railroads and shippers to work together in open and constructive relationships. Our upcoming Summer Meeting promises more productive communications at one of the Midwest’s premier meeting locations.”

New members of the MARS Executive Committee are:

• Elie Dakhoul, Senior Manager, Contracts & Compliance, CN
• Kristin Dixon, Director, Rail Operations, Third Coast Commodities
• Bess Jones, Director Sales, Union Pacific
• Shelly Nowlin, Director Transportation & Logistics, Grain Craft
• Aaron Williams, Senior Sales Manager, Ag & Food, CSX

The next gathering will be the Summer Meeting on July 8-9 and will be held in conjunction with the MARS Scholarship Golf Outing at the Grand Geneva Resort in Lake Geneva, Wis. To accommodate the Independence Day holiday weekend, the golf outing is scheduled for Tuesday 7/8, and meetings will occur on Wednesday 7/9 this year. More information is available here.

SLSI

The SLSI on Feb. 24 announced the promotion of Jill Medeiros to Chief Administrative Officer.

“Over the past decade, Jill has strengthened and enhanced the processes that ensure SLSI operates at an exceptionally high level. From managing an expanding grant portfolio and improving team onboarding, to overseeing our accounting and auditing functions and coordinating workflow with legal counsel, her contributions have been both wide-ranging and invaluable. There is virtually no process within the organization that has not benefited from Jill’s insight, leadership, and execution,” said Tom Murta, Executive Director, SLSI. “In addition, Jill’s grant management expertise is consistently recognized by our funding partners as best in class. This well-deserved promotion reflects both the significant contributions she has made to the organization and the expanded scope of her leadership.”

Reporting to the Executive Director, the Chief Administrative Officer will be responsible for compliance with the Federal Code of Regulations, part 200 and the entire lifecycle of federal grant awards, from application to close-out. In addition, Medeiros will oversee the day- to-day operations of the SLSI, including developing and improving policies and procedures to ensure smooth operations, financial reporting, and grant compliance.

“The Short Line Safety Institute provides a critical service to the industry by focusing on improving railroad safety through strengthening safety culture. It has been a pleasure to be part of a team that has impacted more than 25,000 railroaders through Safety Culture Assessments and supported 1,000 organizations with Hazardous Materials Training. I look forward to continuing to advance our impact,” said Medeiros.

SJRRC

The SJRRC Board of Commissioners has re-elected Lodi City Council Member Lisa Craig-Hensley as Chair and Ripon City Council Member Leo Zuber as Vice Chair.

During her tenure as Chair, Craig-Hensley has played a key role in enhancing multimodal connectivity, and advocating for transportation investments that improve mobility, economic opportunity, and environmental sustainability across the region, SJRRC noted. As Chair, she will continue to guide the Commission’s strategic direction, regional partnerships, and advancement of passenger rail service throughout the San Joaquin Valley and Northern California.

“I am honored to continue serving the communities of the San Joaquin Valley and Northern California,” said Chair Craig-Hensley. “Our Commission remains committed to delivering safe, reliable, and accessible rail service while planning responsibly for future growth.”

As Vice Chair, Zuber will continue serving in his leadership role at the Commission, supporting Board priorities and Commission oversight and helping advance board priorities focused on enhanced connectivity, expanded special event service, and identifying opportunities to improve passenger access.

“I appreciate the opportunity to continue working with my fellow Commissioners and staff,” said Vice Chair Zuber. “Together, we will keep advancing transportation solutions that connect residents to jobs, education, and opportunity.”

The re-election of Chair Craig-Hensley and Vice Chair occurred by unanimous votes of SJRRC’s Board of Commissioners at its Feb. 6, 2026, meeting.

“Chair Craig-Hensley and Vice Chair Zuber bring exceptional experience, dedication, and regional understanding to the Commission,” said SJRRC CEO Chris Orlando. “Their leadership has been instrumental in expanding access to rail, improving reliability, and strengthening collaboration with our partner agencies. We are grateful for their continued service.”

The post People News: MARS, SLSI, SJRRC appeared first on Railway Age.

Starting this spring, Rogers Business customers will be able to “seamlessly track critical assets like trailers, containers and equipment across the country, whether they’re connected to our 5G+ network or in areas where traditional cell coverage is not available,” Rogers Business President Tom Turner said.

GO Anywhere Plus hardware from Geotab, which has headquarters in Oakville, Ontario and Atlanta, Ga., will be powered by Rogers Satellite to extend the visibility of assets “where traditional cell coverage is not available, giving Rogers Business customers near real-time location of critical assets wherever they operate,” according to Rogers Communications Canada Inc.

Applications include fleet and asset tracking along remote highways and rail corridors, as well as powering automated sensors for sectors like forestry and mining.

Only 18% of Canada is covered by traditional wireless networks, the Canadian communications and entertainment company said. “Using low-earth orbit (LEO) satellites and Rogers national wireless spectrum, Rogers Satellite enables existing IoT devices to switch seamlessly between Rogers wireless network and satellite-to-mobile service, keeping IoT devices connected in some of the most remote regions of the country,” it explained.

“Working with Rogers and their coast-to-coast IoT satellite-to-mobile coverage allows us to deliver an asset tracking solution to Canadian businesses that performs where other cellular networks cannot,” Geotab CEO Neil Cawse said. “This partnership provides our customers with the visibility and confidence they need to manage their most important assets, regardless of where they operate.”

Further Reading:

• GBXLE, Amsted Team on Condition-Based Maintenance Initiative
• For European Railcar Lessor, New Load Health, Tracking Tech
• Telematics: Slow, But Steady
• Amsted Recognized as ‘RailPulse Certified Vendor’

The post Rogers, Geotab Team on Asset Tracking in Canada appeared first on Railway Age.

What Happened?

On Feb. 5, 2024, a CPKC freight train was proceeding westward on the Brooks Subdivision (see map, top) when a train-initiated emergency brake application occurred, according to the TSB, which is an independent government agency that investigates air, marine, pipeline, and rail transportation occurrences, and like the National Transportation Safety Board in the United States, aims to advance transportation safety and does not assign fault or determine civil or criminal liability. Upon inspection, it was determined that the trailing head-end locomotive had derailed, as well as the first 17 intermodal railcars; there were no injuries reported, and no dangerous goods were released, the TSB said.

Cars derailed in an accordion fashion (Caption and Photograph Courtesy of TSB) Investigation Findings

“The investigation determined that the train had to be stopped in Ontario the day before due to smoke emanating from one of the trailing head-end locomotive’s traction motors,” the TSB said in an announcement of the investigation report’s official release (download R24C0012 below). “In consultation with the supervisor mechanical (locomotive) (SML), the locomotive engineer cut out the affected traction motors and their associated speed sensor. The locomotive engineer was instructed to monitor the issue and the train continued on its trip. However, when recording the traction motor issue neither the locomotive engineer nor the SML made mention of the speed sensors in their respective fault logs. The next day, after several crew changes, the axle seized with the resulting damage to the wheelset causing a track failure and the subsequent derailment.”

R24C0012-ENGDownload

“The investigation also found that cutting out the speed sensor removed an important line of defense to protect against locked axle conditions,” the TSB said. “However, neither the locomotive engineer nor the SML fully understood the implications of this action. In this case, the SML was still completing his training modules and had not yet received training on the mechanical aspects of locomotives, which covers essential information for troubleshooting. Without this specific technical knowledge, he was unaware of the potential consequences of cutting out speed sensors.

“Additionally, in 2014–2015, … [Canadian Pacific, which in 2023 merged with Kansas City Southern to form CPKC] eliminated the central locomotive specialist position, which required in-depth knowledge of all major locomotive systems and many years of hands-on troubleshooting and repair experience. When the position was eliminated, SMLs assumed many of the responsibilities, however, their role is broader. When specialist duties are transferred to a position occupied by an individual that is not specialized in those duties, unless technical training, mentoring, and operational experience are provided to bridge the gaps between the two positions, there is an increased risk that these duties will not be performed to meet safe railway operations.”

Safety Action

CPKC on Feb. 7, 2024 issued a mechanical locomotive bulletin to all locomotive facilities. According to the TSB, this bulletin explains the “critical role of traction motor speed sensors in monitoring motor functions and detecting locked axle conditions, specifying that speed sensors must not be cut out when dealing with traction motor issues.” Additionally, the bulletin indicates that “traction motor speed sensors can only be disabled in specific cases, such as when a dummy wheelset (i.e., a wheelset without the motor) has been applied in that position, or when the traction motor had its pinion cut and the speed sensor has been disconnected or removed,” the government agency noted. “Affected locomotives must be monitored for proper wheel rotation and noise, and the Crew Information Form must be updated as necessary.” The bulletin also “details the use of toggle switches for traction motor and speed sensor cut-outs, accessible through the locomotive control monitor, and advises to only disable speed sensors under mechanical guidance.”

According to the TSB, CPKC implemented a Mechanical Locomotive Support Desk, described as “a dedicated five-person team of operations support coordinators, which has taken over the locomotive troubleshooting responsibilities previously held by supervisors mechanical (locomotive).” This team’s sole responsibility, it said, is to respond to locomotive service interruption calls from Canada and the United States. The change became effective April 2024.

The post TSB Issues Investigation Report for 2024 CPKC Train Derailment appeared first on Railway Age.

The North American railway industry in large part is driven by influential leaders, people whose mantra is making a difference, and who are committed to service. Railway Age subscribers may now nominate an individual they believe is the single-most influential active (non-retired) man or woman in the industry. The top 10 will be featured in Railway Age’s May 2026 issue.

ELIGIBILITY:

• A nominee can be from a Class I, II or III freight carrier; a switching and terminal railroad; a regional/commuter, intercity, rapid transit or light rail passenger railway; a supplier, contractor or consultant; a trade association; or a government agency with jurisdiction over the industry (i.e., FRA, STB, FTA).
• Nominees must be part of the North American (U.S., Canada or Mexico) rail industry.
• Self-nominations will not be considered.

DEADLINE: Wednesday, April 8, 2026, 5 p.m. EST

Complete this nomination form for the 2026 Railway Age Subscribers’ 10 Most Influential Industry Leaders poll.

Who were the top 10 picks of Railway Age subscribers in previous years? Read about them here:

• 2025: Readers’ Influential Leaders and Redefining Leadership
• 2024: Forward Focus
• 2023: Exemplary Executives
• 2022: Leadership Defined
• 2021 Railway Age Readers’ Influential Leaders
• 2020 Railway Age Readers’ Most Influential Leaders

Join Railway Age on March 10, 2026, for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Among the confirmed speakers are John Orr (NS; a Railway Age 2025 Influential Leader and the 2026 Railroader of the Year), Mark George (NS), Keith Creel (CPKC), Jim Vena (UP), Tracy Robinson (CN), Tom G. Williams (BNSF), and Patrick Fuchs and Michelle Schultz (STB).

The post Nominations Open for Railway Age ‘10 Most Influential Industry Leaders’ appeared first on Railway Age.

Union Pacific “Big Boy” 4014 will travel from Wyoming to California and back over four weeks in late March and early April, according to a schedule released Tuesday. The trip is the first part of a highly anticipated coast-to-coast tour to celebrate the 250th anniversary of the Declaration of Independence. 

For the most part, this western leg will follow the same route the locomotive took back in 2024, when it last visited California. Again, the locomotive will travel via Western Pacific rails heading west and former Southern Pacific lines coming back east. The only difference from the 2024 tour is that this time it will skip a side trip into Idaho. The excursion will depart Cheyenne, Wyo., on March 29 and return on April 24. The full schedule is available online. 

While UP has not provided specific details about the East Coast portion of the tour, a recent filing with the Federal Railroad Administration has suggested a possible route via Norfolk Southern. UP and NS are requesting a waiver from the Federal Railroad Administration to operate the locomotive through cab signal territory. The filing indicates that the tour will traverse the Fort Wayne, Cleveland, Pittsburgh, and Harrisburg lines sometime between May 25 and July 29.

UP-NS FRA Filing

—Justin Franz 

The post UP Releases ‘Big Boy’ Western Tour Schedule appeared first on Railfan & Railroad Magazine.

After the first of four weeks of temporary schedules on New Jersey Transit’s (NJT’s) rail lines due to the cutover from the old Portal Bridge to the new Portal North Bridge over the Hackensack River, it appears that the operation went well, except for the first two days. We reported on Jan. 16 that the change was coming, and that different schedules would be in effect for a four-week period while the agency and Amtrak run a single-track operation on the segment of Amtrak’s Northeast Corridor (NEC) between Newark Penn Station and Secaucus Junction Station.

At that time, we reported on NJT’s view: “‘We understand that this work will disrupt the way our customers travel during the cutover period, which is why every element of our service plan was designed to keep people moving as safely and efficiently as possible,’ [President and CEO Kris] Kolluri said. ‘While the disruption is temporary, the benefits, including a far more reliable and resilient commute along the Northeast Corridor, will last for generations.’”

The biggest change affects riders on the Morris & Essex (M&E), Montclair, and Gladstone lines, all of which trace their heritage back to the Lackawanna Railroad and are now owned by NJT. In effect, the agency revived an operation for all trains on those lines that was in effect before June 10, 1996. At that time, it initiated Midtown Direct service, over a new track connection between the M&E and New York Penn Station that allowed M&E and other trains to go directly to Midtown Manhattan for the first time. In addition to the New York trains, most Gladstone trains, some Montclair trains and some M&E trains (via Morristown) still serve Hoboken at the historic terminal where connections are available to other NJT rail lines, several bus lines, PATH trains, and ferries to Manhattan on weekdays. The big change is that all trains on those lines now run to or from Hoboken and passengers bound to or from Midtown must change at Hoboken for the duration. Transfers are available for PATH trains, New York Waterway’s Midtown ferry, and NJT’s #126 bus to the Port Authority Bus Terminal. NJT tickets reading “Hoboken” are also valid for the segment to or from Manhattan. That gives passengers a break on the fares, because New York fares are higher than Hoboken fares from the same points of origin. Trains on the M&E still run directly to or from Penn Station on weekends with hourly service, but the schedule is different from the customary one.

There are also some temporary service cuts on NJT lines that go through Newark Penn Station, and Amtrak implemented its own reductions, most notably many Keystone Corridor trains to Harrisburg that previously originated at New York now run only from Philadelphia and vice-versa. Still, the biggest change is that longtime M&E riders are getting a taste of the ride that they customarily took until 30 years ago, while others are dealing with a new inconvenience. That is the length of time required to travel between New Jersey and Manhattan, which varies with the connecting transit mode.

Rocky Starting Weekend

On Saturday, February 14, the agency ran its normal weekend schedule. Sunday the 15th was the first day of the new schedule, with similar levels of service, but with trains running at different times to accommodate the single-tracking. It was not a good day on the railroad, with 89 alerts from the agency, 46 of which concerned M&E or Montclair trains, mostly in the afternoon and evening. Monday, February 16 was a holiday, with essentially the weekend schedule and a few additional trains, such as a “mini-peak” on the M&E and other lines that would soon be diverted to Hoboken on weekdays. It was also not a good day on the railroad, with 74 alerts, although many of them were on NEC trains between Trenton and New York. The M&E operation ran more smoothly on Monday than it had the day before.

Larry Higgs reported for NJ Advance Media that the agency had cancelled 27 trains that Sunday: “NJ Transit officials issued an apology to riders after cancelling 27 trains Sunday on the first day of a month-long rail service reduction to put one track of the new Portal Bridge in service. Most trains were canceled Sunday morning, with a few canceled in the afternoon, according to NJ Transit alerts.” Those alerts blamed “originally scheduled crew availability at the time of departure” for the trains that did not run. Higgs also reported: “In an apology to riders posted on X and Facebook, NJ Transit officials blamed the cancellations on the contractual process locomotive engineers use to select new assignments which happens when rail schedules change. This time, the issue is all schedules of all engineers, trainmen and conductors have to be changed for the cutover, said NJ Transit CEO Kris Kolluri.”

According to Higgs, engineers and conductors have 48 hours prior to a schedule change to pick their new assignments, but the schedules currently in effect represent a sweeping change that affects essentially the entire railroad. Only the Atlantic City Rail Line, which runs between that city and Philadelphia, is not affected by the change. Higgs reported: “Brotherhood of Locomotive Engineers and Trainmen union officials said they offered to start the assignment selection process early.”

A Better Week

NJ Transit started somewhat tentatively on Tuesday morning but did better as the week went on. This writer took three trips from to New York that week, starting with a one-way trip on Tuesday morning. It took 45 minutes, about 15 minutes longer than under the “normal” schedule, to get from South Orange to Hoboken. While there is enough capacity at Hoboken and on the segment of the railroad that approaches the terminal, that capacity is only used under special circumstances, rather than under normal operation. Employees, including managers and customer service agents, were out in force to help riders get oriented on the first day of the return to what some riders remembered as the way they traveled until 1996, and which other riders would not remember at all. The object was to get to Penn Station using the ferry and a connecting shuttle bus, both of which are operated by NY Waterway. The operation was time-consuming, and it took one hour longer to get to Penn Station than it would have taken under the normal schedule.

My Thursday afternoon trip included a PATH train from Hoboken. One turnstile on the PATH platform at Hoboken was used for NJT’s “cross-honoring” and an employee was there to keep a count of customers who used it. PATH ran the regular weekday schedule, and it felt somewhat nostalgic to recreate the two-seat ride that many passengers had taken thirty years ago or more. On the way back, an employee checked for “cross-honoring” at the 33d Street PATH station (which is located at 32d Street now), and the late-afternoon train to Hoboken was crowded, as they were “back in the day.” Taking PATH and changing at Hoboken adds about 20 minutes to the one-way trip, but riders appeared to take the longer travel time in stride. A mitigating factor was that all trains on the schedule originate at Hoboken during the alternate service period: both trains that customarily originate at Hoboken and trains that normally originate at New York Penn Station but are diverted to Hoboken for the month.

While PATH trains and the #126 bus run full spans of service, the ferries between Hoboken and NY Waterway’s midtown terminal run only during peak-commuting hours on weekdays. Despite the limited schedule, the ferry company offers an interesting connection to go elsewhere in Manhattan, and I tried in on Friday. Along with the ferry ride, NY Waterway includes a shuttle bus that makes city bus stops between the ferry terminal and the East Side (and also serving most of the West Side).

Most of the shuttle routes go to the East Side of Midtown, on 57th Street, 49th and 50th Streets, 42d Street, and a route that makes a wider loop. That one goes east on 34th Street, south on Third Avenue, west on 23d Street, and north on Seventh Avenue before, taking 34th Street west to the terminal. The fifth route proceeds downtown along the waterfront to Pier 11, near Wall St., in the Financial District.

I chose the 57th Street route. It got me to the end of the line at 47th Street and Lexington Avenue in a mere 16 minutes, apparently a result of the Congestion Pricing toll that began last year for vehicles traveling in Midtown Manhattan or south of there. Coming back took significantly longer, due in large part to just missing the shuttle bus and then missing a boat at the ferry terminal. The boat ride was quicker than the one the previous Tuesday. It was the next-to-last run of the “evening peak” to Hoboken Terminal, and there were only a few passengers on board at that time.

While the route can be tricky, especially for the uninitiated, I did not find many reports of problems. There were only a few alerts on the NJT website, and employees seemed pleased with the way things were going with the operation, even though their opinions, albeit knowledgeable, were unofficial. After getting used to the operation on Tuesday, it appeared that the employees and the riders both got the hang of it, and it appeared to go smoothly for the rest of the week. At this writing, it has 14 days to go.

Also at this writing (Monday, Feb. 23), NJ Transit is not running any trains at all. A severe blizzard pounded much of the Mid-Atlantic region severely for almost 24 hours, beginning on Sunday afternoon, and knocked out most of the area’s transit, but that’s a different story.

The post For NJT, a Relatively Smooth Portal North Cutover Startup appeared first on Railway Age.

MTC RegionalNetworkIdentityDesignGuide260217Download TransitStopSignageDesignGuide260217Download

The Regional Network Management (RNM) Council on Feb. 23 approved the first set of transit wayfinding design guides to help Bay Area transit agencies establish a uniform look for signs and maps used everywhere from individual bus stops across the region to major hubs where multiple systems connect (see above). “These design guides are intended to make it easier for riders to identify information and use transit by delivering information that is clear, predictable and consistent across service areas and county lines,” according to the Council, which comprises the Executive Director of MTC, the regional transportation planning, financing and coordinating agency for the nine-county Bay Area; and General Manager-level representatives of such transit agencies as San Francisco Bay Area Rapid Transit District (BART), San Francisco Municipal Transportation Agency (SFMTA), Alameda-Contra Costa Transit District (AC Transit), Santa Clara Valley Transportation Authority (VTA), Caltrain, Golden Gate Bridge, Highway & Transportation District, and San Mateo County Transit District (SamTrans).

The approval finalizes the region’s new transit network identity and offers transit stop sign guidelines that MTC and agencies can use in the near-term while guidance for all transit stops and stations is refined and finalized, the RNM Council said.

The Regional Network Identity Design Guide is said to define a consistent “look and feel” for the Bay Area transit network, finalizing designs first introduced in January 2024 and used throughout the test locations at El Cerrito del Norte BART station (see photograph, top) and the Santa Rosa Transit Mall and Santa Rosa downtown SMART station. According to the Council, the Network Identity Design Guide includes specifications for the colors and symbols that should be used, as well as the hierarchy of how information should be presented, across all transit wayfinding materials.

The Transit Stop Signage Design Guide provides guidance for designing, installing, and maintaining transit stops—typically bus stops—using a new regional design that works across rural, suburban, and urban environments while accommodating stops with many routes, special services, or multiple transit agencies, the Council reported. Consistent signage at the Bay Area’s approximately 21,000 transit stops, it noted, is expected to improve legibility for riders and is intended to reduce long-term design, fabrication, and maintenance costs for transit agencies.

According to the RNM Council, MTC will use these two design guides for future pilot locations around the region. It noted that SFMTA already used the designs to make signage improvements at the Castro Muni Metro station, and other agencies with time-sensitive sign replacement projects are also considering using the new guidelines in the near term, with assistance from MTC as needed. These prospective projects include:

• BART: installing bus bay numbers at transit hubs.
• County Connection with WestCAT and Tri Delta Transit: testing new sign designs at three-agency shared stops in Martinez.
• SolTrans and WestCAT: installing new signage for 2026 service restructures.

An update to the comprehensive regional transit connections map, which is said to enable riders “to discover key destinations” they can reach on the Bay Area’s extensive rail, bus, and ferry network, was also released, according to the RNM Council. 

“The Regional Mapping and Wayfinding Project is a standout example of regional cooperation,” said Bob Powers, RNM Council Chair and BART General Manager. “Putting customers’ interests first is the cornerstone of our Transit Transformation Action Plan to increase ridership by making transit faster, cleaner, more comfortable, more convenient and easier to navigate.”

Further Reading:

• First Look: Design Prototypes for Common Set of Bay Area Transit Signs (part of Transit Briefs)
• MTC Launches Regional Mapping and Wayfinding Project

DART (Courtesy of DART)

“Plano leaders have decided to call off the election to potentially withdraw from Dallas Area Rapid Transit after reaching a deal with the agency,” KERA News reported Feb. 23.

The May 2 election would have allowed voters to “decide to stay in or leave DART,” according to the media outlet. The Plano City Council, it said, also “voted to repeal an earlier resolution supporting capping DART’s tax revenue collections.”

DART operates light rail, Trinity Railway Express, regional rail, bus routes, GoLink on-demand service, and paratransit, moving more than 171,000 riders daily across a 700-square-mile, 13-city region including Addison, Carrollton, Cockrell Hill, Dallas, Farmers Branch, Garland, Glenn Heights, Highland Park, Irving, Richardson, Rowlett, Plano, and University Park. 

KERA News reported that the Plano City Council decision “follows months of negotiations between DART and several member cities that have pushed for changes in DART’s funding and governance.” Plano, it said, is one of six cities—Addison, Farmers Branch, Highland Park, Irving, Plano, and University Park—“that called withdrawal elections that would end bus and train service within their city limits.”

“As part of the new deal, DART will give $360 million back to all of its member cities over six years,” KERA News reported. “It also plans to restructure its board of directors so each city has a representative, expanding the board and reducing voting power for the city of Dallas. Plano City Council members passed a resolution Monday [Feb. 23] expressing support for the reform and ‘requesting state legislative action to implement a new governance structure.’”

DART CEO Nadine Lee “told KERA the agency will need to find other revenue streams to keep operations running,” according to the media outlet.

Lee also said: “There’s nobody who wants to improve services more than more than DART and we will endeavor to do that. If we can do that in partnership with the cities and if the cities are working with us in good faith we think that can be accomplished.”

KERA News reported that the Plano City Council, as part of the deal, “agreed to cease legislative efforts to defund DART. The city will receive more than $61 million over the next several years.”

At least three other cities—Addison, Farmers Branch, and Irving—are “considering calling off DART withdrawal elections,” according to KERA News. Cities have until March 18 to rescind the elections. If voters in any city elect to withdraw from DART, services in that city would cease  immediately after the election is canvassed.

The post Transit Briefs: MTC, DART appeared first on Railway Age.

The Alabama Port Authority on Feb. 23 reported rebranding and launching Mobile America Express (MAX), a service platform to help “strengthen the Port’s role as a catalyst for economic development statewide and promote Alabama’s strategic position in the global supply chain.” Rail-served, its Terminal Railway Alabama State Docks (TASD) provides access to five Class I’s.

(Courtesy of Alabama Port Authority)

“As Alabama’s only deep-water seaport and the gateway to a growing network of inland logistics assets, the Alabama Port Authority supports industries, communities, and jobs statewide,” it said. “From farmers in the Black Belt to manufacturers in North Alabama and distribution centers in Central Alabama, the Port connects local businesses to national and international markets. The new MAX initiative and logo will serve to emphasize not just the Port’s strengths, but Alabama’s advantages in logistics, developable properties, and workforce capabilities.”

(Courtesy of Alabama Port Authority)

MAX organizes the Port’s multimodal capabilities into a single, coordinated platform. Deep-water access in Mobile connects with rail (BNSF, Canadian Pacific Kansas City, CN, CSX, Norfolk Southern, Alabama & Gulf Coast, CG Railway, and Alabama Export), inland waterways, highways, airports and intermodal facilities. That connectivity “strengthens rural exports, supports advanced manufacturing, attracts distribution investment, and reinforces Alabama’s position as a logistics leader in the Southeast,” according to the Alabama Port Authority.

(Courtesy of Alabama Port Authority)

The Alabama Port Authority includes the Port of Mobile’s Blakeley Island Terminal in the Upper Harbor; Alabama Steel Terminals and AutoMobile International RO/RO Terminal at the Main Docks; and Cold Storage, a Container Terminal, an Intermodal Container Transfer Facility (ICTF), a Logistics Park, McDuffle Coal Terminal, and Pinto Steel Terminal in the Lower Harbor (download map below). Its Middle Bay Port includes a Liquid Bulk Terminal (download map below).

mappica-imageDownload mappica-image copyDownload

The Alabama Port Authority and CSX in early 2025 kicked off construction on the $100 million, 272-acre Montgomery Intermodal Container Transfer Facility, which is expected to open in 2027. Designed to reduce congestion at the Port of Mobile and provide an alternate shipping option for existing Port customers in central Alabama, it will offer 25,016 feet of track served by CSX Intermodal and handle 60,000 TEUs (Twenty-Foot Equivalent Units).

“Our responsibility is not limited to the waterfront in Mobile,” Alabama Port Authority Director and CEO Doug Otto said. “We are Alabama’s port—serving all 67 counties—and our infrastructure supports economic opportunity in every corner of our state. This new focus highlights our strongest assets—the deepest port in the Gulf, unparalleled connectivity through rail, highways, and inland waterways, and a workforce that can surpass businesses’ needs today and in the future.”

“Through this brand evolution and the launch of MAX, the message is clear: Alabama’s port belongs to the entire state and its benefits reach far beyond the Gulf Coast,” Otto concluded.

The post Alabama Port Authority Launches MAX appeared first on Railway Age.

HNTB

Diana Mendes, AICP, Corporate President of Infrastructure and Mobility at HNTB, has been inducted into the College of Fellows of the AICP, the organization’s highest honor. The recognition honors planners whose careers have made “transformative contributions” to communities and the planning profession. Fellows are nominated by their peers and selected based on their sustained impact on the profession and the communities they serve.

Mendes has nearly four decades of experience guiding complex transportation initiatives that “strengthen mobility, support environmental stewardship and improve how infrastructure serves communities,” the firm noted. In her role at HNTB, she leads the firm’s national efforts to advance infrastructure and mobility solutions, working with transportation agencies to enhance planning, project development and delivery.

At HNTB, Mendes has helped shape the firm’s national approach to infrastructure planning and project delivery, establishing technical guidance, training programs and operational practices “that strengthen support for clients advancing major transportation initiatives.” Her leadership, the firm says, “has helped bolster HNTB’s role in working with agencies to navigate federal requirements.” Throughout the industry, her impact extends through national policy and professional development, including her work training more than 2,000 professionals through the National Transit Institute (NTI).

“I am deeply honored to be inducted into the College of Fellows alongside so many planners whose work has shaped our communities and profession,” Mendes said. “Planning plays a vital role in helping communities grow, adapt and thrive. This recognition reflects the many partnerships and collaborations that have advanced meaningful infrastructure solutions across the country.”

Mendes will be formally recognized as part of the 2026 Class of Fellows at the American Planning Association’s National Planning Conference in Denver on April 26, 2026.

Joanna M. Pinkerton, PE, has been named HNTB’s National Practice Leader for Digital Infrastructure Solutions. With more than 30 years of experience spanning infrastructure delivery, agency leadership and technology-enabled innovation, Pinkerton will lead the firm’s strategy, growth and delivery of integrated digital solutions. In this role, Pinkerton will partner with clients to use data intelligence and advanced technologies in planning, design, delivery and operations of their transportation programs.

Prior to joining HNTB in 2024, Pinkerton served as President and CEO of the Central Ohio Transit Authority. Under her leadership, the agency launched one of the nation’s first public mobility‑on‑demand systems and tested on‑demand technology for high‑capacity transit.

“I’m excited to continue building on HNTB’s industry leading work in digital infrastructure across all modes of transportation, focused on leveraging data, advanced analytics and emerging technologies to enable better outcomes for our clients, based on the needs of their agencies and communities,” Pinkerton said.

Pinkerton holds a bachelor’s degree in civil engineering from Ohio Northern University and is a professionally licensed engineer in Ohio.

Michael Baker International

Michael Baker International on Feb. 23 announced it has named Rod Malehmir, PhD, Executive Vice President and Chief Technology Officer. In this role, Dr. Malehmir will lead the firm’s technology vision and initiative, “advancing the deployment of AI-powered digital solutions and translating advanced AI and digital capabilities into scalable, operationally embedded solutions that help clients modernize legacy environments, improve decision‑making and achieve measurable, mission‑critical outcomes in cost-efficient manners.”

These efforts, the firm says, “reflect Michael Baker’s long-standing commitment to delivering best-in-class solutions through its continuous pursuit of Technology, Differentiation, and Innovation (TDI).” In recent years, the firm has deepened its focus on and investment in technologies for the future, “methodically expanding its capabilities through internal incubation and strategic acquisitions.” As a result, the technology team now includes more than 400 top-tier professionals and continues to drive rapid growth across the firm’s technology platforms.

“Technology has always been at the heart of how we deliver excellence at Michael Baker International, and we have long embraced innovation to stay at the forefront of the AEC industry. As AI reshapes the landscape, our focus is on building advanced platforms that unlock new possibilities for our employees and create lasting impact for our clients,” said Michael Baker International CEO Brian A. Lutes. “I look forward to partnering with Rod as we embark on the next chapter of our technology journey—one that reimagines how we work, innovate and lead in service of our mission: We Make a Difference.”

As Executive Vice President and Chief Technology Officer, Dr. Malehmir will channel a “One Michael Baker” approach to advance the firm’s Vision 2030 goal of evolving into a next-generation, technology-driven engineering and consulting firm. He joins Michael Baker from Tetra Tech, where he most recently served as Senior Vice President of AI & Digital Solutions. He holds a Doctor of Philosophy degree in Physics with a focus on AI from the University of Alberta, as well as a Master of Science degree and a Bachelor of Science degree in civil engineering.

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The tentative agreement would provide retroactive pay dating to July 1, 2024, and subsequent general wage increases each year through July 1, 2029. It would also include a $1,000 retention pay bonus. The proposed deal would provide improvements to existing provisions for paid holidays, personal protective equipment, and certification and training. New provisions of the proposed deal would provide paid parental leave for the first time, and also additional paid personal leave days for new hires.

Members governed by this tentative agreement belong to BLET Division 204 (Linton, Ind.), and the CSXT-Western Railroad Lines General Committee of Adjustment. The negotiating team consisted of CSXT-WL General Chairman Keith Kerley, retired Vice President Alan Holdcraft, Vice President Randy Fannon, and Division 204 Local Chairman Kevin Jerrell.

Ballots, which were mailed out last week to INRD members, are due back to the BLET National Division by Friday, March 13.

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A complete cosmetic restoration of the Santa Fe Railway diesel-electric locomotive No. 93 is well under way and expected to wrap up by spring or early summer, Wichita, Kans.-based Great Plains Transportation Museum (GPTM) reported Feb. 23. Built by the Electro-Motive Division (EMD) of General Motors Corporation in late 1967, the unit was donated to the museum by BNSF in June 1999.

Following years of fundraising, the Santa Fe No. 93 restoration campaign in June 2025 eclipsed the approximately $200,000 required to have the work completed. When the locomotive was grit-blasted down to bare metal last fall at Mid-America Car in Kansas City, Mo., more damage was revealed and GPTM commenced a GoFundMe effort to raise additional funds. The museum has now reached its goal of raising an additional $50,000.

“While the GoFundMe effort raised several thousand dollars, the majority of the $50,000 we needed was donated, or is committed, directly to our museum by generous supporters who learned of our need via publicity generated from our announcement,” GPTM President Heather Gatton said Feb. 23. “Every donation to our Santa Fe 93 cosmetic restoration project is important, and we appreciate the incredible support we received from so many people who want to see 93 in gleaming new red and silver paint.” 

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

Santa Fe No. 93 was transported to Mid-America Car last summer. BNSF worked on a round-trip transportation plan. According to GPTM, 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 or https://www.gofundme.com/f/support-santafe93, 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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Railway Age proudly recognizes Union County Industrial Railroad (UCIR), a North Shore Railroad Company affiliate, and Georgia Central Railway (GC), a Genesee & Wyoming subsidiary, as our 2026 Short Line and Regional Railroads of the Year, respectively. Sierra Northern Railway (SERA) has earned Short Line Honorable Mention, and R. J. Corman Railroad Company’s Nashville & Eastern Railroad (NERR) has earned Regional Honorable Mention.

All four small roads will receive specially designed award plaques; UCIR and GC executives will be presented with them at the American Short Line and Regional Railroad Association (ASLRRA) 2026 Conference & Exhibition, to be held April 12-14 at the Minneapolis Convention Center in Minneapolis, Minn. 

“Our Honorees and Honorable Mentions are not only achieving growth through strategic investment, a collaborative approach to industrial development, and a commitment to service excellence, but also positioning themselves as technology innovators delivering value to the industry, their partners and customers, and the communities they serve every day,” Railway Age Executive Editor Marybeth Luczak said. “All of us at Railway Age congratulate them on their outstanding achievements and thank all 20-plus finalists who were part of this year’s strong program.”

The four winning railroads share their stories below.

SHORT LINE OF THE YEAR UCIR helped bring on line Country View Family Farms’s new $55 million facility, which includes a 600,000-bushel silo and an 8,250-foot loop track designed to handle unit trains. (UCIR Photograph)

Founded on March 30, 1995, the Pennsylvania-based Union County Industrial Railroad (UCIR) operates 18.2 miles of track owned by three private companies. The Class III over the past 31 years has grown almost twentyfold—from handling some 200 railcars annually to nearly 4,000 today—and achieved more than 13 consecutive years without an FRA-reportable injury. It serves customers across Milton, West Milton, New Columbia, Winfield, and Allenwood, and interchanges with Norfolk Southern (NS) and Canadian Pacific Kansas City (via haulage) in Northumberland.

UCIR’s success is rooted in focused marketing, innovative operations, and exceptional customer service—from the office to the field—delivered by Operations, Customer Logistics, Marketing, and Maintenance of Way teams alike.

Growth Through Strategic Partnerships

UCIR has experienced growth in both infrastructure and customer base over the past 15 years. The railroad constructed three new sidetracks and runarounds, including a 1,700-foot runaround (installed in 2020) and two additional runarounds (completed last year). Since 2017, it has invested more than $8 million in infrastructure.

A UCIR crew passing a new siding in 2025. (UCIR Photograph)

One of the most impactful examples of UCIR’s growth is its partnership with Country View Family Farms. In 2022, CVFF—a family-owned business and one of the top hog producers in the United States—was seeking a location for a hog feed facility capable of handling both manifest traffic and unit trains. After more than a year of unsuccessful searches elsewhere, UCIR stepped in with a creative solution. Its local marketing team identified a property not previously on the market and facilitated discussions between CVFF and the landowner. The resulting agreement allowed the former landowner to continue farming within a 115-railcar loop track built around the property. One year after groundbreaking, CVFF celebrated the $55 million facility’s launch in 2024. It includes a 600,000-bushel silo and an 8,250-foot loop track designed to handle unit trains. UCIR and NS teamed to secure new trackage rights through the Surface Transportation Board, enabling seamless unit train service without disrupting main line operations. UCIR now assists with unloading trains and manages all manifest traffic to the facility. Production ramped up in 2025. CVFF now supplies feed to farms within a 50-mile radius—enough to support nearly one million hogs. It also created 50 permanent jobs and supports 30 full-time truck drivers.

“This was the largest project I was ever involved with,” UCIR Chief Marketing Officer Todd Hunter noted, “and the railroad is extremely proud to now be a part of the CVFF family.”

UCIR’s customer growth also includes major industrial partners such as GAF, a leading North American roofing and waterproofing manufacturer with 30 U.S. locations, and White Deer Gas.

UCIR first connected with GAF in 2015, and after evaluating multiple sites, GAF chose New Columbia for its East Coast manufacturing facility. Following a $75 million investment, the plant became operational in 2018. GAF later expanded with an additional $100 million investment. It built a second 400,000-square-foot facility and two rail spurs, which UCIR began serving in 2021. The company publicly cited “excellent rail service” as a key reason for the expansion. It has brought more than 60 family-sustaining jobs to the region. Beyond rail service, UCIR has supported GAF by assisting with hiring efforts, community connections, and special events, including an inaugural railcar ribbon-cutting ceremony attended by regional leaders.

UCIR in 2017 attracted White Deer Gas to New Columbia. The company invested more than $10 million in a new transfer facility located on the railroad; it began receiving shipments in 2018 and handled nearly 200 railcars in its first year. The terminal is among the largest of its kind east of the Mississippi River.

Community Commitment

UCIR’s success extends beyond freight service. The short line is active in industry associations, economic development organizations, and local chambers of commerce, serving on boards and committees. It is also devoted to the community, donating passenger excursions for Scouting America (Boy Scouts), veterans’ organizations, community celebrations, and special-needs events. In 2024 and 2025, UCIR brought to fruition and hosted the Veterans Benefit Voyage, raising nearly $32,000 for nonprofit organizations supporting U.S. Veterans.

Veterans Benefit Voyage in Lewisburg. (UCIR Photograph)

The railroad has also hosted Toys for Tots collections in conjunction with the North American Railcar Operators Association, the day after the North Shore Railroad Toys for Tots drive. Combined, NSHR and UCIR have gathered more than 10,000 toys and raised more than $25,000 over the past seven years for this Marine Corps initiative.

Additionally, UCIR has invested heavily in public safety and infrastructure, including the complete rehabilitation of the Winfield grade crossing in partnership with the Pennsylvania Department of Transportation, and upgrades to accommodate high-and-wide dimensional shipments.

Looking Ahead

UCIR is proud to have a hand in growing Central Pennsylvania manufacturing. The projects UCIR has been involved in have brought more than 150 jobs to the area and had a positive impact on local farming and the agriculture and building and construction industries. This comes after $8 million in infrastructure and $240 million in new project investment over the past decade.

UCIR’s steady growth demonstrates that strategic investment, strong partnerships, and a commitment to customer service drive long-term success. As railcar volumes continue to rise, it remains well-positioned to serve the area’s industries, communities, and economy for decades to come.

“The communities located along the Union County Industrial Railroad were a hidden gem of Central Pennsylvania for a long time,” North Shore Railroad Company & Affiliates President and CEO Jeb Stotter said. “Over the past decade, this gem has been discovered and has enhanced the corporations that were wise enough to see the incredible potential therein. The introduction of two large corporations to New Columbia in such a short time is nothing less than phenomenal. GAF and CVFF saw the potential in this rural area and are wonderful additions to this community. It would not have made sense for these companies to take a risk on Union County if it were not for the talent and customer-focused efforts of the employees working on the UCIR. From track to train, they make UCIR what it is. They deserve this award; our crews have earned it. Thank you!”

“We are so proud of our team’s accomplishments on the Union County Industrial Railroad,” North Shore Railroad Company & Affiliates Treasurer/Controller Diana Williams noted. “We can’t wait to see what UCIR will do in 2026 and beyond. I have faith that courage will carry our team to heights they have never imagined before.”

“We are honored to receive this award, and it’s the result of many months and even years of communication, negotiations, and cooperation with many public and private partners to grow the Union County Industrial Railroad,” Todd Hunter added. “We have a great team here that makes the difficult look easy!”

REGIONAL OF THE YEAR A GC locomotive at the Garden City Terminal within the Port of Savannah. (David Blazejewski Photograph, Courtesy of GC, G&W)

Georgia Central Railway (GC) is a case study in how small roads can help boost regional economies, deliver value through strategic vision and disciplined execution, and lead the rail industry into a new chapter.

In 2025, GC positioned itself at the forefront of innovation, becoming the first freight railroad in North America to receive FRA approval to pilot test Parallel Systems’ zero-emission, self-propelled rail technology on portions of its line—positioning itself at the forefront of innovation. If the pilot proves successful, the technology has the potential to capture new container business moving to and from the Port of Savannah, as well as reinvigorate traffic on rural rail lines and revive inland ports in Georgia—all while removing trucks from the region’s roads. Two of the seven pilot phases were completed last year.

A Parallel Systems self-propelled, battery-powered bogie is tested on track in central Georgia for GC and its sister railroad, Heart of Georgia. (Parallel Systems Photograph)

That milestone is the latest chapter in the broader transformation of the 211-mile Class II. Halfway through a decade that has in large part been defined by a global pandemic and persistent market volatility, GC remains a steady bright spot in the rail industry. It has strategically invested for long-term growth, secured major industrial development wins, and delivered top safety performance and customer service in a high-growth industrial corridor that includes the booming Port of Savannah.

Recognizing the potential to grow alongside Savannah, GC carried out improvement projects over the past two decades that have enabled 286K capacity along the entire line and, through a public-private investment/FRA CRISI grant, 25 mph track speeds on more than one-third of it.

To handle present traffic demands, two new sidings totaling 20,000 feet and representing a $12 million investment were completed in summer 2025.

In addition, GC In 2022 completed a two-year initiative to overhaul its locomotive fleet by adding 14 cleaner engines that consume 23% less fuel and enhance the railroad’s overall efficiency.

Industrial Development Focus

Industrial development has been a contributor to GC’s growth. Over the past five years, customer projects totaling more than $6 billion have occurred along the line. From 2024-25 alone, a half-dozen projects came on line, adding nearly 11,000 carloads and expanding traffic across the railroad’s diverse commodity base, including new frozen potato shipments, as well as increased aggregate, pulp and paper, chemical, and fertilizer volumes. Frozen potato shipments, for example, grew more than ten-fold in those two years, while another customer’s traffic increased nearly 460%.

“Georgia Central has provided outstanding service to us and has been a strategic partner as we work to deliver refrigerated and frozen food to customers in the Southeast,” said John Ripple, Chief Development Officer at Agile Cold Storage, which ships frozen potatoes via the Class II.

These wins are on top of GC’s 2019 selection as the rail service provider for a $172 million plastic distribution facility and 2022 selection as the transportation provider for Hyundai Motor Group’s $5.5 billion electric vehicle and battery-manufacturing facility.

Meanwhile, one of the railroad’s major customers in the distillers’ dried grains sector is developing a project for 2026 that could increase GC carloads by 20% in the long term. Additionally, an aggregate customer’s expansion could generate growth, according to GC.

A GC train hauls freight through southeast Georgia. (Zane Williams Photograph, Courtesy of GC, G&W) Prioritizing Safety, Service

GC understands that with growth comes the responsibility of community stewardship. The railroad has reduced the number of reportable injuries by 80% over two years. Amid a challenging freight environment, the railroad also scored 8.8 out of 10 in overall satisfaction on its 2025 biennial customer survey.

“GC has consistently demonstrated exceptional responsiveness and reliability,” said Jason Lovett, Chief Operations Officer for GC customer DSI. “Their team maintains clear communication, promptly addresses any operational concerns, and thoroughly reviews data to ensure the highest level of accuracy in our railcar information. That unwavering customer focus and commitment to excellence have made them an invaluable long-term partner to our organization.”

Thanks to all these initiatives that have demonstrated a commitment to southeast Georgia, GC has seen traffic grow more than 36% in five years, rising from nearly 22,000 carloads in 2020 to more than 30,000 carloads in 2025. By 2032, annual carloads are expected to surpass 50,000.

“The story of the Georgia Central clearly demonstrates how investing in a railroad, hustling for growth and providing world-class service can be a recipe for success,” G&W North America CEO Michael Miller said. “The future looks bright at GC for decades to come.”

SHORT LINE HONORABLE MENTION (SERA Photograph)

The last Interstate Commerce Commission-approved short line transaction was Mike Hart’s 1995 acquisition of what is now Sierra Northern Railway (SERA) in California. Widely expected to fail, its 600 carloads were operated over 49 excepted miles of broken ties and rusty rail. Derailments were common and a lone Baldwin locomotive was firing on five cylinders.

Through an innovative “take-or-pay” agreement with Sierra Pacific Industries, freight traffic was stabilized and rebuilt by lowering rates to those charged when the railroad was constructed in 1897. Over the next 31 years, the railroad expanded, adding the Yolo Short Line Railroad (YSLR), Mendocino Railway’s “Skunk Train” (MRY), operations at the Port of West Sacramento, the Riverbank Industrial Complex, and the former Fillmore & Western trackage in Ventura County. Parent company Sierra Railroad Company also added excursion services, developed electric-assisted rail-bike operations, and maintained SERA’s reputation as the “The Movie Railroad” with more than 400 films recorded on site.

SERA, Sierra Railroad Company’s freight division, began to accelerate in 2015 under Kennan H. Beard III’s leadership. It now moves more than 15,000 carloads annually and has materially expanded system capacity through new sidings, interchanges, storage tracks and transload facilities. 

Sierra Railroad Company in 2020 acquired and developed a 116-acre inland port and unit train transload facility that serves Union Pacific and BNSF and now handles more than 7,000 carloads annually, and in 2024 constructed a West Sacramento transload that exceeds 3,000 carloads per year.

Last fall, the first of four HFC (hydrogen fuel cell)-powered, ZE (zero-emission) four-axle switchers entered service on SERA. Developed with Railpower Technologies (now a SERA subsidiary), the locomotive is described as “the first [of its type] in the United States built specifically for freight rail.” The project was made possible through a P3 (public-private partnership). The California Energy Commission awarded $4 million to design and demonstrate the prototype. In 2023, the California State Transportation Agency and the Sacramento Metropolitan Air Quality Management District provided $19.5 million for three additional locomotives. In addition to Railpower, technology partners include GTI Energy, OptiFuel Systems LLC, Ballard Power Systems, and the University of California, Riverside. Sierra Railroad Company’s energy division, founded in 2003, is producing hydrogen for the locomotives using waste feedstocks. 

In December 2025, SERA completed a 5-1/2-year FRA CRISI project installing 90,000 new ties and eight miles of 115-pound rail, and upgrading ten highway-rail grade crossings. With RRIF financing, SERA built more than six miles of new main line sidings, including an 8,000-foot unit-train interchange and fully utilized storage tracks.

SERA represents a turnaround story—from near-abandonment to sustained growth, infrastructure renewal, and technical innovation. This ASLRRA Environmental Award winner is now entering into a new phase with the sale of a majority interest to Ridgewood Infrastructure.

“Thank you to Railway Age magazine for recognizing Sierra Northern Railway with an honorable mention, a testament to our team’s dedication and innovative spirit,” said Kennan H. Beard III, President and CEO of SERA. “This acknowledgment celebrates our remarkable growth in services, from expanded freight capabilities and sustainable initiatives to enhanced customer partnerships across California. We are inspired to continue our expansion, building on this momentum to deliver even greater value to our communities and the rail industry.”

REGIONAL HONORABLE MENTION (R. J. Corman Railroad Company Photograph)

Nashville & Eastern Railroad (NERR) in Tennessee has achieved measurable, long-term economic development in the communities it serves. Leveraging an understanding of the highly competitive Nashville market, parent company R. J. Corman in 2025 worked with multiple partners to identify and develop rail-served sites along the busy I-40 corridor, providing customers with a competitive rail alternative and reducing reliance on long-haul trucking. NERR not only advanced these projects but also continued operating 12 daily roundtrips of WeGo Public Transit’s 32-mile Nashville Star commuter rail service between Nashville and Lebanon.

Annual carloads are projected to increase by approximately 2,700, a significant accomplishment for a railroad whose volumes have historically remained at 10,000 to 10,500 carloads per year.

This business expansion follows R. J. Corman’s acquisition of NERR in January 2019. With 31 customers along 145 miles of track, R. J. Corman has successfully integrated the railroad’s operations and service.

A key element of NERR’s growth strategy has been its ability to create value through the thoughtful redevelopment of existing rail-served property. The National Cement terminal in Lebanon is one example. After construction was completed on the site, which had been vacant and included an underutilized rail spur, test cars began running in fourth-quarter 2024 and full production commenced in first-quarter 2025. The terminal represents a 12% increase in NERR carloads and is forecasted to support sustained carload volumes for years to come.

“We are pleased to partner with R. J. Corman Railroad Company to transport our cement products,” said Jason K. Heathcock, Vice President-Logistics at National Cement Company of AL, Inc. “Their commitment to safety and efficiency aligns with our company values, and we are confident in their ability to meet our expanding supply chain needs.”

The development of a fly ash terminal in Lebanon reflects the same strategic approach. Eco Materials Technology, a CRH company, committed to a structured five-year volume plan, culminating in a 10% increase in annual carloads for NERR. The terminal has two tracks with capacity for 20 railcars, allowing for operational flexibility and future commodity growth.

This project required the cooperation of several partners and represented a combined $5.8 million investment. The Nashville Eastern Railroad Authority provided property and financial support, R. J. Corman/NERR facilitated facility construction, Eco Materials Technology installed equipment for unloading materials, and CSX contributed rate alignment to strengthen the competitiveness of the service offered.

“The opening of the Lebanon terminal reinforces Eco Materials’ leadership in sustainable innovation and represents another major milestone in building our national network of rail terminals dedicated to delivering low-carbon cement alternatives,” Eco Material Technologies President Grant Quasha said.

Projects like these depend on alignment across real estate owners, utilities, zoning, capital investment, customer needs, and Class I connectivity. NERR has excelled in bringing these elements together. It is committed to working with property owners and economic development partners to enhance industrial site and building inventory along its line.  

“We are incredibly proud of the work taking place on the Nashville & Eastern Railroad, and we’re grateful to Railway Age for recognizing the progress being made along the line,” R. J. Corman Railroad Group Chief Commercial Officer–Railroad Shannon Drown said. “Our team’s commitment to collaboration and thoughtful development has strengthened service for our customers and reflects the robust relationships that support this growth. The ability to bring new terminals into operation, repurpose dormant industrial sites, and grow freight service on a shared commuter corridor speaks to the dedication of our employees and partners across Middle Tennessee. We appreciate Railway Age for highlighting the significance of this work and are excited for what the Nashville & Eastern Railroad will accomplish in the years ahead.”

UCIR, the Short Line Railroad of the Year; GC, the Regional Railroad of the Year; SERA, the Short Line Honorable Mention; and NERR, the Regional Honorable Mention, will be featured in Railway Age’s March 2026 issue.

ABOUT RAILWAY AGE

In business since its establishment in Chicago in 1856, Railway Age is the transportation industry’s longest-running trade publication, covering railway technology, operations, strategic planning, marketing, equipment finance, and other topics such as legislative, regulatory and labor/management developments. What began as a weekly in the mid-19th century is, in the 21st century, an information resource incorporating digital and print publishing of a monthly magazine; a website; daily and weekly e-newsletters (Rail Group News, Innovations); webinars; social media (X, Facebook and LinkedIn); Rail Group On Air podcasts; industry conferences; and custom publishing services.

PRIOR SHORT LINE, REGIONAL HONOREES

2025
• Short Line: Rochester & Erie Railway LLC
• Regional: Railroad Development Corporation’s Iowa Interstate Railroad LLC 

Honorable Mentions:
• Short Line: Central Montana Rail Inc.
• Short Line: Genesee & Wyoming’s Columbus & Ohio River Rail Road
• Short Line: Regional Rail LLC’s Great Sandhills Railway
• Short Line: R.J. Corman Railroad Company West Virginia Line

2024
• Short Line: Mississippi Export Railroad
• Regional: Wheeling & Lake Erie Railway Company

Honorable Mention:
• Short Line: Eastern Idaho Railroad

2023
• Short Line: Napoleon, Defiance & Western
• Regional: ArcelorMittal Infrastructure Canada Railway

Honorable Mention:
• Short Line: Aberdeen, Carolina & Western Railway

2022
• Short Line: Vermont Railway
• Regional: South Kansas and Oklahoma Railroad

2021
• Short Line: RJ Corman Memphis Line
• Regional: Lake State Railway

Honorable Mentions:
• Short Line: Belpre Industrial Parkersburg Railroad
• Short Line: Grenada Railroad

2020
• Short Line: Terminal Railroad Association of St. Louis
• Regional: Reading & Northern Railroad

Honorable Mentions:
• Short Line: Delmarva Central Railroad Company
• Regional: Vermont Rail System

2019
• Short Line: Louisville & Indiana
• Regional: Rapid City, Pierre & Eastern

2018
• Short Line: Lake State Railway
• Regional: Indiana Rail Road

2017
• Short Line: North Shore Railroad
• Regional: Conrail Shared Assets Operations

2016
• Short Line: New Orleans & Gulf Coast
• Regional: Central Maine & Quebec

2015
• Short Line: Palmetto Railways
• Regional: Reading & Northern

2014
• Short Line: Coos Bay Rail Link
• Regional: Arkansas & Missouri

2013
• Short Line: Gardendale Railroad
• Regional: Montana Rail Link

2012
• Short Line: Vermont Railway
• Regional: Indiana Rail Road

2011
• Short Line: Blacklands Railroad
• Regional: Reading & Northern

2010
• Short Line: Greenville & Western Railway Co., LLC
• Regional: Northern Plains Railroad

2009
• Short Line: Pacific Harbor Line
• Regional: Wisconsin & Southern

2008
• Short Line: Twin Cities & Western
• Regional: South Kansas & Oklahoma

2007
• Short Line: R.J. Corman West Virginia Line
• Regional: Florida East Coast

2006
• Short Line: Georgia Midland
• Regional: Buffalo & Pittsburgh

2005
• Short Line: Cedar Rapids and Iowa City
• Regional: Red River Valley & Western

2004
• Short Line: Nittany & Bald Eagle
• Regional: Wheeling & Lake Erie

2003
• Short Line: San Joaquin Valley Railroad
• Regional: Indiana Harbor Belt

2002
• Short Line: Winchester & Western
• Regional: Reading & Northern

2001
• Short Line: South Buffalo Railway
• Regional: Wisconsin & Southern

2000
• Short Line: Arkansas Midland
• Regional: Bessemer & Lake Erie

1999
• Short Line: South Central Florida Express
• Regional: Providence & Worchester

1998
• Short Line: St. Lawrence & Atlantic
• Regional: Texas-Mexican Railway

1997
• Short Line: Livonia, Avon & Lakeville
• Regional: Red River Valley & Western

1996
• Short Line: Philadelphia, Bethlehem & New England
• Regional: Bangor & Aroostook

1995
• Short Line: Cedar Rapids & Iowa City
• Regional: New England Central

The post Railway Age Names 2026 Short Line, Regional Railroads of the Year appeared first on Railway Age.

A recently-restored Northern Pacific 4-6-0 was fired up and moved under its own power for the first time in 73 years in Washington on February 21. The Northern Pacific Railway Museum in Toppenish, Wash., has been working on NP 1364 for over a decade and fired it up for the first time on New Year’s Day. 

Locomotive 1364 was one of 40 S-4 class 4-6-0s that the NP purchased in 1902 from Baldwin. NP 1364 was assigned to the Tacoma Division and spent most of its operating life in Washington State. It was retired in 1954 but was set aside for preservation and donated to the City of Tacoma. It was on display for several years before being moved to Nallys Valley for an ultimately unsuccessful restoration. Later, it was relocated to the Mt. Rainier Scenic Railroad. In 1994, it was moved to the Northern Pacific Railway Museum in Toppenish, and volunteers have been gradually working on it ever since. 

On February 21, the engine was moved back and forth on a short stretch of track at the museum. The museum said it would announce opportunities to see the engine under steam in the near future. For more information, visit nprymuseum.org.

—Justin Franz 

The post Northern Pacific 4-6-0 Runs Again in Washington appeared first on Railfan & Railroad Magazine.

Following the Alstom “NextGen Acela” rollout and the Siemens Mobility Airo debut, Amtrak has released a video on its maintenance facility program to support “next-generation” and existing trainsets.

“Here at Amtrak, we’re building a new era of rail,” Amtrak Assistant Vice President, Railyards & Facilities Martita Mullen said in the Feb. 18 video (watch below). “Not only are we launching the new fleet, but we’re also building state-of-the-art new facilities across the network that will be here for decades to come to keep the trains running smoothly.”

The facilities program includes six “level one” and approximately 18 “level two” facilities. “The level one facilities are in our major hub locations,” Mullen said. “These are larger facilities where we’ll do more extensive maintenance, and the level two facilities are in satellite locations where we’ll be performing more minor maintenance work on the fleet.”

The level one facilities are being developed in Seattle, Wash. (King Street Yard); Boston, Mass. (Southampton Yard); Queens, N.Y. (Sunnyside Yard); Philadelphia, Pa. (Philadelphia Yard); Washington, D.C. (Ivy City Yard); and Rensselaer, N.Y.

They will “allow full trainsets to be inspected and serviced together, reducing downtime and improving efficiency,” according to Amtrak. They will also help “America’s Railroad” keep equipment “in better condition, improve operational performance, and ensure trains are ready for customers every day.”

(Screen grab from Amtrak video)

“Our vision is for the equipment to come in at the end of a revenue run, get spotted within the building, protection applied, and then all of the maintenance can be done in line with that equipment where it’s spotted,” Amtrak Senior Director Intercity Trainsets Derek Maier said in the video.

“With new trainsets and these new facilities, we can expect to see less unnecessary downtime for the equipment and more efficient maintenance,” Maier continued. “By building facilities for trainsets, we can design the equipment to not need to uncouple nearly as often as we have in the past. So what that means is more reliable intercar connections, improved gangways and transitions between the cars for passengers, improved accessibility on board. …”

The Federal Railroad Administration is playing a key role in the maintenance facility program. “The team at FRA has really been a true partner throughout the facility investment process,” Mullen said. “Not only does FRA provide us with the funding to construct these projects, but FRA has really been a great resource for our team and for Amtrak in terms of providing us with guidance and support throughout the construction process.”

Further Reading:

• OIG to Amtrak: Improved Facilities Planning Needed to Support New Trains
• Amtrak Breaks Ground on Southampton Rail Yard Modernization Project in Boston
• Amtrak and Partners to Break Ground on Ivy City Rail Yard Modernization Project in Washington, D.C.
• Amtrak Awards Three Design-Build Contracts for East Coast Rail Yard Modernization Projects
• Amtrak King Street Yard Upgrade Under Way
• Amtrak OIG: LDFR Program ‘High Risk’

(Screen grab from Amtrak video)

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Savage Rail is a leading U.S. rail provider with operations across the U.S. and a platform of rail assets in key markets, including along the Midwest, Gulf Coast, and Southeast corridors. The transaction, Cando says, “will accelerate the company’s U.S. expansion plans, while strengthening its existing network in Canada.” The combined company is expected to operate a coast-to-coast network of assets in North America with no geographic overlap that will include 36 railcar storage, staging, and/or transload terminals; three short-line railways; and 80 first and last mile rail service operations, as well as access to all six Class I railroads.

“The industrial rail environment is fundamentally different than a decade ago – customer supply chains are increasingly continental, and they choose partners that can support their evolving needs with greater reach and efficiency. Bringing Cando and Savage Rail together will create the leading integrated rail terminal and infrastructure company in North America to meet these needs and beyond,” said Brian Cornick, President & CEO of Cando Rail & Terminals. “By combining two highly complementary teams and capabilities with Cando’s strong financial profile, we’re creating a stronger, more resilient platform to support our customers, team members, and communities today and invest for the long term. We are excited to welcome the Savage Rail team to the Cando family.”

Combining the two businesses also aligns with Savage’s goals of growing its businesses and its people, “both by creating new opportunities for its rail services team by joining a large, rail-focused company and also by obtaining capital from the sale to invest in expanding its existing food and fuel-focused businesses,” the company said.

“This is a great opportunity for Savage Rail and Savage as a whole,” said Savage’s President and CEO Jeff Roberts. “We’re excited about the additional offerings Cando will provide for our rail services customers as a pure-play rail company as well as the investment opportunities that this sale will provide for our other businesses.”

“Combining with Cando represents a logical next step in our growth journey and the continued evolution of our rail assets. Cando shares our commitment to deliver safe, reliable rail operations at critical points in our customers’ supply chains and provides meaningful opportunities for our people,” said Mike Miller, Senior Vice President and Rail Services Leader, Savage Rail. “This combination allows us to preserve what makes our rail business special while giving our customers and teams access to broader resources and a North American platform that’s built for sustainable growth.”

The cross-continental North American footprint, the companies say, “will improve reach, efficiency, and responsiveness. Customers will gain access to a broader, more connected rail network that supports production certainty and enables faster, more efficient movement of goods. Direct connectivity to all six Class I railroads will enable Cando to work together with the Class Is to help improve customers’ ability to move product seamlessly across the continent.”

Cando and Savage are both growth-oriented organizations, “with shared histories and values, people-focused cultures, and commitment to exceptional customer service, safety, and long-term development.” The two highly compatible workforces, the companies say, will total more than 2,000 combined employees across Canada and the U.S. Cando will work closely with local leadership and management teams to ensure continuity and accountability for team members and customers.

Cando will maintain its global headquarters in Manitoba and plans to establish a new U.S. headquarters in Salt Lake City, Utah.

The addition of Savage Rail builds on Cando’s recent acquisition of its Channelview Terminal and associated rail operations located on the Houston Ship Channel. The Savage Rail transaction is Cando’s fourth acquisition in more than two years, together representing more than $1 billion in capital investment.

The transaction is anticipated to close in the second quarter of 2026, “subject to closing conditions and customary regulatory approvals.”

The post Cando to Acquire Savage Rail appeared first on Railway Age.

BNSF

BNSF announced Feb. 20 that it has reached a new five-year, collective bargaining agreement with members of the TCU intermodal group, covering members at the Class I’s Cicero, Corwith, Seattle, and Memphis intermodal facilities.

The new agreement, subject to ratification, covers 746 employees and gives covered members wage increases totaling 17.5% over five years (18.8% compounded) with retroactive pay beginning July 1, 2025, as well as accelerated enhancements in vacation and preserved health care benefits.

“This new tentative agreement reflects the vital role our TCU intermodal team members play in our operation,” said BNSF President and CEO Katie Farmer. “Open, honest collaboration is the foundation of our success, and this marks our unwavering commitment to maintaining exceptional safety and service for our customers.”

“I want to commend our bargaining committee for their efforts to secure real gains, and I’m confident this agreement moves our members forward,” said TCU/IAM National President Matt Hollis. “I also recognize the cooperation of BNSF CEO Katie Farmer and her labor relations team.  Reaching agreements for such a large number of employees isn’t always the easiest task, but I appreciate the effort of both groups who worked diligently to reach a fair agreement.”

This tentative agreement follows the same terms as the current national pattern. Ninety-five percent of BNSF’s workforce and 12 of the 13 represented unions are now covered by either ratified or tentative agreements.

NS

NS recently teamed up with its short line partner, G&W, to provide rail safety education to more than 300 Savannah–Chatham County Public School System bus drivers and monitors at Johnson High School in Savannah, Ga.

(NS via LinkedIn)

“Every day, school bus drivers help keep students safe—and they also play a key role in sharing life‑saving rail safety lessons with young riders and future drivers. By sharing tips and guidance, we’re helping communities make safer choices around railroad crossings and tracks,” NS wrote in a LinkedIn post.

“Rail safety is a shared responsibility. Through education, strong partnerships, and ongoing outreach, NS is committed to protecting the people and communities we serve, 24/7/365.”

CPKC

CPKC recently participated in Canada’s Trade Mission to Mexico and its visits to Mexico City and Monterrey.

This engagement brought together more than 370 Canadian business leaders representing 250 Canadian companies to meet with Mexican business counterparts and government officials to explore new opportunities to grow Canada-Mexico trade.

“Congratulations to Canada’s Minister for North American Trade Dominic LeBlanc, Minister of Agriculture Heath MacDonald, Canada’s Ambassador to Mexico Cameron MacKay, and the entire delegation for leading a successful and productive mission, Canada’s largest-ever trade mission,” CPKC wrote in a LinkedIn post.

CN

CN recently welcomed Canada’s Minister of Transport Steven MacKinnon to its Campus in Winnipeg, alongside Members of Parliament Doug Eyolfson and Kevin Lamoureux.

(CN via LinkedIn)

During the visit, they saw how every CN employee completes hands-on training before entering the field, including advanced simulators and immersive virtual reality that replicate real-world conditions. Programs such as Working at Heights VR place employees in realistic bridge and structure scenarios, reinforcing the importance of staying focused and properly secured when working at heights.

“By combining advanced simulation with innovative technology, we help ensure our employees are prepared to make safe decisions every day,” CN wrote in a LinkedIn post.

“Thank you to Minister MacKinnon and local MPs for the visit and continued dialogue on rail safety.”

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

California’s Great Redwood Trail Agency (GRTA) “has not satisfied the ‘heavy burden,’ Norfolk S. Ry. 2008, AB 290 (Sub-No. 286), slip op. at 5, to justify removing the MRY Line from the interstate rail network against the carrier’s wishes under the PC&N [public convenience and necessity] test,” the STB wrote in its Feb. 19 decision (download below). “The current and future potential use of the MRY Line to support rail service is enough to outweigh the public interests described by GRTA … Denial of the proposed abandonment will therefore be consistent with the Board’s duty to preserve and promote continued rail service.”

52835Download

The MRY line runs about 40 miles west to east (see map, top); at Willits, it connects to a 316-mile rail line known as the Northwestern Pacific Railroad corridor (GRTA Line), according to the STB. MRY acquired the line from California Western Railroad in 2004, and the Board noted that a tunnel located approximately three miles east of Fort Bragg has been closed since 2015, making it impossible for trains to traverse the entire length of the line. It said that the U.S. Department of Transportation in 2024 awarded MRY and its parent company, the Sierra Northern Railway, a $31.4 million Railroad Rehabilitation and Improvement Financing Loan (RRIF Loan) to finance the tunnel’s rehabilitation and certain other improvements.

While MRY operates Skunk Train excursion services between Fort Bragg and Glen Blair Junction (3.5 miles) and between Willits and Wolf Tree (16 miles), there have been no dedicated freight rail operations over its line since 2002 when Georgia-Pacific closed a Fort Bragg-based lumber mill, according to the STB. Nonetheless, the Board noted, MRY publishes a tariff for line-haul freight movements between Willits and Fort Bragg, as well as between Willits and Northspur, which is located approximately at the MRY line’s midpoint, and that MRY has occasionally performed spot moves for certain entities, transporting, for example, a milling machine by flat car for the Mendocino Land Trust and a backhoe, lumber, tools, and equipment by flat car for Camp Noyo.

According to the STB, “GRTA states that it has been directed by the State, pursuant to the Great Redwood Trail Agency Act (GRTA Act), CAL. GOV’T CODE §§ 93000-93030 (2022), to establish a long-distance recreational trail, to be known as the Great Redwood Trail, over the GRTA Line. According to GRTA, it owns the property underlying the GRTA Line from milepost 295.5 near Arcata, Cal., to milepost 63.4, located between Schellville and Napa Junction, Cal. GRTA explains that the GRTA Act expressly directs it to railbank and establish interim trail use on the GRTA Line pursuant to the National Trails System Act (Trails Act).”

The northern portion of the GRTA Line, between Eureka, Cal., and Willits, has already been authorized for abandonment by the STB and railbanked under the Trails Act, the Board wrote in its decision, and “GRTA states that it wants to seek abandonment authority for the middle portion of the GRTA Line, between the Sonoma County/Mendocino County border at milepost 89, and Willits, at milepost 139.5 (the Middle Portion), so that it can then railbank and establish interim trail use over this segment as well. GRTA states that the Middle Portion has not supported freight or passenger rail traffic in over 25 years: it has been under a Federal Railroad Administration (FRA) embargo since 1998 and ‘has not been returned to serviceable condition since [then] because of the overwhelming expense to rehabilitate it, the lack of any need for rail service on it, and the instability and flooding of the land in the right-of-way.’ But GRTA argues that it could not obtain abandonment authorization and implement the GRTA Act’s railbanking directive because a Board order authorizing the abandonment of the Middle Portion, a necessary step under the Board’s railbanking regulations, would authorize GRTA to ‘strand’ or disconnect the MRY Line from the interstate rail network, contrary to Board policy.” The STB noted that the MRY line’s connection with the Middle Portion of the GRTA Line at Willits “is its only physical connection to the interstate rail network.”

“For this reason, GRTA states that it filed the current application for adverse abandonment of the MRY Line to remove it from the interstate rail network so that GRTA can subsequently seek abandonment and railbanking authority for the Middle Portion of the GRTA Line,” the STB said. “According to GRTA, adverse abandonment is warranted because there is no present or future need for Board-regulated rail service on the MRY Line. Specifically, GRTA states that no interstate rail shipments have originated or terminated on the line since it was purchased out of bankruptcy by MRY in 2004, and that MRY has not identified a business interested in future interstate rail shipments on the MRY Line. GRTA suggests that any movement on the MRY Line necessarily must be intrastate, and thus ‘not subject to STB jurisdiction,’ because the MRY Line is no longer connected to the interstate freight rail system by virtue of the Middle Portion being embargoed and inoperable.”

The STB “has exclusive and plenary jurisdiction over rail line abandonments in order to protect the public from an unnecessary discontinuance, cessation, interruption, or obstruction of available rail service,” it explained, noting that the “standard that applies to any application for authority to abandon or discontinue a line of railroad, including in the third-party, or adverse (involuntary), abandonment context, is whether the present or future public convenience and necessity (PC&N) require or permit the proposed abandonment or discontinuance.” In making the PC&N finding, the STB said, “the statute requires the Board to ‘consider whether the abandonment or discontinuance will have a serious, adverse impact on rural and community development.’ The Board must also take into consideration, when making a PC&N determination, the goals of the Rail Transportation Policy (RTP) … and the ‘competing benefits and burdens of abandonment or discontinuance on all interested parties, including the railroad, the shippers on the line, the communities involved, and interstate commerce generally.’”

“GRTA has not established that the PC&N require or permit adverse abandonment,” the STB said. “Because MRY, which holds the common carrier obligation over the MRY Line, opposes abandonment, GRTA carries a ‘heavy burden’ … to make the required PC&N showing. GRTA has failed to meet its burden. First, MRY has put forth persuasive evidence that there is a potential for continued freight service on the MRY Line: portions of the MRY Line are operable (and operating), and MRY has taken significant steps to make the entire line operable; MRY holds itself out as a common carrier, including by publishing a tariff, and has provided occasional freight rail service; and MRY has taken reasonable steps to secure regular freight traffic once the line becomes fully operational. Second, GRTA has not overcome this ‘near dispositive’ factor. GRTA’s stated reason for seeking the adverse abandonment of the MRY Line—to facilitate development of a recreational trail on an adjacent rail corridor—is not sufficient to overcome the potential for continued spot moves and future regular service on the MRY Line, even assuming that trail and rail uses were incompatible. Moreover, nothing in the record indicates that there is such incompatibility for the Middle Portion of the GRTA Line. Indeed, no facts in the record suggest that the development of a recreational trail within the GRTA Line’s right-of-way would not be possible, provided doing so would not interfere with future rail service. Such dual use, however, would not take place under the auspices of the Board’s Trails Act regulations because, due to the Board’s precedent against stranded rail segments, the Board will not authorize abandonment of the Middle Portion while the MRY Line remains within the Board’s jurisdiction.”

Board Members Patrick Fuchs (Chairman), Karen Hedlund, and Michelle Schultz were in agreement, with Fuchs and Hedlund concurring in separate expressions.

“While I join today’s [Feb. 19] opinion, I write separately to focus on a potential solution to one of the driving issues in this case,” Hedlund wrote. “GRTA is statutorily charged with railbanking the Middle Portion of its line but is functionally prevented from doing so by the Board’s ‘stranded segment’ doctrine, which currently prohibits us from authorizing abandonment of a line where it would result in another line (here, MRY’s) becoming jurisdictionally disconnected from the interstate rail network. However, as was noted in the R.J. Corman case, slip op. at 7 (now-Chair Fuchs and now-Vice Chair Schultz concurring), nothing in the Trails Act requires that our implementing regulations be tied to a line’s abandonment, which could be altered to allow for railbanking upon a grant of discontinuance authority. In fact, just such a change has been proposed by the U.S. Department of Justice in EP 777, which is currently pending. See supra, n.21. I encourage the Board to explore ideas that could avoid application of the stranded segment doctrine in situations such as this and provide a path forward for GRTA to railbank the Middle Portion of its line despite our denial of its request for adverse abandonment in this case.”

Fuchs commented: “I write separately to emphasize Member Hedlund’s insights regarding potential reforms to the Board’s railbanking/interim trail use regulations. … Exploring ideas that allow railbanking/interim trail use via the Board’s discontinuance authority could provide rail carriers and prospective trail sponsors with additional, lower-burden options for mutually agreeable solutions to preserve established railroad rights-of-way, promote network connectivity, and encourage the establishment of appropriate trails. I intend for the Board to consider, in the near future, the petition in Docket No. EP 777 addressing potential reforms.”

“We appreciate the Board’s thoughtful review,” MRY President and CEO Robert Jason Pinoli said in a Feb. 20 statement. “Our focus now is simple: protect the corridor, continue investing in it, and work constructively with regional partners on long-term solutions.”

“The Board’s decision does not prevent trail development,” according to MRY. “Instead, it makes clear that recreational trail use can coexist with rail service where properly planned.” MRY said it is now calling for “renewed collaboration with the Great Redwood Trail Agency to pursue a coordinated rail-and-trail approach that serves both transportation and recreation goals.”

“We respect the GRTA’s vision,” Pinoli concluded. “Rail corridors are uniquely valuable because they can serve multiple public purposes. We are prepared to work together on a solution that preserves freight access, maintains passenger service, and expands trail opportunities for the community.”

MRY noted that it has “extensive experience developing and maintaining rail-with-trail projects in California and owns the specialized equipment required to build and steward trail infrastructure responsibly.”

To view the 2024 GRTA application for adverse abandonment, click here.

The post STB Denies California Adverse Abandonment Request appeared first on Railway Age.

A former Baltimore & Ohio GP30 is returning to Ohio thanks to a deal between the Cincinnati Scenic Railway and the Raritan Central Railway. On February 21, Cincinnati Scenic announced it was acquiring Raritan Central 5, originally B&O 6923. 

The GP30 locomotive was built in 1962 by EMD in La Grange, Ill., one of 948 built between 1961 and 1963. B&O owned 77 GP30s, and it’s likely that 5/6923 traveled through Ohio countless times during its time on the railroad. Later, it became part of the Chessie System and CSX, where it was eventually rebuilt into a GP30M with new components, new traction motors, and a reduced horsepower rating. In the 1990s, the engine was retired from the CSX roster and eventually ended up on the Raritan Central in New Jersey. 

Cincinnati Scenic, which offers excursion rides throughout Ohio, plans to paint the locomotive in a special scheme to celebrate America 250. Long-term plans call for it to be restored to its historic B&O “sunburst” livery.

—Justin Franz 

The post Ex-B&O GP30 to Return to Ohio appeared first on Railfan & Railroad Magazine.

Sound Transit

On Feb. 23, ORCA is launching a new Tap to Pay feature allowing Sound Transit riders to use credit and debit cards, and digital wallets, to pay for transit across the Puget Sound region.

Riders simply tap their contactless Visa, Mastercard, Discover® Network, or American Express credit or debit cards, or cards in digital wallets, using Apple Pay, Google Pay, or Samsung Pay to ride. This new feature, Sound Transit says, “expands access to public transportation and supports seamless travel experiences for both daily riders and visitors alike.”

This new feature also comes as Seattle and the Puget Sound region prepare to host several large events in 2026. With many international visitors expected to travel across the region, Sound Transit says Tap to Pay “simplifies transit and aligns with global expectations for convenient payment options.”

“Making transit an easier choice is fundamental to everything we do at Sound Transit,” said Sound Transit CEO Dow Constantine. “Adding Tap to Pay as a fare option increases rider convenience and helps occasional riders get on board.”

 “Adding Tap to Pay is a major step forward in how our region moves people and delivers on our commitment to making Puget Sound a modern, transit-friendly destination,” said Christina O’Claire, ORCA Joint Board Chair and King County Metro Mobility Division Director. “By giving visitors the ability to tap and ride using the cards they already carry, ORCA is removing barriers and creating a welcoming and inclusive transit experience. This launch ensures our regional transit system is easy to use and benefits both residents and the global community we’re preparing to host.”

More information is available here.

Calgary Transit

Calgary Transit is incorporating modern sensors on its CTrain fleet “to ensure more accurate ridership estimates,” according to a Calgary Herald report.

According to the report, the agency said it has implemented automated passenger counting (APC) technology on 70% of its LRT vehicles, a percentage that, it says, “will increase as older trains are replaced with newer ones.”

“Info from the automated sensors will put Calgary Transit in a better position to make data-driven decisions in terms of planning and service delivery,” according to a city news release and as reported by the Calgary Herald.

This industry-leading technology, which has been used on Calgary’s bus fleet since 2023, consists of automated sensors that are installed at each door of the vehicle “to accurately capture when people board.”

The data, according to the Calgary Herald, “will help show ridership trends over the course of weeks, months and years,” which the news release states “can support fleet deployment that more closely reflects passengers’ needs.”

The post Transit Briefs: Sound Transit, Calgary Transit appeared first on Railway Age.

STV

New York City-based STV on Feb. 19 reported launching a 2026-28 strategic plan that outlines how it will “sharpen its focus, expand in high-growth markets and geographies, and evolve how it delivers value to clients as infrastructure demands continue to accelerate across North America.”

The new plan builds on the 2023–2025 strategy, according to the firm that advises, plans, designs, engineers, and delivers projects in the transportation, buildings, water and facilities sectors. It also reflects “the changing infrastructure landscape, including rising power demand, supply chain reorganization and changing expectations on infrastructure-focused professional services companies,” STV reported.

The plan is said to center on the following strategic priorities:

• “Expand STV’s Business by focusing growth in high-demand markets and geographies, developing capabilities in power services and strengthening private-sector client relationships.
• “Elevate STV’s People by investing in training and skills that prepare team members to solve complex challenges now and for the future.
• “Evolve STV’s Operations through harnessing technology, refining project delivery methods and accelerating schedules.”

For more on the plan and how it will help position STV, read CEO Greg Kelly’s commentary here.

Separately, the firm earlier this month appointed Jerry Jannetti as President of Transportation South.

Further Reading:

• STV Launches ‘Revamped’ Advisory Services Practice
• STV Opens Jacksonville Office
• Valley Metro Selects STV to Assess Environmental Design Across Rail System

Brandt (Courtesy of Brandt)

Brandt on Feb. 18 reported teaming with On-Site Services to help improve rail operator access to parts and service for Brandt R5 Power Unit railcar movers across the continental U.S.

Based in Fort Worth, Tex., On-Site Services is a nationwide mobile maintenance provider for Class I and II railroads, as well as the gas, oil, and utility industries. The company’s mobile repair “minimizes downtime for operators and provides service to remote locations and on machines that are too difficult to transport for repair,” according to Brandt, which is headquartered in Regina, Saskatchewan, and services markets in Canada, the United States, Europe, Australia, New Zealand, and Asia.

“We’re excited to partner with On-Site Services to back our industry-leading R5 Power Units with service that comes right to operators, wherever they’re located,” said Russell Solomon, Brandt Director of Sales-US-Wholegoods-Sales. “Brandt and On-Site are a great partnership, because we share a commitment to maintenance, safety, and customer service.”

“We’ve enjoyed working on Brandt Power Units for more than 15 years—from the very first models to the R5s,” said Jeremy Thompson, General Manager of On-Site Services. “With the intertwining of our customer base, partnering with Brandt just makes sense.”

Further Reading:

• On the Rocks
• Brandt Expands Material Handling Division Across Canada
• Brandt Shows R5 Power Unit on Exhibition Floor

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