Denton, Texas
Raymond Suarez
Chief Operating Officer
Denton County Transportation Authority
We were adamant about seeking off-the-shelf solutions and partnering with an experienced vendor.
After multiple attempts to find a financially viable solution to implement positive train control (PTC) with the input of outside consulting firms, we decided to take a different approach.
Critical to the success of our new approach was the solicitation of industry feedback in the development of the technical approach to implement PTC, as well as seizing opportunities presented by the specific characteristics of our A-train system.
The first step to us finding a viable solution to implement PTC was inviting vendors to learn the intricate details and specific needs of our rail operations. During this time we shared information about our unique A-train characteristics, which include temporal separation of limited freight operations, a recently installed signal system, single track railroad with sidings, and an absence of Class I freight traffic through the corridor.
In addition, we asked each vendor how they would deliver a functioning system to implement PTC to meet the federal requirements in the shortest amount of time for the least amount of money — with the understanding that DCTA would share project risk. We were adamant about seeking off-the-shelf solutions and partnering with an experienced vendor that could engineer, implement and test similar solutions.
DCTA solicited vendor suggestions for the agency to implement PTC in a safe and timely manner. Based on industry and vendor input, we quickly developed a scope of work from what was learned from the industry input process. We developed a scope of work that offered bidders the opportunity to compete fairly, which resulted in bidders having a good understanding of our requirements with few questions asked during the bidding process.
DCTA utilized a best value procurement process, which included both capital and 10-year operating costs so that the agency had a true understanding of the long-term cost and operational impact of the various solutions. As a result of the industry participation up front and the use of a best value procurement process, the procurement process went smoothly and we were able to award a contract within three months from the point of issuing the solicitation for bid.
In November 2015, DCTA awarded a contract to the GE Transportation Systems/Alstom (GE/Alstom) for implementation of an Enhanced Automatic Train Control system (E-ATC) system. The contract price was well within the established project budget, and implementation and full commissioning of the system is expected in 2017 — approximately 19 months from the issuance of notice to proceed. DCTA is managing the project with internal staff and hired an independent chief technical architect and one project manager to oversee the Alstom implementation, which we expect to be fully implemented ahead of the 2018 deadline.
Los Angeles, Calif.
Fiailoa AhSue
PTC Technical Services Manager
Southern California Regional Rail Authority (Metrolink)
Metrolink’s PTC deployment reflects its commitment to becoming the safest commuter railroad in the nation.
Foremost amongst Metrolink’s many safety initiatives has been the dedication of significant effort and funding toward the deployment of positive train control (PTC) since the agency began its PTC program in 2009. Metrolink has been a leader in the advancement of this life-saving technology, which prevents train-to-train collisions, over-speed derailments, and other human-caused accidents by safely stopping the train if the engineer fails to act.
In March 2015, Metrolink had sufficiently tested and deployed PTC to begin operating PTC-equipped trains in revenue service demonstration (RSD), as authorized by the Federal Railroad Administration (FRA). In June 2015 Metrolink became the first commuter rail agency in the nation to have fully implemented PTC across the entire network of Metrolink-owned lines and its fleet of locomotives and cab cars. Since March, 2015, Metrolink has made more than 30,000 revenue trips under the protection of PTC, and currently operates all 165 daily revenue runs with PTC in-service.
Despite our achievements, efforts continue with the on-going advancements of this technology, putting PTC in-service interoperable with our freight and passenger railroad partners, achieving FRA certification and approval of our PTC Safety Plan submittal and transitioning to operations and maintenance of the complex system.
Working closely with our freight partners — BNSF and Union Pacific — has been key to our advancement, as they have a larger role in the development of this complex technology and related installation, testing, operations and regulatory processes.
Beyond the initial system deployment, Metrolink has found that railroads must embrace a significant cultural shift to the traditional way of business in order to operate successfully under PTC. The precise parameters of PTC require a strict adherence to configuration management processes and close collaboration across all disciplines to implement even routine changes to railroad infrastructure. Additional time, effort and budget need to be accounted for every aspect of operations under PTC. A dedicated team of well-trained staff is required to perform the operation, maintenance, FRA reporting, data collection, analysis, trouble-shooting, on-going upgrades, testing and other responsibilities of PTC. Inevitably, the costs and challenges for operating and maintaining this system are significant, but Metrolink is committed to this major advancement in the safety provided to our customers and the public in general.
Jacksonville, Fla.
Kenneth Lewis
Director-Positive Train Control
CSX
CSX has invested more than $1.5 billion in our effort to meet the requirement.
Safety is CSX’s highest priority and CSX has a dedicated team of employees who are working diligently to deploy an interoperable positive train control (PTC) system. The primary goal for the deployment of PTC technologies is to prevent train-to-train collisions, over-speed derailments, incursions into established work zone limits, and movement of trains through improperly positioned switches.
Since 2008, when the mandate to create and install a PTC system was passed by Congress, CSX has invested more than $1.5 billion in our effort to meet that requirement. In that time, CSX has collaborated with industry partners, technology firms, systems integrators and the Federal Railroad Administration to conceive, develop, manufacture and deploy an interoperable system that will reliably provide the necessary safety-critical control functions.
For CSX, deploying PTC in compliance with the requirements of the Rail Safety Improvement Act of 2008 means equipping about 12,800 miles of our network with state-of-the-art signaling and communications systems to support real-time communication among moving locomotives, the rail infrastructure around them and back-office systems that can take control in the event the crew doesn’t perform the necessary action to slow or stop a train.
With 1,000 employees at work on PTC every day, CSX is making steady progress toward deploying a system that has the reliability it needs to meet its safety mandate without interrupting commerce. So far, CSX has installed more than 2,797 wayside units (out of 4,600 required); we have replaced the signal systems on more than 5,332 miles of tracks (out of 7,500 required); and we’ve installed more than 263 radio base stations (out of 1,285 that will be deployed). In addition, more than 407 locomotives are fully equipped with PTC-required technology, and 2,980 locomotives have been at least partially equipped, out of a total of approximately 3,200 locomotives that ultimately will be equipped. CSX also has trained over 18,000 employees in the installation, maintenance and use of the PTC system.
Most telling about CSX’s progress in deploying PTC is the fact that nearly 15 percent of the tracks required to be equipped are now in revenue service. CSX is deploying the system and proving its capabilities one subdivision at a time. CSX’s goal is to have all the required technology in place by the end of 2018; following extensive testing and training in each operational area, the system will be fully operational in 2020.
CSX is committed to deploying PTC as quickly as the system can safely be installed. Because PTC is a safety-critical system, with the potential to interrupt the essential flow of commerce across our network, it must work flawlessly from the first day it is activated. CSX is moving deliberately in its efforts and making good progress, and will meet the recently updated timelines permitted for deployment of this critical system.
San Jose, Calif.
Steve Zwart
Senior Director Solutions & Software
LILEE Systems
There is no doubt that all U.S. Class I railroads are thinking about the 2018 Positive Train Control (PTC) installation deadline recently defined by Congress. Massive infrastructure changes, technology development and product testing are just some of the challenge facing railroads that need to install PTC across more than 70,000 miles of track. With so many logistical roadblocks facing railroads, meeting the upcoming deadline might seem improbable.
PTC solutions were essentially nonexistent prior to 2008 when Congress passed a law requiring railroads to install PTC on Class I mainlines and some other railroads. The new law meant that the rail industry had to design new solutions and update existing architecture to meet Federal Railroad Administration requirements in a short timeframe. Starting from scratch, engineers and architects had to design, develop and test new PTC products that met the new regulations. Products had to be integrated into a larger railway system, while ensuring the system remained functioning and maintainable.
In parallel with the design changes, thousands of railroad staff had to learn how to use and understand the new technology. It’s a steep learning curve to understand how the new PTC products interact within each system, where the device is located, and what happens when it fails.
One of the biggest uncertainties of implementing anything to a legacy system is the risk involved with downtimes and other unpredictable factors that could contribute to delays and money lost. Today, there are many proven and tested PTC products that have been introduced to the market since 2008. The best way for railroads to minimize risk and to meet the 2018 deadline is to use hardware and software products already in use on Class I railroads instead of buying new, unproven products or trying to build their own systems, which could be costly and time consuming. Railroads should trust the products and solutions that have already been designed, tested and proven. Ultimately, tested and proven technologies and materials can greatly mitigate risk.
It is not enough to implement PTC solutions; railroads must manage the system after it’s in place. PTC architecture supports the concept of system management, a set of tools and processes that help railroads know the current status of all railroad devices and locomotives. One of the greatest benefits of system management tools is its ability to monitor remote equipment from a central location. One system management monitor can report on thousands of moving parts, so when something goes wrong, the front office will immediately know what is broken, where it’s physically located and how it can be fixed. Having the ability to monitor and quickly identify and address problems, even before they cause a system delay, can ultimately save railroads millions of dollars.
