XBNSFer wrote: ↑Tue Oct 19, 2021 4:44 pmGiven similar government largesse to repair infrastructure and locomotives, similar labor reforms, and the ability to unload commuter operations, considerably more of the northeast's rail infrastructure might have been saved, and more of it likely built up to more expeditiously and reliably move today's rail traffic. Conrail's virtual monopoly on northeast rail traffic, and its zeal to defend it to the death, combined with the "cost cutting" mentality that was carried way too far, resulted in a "minimalist" system that can't provide service good enough to keep northeast highways from being jammed with tractor trailer traffic today.
This is Conrail's legacy. Too much rail infrastructure was destroyed, too little improvement and capacity expansion was done on routes that were critical, and northeast railroading is less than it should be today. Neither CSX nor Norfolk Southern has routes that are as direct or as fast as the NYC and PRR had more than half a century ago, and that's pretty sad.
As for specific routes, I'll say in general I still think there should never have been a monopolistic "Conrail" to begin with; the "Penn" and "Central" should have been separated, since the P-C merger was anti-competitive and never should have happened to begin with, and the ex-NYC and ex-PRR should have served as the "skeletons" to build two competitive northeast "systems" on, replacing bits lost to Amtrak or commuter rail with alternate lines from other roads being included in the "solution," but with infrastructure built up so that the major arteries were all high capacity, high clearance, and high speed lines to the extent possible.
Given the notion that competitive rail access in the northeast was the goal, certainly once "self sufficiency" was achieved, big "regrets" that stick out might include the downgrade/removal of the ex-PRR Crestline to Chicago main line as a through route, and the similar removal or downgrade of the ex-NYC and ex-PRR (alternating) Indianapolis to St. Louis routes. As for the "if Conrail still existed as an independent railroad" scenario, I doubt they regretted ripping up anything - to Conrail, less northeast rail infrastructure was protective of their monopoly.
If the concept and practice of a single-system Conrail lead to a diminished rail network in the Midwest and Northeast 22 years out, then beyond some general comments about tractor trailer traffic or expeditious and reliable movement, what market(s) are CSX and NS limited or unable to participate in as an exception within the Class 1 industry as a result?
Conrail's USRA creator resolved from a number of competing goals pursuit of an adequate and financially viable rail system under overarching pre-Staggers public policy that had not yet even resolved the nationalization vs. private debate, and with time pressure to act with prompt rationalization of the system given fears of growing troubles, concluded that a 2-system Conrail would end up costing more while still falling short of the singular goal of retaining and promoting competition. While they planned for competition from solvent carriers that never fully materialized, Conrail's market demand stunningly dropped by more than half 1976-81 while deregulation increased Conrail's competition from other rail carriers as well, ultimately providing credence to their conclusion.
Conrail's management acted just as any other well-managed for-profit Class 1, responding to the tremendous challenges of de-industrialization and economic downturns; increased rail and modal competition resulting from deregulation and truck length and weight liberalization; and, major supply chain changes not only with necessary route rationalization, but also investing ~$1 billion of private capital for infrastructure capacity expansion, including in the NY/NJ market, appropriate to market opportunities and capital constraints at the time. Results from capacity capital improvements combined with market-based management include the first railroad to reach 1 million annual intermodal units with almost half moving in premium service executed to near-perfect performance and development of an extensive auto and doublestack network as well as the biggest intermodal lane east of the Mississippi; growth in finished auto, metals, coal, and fertilizer market share; and, development of waste-by-rail as well as roadrailer and north/south intermodal services. On the other hand, results from rationalization included a 21% route mile reduction that only affected 2% of their revenue base 1981-86.
CSX and NS, through decision-making around negotiated purchase, split Conrail with both at minimum benefiting from an excellent intermodal, auto, waste and carload franchise still in place, executed and largely unchanged today, with the ability to address any route or infrastructure deficiencies as they saw fit at the time. Their initial behavior and the results a couple of decades out are the proof of the pudding that Conrail was a success, including their route and infrastructure decisions underpinning Northeastern and Midwestern freight rail transformation out of chaos, through very dark days, to a contemporary balanced 2-Class 1 system, as most in the shipper, political, labor, financial and rail industry communities have concluded.