Railway Age magazine

The Federal Transit Administration (FTA) has published a Notice of Funding Opportunity (NOFO) for approximately $686 million in competitive grants for the Fiscal Year (FY) 2026 All Stations Accessibility Program (ASAP). Applications are due May 1, 2026, via Grants.gov.

“This is an initial announcement for the FY 2025 and FY 2026 rounds of this program,” FTA reported earlier this month. “As required by Federal public transportation law, funds will be awarded competitively for any purpose eligible under Division J of the [2021] Infrastructure Investment and Jobs Act (Pub. L. 117-58) for capital and planning projects to upgrade the accessibility of legacy [i.e., pre-Americans With Disabilities Act] rail fixed guideway public transportation systems for people with disabilities.”

According to FTA, eligible projects include:

• “Capital projects to repair, improve, modify, retrofit, or relocate infrastructure of stations or facilities for passenger use, including load-bearing members that are an essential part of the structural frame.

• “Planning projects to develop or modify a plan for public transportation accessibility projects; accessibility assessments; or assessments of planned modifications to stations or facilities for passenger use.”

Eligible applicants include: State governments; county governments; and city or township governments; and transit operators that are “designated recipients for FTA funds that operate or allocate funds to legacy rail public transportation systems.” FTA noted that all States, including territories and Washington, D.C., must operate or financially support legacy rail public transportation systems and corresponding legacy stations or facilities.

The maximum Federal share is 80%, and applicants must include a description of their financial commitment to the proposed project, according to the FTA.

The post FTA: Applications Welcome for All Stations Accessibility Grants appeared first on Railway Age.

This is the fourth in a five-part series about railroad growth coming from truck conversions focused on the criticality of rail-to-rail competition to achieve Union Pacific’s growth outcome stated in the Dec. 19, 2025 merger application sent to the STB.

In Part 1, Part 2 and Part 3 of this series, we established the challenges and probabilities of truck conversions from the new proposed Union Pacific-Norfolk Southern network. In short, we see a myriad of challenges ahead to drive modal conversion against the industries’ proverbial “easy button”—trucks. It is our opinion that, of the 2 million trucks, it’s reasonable to see about 25% or 500,000 truckloads convert to rail over a seven-to-ten-year time frame. Though these conversions can be achieved, they will take significant new capital investment in customer rail infrastructure, railcars, 53-foot containers and chassis, and most critical, rail rates that justify the risk inherent with modal conversion. The “juice” needs to be worth the “squeeze” for customers to make the switch from truck to rail. Without new rail-to-rail competition, we’re pessimistic freight will meaningfully convert.

In addition to the new truck conversions, not talked about but relevant is that the new UP-NS entity should convert between 3% to 5% of existing BNSF and CSX freight to the new UP-NS using a variety of techniques. Through Week 52 of 2025, BNSF moved 9.6 million units. CSX through the same period moved 6.3 million units. Therefore, in three years, UP-NS should be able to capture and shift 500,000 to 800,000 units from BNSF and CSX to the new UP-NS network.

How, may you ask? To paraphrase many war historians, quantity (size) is a quality all its own. The new transcontinental UP, a single carrier connecting the east and western U.S., will have unprecedented rail market power and leverage CSX and BNSF will be unable to match separately. Any open or jump ball freight, interline or local, will be taken from CSX and BNSF onto the new UP-NS network. It’s in day one of railroad commercial training—exert your market power with leverage.

How does that work? In 2025, UP and BNSF moved almost 18 million loads. CSX and NS combined for almost 13 million loads. Relating carloads to gorilla size, let’s say UP and BNSF are two 900-pound “gorillas” in the West. Let’s say CSX and NS are roughly 650-pound “gorillas” in the East. Allow UP and NS to become one railroad creates a 1,550-pound gorilla competing against a 900-pound gorilla in the West and a 650-pound gorilla in the East. Who’s going to dominate who? If you’re the 1,550-pound gorilla, who do you go after first? Does it make sense now why CSX has been so quiet about UP-NS relative to BNSF, CN and CPKC? CSX may get a new 1,550-pound gorilla in their cage, the East. Ouch!

Why does size matter in rail? Rail is an interesting business model—part transportation, part utility and part real estate. The resulting contiguous franchise and market reach is what matters: which routes, to which markets connecting which origins and destinations without head-to-head rail competition. How many closed options can be provided to customers? UP-NS left unchecked will go beyond dominant in terms of extracting price from customers, long-term. Intelligent and financially motivated professionals at the new organization, left unchecked without new guiderails or ceilings, will leverage every element available to them to pull as much profitable business onto their network and extract as much price from other business to fund it as they can. Little jump ball business will remain at competitive returns on CSX or BNSF. UP will extract price at above market levels. Ultimately U.S. consumers will pay the price. Why? Lack of adequate direct rail competition.

What is competition? Competition is crucial in business because it drives innovation, forces efficiency and keeps prices competitive while improving product quality. It acts as a catalyst for excellence, encouraging companies to differentiate their offerings, enhance customer service and adapt to market changes. Ultimately, competition benefits businesses and consumers by ensuring better value and greater choice, and preventing complacency.

I recently moved from Omaha to Bucks County Pa. I RFP’d my move to four competing moving carriers. I evaluated their proposals, their people and their processes and chose a mid-priced provider. United Van Lines did a great job. Be it the Super Bowl, the recent Winter Olympics or my move from Omaha, competition brings out the best outcomes in most elements of business and life.

My point? I can’t do that as a carload rail customer. In most carload cases (~80%), I’m “closed” (captive) to one railroad, the only company in town free to charge what they want, provide me whatever service they deem adequate and perform when it suits them best. Welcome to railroading. People understand what the term being “railroaded” means in our culture. It’s well-earned. Without adequate rail competition, we get where we are today with an unhealthy rail industry whose only path to growth is to consolidate and further reduce competition.

In 2010, at the beginning of the domestic intermodal turnaround, we transitioned our messaging at Union Pacific to the “competition is trucks, not rail.” Though was some signaling to other railroads in that message—”we aren’t investing in our intermodal franchise to come after your business—the truth is the intent was to grow the entire domestic rail intermodal market, not just on UP. All the railroads adopted some form of this positioning by 2013. And business was good until 2018, when the proverbial spigot filling the trough we all drank from ran dry. Penetration of truck share stopped. Why?

Early in my career in the Finance department, there was a saying: “Pigs get fed, hogs get slaughtered.” While being a “pig” (taking reasonable profits) is acceptable, being a “hog” (excessive greed or overextending) leads to deadly outcomes. From 2003 till about 2018, 80% of the Class I railroads’ value growth came from pricing, and the ability to extract price from the market. For the sake of completeness, 10% came from volume growth and another 10% from operational efficiency. Pricing, and the ability to extract price from customers because they have no alternative, has rewarded the rail industry financially in the short term but led to a position where we are today: Prices are too high, and businesses aren’t converting to rail.

Based on recent real-life scenarios, rates for closed carload and intermodal lanes are on average 25% to 100% higher than lanes open to two or more rail carriers. The rail industry has beat the price drum so hard that business is moving away from rail. Though all business doesn’t need to be open to benefit, there needs to be meaningfully more direct rail competition than today.

As the railroads have gotten to the point of the four mega-systems we have across the U.S., prices continue to rise while local service has never been worse per shippers and receivers. Yes, “over the road” service in the post-PSR world hasn’t been better. But local service, once 5-6 days a week, is now 2-3 days a week and more difficult and expensive than ever for customers using rail. Rail competition would enable competitive pricing, better service, and rail organizations designed to put new business on the rails and not simply hit the easy button of “how much price can I extract before my customer is incented to put together a $2 million rate case?”

But what about Committed Gateway Pricing (CGP)? The merger application says CGP will enhance competition. CGP is a disingenuous way to maintain competition at best. To be clear, CGP does not in any way enhance competition. A deeper dive on CGP and how it falls short in maintaining competition will be addressed in Part 5.

We’ve had three years of stagnant truck rates, while rail rates increased at above-inflation levels. The North American rail industry has not grown since 2017 and has consistently lost share to truck and other modes since 2018. Why? I offer there’s not enough intrarail competition nor enough affordable oversight by the STB. Customers don’t have enough options. Railroads have too much leverage. Customers have been bitten by years of irregular service reducing their competitiveness, faced unchecked rail pricing vs. competitive rates in other modes, and are faced with one of the most non-customer-friendly transportation business processes.

Railroads have significant market power. Many would argue, eloquently, too much. The railroads can’t self-correct when they get out-of-market on prices. The feedback loop is 3-5 years for a captive customer to move away from rail. Lost business to price is not seen or is dispensed as noise as the leadership team works to secure this quarter’s earnings, so they retain their jobs. Checks and balances were to be put in place with the STB. Many argue the STB hasn’t acted enough, given the industry has stalled out on growth. STB rate cases are too expensive for customers to argue against a railroad’s incentives and therefore the railroads’ sizeable investments in legal departments to not lose them. Ultimately, the railroads have gotten too big. Now, the industry wants to make an even bigger railroad.

Rail is a precious commodity, and the benefits of rail (e.g. transportation savings, access to capacity, environmental benefits and better jobs) are without dispute. Generating new rail competition is critical for this industry to alter its course. Adding competition through reciprocal switching among the Class I’s, like in Canada with interswitching, could make this transaction a win-win for all parties. Regardless, we can’t keep doing the same thing and expect a different outcome.

Rob Russell, Managing Partner, Russell-Kroese Partners (RKP), is a seasoned transportation executive who operates fluidly from the boardroom to the shop floor. A certified six sigma black belt and a LEAN champion, Rob is a proven business leader who has a track record of strategy development, financial planning, business development, operations and performance management to accomplish an organization’s desired goals. RKP partners with railroads, ports, shippers and land developers on growth strategy, market development, competitive positioning and operational execution. They help clients translate complex transportation dynamics into clear, execution-ready business decisions.  You can learn more about RKP at www.russellkroese.com.

The post The 1,550-Pound Gorilla – Part 4 of 5 appeared first on Railway Age.

WATCHING WASHINGTON, RAILWAY AGE MARCH 2026 ISSUE: For Surface Transportation Board (STB) Vice Chairperson Republican Michelle A. Schultz, preparation and persistence paved what likely was an already preordained career path. 

Serving a second and statutorily final five-year term ending Nov. 11, 2030, Schultz will be in place to vote on a Union Pacific-Norfolk Southern (UP-NS) merger application if a revised version is submitted, as expected, by April 30.

Only Republican Chairperson Patrick J. Fuchs (profiled in March 2025) is similarly assured a vote. Democrat Karen J. Hedlund, whose first term expired Dec. 31, is in a maximum 12-month holdover and must then depart if not renominated and Senate confirmed for a second term. Of the two vacant seats on the five-member board, POTUS 47 nominee and Republican Richard Kloster awaits Senate action. A Democratic seat is open after the court-challenged firing by POTUS 47 of Robert E. Primus. 

Never during Schultz’ high school years—where band, cheerleading, field hockey, student council, track and volleyball filled her days, and studying her nights—did she imagine someday being nominated for a federal post by the President of the United States and having her qualifications evaluated by the United States Senate. 

Nor did such thoughts occur to this human version of the Energizer bunny when studying economics, English, government administration and public policy at Penn State University—or at Widener University Law School, or later in private law practice, or subsequently working her way to deputy general counsel of Southeastern Pennsylvania Transportation Authority (SEPTA) while simultaneously earning a master’s degree in government administration at the University of Pennsylvania. 

Schultz’ post-law school judicial clerkship at the bankruptcy court for the Eastern District of Pennsylvania strongly suggests career preordination. It’s the very courthouse where Penn Central filed for bankruptcy on June 21, 1970, some two years before Schultz’s birth. The echoes remain.

Even today, there is discussed in legal circles the Penn Central autopsy revealing an infamous confluence of poor management, culture clash, unrealistic projections and operational chaos compounded by STB predecessor Interstate Commerce Commission ordering an already bankrupt New England railroad, the New Haven, into the ill-fated marriage. 

Might the unanimous January STB decision rejecting the UP-NS merger application, without prejudice for refiling with improved data and cured of other deficiencies, echo the wreck of Penn Central? Didn’t President Ronald Reagan counsel, “Trust, but verify?” 

Schultz was Senate-confirmed in 2020 to occupy in January 2021 a new and still vacant seat created by the 2015 Surface Transportation Board Reauthorization Act.

In reviewing cases ahead of voting, Schultz is known for persistently questioning STB staff experts on economics, environmental science and agency precedent. Where Government in Sunshine laws and the 2015 Surface Transportation Board Reauthorization Act permit, she is known to prod peers aggressively to reveal the thought process and logic underpinning their concerns or likely vote. 

Schultz’s capacity to appreciate and integrate opposing viewpoints flows from lessons learned lobbying the Pennsylvania legislature for SEPTA funding. To overcome rural Republican skepticism of transit subsidies, she employed data and logic to demonstrate that public transit’s statewide economic benefits far exceed subsidy costs.

While some allege Schultz’s voting record mirrors that of fellow Republican Fuchs—she has penned only 11 dissents—the claim lacks factual support. The similar voting record can be explained by Fuchs’ brand of pre-vote consensus building. Hedlund has penned fewer dissents. 

Where Schultz has written some 25 separate expressions, pro and con, attorneys on both sides acknowledge they are cogent and well-reasoned. As with many attorneys, writing skill is attributable to studying styles of revered judges. In 2022, her dissent to a majority decision preserving Final Offer Rate Review was cited multiple times by the Eighth Circuit Court of Appeals, which vacated it. 

Most remarkable at this STB is the collegiality among Schultz, Fuchs and Hedlund—a chemistry the White House and Senate should seek to preserve ahead of filling out the agency’s five seats. Those occupants could decide the most consequential railroad merger application in U.S. history.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, www.railwayeducationalbureau.com/product/ railroads-economic-regulation-an-insiders-account/, 800-228-9670. 

The post STB’s Preordained ‘Energizer Bunny’ appeared first on Railway Age.

Caltrain on March 5 reported that its Board of Directors has voted to adopt a new Corridor Right-of-Way Safety Strategy (CROWS).

“Caltrain and its partners have implemented safety improvements at specific locations in response to known risk conditions, operational needs and available funding since the agency’s founding,” the commuter railroad said. “While these investments have delivered meaningful benefits, the corridor continues to face serious challenges including repeated trespassing incidents and vehicle incursions onto the right-of-way, events that can result in death or serious injury, trauma to employees and the public, and significant service disruptions.”

The CROWS Strategy combines education, outreach, enforcement, engineering improvements, and standards/procedure updates, organized around “data-driven risk analysis and national best practices for trespass and suicide prevention,” Caltrain said.

According to the railroad, the strategy includes:

“1. Hazard and Risk Assessments (data-driven prioritization)

• “Update a corridor-wide threat and Vulnerability Assessment (TVA) that explicitly addresses trespass, suicide risk and grade-crossing hazards, incorporating applicable Federal Railroad Administration (FRA) tools and Caltrain data.
• “Update the Grade Crossing Hazard Assessment using FRA accident prediction inputs and local collision/trespass history to support prioritization for separation, closure or improvements.

“2) Enforcement (targeted deterrence and rapid response)

• “Recurring, data-driven enforcement blitzes at high-risk crossings and trespass locations, providing opportunities to educate the public as well as citations for egregious behavior.
• “Coordinated operations with cities and local police to increase presence at peak-risk times.
• “Training and coordination with law enforcement on crisis intervention and rail-specific hazards, including appropriate 988 referral pathways.
• “Expanded data collection and analytics (including heat maps by location/time) to deploy resources effectively and measure results.
• “Potential license plate recognition pilot to deter grade-crossing violations, identify unauthorized vehicles, and support coordinated enforcement with local partners.

“3) Education and Outreach (shared responsibility and safer behavior)

• “A corridor-wide Safety Communications Strategy with consistent messaging: stay off the tracks, follow grade-crossing rules, and increase 988 Suicide & Crisis Lifeline visibility in appropriate locations and formats.
• “Targeted outreach in communities near high-risk crossings and stations (e.g., schools, senior centers, businesses, and service providers).
• “Seasonal and event-based campaigns using earned media, social media and station announcements.
• “Partnerships with organizations such as Operation Lifesaver and local jurisdictions for ongoing joint education and enforcement events.

“4) Engineering and Technology (physical and operational risk reduction)

• “A corridor-wide plan to reduce access to the tracks (barriers, fencing, channelization, and design integration for grade separations and station rebuilds).
• “Pilot and standardize treatments such as anti-trespass panels at high-risk access points.
• “CCTV Master Planning for a unified system across crossings, stations, yards, and high-risk areas, including analytics/intrusion detection and defined monitoring/response protocols.
• “Vegetation management focused on safety sightlines, fire risk, and limiting informal access paths into the ROW.
• “Copper theft mitigation measures to protect critical signal and grade-crossing infrastructure and reduce service impacts.

“5) Standards and Procedure Updates (consistency and accountability)

• “A Grade Crossing Design Standard incorporating current best practices (signage, lighting, channelization, barriers, CCTV expectations, and other treatments).
• “Updated internal controls requiring TVA and hazard assessment use in scoping capital and third-party projects.
• “Enhanced ROW access procedures and strengthened internal reporting systems to improve visibility, tracking, and corrective action.
• “Ongoing transparency through quarterly safety reporting.”

Caltrain said the CROWS Strategy is designed “to standardize and scale effective improvements, in order to accelerate deployment at identified high-risk locations, and strengthen ongoing maintenance and monitoring to ensure safety improvements remain effective over time.” Staff, it noted, are also seeking additional funding to expand “proven measures” to more locations throughout the corridor.

Caltrain said it will continue to provide regular safety reports to the Board and share similar information with employees to support a stronger safety culture and continuous improvement. Reports include both lagging indicators reported to the Federal Railroad Administration (which can reveal hazards after incidents occur), and leading indicators that help identify risk earlier and enable preventive action before incidents happen, according to Caltrain.

“Safety is Caltrain’s core value, and the need to make our right-of-way safer is reflected in everything we do,” Caltrain Executive Director Michelle Bouchard said. “After years of targeted improvements, this strategy establishes a comprehensive approach to reducing risk, strengthening accountability, and delivering the most effective treatments where they are needed most throughout the entire Caltrain corridor to keep the people and communities we serve safe.”

• Success Story
• For Bay Area Transit, a $590MM ‘Fiscal Bridge’
• Caltrain: ‘Cuts to Come’ Without External Funding
• Caltrain Implementing Asset Monitoring Tech at Crossings

UTA will transition to the UTA FAREPAY Card as its recommended fare payment method beginning April 12, the transit agency reported this month. The move to more electronic forms of payment is part of the transit agency’s efforts to modernize its fares system and simplify the payment process for riders. The UTA FAREPAY Card is a reloadable card that allows riders to tap the card on the payment validator when getting on and off any UTA vehicle. FAREPAY Cards are available at UTA customer service locations, online, and at participating retailers.

The UTA FAREPAY Card tracks customer rides on UTA and automatically applies daily and weekly fare capping to ensure riders always pay the lowest possible fare, according to the transit agency. The more customers ride, the more they save with UTA fare capping. The transition to FAREPAY Cards is the latest step in UTA’s Fare Payment System Upgrades project to improve and simplify the fare payment process. This project includes the installation of new ticket vending machines, new tap on/tap off validators, and upgraded online fare payment tools. UTA’s fare system modernization program will continue throughout 2026 with the launch of debit and credit card payment capabilities later in the year, UTA said.

UTA said its Reduced Fare customers are encouraged to visit UTA customer service locations to obtain a free FAREPAY Card, while supplies lasts.

“This change is another step forward as UTA works to modernize and improve the customer experience,” said Jay Fox, UTA Executive Director. “As we standardize and streamline our fare payment system, customers see further savings and convenience through fare capping, automatic transfers, and easy ways to reload their FAREPAY Card.”

UTA in 2023 selected Scheidt & Bachmann Inc. to implement its “next generation” fare collection system.

Separately, professional services firm STV was recently selected to support UTA’s FrontRunner 2X Project.

Be My Eyes and Amtrak last August launched a pilot to make it easier for blind and low vision travelers to navigate train stations in real time. According to Be My Eyes, its app allowed riders “to connect instantly with trained visual interpreters” who could help with such tasks as:

• Finding the correct track or gate.
• Reading departure boards and signage.
• Navigating large or unfamiliar stations.

Users downloaded the app from the App Store and Google Play, selected the Service Directory, navigated to Travel and Transportation, and chose the Amtrak support profile. They then connected live with an Amtrak agent for assistance “on the go,” according to Be My Eyes.

“The service helped reduce stress, supported independent travel, and proved its value in real-world journeys,” Be My Eyes reported late last month. As a result, it said, Amtrak has decided to expand the program to 50 train stations across the United States.

Live visual support is now available at stations including:

Albany-Rensselaer, NY; Alexandria, VA (ALX); Austin, TX; Bakersfield, CA; Baltimore, MD (BAL); Boston, MA – Back Bay (BBY); Boston, MA – South Station (BOS); Buffalo (Exchange Street Station), NY; BWI Marshall Airport, MD (BWI); Charlotte, NC; Chicago (Union Station), IL; Denver (Union Station), CO; Emeryville, CA; Eugene (Amtrak), OR; Fredericksburg, VA; Fresno, CA; Greensboro, NC; Harrisburg, PA; Indianapolis, IN; Kansas City (Union Station), MO; Los Angeles, CA; Martinez, CA; Metropark, NJ (MET); Milwaukee (Downtown), WI; Moynihan Train Hall + NY Penn Station (NYP); New Carrollton, MD; New Haven, CT (NHV); Newark, NJ – Penn Station (NWK); Oakland (Jack London Square), CA; Philadelphia, PA (PHL); Pittsburgh (Union Station), PA; Portland (Union Station), OR; Providence, RI (PVD); Raleigh, NC; Richmond, VA – Staples Mill Road (RVR); Rochester (Louise M. Slaughter Station), NY; Route 128, MA (RTE); Sacramento, CA; San Diego (Downtown), CA; San Jose, CA; Seattle (King Street Station), WA; Springfield, IL; Springfield, MA; St. Louis, MO; Stamford, CT (STM); Stockton (San Joaquin Street Station), CA; Trenton, NJ; Vancouver, WA; Washington, DC (WAS); Wilmington, DE (WIL).

“For blind and low vision passengers, accessibility isn’t optional—it’s essential,” said Bryan Bashin, Vice President of Be My Eyes. “Seeing this partnership grow from a pilot into a nationwide expansion shows what’s possible when accessibility is built into the travel experience.”

“Very excited to expand Amtrak’s partnership with Be My Eyes bringing this live visual interpretation service to 50 stations across the route network nationwide,” noted Anna Brophy, Program Manager for Amtrak Digital Technology-Real Estate in a LinkedIn post. “I am incredibly proud of the team’s hard work to make this happen. Part of our Beyond Compliance program, this will help blind and low vision passengers with in station navigation and real time assistance. An excellent use of adaptive technology!”

• FRA’s ‘Kind of a Little Bit’ Amtrak Restructuring
• Amtrak Revises its Long-Distance Fleet Replacement Strategy
• Amtrak Releases Video on Fleet Maintenance Facility Program
• Watch: Amtrak Debuts Airo

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

FROM THE EDITOR, RAILWAY AGE MARCH 2026 ISSUE: I’ve been wanting to write this column  for a very  long time. Recently I came across a Wall Street Journal article by News Editor Demetria Gallegos: “The Corporate Jargon We Hate the Most.” “We pinged our readers for the terms that really annoy them,” she wrote. “The list is long.”

In my nearly 34 years at Railway Age, I’ve rolled my eyes and popped Pepcid pills while deciphering press releases polluted with conniption-causing corporate-speak. Here’s a sampling of euphemistic words and phrases—some of which I’m guilty of using:

• • “_____ is our number one priority” (fill in the blank)
• • “360-degree-view” (makes my head spin)
• • “10,000-/50,000-foot view” (nosebleed)
• • “Asset allocation” (this goes where?)
• • “Bandwidth” (AM? FM? VHF? UHF?)
• • “Circle back” (boomerang)
• • “Core competency” (incompetency?)
• • “Cost control” (Wall Street favorite)
• • “Customer-centric” (just circling around?)
• • “Deep dive” (until you drown?)
• • “Deliverable” (to the wrong address?)
• • “Drill down” (how deep?)
• • “Dumpster fire” (filled with press releases?)
• • “Five-alarm response“ (to a dumpster fire?)
• • “Hard stop” (derailment?)
• • “Judicious use of capital” (cheap)
• • “Cutting edge” (until it’s dull)
• • “Lean in” (without falling over)
• • “Leverage” (fancy word for “use”)
• • “Low-hanging fruit” (maybe putrid?)
• • “Move the needle” (off the scale?)
• • “New normal” (until it’s old)
• • “Pivot to growth” (yeah, ok …)
• •  Raise the bar” (how high?)
• • “Rationalize” (sometimes irrational)
• • “Right-size/downsize” (fire people)
• • “Shareholder value” (ugh!)
• • “Solution” (to a challenge?)
• • “Solve challenges/issues” (grammar!)
• • “Stakeholder” (to kill Dracula?)
• • “Synergy” (cooperation)
• • “Targeted” (for right-sizing?)
• • “Touch base” (you’re out!)
• • “Thought leader” (someone with ESP?)

Had enough? No? Try to decipher this “press release boilerplate BS text” I wrote in this column a while back:

“We’re executing best-in-class service, and we’re extremely confident that substantial opportunities exist to leverage our service product offering, capture growth and deliver superior financial returns. Our 360-degree view, which incorporates, where appropriate, rationalized right-sizing and/or downsizing initiatives, is focused on strategically deploying disciplined capital investments. We’re working aggressively to implement a remarkable rate of positive organizational change, developing and implementing customer-centric operating strategies by engaging and communicating proactively through frequent interactions with both our internal and external stakeholders about our processes for tighter procedural coordination. In a challenging environment filled with persistent headwinds, we are fully committed to deploying the streamlined resources necessary to address our capacity constraints, while raising the bar on our customer service metrics. Safety is our top priority, followed closely by our commitment to enhancing shareholder value.”

After reading this column in the Digital Edition, Capitol Hill Contributing Editor Frank N. Wilner sent me a congratulatory note of similar gobbledygook*:

“Hands down, and taking a 360-degree look while drilling down into the customer-centric judicious use of typically low-hanging fruit, your March hard stop column demonstrates from a 10,000-50,000 foot view the cutting edge core competency of your raising the bar for knowledge-based, cutting edge, right-sizing, creating both reader value synergy and circle-back thought leadership for a targeted new normal stakeholder audience similarly invested in a rationalized moving the needle leveraged joint objective.”

Yogi Berra was right: You can observe a lot by just watching! Now, about that fork in the road …

*Gobbledygook (or gobbledygook) refers to wordy, convoluted or jargon-filled language that is nonsensical or difficult to understand. The term was created by Texas politician Maury Maverick in 1944. He reportedly used the term to describe the “activation” and “implementation” of pompous, technical government-speak memos, saying it sounded like a, turkey “gobbling.” Synonyms are ”gibberish,” “doubletalk,” “mumbo jumboÆ and “nonsense.”

The post Don’t Have a Conniption. It’s Just  Corporate-Speak appeared first on Railway Age.

CSX leaders joined project partners and community stakeholders on March 5 for the groundbreaking of Chick fil A Supply’s new distribution center in Winter Haven, “marking the start of construction on a major logistics investment in Central Florida.”

Aubrey Brown, Senior Manager of Industrial Development, and Ann Markivich, Terminal Manager, represented CSX at the event, which celebrated a key development milestone for the region’s growing logistics sector.

“This event is an important step forward for Chick fil A Supply, CSX and the region’s logistics ecosystem,” Brown said. “By combining strategic rail access with strong state and local partnerships, we’re able to deliver reliable, efficient transportation solutions for our customer and add long term revenue to our business.”

The planned 244,000-square-foot logistics operations center represents more than $150 million in capital investment by Chick fil A Supply. The project is supported through partnerships among CSX, the Winter Haven Economic Development Council and the State of Florida.

Located at the Central Florida Integrated Logistics Park, the facility is expected to create approximately 180 jobs and support the receiving, storage, and delivery of products to Chick fil A restaurants across Florida, according to CSX. Operations are planned to begin in 2027.

Once operational, the CSX-served facility will support statewide distribution while contributing to the continued growth of Central Florida as a logistics hub, the Class I noted. According to Area Development, the Winter Haven site reflects Chick fil A Supply’s broader strategy to expand its supply chain network in the Southeast.

The project, the Class I says, “underscores rail’s role in supporting large scale logistics investments and demonstrates how CSX delivers value through strategic customer alignment, infrastructure access, and efficient long haul transportation solutions.”

NS 8184 recently made its first run out of Roanoke, leading the Class I’s historic NS 32 research car, the Class I announced via social media.

The newest unit in NS’s Landmark Series, the Altoona, is equipped with Automated Track Geometry Measurement Systems (ATGMS).

Developed and deployed by Team NS, ATGMS uses lasers and sensors to measure track geometry in real time and detect changes that could indicate potential defects before they become issues, NS said. “It increases inspection frequency without adding extra equipment or disrupting operations—helping us enhance safety, boost efficiency, and keep trains moving.”

“We’re already operating ATGMS‑equipped locomotives on key corridors, including the mainline between Norfolk, Va., and Portsmouth, Ohio—chosen for its diverse terrain and operating conditions. We’re continuing to refine and expand this technology across our network.”

“Spot a locomotive with lights shining underneath it like this one? That’s ATGMS in action,” NS Noted.

“NS 32 supports our Engineering team on special projects, including testing emerging technologies and validating track performance across our network. Built in 1930 as New York Central Business Car 1—later Penn Central 1 and then Southern 25 R2—it has seen nearly a century of railroad history. Today, it’s helping advance safety and track inspection,” NS said.

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

Ocean transportation and logistics services firm Matson Inc. has partnered with BNSF and lock manufacturer War–Lok on what it describes as “an enhanced cargo security program that will add two layers of protection to the majority of its international intermodal cargo at no cost to customers.” The program is slated to begin in second-quarter 2026.

The move is in response “to the rise of theft from intermodal cargo industrywide,” Matson reported March 2.

According to the Honolulu-based firm, the first layer of protection is deploying War–Lok security devices on every international container moving from Los Angeles to all BNSF network destinations, including Chicago, Memphis, and Dallas. The second layer of protection: Under a new agreement with BNSF, Matson containers will be positioned in the lower well of international intermodal railcars from Los Angeles to Chicago. The same protection will apply to cargo moving through the Chicago gateway to select Eastern U.S. destinations up to the BNSF interchange point, according to Matson.  

“We’re raising the bar with what we believe to be the most comprehensive carrier-led intermodal security program in the market—setting a new standard for cargo protection,” said John Lauer, Executive Vice President and Chief Commercial Officer of Matson. “For key destinations encompassing the majority of our inland intermodal markets, Matson customers will receive these enhanced security measures at no additional charge. While no security system can eliminate all risk, these added measures significantly reduce exposure to theft and reinforce Matson’s commitment to protecting customer cargo throughout the inland journey.”

Matson noted that it operates two expedited services in the Transpacific trade lane. Its China-Long Beach Express (CLX) and Matson Asia Express (MAX) services each provide weekly departures with what it said are “industry leading ocean transit times from China and key Southeast Asia origins, as well as unmatched destination services with same or next-day freight availability including 100% wheeled operations at its off-dock container yards.”

Additionally, Matson subsidiary Matson Logistics works with all Class I railroads to “design and execute efficient and flexible programs for a broad base of shippers,” according to Matson. It said that partnerships with Union Pacific, Norfolk Southern, BNSF, Canadian Pacific Kansas City, Ferromex, CSX, and CN provide direct service into, out of, and within Mexico (download Matson Logistics company profile below).

• CSX Cuts Memphis Cargo Theft By More Than 80% (part of Class I Briefs)
• AAR: Cargo Theft on the Rise
• Union Pacific Enhances Cargo Security on Numerous Fronts
• U.S. Rail Cargo Thefts Don’t Need to Happen

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Irving, Texas-based RailPros announced March 5 that Gorden Rumpff has joined the company as Vice President, Mexico Operations, overseeing operations for RailPros de Mexico. He will be based out of the company’s Monterrey, Nuevo León, Mexico office, but will manage RailPros de Mexico’s entire footprint.

“Mexico remains a key growth market for RailPros,” said RailPros President and CEO Kendall Koff. “Gorden’s extensive experience leading complex, international rail programs positions us well to scale our operations and deliver greater value to clients throughout Mexico and North America.”

Rumpff has more than two decades of experience in complex, multicultural projects on freight, industrial, and passenger rail projects. He has contributed to projects that shaped the rail industry in Latin America, Europe, and the Middle East. Rumpff is a civil and industrial engineer, with a proven track record of excellence for projects that include sustainable infrastructure innovation, cross-cultural teams and communication, and multimodal impact.

“I am truly grateful to join RailPros,” said Rumpff. “Mexico’s rail sector is full of energy and opportunity, and I’m excited to build a strong local team while serving as a bridge between Mexico, the U.S., and Europe—connecting expertise, cultures, and opportunities to create lasting impact.”

He holds a Bachelor of Arts degree in Transport and Water Management from the University of Applied Science – Potsdam, Germany and a Bachelor of Arts in Industrial Engineering with a Logistics Management focus, from the University of Applied Science HTW Berlin. Rumpff is fluent in German, English, and Spanish.

Daniel F. Burke, PE, SE, has joined HNTB as a Senior Group Director and Vice President in the firm’s Chicago office. With more than 30 years of experience spanning public service and private industry, Burke will oversee delivery of complex transportation programs and support client relationships across the region.

“Dan’s experience reflects a lifelong commitment to public infrastructure and the communities it serves,” said Albert Sosa, PE, Illinois Office Leader and Senior Vice President at HNTB. “He understands the complexity of delivering large-scale transportation programs and the importance of strong coordination among agencies, stakeholders and industry partners. His leadership and collaborative approach will further strengthen our ability to serve clients throughout the Chicago region.”

Prior to joining HNTB, Burke served as Managing Deputy Commissioner and Chief Engineer for the Chicago Department of Transportation, where he helped oversee a $600 million annual capital program. In that role, he coordinated across departments and with the Mayor’s Office to advance the city’s transportation capital plan, with responsibility for roadways, bridges, transit facilities, shoreline protection, lighting and traffic signal engineering and construction management.

Earlier in his tenure with the Chicago Department of Transportation, Burke held several leadership roles, including Deputy Commissioner and Chief Bridge Engineer. He oversaw major capital improvement initiatives and complex, multiagency projects that required careful staging, stakeholder coordination and uninterrupted transit and roadway operations. Throughout his career, he has developed strong working relationships with local, state and federal partners to facilitate the successful implementation of critical infrastructure programs.

At HNTB, Burke will help guide project delivery across multiple disciplines, “ensuring seamless coordination and high performance in the execution of complex projects and programs.” He will also drive the firm’s project delivery processes while partnering with clients on major transportation initiatives across the Chicago region.

“I’m honored to join HNTB at such a pivotal time for Chicago’s infrastructure,” Burke said. “Chicago has been central to my career, and I’ve been fortunate to work alongside dedicated public and private sector leaders committed to moving our region forward. I’m eager to build on that foundation at HNTB, bringing teams together, tackling complex challenges and delivering projects that make a tangible difference in how people live, work and travel every day.”

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“Lunar New Year peak activity may materialize as a non-traditional, post-holiday volume increase,” said Paul Brashier, Vice President of Global Supply Chain for ITS Logistics. “These volumes, combined with adverse weather throughout North America, evolving geopolitical tensions, cargo theft, and trucking capacity exits, are escalating all regions to elevated concern.”

Tariff policy is once again top of mind for shippers following the US Supreme Court’s February ruling against POTUS 47’s International Emergency Economic Powers Act (IEEPA) tariffs, according to the report. Immediately following the ruling, POTUS 47 announced he would be implementing a blanket 10% tariff under Section 122 of the 1974 Trade Act, which allows the President to enact “temporary import surcharges” without Congressional approval for up to 150 days. The new so-called global tariffs went into effect on February 24. In an interview with CNBC on Wednesday, Treasury Secretary Scott Bessent confirmed that the United States “is expected to increase the tariff rate to 15% this week.” Per the New York Times, “key trading partners like the European Union have expressed frustration with the regulatory shuffle, claiming the new blanket rate violates agreements made during last year’s extensive negotiations.”

“While this may not have an immediate impact on inbound planned volumes, it could change sourcing strategies and create bottlenecks in certain origin markets,” Brashier said.

“Compounding these concerns are escalating tensions in Middle Eastern maritime corridors following US and Israeli strikes on Iran, which could further disrupt global shipping networks,” according to the report. “Attacks against ships traveling through the Strait of Hormuz have driven major ocean carriers to immediately reroute vessels around the southern tip of Africa, extending travel time and creating cascading supply chain disruptions. Maritime insurance carriers have also begun canceling war-risk coverage and increasing premiums for the region. [POTUS 47] has offered early reassurances that the US will provide political risk insurance and potential naval protection for the sake of protecting this strategically critical corridor that serves as a chokepoint for 20% of the world’s crude oil supply.”

The Chairman of the Suez Canal Authority (SCA) has stated that, as of Tuesday, “traffic through the canal and adjoining Red Sea is moving normally.” However, industry experts speaking this week at the Journal of Commerce’s TPM26 conference stressed that the coming days “will be critical to understanding whether Houthi military operations in the region will lead to wider shipping disruptions and increased costs.”

With the exception of these affected routes, ocean container booking costs “remain well below normal levels in both the spot and contract markets,” according to the report. The Journal of Commerce reports that current rates and trend forecasting are “causing shippers and ocean carriers to delay signing contracts, anticipating further rate decreases.”

“Against the backdrop of renewed geopolitical uncertainty, container volumes for February were beginning to show signs of stabilization,” ITS Logistics reported. “US container imports totaled 2,318,722 twenty-foot equivalent units (TEUs) in January, up 4.1% month-over-month but down 6.8% compared to 2025. The trends indicate a typical seasonal rebound from the holiday slowdown but still reflect relatively flat overall demand. Imports from China increased 9.3% month-over-month in January but remained down 22.7% compared to the same period last year, per Descartes. At the same time, sourcing diversification across Southeast Asia accelerated, with imports from India rising 22%, Vietnam increasing 4.8%, and Thailand climbing 8.6% as companies adjusted procurement strategies to mitigate tariff exposure in China. With the IEEPA framework now replaced by uniform tariff rates, it is yet to be seen whether this diversification will continue.”

Outside of the ports, “rail theft reemerges as a top concern in freight fraud conversations.” Major rail corridors near Los Angeles, Chicago, and Memphis have been identified as high-risk locations for container tampering on rail, as organized crime groups increasingly target intermodal freight moving inland on isolated spans of track, according to a report from BSI Consulting.

“Driver regulation efforts continue with several legislative developments moving through state and federal legislatures,” according to the report. The proposed Dalilah’s Law, a Congressional bill which would codify many guidelines within the Federal Motor Carrier Safety Administration’s (FMCSA) Final Ruling issued in February, “would restrict commercial license eligibility to US citizens, lawful permanent residents, and a narrow set of visa holders.” The bill would also require all CDL tests to be administered in English, with a mandatory recertification process for all license holders to be completed within 180 days of the bill’s passing. “Industry analysts forecast that—while actual estimates and timelines vary—the removal of affected drivers from the capacity pool will likely place upward pressure on rates,” according to the ITS Logistics report.

“Between the pressures of capacity exits, rising operating costs, and market volatility, shippers should be prepared for inland capacity cost increases during this RFP cycle, especially from smaller capacity providers,” said Brashier.

ITS Logistics each month releases the ITS Logistics U.S. Port/Rail Ramp Freight Index, which forecasts port container and dray operations for the Pacific, Atlantic and Gulf regions. Ocean and domestic container rail ramp operations are also highlighted in the index for both the West Inland and East Inland regions.

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Nearly 400 representatives from Class I’s and short lines to suppliers, contractors, and the associations that represent them advocated for the freight rail industry on March 4 at Railroad Day on Capitol Hill—a tradition that spans more than 25 years.

The participants met with more than 330 congressional offices to share their stories and “to ensure elected officials understand their perspective when considering important legislation that affects the freight railroad industry,” according to event host American Short Line and Regional Railroad Association (ASLRRA), which was one of eight associations participating, along with the Association of American Railroads, National Railroad Construction & Maintenance Association, Railway Engineering-Maintenance Suppliers Association, Railway Supply Institute, Railway Systems Suppliers Inc., Railway Tie Association, and GoRail.

At the meetings, industry representatives focused on four key points, calling on Congress to:

1. “Update tax policies that incentivize private investment in infrastructure.
2. “Guarantee full and consistent funding for federal rail safety grants and encourage the innovation and deployment of safety-enhancing technology.
3. “Accelerate speed to build, advancing permitting reforms that provide greater transparency and predictability while ensuring timely, focused environmental reviews.
4. “Restore the Highway Trust Fund (HTF) to a user-based system and oppose increases to truck size and weight limits.”

“The services our industry delivers support tens of thousands of shippers nationwide, helping businesses stay competitive and keeping prices affordable for American families,” ASLRRA President Chuck Baker said. “Railroad Day on Capitol Hill puts a face on the businesses and communities that Congressional actions will impact, making connections that will be invaluable to the industry and to Congress as it considers legislation that will produce powerful outcomes for the public.” 

Union Pacific (UP) was among those that sent a delegation to Washington, D.C. The 17 members from the Public Affairs, Environment, Operations, Communications, and Marketing and Sales departments met with numerous congressional members and their staff. They discussed, among other things, “ways in which the federal permitting process can be streamlined to speed up infrastructure projects and how America’s freight railroads are vital to the country’s economic development,” according to the railroad.

“Strong public policies that support the rail industry are not just good for railroads, they also provide critical support to the nation’s supply chain and the businesses and consumers who rely upon railroads to deliver their products,” said Andrew Brady, Vice President-External Relations for UP. “This was also a great opportunity to educate our country’s leaders about the merger and how it will increase competition in the nation’s supply chain.”

Following are highlights from the event.

The post Industry Marks Railroad Day on Capitol Hill appeared first on Railway Age.

February 2026 was the best February on record for grain movement at CN, the Class I reported March 5. Shipping more than 2.67 million metric tons (MMT) of grain from Western Canada, CN said it “continued to demonstrate its ability to meet heightened seasonal demand during peak grain shipping periods.”

As grain volumes typically accelerate through the winter months following harvest, CN said is “position[ing] resources and work[ing] with its grain customers and supply chain partners to support farmers in efficiently getting Canadian grain to domestic and global markets.”

The railroad recently reported that January 2026 was its “second-best” January on record for grain movement. It shipped more than 2.72 MMT of grain from Western Canada, down slightly from the 2.85 MMT “all-time record” set in January 2020.

CN said it continues to execute its winter operations plan.

Separately, CPKC on March 3 reported moving 2.232 MMT of Canadian grain and grain products in February, beating its previous February tonnage record set in 2021. Last month’s 23,088 carloads also set a new February monthly record, surpassing the previous high also set in February 2021, it noted.

Meanwhile, following the November 2024 release of its first Indigenous Reconciliation Action Plan (IRAP) 2025-2027, CN on March 4 shared an update on the progress it has achieved and the priorities ahead around five pillars:

1. Cultural Awareness and Employee Engagement.
2. People and Employment.
3. Economic Reconciliation.
4. Community Engagement and Relationships.
5. Environmental Stewardship, Safety and Sustainability.

“At CN, we respectfully acknowledge that our railway was built and continues to be operated on many traditional territories and treaty areas of Indigenous Peoples,” the railroad noted on the “Strengthening Our Ties With Indigenous Communities” section of its website. “CN’s network spans nearly 20,000 miles across Turtle Island (North America). We operate within or adjacent to more than 220 reserve lands of nearly 130 First Nations and Métis communities in Canada and seven tribal reservations in the United States. We are grateful for the privilege of working and residing on these lands. We recognize and honor the original people who continue to serve as the traditional stewards of the land.”

CN in its new 2025 IRAP Annual Report (see, top) confirms the delivery of 20 of the 24 actions scheduled for completion. Among them: completing the curriculum for new national cultural awareness training; developing land acknowledgements for all CN locations and making them accessible to employees; finalizing a multi-year, companywide indigenous employment strategy; and communicating Indigenous procurement goals and expectations to Tier 1 suppliers. According to CN, two actions were rescheduled for 2026 and two targets were “recalibrated based on lessons learned and economic conditions.” The railroad also reported completing ahead of schedule two actions originally planned for 2026 and 2027.

“Our progress reflects our commitment to listen, learn, and act with transparency and humility,” CN President and CEO Tracy Robinson said. “Several milestones marked this year’s success, demonstrating that reconciliation is not a destination but a journey that requires engagement and accountability. While we are proud of the progress we have made, we remain determined to continue to challenge ourselves and remain focused on building stronger relationships with Indigenous communities.”

Beyond the formal IRAP commitments, CN said that it continued to build relationships and deepen engagement by:

• Holding more than 500 meetings and consultations with Indigenous partners, including eight formal consultation processes.
• Participating in more than 240 Indigenous community events.
• Delivering of more than 15 in-person rail safety and emergency response training sessions.
• Supporting more than 170 Indigenous communities and organizations through different sponsorships and donations.

Separately, CN has launched two commemorative locomotives—moving tributes marking the 250th anniversary of the United States signing of the Declaration of Independence. Both units are expected to operate across the railroad’s U.S. network throughout 2026, “offering employees, customers and rail enthusiasts an opportunity to participate in the celebration.”

CSX last month hosted its 35th Annual Short Line Conference in Jacksonville, Fla., welcoming more than 130 partners.

The Class I, which connects with more than 240 small roads, highlighted “operational excellence, commercial strategy and collaboration” at the event. CSX President and CEO Steve Angel opened the conference with a keynote address, followed by a leadership panel focused on service improvement and operational innovation. Additional sessions covered market outlook, legal and government affairs updates, industrial development, and a short line success story, culminating in the annual CSX Short Line Awards.

“The awards celebrate short line partners who demonstrate strong operational performance, a shared focus on safety and service, and a commitment to supporting customer growth across the CSX network,” CSX reported March 4. “Winners were selected based on net carload growth, percentage carload growth, and switch road growth.”

The following short lines were recognized:

• Columbus & Ohio River Rail Road (a Genesee & Wyoming subsidiary)
• Decatur & Eastern Illinois Railroad (a Watco subsidiary)
• Effingham Railroad (a Regional Rail LLC subsidiary)
• Falls Road Railroad (a Genesee Valley Transportation Co. subsidiary)
• MG Rail (a Consolidated Grain and Barge Co. subsidiary)
• Newburgh & South Shore Railroad (an OmniTRAX affiliate)
• Savannah & Old Fort Railroad (a Watco subsidiary)
• Toledo, Peoria & Western Railway (a Genesee & Wyoming subsidiary)
• West Virginia Central Railroad (owned and overseen by the West Virginia Division of Multimodal Transportation Facilities Rail Section)

“This year’s award recipients exemplify what it means to be a strong CSX partner,” noted Ryan Higgins, Vice President of Sales and Marketing-Industrial Products at CSX. “Their dedication to safety, service, and collaboration helps drive shared success for our customers and communities.”

Watch a video showcasing all the award presentation photographs below:

In other CSX news, the railroad recently reported cutting cargo theft by more than 80% in Memphis and modernizing its data platform with Infosys and Microsoft.

Separately, Railway Age late last month named it 2026 Short Line and Regional Railroads of the Year.

Evergreen Shipping Agency has named UP as its 2025 Rail Vendor of the Year, the Class I reported March 4 via social media. “We are proud to deliver award-winning, reliable intermodal service our customers can count on,” UP noted.

Evergreen Shipping Agency (America) Corp. is the North America general agent for ocean carrier Evergreen Line, providing customer service, sales, marketing, logistics and administrative support.

Separately, UP and Heartland Co-op recently celebrated the first train loading at the new Millerton, Iowa, facility. Also, UP announced last month that it signed a $1.2 billion agreement with Wabtec to modernize UP AC4400 locomotives and that its Big Boy No. 4014 will make 27 whistle-stops during the western leg of its coast-to-coast tour.

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

Telos Advisers on March 4 announced that Felicia Alexander has joined the company as Senior Director. She is a nationally recognized leader and subject matter expert in infrastructure pre-development and capital funding strategy.

Prior to joining Telos, Alexander served as Deputy Assistant Secretary at the U.S. Department of Transportation (USDOT), where she advanced national initiatives focused on mobility, safety, and economic competitiveness. She also held senior leadership roles at the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA).

Alexander played a key leadership role overseeing the FTA’s Capital Investment Grants (CIG) Program, the federal government’s primary funding source for major transit expansion and modernization projects nationwide. Earlier in her career, she served as Deputy Director and Division Chief at the Maryland State Highway Administration, where she managed $5.4 billion under the state’s six-year Consolidated Transportation Program.

“The entire team at Telos is thrilled to welcome Felicia. She understands how federal programs operate, how projects compete for funding, and what it takes to move initiatives from concept to implementation. Our clients will benefit immediately from her insight and leadership,” said Telos co-founders Eric Daleo and Megan Strickland.

At Telos, Alexander’s work will focus on complex project funding strategy, project management, infrastructure development, and transit-oriented development strategy.

“I understand the complexity of advancing major capital programs in today’s funding environment,” said Alexander. “Telos provides practical, experience-driven guidance to clients navigating complex transportation and infrastructure projects, and I’m proud to join a team with significant public-sector executive experience.”

Alexander’s appointment, the company says, “reflects Telos’ continued commitment to providing clients with the perspective of former senior transportation and infrastructure executives who have led public agencies and delivered major capital programs firsthand,” including former Federal Transit Administration Associate Administrator for Program Management Bruce Robinson, who joined the firm in 2025. Last month, Telos welcomed former Amtrak CEO Stephen Gardner to its Strategic Advisory Board.

To celebrate Women’s History Month, COMTO named 10 transit leaders Trailblazing the transportation industry in their annual “Women Who Move the Nation,” Awards, including DART President and CEO Nadine Lee.

Lee and the nine other transportation leaders will be honored at the 15th annual COMTO awards ceremony on April 15 in Washington, D.C.

“It is an honor to represent DART and the North Texas community as I’m recognized alongside my peers in the transportation industry,” said Lee. “The role of transit is more than moving people from point a to point b. Transit represents access, freedom, and mobility for people and communities.”

Lee joined DART as President and CEO in 2021 from Los Angeles County Metropolitan Transportation Authority (Metro) where she served as Chief of Staff.

In her time at DART, Lee has focused the agency on the Point B initiative, a 10-year strategic approach “to ensure DART is the first-in-mind mobility partner for North Texans.” The first Point B Annual Report, published in 2025, shows significant progress toward agency goals including opening the 26-mile Silver Line commuter rail, advancing $110 million in security and cleanliness contracts, and launching DART Transform, a $2.5 billion system-modernization program. 

Civil rights, equity, and regulatory compliance leader Kellie Irving has been selected as Director of RTD’s Civil Rights Division, effective March 16, following a national search.

Her career spans more than two decades across major public agencies, transportation authorities, health care organizations, and municipal governments. In this pivotal leadership role, she will “develop, plan, direct, and manage the operations of the division, which is responsible for furthering Civil Rights goals through programmatic strategy development and implementation, training, community outreach, regulatory compliance, and complaint investigation.”

She will report to the Deputy CEO, with a dotted line to the General Manager and CEO in her role as the Accountable Executive with ultimate responsibility for carrying out the agency’s Civil Rights program as required by the FTA.

Irving is respected for her leadership in Title VI and VII, ADA Title II and III, Disadvantaged Business Enterprise (DBE), Small Business Enterprise (SBE), Minority/Women Business Enterprise (M/WBE), and socioeconomic program implementation. “She is a lifelong advocate for equitable access and inclusive opportunity and has built a reputation for transforming compliance programs into engines of transparency, accountability, and community impact,” the agency noted.

“My career in regulatory compliance has been an exciting journey, defined by a deep respect for fairness and transparency,” Irving said. “Through years of honing my craft across this great nation in different states and agencies, I have learned that while governance is visionary and leadership is necessary, our employees are priceless, and the citizens are the reason we serve. I am truly honored to have been selected as Director of the Civil Rights Division for RTD. As a dedicated public administrator, I commit myself to the Denver community with a standard of excellence and a heart for service.”

Irving served most recently as Director of the Office of Equal Opportunity for the Maryland Department of Transportation State Highway Administration, where she oversaw compliance with federal, state, and local civil rights laws; managed a team of 20 professionals; and directed a $1.5 million departmental budget. Prior to that, Irving was DBE Program Manager for the Maryland Transit Solutions Joint Venture, supporting the $2.3 billion Purple Line project. She led DBE program guidance, staff supervision, outreach, and all written project communications, ensuring certified firms had meaningful access to contracting opportunities.

From 2022 to 2024, Irving served as Deputy Assistant Director for the Houston Airports System Office of Business Opportunity, where she directed Minority and Women, Small, and Persons with Disabilities Business Enterprise (MW/S/PDBE) and Airport Concession Disadvantaged Business Enterprise (ACDBE) compliance for one of the nation’s largest airport systems. Earlier roles include Manager of Regulatory Compliance and Civil Rights for Long Beach Transit; DBE Administrator for the San Mateo County (California) Transportation Authority; Compliance Director for the Consolidated Government of Augusta, Georgia; and Diversity Programs Director for Blue Cross and Blue Shield of Louisiana.

In addition to her public sector leadership, Irving has extensive entrepreneurial experience as Principal Consultant of Taylor Sloane & Associates, a boutique consulting firm specializing in diversity, affirmative action, government relations, and community engagement. She holds a Bachelor of Science in Public Administration with an emphasis in Urban Administration from California State University, Dominguez Hills. She also holds certificates in Spanish for Public Service, Alternative Dispute Resolution – Mediation, OSHA Construction Safety, and Plan Reading.

The post People News: Telos Advisers, DART, Denver RTD appeared first on Railway Age.

The Short Line Safety Institute (SLSI) has released a request for proposals (RFP) for a flatcar training platform buildout, part of its Safety Train project. Submissions are due April 15, 2026.

The Safety Train project, announced last spring, is slated to help bolster the SLSI’s hazardous materials (hazmat) emergency response training, which is offered to short line and regional railroad employees and first responders.

The train will comprise a classroom railcar, tank car(s), and a flatcar with tank car valve and fitting configurations, allowing users to see the size and scale of and interact directly with the equipment they would encounter on the job or in an emergency, according to SLSI. It will be used to provide comprehensive hazmat training with both hands-on and classroom components.

The SLSI’s RFP No. 2026-001 is for the modification of an existing flatcar into a training platform “with multiple exhibits (props) affixed to the railcar deck, and in displays within 20-foot shipping containers,” according to the RFP (download below; see general layout design, top). “The completed project will provide an open, safe learning environment with safety railings, a non-slip painted deck surface, and stair access on both sides of the car. It will also include pre-wired electrical for lighting, fans, etc., powered by shore line supply provided by an adjacent boxcar classroom, or an on-board portable power generator. A removable lightweight, durable, all-weather sunshade on a guidewire system anchored between the two containers.”

Props or training aids will include:

• “Complete DOT105 ‘next gen’ housing commonly used in chlorine transportation. Includes two liquid valves, one vapor valve, and combination pressure relief device. Housing dome cover/lid with lift assist.
• “Complete DOT112 housing commonly used in LPG/Anhydrous Ammonia service. Includes two liquid valves, one vapor valve, pressure relief device, magnetic gauging device, sample line valve, and thermometer well. This housing will also show a representative view of the eduction tubes, sample line, thermometer well, and magnetic gauging device below the pressure plate … Magnetic gauging device trimmed to fit and functional. Ends of tubes to be sealed to prevent insect infestation. One liquid eduction tube to be tapped with common pneumatic fitting and drain valve for liquid or vapor leak simulation. Housing dome cover/lid with lift assist.
• “DOT 113 cryogenic fittings compartment … SLSI will provide the fittings compartment assembly to construction site. Bidder will need to finish the exterior enclosure with sheet metal and fabricate a mounting base. Paint to match project.
• “Compete DOT 117 housing commonly used in petroleum crude oil service. Includes liquid valve, vapor valve, pressure relief device, and vacuum relief valve. Housing dome cover/lid with lift assist.
• “Common acid/HCL assembly to include fittings plate, fill hole, liquid valve, air valve, and rupture disc assembly.
• “Legacy 111 display commonly used for diesel fuel service. Three main components to be placed in relationship to each other as seen on units in service.”

The RFP also includes a list of components that will be on display in the finished instructional areas of each of the containers. One container will house components relating to high pressure tank cars, and the other container will house components relating to general service tank cars. These components will be affixed to display tables that are free-standing lengthwise with the container.

SLSI Executive Director Tom Murta is the project lead. RFP questions are due April 5, 2026, and RFP submissions are due April 15, 2026. Bid selection is scheduled for April 30, 2026, and the project start date is May 15, 2026.

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Railway Age’s 2026 Short Line and Regional of the Year program recognizes two Honorees and two Honorable Mentions for outstanding achievement—from growing through strategic investment, providing top-notch service, and positioning themselves as technology innovators to delivering value to the industry, partners, customers and the local communities they serve each day. These small-road standouts were selected from more than 20 finalists in the United States and Canada.

Union County Industrial Railroad, a North Shore Railroad Company affiliate, and Georgia Central Railway, a Genesee & Wyoming subsidiary, are our Short Line and Regional Railroads of the Year, respectively. Earning Honorable Mention are Sierra Northern Railway (Short Line) and R. J. Corman Railroad Company’s Nashville & Eastern Railroad (Regional).

Inside the March 2026 issue, you’ll also find these feature stories:

• Not Your ‘Run of the Mill’ Gondolas — Improved carbody materials and innovative designs are transforming these long-lived warhorses into state-of-the-art railcars.

• Building Successful Industrial Development Spaces — Norfolk Southern and Watco provide prime examples of how railroads can attract manufacturing plants to their systems and grow business.

• Intermodal Focus: South Carolina Ports Authority — Now the No. 8 U.S. port by volume and still looking to grow, South Carolina Ports Authority boasts the deepest harbor on the East Coast and “can handle any ship, any tide, any time.”

• Collision Avoidance, the AI Way — Creating safer rail operations through artificial intelligence applications.

• Wheel/Rail Vertical Impact Force Measurement Comparison — MxV Rail’s study covers three key techniques: high-accuracy instrumented wheelsets, a new bearing adapter that blends force measurement with acceleration compensation, and a high-accuracy in-track bi-circuit.

Plus, Railway Age Capitol Hill Contributing Editor Frank Wilner profiles Michelle A. Shultz, the Surface Transportation Board’s “preordained ‘Energizer Bunny’”; Financial Editor David Nahass in a column and companion podcast talks with Trinity Industries Inc. CFO Eric Marchetto about the “ocean of capital chasing trains”; and John Hankey, Contributing Editor and railroad historian and preservation project consultant, explains why the Bicentennial of American Railroading should serve as a kind of awakening, as there is much to be gained, he says, by nesting railroading’s 200 years deeply within America’s 250.

The post Railway Age March 2026 Digital Edition Spotlights Small-Road Standouts appeared first on Railway Age.

By bringing together ZEDAS (Germany), Railroad Software (USA), Raspberry Software (UK), and Automated Rail (USA), Waynova Group says the platform “delivers rail-focused software and hardware solutions to operators, infrastructure managers, and maintenance organizers.”

The Waynova Group rail platform spans:

• Asset management, maintenance planning and execution.
• Inspection and compliance documentation.
• Yard and rail transport management.
• Revenue protection and back-office services.
• Rail-specific hardware integration, including AEI and mobile field devices.

The unified structure, Waynova Group says, “strengthens product coordination and expertise across regions and products.” Existing customer relationships, contracts, and support teams remain unchanged. Waynova Group operates across North America and Europe, providing localized expertise with cross-regional collaboration and shared product direction.

“Strong rail software is built on deep process understanding. But real progress happens when depth meets scale, speed and specialization,” said Waynova Group CEO Jake Micsak. “By bringing our companies together, we create the foundation to evolve faster and support our customers even more effectively.”

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The plan (download below) “positions rail as a key driver of economic growth, freight mobility, passenger connectivity, and public safety,” according to NMDOT. “It advances strategic projects that will improve railroad crossing safety, reduce roadway congestion, enhance freight efficiency, and strengthen New Mexico’s competitiveness.”

“The 2026 State Rail Plan is a roadmap for strengthening New Mexico’s transportation future,” said NMDOT Executive Director of Modal Programs David Harris. “By aligning priority projects with federal funding opportunities, we are building a safer, more competitive rail network that supports communities and industry statewide.”

The plan, NMDOT says, prioritizes major grade separation and freight connectivity projects, including:

• Gallup – $44.89 million in Federal Railroad Administration (FRA) funding awarded for a railway-highway grade separation project. Construction start date pending.
• Texico – $73 million in FRA funding awarded for a grade separation project, anticipated to begin in 2030, in partnership with the Texas Department of Transportation.
• Santa Teresa – $37 million in FRA funding awarded for project design and construction. Design is now under way.
• Clovis – $1 million in FRA funding awarded for project design, now under way. Construction funding is not yet identified.
• Farmington Freight Rail Connection – Continued planning for a proposed new freight rail link connecting Farmington to the national rail network. Timeline to be determined.

Inclusion in the State Plan, NMDOT says, “ensures these projects remain eligible for future FRA and other federal funding opportunities.”

By aligning state priorities with federal investment criteria, the 2026 State Rail Plan “strengthens New Mexico’s ability to secure national funding and deliver long-term rail improvements that enhance safety, mobility, and economic opportunity statewide,” NMDOT noted.

The post NMDOT Finalizes 2026 State Rail Plan appeared first on Railway Age.

Total U.S. rail traffic for the weeks ending Feb. 21, 2026, and Feb. 14, 2026, rose 10.7% and 6.2%, respectively.

U.S. Class I railroads moved 516,729 carloads and intermodal units for the week ending Feb. 28, 2026, AAR reported March 4. Total carloads came in at 238,131, up 6.9%, and intermodal volume was 278,598 containers and trailers, down 2.5% from the same week last year.

For the week ending Feb. 28, 2026, eight of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included grain, up 4,210 carloads, to 25,210; coal, up 3,864 carloads, to 63,950; and chemicals, up 2,900 carloads, to 36,642. Commodity groups that posted declines were forest products, down 427 carloads, to 7,905; and miscellaneous carloads, down 302 carloads, to 8,599.

For the first eight weeks of 2026, U.S. railroads reported cumulative volume of 1,762,504 carloads, a 5.5% increase from the prior-year period; and 2,191,101 intermodal units, a 1.0% fall-off from last year. Total combined U.S. traffic for the first eight weeks of 2026 was 3,953,605 carloads and intermodal units, up 1.8% compared with last year.

North American rail volume for the week ending Feb. 28, 2026, on nine reporting U.S., Canadian, and Mexican railroads totaled 345,406 carloads, up 4.1% from the same week last year, and 366,411 intermodal units, down 0.1% from last year. Total combined weekly rail traffic in North America came in at 711,817 carloads and intermodal units, up 1.9%. North American rail volume for the first eight weeks of this year was 5,442,179 carloads and intermodal units, up 2.5% from 2025.

Canadian railroads reported 93,668 carloads for the week ending Feb. 28, 2026, rising 2.5%, and 74,256 intermodal units, climbing 11.3% compared with the same week last year. For the first eight weeks of 2026, they reported cumulative rail traffic volume of 1,274,116 carloads, containers, and trailers, up 2.5%.

Mexican railroads reported 13,607 carloads for the week ending Feb. 28, 2026, dropping 22.5% from the same point last year, and 13,557 intermodal units, dipping 4.5%. Their cumulative volume for the first eight weeks of this year came in at 214,458 carloads and intermodal containers and trailers, increasing 17.0% from the same point last year.

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STV on March 3 reported being selected by JAXPORT to provide engineering and design services for a project that will improve vessel-to-rail connectivity at Talleyrand Marine Terminal (TMT) and Dames Point Marine Terminal (DPMT) and support Florida’s increasing demand for aggregate imports.

According to the firm, it will lead engineering and design upgrades at TMT and DPMT, including environmental coordination, phased design documents, and support cost estimating and bidding. The aim of its work with JAXPORT, rail operators—such as CSX, Norfolk Southern, Florida East Coast Railway, and Watco’s Jacksonville Port Terminal Railroad—and other stakeholders is to “deliver an integrated rail network that supports long-term growth at the port,” STV noted.

“This project positions Jacksonville to move aggregate cargo faster and more efficiently as demand continues to rise,” STV Senior Vice President and Florida District Manager Keith Jackson said. ”Our team is designing rail infrastructure that directly improves how vessels, rail and terminals work together to keep the nation’s supply chain moving efficiently and effectively.”

STV has completed a variety of infrastructure projects across Florida, such as the SunRail Phase 2 Northern Expansion, Florida State Road A1A Improvements and Okeechobee Road/Miami Canal Bridge.

Separately, the firm recently expanded its footprint in Florida by opening two new offices in Jacksonville and Lake Mary; was selected to support Utah Transit Authority’s FrontRunner 2X Project; and appointed Jerry Jannetti as President of Transportation South.

A $22.5 million intermodal rail yard expansion project at the CSX-served Port of Wilmington is slated for completion by the end of June, WECT News 6 reported March 3.

Awarded an $18 million RAISE grant from the U.S. Department of Transportation, the North Carolina State Ports Authority broke ground on the project in fall 2024. It will add “four new working tracks with a combined length of 5,000 feet,” according to the media outlet.

“Once complete, phase one of the project will expand the Port of Wilmington’s intermodal rail throughput capacity to more than 150,000 TEUs annually, according to the authority,” WECT News 6 reported. “The port currently handles approximately 14,000 container movements by rail each year.”

“This added capacity is essential to support continued growth following three consecutive years of record intermodal rail volume,” a NC State Ports Authority spokesperson told the media outlet. “Our express intermodal rail products provide service to Charlotte, Rocky Mount, and Chicago.”

The post Intermodal Briefs: JAXPORT, Port Wilmington appeared first on Railway Age.

Stucki recently announced the launch of its newly redesigned website, which has been in development for more than a year and offers “a bold new look, improved navigation, and fast, easy access to information about Stucki’s products and services.”

“This is an exciting and important step for our company,” said Stucki CEO Ron Port. “Two years ago, we began to consolidate our subsidiary businesses under the Stucki name, and now our website represents that unified identity with a comprehensive visual presentation of our brands.”

The site features Stucki’s full portfolio of rail and infrastructure solutions for freight cars, locomotive parts and services, and maintenance of way. A range of technical resources is available, including product descriptions and literature, and information about industry certifications and approvals.

A new feature includes quote basket functionality, which enables visitors to request quotes on multiple items for “a faster, more efficient experience.”

Updated employment listings and an online newsroom round out the site’s main features.

“We designed the site with our customers in mind, making it easier to find the products and services they need and connect with our teams at every location,” said Port.

STV on March 3 announced the promotion of Aaron Jones, APR, to Vice President of Media on the communications team. He will oversee the media team, which includes earned, paid and social media, as well as video content production. As part of this new role, Jones will co-lead the communications team’s AI transformation to “strengthen STV’s brand and support its long-term growth.”

In three years at STV, Jones has “driven the strategies that have doubled STV’s social media audience, doubled its share-of-voice among competitors and generated nearly three billion earned media impressions,” the firm noted. He has also advanced major enterprise-wide initiatives, including launching STV’s rebrand, delivering its new award-winning website, bolstering STV’s executive communications strategy and supporting the development and dissemination of the firm’s new 3-year Strategic Plan.

“Aaron understands how modern communications teams can drive business outcomes. He brings a unique ability to combine creative storytelling with data-driven marketing strategy,” said Beth Miller, Head of Communications at STV. “Because of his leadership, curiosity and rigor, the stories about how STV makes communities better will continue to reach more clients, more community stakeholders and more talent as the company grows.”

Jones brings more than a decade of expertise in PR, digital marketing strategy and executive communications with experience across corporate, agency and nonprofit sectors. He holds a BA in Communications from the University of Technology, Sydney (UTS) and earned his Accreditation in Public Relations (APR) from the Universal Accreditation Board in the United States.

The post Supply Side: Stucki, STV appeared first on Railway Age.

A new independent economic study assessing the American Public Transportation Association’s (APTA) Surface Transportation Authorization Recommendations finds that “every $1 billion invested in public transportation generates $5 billion in long-term economic value and supports tens of thousands of jobs nationwide.” These findings, APTA says, “provide clear evidence that sustained Federal investment in public transit and passenger rail delivers significant returns for workers, communities, taxpayers, and the U.S. economy.”

On Feb. 19, 2026, the APTA Board of Directors approved the APTA Surface Transportation Authorization Recommendations (download below), “which urge Congress and the Administration to build upon current investment for public transit and passenger rail to drive job creation, innovation, and economic growth by providing $138 billion for public transit and $130 billion for passenger rail over the next five years.”

The report, Economic Impact of Public Transportation Investment (download below), finds that investment in public transportation “delivers strong taxpayer returns through job creation, increased tax revenue, improved access to jobs and healthcare, reduced congestion, and lower household transportation costs.” The report specifically finds that these critical public transportation investments will create an additional $140 billion in annual impacts on the American economy, APTA noted.

“Public transportation is one of the smartest investments we can make in America’s economic future,” said APTA President and CEO Paul P. Skoutelas. “A $1 billion investment doesn’t just move people. It moves our entire economy forward, creating tens of thousands of jobs and unlocking billions in economic opportunity.”

“Federal investment enables public transit agencies nationwide to address the more than $150 billion state-of-good-repair backlog, meet growing mobility demands in our communities, and drive innovation and new technologies to enhance safety and expand access to jobs, healthcare, and education,” according to APTA.

The Economic Impact of Public Transportation Investment finds that each $1 billion invested in public transit delivers:

• $5 billion of economic value (GDP) (5-to-1 economic return on investment) including $1.4 billion in direct spending from construction, and operations; and $3.6 billion in long-term benefits from improved mobility, reduced congestion, and expanded access to jobs and healthcare.

• 41,400 jobs created or sustained across construction, manufacturing, operations, and supplier industries.
• $3.1 billion in worker income supported.

• $251 million in Federal, State, and local tax revenue.

“These results are not accidental. They are the direct outcome of Federal leadership and investment,” Skoutelas said. “When the Federal Government invests in public transportation, communities see real improvements, such as expanded service, modern vehicles, good-paying jobs, and stronger local economies.”

Other APTA research finds that 77% of Federal public transit funds flow to the private sector, supporting American manufacturing and family-wage jobs. Today, APTA also released updated bus manufacturing and rail car manufacturing schematics illustrating how Federal public transit investment supports 3,000 suppliers in more than 1,700 communities in 50 states.

“Federal investment has delivered results, but the job is far from finished,” Skoutelas said. “A strong, long-term Federal commitment is essential to drive job creation, innovation, and economic growth across the nation.”

The APTA Surface Transportation Authorization Recommendations for the next surface transportation law are guided by three key initiatives:

• “Build upon current investment for public transit and passenger rail to drive job creation, innovation, and economic growth.
• “Accelerate project delivery by eliminating statutory and regulatory barriers to building infrastructure.
• “Strengthen collaborative, local decision-making.”

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