I'd like to make one additional bit of info for Jeff, and all of you:

Before the CORP vs Timber Products dispute over shipping rates; and when Troy Hubbard was the managing CEO of the YW, we were taking 2 to 5 chipcars, 2 to 4 bulkheads and or center-beam cars of veneer and maybe a bulkhead car of peeler-cores six days a week. The larger consists would normally follow a weekend when freight was not shipped. However, it was not unusual for me to have to return to the mill after completion of the Blue Goose Excursion to replace full cars with empties on those weekends. Often, the train would have to be bifurcated at the Shasta River bridge so the YW's old SW-8 could pull the consist up Pumphouse grade to Montague. On a few occasion, I'd have to assist the freight up the hill with the 19 as a pusher ... which was always fun!

I believe Troy had an honest desire to make the YW work. He agonized how to keep things going during the repair of tunnel 13. He had a vision and was in the process of expanding the service to TP by adding a new siding west of the mill to receive logs. It appeared that Mr. Hammond disagreed with this ambition as bad blood developed between Hammond and Hubbard. That was followed by the mysterious and untimely disappearance of Troy.

My point is ... successful freight operations are possible. If someone with deep pockets could take the YW out of the hands of Hammond and his cohorts, the "Little Railroad That Refuses To Die" could and would continue to serve the community.

Thanks for taking the time to read this.