The Vulcan Series VX4AI captures and records up to four camera views and harnesses the power of cutting-edge AI technology to promote safe practices in your drivers while protecting their privacy. When propelled by the power of MotoTrax Driver Behavior, our innovative data management platform, this system delivers insightful data and reports for your entire transit fleet.
2 ® TYPE II S O C T Y P E I I
Battery-electric trainsets offer many opportunities to achieve operation and energy goals for rail transit, but they require unique designs, operations and emergency response practices.
14 Special Report: 2025 Passenger Rail Trends
Passenger rail operators invest in cleaner fleets, preemptively address climate change impacts and introduce passenger rail service to new communities.
21
When the World Comes to Town: Kansas City Prepares Transit Services for FIFA World Cup 2026™ Kansas City is working to promote and provide efficient and reliable transit services to the influx of visitors expected to come watch the World Cup next summer.
26 Unlocking High-Speed Rail: Strategies for U.S. Expansion
Leveraging publicprivate partnerships and alternative delivery models to advance rail projects efficiently.
32 How Toronto, Washington D.C., and Pittsburgh are Modernizing Transit Fare Collection
From fare freezes to new pricing models and vending machines, the TTC, WMATA and PRT are evolving how they collect and manage fares.
Seeing the commute differently: Designing transit spaces that boost well-being
▶ Transit agencies and designers have a unique opportunity to build systems that are not just operationally effective, but emotionally intelligent.
MassTransitmag.com/55288568
Transit agencies rollout customer experience programs to attract riders, boost satisfaction
▶ Nearly 70 transit agencies have embarked on a customer experience journey in the U.S. and Canada.
MassTransitmag.com/55288800
US
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Vol. 51, No. 3
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With infrastructure projects underway and expansion plans in motion, Amtrak faces a critical need for sustainable investment.
mtrak has been making headlines this year—and not always for the right reasons. From renewed calls for privatization, to the abrupt departure of its CEO and major project shifts announced by the Federal Railroad Administration (FRA), the company is juggling a complex landscape with competing interests. However, these challenges shouldn’t overshadow Amtrak’s tangible progress.
For starters, Amtrak set a new ridership record in fiscal year (FY) 2024, reaching 32.8 million passengers—a 14 percent increase over FY23. That momentum is carrying into 2025 as the company launches new services and expanded routes. At the same time, maintenance investments addressing critical infrastructure are improving service reliability across the Northeast Corridor (NEC) and national network. Increased revenue is also improving reliability and supporting growing ridership. In FY24, Amtrak reported $3.6 billion in operating revenue, up seven percent from the previous year. The 2025 Infrastructure Report Card from the American Society of Civil Engineers (ASCE) noted that Amtrak’s FY23 revenue reached 97 percent of pre-COVID-19 levels—a 20 percent jump from FY22. These revenue increases, coupled with $22 billion in dedicated funding from the Infrastructure Investment and Jobs Act (IIJA), have fueled overdue infrastructure upgrades. The construction contract was awarded for the Sawtooth Bridges replacement; the Portal North Bridge Project reached about 75 percent completion; and work began at the King Street Yard maintenance facility in Seattle.
Amtrak is also focused on expansion. In May 2024, it launched the Borealis route between Chicago and Minneapolis, which reached 100,000 riders in under six months. Coming this summer, the new Mardi Gras Service will begin revenue service between New Orleans and Mobile, Ala. The Virginia Passenger Rail Authority’s New River Valley Rail Project, which broke ground earlier this year, will extend the Amtrak Virginia service to Christiansburg in 2027. These efforts, along with several other route enhancements, support Amtrak’s goal to double ridership to 66 million by 2040.
Amtrak’s vision for expanded service is ambitious, but ambition alone won’t get the job done. Serious investments that build upon the IIJA will be needed. According to ASCE’s report card, only 40 percent of the $175 billion needed for NEC improvements is currently funded. Of the 171 projects expected to start by 2028, only 21 are fully funded. Similarly, Amtrak’s nationwide service expansion plan, which includes 39 new and 25 expanded routes, is expected to cost $75 billion over 15 years.
Amtrak is at a pivotal moment. With strong ridership growth and increased public interest in passenger rail, the momentum is real. But in order to meet the moment, there will need to be stable, long-term federal investment paired with a regulatory environment that encourages private investment and supports innovative financing options. Passenger rail is gaining ground. The question is: Will we keep building on it?
Passenger rail is gaining ground. The question is: Will we keep building on it?
“ ”
m perrero@ masstransitmag.com
( 603) 891-9454
linkedin.com/in/ m egan-perrero
The Virginia Passenger Rail Authority (VPRA) celebrated the groundbreaking of its New River Valley Rail Project in Christiansburg, Va. Through the VPRA Transforming Rail in Virginia initiative, the New River Valley Project encompasses railroad infrastructure upgrades that VPRA says will allow for an extension of its Amtrak Virginia service from Roanoke to Christiansburg, and return passenger rail service to the New River Valley for the first time since 1979. This plan is the result of an agreement between VPRA and Norfolk Southern completed last September through which VPRA purchased the Manassas Line and gained access to the N-Line. MassTransitmag.com/55286146
The COMET deploys two battery-electric and two hydrogen fuel cell buses
▶ The Central Midlands Regional Transit Authority (The COMET) deployed its new zero-emission buses into passenger service. Funded by a $2.9 million grant awarded by the Federal Transit Administration in 2021, the project brings two battery-electric and two hydrogen fuel cell buses to The COMET’s fleet. The vehicles are projected to eliminate up to a combined 540 tons of greenhouse gas emissions annually compared to traditional diesel buses. MassTransitmag.com/55285130
OCTA halts passenger rail service through San Clemente for emergency reinforcement
▶ The Orange County Transportation Authority (OCTA) is coordinating with Metrolink and Amtrak Pacific Surfliner on emergency reinforcement to protect the coastal rail corridor between San Diego and Orange counties, Calif., from bluff failures, coastal erosion and storm surges. The organizations suspended passenger rail service through San Clemente April 28 for approximately six weeks to allow crews to safely perform emergency construction aimed at stabilizing sections of track at immediate risk from landslides and coastal erosion. The emergency work is focused on
priority areas in San Clemente along the Los Angeles – San Diego – San Luis Obispo Rail Corridor identified through engineering analysis, where recent landslides have already caused significant damage.
MassTransitmag.com/55286524
▶ Dallas Area Rapid Transit (DART) advanced segmented testing within the Silver Line Regional Rail’s central corridor. DART crews have recently finished installing and connecting more than 53 miles of new rail track along the project’s 26-mile corridor that traverses seven North Texas cities (Grapevine, Coppell, Dallas, Carrollton, Addison, Richardson and Plano) between DFW Airport and Shiloh Road in Plano. Most of the
regional rail features a double-track alignment that crosses three counties (Collin, Dallas and Tarrant) and will provide passengers with a safe, quiet and comfortable ride while improving mobility and accessibility across the northern portion of the DART service area.
MassTransitmag.com/55285456
▶ Amtrak is set to launch a new Mardi Gras Service this summer. The service will offer morning and evening departures along the Mississippi Gulf Coast between New Orleans and Mobile, Ala. In addition to travel between New Orleans and Mobile, the cities of Bay Saint Louis, Gulfport, Biloxi and Pascagoula, Miss., will also have same-day connections in both directions daily to the famed Amtrak City of New Orleans trains between New Orleans and Chicago via Memphis, Tenn.
MassTransitmag.com/55285782
▶ New Jersey Transit (NJ Transit) has completed construction on the new Lyndhurst rail station. Trains will begin utilizing the new station June 8 to coincide with new rail schedules. The new Lyndhurst Station, located just east of the current station, is fully ADA accessible, providing high-level platforms and new elevators, stairs and canopies, making for a safer, enhanced travel experience for all customers.
MassTransitmag.com/55286503
The Sound Transit Board of Directors approved the choice of King County Executive Dow Constantine to serve as the agency’s next CEO. Constantine was elected King County Executive in 2009. He has extensive experience leading large transit agencies, namely King County Metro. As a member of the Sound Transit Board since 2006, Constantine has been intimately involved in the successes and challenges of the agency during an unprecedented period of growth. He led the 2014-2015 process to conceive of, draft and present Sound Transit 3 to voters, one of the largest transit capital expansion projects in North American history.
MassTransitmag.com/55278117
MTA Chair and CEO Janno Lieber has appointed Thomas J. Taffe as chief of the MTA Police Department (MTAPD). Taffe, who had served as acting chief of the MTAPD for four months, brings 30 years of law enforcement experience, including more than two years as the MTAPD chief of operations. He will oversee the more than 1,400-member MTAPD that is responsible for patrolling and securing the MTA’s operating region. Taffe joined the MTAPD after serving more than 27 years in the New York City Police Department. MassTransitmag.com/55285794
Cincinnati Metro has promoted Khaled Shammout to deputy innovation and vision officer. Shammout will continue to oversee strategic planning, transit network planning and scheduling, transit infrastructure fund program, right-of-way and transit centers design and construction. He has more than 30 years of transit experience in the public and private sectors—both nationally and internationally—and has been instrumental in the implementation of the agency’s Reinventing Metro service improvement plan, which launched in 2021. Shammout’s experience includes transit planning, advanced data collection and analysis techniques, short-term and long-term public transit studies, the development and implementation of intelligent transportation systems technologies, transit facility design and project management. MassTransitmag.com/55284214
NCTD has appointed Lori A. Winfree to serve as the agency’s deputy CEO. In this role, Winfree will serve as a strategic advisor to the CEO and the NCTD Board of Directors, as the agency embarks on several defining mega-projects on the eve of its 50th anniversary. She will also continue her role as NCTD’s chief general counsel, with responsibility for the agency’s workers’ compensation, risk management, safety and legal teams. Winfree was pivotal during NCTD’s negotiations regarding track rights and usage agreements as the owner of the railroad in San Diego County with partners at Metrolink, Amtrak and BNSF.
MassTransitmag.com/55276505
King County Metro nears completion on electric bus base
▶ King County Metro’s Tukwila Base, its first 100 percent electric bus base, is nearing completion and preparing to start testing the charging infrastructure that will power 120 new battery-electric buses (BEB). The 544,000-square-foot base will include maintenance facilities and charging infrastructure for up to 120 BEBs. The base will also be home to zero-emission support vehicles, including electric sedans and utility carts, all powered by new charging infrastructure installed at the adjacent parking garage.
MassTransitmag.com/55285472
Foothill Gold Line Construction Authority provides update on Glendora to Pomona project
▶ Los Angeles County Metropolitan Transportation Authority (L.A. Metro)
resumed running trains throughout the nine-mile Glendora to Pomona, Calif., extension corridor in preparation for passenger service. Trains will continue to run on and off until full pre-revenue operations begin in the next few months, at which point trains will be running at full-service levels. L.A. Metro has not yet announced the start date for passenger service, but it
is anticipated later this summer. In the meantime, L.A. Metro and the Foothill Gold Line Construction Authority continue to work on final preparations for passenger service, including final systems integration testing, safety and occupancy certification processes, final paperwork, pre-revenue operations and other tasks. MassTransitmag.com/55287252
▶ The Regional Transportation Commission of Southern Nevada has awarded a contract to Transdev to operate its paratransit services in Las Vegas.
MassTransitmag.com/55286874
▶ Metro West Regional Transit Authority has approved a contract for Keolis to operate its local, fixed-route and paratransit services.
MassTransitmag.com/55286158
▶ ElDorado National California Inc. will restart bus production and customer deliveries following an operational ramp-up under new ownership. MassTransitmag.com/55285788
▶ Iteris, Inc., has been awarded a new contract by the Orange County Transportation Authority to support a new mobility initiative that will help
to improve public roadway transit in the county.
MassTransitmag.com/55285155
▶ Phoenix Motor Inc. is partnering with ADASTEC Corp. to develop and deploy 40-foot battery-electric buses equipped with Level 4 automated driving capabilities.
MassTransitmag.com/55280875
▶ Laser Photonics Corporation has received an order for a CleanTech Industrial Roughening Laser 3040 through W.W. Grainger, Inc. to supply the laser to the Massachusetts Bay Transportation Authority.
MassTransitmag.com/55279594
▶ Alstom signed a seven-year contract extension with the Port Authority of New York and New Jersey to provide operations and maintenance services
for John F. Kennedy International Airport’s (JFK) AirTrain. MassTransitmag.com/55279270
▶ BAE Systems will provide 42 electric drive systems for the San Francisco Municipal Transportation Agency’s new fleet of hybrid-electric buses. MassTransitmag.com/55280518
▶ Alto and the Cadence team have signed a contract for the tangible progress of the Alto high-speed rail project between Toronto, Ontario, and Québec City, Montreal.
MassTransitmag.com/55277442
▶ New Flyer of America Inc., has received bus order contracts from York Region Transit and the Maryland Transit Administration.
MassTransitmag.com/55275420
Transitioning to zero-emissions operations can be challenging, but it’s an opportunity to optimize your system around new technologies. You need a partner who is innovative and will work with you to develop better ideas.
Together we can create positive change.
Learn more at hatch.com
Battery-electric trainsets off er many opportunities to achieve operation and energy goals for rail transit, but they require unique designs, operations and emergency response practices.
BY MATTHEW DICK, CONTRIBUTOR
n North America, the use of battery-electric trainsets is growing to help solve energy goals and enable increased operation exibility with minimum infrastructure investment. In the January/ February issue of Mass Transit magazine, our article discussed dual-mode motive power, including battery hybrid trains. ese hybrid trainsets can have battery systems paired with other power sources, such as diesel, overhead catenary, third
Overview of the Stadler FLIRT ZEMU tested at the TTC prior to delivery to SBCTA.
rail electricity or even hydrogen like the Stadler Zero Emission Multiple Unit (ZEMU) recently tested at the Transportation Technology Center (TTC) and delivered to San Bernadino County Transit Authority (SBCTA).
Full battery-electric trainsets are also emerging. An example is Metra in Chicago that recently ordered Battery Electric Multiple Units (BEMU) from Stadler. This article will discuss the opportunities with battery technology and the continued focus on battery safety.
A unique aspect of the TTC is that it is the only railway testing facility in the world that has both overhead wire catenary and third rail electrified test tracks.”
Matthew Dick, chief of strategy and development, ENSCO
A challenge passenger rail operators face is expanding service with extended and new lines but also fitting within budget constraints for new infrastructure costs. One example is extending the service of an overhead wire catenary line, which would normally require the added costs of new power infrastructure. Trainsets equipped with battery electric storage systems (BESS) offer a unique opportunity to overcome this challenge cost effectively.
An example of this type of operation utilizes the Stadler FLIRT Akku BEMU currently in operation in Schleswig-Holstein and Mecklenburg-Vorpommern in Germany. While in electrified territory, the overhead catenary powers the trainset and keeps the BESS charged. While in non-electrified territory, the BESS powers the trainset. This methodology has been extremely valuable to have free flowing service with mixed electrified and non-electrified lines without having to change motive power, which can add significant time to commutes. Both Germany and the U.K. have implemented this type of operation, with additional trainsets on order to Denmark and Austria.
In North America, Caltrain will be piloting the first bi-level dual electric and battery trainset to expand service in non-electrified territory. Funding was approved by the California Transportation Commission (CalSTA) for one Stadler BEMU trainset to operate between San Jose to Gilroy, Calif. Another goal of the project is to serve as a demonstration train for expanded battery-electric rail service in the future.
Included in Caltrain’s project is testing the BEMU at the TTC. This ability to test at the TTC is invaluable because it does not interrupt Caltrain revenue operations to perform on-track testing and enables the train builder to work in normal day-time hours with a dedicated test track, resulting in a quicker start to revenue operations. A unique aspect of the TTC is that it is the only railway testing facility in the world that has both overhead wire catenary and third rail electrified test tracks. An example is the Railroad Test Track (RTT), which is a 13.5-mile loop with adjustable voltage AC overhead wire catenary.
BESSes have long served as the underlying power source for electric automobiles. Their success in passenger vehicles has paved the way for broader applications, including fleets of electric buses and now BESS-equipped passenger trains. With the new opportunities
Operation under catenary
Operation in battery mode without catenary Recuperation of braking energy
for meeting operation, cost effectiveness and energy goals, they also include important safety considerations when a system fails, including experiencing a fire.
The overall rate of fire incidents of BESS vehicles is less than fossil fuel vehicles; however, the nature of lithium-ion battery fires is distinctly different from conventional fires. Traditional fossil fuel fires can often be contained with standard firefighting measures. In contrast, lithium-ion battery fires can reach extreme temperatures and may experience reignitions. These complexities stem from a phenomenon known as thermal runaway.
Thermal runaway refers to an escalating chain reaction within the battery cells. Once a single cell ignites or breaks down due to excessive heat or physical damage, it can rapidly transfer heat to adjacent cells, causing them to short-circuit in turn. The outcome is a rapidly intensifying fire that is extremely difficult to contain if responders are unprepared or lack the proper equipment. New training and technology are needed for addressing battery vehicle files.
The TTC serves as the training and testing facility for emerging technologies. An example includes the Ambipar Response Firefighting Robot recently demonstrated at the 2024 TTC Conference and Tour. Its ability to be remotely operated enables firefighters to be a safe distance while also delivering needed water up close.
Multiple lithium-ion battery fire incidents in vehicles have been documented around the world, shedding light on the unique challenges posed by these systems. Data from the U.S. National
Transportation Safety Board shows that there are approximately 25 fires for every 100,000 electric automobiles sold. However, it is important to note that there are approximately 1,530 fires for every 100,000 gas-powered vehicles sold. Additionally, there are approximately 250,000 battery-electric buses in operation globally—of which 27 battery fires have occurred as of January 2024.
Recent battery bus fires include nine lithium-ion buses that caught fire in October 2024 while being stored in a depot in Taiwan. Another example was a fire that occurred in March 2024 at the San Diego Airport parking garage, where three hybrid airport shuttle vehicles were stored. Similar to automobiles, non-battery bus fires have a higher frequency with an estimated 1,075 bus fires a year. To date, there has not been a reported BESS fire on a battery-electric trainset. However, utilizing the lessons learned from the automobile and bus sectors, it is paramount that rail transit stakeholders work together to prevent such a fire.
Another emerging risk is passengers bringing lithium-ion battery micromobility equipment, such as e-bikes and e-scooters, on passenger trains. In January 2024, an e-bike brought onboard a Toronto Transit Commission subway train caught fire. Luckily, no serious injuries occurred.
Battery safety has also recently come into the forefront, with the bipartisan lithium-ion battery bill recently passed by the U.S. House on April 28 with a vote of 365-42. H.R.1797 “Setting Consumer Standards for Lithium-Ion Batteries Act” focuses on setting the safety standard for lithium-ion battery micromobility devices.
Conclusion
Battery-electric trainsets offer many opportunities to achieve operation and energy goals for rail transit operators. However, with its unique characteristics, it also requires unique designs, operations and emergency response practices. Passenger rail has an opportunity to leverage best practices with the highway vehicle sector to overcome these challenges. This may include common standards, design practices, verification testing and emergency response training and technology.
To help with this collaboration, the TTC is hosting the TTC Battery Safety Summit May 19-20, 2026. The event is intended to bring together organizations of all transportation modes to discuss and achieve advancement in battery safety.
An example of a Battery Electric Multiple Unit with offwire operation capability.
Image: Stadler
the author
chief of strategy and development at ENSCO, with more than 14 years of experience in various roles, including rail division manager. He leads ENSCO’s expansion of service offerings, focusing on the Transportation Technology Center and subsidiary KLD Labs, Inc.
Passenger rail operators invest in cleaner fleets, preemptively address climate change impacts and introduce passenger rail service to new communities.
BY MEGAN PERRERO, EDITOR IN CHIEF
assenger rail operators continue to deploy a variety of strategies to strengthen infrastructure, reduce greenhouse gas emissions and update rolling stock as they work to regain ridership. Several agencies have set recent post-pandemic ridership records, including Metrolink recording its highest weekend ridership in agency history. The agency saw the highest number of weekend
customer boardings during March, beating the previous record set in September 2018. That marked the first time Metrolink’s ridership exceeded a pre-pandemic milestone. However, these ridership gains are still somewhat outliers. Passenger rail ridership has seen modest improvements and trails behind bus ridership. Throughout 2023, rail ridership
grew by eight percentage points relative to 2019, ending the year at 70 percent. Heavy rail and light rail were at 70 and 73 percent of 2019 ridership levels, respectively, and commuter rail ended 2023 at 65 percent of pre-pandemic
levels, according to an American Public Transportation Association’s (APTA) policy brief released in April 2024. In 2024, APTA’s Public Transportation Ridership Report revealed modest ridership gains continued across all rail modes: heavy rail ridership increased by three percent, lightrail ridership increased by 6.9 percent and commuter rail ridership increased by 8.2 percent.
Services coming to new communities—some for the first time—can help continue to bolster these ridership numbers. Some of these launches within the past year come with new service schedules and updated fare products, helping to cater to a wider variety of riders. New rolling stock provides opportunities to improve the passenger experience and increase safety features, such as pre-installed security cameras and crash energy management systems.
Passenger rail service reaches new communities This year has already seen the launch of several new passenger rail services throughout the country, spanning from the East Coast to the West Coast, as well as Canada.
On the East Coast, revenue service on the Massachusetts Bay Transportation Authority’s (MBTA) South Coast Rail began March 24. The service launch marked the first time in over 65 years areas in Southeastern Massachusetts can access passenger rail service to and from downtown Boston.
Out on the West Coast, on Aug. 28, 2024, TriMet celebrated the opening of the MAX Red Line extension, which now operates into Hillsboro, Ore. The extension was one of TriMet’s biggest light-rail projects in nearly a decade and served as the final piece of the three-year, two-phased project, A Better Red. In Canada, OC Transpo began service on O-Train Lines 2 and 4 at the start of the year. The new lines provide north-south connections, linking neighborhoods, hospitals, universities and offering a direct connection to Ottawa International Airport. The lines also feature larger platforms with modernized designs to increase safety and improve the travel experience. Finally, on June 7, Valley Metro will open its South Central Extension/Downtown Hub light-rail project. Operating between downtown Phoenix, the 5.5-mile extension will introduce a two-line rail system that intersects at the new transit hub downtown. The extension will serve an area where 44 percent of residents have limited or no access to personal vehicles.
Agencies invest in updated rolling stock
In addition to the new service launches and extensions, several agencies are introducing new rolling stock into their fleet. Dynamic testing began on the Maryland Department of Transportation Maryland Transit Administration’s Purple
By the numbers
2,769
Number of escalators available within passenger rail stations
Source: NTD 2023 Transit Stations
2,905
Number of elevators available within passenger rail stations
Source: NTD 2023 Transit Stations
Line light-rail vehicles. Testing on all eight vehicles is confined to the test track before eventually moving to longer sections of the mainline track. Testing is anticipated to last into 2026 as new light-rail vehicles are received.
TransLink started field testing its next-generation Mark V SkyTrain vehicles March 8. The intermittent testing is
22,896
Total number of active vehicles in U.S. rail fleets
9,053 miles
Number of at grade track miles transit authorities operate in the U.S.
14,264 miles
Number of track miles transit authorities operate in the U.S.
1,481 miles
Number of elevated track miles transit authorities operate in the U.S.
Source: NTD 2023 Track and Roadway by mode
scheduled during non-peak hours to evaluate the vehicles’ onboard systems, performance on the Expo and Millennium lines and upgrades made to stations to accommodate the longer five-car design.
Riders on New York City Transit’s (NYCT) G Line now have a 15 percent chance of riding in an open-gangway car after the agency launched two new open-gangway trains in March. The R211 subway cars are part of NYCT’s modernization initiative and feature wider door openings, digital displays and pre-installed security cameras.
Back on the West Coast, North County Transit District celebrated its 30th anniversary with the launch of new COASTER passenger cars. These new bi-level coaches and cabs include crash energy management protection systems, better monitoring systems, enhanced door operations and increased security for engineers operating the train.
As agencies invest in upgrading their rolling stock, interest in implementing electric and dual-mode locomotives continues to grow. From San Francisco to Boston, operators are procuring and introducing new locomotives that improve the passenger experience while reducing pollution.
Caltrain’s electric fleet, which debuted in August 2024, is outperforming initial projections thanks to the regenerative braking system. The agency is looking at a revised annual cost estimate of $16.5 million—down from $19.5 million. Caltrain credits the reduced cost to the approximately 23 percent of energy the regenerative braking system is sending back to the electrical grid.
In February 2024, Metra signed a $154 million contract with Stadler for a base order of eight two-car, battery-powered trainsets, including engineering, training and spare parts. STV was selected a year later to provide procurement support, including quality assurance, engineering and administrative services. Metra expects the first trainsets to be delivered between 2027-2028, which
will be introduced on the Rock Island Line. The Battery Electric Multiple Unit (BEMU) rail vehicles are expected to have a range of 45 to 65 miles.
Keolis Commuter Services (Keolis) plans to electrify the MBTA’s Fairmount Line. Keolis, the operator of MBTA’s Commuter Rail, issued a request for proposals for seven new BEMU trains that can operate with an overhead catenary system and onboard traction batteries. Keolis anticipates the BEMUs entering service in 2028.
Metro-North Railroad is transitioning to cleaner locomotives as well. The SC42-DMs, unveiled in November 2024, are expected to enter revenue service on select branches later this year. The new locomotives are expected to operate in electric mode the entire 102 miles of Metro-North’s third rail territory—unlike the P32s that only operate under electric power in the four miles in the tunnel in and out of Grand Central Terminal. The SC42DMs are Tier IV compliant and reduce airborne pollutants by more than 85 percent while operating in diesel mode.
Climate change impacts rail service and infrastructure
In addition to agencies seeking preemptive measures to reduce their greenhouse gas emissions through fleet electrification, they’re also working to fortify their infrastructure to ensure service continues to operate smoothly. Agencies are grappling with storm surges, coastal erosion and extreme heat to name a few climate effects.
For instance, the Orange County Transportation Authority (OCTA) has been studying the best approach to protect the Los Angeles – San Diego – San Luis Obispo Rail Corridor from storm surges, coastal erosion and bluff failures. Passenger rail service in this corridor has been suspended off and on at least six times in the past four years. Last year, OCTA had to suspend service to clear debris from the rightof-way following a landslide. OCTA announced another six-week service suspension in April 2025 to perform emergency work to stabilize the slope
and protect the track. This time around, the agency is performing riprap repair and sand placement north of Mariposa Point and removal of the remaining pedestrian bridge at Mariposa Point. OCTA continues to work with experts and its partners to find long-term solutions to protect the Southern California coastal rail corridor.
Over in New York, the Metropolitan Transportation Authority’s Metro-North Hudson Line Climate Resilience Blueprint is designed to protect the Hudson Line from climate change effects, such as stormwater runoff, tidal floods and other risks. The blueprint calls for rebuilding critical infrastructure, including culverts, drainage, retaining walls, slopes, shorelines and track and ensures a coordinated approach for all future projects. The blueprint outlines guidance on projects ranging from target track elevations and standards for waterfront shoreline improvements to performance criteria for drainage.
Last summer, Amtrak and New Jersey Transit (NJ Transit) operations suffered serious service disruptions due to aging infrastructure that was further exacerbated by extreme heat. Since then, the two agencies have coordinated a joint inspection, maintenance and improvement program. The joint plan takes a holistic approach to examine Amtrak’s infrastructure in the Northeast Corridor, including the electric traction system, the catenary system, signals and switches and NJ Transit’s equipment like the pantograph system.
In the most recent progress report, Amtrak completed over 9,500 hardware replacements and three substation improvements, with work planned for eight others throughout 2025. NJ Transit and Amtrak enhanced contingency response plans for heat situations, including the strategic placement of protect crews and heat forecast-triggered catenary inspections. Amtrak also designated its summer readiness preparation protocols to be preemptive activities scheduled for completion prior to May 31. These activities use data, Amtrak past practices and international best practices to help mitigate common heat failures.
High-speed rail projects in California and Texas have seen some progress, which may be dampened depending on findings from the federal government. In February 2025, the California High-Speed Rail Authority came under review by the Federal Railroad Administration (FRA) following direction from U.S. Department of Transportation Secretary Sean Duffy to evaluate if the nearly $4 billion federal funding should remain committed to the high-speed rail project. Then, in April, FRA terminated its grant agreement with Amtrak under the Corridor Identification and Development Program for the Amtrak Texas High-Speed Rail Corridor, previously known as the Texas Central Railway project. There’s still interest in the Texas project from the private sector, and California continues to report project updates, so it is too early to tell how the federal directives will fully impact the high-speed rail projects.
Through a team e ort, Kansas City is working to promote and provide e cient and reliable transit services to the influx of visitors expected to come watch the FIFA World Cup in the summer of 2026.
BY EMAN ABU-KHALED, ASSOCIATE EDITOR
The main part of the FIFA World Cup is the competition on the eld, but what happens if fans from all around the world don’t show up because they lack reliable transportation? Kansas City, Mo., is working to ensure fans, tourists and the general public have reliable transit access for the FIFA World Cup games in 2026.
A look behind the scenes of this major event reveals a robust collaboration between Kansas City Area Transportation Authority
KCATA is committed to not reducing but expanding its regular service to meet increased demand.
(KCATA), the KC2026 Host Committee (KC2026) and local governments that has been years in the making.
According to KC2026 Director of Transportation Jason Sims, planning for the 2026 FIFA World Cup began in 2017 prior to receiving the bid. Planning really kicked into gear a er Kansas City secured its bid in 2022. In the spring of 2023, Kansas City announced the creation of KC2026. Within the host committee is the transportation work group, which meets monthly and includes representatives from the Kansas
To watch the game, they’re going to have to take one of the forms of transit, so people are going to have to get into the habit of not driving everywhere.”
Chuck Ferguson, COO,
KCATA
City International Airport, KCATA, Johnson County Transit, Kansas City Streetcar, the Mid-America Regional Council, the Missouri Department of Transportation, the Kansas Department of Transportation and the city.
e city registered KC2026 as a separate nonpro t to take on all planning responsibilities, with oversight from a board of directors. For an event this large, KC2026 recruited help to plan, maintain and operate transit services for the World Cup.
“We solicited an experienced transportation planning consultant team, including Burns & McDonnell, HNTB and Transportation Management Services (TMS), which we’ve been working alongside,” Sims said. “Our other high-level planning areas, which are in regular coordination with our transportation planning, include safety and security, sponsorships, marketing and communications, sustainability and regional impact.”
Transportation planning kicks into gear
Transportation planning was top of mind from almost the beginning. With VisitKC estimating 650,000 unique visitors—based on total visitor days during the event—to ood into the area throughout the tournament, the city
took the initiative early on and became one of the rst of the 16 World Cup hosts to secure a dedicated eet of buses for the event. KC2026 signed a lease for 200 motorcoach buses on Feb. 28, 2025, putting the region ahead of the pack and ahead of schedule.
e motorcoach-style buses will each accommodate 50 seated passengers on average. Sims says the KC2026 bus system will work to complement existing bus routes on both sides of the state line, transporting the visitors to matches, the FIFA Fan Festival™, Kansas City International Airport, hotel centers and more.
Under the comprehensive and initial motor coach lease agreement, the contract covers the vehicles, fuel, maintenance and drivers for the duration of the World Cup. e private contractor will handle the day-to-day logistics of operating and maintaining the buses. is allows KCATA to focus on improving frequencies and span of service on its own select primary routes to help with additional ridership.
e bus lease was made possible through regional support, including funding from the states of Kansas and Missouri, Kansas City, Mo., and Johnson County, Kan.
On match days, World Cup fans will need to prepare their commuting plans in advance to ensure they’re on time and
KCATA is working with KC2026 to coordinate mobility options so people can avoid driving during the World Cup.
on schedule. According to KCATA COO Chuck Ferguson, the venue where the soccer matches will be played is east of the city and is about a 15- to 20-minute drive away from the downtown area, where visitors might be staying.
“People are not going to be able to drive to the matches,” Ferguson noted. “To watch the game, they’re going to have to take one of the forms of transit, so people are going to have to get into the habit of not driving everywhere. We also expect there to be a significant amount of congestion around the fan festival site.”
Buses servicing the public during the games will be wrapped in FIFA World Cup 26™ branding and KC2026 Host City logos. Riders will be able to access bus schedules and real-time information through the free RideKC mobile app.
Another obstacle that might affect people’s commutes to and from where the matches will be played is the decreased parking spaces available near the GEHA Field at Arrowhead Stadium.
“We love our cars here and so using public transit is going to be somewhat required because [the organizers] have taken the 20,000 parking spots at the football stadium where the matches are played, and they’ve scaled that down to about 3,000,” Ferguson said.
To offer another flexible mobility option, KC2026 will be running an independent park and ride system. Sims says the system will be designed to complement Kansas City’s existing transit services, including the KC Streetcar’s Main Street extension, which is anticipated to be operational in late 2025. Park and ride locations and additional details, such as days of operation, will be announced later
this year. Sims adds KC2026 is looking into “options to incentivize people to plan early and take advantage of the tournament park and ride system.”
As part of preparations for the World Cup, Kansas City is working to ensure rider and public safety as transit operations commence. Ferguson says KCATA is working with its partners to implement stronger security measures during the sporting event.
“We have assigned Kansas City police officers that are 100 percent dedicated to our system,” Ferguson noted. “They’re not transit police, but they might as well be. They are wholly involved in our system. We have a contract with a local private security firm for up to 30 Class A armed private security guards.”
Ferguson adds that there might be a possible expansion of the current private security contract as the World Cup approaches.
According to Ferguson, KCATA operates a smaller transit service but is looking to flex its potential when the World Cup comes to town. KCATA will use this event as a way to grow its presence and improve its services. While preparing for an onslaught of tourists with different mobility needs is necessary, KCATA remains focused on its entire transit network. Ferguson explains riders will see expanded services outside the main World Cup areas, so visitors and residents can get to other popular and essential destinations.
“We are committed to not reducing any regular service—only expanding regular service,” Ferguson said. “While we do want to meet the expected demands of the fan festival, for example, we also want to expand services elsewhere because...we want to provide visitors, as well as residents, that same access that they have today, that they enjoy today and maybe some additional access.”
Ferguson shares KCATA is excited to offer a higher level of service in hopes
of creating a lasting demand that garners more support for public transit initiatives.
“Maybe some services that we don’t offer today...creates a demand and we have somewhat of a legacy when the World Cup is over—that people can say, ‘Hey, I really like that additional level of transit service’ and then they might support something new that we can develop,” Ferguson concluded.
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Leveraging public-private partnerships and alternative delivery models to advance rail projects e ciently.
BY PETER GERTLER, CONTRIBUTOR
The vision of high-speed rail in the U.S. is no longer just a vision—it is steadily becoming a reality. As momentum builds, key projects are demonstrating how strategic investment, private sector engagement and innovative project delivery can accelerate progress.
Brightline West is set to become the U.S.’s rst privately owned high-speed rail line, connecting Las Vegas to Rancho Cucamonga, Calif., via a 218-mile corridor. Meanwhile, California High-Speed Rail Authority is advancing its 171-mile initial operating segment, laying the groundwork for an eventual 500-mile system linking San Francisco and Los Angeles.
Beyond Brightline West and California high-speed rail, nearly 100 projects are in various stages of planning and development, with federal, state and local funding advancing both high-speed and intercity passenger rail systems. e high-speed rail projects in various stages of development include corridors in Texas from Dallas to Houston and Fort Worth to Houston; Cascadia Corridor in the Paci c Northwest; High Desert Corridor in California; and a corridor connecting Charlotte, N.C., to Atlanta.
As these projects progress, they provide valuable insights into accelerating high-speed rail development with greater e ciency. While each aim to deliver a fast, safe and modern travel alternative—capable of sustained speeds of at least 186 mph—they all employ distinct strategies to navigate funding, streamline project delivery and integrate new technologies. e rail industry can build on these lessons to fast-track future projects, leveraging private investment, alternative delivery models and emerging technologies to create a highspeed rail network that meets America’s unique needs. A successful nationwide rollout will require strategic investment, public-private collaboration and policy support.
Strategies for advancing high-speed rail
To realize the promise of high-speed rail in the U.S. with greater e ciency, four key strategies are essential.
A collaborative framework is essential for delivering highspeed rail projects, bringing together public sector leadership and private sector innovation to e ciently advance transportation infrastructure. Successful partnerships align public planning and regulatory expertise with private sector investment and project execution capabilities.
Brightline Florida provides intercity passenger rail service connections between Miami and West Palm Beach.
Images: Core-Visual, courtesy of HNTB
Government agencies play a critical role in early-stage planning for high-speed rail by identifying and securing corridors, advancing environmental approvals and engaging communities. ese e orts help create market-ready opportunities that attract private investment, reducing reliance on public funding while ensuring projects align with broader transportation goals.
For example, Brightline West capitalized on a corridor that had been under study for 20 years. With a preapproved alignment and environmental permits in place, Brightline was able to move forward e ciently. e project’s delivery
model leverages private activity bonds and precleared alignments to minimize delays, demonstrating how early public sector involvement can facilitate successful private sector investment. is project also attracted public funding through Federal Railroad Administration (FRA) grants.
A combination of early public sector planning with private capital, expertise and innovation can help accelerate project timelines, reduce reliance on public funding and improve overall project e ciency. is cooperative approach demonstrates how strategic public-private collaboration can advance highspeed rail development while aligning with broader transportation goals in the U.S.
Brightline Florida case study:
A model for private rail delivery Brightline Florida is currently the only privately owned and operated intercity passenger railroad in the U.S., o ering sustainable and safe travel between Miami and Orlando, Fla. It stands as a pioneering example of how private sector leadership, strategic project delivery and infrastructure reuse can accelerate rail development.
By utilizing the existing Florida East Coast Railway (FEC) corridor, Brightline Florida minimized land acquisition needs, streamlined environmental permitting and reduced overall construction time. By upgrading this corridor and strategically constructing new segments, HNTB helped Brightline deliver a premium passenger rail experience in a fraction of the time it would take to develop a new corridor from scratch.
• Phase 1 (Miami–West Palm Beach, completed in 2018): Focused on upgrading existing rail infrastructure within the FEC corridor, utilizing a design-build approach to modernize tracks and stations.
• Phase 2 (West Palm Beach–Orlando, completed in 2023): Required new track construction along a green eld corridor between Cocoa and Orlando, integrating advanced rail technologies and grade-separated crossings for high-speed operations.
Brightline Florida stands as a pioneering example of how private-sector leadership, strategic project delivery and infrastructure reuse can accelerate rail development.
With Brightline Florida now demonstrating that privately funded intercity rail can succeed, it serves as a model for future rail projects.
High-speed rail development benefits from flexible project delivery models tailored to specific project needs. Given the complexity of high-speed rail, different project elements— track construction, station development, rolling stock procurement and signals and systems—often require tailored delivery methods.
Design-build contracts bundle design and construction under a single contract. This approach establishes clear owner performance requirements while allowing the design-builder to identify and implement efficiencies in both design and construction after contract award. By enabling concurrent design and construction, design-build delivery fosters innovation and helps mitigate project delays.
Variations of this model include design-build-operate-maintain, design-build-finance-operate-maintain and other models that may extend private sector involvement to different phases of the project, such as operations, maintenance and financing.
For California high-speed rail, the team is considering a combination of traditional design-bid-build contracts with more collaborative delivery methods, such as progressive-design-build and construction manager/general contractor. Brightline West has elected to use the design-build delivery method based on its desire to optimize design and construction efficiencies and improve coordination through a single contract that spans different project phases.
This model also enables real-time engineering optimizations, allowing the project to adapt quickly to changing conditions and site-specific challenges, which is especially beneficial for sections requiring extensive earthwork.
The choice of delivery model depends on factors such as the project’s stage of engineering and design, the level of risk the project owner is willing to take, the need for flexibility and innovation, project complexity and scope, schedule constraints, private sector capacity and market conditions and long-term operation and maintenance needs. Different delivery methods can also create opportunities to streamline the permitting process by facilitating early collaboration between project stakeholders, including third party agencies and regulatory bodies. By integrating right-of-way acquisition, environmental approvals and design development under a single contract, these models can accelerate the decision-making and ensure a more coordinated approach to project delivery.
From an agency perspective, greater specificity in contracts can reduce risk by clearly defining scope, deliverables and performance requirements, which can allow for more accurate cost estimates and better financial planning. However, giving contractors room for innovation also may yield faster and more cost-effective solutions. Striking the right balance between prescriptive requirements and performance-based flexibility is key to achieving faster, more innovative and potentially lower-cost project execution.
Brightline West case study: Accelerated timelines
Today, nearly 50 million annual trips occur between Los Angeles and Las Vegas—over 85 percent of them by car—a trip which is unpredictable, unreliable and challenged by congestion. Brightline West expects to serve more than nine million one-way passengers annually.
As a close supporting partner to Brightline West, HNTB led the planning/concept design, preliminary engineering and supported the environmen-
tal documentation for 183 miles of the high-speed rail service line in California and critical components system-wide, working closely with the California Department of Transportation (Caltrans), local agencies and the FRA.
At the initial stages of the project, HNTB proposed innovative conceptual and preliminary design solutions that assured Caltrans and the state of California that the rail line could be built efficiently and safely—and without adverse impacts to traffic—as an enclosed rail corridor within the median of Interstate 15. As a result, the overall project impact and construction schedule was reduced from the initial design concept and the established I-15 right-of-way will fast track overall delivery.
A key technology for high-speed rail is overhead electrification, which powers trains efficiently. However, emerging technologies such as hydrogen and battery-electric propulsion are beginning to complement traditional electrification. Brightline West’s use of battery-electric propulsion on inclines showcases how hybrid approaches can enhance system efficiency.
Other technological advancements include:
• Advanced signaling and Positive Train Control to enhance safety and optimize train speeds.
• Predictive maintenance using artificial intelligence and Internet of Things sensors, reducing downtime and improving reliability.
• Real-time passenger information systems and digital ticketing, streamlining the rider experience.
The gradual integration of these technologies allows for incremental system improvements, ensuring long-term scalability while adapting to market demand.
Procuring trainsets for high-speed rail requires a strategic approach to balance cost efficiency, interoperability and long-
term sustainability. Standardizing specifications, coordinating bulk orders across projects and fostering domestic manufacturing can help drive down costs while ensuring high-quality, reliable equipment.
Fragmented procurement remains a challenge, with individual projects pursuing custom trainset orders that can create supply chain backlogs and inefficiencies. A more coordinated approach, such as joint procurement agreements between multiple rail corridors, can create economies of scale, reduce per-unit costs and accelerate deployment timelines.
For example, Brightline West and California high-speed rail have collaborated to ensure interoperability of the two systems, as there is a potential connection between the two corridors in the future. By aligning technical standards early
HNTB partnered with the California HighSpeed Rail Authority as prime consultant and project construction manager on the design-build project.
California HighSpeed Rail’s Construction Package 4 covers 22 miles.
Brightline West is set to become the first, privately owned high-speed passenger rail line in the United States.
Image: Brightline West
in the process, these projects are positioning themselves for seamless integration that could bene t the broader U.S. highspeed rail network.
Additionally, aligning trainset procurement with federal Buy America requirements supports domestic manufacturing and supply chain development, strengthening the industry for future high-speed rail expansion. Investment in standardized, interoperable train technology can also enhance exibility, allowing trainsets to be deployed across multiple corridors
as the network grows.
With limited manufacturers producing high-speed trainsets that meet U.S. performance and procurement requirements, procurement strategies must proactively address key industry concerns. This includes structuring commercial terms that account for price escalation due to global market
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shifts, ensuring favorable payment terms and incorporating performance surety provisions that provide confidence to manufacturers.
As more suppliers establish U.S.-based affiliates and production facilities, rail agencies have an opportunity to align procurement strategies with both highspeed rail and regional transit markets.
Brightline West’s interior cars are designed for luxury experiences, featuring plush seating and modern amenities.
Image: Brightline West
Leveraging existing supply lines can further streamline procurement, reduce lead times and create a more resilient domestic production ecosystem for future rail expansion.
As the U.S. advances toward a modern high-speed rail network, the lessons learned from Brightline, California high-speed rail and other emerging projects underscore the importance of meticulous early planning, private sector engagement and strategic project execution.
By embracing public-private partnerships, alternative and more collaborative delivery models and cutting-edge technology, the U.S. can accelerate project delivery, optimize costs and create a high-speed rail system tailored to its unique infrastructure needs.
High-speed rail in the U.S. is closer than ever to becoming a transformative force in American transportation. Now, the challenge is to build on this momentum, expand connectivity and ensure that high-speed rail is an efficient and scalable solution for the future.
About the author
Peter Gertler is a senior vice president at HNTB, bringing over three decades of experience in transportation and rail projects. He is recognized for his expertise in highspeed and intercity passenger rail.
PRESTO fare card and machine.
From fare freezes to new pricing models and vending machines, the TTC, WMATA and PRT are evolving how they collect and manage fares.
BY BRANDON LEWIS, ASSOCIATE EDITOR
Toronto is competing right now with Los Angeles for the most traffic congestion in North America, so we want people to take public transit to lessen that traffic congestion, not enhance it.”
Stuart Green, spokesperson, TTC
Fare collection is essential to the daily functions of transit agencies. They help keep agencies’ doors open and provide important contributions to their operating budgets.
The Toronto Transit Commission (TTC), Washington Metropolitan Transportation Authority (WMATA) and Pittsburgh Regional Transit (PRT) are using different strategies to help improve the fare experience for their riders.
For the second straight year, the TTC has implemented a fair freeze, meaning the agency will not institute a fair increase on any of its transit services for the agency’s fiscal year (FY) 2025 budget.
According to TTC Spokesperson Stuart Green, the TTC is dependent on fares more than maybe any other public transit agency in North America, noting that over the last two years, 67 percent of its revenue has come from fares.
Green notes the agency has implemented 10 cent fare increases in the past, but the agency feels an increase in fares at this time may scare away customers.
“You don’t want to keep increasing fares yearly, especially in today’s economy,” Green noted. “Toronto is competing right now with Los Angeles for the most traffic congestion in North America, so we want people to take public transit to lessen that traffic congestion, not enhance it.”
The One Fare Program, launched in February 2024 by the government of Ontario to eliminate double fares for customers transferring between public transit agencies in the greater Toronto area, has also helped encourage fare use by saving riders money. According to data provided by Metrolinx, there have been more than 38 million transfers made using the program, and since the launch, the program has saved transit riders across the region more than C$123 million.
Despite the nominal fare increases and free transfers, the TTC is no stranger to fare evasion. It is one of the biggest hurdles the agency overcame during the past half decade. Over the course of the last 12 months, the agency has made several efforts to combat fare evasion:
• March 2024: Launched a new campaign to remind riders about the importance of paying fares.
• December 2024: Began implementing teams of fare inspectors throughout its system to patrol transit spaces and issue tickets in plain clothes.
• March 2025: Expanded its crackdown on fare evasion to all modes of transportation.
In 2023, the agency also eliminated its contactless fare gate that was made for children who are 12 years old or younger because they ride all TTC modes for free. TTC found adult users were taking advantage of the rule and using children fare cards to ride the system without paying.
“When we did our audit in 2023, we learned that a large number of people were wise to this gate and were just walking
through and never paying,” Green said.
Green notes now there is a TTC employee in stations who will manually open a gate for riders. The strategy has cut down on the number of people using the tap gates for free transit.
The COVID-19 pandemic also took a toll on TTC as an agency, as ridership levels dropped by over half during the height of the pandemic. According to Green, because of the hardships Canada specifically felt during the pandemic, the agency was more laxed on its rules for transit, which led to more fare evasion. That’s where the plain clothes idea came into play.
TTC employees have been wearing non-TTC brand jackets. Underneath the jacket is a body-worn camera that can record a conversation with a rider about how they did not pay their fare. The punishment for not paying fares on the TTC system starts with a C$235 fine and goes up to C$425.
According to the TTC’s 2023 audit, which saw 25,730 observations made from April 2023 to October 2023, the agency lost approximately C$123.8 million from fare evasion. During that time, 94 percent of children 12 and under did not use a transit card to ride.
WMATA’s new fare gates and fare pricing strategy
WMATA has also faced post-pandemic challenges when it comes to fare evasion, and the agency took a step in 2024 to try to combat the issue by installing new faregates at all 98 Metrorail stations. According to WMATA Chief Planning and Performance Officer Tom Webster, the old fare gates were what the agency calls clamshell gates. Those types of gates open and close to the side and were easy for fare evaders to jump and cross over. The new fare gates feature saloon-style doors made out of a durable polycarbonate that make it harder for fare evaders to avoid.
Webster notes the new fare gates have caused a dramatic decrease in fare evasions of over 80 percent throughout the whole system since 2024, with the majority of the decrease occurring on the rail side.
“Our buses have no physical barrier to enter or board or leave the bus, and we wouldn’t anticipate having a physical barrier like you do in a fixed infrastructure environment,” Webster said. “We did, however, replace all of our legacy farebox technology that had become obsolete with modern farebox targets and collection equipment.”
According to WMATA Chief Financial Officer Yetunde Olumide, to encourage riders to take transit, the agency moved to a distance-based fare system beginning in FY23. The fare strategy charges an initial $2.25 for the first three miles of a ride, then an additional $0.45 per mile up to $6.75 until 9:30 p.m. Then, the fares reduce to a flat rate of $2.50 after 9:30 p.m. and on weekends. Customers transferring from any bus to Metrorail within two hours receive a discount of the full value of their first or last ride.
The agency managed to balance its FY25 operating and capital budgets without a fare increase. Webster says the agency will often do fare increases every few years to be in line with the current state of the economy while not discouraging customers from taking transit.
“We found that certainly there’s a cost to the fare increase and updating all of the systems and everything else, but also it takes a little while for customers to respond to changes in fares,” Webster noted.
WMATA holds public hearings before the board makes any decisions on fare increases and other aspects of the agency’s services. Olumide says the hearings are often well attended.
“One of the bigger concerns participants have shared in the past few years are centered more around their service than around the fare increases,” Olumide said. “We found that folks were more willing to have a little bit of a fare increase to ensure that they still con-
tinue to receive that service, whether it’s bus or rail.”
The agency currently has the SmarTrip system on its bus and rail services, which is a physical card customers load money onto or load passes onto and tap, as well as mobile payment. In May, WMATA launched Tap. Ride. Go., a contactless payment option as part of the SmarTrip payment system on its Metrorail systems.
“The focus of fare modernization is looking at the customer journey and the opportunities to take transit and what some of those barriers might be,” Webster said. “We want to make it as easy as possible for people to access transit and to pay the easiest way possible.”
He notes the Tap. Ride. Go. feature aims to create an easier, more seamless experience for riders to pay for their fares, particularly for tourists visiting the area. Webster says the agency is also hopeful this leads to a boost in
“One of the bigger concerns participants have shared in the past few years are centered more around their service than around the fare increases.”
Yetunde
Olumide, chief financial officer, WMATA
PRT’s budget gap and new fare machines
The PRT Board has proposed a 25 cent fare increase in order to close a projected $100 million budget deficit beginning in 2026. The base fare for PRT services is currently $2.75 for a three-hour window with unlimited transfers.
PRT Chief Financial Officer Donminika Brown notes according to data from the American Public Transit Association, the agency is around the 10th highest in the U.S. in bus fare rates, but the funding gap necessitates a fare increase.
“We still have to be responsible in the amount we raise,” Brown said. “For us, the natural next step from $2.75 would be $3.”
The public comment period on the potential service cuts and fare increases began in March and lasts until June 18. Once the comment period concludes, the PRT Board will
conduct its Title VI analysis throughout the summer and early fall before making a final decision on whether the service cuts and fare increases become official.
In July 2024, PRT asked for public feedback on its PRTner Pass, a program that launched earlier this year and is designed to encourage ridership by offering discounted monthly passes to multi-family property owners and managers with more than 10 units, secondary and post-secondary schools and employers. The discounted passes cost $28 a month.
Brown says the feedback on the program was overwhelmingly positive.
“We heard from a lot of folks who regularly take transit or maybe have come from other cities that it’s something that they’ve seen similar programs in other cities, and they’re excited to see that it’s coming to Pittsburgh,” Brown said.
In addition to changes in fare prices, PRT is also rolling out updated ticket vending machines (TVMs). In August 2024, the agency partnered with Flowbird North America Inc. to install more than 80 Astreo TVMs at transit stations around the region. The agency expects to begin installing the new machines in the fall of this year.
Brown notes the new machines will allow Masabi cards to come out of the machine. The new fare machines will also allow a rider to add any amount of money they wish
to their Masabi card, where the old machines have a set limit. The Masabi system will also allow PRT to move to account-based ticketing.
“We have issues in a card-based system in terms of, in some instances for the purchase to actually show up on the card in a reasonable amount of time; whereas with account-based ticketing, it’s almost instantaneous in terms of the purchase showing up in the account,” said Director of the Port Authority of Allegheny County, Pa., Peter Schenk. “Right now, there can be, depending on circumstances, anywhere from a 24- to 72-hour delay for a purchase.”
According to Brown, paying for fares for the bus and rail systems are completely different. The PRT rail system does not have barriers or fare gates like the bus system. There are fare collectors who are located at rail stations, and the agency is looking at ways to improve fare collection for rail customers.
By Jodi Godfrey senior research associate, Center for Urban Transportation Research
WHEN CONSIDERING something like safety culture, there is a need to re ect on the way in which culture changes. Cultural beliefs slowly morph based on shi s in social norms, which typically stem from interactions with other cultures that have di erent beliefs, behaviors and assumptions. As a society, we are not always quick learners. We want to know how we will bene t from something before we are willing to invest any e ort. is aspect of human nature makes it di cult to impact safety culture. Trust takes a long time to build and only a moment to lose, yet it is an essential element found in a mature safety culture. ere are two interconnected and vital aspects that will make or break the safety culture: the ability to promptly and easily report safety events, near misses or other risks and the communication structure that describes the immediate and ongoing support that is provided to employees as they face safety and security challenges.
One of the most e ective ways to build trust is to provide opportunities for employees to report hazards in a con dential and transparent manner without fear of punishment or retribution. is allows the agency to collect information about hazards from those that experience them rsthand, providing an opportunity for mitigation prior to an undesirable outcome. When agencies take preventative approaches to improve the safety of the system, employees feel valued and safer.
However, providing an outlet for employees to report is somewhat of a double-edge sword, as transit agencies must continuously communicate the ways in which they are listening and responding to the hazard reports. No one wants to report an event if they don’t think anyone is listening, or they don’t think any action will be taken.
One detail worth noting relates to reporting verbal and non-serious assault events. When local and state laws do not match transit agencies’
de nitions, there will be an inevitable tension between convincing employees to report events for documentation purposes and convincing employees that the agency cares and supports them as they face these events.
Encouraging reporting beyond what is legislatively punishable will require an extensive e ort to communicate the value of the information and the purpose of data collection. When employees understand that the data collection provides an opportunity to measure and manage the challenges to make their working environment safer and more secure, then they may be more willing to invest the necessary time in providing that data.
If you want to build trust with anyone, consistency is key. e relationship between management and front-line employees is no di erent. Consistent communication and responses that prove you are listening will help to build trust. Let’s face it, many of the hazards that front line employees report are truly out of our control.
For example, uncoordinated signal timings might require coordination with the local city or county to resolve. While the transit agency might not have the ability or authority to improve signal coordination, the agency can in uence those with control, and we have the responsibility to communicate what steps we have taken even when the results are not quite as fruitful as intended.
Trust, which is earned through consistent communication and follow through, is the foundation on which a safety culture is built.
Another example is when rst implementing an employee safety reporting program, many transit agencies receive reports about trees obstructing views and potholes along routes. Both of these are hazards that require someone outside of the transit agency to act. However, transit agencies can contact the appropriate entities to explain the impact of the hazard, and in some cases, work in conjunction to get the hazard resolved. In other cases, we may be forced to explain why that hazard is beyond our control and examine approaches within our control to minimize the associated risks.
Communication about the decision and the justification behind the decision will help to build trust among the workforce. Trust, which is earned through consistent communication and follow through, is the foundation on which a safety culture is built.
By Sandy Brennan vice president and project manager, Foursquare Integrated Transportation Planning
ACROSS THE COUNTRY, transit agencies are struggling to retain and support the very people who keep our systems running: frontline transit workers. Operators, station personnel, mechanics, technicians and other operations staff show up every day—rain, sleet, snow or heat. But in the wake of the COVID-19 pandemic, amid a wave of retirements and the introduction of new vehicle technology, many are reaching a breaking point. New hires and senior employees alike report feeling overwhelmed by staff shortages, demanding schedules and a lack of support from management. Transit agencies need to rethink their strategies, programs and policies to better support their frontline workers’ mental and physical health.
The key to understanding how to better support frontline transit workers is to recognize and respond to the causes of attrition. Recent research from the American Public Transportation Association found that 96 percent of transit agencies reported a workforce shortage, 84 percent of which said the shortage affects their ability to provide service. The root causes of this attrition are clear: inflexible and demanding work schedules, feelings of isolation and loneliness in the field and a lack of tools, training and support to do the job safely. The good news is that agencies have powerful tools at their disposal to reverse these trends and build a healthier, happier and more resilient workforce.
The first step is to evaluate your agency’s existing policies and programs to identify where you can be more supportive of frontline workers. This might include:
• Evaluating and improving offerings under your agency’s employee assistance program.
• Identifying new programs and benefits like financial or family counseling services or implementing wellness programs.
• Enforcing existing policies like passenger codes of conduct.
• Revisiting schedules and work rules to be more flexible and fairer for new employees.
• Implementing supportive programs and benefits for parents and caregivers.
TriMet in Portland, Ore., for example, learned that nursing operators were struggling to meet pumping schedules and were leaving the workforce as a result. To avoid the high cost and time associated with hiring and training replacements, TriMet refurbished a van into a mobile lactation room. The van met nursing operators in the field and provided a safe and private space for them to pump. Since lactation tends to only last a few months, the program is a small cost compared to the value of retaining experienced staff.
A survey targeting frontline transit workers found that 69 percent of frontline workers were either verbally or physically threatened or had witnessed someone else being verbally or physically threatened. Likewise, frontline workers are at risk of being involved in crashes, which could be particularly traumatizing if it results in serious injury or death. Field support is especially important in these incidents, and specialized teams that can respond during such incidents are extremely helpful for both incident management and to support the workers involved.
Post-incident support is just as important. Agencies should ensure that affected employees have the time and resources they need to recover before returning to duty. This includes peer-led recovery programs, time off and mental health services. When employees see that others have successfully returned to work after traumatic events, they’re more likely to feel confident in their own recovery.
As a leader, you have the power to break down the stigma surrounding mental health. The Occupational Safety and Health Administration has developed a helpful checklist for managers seeking to build more supportive environments. Remember that a culture of safety—emotional and physical—starts at the top and permeates through every level of the organization. From CEOs down to the bus operator and station staff, everyone has a role to play in safety.
Frontline workers need more than thanks. Supporting mental health, providing more incident support and creating policies that prioritize employees are essential steps to building a culture of safety. A healthier workforce today means safer, more reliable transit tomorrow.
Bohr Electronics now offers a comprehensive, quick-turnaround repair and parts replacement service for Siemens high-speed circuit breakers, which play a critical role in the safety and reliability of locomotive electrical systems. These breakers are engineered to interrupt fault currents within milliseconds, protecting passengers and onboard equipment from electrical hazards. Bohr’s service helps transit agencies address long OEM lead times and limited repair options by providing expert diagnostics, refurbishment and testing in its ISO 9001:2015 and AAR M-1003 certified facility. Backed by decades of experience with rail electronics, Bohr ensures breakers are restored to OEM specifications for dependable performance in the field.
BOHR ELECTRONICS www.bohr.com
The Speed Swing 445F2 is designed to accept more than a dozen attachments for laying rails, setting ties and numerous other maintenanceof-way tasks. Powered by a fuel-efficient 163-horsepower Cummins QSB4.5 Tier IV diesel engine, the 445F2 offers a 49-gallon fuel tank, a front load capacity of 10,000 pounds and maximum side load capacity of 8,000 pounds. Providing 180-degree boom rotation, the machine is primarily used to thread out old rail and thread in new rail. An optional magnet package quickly cleans up old plates, spikes and small pieces of rail. The unit can also tow rail carts, move railcars and supply air or hydraulics for hand tools.
PETTIBONE
www.gopettibone.com
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Stantec’s Semaphore IQ™ system is an integrated hardware and digital solution that supports the safe movement and switching of trains in manual areas of rail yards. Semaphore IQ offers wireless connection between the user and the central system, which contains the logic and safety verifications to allow a user to safely throw switches from different areas of the yard using the connected digital application. With this solution, train operators don’t have to detrain to throw switches, which increases efficiency and streamlines logistics. Hardware panels can also be installed at safe locations adjacent to the tracks to request a switch or a series of switches to be thrown to set up a route.
STANTEC www.stantec.com
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