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Nov
09

Hurricane Sandy: LIRR, Metro-North railroads' recovery, resiliency projects continue

Rail News Home Passenger Rail November 2016 Rail News: Passenger Rail

To restore Hudson Line service after Hurricane Sandy, MTA Metro-North Railroad employees had to use a crane to remove a boat that had washed up on the tracks at Ossining.Photo – MTA Metro-North Railroad / Al Cecere By This email address is being protected from spambots. You need JavaScript enabled to view it., senior associate editorHurricane Sandy recovery and resiliency projects are continuing at MTA Long Island Rail Road (LIRR) and MTA Metro-North Railroad four years after the storm ravaged the Metropolitan Transportation Authority's rail services. The Oct. 29, 2012, storm damage resulted in an estimated $193.9 million in capital rebuilding costs for LIRR and $440 million for Metro-North. The federal government is paying for those projects at both railroads.Since Sandy, Metro-North has implemented new design standards to ensure vulnerable critical infrastructure — particularly power, signal and communications equipment, and shops and yards — is protected from storm surges, MTA spokesman Aaron Donovan said in an email.Likewise, since Sandy occurred LIRR has revised its hurricane operations plan to reflect the lessons learned. Also, the railroad has revised its design criteria to incorporate new standards for construction within flood zones. The new approach is being applied to all relevant designs,
including signal and other projects that are not Sandy related, Donovan said.At LIRR, one Sandy-related project has wrapped up over the past year: The Long Island City Yard Substation restoration — a $1.1 million project — was finished in first-quarter 2015.At Metro-North, projects completed over the past year include the replacement of the Harlem River lift bridge (HRLB) alternating-current facility house at a $7 million cost; and the replacement of damaged communication and signal equipment in various locations, which cost $5 million. Tutor Perini was the contractor on the completed HRLB effort, which was a design-bid-build project.Restoration and recovery projects ongoing at LIRR include:
• Wreck Lead Bridge system restoration, a design-build project that involves replacing underwater cable, the bridge electrical system and emergency generator for the bridge, which crosses the Reynolds Channel. Contracts have been awarded to HDR Inc. for preliminary design and Hinck-Posillico JV LLC for submarine cable replacement. Expected completion: April 2017.
• Long Beach Branch systems restoration. This design-build project will replace the Oceanside, Oil City and Long Beach substations. Because this branch is flood prone, the railroad is rebuilding them with resiliency in mind: The substations are being built at a higher elevation to better protect equipment against future extreme weather. Contracts have been awarded to AECOM for design and CPS; Litehouse Builders for equipment foundations and platform; and Ansaldo STS USA for the signal system. Expected completion: September 2019.
• West Side Yard restoration, a project to replace signals, power and other assets. This work is being coordinated with the West Side Yard Overbuild and Amtrak Gateway projects. LIRR forces will perform the construction work. Contracts issued include SafeTech USA for a fire detection system. LIRR will use a third-party firm to design, furnish and deliver track and switches. Expected completion: April 2019.
• Long Beach Branch Substation replacement of switches, signals, communications and third-rail equipment. It’s a design-build project. Contracts have gone to Powell Electrical Systems for substation replacement, and Myers Controlled Power LLC for D-B Long Beach substation replacement. There are smaller-value contracts for design, construction phase services, surveys and abatement. Anticipated completion: January 2018.
• Infrastructure and system upgrades of station, signal and power component repair and restoration has been underway at locations throughout the LIRR network. The work is being performed by third-party and LIRR construction forces. Contracts include Litehouse Builders for the replacement and upgrades at Hillside, Penn Station 34th Street Gate, and Westbury Shelter Shed. Anticipated completion: January 2017.
• 1st Avenue Substation restoration, which will replace Substation AC switchgear and associated equipment with saltwater damage. Contracts have been issued to Jacobs for preliminary design and Mass. Electric Construction for design-build services.LIRR resiliency projects underway include:
• Atlantic Avenue Tunnel mitigation, which is being pursued to better protect the LIRR tunnels that run under Atlantic Avenue in Brooklyn and Queens. This project will replace and raise street-level air grates to prevent water from entering the tunnel from the road. Existing pumps will be upgraded to current standards and existing sump pumps will be replaced with improved capacity pumps. Downspouts and vault drains will be replaced. LIRR forces are doing the construction, which began in 2015.
• Long Island City Yard, which will install perimeter protection and make drainage improvements to protect the yard from flooding or storm surges from the East River and Newtown Creek. Gannett Fleming has the design contract; construction procurement has not yet begun.
• River-to-river rail resiliency, which will be a design-build project. A design firm contract has not yet been awarded.
• Emergency management equipment, a project that entails the purchase of equipment to be used throughout the LIRR system, particularly in areas prone to flooding and storm surges, as well as in major yards and towers. Equipment will include generators, vehicle fueling stations, communication upgrades and weather-fighting equipment. The project involves mostly procurement, but also limited design work with specifications by the LIRR engineering department.Major restoration projects underway at Metro-North include:
• Hudson Line substation replacements — Riverdale, Tarrytown and Croton-Harmon. Estimated cost is $44 million; projected completion date is April 2017. Ecco/Verde is the contractor for this design-bid-build project.
• Hudson Line power, signals and communication infrastructure replacement. Judlau/TC Electric is the contractor. The estimated cost for the project's first phase is $161 million; the projected completion date is December 2017. The second-phase option is expected to be exercised in November, with an expected cost of $137 million.
Keywords Browse articles on MTA Long Island Rail Road HDR AECOM Litehouse Builders Ansaldo STS USA Amtrak Myers Controlled Power LLC Powell Electrical Systems Jacobs Contact Progressive Railroading editorial staff.

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Nov
09

For CSX, a workforce of the future is an integral part of a 'railroad of tomorrow'

Rail News Home CSX Transportation November 2016 Rail News: CSX Transportation

Photo – CSX By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorCoal isn’t king for CSX anymore. The commodity now generates a small portion of the railroad’s annual revenue instead of the lion’s share.So, the Class I is in the early stages of adopting a “CSX of Tomorrow” strategy that calls for realigning its network to de-emphasize coal traffic, and optimize intermodal and merchandise business; deploying more automation; and honing service performance to boost reliability and responsiveness. To learn more about the strategy, read this cover story in Progressive Railroading’s November issue.There’s one other main component of the CSX of Tomorrow: a Team of Tomorrow (ToT). To help carry out the strategy, the Class I seeks to develop a more diverse, versatile and highly skilled workforce. Such a team will up the ante on working collaboratively, making decisions quickly, embracing new technologies and finding ways to boost productivity, says CSX Senior Vice President and Chief Administrative Officer Cressie Brown.But first, ToT developers are defining what skillsets employees need to be an integral part of the CSX of Tomorrow.Some important traits: that they be innovative, to think outside the box; flexible, to help flex CSX’s resources; and geared toward service excellence, which is vital “because of the service-sensitive markets we’ll be in,” says Brown. Ultimately, CSX aims to get beyond traditional promotion schemes and training programs to help employees develop new skills in such critical areas as emerging technologies, analytics and customer insight.CSX now is conducting "unconscious bias" seminars for its 2,500 managers and department leaders that are designed to help them better understand some preconceptions that might surface in their decision-making. CSX

Developing a ToT in part calls for establishing a talent pipeline to retain the most experienced and skilled employees who contribute at a high level, and recruit the brightest and most proficient new workers, says Brown. To get such a pipeline flowing, CSX aims to make tweaks and/or major changes to its career development, training and recruiting programs.

In terms of retention and career development, the railroad in late 2015 launched an employee valuation initiative to “get our hands around the Team of Tomorrow,” says Brown. The initiative involved employee interviews, focus groups and research to determine why people joined CSX and why they stayed at the company. The feedback will help identify ways to retain valuable and experienced workforce members.

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Nov
08

Rail supplier news from GREX, PFL, Industry-Railway Suppliers, Hub Group, and in memoriam: Robert Grandy (Nov. 8)

11/8/2016    

Rail News: Supplier Spotlight

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Nov
08

Sound Transit solicits comments on light-rail station designs

11/8/2016    

Rail News: Passenger Rail

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Nov
08

Amtrak boosts Wi-Fi speed on Acela Express

11/8/2016    

Rail News: Amtrak

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Nov
08

Vancouver's Evergreen Skytrain extension to open next month

11/8/2016    

Rail News: Passenger Rail

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Nov
08

Port Everglades logs decline in TEUs for FY2016

11/8/2016    

Rail News: Intermodal

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Nov
08

CP lauds October grain movement, launches website detailing time off

11/8/2016    

Rail News: Canadian Pacific

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Nov
08

MBTA names Dalton GM for Green Line extension, shakes up capital project team

11/8/2016    

Rail News: Passenger Rail

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Nov
08

The 'CSX of Tomorrow' will dawn if the railroad can adopt a more intermodal-driven, less coal–centric operating strategy

Rail News Home CSX Transportation November 2016 Rail News: CSX Transportation

Photo – CSX — By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorTo say sagging coal volumes have been a drag on CSX’s finances the past five years is an understatement. Coal revenue losses that have been mounting since 2011 are expected to reach a total of $2 billion by 2016’s end.The Class I’s coal fortunes aren’t expected to turn anytime soon, either. Low natural gas prices figure to keep compelling domestic utilities to favor that power-plant fuel source for the foreseeable future and tectonic shifts in the global coal market are forecast to keep abating U.S. exports. So, a change in strategic direction is necessary to deal with coal’s steep fall from its longtime perch as the railroad’s top revenue producer.Last year, the senior executive team met to develop a strategy framework that could address the changing customer base and shifting business portfolio. Ultimately, the team considered two options: continue to chase ways to help overcome the coal losses in the short term or develop a plan to change the structure and operation of the coal-dominant railroad for the long term. They opted for the latter.A 40-member cross-functional group that included leaders from each department then helped flesh out the idea and shape specific supporting initiatives, and CSX’s board reviewed and approved the chosen strategy in early 2016. Now, if it ushers the Class I into a new era as hoped, the “CSX of Tomorrow” will dawn in the not-too-distant future.Formally launched in late April, the CSX of Tomorrow (CoT) strategy calls for the company to:
• realign its network to de-emphasize coal traffic and optimize the volume-growth potential of the more promising intermodal sector and solid merchandise segment;
• deploy more high-tech equipment and information systems to forge a highly automated railroad that can support safety, service-performance and efficiency efforts;
• pursue service excellence to help prompt volume growth and better meet customers’ needs; and
• develop a workforce of the future with the right tools and skills to drive productivity and innovation.Expected to take a number of years to implement, the strategy will help spur volume growth and increase profitability in the intermodal and merchandise franchises, and yet preserve the business value of coal as it becomes a smaller part of the company’s portfolio, says CSX Chairman and Chief Executive Officer Michael Ward.“We’ve got to adapt; the world has changed. Coal has gone from one-third of our annual revenue to about 15 percent,” he says. “We have been a more cyclical company, one that was a slave to the vagaries of the general economy. Now, we can be more nimble and flexible.”CSX will benefit by controlling the things it can control: service, safety and productivity, says Ward. In addition, the strategy can help the company attain its long-term goal of a mid-60s operating ratio.CSX plans to carry out the CoT in part by operating two networks: a primary one accommodating longer and heavier trains along the “Iron Triangle” mainlines between Chicago, New York City and Jacksonville, Fla.; and a local one comprising other lines and territories that don’t require the same train speeds and resource intensity. Each network will essentially have the same route mileage, and the local network would retain the same level of safety and customer service as the primary one.CSX also aims to extend sidings or build new ones to accommodate longer trains; triple the amount spent each year on technology adoptions; and provide better quality-of-life benefits and more modern equipment to hone a stronger workforce.Operational performance a prime componentService execution is the most critical aspect of the CoT, says Ward. To win over and best serve shippers of truck-competitive freight, CSX needs to align operating capabilities to customers’ expectations and provide consistently higher levels of reliability.“If we want to grow our other businesses, the service has to be there,” says Ward.He believes the CoT initiative aligns well with the company’s vision to be the safest, most progressive North American railroad, one that relentlessly pursues customer and employee excellence. It lines up with CSX’s core values, too, says Ward. That means continually striving to be fact-based, ensuring people make the difference, stressing safety as a way of life and getting the right results the right way.“It’s how we behave and who we are. It still fits,” says Ward. “The biggest difference [with the CoT] is being more intentional in deploying technology.”CSX strategists performed a lot of modeling exercises to ensure the strategy could be carried out, and the team plans to tweak and refine it as CoT implementation continues.“The way we see it is: OK, we have a path now, and we see where we’re going,” says Ward.A new terminal under construction in Pittsburgh, which is slated to open next year, figures to help boost intermodal business. CSX

But there will be some bumps along that path. For example, to become a more efficient and productive CoT, there will be hundreds of fewer jobs at the company. Meetings have been held with rail labor unions about the job reductions, which mostly will be addressed through attrition, says Ward.

“We’re not being secretive about it. We will have less jobs available,” he says.

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Nov
07

McAndrews named port association chair

11/7/2016    

Rail News: People

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Nov
07

TriMet, Verizon add mobile service at underground station

11/7/2016    

Rail News: Internet-Digital

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Nov
07

TransLink appoints Cunningham chair

11/7/2016    

Rail News: People

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Nov
07

Amtrak, Michigan DOT wrap up construction on higher-speed route

11/7/2016    

Rail News: Amtrak

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Nov
07

NCDOT adds $10 million to freight rail, crossing improvement program

11/7/2016    

Rail News: MOW

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Nov
07

BNSF posts lower net income, revenue in Q3

11/7/2016    

Rail News: BNSF Railway

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Nov
07

Reading & Northern prepares for growth

11/7/2016    

Rail News: Short Lines & Regionals

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Nov
07

SEPTA, union agree to end six-day strike

11/7/2016    

Rail News: Labor

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Nov
04

Rail supplier news from Railinc, Wabtec, HNTB and WSP Parsons Brinckerhoff (Nov. 4)

11/4/2016    

Rail News: Supplier Spotlight

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Nov
04

Valley Metro to unveil final design of Gilbert Road light-rail extension

11/4/2016    

Rail News: Passenger Rail

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