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The American Steam Railroad Preservation Association needs to raise $15,000 to replace the rod brasses on Reading Company 4-8-4 2100, a vital part of the locomotive’s ongoing restoration. 

The locomotive has been under restoration in Cleveland for nearly a decade, and volunteers are hopeful it will run in 2026. When it does, it’s expected to wear a red, white, and blue livery inspired by sister engine 2101, which led the American Freedom Train in the 1970s. The 2100 will also be renumbered 250. The locomotive was steamed up for the first time following extensive boiler work in April 2025.

“With 2026 approaching and work on the locomotive’s boiler nearing completion, it is time to shift focus on the running gear,” said volunteer Nick Martin. “This $15,000 goal for the rod brasses is the first of additional goals to come in the Making Moves campaign, and if we continue to meet those goals, 250 could make its first moves under steam as soon as spring of 2026.”

Reading 2100 was built in the railroad’s own shops in September 1945 by essentially expanding an existing Baldwin 2-8-0. The locomotive ran into the 1960s. In 1975, it and its sister locomotive, 2101, were purchased by Ross Rowland. Locomotive 2101 was restored for the American Freedom Train while 2100 served as a parts source. Locomotive 2100 was briefly restored in the 1980s before moving to Ontario and then Washington State, where it briefly ran in the 2000s. In 2015, the locomotive was moved to Ohio to be restored by ASRPA. 

Donations can be mailed to the American Steam Railroad Preservation Association, 2800 W. 3rd St, Cleveland, OH 44113, or made online at www.americansteamrailroad.org.

—Justin Franz 

The post American Steam Raising Money For 2100 Running Gear appeared first on Railfan & Railroad Magazine.

MTA on Nov. 19 issued the final 2026 operating budget and four-year financial plan (see above), which it said introduced “a new round of operating efficiencies over the next four years that significantly reduce out-year deficits announced in the July Financial Plan by a total of $418 million.” New cost savings of $675 million, it reported, are the primary driver and raise the cumulative total to more than $2 billion in operating savings through 2029.

“The plan shows a continued balanced operating budget for 2026 and reduces the projected deficit for 2027 by approximately half, from $345 million to $160 million, with additional deficit reductions in 2028 and 2029 thanks to a new round of operating efficiencies that the Authority has identified,” MTA said. The plan, it pointed out, forecasts $75 million more in operating efficiencies for 2027; $150 million for 2027; $200 million for 2028; and $250 million for 2029, totaling $675 million in new cost savings. This is in addition to the annual recurring savings of $500 million that MTA said it is “on track to achieve this year, originally reflected in the November Financial Plan of 2022.”

According to MTA, it has identified new cost savings through “transitioning to Tap and Ride; lower maintenance costs with the rolling deployment of newer and more reliable subway and railcars; optimization of railroad train crew schedules; and other identified efficiencies of internal processes across all agencies.”

Overall, revenue and expenses are on budget for 2025, MTA reported. Farebox revenue “is tracking to budget, primarily driven by stronger farebox performance from the commuter railroads [Metro-North and Long Island Rail Road],” and overall operating expenses “remain below budget,” it said.

“In 2021, the MTA was looking at a $2.5 billion annual deficit, but we have been able to get back on track thanks to the amazing support from Albany,” MTA Chair and CEO Janno Lieber said. “That support allowed us to stay afloat without cutting service, without any layoffs—and another major factor in this agency’s fiscal stability has been the cost savings that we’ve achieved in recent years.”

“The MTA has kept real costs below 2019 levels and through these new cost savings, continues to meet the challenge of identifying new operating efficiencies to further reduce out-year deficits,” MTA Chief Financial Officer Jai Patel noted. “We’ll continue to make smart financial decisions that ensure long-term budget stability, while delivering reliable service customers can count on.”

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Plans for the new Riverfront Streetcar Station and CPKC Pavilion will be unveiled Nov. 22, according to the KC Streetcar Authority (KCSA), which is partnering with Port KC and CPKC on the project. The station and pavilion in 2026 will become the new northern terminus of the KC Streetcar system and provide access to Berkley Riverfront.

The $5 million pavilion—designed by a local team led by Burns & McDonnell and Zahner—will serve as the ‘front door’ to the Berkley Riverfront, CPKC Stadium, and future development, KCSA reported Nov. 18. It will feature an “artistic metal canopy, sculptural lighting, and enhanced passenger boarding and waiting areas.” Inspired by the Missouri River’s “movement and flow,” KCSA said the pavilion’s “architecturally striking canopy” and “vertical beacons of light” will symbolize Kansas City’s “deep connection to the river that shaped its history.”

The pavilion will be funded by a combination of federal grants and private contributions, according to KCSA. Construction will begin later this year and continue through 2026.

The station and pavilion are part of KCSA’s 0.7-mile Riverfront Extension project (see map above), which is 97% complete and expected to open in early 2026. The extension begins at 3rd Street and Grand Boulevard in the River Market, crosses the existing Grand Boulevard Bridge, and ends near the midpoint of Berkley Riverfront—about a five-minute walk to the home of the KC Current, CKPC Stadium. When complete, the entire KC Streetcar system will cover nearly 6.5 miles from the river to the Roos (University of Missouri-Kansas City).

“Together with Port KC and CPKC, we’re building an end-of-line station that truly reflects the important role this streetcar stop will play in connecting our system to all of Berkley Riverfront for years to come,” KCSA Executive Director Tom Gerend said.

“Partnerships like this are exactly how we continue to transform Kansas City’s riverfront into a vibrant, connected destination,” Port KC President and CEO Jon Stephens said. “The new End of the Line stop will not only connect people to the riverfront—it will create a true sense of arrival and place for everyone coming to experience all that this area has to offer.”

“Our rail network connects businesses, nations, and communities, fueling the economic development that strengthens the places we live and work,” commented Chad Becker, CPKC Chief of Staff. “We are proud to support the KC Streetcar, which is helping redefine how people experience Kansas City. This latest project adds to the successful rebirth of the riverfront anchored by CPKC Stadium and surrounding developments.”

Earlier this fall, KCSA launched its 3.5-mile Main Street Extension, connecting downtown with the Midtown corridor, including the Country Club Plaza district, and ending at the Roos (see map of the current system, above left).

The Oceanside (Calif.) City Council on Nov. 19 voted to advance the proposed Oceanside Transit Center redevelopment project, which NCTD reported was “a significant step forward” in its transit-oriented development (TOD) strategy. The project plans will proceed to the California Coastal Commission for final review in 2026.

The Oceanside Transit Center is a hub for transit services in North County, connecting communities to San Diego, Los Angeles, Orange County, and North County inland cities. It is the only station served by SPRINTER hybrid rail, COASTER commuter rail, Amtrak intercity rail, Metrolink commuter rail, BREEZE fixed-route bus, and LIFT paratransit services.

The redevelopment project represents nearly $100 million in private investment and includes a dedicated transit customer service center, a station plaza, improved public waiting areas, a new public parking structure, and the relocation of a bus island to provide direct bus-to-rail connectivity and reduce passenger walk times roughly 50% when compared with the existing configuration, according to NCTD. The project also includes 170 hotel rooms, nearly 30,000 square feet of ground-floor retail space, and 547 residential units (15% of which will be dedicated as affordable housing for low- and moderate-income households). Toll Brothers Apartment Living is the project manager; it will oversee construction and provide site management upon project completion.

NCTD reported that its headquarters will be relocated from 810 Mission Avenue to the redeveloped Oceanside Transit Center (235 S. Tremont); this will create an opportunity for Toll Brothers Apartment Living to develop 206 mixed-income units (including 31 for low- and moderate-income households) at the Mission Avenue site.

“The vision for a reimagined Oceanside Transit Center is the result of more than three years of public outreach, collaboration, and compromise between a diverse coalition of local residents, nonprofits, transit, and housing advocates, and of course the City of Oceanside and NCTD,” said Michael McCann of Toll Brothers Apartment Living. “Downtown Oceanside has become such a unique destination that deserves a world-class transit center. We’re proud to be part of the team that will deliver a project that benefits not only Oceanside, but the region as well.”

According to NCTD, the Oceanside Transit Center redevelopment project is the first of 11 planned redevelopment projects at NCTD rail stations. Collectively, these developments are expected to generate approximately 2,341 housing units—884 of which will be designated affordable—along with 275 hotel rooms in coastal areas and an increase of 55,800 square feet of retail space.   

WMATA along with development partners Rushmark Properties and EYA, LLC, and Virginia elected officials on Nov. 19 broke ground on a dense, mixed-use community, just steps from the West Falls Church Metrorail Station.

The Falls Church Gateway Partners will transform 24 acres of WMATA-owned parking lots into “a vibrant neighborhood that enhances transit accessibility and supports affordable housing,” according to the transit authority.

The project will be developed in three phases and include up to 1 million square feet of new residential, office, and retail space. The residential portion will feature up to 810 apartments and 82 townhomes with affordable housing components. It also includes a new street grid with improved pedestrian, bike, and bus access. New public spaces like civic plazas, pocket parks, and a dog play area will also be created, WMATA reported.

The first phase will open with townhomes starting in 2027 and apartments in 2028.

“Groundbreakings are about new beginnings, and West Falls Church is set for an exciting new chapter,” WMATA General Manager Randy Clarke said. “With the Silver Line’s arrival [in 2022], these lots became underused, creating an opportunity to build a community steps from the station. When we build more housing near transit, the entire region benefits—from growing ridership to reducing traffic congestion to creating better quality of life opportunities and more access to jobs and entertainment.”

“By transforming 24 acres of Metro-owned land into a vibrant, walkable, mixed-use neighborhood, this community will have a new place where people can live, work, and connect—without needing a car for every trip,” WMATA Board Member and Fairfax County Supervisor Walter Alcorn said. “This redevelopment—with new homes, offices, retail, and public spaces—shows what’s possible when Metro [WMATA], Fairfax County, and our partners unite around a shared vision for smart, transit-oriented growth that benefits our residents, our economy, and our region.”

The TOD project complements two others for a total of nearly 42 acres around the Metrorail station: West Falls and the Virginia Tech Northern Virginia Center, which includes the new the HITT headquarters.

The DART Board of Directors approved a $16.8 million contract with Preferred Technologies, LLC for a system-wide upgrade of camera and monitoring equipment and exercised a contract extension and increase with Texas Elite Facility Services for cleaning services (worth $7.8 million), the transit agency reported Nov. 19. DART operates light rail, Silver Line regional rail, Trinity Railway Express, bus routes, GoLink on-demand service, and paratransit, moving more than 220,000 riders daily across a 700-square-mile, 13-city region of North Texas.

Preferred Technologies, LLC, will upgrade DART’s surveillance camera system, replacing of “thousands” of cameras while unifying DART’s hardware and software. The move will increase efficiency and collaboration between DART PD and operations, according to the transit agency. The cameras and related systems will cover trains, buses, platforms, bus stops, and facilities. The contract also includes advanced analytics capabilities to improve response times, DART said. This is the first major overhaul of the DART camera system since 2010. DART PD and the operations and technology departments are collaborating to identify priority locations, and fieldwork will begin in the first part of 2026. 

The Texas Elite Facility Services contract covers bus stop and shelter cleaning services. According to DART, the contract extension “increases quality control measures and includes integration of the vendor with DART’s internal maintenance system for faster response times.” The transit agency said the new contract doubles the cleaning frequency for bus shelters, “which is a priority” as DART is installing 1,200 new next-generation shelters. It also standardizes inspections from the vendor and DART, “making more bus stop and bus shelter inspections possible more often.”

Separately, TOD within a quarter mile of DART light rail stations has generated $18.1 billion in direct economic impact to North Texas over the past 25 years, according to the University of North Texas Economic Research Group. This includes a $1.0 billion direct impact from 2022 to 2024 based on 37 development projects.

The post Transit Briefs: NYMTA, KC Streetcar, NCTD, WMATA, DART appeared first on Railway Age.

Effective immediately, the District will serve as a first-of-its-kind mobility logistics hub within the Smart Port at AllianceTexas, Hillwood’s 27,000-acre, master-planned, mixed-use development in north Fort Worth.

The Alliance Logistics District is designed to deliver tangible operational advantages to any operator or customer within its boundaries. Key benefits include:

• “The right to deploy semi- and fully autonomous vehicles along district roadways in the freight corridor, supporting next-generation logistics and automation.
• “The right to use private hostler vehicles without a commercial driver’s license (CDL) to shuttle freight between BNSF’s intermodal facility and District warehouses, increasing operational efficiencies and reducing regulatory barriers.
• “The right to perform heavy-haul freight movements (loads over 80,000 pounds) across District roadways without the need for special-use permits, enabling efficient transport of high-density or oversized goods.”

These benefits, Hillwood says, are available to all users operating within the District, regardless of prior involvement or technical background, “ensuring that the District’s innovative infrastructure and regulatory flexibility are accessible and understandable to both new and existing stakeholders. By being co-located with one of BNSF’s largest intermodal facilities, operators and customers can realize significant operational cost savings, enhanced connectivity and improved logistics efficiency.”

Anchored by North America’s largest inland rail port, BNSF’s Alliance intermodal facility, the Alliance Logistics District is the first of its kind within BNSF’s rail and intermodal ecosystem and will “redefine how freight moves through North Texas while reducing traffic on public roads,” according to the company. “By enabling more efficient and cost-effective cargo transport, including autonomous and semi-autonomous shuttle movements as well as overweight and private heavy-haul vehicles, the District will help customers save millions of dollars annually while solidifying North Texas’ position as a national leader in logistics innovation.” 

In its request to the Fort Worth City Council, Hillwood “emphasized that the Alliance Logistics District aligns directly with the City’s 2023 Innovation Districts Policy,” which encourages concentrated hubs of research, technology and entrepreneurship within defined geographic areas. Surpassing the City’s established criteria, the Alliance Logistics District, the company says, will support industries including logistics, automation, and advanced manufacturing—anchored by Perot Field Fort Worth Alliance Airport and the BNSF intermodal facility. The District will also advance innovation-driven employment, smart infrastructure and public-private collaboration to strengthen Fort Worth’s role as a global logistics and technology center, Hillwood noted.

Spanning nearly 1,400 acres, the District is purpose-built for next-generation industrial development, with direct BNSF rail access and flexible logistics infrastructure designed to support manufacturers and shippers handling heavy, dense or high-value goods—such as ceramics, plastics and auto parts—where speed, efficiency and connectivity are critical.

“By integrating advanced technology, modern infrastructure and regulatory flexibility, this initiative reinforces AllianceTexas’ standing as one of the most connected, forward-thinking logistics ecosystems in the country,” said Nicholas Konen, Vice President of Strategic Development at Hillwood. “These advancements reduce costs for customers, improve logistics efficiency and take pressure off public roadways. Our long-standing partnerships with BNSF, the City of Fort Worth and regional transportation leaders are truly a testament to how public-private collaboration sparks innovation, accelerates industrial development and drives economic opportunity.”

The inland port at AllianceTexas serves as the primary port of entry for the southwestern U.S., linking global trade directly to the region through intermodal rail connections from ports including Los Angeles, Long Beach and Houston. As one of only two intermodal logistics hubs in Texas that integrate air, ground and rail transportation, companies can efficiently move goods across all three modes of transit.

“The Alliance Logistics District aligns perfectly with BNSF’s vision to deliver transportation services that consistently meet our customers’ expectations, with these innovations delivering cost savings and additional supply chain value,” said Jon Gabriel, BNSF Group Vice President of consumer products. “By enabling the delivery of goods from rail to warehouse in a more efficient way, we’re increasing the traffic that can capitalize on the cost, capacity and sustainability benefits of intermodal while creating a scalable model for the next generation of inland ports. This strengthens the region’s freight infrastructure and keeps North Texas at the forefront of global supply chain innovation.”

According to a recently released study by the Texas Comptroller’s office, Texas ports generated $1 trillion in international trade in 2024, with AllianceTexas contributing $834.6 million—a 550.7% increase since 2016.

“Through this public-private partnership, Fort Worth continues to lead in smart, sustainable infrastructure that drives our region’s economic vitality,” said Lauren Prieur, Fort Worth’s Director of Transportation and Public Works. “The Alliance Logistics District strengthens our position as a global logistics hub while ensuring forward-looking, responsible transportation planning.”

Accompanied by these operational enhancements, Hillwood’s $20 million investment in a private heavy-haul bridge over FM-156 “unlocks the District’s true value, directly linking its 15 million square feet of distribution, logistics, and manufacturing space to BNSF’s Alliance intermodal facility,” the company said.

Planned to meet Texas Department of Transportation (TxDOT) standards and engineered for 120,000-pound axle loads, the three-lane bridge “will enable the efficient movement of heavy-haul freight while reducing truck traffic on public roads.” Construction is expected to be completed by late 2026, “reinforcing Hillwood’s commitment to next-generation infrastructure that supports industrial growth and regional mobility,” the company said.

The post Hillwood, BNSF, City of Forth Worth Launch Alliance Logistics District appeared first on Railway Age.

For tenants, TexAmericas Center says, that means “faster turns, more predictable service, and quicker Speed-to-Market resulting in Speed-to-Profit.” For the four-state regions of Arkansas, Louisiana, Oklahoma, and Texas, “it strengthens the Texarkana logistics hub, supports Red River Army Depot and area manufacturers, and helps attract new investment and jobs.”

The locomotives, EMD GP38‑2 models rated at 2,000 horsepower each, are part of a $3.15 million investment “to increase internal capacity, improve car staging and spotting reliability, enhance operational flexibility, and elevate day‑to‑day safety for employees and contractors,” the industrial park noted.

As a designated Union Pacific (UP) Focus Site, TexAmericas Center says it is “leveraging the added locomotive power to cut bottlenecks, lower shipping costs, reduce delivery times, and connect tenants to broader markets, accelerating Speed-to-Profit and making the four-state region more competitive for investment and jobs.”

“This is about giving businesses the service they need to move faster,” said TexAmericas Center CEO and Executive Director Scott Norton. “With added power and control on our own footprint, we can switch cars more efficiently, keep people safer on the ground, and help companies stay on schedule.”

The project was supported by a $1.5 million Defense Economic Adjustment Assistance Grant from the Texas Military Preparedness Commission. The state support helped bring the equipment online on an expedited schedule and strengthens logistics for its tenants including those supporting the Red River Army Depot, according to TexAmericas Center.

“We are grateful for the Commission’s support,” said Norton. “Their investment helped us turn plans into action and deliver real-world reliability for the defense supply chain and for the companies that put people to work here.”

Built for dependable daily service, both units were upgraded to Tier Zero Plus emissions standards and equipped with Hot Start technology to reduce idle time and fuel burn. Additional enhancements include newer‑generation traction motors for improved tractive effort, an FRA‑approved event data recorder, upgraded lighting and visibility for public safety, and climate controls for operator comfort that were not available on prior locomotives.

“This investment is about performance you can feel on the ground. We stage and spot with more precision, cut idle time, and keep people out of harm’s way. That means tighter cycle times and a more dependable rail experience for every shipper on our campus,” said Norton.

The ceremony on the East Campus included brief remarks, a ceremonial bottle break, and a horn salute. Speakers and special guests included leadership from the Texas Military Preparedness Commission and Red River Army Depot, along with regional and state officials. Photo opportunities and media interviews followed the commissioning.

The milestone, the industrial park says, “aligns with broader rail expansion under way at TexAmericas Center, including new track on the south end of East Campus, additional spurs, and sit yards designed to increase capacity and give tenants more choice.”

The post TexAmericas Center Commissions Two Locomotives appeared first on Railway Age.

In the heart of the Windy City, BNSF’s Cicero Intermodal Facility underwent a transformation that’s as strategic as it is sustainable. With the final phase of a multi-year expansion nearing completion, the project is already delivering on its promise: increased capacity, improved safety and efficiency, and meaningful environmental benefits for customers and communities alike. 

The expansion will increase Cicero’s annual lift capacity by 175,000 units. This is an essential step in supporting BNSF’s intermodal growth strategy and meeting rising demand across our 32,500-mile network.

“Reconstructing an active railyard while continuing to provide quality service to our customers presented its own unique challenges,” said Engineering Manager Chris VanDeven. “The success of this project is a direct result of the collaboration and innovation of all those involved.”  

Teams managed overall costs to mitigate inflation, applying value engineering and working collaboratively with stakeholders to define the right scope and deliver what was needed. Everyone involved consistently exceeded expectations.  

We’ve added 8,500-foot of production track (where intermodal trains are loaded and unloaded), 55,000 feet of reconstructed receiving yard tracks, new trailer parking with more than 800 stalls, a hostler repair shop and a 100-foot diameter turntable. But the real story lies in how the work was done. 

By optimizing site grading, the team reduced excavation by 63,900 cubic yards. Instead of hauling away excess soil, they repurposed 204,000 cubic yards to build an embankment on adjacent BNSF property that eliminated 1,449,000 miles of truck trips and over 5,000 metric tons of greenhouse gas emissions. 

To put that in perspective, offsetting that much carbon would require planting 120,000 trees, no small feat in a dense urban area like Chicago. 

Beyond the railyard, the project also brought benefits to the surrounding community. Working with local municipalities, we designed and built a 2,700,000-cubic-foot stormwater detention system to better manage runoff and reduce strain on the city’s sewer infrastructure. 

In a nod to preservation and reuse, we donated the facility’s original 135-foot locomotive turntable to the Railroading Heritage of Midwest America in Silvis, Illinois, and a 15-ton crane from the Cicero locomotive repair shop also found a new home at the Illinois Railway Museum, where it will help maintain a fleet of 58 historic diesel locomotives. 

“Cicero employees recognize and appreciate the investment BNSF has made in the terminal,” said Joseph Ratulowski, Cicero terminal superintendent. “The improvements in safety and capacity have strengthened our confidence of this yard and we know it will deliver benefits for years to come!”   

The Cicero expansion has been a part of a broader, long-term commitment by BNSF to invest in infrastructure that supports customer growth and supply chain resilience. From intermodal hubs to mainline capacity, every project is designed with the future in mind. 

With more capacity, smarter design and a smaller environmental footprint, Cicero is ready to meet the needs of customers today and tomorrow. 

The post Cicero Intermodal Expansion Delivers Capacity, Sustainability and Customer Value appeared first on Railway Age.

“The North American intermodal market maintained a positive growth trajectory in the third quarter of 2025, despite increasing volatility and economic headwinds,” according to the Intermodal Association of North America’s (IANA) quarterly report, released Nov. 19 (download below).

The three months ending September 2025 “extended the strong performance seen in the first half of the year,” the Association said. Total intermodal volumes rose 2.8% year-over-year, with international containers up 4.4%, domestic containers up 2.5%, and trailers down 18.7%.

Loadings approached 4.8 million for the quarter, which IANA said is “a level not seen” since second-quarter 2021.

Among the report’s key highlights:

• “Domestic container traffic recorded its highest September volume ever, rising 5.8% year-over-year. This segment’s strong growth was supported by increasing manufacturing activity and a successful capture of modal share from trucking, which experienced low rates and high operating costs.”
• “July saw record volumes as domestic suppliers ‘frontloaded’ in anticipation of tariff increases, with rapid weakness following in August. This volatility caused overall annual growth for IPI to slow to just 0.6% year-over-year in September.”
• “Despite a current sluggish freight environment, future tightening in the trucking market is expected to significantly benefit domestic intermodal. Pressures like a surge in insurance premium costs and declining Class 8 truck orders are aligning to constrain the available driver supply and fleet capacity.”

The Association noted that “[g]rowth became more challenging as the quarter progressed due to” three factors:

1. “A significant month-over-month decline of 3.7% in September’s total intermodal originations.
2. “Slowing job and income growth and rising inflation due to tariffs, which may have weighed on consumer spending.
3. “Tougher comparisons to the late surge in 2024 and the early 2025 import frontloading.”

“The North American intermodal market has shown notable resilience this quarter, extending a positive growth trajectory despite increasing volatility and economic headwinds,” IANA Director of Economics Andrew Sibold said. “Domestic intermodal may see the greatest opportunity going forward as trucking conditions tighten.”

“While total North American intermodal moves were up [3.8%] through the first nine months of 2025, the fourth quarter will be the most challenging of the year,” added Anne Reinke, President and CEO of IANA.

• IANA: Intermodal ‘Stays Strong’ in 2Q25
• IANA: ‘Tariff Deadlines’ Drove Up 1Q25 Intermodal Traffic
• IANA: Intermodal Closes 4Q24 ‘Strong’
• IANA: Intermodal ‘Pushes Ahead’ in 3Q24
• IANA: Intermodal ‘Maintains Momentum’ in 2Q24
• IANA: ‘Intermodal Makes Gains’

The post IANA: Intermodal ‘Stays Ahead’ in 3Q25 appeared first on Railway Age.

Each year, Norfolk Southern (NS) conducts a comprehensive customer survey to gauge service performance and identify opportunities for improvement. In 2025, we achieved a world-class response rate of 42%, with 404 customers participating and sharing more than 500 comments—an impressive increase in engagement compared with last year.

The results reflect meaningful progress. Our Net Promoter Score rose five points overall to 32, and among our top-200 customers by revenue, it climbed to 43—clear indicators of improving sentiment and alignment on what matters most to shippers. Overall, 80% of respondents reported being satisfied with NS service performance.

Customers highlighted strong relationships with our Commercial team, effective communication methods, industry-leading technology solutions, and noticeable improvements in service reliability.

Why it matters: Our customers’ feedback shapes our path forward. Their insights guide where we invest, how we operate, and the actions we take to deliver the safe, reliable service they count on to support their business.

Key takeaways:

• Reliability remains the foundation of strong partnerships.
• Proactive, clear communication builds trust.
• Digital tools help make planning and shipping easier.
• Customers value a responsive, solutions-oriented team.

What we heard: Customers underscored the importance of dependable service, transparent communication, and tools that make it easy to do business with us. They also expressed that strong partnerships matter, especially when they can count on collaboration, responsiveness, and problem-solving from our teams. One manufacturing customer described NS as “the most customer-centric and visible railroad,” noting that our teams “go above and beyond” in customer service and support. A chemicals customer shared that our collaboration “feels like a partnership” and applauded our responsiveness to trends and our excellent communication.

They also shared where continued improvements would make the biggest difference. Others highlighted that “better communication any time something changes” would help them operate more efficiently, and others pointed to the need for “more visibility to help us plan better.”

How we’re moving forward: These insights guide ongoing work across our operations, commercial, and technology teams. We’re strengthening service reliability, improving communication, enhancing our digital tools, and making each interaction with NS more seamless and predictable.

We’re grateful to every customer who shared their perspective. Their feedback helps us evolve and continue building a railroad that supports their growth. We’ll keep listening, learning, and raising the bar on the service we deliver every day.

“Our customers’ feedback is essential to how we operate,” NS Chief Commercial Officer Ed Elkins said. “It gives us clarity on where to focus and reinforces our commitment to delivering safe, reliable service. Their input helps us make decisions that strengthen our network to support their long-term success.”

Learn more about how we’re working to deliver a better customer experience with innovative solutions on our website.

The post NS: Turning Customer Insights Into Better Customer Service appeared first on Railway Age.

The American Short Line and Regional Railroad Association (ASLRRA) has filed a notice of intent to participate in the Surface Transportation Board’s (STB) review of the forthcoming Union Pacific-Norfolk Southern application seeking authorization to combine their networks under common ownership and form a U.S. transcontinental.

“This proposed major consolidation transaction is of significant interest to short line railroads across the nation,” ASLRRA said in its Nov. 19 filing announcement. “Both individually and collectively with the involvement of the ASLRRA, short lines are actively engaged in ascertaining how the proposed transaction may positively or negatively impact smaller railroads and their customers.”

The Association’s participation, it noted, “will focus on ensuring the transaction, as presented to the STB by the applicants or as may be conditionally approved, adequately addresses any impact on smaller railroads and their customers, and supports” the following measures:

• Short line carload traffic growth and enhanced Class I/short line interchange efficiencies.
• Frequent and reliable railroad service post-transaction.
• Competition across the overall network.

“On behalf of our members, ASLRRA will productively engage in the STB process, seeking to enhance competition, improve customer service, and grow rail volume across the U.S. freight rail network by building on successful win-win partnerships between Class I’s and short lines,” ASLRRA President Chuck Baker said.

UP and NS this summer submitted to the STB a notice of intent to file an application for STB approval of a proposed merger; in their notice, UP and NS stated that they intended to file their application on or before Jan. 29, 2026. The application would be part of STB docket FD 36873.

Shareholders of UP and NS, in special meetings held Nov. 14, approved the merger of the two railroads, with in-favor margins approaching 100%. The transaction, both companies said, is expected to close “by early 2027, subject to Surface Transportation Board review and approval within its statutory timeline and customary closing conditions.”

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The Senate Commerce Committee on Nov. 19 recommended Senate reconfirmation of Republican Michelle A. Schutz to a second five-year term on the Surface Transportation Board (STB). Her renomination is now ripe for a Senate floor vote that will seal confirmation—the timing of which is determined by Senate Majority Leader John Thune (R-S.D.). Schultz had bipartisan support from Committee Chairperson Ted Cruz (R-Tex.) and the committee’s senior Democrat, Maria Cantwell (D-Wash.).

A Commerce Committee vote on whether to recommend Senate confirmation of the nomination of Republican Richard Kloster to a first STB term remains pending owing to what is described as “slow paperwork.“

A committee hearing into the qualifications of Schultz and Kloster, at which they were questioned by senators, was held earlier in November. 

Kloster’s nomination is to fill a seat on the five-member STB left vacant by the early 2024 retirement of Democrat Martin J. Oberman and expiring Dec. 31, 2028.

A Democratic seat held by Robert E. Primus remains open since Primus’ firing in August by POTUS 47. Primus is contesting the firing as “illegal“ and asked a federal court to reinstate him. 

Other STB members are Republican Chairperson Patrick J. Fuchs, whose second term expires Jan. 14, 2029, and Democrat Karen J. Hedlund, whose first term expires Dec. 31, 2025. If not renominated and confirmed before then, Hedlund may remain on the STB for up to 12 additional months or until a successor is nominated by the President and Senate confirmed.

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CSX and the CREATE program reached a major milestone on October 15, 2025, when the first train crossed the new Forest Hill Flyover. This structure, located southeast of where 74th Street and Western Avenue intersect in Chicago, carries CSX trackage over lines of Belt Railway of Chicago, Metra, and Norfolk Southern. The investment eliminates a long-standing bottleneck where an average of 30 SouthWest Service Metra trains and 35 freight trains intersect daily. As part of CREATE’s $380 million, 75th Street Corridor Improvement Project, the Forest Hill Flyover was funded by federal, state and local governments, along with the involved railroads. The on-time completion of this project during October concluded construction that began in 2022. While the first train ran in October, a ribbon-cutting wasn’t held until November 14. 

The reduction in delays at this former at-grade crossing benefits some of CSX’s most competitive intermodal traffic in the Chicago market, as this former B&O Chicago Terminal, double-track route is used by all trains in and out of the 59th Street intermodal terminal. This includes Trains I135 (Suffolk, Va.-Chicago) and counterpart I136, plus Trains I168 (Chicago-Port Newark, N.J.) and counterpart I169. Also using this route are several run-through trains that operate between the western roads at Chicago and CSX’s Northwest Ohio Intermodal Container Transfer Facility in North Baltimore, Ohio. These include Trains I171/I172 with the BNSF and Trains I191/I192 with Union Pacific. The flyover also handles ethanol, oil, and grain from both UP and BNSF, plus coal trains from Wyoming’s Powder River Basin destined to West Olive, Mich., when they do not use normal routing via the Belt Railway of Chicago.

—Scott Lindsey

The post Chicago Flyover Bridge Opens appeared first on Railfan & Railroad Magazine.

Through NCRR Invests, NCRR said it uses private revenue to support job creation, freight rail use, and long-term economic growth across North Carolina. Its funding for Fit Precast’s rail spur will cover design and construction, including drainage, track, and signal work.

Fit Precast, a National Infrastructure Holdings (NIH) company, is investing $102 million into its 154,000-square-foot facility in Gastonia, N.C., which will manufacture precast concrete and piping products used in stormwater management, transportation, and utility construction projects. Upon completion, the company is expected to receive and/or distribute a minimum of 500 railcars annually, and create 125 full-time jobs with an average annual salary of $102,168.

Other key partners in the Fit Precast project include Norfolk Southern, the Office of Governor Josh Stein, North Carolina Department of Commerce, Economic Development Partnership of North Carolina, North Carolina General Assembly, North Carolina Community College System, Gaston College, Duke Energy, Enbridge, Gaston County, Gaston County Economic Development Commission, and the City of Gastonia.

We are not just entering the market, we are redefining it! pic.twitter.com/pmfUvMryoa

“The demand for resilient, American-made infrastructure has never been greater, and North Carolina is the ideal place to meet that challenge,” Fit Precast President Matt Goreski said. “This flagship headquarters and production facility is the most advanced precast concrete manufacturing site in the country, investing in both leading-edge technology and the people of North Carolina with high paying, meaningful careers. The Gaston County EDC and the State of North Carolina consistently went above and beyond to secure this project; we would like to thank them for making this our new home.”

“We’re proud to help strengthen Gaston County’s rail connectivity and support the significant job growth that Fit Precast will bring to the region,” said Carl Warren, President and CEO of NCRR, which manages 317 miles of rail corridor. “NCRR works closely with local partners to ensure communities have the rail infrastructure and strategic support they need to attract and sustain new industry.”

“Fit Precast’s operation in North Carolina will be facilitated, in part, by a Job Development Investment Grant (JDIG) approved by the state’s Economic Investment Committee,” according to the North Carolina Department of Commerce. “Over the course of the 12-year term of this grant, the project is estimated to grow the state’s economy by $530 million. Using a formula that takes into account the new tax revenues generated by the new jobs and $71 million of the company’s investment, the JDIG agreement authorizes the potential reimbursement to the company of up to $2,303,100, spread over 12 years. State payments occur only following performance verification by the departments of Commerce and Revenue that the company has met its incremental job creation and investment targets.

“The project’s projected return on investment of public dollars is 170%, meaning for every dollar of potential cost to the state, the state receives $2.70 in state revenue. JDIG projects result in positive net tax revenue to the state treasury, even after taking into consideration the grant’s reimbursement payments to a given company.

“Because Fit Precast chose a site in Gaston County, which is classified by the state’s economic tier system as Tier 2, the company’s JDIG agreement also calls for moving as much as $255,900 into the state’s Industrial Development Fund–Utility Account. The Utility Account helps rural communities anywhere in the state finance necessary infrastructure upgrades to attract future business.”

• NCRR: Helping Businesses ‘Get Back on Track’
• NCRR Awards First Brownfields Site Grants
• NCRR Investing $400K into Rail-Served Facility Expansion Project
• NCRR Options Program Aims to Boost Industrial Site Readiness

The post NCRR Injecting $500K Into Fit Precast’s Rail-Served Facility appeared first on Railway Age.

A thriving rail industry is foundational for the U.S. economy. Since the 1800s, railroads have powered the U.S. by hauling grain, chemicals, vehicles, coal and all kinds of critical supplies that Americans rely on across the country.

After decades of decline due to governmental interference through much of the 20th century, deregulation in 1980 allowed railroads to compete, which led to efficiency gains through investment, innovation and consolidation. This has resulted in the U.S. having the strongest freight rail network in the world.

Union Pacific’s proposed merger with Norfolk Southern marks the long-anticipated arrival of the first U.S. transcontinental railroad, a momentous time for the industry. Even President Abraham Lincoln, more than 150 years ago, envisioned a coast-to-coast railroad that would reduce transportation costs for manufacturers and businesses while streamlining the U.S. supply chain.

Combining Union Pacific and Norfolk Southern two complementary networks that together will stretch from coast to coast across 43 states and more than 50,000 miles—will allow shippers to reduce costs and transit time.

Today, shippers transporting goods by rail often must deal with separate networks that make it impossible to get a single price for coast-to-coast shipping. Interchanges, where two rail networks meet and freight cars must be transferred from one network to another, create delays and headaches for shippers.

With the merger, congestion and handoff delays at rail interchanges such as Chicago, Kansas City and New Orleans would be alleviated.

The merger would also make American rail a more competitive freight option, and providing a one-stop solution for shippers would make procuring rail transportation simpler. As the new, combined company finds ways to make its network more efficient, shippers and consumers will ultimately benefit from those savings. This will help tamp down the inflationary pressures of the past few years and deliver price relief to key sectors such as housing, energy, autos and more, where inputs (such as wood, coal, and steel) typically travel via rail.

Some have questioned whether the Administration and the Surface Transportation Board (STB) should allow further consolidation in an industry already dominated by just a few players. The STB will have to consider two questions as it reviews the deal: Does the merger enhance competition? And is it consistent with the public interest? 

The answer to both is a resounding yes. With Union Pacific operating west of the Mississippi and Norfolk Southern operating east of it, the deal represents an end-to-end merger that unambiguously improves service. In the one area where there is some overlap—Kansas City to St. Louis—there is expected to be expanded rail service as the connection in that area would increase capacity and fluidity for shippers in the region.

A few critics will likely (and mistakenly) argue that consolidation will not enhance competition, but this perspective fails to grasp the state of the broader freight landscape. The proposed merger doesn’t diminish competition; it creates a more competitive and efficient U.S. rail network. The combined company would offer shippers better service, greater leverage in negotiations with trucking companies and access to expanded multimodal connections.

Combining the two networks would result in a freight option that can better compete with trucking and the Canadian transcontinental rail networks. What’s more, the benefits of it would go beyond shippers: The merger would almost inevitably result in fewer trucks on the nation’s highways, thereby reducing congestion and greenhouse gas emissions while improving highway safety, as well as reducing the wear and tear on roads. Plus, fewer vehicles on the roads means increased safety for motorists.

By shifting significant freight volumes from road to rail, the merger would ease road congestion and public infrastructure maintenance costs, saving billions in future maintenance costs. These are savings that flow directly to the taxpayers, who effectively subsidize the trucking industry. The motor vehicle fuels tax, which hasn’t increased in more than 30 years, does not come close to paying for the upkeep and expansion of the nation’s roads, and $275 billion has been transferred from the general tax fund to the highway trust fund since 2008.

Manufacturers and exporters stand to benefit from more reliable and timely freight service. The new network could shave several days off key shipping lanes, which would streamline supply chains and reduce overhead costs. For industries that rely on just-in-time delivery, these efficiencies translate into real savings. Ultimately, consumers would feel the impact, too, through lower prices on everything from groceries to household goods.

Reducing freight costs and improving delivery timelines is a competitive necessity for U.S. manufacturing. This merger will help those who make things in the U.S. remain competitive against international rivals, enabling domestic products to reach markets faster and at lower cost.

Michael F. Gorman, Ph.D., is the Niehaus chair in Operations and Analytics and a professor at the University of Dayton, specializing in freight rail logistics and transportation economics.The opinions expressed here are his own.

The post A Rail Merger to Put America Back on Track appeared first on Railway Age.

The American Short Line and Regional Railroad Association (ASLRRA) has selected Gary Vaughn for the 2026 Schlosser Distinguished Service Award. He will be honored April 14, 2026, at the Association’s annual conference and exhibition in Minneapolis, Minn.

The award, named for former ASLRRA Chair Thomas L. Schlosser, is the highest individual honor bestowed by the Association, recognizing “long-term, significant service to the ASLRRA and the short line industry.”

“In his work with the Association’s Safety and Training (S&T) Committee, Vaughn advised numerous short line railroad employees,” ASLRRA reported Nov. 18. “Vaughn played a major role in developing many of the resources now used by ASLRRA members, including the templates for 49 CFR Part 243: Training, Qualification, and Oversight for Safety-Related Railroad Employees and templates for conductor certification and electronic devices.

“Beyond his service to ASLRRA, Vaughn provided the short line perspective on industry committees that were tasked with guiding regulations including the Federal Railroad Administration’s (FRA) Railroad Safety Advisory Committee (RSAC), many FRA working groups that helped develop new regulatory language, and served as the first ever short line chairman of the General Code of Operating Rules Committee.”

Vaughn’s approach to safety was rooted in his early experience as a railroader and as a volunteer firefighter and EMT, according to ASLRRA. Vaughn followed his father—a WWII veteran and railroader of 32 years—into railroading, and the two men worked together at the same tower in Michigan as operators and telegraphers.

Vaughn began his railroad career working for the Norfolk & Western Railway (N&W) while attending the University of Michigan. Following graduation and stints at N&W and Norfolk Southern, Vaughn made the move to the short line industry in 1996, first working for RailTex and Rail America in such roles as Operations Manager, Division Superintendent, General Manager, and Regional Safety Manager. In 2003, he joined Watco as Safety Director and began making his mark on the company’s safety performance, according to ASLRRA. During his 15-year-plus tenure, Watco achieved numerous year-over-year improved safety records and supported Vaughn’s work to both restructure the safety department and implement workplace safety education and awareness programs, the Association reported.

Vaughn has also served as an Executive Board Member for Kansas Operation Lifesaver, as Vice Chairman of the Oklahoma Operation Lifesaver Executive Board, and was a Member of the Short Line Safety Institute’s (SLSI) first Board of Directors.

Vaughn retired from railroading in 2019.

“Gary has influenced a whole generation of industry professionals,” ASLRRA President Chuck Baker said. “His unwavering commitment to safety fueled the creation of critical resources for ASLRRA members, a very active Safety & Training Committee that continues to guide the Association’s work in this area, and innumerable contributions to the industry on regulatory issues. Gary’s service to ASLRRA has truly left the Association and the short line railroad industry in a better place.” 

The Schlosser Distinguished Service Award is not Vaugn’s first ASLRRA honor; he also earned the inaugural Safety Professional of the Year Award in 2010.

• 2025: Edwin “Ed” McKechnie
• 2024: James A. Bowers
• 2023: Jack Dale Parliament
• 2022: Richard Timmons
• 2021: Carl Belke
• 2019: Peter Gilbertson
• 2018: Mort Fuller
• 2017: Gary Griswell
• 2016: George Betke
• 2015: Keith Hartwell
• 2014: Judy Petry
• 2013: Mike Ogborn
• 2012: Tom Schlosser

The post Vaughn Earns 2026 Schlosser Distinguished Service Award appeared first on Railway Age.

Micro-Trains Line Company, Inc. announced today that it has been acquired by Atlas Model Railroad Co, which includes substantially all assets of Micro-Trains Line Co., the Talent, Oregon-based manufacturer renowned for its precision N and Z scale model trains and couplers. The transaction marks a significant expansion of Atlas’s manufacturing and product development capabilities within the U.S. hobby industry.

Under the agreement, Atlas will assume ownership of Micro-Trains’ molds, tooling, and associated intellectual property, ensuring continued production of the brand’s hallmark products. Production will transition into Atlas’s global manufacturing and supply network, ensuring continued availability and consistent quality standards worldwide.

Eric D. Smith, President of Micro-Trains Line Co., added: “Our family and team are proud of what Micro-Trains has meant to hobbyists everywhere. Atlas’s commitment to excellence and long-term investment in the model railroad community makes them the right partner to continue our story.”

Both companies emphasized that the integration will focus on preserving the authenticity of Micro-Trains’ designs while leveraging Atlas’s engineering, logistics, production capabilities to broaden innovation and future product offerings.”
Smith also wants to thank our industry counterparts, many of whom we have worked so closely with making this hobby a true enjoyment to be part of. And a very special thank you to the model railroad consumers; your interest and patronage of our model trains is much appreciated.

Micro-Trains in Talent, OR. will continue to accept and process orders until our finished model train single car releases, multi-packs, trucks, couplers tools and accessories are sold out. This includes our December releases.

In closing, we once again extend our sincerest thanks to all, and wish everyone great success in all your future endeavors.

-via press release

The post Atlas Model Railroad Co. acquires assets of Micro-Trains Line appeared first on Model Railroad News.

Review by Jason Quinn/photos by the author

EMD’s GP40 is an exciting new model in Rapido Trains’ catalog of HO-scale offerings. This addition is a natural progression from the hobby manufacturer’s prior GP38 release (see Ryan Crawford’s “Southern Charm” review of Rapido’s Norfolk Southern GP38 in your March 2025 MRN). The two four-axle locomotive prototypes share many characteristics, with the long hood being the location where the two exhibit the most differences. The GP38 model is a non-turbocharged 645 prime mover producing 2,000 hp whereas the GP40 is powered by a 3,000-hp turbocharged 645 prime mover.

General Motors’ Electro-Motive Division first produced its GP40 in November 1965. The new locomotive was the successor to the GP35 model. The GP40 had many upgrades over the similar GP35 model. The GP35 was the last model to use the EMD 567 prime mover. The 40-series units introduced the 645 prime mover; this was the single biggest change from the 35 to 40 series. The GP40 also rode on a longer frame (3 feet longer than the GP35) and had three 48-inch radiator fans, versus the GP35’s two 48-inch and one 36-inch fan arrangement.

ABOVE: MKT 501 at Parsons, Kan., in November 1986. Katy built this slug from from GP40 222 in 1976. The other slug added to the roster at the time was 500, which came from MKT F7A 74A. Both slugs moved to Union Pacific’s roster in 1988 with 501 carrying S300 and later UPY926 numbering. —T.N. Colbert photo, Kevin EuDaly collection 

Production of the GP40 model ended in December 1971. 1,242 were produced, with the majority (1,187) sold to 28 railroads in the U.S. The largest quantity of GP40s was found on Penn Central’s roster with 170 units; these were added to the 105 units New York Central purchased before 1968 and the arrival of Penn Central. The combined fleet clearly put Penn Central/Conrail as the largest operator. Chessie System comes in second place with 161 units from Baltimore & Ohio, 50 from Chesapeake & Ohio, and five from Western Maryland. The smallest order was a single unit sold to Toledo, Peoria & Western Railway (TP&W); this GP40 was an EMD warranty protection unit that became available and joined the road’s roster around 1970. This unit was later acquired by Santa Fe and was that road’s only GP40 on the roster, but didn’t enjoy a long tenure for the railroad. Santa Fe rebuilt TP&W’s GP40 into a GP35u; however, it was soon wrecked, and later scrapped.

Rapido Trains provided not only a GP40 to review but also a slug unit. Rapido has really been hitting the market with slugs lately. This is an overlooked area in the hobby. I com-mend Rapido Trains for their efforts in expanding this unique and uncommon motive power area in HO. My sample is decorated in the green and yellow colors of Missouri-Kansas-Texas (MKT) or often better know as “the Katy.”

The slug is unique to MKT’s roster (Union Pacific after 1988), while the GP40 tooling has opportunities for releases in several road names. In this run, Rapido Trains produces HO-scale GP40 diesel locomotive models in three Canadian National styles; “Death Star” era Illinois Central; Richmond, Fredericksburg & Potomac; St. Louis-Southernwestern “Cotton Belt” in as-delivered appearance; mid-1990s Wisconsin Central; Western Pacific silver Zephyr livery with orange band; and 1990s era Union Pacific featuring “We Will Deliver” slogan, offered with and without a slug in this run.

My GP40 and slug sample is two-thirds of MKT’s “three stooges” set. The interesting nickname was given to the trio by Katy employees. GP40 222 was wrecked and built into a slug, which is nothing more than a weighted platform with traction motors. The slug receives power from its two mother units. MKT GP40s 226 and 227 were specially equipped for this service with the addition of power cables required to transmit power to the slug. The slug does have nicely detailed power cables, but the GP40 mother unit seems to lack the proper connections (I could not find any good rear pictures of the GP40 units to confirm this though). This set includes MKT 226 GP40 and 501 slug. Rapido offers MKT GP40s separately in three road numbers: 194, 216, and 227.

The two models come in one large flat box encased in Rapido’s traditional clear plastic clam shell. This sturdy box should keep these finely detailed models safe under all but the harshest traveling conditions. As I unpacked the pair, I found these replicas to be free of any damages or blemishes. My first impression of these models was “Wow!”

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