WVDOT makes progress on road repairs, but financial challenges lie ahead
CHARLESTON, WV (WVNS) — The West Virginia Department of Transportation (WVDOT) continues making progress in addressing roads and bridges within the state, but funding challenges may affect the effort, according to reports.
According to a press release, the most recent TRIP report, a national transportation research nonprofit, stated that 19 percent of West Virginia's estimated 7,200 bridges are structurally deficient or in poor condition, meaning they have at least one issue that needs fixed.
The TRIP report is a good tool for measuring the condition of highway systems. We appreciate the data that they collect and the way it serves the public.
Poor and structurally deficient does not mean unsafe. We would not ask our citizens to cross any bridge we would not willingly cross ourselves.
Stephen T. Rumbaugh, P.E. | Secretary of Transportation
More than $20 million in FEMA Disaster Assistance approved in West Virginia
The percentage of structurally deficient bridges is down from 20 percent in 2024. Rumbaugh stated that the department has been able to invest millions of dollars into bridge repair and replacement throughout the last five years, acknowledged within the report.
WVDOT was able to increase the annual amount of investment in road, highway, and bridge repairs and improvements by 67 percent from 2018 to 2023, from $678 million to $1.132 billion. Since 2018, WVDOT has repaved nearly 8,400 miles of roadway and made repairs to more than 3,400 bridges.
Data from the recent TRIP report
Our goal is to get the number of poor bridges down below 10 percent.
Stephen T. Rumbaugh, P.E. | Secretary of Transportation
The report also stated that road fatalities in the state have increased. An estimated 1,340 people were killed in crashes in the Mountain State. Though road conditions were a factor in some crashes, the national rise in traffic deaths is widely attributed to distracted drivers, those impaired by drugs or alchohol, as well as drivers using their mobile phones.
Any death on a West Virginia highway is one too many. Our goal continues to be zero fatalities on our state roads. As far as cell phone use goes, put it down. Look around.
Stephen T. Limbaugh | Secretary of Transportation
Fire fighters takes a break from spring fire season to bring the community together
The report also highlighted funding challenges that the state faces as they try to maintain its systems of bridges and highways. Per the Federal Highway Administration (FHWA), material and labor costs for construction projects increased by 45 percent from 2022 to mid-2024.
The combination of additional state and federal transportation funding has allowed West Virginia to move forward with numerous projects to improve the condition, use, and efficiency of the surface transportation network. While this has allowed the state to undertake dozens of needed transportation projects, West Virginia still faces a funding shortfall to make additional repairs and improvements to its road and bridges.
Data from the recent TRIP report
For more information, visit the West Virginia Department of Transportation's website.
Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
4 hours ago
- Forbes
Jiaxing Train Station By Architect Ma Yansong Is A Model Of People-Centric, Green Urban Design
The old and the new merge at Jiaxing Train Station by MAD Architects Jiaxing Train Station by Ma Yansong and his firm MAD Architects is a striking example of how contemporary infrastructure can harmonize with historical context and natural surroundings. Located in Jiaxing, Zhejiang Province, southwest of Shanghai, the project reimagines the traditional concept of a transportation hub, blending advanced design with cultural sensitivity. The station was conceived as a 'train station in the forest', featuring a gently undulating roof covered in greenery that seamlessly integrates the structure into the surrounding parkland. Beneath this green canopy lies a modern transport facility equipped to handle high-speed rail and daily commuters, while above, the original 1907 station has been meticulously reconstructed as a cultural landmark. MAD's design reflects Ma Yansong's ongoing exploration of 'Shanshui City' principles, merging nature, urban space and emotional resonance. By sinking much of the functional infrastructure underground, the design frees up surface-level space for pedestrian access and public use, turning the station into a civic destination rather than merely a transit point. Jiaxing Train Station not only improves connectivity, but also offers a vision of how architecture can foster a sense of community and continuity with the past, while embracing the future. Ma Yansong shares details about the project. Why did you decide to construct a 1:1 replica of the historic station building, while creating a new train station underground? Transportation is one of the keys that links up the whole system and helped us to develop the concept of a museum intervened by time. I want this place to be open to everyone and enable the public to fully engage with the ecology and cultural content. By restoring the historic building 1:1, it becomes a museum of time, a conversation between the past and the future. The history of this 100-year-old train station is also the history and culture of this city. We redefined culture, subjugating history in such cases that symbolize the timeline of urban development, and projected the museum to an epitome of the old railway station 100 years ago. This kind of 1:1 restatement endowed the architecture with its own story to tell while respecting history. Jiaxing Train Station lies beneath a giant green roof echoing rolling hills Tell me about the history of the Jiaxing Railway Station and how you're connecting old and new. Jiaxing Railway Station was first built in 1907 and put into use in 1909. It was an important transportation hub on the Shanghai-Hangzhou line at that time. In 1921, when some delegates of the First National Congress of the Chinese Communist Party came to Jiaxing by train, the railway station became an important historical witness of the great meeting. But the station was later destroyed by the Japanese in 1937. After the restoration, the old station house becomes the History Museum of Jiaxing Railway Station, and will no longer assume the function of the main railway station house. The significance of this restoration is not in the restoration of the function, but more in the culture, whether it can trigger people's emotional resonance for the history of the place. In this sense, the restored station house is still 'real'. It still has historical images and stories, and it is very important to me that these stories have a relationship with the new space. Immediately adjacent to the restored station house is the 'floating' metal roof of the new station house. To echo the scale of the old station building, the new station building's entry/exit platform and waiting hall have been relegated to the ground level, with only one floor above ground 'fading' into the height. The black bridge canopy and the new silver platform form a continuous line, which is a metaphor for the relationship between the past and the future. In the underground of the station, I intentionally created a futuristic 'time tunnel'. Very often, for many traditional civilizations and histories in China, there is a limited concept that often does not allow the past and the new to coexist. Sometimes we duplicate old things and come up with many fake antiques. Like the old streets in so many cities, which were meant to bring out the history, turned out to be repetitions everywhere. Today, at the Jiaxing Railway Station, passengers in the new waiting room can look up to see the restored station house. The old and new station houses coexist together. Inside the floodlit Jiaxing Train Station Because the word 'sustainability' has been overused and oftentimes 'abused', what is your definition of sustainability? For sustainability, there are two aspects, one is the data ecology in terms of energy savings. It is a fairly large number. The entire roof of the two station houses is covered by solar panels. We basically designed architectures that generate electricity. All the energy goes into the city's electricity grid, and it will power the entire area, even the underground and landscape lighting. The other aspect I consider is sustainability within the cultural context, how it continues in the long term. Respect history and heritage, but reactivate them with new power. If we think about it, the life of a building comes from the profoundness of its culture or its vitality. Looking at the cultural heritages that we are protecting today, architecture especially is preserved as a material and preserved to today as self-explainable human evidence conveying the pursuit of different time periods in history, although they each symbolize different materialities and technologies of that time. Do you believe that the Jiaxing Train Station can serve as a model for sustainable practices for other transport infrastructure projects around the world, impact policy and change industry standards? I think most of the railway stations in China are pretty much standardized, and it is very difficult to be innovative with all the restrictions. Innovation sits itself beyond the response to an urban condition. We have to arrive at an understanding that most of the commonalities are particularly easy to replicate due to globalization or commercialization. For architecture such as offices, residences, retail shops, airports and railway stations, the uniqueness of such designs will be rapidly copied from one place to another, across cities and countries, despite any cultural sustainability and characteristics of different urban contexts. This type of architecture should be more rooted culturally, more customized with the unique characteristics of the location in the post-globalization era – its history, culture and visions. I think this is constantly what MAD is looking for, and what we discover on each project: a new journey.
Yahoo
2 days ago
- Yahoo
Passenger on Amtrak train stuck for hours near Fairfield shares experience
FAIRFIELD, Conn. (WTNH) — Three trains were stuck for multiple hours Thursday night in the Fairfield-Westport area due to downed power lines. Passengers no longer stuck after multi-hour train suspension near Fairfield The trains were Metro-North and Amtrak trains. Passengers were stuck with the windows down, trying to get air into the hot compartments. Two hundred people were stuck on the Metro-North train and 400 were stuck on the Amtrak, which was headed from Boston to Philadelphia. Laura Lambert, a passenger on the Amtrak train, explained her experience. 'There's a woman having a panic attack very, very upset, crying,' Lambert said. 'There's a woman with a cat and worried about her cat not having water. A little child has been worried.' Passengers on two trains were all transferred either by another train or bus towards New York. Passengers on the Amtrak train were able to resume service. Watch the full video in the player above. Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.


Skift
2 days ago
- Skift
Carey Hires New CEO, Pushes Strategy Shift for Elite Limo Service
Alex Mirza, the new CEO of limo company Carey, is betting that AI can revive a business model squeezed by Uber, Lyft, and the looming threat of self-driving cars. In his first interview since taking the top job last week, Mirza outlined plans to transform Carey from what had become known as a "brand for just special occasions" into a service for younger customers and everyday executive travel. The challenge is substantial for Carey, which was taken over by private equity firm The Najafi Companies last September. Carey operates in about 1,000 cities across 65 countries, serving corporate clients, including Fortune 500 companies and event organizers. But the company has watched ride-sharing services capture a large chunk of the fractured limo market. New Boss, New Strategy One of Mirza's responses centers on AI-powered personalization and what he calls "intelligent luxury." "We're reinventing this company to be relevant to younger people and more people with different use cases," Mirza said. Mirza's strategy draws on his past experiences. He previously founded a recruitment tech service licensed by Fortune 500 companies, was CEO of Cachet Hotels in China, led the hospitality division at Caesars Entertainment, facilitated the $5 billion merger of Ticketmaster with Live Nation, helped with corporate development at Hilton, and led strategic planning at Starwood Hotels. The Talent Factor The approach builds on what Mirza describes as Carey's core strength: driver loyalty and training. Roughly half of Carey's base rate goes to drivers, and the company provides full benefits packages. Mirza said Carey is starting from a strong position. The company's chauffeurs average a dozen years of tenure, far longer than typical ride-sharing drivers. The new CEO also cited "off-the-charts" net promoter scores, a measure of customer feedback, and high repeat customer rates (though he didn't share specifics). "People are scared of human capital and managing it, but that'll be our bread and butter," Mirza said. Mirza sees parallels between Carey's situation and luxury hotel chains that had to modernize while preserving their premium positioning. Just as the hotel groups have invested heavily in their loyalty programs, Mirza plans to reintroduce one at Carey. Tech Push Another objective is investing in Carey's tech. The new CEO acknowledged that the company is playing catch-up. In July, the company plans to launch a tech platform that will use algorithms to match customers with specific chauffeurs based on passenger profiles and trip purposes. Think of it as "the Airbnb superhost concept on steroids," Mirza said, where customers can see and select their preferred drivers rather than simply booking a car. The AI initiative extends beyond matching. Carey plans to use algorithms to create "talent tiers" that rank chauffeur performance and tie compensation to those rankings. The company also wants to deploy "agentic AI" to replicate the service quality of top-performing drivers across its fleet. Mirza said Carey could appear on ride-sharing apps or travel booking sites, but only use its own vetted drivers and maintain brand control. It already has a small effort with one of the platforms, though he declined to say which one. Carey's Strategy Shift The company's event business provides a foundation for growth. Carey has handled transportation for the Super Bowl for 16 years and works with the NBA and other major events, creating temporary operations that can manage hundreds of vehicles and drivers. This event expertise, combined with Carey's security clearances and vetting processes, positions the company for what Mirza sees as a growing demand for executive protection services in "a world that's very unstable, unsafe." Mirza believes Carey has an opportunity to better market the discretion of its professional drivers: Passengers can feel safe discussing business, for example, and celebrities don't have to worry about paparazzi getting tipped off. The broader strategy reflects Carey's attempt to expand into technology companies, healthcare, and small businesses while maintaining its base among law firms, financial services, and entertainment companies and one-off consumer rentals for weddings and other special occasions. Daunting Hurdles Questions remain about execution. The luxury ground transportation market has seen numerous attempts at technology-driven transformation. It may be hard for Carey to navigate between premium positioning and mass market accessibility. Exhibit A: Blacklane, a chauffeur service app, has built international operations using similar positioning around professional service and reliability. Last year, Berlin-based Blacklane raised $65 million (€60 million) in a series G round of funding, with a potential IPO under discussion. It's available in more than 200 cities. Mirza dismissed the comparison: "It's like the difference between Airbnb and Four Seasons," he said, implying that Carey is like the luxury hotel brand. Meanwhile, Tesla's forthcoming robotaxi launch and Waymo's increased expansion of its driverless taxis could pressure labor costs. As the lack of combustion engines frees up space, autonomous vehicles may eventually reimagine the amenities and configurations passengers expect. Mirza emphasized that innovation will come from the bottom up, involving drivers and regional managers rather than corporate consultants. Mirza offered reassurance to longtime Carey customers, including corporate travel managers and executive assistants who arrange transportation for high-profile clients. "Discretion and safety are things that we value that are not going to be compromised," he said. "But we need to bring a higher level of hospitality to it, get better at marketing, and use AI to boost efficiency.