I reminisced this past weekend as my son, representing 20 years’ worth of world knowledge and experience, and I discussed some of the major events that happened before he was born. I chuckled about the Y2K non-event that came and went with way too much fanfare and little impact. But the year 2000 did bring something entirely new that, looking back, has had a much greater impact on our industry than Y2K: the establishment of the Federal Motor Carrier Safety Administration, or FMCSA, as we all know it.

Since 2000, the agency’s primary mission has been to reduce crashes, injuries, and fatalities involving large trucks and buses. It’s simple to understand but complex to execute, given that the agency’s regulated population is nearly 8 million entities. In other words, from the very beginning, FMCSA has been faced with a daunting task.

For years, industry leaders, safety advocates, enforcement officials, and policymakers have identified gaps in carrier vetting, registration integrity, safety fitness determinations, and crash data collection. Until recently, the agency has had some success. But compared to the premise that agency chief Derek Barrs now operates under, the FMCSA is taking enforcement to a new level.

In the crosshairs since Administrator Barrs took the helm have been English language proficiency (ELP), commercial driver's license (CDL) mills, non-domiciled CDLs, electronic logging devices(ELDs), and chameleon carriers, to name a few. FMCSA has not been shy about its scorecard either, touting the wins as they come. While we applaud the agency's recent enforcement wins, the tea leaves suggest that unless FMCSA gets more support, its success in removing the negative elements from this great industry could be fleeting.

The problem is not a lack of commitment among FMCSA personnel. Rather, it is a mismatch between the scale of the agency's mission and the resources available to it. FMCSA remains one of the smallest operating administrations within the U.S. Department of Transportation despite regulating one of the largest and most diverse transportation sectors in the federal government. Without modernizing the agency, the idiom that comes to mind is that it is wielding the proverbial knife while in a gunfight.

Make no mistake, this is not a call for deregulation, but rather an appeal for modernization. FMCSA oversees millions of commercial drivers, hundreds of thousands of motor carriers, and a substantial portion of the nation’s freight network. Still, it cannot fulfill its mission effectively with outdated systems, fragmented oversight tools, and staffing levels that have not kept pace with its responsibilities.

The most recent example is the rollout of Motus, one of the agency's most compelling modernization recommendations, as it seeks to develop a unified, secure registration and vetting system. Bad actors continue to exploit weaknesses in carrier registration processes, creating opportunities for chameleon carriers, fraudulent operators, and entities seeking to evade enforcement.

A more robust pre-operational review process would allow FMCSA to identify risks before a carrier begins operations, rather than after violations occur. That shift from reactive enforcement to proactive prevention represents exactly the type of modernization a safety-focused agency should pursue.

Equally important is recognizing that most motor carriers have no current safety rating, and the chance of receiving one is not high. Current safety ratings often depend on resource-intensive investigations and information that may not reflect a carrier’s current operating performance. In an era when regulators have access to far more inspection, roadside, and operational data than ever before, safety oversight should incorporate more timely and accurate risk indicators. A modernized framework would not only improve regulatory effectiveness but also answer when this needs to happen and why.

The overwhelming majority of truck drivers are true safety professionals, and the agency has made tremendous strides in CDL oversight, questioning training techniques and examining the compliance of ELDs. However, public confidence in the system depends on applying compliance, licensing, and training standards consistently, and ensuring qualifications cannot be circumvented through weak oversight. 

Overall, the most important issue to stress is the need for Congress to provide FMCSA with sufficient staffing and sustainable funding. Modern systems, advanced analytics, and stronger oversight all require resources. Policymakers often demand more from federal agencies while expecting them to do it with less. That approach is rarely successful.

If Congress expects FMCSA to identify unsafe carriers more quickly, improve oversight of training and licensing, and combat fraud, it must provide the personnel and funding necessary to achieve those objectives. The transportation sector has evolved since 2000, and regulatory agencies, though not at their fault, have not evolved with it.