National Railroad Passenger Corporation
AMTRAK
Fiscal Year 2010
Operating, Capital Programs,
and Debt Service Expense Budget
July 2009
FY2010 Budget Final Board Approved.doc 1 of 79
Table of Contents
Introduction............................................................................................................................ 4
Background ........................................................................................................................ 4
Federal Support.................................................................................................................. 4
Budget Development ......................................................................................................... 6
Corporate Objectives ......................................................................................................... 6
New Instructions for the Operating Budget ....................................................................... 7
FY10 Capital Budget Processes......................................................................................... 7
Program and Project Information................................................................................... 8
Operating Budget ................................................................................................................... 9
FY2010 Key Budget Assumptions ........................................................................................ 9
Revenue.............................................................................................................................. 9
Expenses .......................................................................................................................... 13
Salaries, Wages, Taxes and Employee Benefits .......................................................... 15
Fuel, Power and Utilities.............................................................................................. 15
Other ............................................................................................................................ 17
Capital Budget ..................................................................................................................... 18
Debt Service......................................................................................................................... 18
Early Buyout Option (EBO) ............................................................................................ 19
Working Capital Requirements............................................................................................ 20
Sources and Uses of Cash – Budget Basis....................................................................... 21
Department (Cost Center) Operating and Capital Budgets.................................................. 22
Engineering ...................................................................................................................... 22
Environmental, Health, and Safety .................................................................................. 29
Finance............................................................................................................................. 34
Government Affairs and Corporate Communications ..................................................... 37
Human Resources and Diversity Initiatives..................................................................... 38
Information Technology .................................................................................................. 40
Labor Relations................................................................................................................ 43
Marketing and Product Management............................................................................... 45
Mechanical....................................................................................................................... 51
Office of the General Counsel ......................................................................................... 56
Police & Security ............................................................................................................. 59
Policy and Development .................................................................................................. 64
Procurement & Materials Management ........................................................................... 68
Real Estate ....................................................................................................................... 71
Transportation .................................................................................................................. 73
Corporate Common.......................................................................................................... 78
Tables and Charts
Table 1 – FY10 Federal Funding ........................................................................................... 4
Chart 2 – Historical Federal Funding..................................................................................... 5
Table 3 – Profit and Loss Statement ...................................................................................... 9
Table 4 - Summary of Changes in Operating Revenue from FY09 to FY10 ...................... 11
Chart 5 – Ridership Trends .................................................................................................. 12
FY2010 Budget Final Board Approved.doc 2 of 79
Chart 6 – Ticket, Food and Beverage Revenue Trends ....................................................... 13
Chart 7 – Salaries, Wages, Taxes and Benefits ................................................................... 15
Chart 8 – Diesel Fuel ........................................................................................................... 16
Chart 9 – Fuel, Power and Utilities...................................................................................... 17
Table 10 – Summary Capital Funding ................................................................................. 18
Table 11 – Capital Funding Continuing and New ............................................................... 18
Table 12 - Debt Service ....................................................................................................... 19
Table 13 – Early Buyout ...................................................................................................... 20
Table 14 – Simple Sources and Uses................................................................................... 21
Appendices
Summary Income Statement by Major Account
Summary Income Statement by Department and Major Account
Revenue and Expenses by Department
Summary Income Statement by Major Account and Activity
Labor and Non-Labor Expenses by Department
Reconciliation of FY10 Operating Budget to FY09 Operating Forecast
Monthly Average and End of Year Headcount by Department
Summary Capital Programs
Debt Service – Principal and Interest Details
FY2010 Budget Final Board Approved.doc 3 of 79
Introduction
Background
The National Railroad Passenger Corporation (Amtrak) is a large, complex enterprise focused on
the operation of intercity passenger trains in the U.S. It operates more than 315 trains per day over
43 routes, carrying an average of 78,500 passengers daily. Amtrak has just fewer than 19,000
employees and had FY2008 revenues of $2.4 billion, which included intercity passenger revenues,
revenues from related businesses and state capital payments. Despite recent growth, the United
States still has one of the lowest inter-city rail usages in the developed world.
In addition to providing the full range of functions and activities required to operate the national
train system, Amtrak engages in related ancillary business that include:
Operating commuter railroads under contract to their agencies
Providing infrastructure access to commuter agencies and freight railroads
Performing rail services for other rail operators, both commuter agencies and freight
railroads, on a reimbursable basis
Managing and leasing of commercial real estate
Federal Support
In the FY2010 Grant and Legislative Request in February 2009, Amtrak asked Congress for $1,984
million for Operating, Capital and Debt Service support. This request assumed a continuation of
the existing national network, as Amtrak continues to make progress streamlining the organization,
controlling costs, and rebuilding infrastructure and equipment.
Amtrak’s Budget includes support from Federal Grants for FY2010 (compared to the Grant and
Legislative Request) as follows:
Table 1 – FY10 Federal Funding
2009 FY2010 FY2010 Variance
Amtrak Funding Needs ($millions) Grant to Grant
Appropriation Request Budget Request
Operating 475 580 578 -1
Operating for Office of Inspector General incl. 21 21 0
Capital 655 975 975 0
Debt Service (1) 285 264 254 -10
Total Amtrak needs 1,415 1,840 1,828 -12
Additional Estimated Needs for the 60% Retro
wages for labor per PEB 75
Additional debt service for EBO Equipment
Purchases(2) 49 49
Additional capital for ADA needs 144 144
1,490 1,984 2,021 37
(1)
Scheduled principal and interest payments assuming Equity Payoff on Early Buyout Option for leases
(2)
Early Buyout Option (EBO) effective in the fiscal year enabling equipment purchases
FY2010 Budget Final Board Approved.doc 4 of 79
The FY2010 Budget, approved by the Amtrak Board of Directors at a level of $2,021 million in
Federal funding contains:
Operating funding of $578 million, $1 million less than the sum requested in the 2010
Grant and Legislative Request;
Operating funds for the Office of Inspector General in the amount of $21 million;
Capital funding of $975 million;
Additional capital funding to fund compliance with the Americans with Disabilities Act
(ADA) in the amount of $144 million as requested in the Grant and Legislative Request.
Funds for debt service principal and interest payments are planned to be $254 million.
Additional funds for early buyout equipment purchases totaling $49 million.
Chart 2 below displays the history of Federal support for Amtrak for operating expenses, capital
investment and debt service from FY2006 to FY2010.
Chart 2 – Historical Federal Funding
2,000.0
1,500.0
$ Millions
1,000.0
500.0
0.0
FY10 Leg FY10
FY06 FY07 FY08 FY09
& Grant Budget
Total 1,293 1,293 1,325 1,490 1,984 2,021
ADA 144 144
Efficency Incentive Grant 31 31
Capital Programs 495 495 565 655 975 975
Retroactive Labor Payments 75
Early Buyout Equipment Purchases 49
Debt Service 277 277 285 285 264 254
Operating Grant 490 490 475 475 601 599
Note: Differences may occur due to rounding
FY2010 Budget Final Board Approved.doc 5 of 79
Budget Development
Budget Manuals are created every year that serve as comprehensive guides for all Amtrak’s
budgeting policies and procedures; one for Operating and one for Capital. An annual budget is
much more than a series of numbers. When prepared with thought and diligence, a budget can be
one of the most useful tools available to both external and internal users. By examining how and
where an organization allocates it resources, the budget helps communicate the organization’s
goals, priorities and long-term financial plan. Each year as the budget process begins; the manual is
revised and updated.
The Passenger Rail Investment and Improvement Act of 2008 (PRIIA) was passed and signed
into law, re-authorizing Amtrak for the next five years. This law requires that Amtrak submit a five
year financial plan for Operating and Capital by October 1, 2009. Therefore, the detailed Budget
Manuals contain instructions for how to enter budget requests into our financial systems for the
period FY2010 – 2014.
The American Recovery and Reinvestment Act of 2009 (ARRA) awarded Amtrak
approximately $1.3 billion to be committed to capital investments and security through February
2011. It is critical that Amtrak keep these projects separate from the capital investment budget
presented in this budget. It is also important to note where the investments made from this
appropriation impact our operations and services, both positively and negatively as well as revenue
and expense accounts for fiscal years 2010 through 2014.
Detailed instructions on how to highlight the cost impacts for these significant items were included
in the Budget Manuals.
The financial tables presented in this Budget document were prepared compared to a FY2009
forecast that was completed in April, 2009 (six months actual expenditures combined with the
remaining six months as forecast estimates). There are changes since then as a result of the close of
books for April, May and June. A five year plan is in process to be published in September that
will contain the most up to date forecast information. The request for FY2011 will contain
preliminary year end results for FY2009.
This document presents the FY2010 Budget as approved by the Amtrak Board of Directors on July
22, 2009. The multi-year plan will be reviewed by the Board of Directors in the September 2009
meeting.
Corporate Objectives
The budget is the company’s financial plan that supports the corporation’s goals and objectives. As
such each department’s budget must represent only activities that support Amtrak’s corporate
objectives and mission. Budget development must be based upon real requirements, and the
numbers must be rational and defensible when compared to FY09 performance and forecast. The
high level objectives to define each department’s budget submission were:
1. Federal support for operating needs.
The company was successful in submitting a budget for FY2009 that required the same level
($475) million in federal support as the year before. This year, Amtrak submitted a Grant and
FY2010 Budget Final Board Approved.doc 6 of 79
Legislative Request for $601 million in federal support including $21 million for the Office of
Inspector General. The company’s departments were challenged to find productivity
improvements and cost reductions to offset inflationary pressures (including new wage rates) as
well as consider certain significant events that would have an impact on Amtrak’s need for
operating assistance such as the Passenger Rail Investment and Improvement Act of 2008
(PRIIA) and implementation of projects funded by the American Recovery and Reinvestment
Act of 2009 (ARRA).
2. Department Level Support for Stated Corporate Goals & Objectives.
In preparing this budget, it was important to be aware of Amtrak’s overriding corporate
objectives and to incorporate these objectives, whenever possible, into department level goals
for operation and capital projects. Amtrak’s President and CEO, Joseph H. Boardman, directed
the company to incorporate three main objectives in its operations. Summarizing, Amtrak will
be:
1. SAFER – by maintaining and continuously improving safety through the application of
new technology, where warranted, and new risk-reduction, behavior-based safety
processes throughout the company.
2. GREENER – by seeking opportunities to reduce Amtrak’s carbon footprint and
becoming more energy-efficient, extending the useful of life of its existing fleet and
creating a more seamless and connected public transportation system.
3. HEALTHIER – by improving passenger services to make them more reliable,
efficient, and customer-friendly, improving working conditions for employees, and
improving working relationships with transportation partners and other stakeholders.
New Instructions for the Operating Budget
The FY10 operating budget presented several new opportunities, challenges, and requirements.
Among the key topics are:
1. A new category for “Base Adjustments” was added to the FY10 budget process to capture
FY10 revenue or annualized costs of partial year activity, and cost inflation or deflation of
FY09 expenses.
2. A new category was defined for “New Activity” to capture costs and revenues of any
changes to activity compared to FY09. This included changes to service or business
methods, new activity related to achieving corporate objectives, or new activity necessary
to comply with the requirements of either the American Recovery and Reinvestment Act of
2009 (ARRA) or the Passenger Rail Investment and Improvement Act of 2008 (PRIIA).
FY10 Capital Budget Processes
Any project included in H.R.1 – American Recovery and Reinvestment Act of 2009 (ARRA) was
not included in this budget submission. ARRA projects are monitored and reported separately from
the regular capital program that is presented in this budget. Amtrak has set up a distinct project
numbering scheme for ARRA projects.
FY2010 Budget Final Board Approved.doc 7 of 79
Program and Project Information
When planning and documenting capital investment projects, specific information is submitted that
enables Amtrak’s compliance with mandatory reports to the Federal Railroad Administration
(FRA). In addition, Amtrak conducts a review of the projects according to Generally Accepted
Accounting Principles (GAAP) to properly account for operating versus capital costs.
The following is a summary and brief description of the information that is required for
Capital budget submissions:
Project Scope – A description of what the project is and the intended purpose/objective of
the project.
Project Justification – An explanation of why the project is necessary and how performance
will be measured.
Funding Sources – The assumed source of funds that will pay for the project.
National Environmental Policy Act (NEPA) Codes – Codes that describe the status of
environmental impact of a project.
Category – Category is a key component for evaluation and ranking. Only one category
from the list below was selected for each project:
Safety/Security
State of Good Repair (SOGR): Backlog
SOGR: Normalized Replacement
Mandatory: ADA Compliance
Mandatory: Environmental Compliance
Mandatory: Other Compliance (by statute, regulation, contract/agreement,
joint venture, Board policy/strategic objectives)
Environmental – Pollution prevention
Business Improvements with a return on investment (ROI)
New Service Improvements
Project Phases – The capital planning process requires that costs for FY10 projects be
budgeted by phases. This information is required to conduct a Generally Accepted
Accounting Principles (GAAP) review of the projects.
Return on Investment Analyzer – The submissions included a workbook to estimate the
return on a capital investment. All “Business Improvement” projects requests were
required to have this worksheet completed.
Project Outcome and Performance Measures – The submission included a worksheet to
input outcomes and performance measures. This is a brief description of major outcome or
outcomes anticipated upon completion of the project, and the measurement.
Designating a project as “Technology Project” – Technology projects are defined by the
Chief Information Officer as projects whose success is materially dependent on a
technology solution or capability.
Projects Starting Beyond FY10 – Annual costs associated with capital projects that are
anticipated to begin some time beyond FY10 were submitted to produce the five year
capital plan.
Program and Project Summaries that contain this information for each item in this budget will be
available upon request.
FY2010 Budget Final Board Approved.doc 8 of 79
Operating Budget
Amtrak has an operating budget that requires $578.5 million for operating expenses, and $20.7
million for the Office of the Inspector General for a total of $599.2 million.
Table 3 – Profit and Loss Statement
April Forecast Proposed Budget $ Variance FY09 % Variance
$ millions FY09 FY10 to FY10 FY09 to FY10
REVENUES:
Passenger Related:
Ticket Revenue 1,600.8 1,619.1 18.3 1%
Food and Beverage 92.1 94.0 1.8 2%
State Supported Train Revenue 164.2 191.5 27.3 17%
Total Passenger Related Revenue 1,857.1 1,904.6 47.5 3%
Other Revenue:
Commuter 142.9 141.8 (1.1) -1%
Reimbursable 94.8 103.7 8.9 9%
Commercial Development 72.3 69.5 (2.7) -4%
Other Transportation 135.3 136.0 0.7 0%
Freight Access Fees and Other 40.1 41.7 1.6 4%
Total Other Revenue 485.4 492.7 7.3 2%
Total Operating Revenue 2,342.5 2,397.3 54.8 2%
EXPENSES:
Salaries 235.3 257.4 22.1 9%
Wages & Overtime 917.1 962.3 45.2 5%
Employee Benefits 508.8 552.9 44.1 9%
Employee Related 28.5 30.0 1.5 5%
Salaries, Wages & Benefits 1,689.7 1,802.7 113.0 7%
Train Operations 233.1 245.1 12.0 5%
Fuel, Power, & Utilities 278.0 308.3 30.3 11%
Materials 184.8 179.8 (4.9) -3%
Facility, Communication, & Office 159.9 159.1 (0.8) -1%
Advertising and Sales 104.4 112.7 8.3 8%
Other Non-labor Fees/Services 784.0 816.1 32.1 4%
Total Expenses 3,434.0 3,623.9 189.9 6%
Operating Loss (1,091.5) (1,226.6) 135.1 -12%
Adj. for Non-Cash Deprec/OPEB's/Impairment (589.5) (627.4) (37.9) 6%
Net Operating Loss (502.0) (599.2) (97.2)
Federal Approp/Grant Request 475.0 601.0
Under/ (Over) Federal Support (27.0) 1.8
FY2010 Key Budget Assumptions
Revenue
Passenger Revenue, including ticket sales, was developed with the assistance of AECOM
Consulting. AECOM employs a complex model that takes into account numerous factors such as
population growth, shifts, and preferences, travel industry competition including the price of
gasoline, economic conditions, service schedules, and proposed pricing actions.
Ticket Revenue - Amtrak experienced significant growth from 2003 through 2008
with record ticket revenue of $1.7B in FY08. Growth in that period was driven
FY2010 Budget Final Board Approved.doc 9 of 79
by synergy between favorable market conditions, weakened travel competition, and
improved/expanded Amtrak train services. In FY09, Amtrak ticket revenues (currently
forecasted at $1.6B) will fall short of FY08 levels by about 6% due to the FY09
economic crisis, growing unemployment, and weakened consumer confidence. All of
these factors combined have led to reduced business and leisure travel in FY09.
Additionally, continued low FY09 gasoline prices, lower than FY07 and FY08 levels,
have diverted many FY08/FY09 Amtrak customers back to their cars for some of their
trips.
Food and Beverage Revenue - Amtrak has Food and Beverage operations which
provide consumers with meal options while onboard our trains and is projected to earn
revenues of $92.1M in FY09.
State Supported Revenue was budgeted in accordance with existing state contracts and projected
route performance in those states. Currently, Amtrak has contractual agreements to operate in 15
states. These contracts will account for roughly $191.5M of revenue in FY10.
Ancillary Business Revenue, consisting of Commuter, Reimbursable, and Commercial
Development revenue was budgeted according to the operating agreements and operating expenses
needed to deliver those services.
o Commuter Revenue - In addition to providing 15 states with Amtrak service, we also
partner with the states of Virginia, Maryland, Florida, Connecticut, Washington and
California, to provide commuter services with annual revenue contribution of $142.9M in
FY09.
o Reimbursable Revenue - Amtrak performs reimbursable project work for external state
agencies on as needed basis.
o Commercial Development - Amtrak earns revenue from its real estate operations by
leasing retail space at its stations, operating parking garages and leveraging its land
holdings by partnering with builders.
o Other Revenue - Amtrak leverages its ownership of track in the North East Corridor by
leasing the track to freight companies for right of way access. Other revenue sources
include resale of electric propulsion to state commuter agencies, commissions from co-
branded credit cards, and revenue from other travel partners.
FY2010 Budget Final Board Approved.doc 10 of 79
Table 4 - Summary of Changes in Operating Revenue from FY09 to FY10
$ Millions
FY09 Forecast $2,342.5
Changes to Base Activity
Inflation of Prior Year $10.9
Renegotiation of state contracts for Illinois and California $13.3
Impact of changes in demographics and economy ($3.2)
Decrease in revenue for Commuter Services (offset by decrease in Commuter Costs) ($1.1)
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $8.9
Decrease in costs for Commercial Development for non-recurring land sale in FY09 ($2.7)
Other ($2.8)
Base Activity Increase/(Decrease) from Prior Year $23.2
New Activity
Increase in Advertising spending to increase market share and ridership $13.2
New state-supported routes in Virginia (Lynchburg & Richmond) $8.8
Launch of enhanced next generation e-Ticketing channel $5.7
Initiation of partnership with Rail Europe for train reservations by European travelers $1.7
Introduction of additional Cascades and Piedmont trains $2.7
Reduction in frequency of Special trains ($0.9)
Launch of Wi-Fi on Acela trains $0.5
New Activity Increase/(Decrease) from Prior Year $31.6
FY10 Total Budget $2,397.3
Base Activity:
Total revenue in FY10 is budgeted to be $2.37B in the base budget, an increase of $23.2M from the
FY09 forecast. Of the $23.2M, $10.9M is due to inflationary factors and $13.3M can be attributed
to the renegotiations of two state contracts. A summary of changes in FY10 are as follows:
o Inflation of Prior Year (due to ticket price increases, menu price increase and state contract
step ups) - $10.9M
o Renegotiation of state contracts for Illinois and California - $13.3M
o Impact of changes in demographics and economy – ($3.2M)
o Decrease in revenue for Commuter Services (offset by decrease in Commuter Costs) –
($1.1M)
o Increase in revenue for Reimbursable Services (offset by increase in Reimbursable Costs)
$8.9M
o Decrease in revenue for Commercial Development for non-recurring land sale in FY09 –
($2.7M)
o Other - ($2.8M)
Amtrak FY10-14 revenues are estimated to grow by nearly $610M (25%) vs. FY10 to $3.00B.
Factors driving the revenue growth in future years are:
o Continued market and demographic growth
o Targeted fare increases
o Restoration of North East Corridor schedules due to completion of concrete tie project
o Continued capital improvements
FY2010 Budget Final Board Approved.doc 11 of 79
o Additional capacity from reconfiguration of Acela Bistro Cars
o New service start-ups on state-funded corridors
New Activity:
Six new initiatives are expected to drive additional revenue of $31.6M in FY10. A summary of the
changes in FY10 include the following:
o Increase in Advertising spending to increase market share and ridership (additional
advertising spending of $7.7M included in Marketing budget) - $13.2M
o New state-supported routes in Virginia (Lynchburg & Richmond) - $8.8M
o Launch of enhanced next generation e-Ticketing channel - $5.7M
o Initiation of partnership with Rail Europe for train reservations by European travelers -
$1.7M
o Introduction of additional Cascades and Piedmont trains - $2.7M
o Reduction in frequency of special trains - ($0.9M)
o Launch of Wi-Fi on Acela trains - $0.5M
Chart 5 – Ridership Trends
Ridership
30.
25.
20.
15.
10.
5.
0. FY09 April
FY06 FY07 FY08 FY10 Budget
Fcst
TOTAL 24.4 0.0 28.7 27.2 27.5
Long Distance 3.7 3.8 4.2 4.4 4.2
State Supported 11.1 12.1 13.6 13.0 13.4
NEC 9.5 10.0 10.9 9.8 9.9
FY2010 Budget Final Board Approved.doc 12 of 79
Chart 6 – Ticket, Food and Beverage Revenue Trends
Ticket, Food & Bev Revenue
2,000.0
1,500.0
1,000.0
500.0
0.0
FY06 FY07 FY08 FY09 Fcst FY10 Budget
Ticket Revenue 1,346.3 1,492.3 1,697.8 1,600.8 1,619.1
Food & Beverage 79.8 84.7 93.1 92.1 94.0
Expenses
As previously mentioned, Departments were advised to indicate their budget requests as Base
Adjustments or New Activity. Categories were provided to standardize whenever possible and
categories were added for special needs. A table is inserted on the next page that shows a
crosswalk from FY09 April Forecast expenses that includes the Base Adjustment and New Activity
information by Category.
There are detailed discussions regarding these changes in expense by category in the Department
narratives later in this document.
FY2010 Budget Final Board Approved.doc 13 of 79
Table 7 – Reconciliation of FY10 Operating Budget to FY09 Operating Forecast
Expenses
($ Millions)
FY09 Forecast $2,844.5
Changes in Base Activity
Inflation of Prior Year $75.3
Commuter Services ($4.5)
Reimbursable Services $8.8
Commercial Development Services ($0.5)
Financial Improvement Efforts ($3.8)
Increased Transfer Credits from Stimulus Activity ($23.5)
PRIIA Compliance $0.9
Safety Improvement Activity $3.5
Green/Environmental Activity ($3.7)
Incr/(Decr) in FELA $7.0
Incr/(Decr) in Employee Benefits $36.3
Other ($9.5)
Total Changes to Base Activity $86.2
New Activity
Growth
Operational cost for new state supported services - Virginia & Cascades $7.1
Increase in Advertising spending to increase market share and ridership $7.7
Cost of labor and professional studies to support projects conducted in conjunctions with states $2.4
Service, Inspections, and Maintenance of rolling stock restored to fleet (other than ARRA) $2.2
Professional services for real estate studies and valuations $1.3
Professional studies related to NEC development initiatives $0.8
Cost of labor to support growth of capacity and infrastructure initiative in the state corridors $0.5
Washington terminal capacity study and washington station passenger study $0.4
Next generation fleet requirements studies $0.2
Total Growth $22.4
ITII Vendor Sourcing
One-time Transition Costs $7.8
Increase in vendor contractual costs $2.4
Telecom cost reduction ($1.9)
Cost of vendor-provided hardware (capitalized under former agreements) $4.2
Total ITII $12.5
Impact of ARRA
Service, Inspections, and Maintenance of rolling stock restored to fleet with ARRA investment $5.8
Restoration of leased wrecks not eligible for ARRA investment due to accounting regulations $3.6
Increase in workforce driven by Stimulus requirements $4.8
Total ARRA Impact $14.1
PRIIA
Costs to support PRIIA requirements $4.4
Safer
Safety culture initiative - Professional Services $7.2
Safety culture initiative - Incremental Amtrak workforce (40 FTEs) $4.0
Other Safety Initiatives $0.6
Total Safer $11.8
Healthier
Launch of Police Fitness standard program to comply with 2007 labor agreement settlement $0.5
Greener
Green Initiatives - expanded Recycling & Storm water facilities $0.5
Additional fuel calibration units to assist with management of diesel fuel usage $0.2
Total Greener $0.7
Other ($0.7)
Total New Activity $65.8
FY10 Total Budget $2,996.5
FY2010 Budget Final Board Approved.doc 14 of 79
Salaries, Wages, Taxes and Employee Benefits
Salaries: Beginning in FY2009, Amtrak instituted a pay for performance program for salaried, non-
agreement employees. A dollar amount was estimated for a merit increase pool consistent with the
funding amount allocated in FY09, with the increases effective January 2010. This pool accounts
for nearly one third of the increase from FY09 to FY10. Individual departments established
staffing requirements, including vacancy rate assumptions that were generally lower than FY09
trend.
Wages: Wage rates are governed by labor agreements through December 2009. Generally, these
agreements call for a wage increase of 4.5% in July 2009, which is budgeted. Based on guidance
from Labor Relations, the budget provides for a further 3.0% wage increase in July 2010. Overall,
wages increase by 4.1% over FY09 due to wage increase assumptions. Individual departments
established staffing requirements, including vacancy rate assumptions.
Employee Benefits: Employee benefit costs were calculated using total planned payroll expense
across all business activity including capital and reimbursable projects. Benefits’ planning was
assisted by AON Consulting and was planned in accordance with projected participation in each
plan and the projected costs of those plans. Railroad taxes were planned in accordance with the
prevailing tax rates.
Chart 7 – Salaries, Wages, Taxes and Benefits
$1,000.0
$900.0
$800.0
$700.0
$600.0
$500.0
$400.0
$300.0
$200.0
$100.0
$0.0
FY06 FY07 FY08 FY09 April FY10
Actual Actual Actual Fcst Budget
Salaries 180.6 202.8 219.8 235.3 257.4
Wages & OT 770.2 905.6 871.6 917.1 962.3
Employee Benefits 549.7 552.8 532.1 537.3 582.9
Fuel, Power and Utilities
Train Propulsion: Electricity to power electric locomotives operating in the NEC was budgeted in
accordance with contractual power costs and projected consumption based on the service schedule.
Gallon consumption of diesel fuel to power the off-corridor diesel locomotives was planned in
accordance with the service schedule and historical per-mile consumption statistics. The price per
gallon of diesel fuel was computed using a historic correlation between the price of oil (per barrel),
FY2010 Budget Final Board Approved.doc 15 of 79
retail gasoline, and diesel fuel. Diesel fuel prices vary by geographic region due to the sourcing,
delivery and transportation options available in each area. Overall, the diesel fuel budget averages
$2.14 per gallon and correlates with the average retail gasoline assumption of $2.30 per gallon used
to develop the revenue plan.
Chart 8 – Diesel Fuel
$3.50 $140
$3.00 $120
$2.50 $100
Cost per Barrel
Cost per Gallon
$2.00 $80
$1.50 $60
$1.00 $40
$0.50 $20
$0.00 $0
FY09 FY10
FY05 FY06 FY07 FY08
Fcst Budget
Diesel Cost Per Gallon $1.53 $2.10 $2.16 $3.29 $1.84 $2.14
Cost Per Barrel $57 $66 $66 $116 $52 $55
Utilities: FY10 utility budgets were developed with the assistance of energy management
consultant Advantage IQ (AIQ). During FY09 AIQ was retained to audit and process for payment
the company’s utility bills and as part of that effort compiled an extensive database of the
company’s usage history and price agreements. That database was used to provide Amtrak with a
detailed, metric driven utility budget based on projected consumption and unit prices.
FY2010 Budget Final Board Approved.doc 16 of 79
Chart 9 – Fuel, Power and Utilities
$200.0
$150.0
$100.0
$50.0
$0.0
FY09 April FY10
FY06 FY07 FY08
Fcst Budget
Diesel 137.8 139.3 214.3 118.6 142.0
Propulsion 91.2 97.9 105.4 102.8 111.2
Utilities 46.7 46.2 51.4 54.5 55.1
Other
Materials: Materials consumed in the maintenance of track infrastructure and train equipment was
budgeted by the Engineering and Mechanical departments according to the work production plans
in each department.
Occupancy: Rent, Common Area Maintenance, and other occupancy costs were budgeted by the
Real Estate department to reflect lease agreement terms in fiscal 2010 and are part of the “Facility,
Communications and Office” Account.
Casualty Claims: Estimates for casualty claims including employee Federal Employers’ Liability
Act (FELA) and passenger liability were developed with actuarial assistance from AON
Consulting.
FY2010 Budget Final Board Approved.doc 17 of 79
Capital Budget
Amtrak receives funds from state and local entities as well as from federal appropriations. The total
Capital Budget approved by the Board of Directors (not including debt service) is $1,278.0 million
from all sources with $975.7 million from federal appropriations and $158.3 million from state and
local agencies and special grants.
Table 10 – Summary Capital Funding
FY09 FY10 Variance
(2 )
($millions) Authorized Proposed to FY09 Auth.
(1)
Federal 624.4 975.7 351.3
Other 185.3 158.3 (27.0)
ADA Compliance Projects (3) - 144.0 144.0
Total 809.6 1,278.0 468.4
(1) "Federal" reflects the Grant and Legislative Request from general capital, with the
overage of $700,000 in FY10 to be managed with spend plan reviews during the year.
(2) Does not include changes to authorization approved by the Board in June 2009.
(3) This amount was included in the Grant and Legislative Request.
Table 11 – Capital Funding Continuing and New
GCAP Total
($ in millions) Projects % of Total Costs % of Total Projects % of Total Costs % of Total
$10 million and above
New 4 0.8% 75.7 7.8% 4 0.7% 75.7 6.7%
Continuing 11 2.1% 332.8 34.1% 13 2.4% 400.3 35.3%
Subtotal 15 2.9% 408.5 41.9% 17 3.1% 476.1 42.0%
$1 million to $10 m illion
New 42 8.1% 98.4 10.1% 51 9.4% 115.2 10.2%
Continuing 113 21.8% 365.8 37.5% 135 24.8% 427.5 37.7%
Subtotal 155 29.9% 464.2 47.6% 186 34.2% 542.7 47.9%
Total Over $1 m illion 170 32.8% 872.7 89.4% 203 37.3% 1,018.7 89.8%
Under $1 m illion 349 67.2% 103.0 10.6% 341 62.7% 115.2 10.2%
Overall Project Requests 519 975.7 544 1,134.0
The department narratives at the end of this document provide details regarding the capital projects
in the plan.
Debt Service
Principal and interest payments for FY10 amount to $253.9 million and are detailed in Table 12
below. Table 12 also includes a budget of $49.1 million to acquire equipment that is being leased.
FY2010 Budget Final Board Approved.doc 18 of 79
Table 12 - Debt Service
Q1 Q2 Q3 Q4 Total FY10
Principal 24.6 60.9 30.8 24.1 140.5
Interest 28.3 29.6 31.3 24.2 113.4
Total Cash P&I 53.0 90.5 62.1 48.3 253.9
EBO Equipment Purchases 10.1 20.8 - 14.2 45.1
Lease with Final Maturity Ending in FY 2010 - 4.1 - - 4.1
Subtotal Lease related 10.1 24.8 - 14.2 49.1
Total 63.1 115.3 62.1 62.5 303.0
EBO - Early Buyout Option
Early Buyout Option (EBO)
PRIIA Section 102 (b) authorized such sums as may be necessary for the use of Amtrak for the
payment of costs associated with early buyout options if the exercise of those options is determined
to be advantageous to Amtrak.
An Early Buyout Option (EBO) is a contractual right for Amtrak to terminate a long term lease of
equipment, in part or in whole, on favorable terms. The EBO gives Amtrak the rights to a) buy the
equipment which is owned by a bank and, separately, to b) pay off the rest of Amtrak’s lease
payment obligations to the bank. The EBO occurs at a specified, fixed price, one time only, late in
the term of the lease. It is the only right of voluntary pre-payment in the lease.
Amtrak has five EBOs in FY 2010 (Table 13). Amtrak plans to exercise its right to buy the
equipment covered by these leases – 35 locomotives and 9 passenger coaches – from the banks that
own the equipment as the options become available. The equipment in all cases was leased from
the time of first use by Amtrak, and the Federal Government has not previously paid for the
equipment. Amtrak does not plan to pay off the rest of Amtrak’s lease payment obligations in these
cases because of the scarcity of funds and less favorable economics.
Exercising the EBOs incurs a cost of $45.1 million and saves an estimated $88 million in rent and
end of lease payments over the next several years, for a net saving of approximately $43 million.
The return on investment from exercising the EBOs ranges from approximately 10% to 30% per
year. Exercising the EBOs also reduces the risk to Amtrak from the need to reach agreement with
the banks on the cost which Amtrak must pay the banks to buy the equipment at the end of the
leases or the risk of having that cost determined by binding arbitration.
Amtrak has one lease maturing in FY 2010, covering nine F40 locomotives, for which Amtrak must
negotiate the purchase of the locomotive. The cost to Amtrak is estimated at $4.1 million.
Table 13 provides details for the EBOs in this budget.
FY2010 Budget Final Board Approved.doc 19 of 79
Table 13 – Early Buyout
Leases with Equipment purchase - EBO in FY 2010 EBO Date Q1 Q2 Q3 Q4 Total FY10
Trust 97B-B for 17 of 22 GE P-42 Option Order Locomotives 19-Oct-09 10.1 10.1
Trust 93C-A for 2 Superliners 2-Jan-10 2.2 2.2
Trust 93C-B for 7 Superliners 2-Jan-10 7.0 7.0
Trust 95D for 10 GE AMD 110AC Dual Mode Locomotives 2-Jan-10 11.5 11.5
Trust 98A for 8 Dual Mode GE Option Order Locomotives 15-Jul-10 14.2 14.2
Subtotal 10.1 20.8 - 14.2 45.1
Lease with Final Maturity Ending in FY 2010
EOL Date
9 F40 Locomotives 2-Jan-10 4.1 4.1
Total 10.1 24.8 - 14.2 49.1
Working Capital Requirements
All companies carry working capital on their balance sheets. Working capital is defined as current
assets (cash, accounts receivable, inventory, prepaid expenses, and other current assets) minus
current liabilities (accounts payable, current portion of long-term debt, other current liabilities).
“Current assets” in this definition are those assets that will be liquidated within a year or those
liabilities that will come due within a year. Although working capital has become a surrogate for
cash when discussing Amtrak’s working capital balances, it is important to understand that working
capital actually encompasses all of the accounts discussed above. Most important, with the level of
capital investment Amtrak has begun in infrastructure and fleet, the overall investment in inventory
has increased substantially. It should be noted, furthermore, that the lead times for much of the
material required for infrastructure and fleet investment exceed nine months, and that a reduction in
capital budgets actually causes an increase in inventory, further reducing cash balances. This
assumption has been built into the cash flow analysis, but it underscores the critical need for cash to
support future working capital funding.
As the capital grants are structured, Amtrak is unable to utilize grant funds to cover inventory until
the inventory is actually applied to a unit in production and a capital expenditure is recognized. In
many cases this occurs several months after the cash payment is made for that inventory. When
Amtrak indicates that it is necessary to build working capital, the reference is to building cash
balances to mitigate variations in cash flow in the absence of a line of credit as well as to support
additional inventory and other working capital needs.
This budget maintains an acceptable level of available working capital. Amtrak is continuing to
increase the focus on collecting accounts receivable and managing a much stronger inventory
management program that reduces the use of cash for inventories.
FY2010 Budget Final Board Approved.doc 20 of 79
Sources and Uses of Cash – Budget Basis
Amtrak’s FY2010 Cash flow is based on this board approved budget and the receipt of federal
funding of $2,021 million during the year. Amtrak continues to have no access to short-term credit
lines.
The following summarizes Amtrak’s planned source and use of funds for FY2010 based upon this
budget assuming funding will be appropriated as presented in this document.
Table 14 – Simple Sources and Uses
$millions
Beginning Available Cash (after outstanding payments) 192.8
Uses:
Operating Expenses 1,226.6
1
Non-Cash Adjustments (Depre & Non-Cash OPEB's) 627.4
Net Operating Loss 599.2
Capital Expenditures 1,278.0
Debt Service Principal & Interest 253.9
Equipment Lease Buyout 49.1
Total Uses 2,180.2
Sources:
FY10 Federal Grants
Operating 599.2
Capital 1,119.0
Debt Service 303.0
Subtotal Federal Grants 2,021.2
Third Party and Special Grants 159.0
Total Sources 2,180.2
Estimated Ending Cash 192.8
Net change in assets & liabilities 0.00
Total Cash 192.8
1
OPEBs - Other Post Retirement Employee Benefits
FY2010 Budget Final Board Approved.doc 21 of 79
Department (Cost Center) Operating and Capital Budgets
Engineering
Overview of the Department
Amtrak’s Engineering department can be described as an engineering firm and
operating/construction company responsible for keeping infrastructure in a state of good repair.
That includes maintenance, testing, and inspection of Amtrak’s physical infrastructure, including
track, signals, electric traction, tunnels, and bridges on Amtrak owned right of way and stations and
facilities along the right of way. The group is responsible for the maintenance and overhaul of
roadway machines and equipment used in the operation. In addition to the core maintenance
activities, the group is also responsible for developing and executing the plan to bring the
infrastructure in to a state of good repair, and support reimbursable project activity in conjunction
with state and local agencies on and along our right of way.
Base Activity:
Engineering’s FY10 base budget is $243.0M, an increase of $14.7M over FY09 forecast.
A summary of the FY10 changes includes the following:
o Inflation of prior year - $6.3M
o Higher salary due to backfill of vacancies - $3.2M
o Increase in travel due to stimulus related funding - $0.3M
o Inflation of Utilities - $3.3M
o Core Maintenance has increased year over year and trend is expected to continue due to
aging assets and systems. Expense increase in materials is driven by updating and renewal
of aged components of the infrastructure and replacement of obsolete and worn equipment
parts - $0.5M
o Professional Fees - Maintenance agreement for new fans in New York tunnel. Installation
of these fans was completed in FY09. Additionally, contracted services will be added in
order to support various Maximo System Timekeeping and Asset Management sub-systems
- $2.0M
o Increase in Road Maintenance contracts for actions such as vegetation management, rail
grinding, and track testing - $2.3M
o Increased compliance cost to address potential leaks in transformers and increased classes
under the safety monitoring program - $0.6M
o Increase in capitalized overhead credits from increase in capital spending including ARRA
capital projects – ($3.9M)
o Other - $0.1M
New Activity:
New activity in the department totals $5.6M and is primarily driven by stimulus requirements and
creation of a new group (Facilities) in the Engineering department. A summary of the changes in
FY10 include the following:
o Benefits, paid time, and overtime for 151 ARRA heads (Systemically charged to operating
which is offset by transfer credits in base activity) - $4.0M
o 7 additional heads for the new Facilities maintenance organization - $0.5M
o Additional vehicle costs needed for new hires - $0.6M
o Other $0.4M
FY2010 Budget Final Board Approved.doc 22 of 79
Operating Expense Summary FY08 –FY10: Engineering
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $22.0 $22.1 $24.5 $2.4 11.0%
Wages & Overtime $115.3 $122.0 $134.1 $12.1 9.9%
Employee Benefits $66.7 $66.6 $72.1 $5.6 8.4%
Employee Related $4.4 $4.2 $4.3 $0.1 2.7%
Salaries, Wages and Benefits $208.4 $214.8 $235.0 $20.2 9.4%
Fuel, Power, & Utilities $3.4 $3.4 $6.7 $3.3 98.0%
Materials $15.8 $18.3 $18.3 $0.0 0.1%
Facility, Communication, & Office $14.9 $17.3 $15.0 ($2.3) -13.5%
Casualty and Other Claims Total $3.1 $3.7 $3.2 ($0.5) -13.7%
Professional Fees $3.4 $4.5 $6.8 $2.2 48.8%
Data Processing Services and Supplies $1.0 $1.0 $1.1 $0.1 13.3%
Environmental and Safety $2.7 $2.8 $3.5 $0.6 22.3%
M of W Services $30.5 $29.0 $29.2 $0.2 0.8%
Financial $2.4 $2.5 $2.5 ($0.1) -2.6%
Expense Transfers ($1.1) ($0.8) ($0.4) $0.4 -53.7%
Indirect Costs Capitalized To P&E ($73.8) ($68.4) ($72.3) ($3.9) 5.7%
Total Operating Expenses $210.8 $228.3 $248.6 $20.3 8.9%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $228.3
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $6.3
Higher salary due to backfill of vacancies and creation of new positions $3.2
Increase in Travel related to stimulus funding $0.3
Inflation of Utility Rates $3.3
Core Maintenance has increased year over year and trend is expected to continue due to aging assets and systems. $0.5
Expense increase in materials is driven by updating and renewal of aged components of the infrastructure and
replacement of obsolete and worn equipment parts.
Professional Fees - Maintenance agreement for new tunnel fans. Installation of these fans was completed in FY09. $2.0
Additionally, contracted services will be added in order to support various Maximo System Timekeeping and Asset
Management sub-systems.
Increase in Road Maintenance contracts for actions such as vegetation management, rail grinding, and track testing. $2.3
Increased compliance cost to address potential leaks in transformers in addition to increased classes under the safety $0.6
monitoring program.
Increase in capitalized overhead credits from increase in capital spending including ARRA projects ($3.9)
Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) ($0.1)
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $0.1
Increase in costs for Commercial Development (offset by increase in Commercial Development Revenue) $0.2
Other ($0.2)
Base Activity Increase/(Decrease) from Prior Year $14.7
New Activity
Increase in workforce driven by Stimulus requirements $4.0
Higher salary due to backfill of vacancies and creation of new positions $0.5
Additional vehicle costs needed for new hires $0.6
Other $0.4
New Activity Increase/(Decrease) from Prior Year $5.6
FY10 Total Budget $248.6
FY2010 Budget Final Board Approved.doc 23 of 79
Capital Programs: Engineering
$ in millions
State, Local &
Program GCAP Other TOTAL
Track Replacement $132.4 $31.3 $163.7
Bridges/Culverts/Tunnels $38.5 $6.0 $44.5
Facility/Station/Other $23.8 $16.9 $40.7
Overhead Catenary & Transmission Systems $22.9 $2.8 $25.7
Equipment Purchase/Replacement $36.9 $36.9
Fire & Life Safety $13.0 $42.5 $55.5
Signal Systems $26.5 $10.3 $36.9
Communication Systems $2.3 $2.3
Interlocking Renewal $32.2 $7.5 $39.6
Seattle King St. Coach Yd. $6.0 $6.0
Substations/Frequency Converters $12.9 $4.1 $16.9
Freight Railroad Improvements $3.5 $3.5
Total Engineering $350.6 $121.5 $472.1
Track Replacement $163.7M - (GCAP - $132.4M, State, Local, Other - $31.3M)
o Track Rail Replacement - Renewal/Construction ($48.7M) – The goal of these two
programs are to repair or replace rail as necessary that is currently not in a state of good
repair. There is roughly 1,600 miles of main line track that is 40 to 50 years old. The
program will repair or replace, as appropriate, rail that has exceeded horizontal or vertical
wear limits, internal defect rates, or surface conditions that are approaching safety limits.
New track is also being constructed as part of funding from state partners for commuter rail
improvements. In addition, this program involves joint elimination with continuous welded
rail and rail component changes in interlockings. This program will help to reduce
maintenance costs, and slow orders.
o Tie Replacements ($37.4M) – This program will replace ties along the North East Corridor
which will reduce train delays, track geometry degradation, FRA track defects, and switch
failures. This program also involves replacement of defective concrete ties in the New
York and North East Divisions due to a shorter service life than initially projected.
Defective ties provide insufficient support to the rail which could lead to component and
track failure. Replacement of defective ties will reduce maintenance costs and improve on
time performance and ride quality.
o Track Laying System ($31.2M) – This program is for the complete replacement of concrete
ties on the New York and Northeast Divisions with the Track Laying Machine (TLM). This
is due to a shorter service life than initially projected. This replacement program will
reduce maintenance costs, potential slow orders, and provide for an increase in on time
performance.
o Technology Applications ($12.8M) - The Engineering department has worked over the last
2 years to develop a system that integrates asset management technology and will
streamline the flow of information that will assist field and management personnel in the
regards to program management. $10.3M has been allocated to the asset management
system, Maximo, which will be integrated with SAP as part of the Strategic Asset
Management (SAM) program.
FY2010 Budget Final Board Approved.doc 24 of 79
o Track Geometry ($12.3M) - Surfacing and realignment of 550 miles of track surface as
required to meet FRA Track Safety Standards. Of the $11.7M request, $11.2M is allocated
for Track Geometry in New York and the Mid-Atlantic Division.
o Track Turnouts ($11.7M) – Program involves the replacement of standard wood turnouts
and associated components not currently in state of good repair. Associated components
include frogs, switch points, and wood and concrete switch timbers and other track turnout
material.
o Track Ballast ($5.4M) – The scope of this program is to perform work that will bring the
ballast assets to a state of good repair. Examples of work performed under the program are
replacement through spot undercutting and shoulder cleaning where total replacements are
not needed.
o Track Drainage ($2.3M) – The scope of this program is for the renewal and replacement of
track drainage assets currently not in a state of good repair. If not corrected, poor drainage
will result in slow orders and higher maintenance costs associated with the accelerated
degradation of track geometry.
o Other ($1.8M) – Programs included are:
$1.7M - Track Crossing-Road
$0.1M - Track Fasteners
Bridges/Culverts/Tunnels $44.5M - (GCAP - $38.5M, State, Local, Other - $6.0M)
o Fixed bridges upgrade ($29.0M) - Program highlights include:
• $7.0M for the Ballast Deck Conversions on Bridges in New York.
• $3.0M for bridge replacement in Branford, CT.
• $2.0M for stabilization of the Susquehanna Bridge in Maryland.
• $17.0M for other fixed bridge projects with spending below $2.0M threshold
o Movable bridges upgrade ($4.4M) - Program highlights are:
• Replace Portal Fender System and support utilities.
• Dock Bridge upgrade control line and emergency back up.
o Major Bridge Special Projects ($1.8M) - Includes design and engineering support for
eventual replacement of the Connecticut River Bridge Replacement and New Jersey Portal
Bridge.
o Other programs ($9.3M)
• $3.6M for upgrades of culverts and interlocking lighting.
• $3.2M for fire protection for standpipes at tunnels in Baltimore.
• $2.5M for other improvements including bridge ties, fencing and retaining wall
along certain stretches of NEC for security purposes
Facility/Station/Other Program $40.7M - (GCAP - $23.8M, State, Local, Other - $16.9M)
o Station Upgrades ($33.8M) - Program highlights are:
• $5.0M for MARC platform improvements at Washington Union Station. Initiation
of this project will make the station ADA compliant.
• $3.0M for station upgrades at Central Division Stations. Projects include elevators,
air conditioning, roofing, lighting, bathroom repairs, and other interior
improvements. Upgrades will make these stations ADA compliant.
• $3.2M for escalator replacement at New York Penn Station.
• $2.5M for station improvements on the Harrisburg line including elevators, air
conditioning, roofing, lighting, bathroom repairs and other interior improvements.
• Other projects below $2.0M and include upgrades to facilities at various stations.
FY2010 Budget Final Board Approved.doc 25 of 79
o Sunnyside Yard New Mechanical Facility ($3.0M) – This program involves upgrade of the
mechanical facility at Sunnyside Yard outside of New York Penn Station. This program is
100% funded by external agencies (MTA). Implementation of this project will decrease
maintenance cost within Sunnyside Yard.
o Maintenance of Equipment Facilities ($2.7M) – Upgrades to engineering equipment
maintenance facilities at Seattle and Ivy City. Improvements include roof replacements,
electrical upgrades and lighting improvements.
o Maintenance of Way Facilities ($1.1M) – Upgrades to maintenance of way facilities at
Wilmington, Providence, Perryville and Penn Coach Yard.
o Maintenance of Transportation Dept. Facilities ($0.1M) – Electrical upgrades at
Washington terminal tower.
Overhead Catenary and Transmission Systems $25.7M (GCAP - $22.9M, State, Local, Other
- $2.8M)
o Improvements of the Electric Traction–Catenary along the NEC ($21.9M) - Program
highlights are:
$13.9M for the Catenary System Improvements along the Hellgate Line. Elements
of this program will include replacement of components beyond their useful life,
and replacement of wire that is beyond the allowable wear percentage.
$1.2M for catenary wire installation in Boston division
$1.0M for the purchase of the Electric Catenary measuring system.
o Upgrading of Electric Traction-Poles along the NEC ($3.8M)
Many of the catenary poles are over 90 years old and are beyond their designed service life.
Replacement of the poles will provide physical support to the power transmission and
catenary systems. Program highlights are:
$1.6M for catenary pole upgrades in Perryville subdivision
$1.0M for catenary pole upgrades in New York division
$0.8M for catenary pole upgrades in Baltimore subdivision
Equipment Purchase/Replacement $36.9M
The program involves replacement of existing equipment at the end of its useful service life. The
replacement program will increase efficiency, utility and production capacity of the equipment by
taking advantage of technological advances within the industry. Some of the program highlights
are:
o $30.9M – Track Maintenance Equipment – Vehicle Acquisition. Includes acquisition of Tie
Inserters, Tie Handlers, High Rail vehicles, Track Laying Machine Tie cars, and other
Heavy roadway equipment.
o $5.0M for Track Equipment Heavy Overhauls. Includes acquisition of items such as CAT
Cars, Ballast Regulators, Track Stabilizers, and Tie Handlers.
o $0.4M for Geometry Car Data Collection System.
o $0.6M for various other items
Fire & Life Safety Program $55.5M – (GCAP - $13.0M, State, Local, Other - $42.5M)
o 1st Avenue Construction ($48.1M) – This project is located at First Avenue in Manhattan,
New York and consists of reconfiguration of two shafts connecting the East River Tunnels
at First Avenue. The inadequate ventilation system is being replaced with high capacity bi-
directional fans that will be computer-controlled by remote location. The installation will
require relocation and/or replacements of all utilities. The scope of the work includes
demolition and reconstruction of the two existing Amtrak ventilation structures to house the
new fans, the new utility systems and to provide a new means of tunnel egress. Upon
FY2010 Budget Final Board Approved.doc 26 of 79
completion, this will allow for safe and efficient evacuation of passengers from the
tunnel/track level in case of emergency, while providing adequate fire suppression and
ventilation to the affected area.
o Miscellaneous Design & Construction Project ($4.1M) – Two construction projects are
planned to improve communications: one will provide radio coverage in all tunnels for
local Fire Department personnel, while the other (emergency tunnel phones), will provide
redundant communication capability. Other construction projects involve Emergency
Power systems in station and tunnels, Fire alarm system installation and SCADA system
for standpipe and ventilation fans.
o NRT Ventilation Construction ($2.0M) – This project is located in Weehawken, NJ and
consists of the replacement of high capacity bi-directional fans that will be computer-
controlled by a remote location.
o LIC Ventilation Construction ($1.3M) – The project is located in Long Island City, Queens,
New York and consists of the reconfiguration of four 65 foot deep shafts connecting to the
East River Tunnels. The existing narrow spiral stairways will be replaced with wider stairs
with landings and the inadequate ventilation system is being replaced with high capacity bi-
directional fans that will be computer-controlled by a remote location. The installation will
require relocation and/or replacement of all utilities. A new 35 foot tall building will be
constructed at the top of the shafts to house the new fans, the new utility systems and to
provide access to the new stairwells. Upon completion, this will allow for safe and efficient
evacuation of passengers from the tunnels/track level in case of emergency, while
providing adequate fire suppression and ventilation to the affected area.
Signal Systems $36.9M - (GCAP - $26.5M, State, Local, Other - $10.3M)
o Centralized Traffic Control (CETC) Program ($14.2M) – The major project under this
program is the development of a new control center in Philadelphia for $13.7M.
o Interlocking – Communications & Signals ($10.8M) - This program will upgrade signal
systems at interlockings to eliminate equipment failures and reduce maintenance costs.
This program involves conversion of air switch machines to electric machines, automation
of manual towers and replacement of obsolete interlocking signal system components.
o Automatic Block Signal (ABS) ($8.9M) – The scope of the program is to bring ABS
assets to a state of good repair. ABS component failures have been identified as a major
contributor to train delay. Upgrading of outdated components will result in increased
reliability, improved on-time performance and railroad safety.
o Advanced Civil Speed Enforcement System (ACSES) ($2.1M) – ACSES is a positive
train control system that is required by FRA to operate at high speeds. This program will
enhance safety by ensuring positive stops at all stop signals, ensure speed enforcements at
curve restrictions and temporary slow orders and eliminate exposures to human error train
collisions.
o Crossings ($0.8M) – Upgrade signals at train crossings.
Communications Systems $2.3M
The objective of the program will improve radio communications along the North East Corridor
(NEC) and Mid-Atlantic divisions ($1.2M) - Program highlights are:
o $0.5M for a Voice Over IP from Washington to New Rochelle, NY.
o $0.5M for base Station replacements in New York.
o $0.2M for Base Station replacements in the Mid-Atlantic region as well as New England.
o $0.1M for a new Police Radio Repeater in New York Penn Station.
FY2010 Budget Final Board Approved.doc 27 of 79
Interlocking Renewal $39.6M - (GCAP - $32.2M, State, Local, Other - $7.5M)
The scope of this program is to renew track structure within interlocking limits with new advanced
technology, turnouts including concrete switch ties, moveable point frogs, and switches. This
interlocking renewal projects will move the railroad towards a State of Good Repair by eliminating
failures and reducing maintenance costs. Some of the major projects included in the program are:
o $10.0M for interlocking renewal at Landover.
o $7.9M for interlocking renewal at Union.
o $6.8M for interlocking renewal at North Philadelphia.
Seattle King St. Coach Yard $6.0M
This program involves upgrades to the Seattle Maintenance Facility and increased capacity to
maintain Talgo & Amtrak fleets. The program includes:
o Creation of office space, workstations and restrooms to enable employees to shift from
trailers
o Construction of maintenance of equipment building which integrates Talgo's equipment
maintenance, material control, backshop and welfare facilities into one building
o Connection of South end of the yard to BNSF main line and connection of wash track to the
South end.
o Configure South end to accommodate sanding and fueling operations.
Substation/Frequency Converters $16.9M – (GCAP - $12.9M, State, Local, Other - $4.1M)
o Improvements of the Electric Traction–Substations along the NEC ($11.4M) The
replacement and upgrade of substation components such as transformers, breakers, relays
are done with the goal of maintaining reliable power to the catenary system. Breakdowns
create the possibility of train interruptions and increased service delays. Some of the major
projects in the program are:
• $1.0M for the Installation of 12 KV breakers at the Substation along the Harrisburg
Line.
• $1.0M for the purchase prototype breakers the Mid-Atlantic substation.
• $1.7M for the transformer installation at the Gunpow Substation 18.
• $1.4M for the design/construction of the Hamilton Substation.
o Upgrade of Electric Traction Signal power along the NEC ($1.4M) - The lines
scheduled to be upgraded are Davis to Bacon, Severn to Bowie, Princeton to Fair, and the
Harrisburg Line. The program calls for the replacement and renewal of existing rotary
signal power machines that generate 6,900 volts for the signal transmission lines.
o Upgrade of Electric Traction-Frequency Converters ($4.1M)
$3.0M for Metuchen frequency converter upgrades to increase power generation
capacity.
$1.1M in Frequency Converter improvements at Richmond and Sunnyside Yard.
Freight Railroad Improvement ($3.5M)
o Deputy Chief Engineer – Leasehold Improvements ($3.5M) -
This scope of this program consists of contributions to host railroads for capital
improvements that provide operational benefits for Amtrak, such as Metro North's Shell-at-
Grade interlocking improvements.
FY2010 Budget Final Board Approved.doc 28 of 79
Environmental, Health, and Safety
Overview of the Department
The Amtrak Environmental Health and Safety (EHS) Department performs in three (3) functional
areas: Public Health, Environmental and System Safety (including Industrial Hygiene).
The Public Health group is responsible for Food and Drug Administration (FDA) food service and
sanitation compliance, Environmental Protection Agency (EPA) drinking water compliance,
passenger and employee food-borne illness investigations, Sanitation Task Force facility audits,
pest control service contract management, and FDA food car design.
The Environmental group supports Amtrak facilities and functions by providing compliance
guidance to each facility. Compliance activities include development and delivery of training
programs, routine inspections and monitoring, and submittal of required agency reports. The
environmental audit and assessment program is a part of the Environmental Management System
and is used to identify non-compliance issues and develop corrective actions to prevent these non-
compliance issues from re-occurring that could lead to enforcement actions. Amtrak’s
Environmental Management System (EMS) is coordinated and led by the Environmental group.
EMS helps various Amtrak departments address environmental activities though awareness,
training and outreach. Monthly interdepartmental meetings are held to discuss environmental
issues and set goals for environmental improvements. Performance against goals is also tracked
through the EMS. The EMS is also used to support Marketing with environmental criteria for
various advertising campaigns. In addition, the Environmental group provides project management
for both operating and capital projects. These projects include remediation of contamination or risk
reduction projects. These projects keep Amtrak in compliance with environmental regulations and
clean-up requirements. Amtrak’s Environmental Reserve Schedule, in compliance with GAAP,
lists over $70 million in known contamination needing to be remediated over the next 5-15 years.
The Safety group is responsible for the System Safety program, chemical product evaluation and
selection, OSHA compliance, Federal Railroad Administration (FRA) safety compliance,
management of Operation Lifesaver program; facility safety audits, employee exposure surveys and
controls, safety training program development, and expert OSHA testimony for Claims. In
addition, the Safety group includes the Central Reporting Office, responsible for compliance with
FRA injury/illness reporting, input and tracking of passenger safety incident reports and Claims
support.
Base Activity:
Environmental’s FY10 base budget is $8.7M, a decrease of ($0.5M) over FY09 forecast. Base
budget labor costs total $5.4M (64% of total budget costs) and include a staff of 39 management
employees and 5 union employees. One data entry analyst position is being eliminated due to
reduction in overall injuries/incidents, effective July 1, 2010. The remaining $3.3M of
departmental spending is related to Facilities, Communication & Office, Environmental Projects
and Industrial hygiene.
A summary of FY10 changes includes the following:
o Services of external agencies to improve behavioral safety and reduce work injuries transferred
to Transportation in FY10 budget – ($1.0M)
FY2010 Budget Final Board Approved.doc 29 of 79
o Environmental remediation costs for the ongoing petroleum cleanup at the Chicago
Maintenance Facility. Involves construction of recovery systems to recover diesel fuel spilled
in the ground - $0.4M
o Inflation of prior year - $0.1M
New Activity:
A summary of FY10 changes includes the following:
o Carbon Emissions: Amtrak will begin a carbon footprint assessment to determine the amount
of greenhouse gasses emitted by Amtrak operations. This information will be used to establish
energy reduction goals that will result in a reduction to the amount of greenhouse gases emitted
- $0.1M
o Material recycling initiative to install recycling cans, bins in café and lounge cars - $0.1M
Operating Expense Summary FY08 –FY10: Environmental
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $2.8 $3.0 $3.1 $0.1 3.7%
Wages & Overtime $0.3 $0.2 $0.2 $0.0 3.9%
Employee Benefits $1.8 $1.8 $1.8 ($0.0) -0.7%
Employee Related $0.3 $0.3 $0.3 $0.0 3.7%
Salaries, Wages and Benefits $5.2 $5.3 $5.4 $0.1 2.2%
Materials $0.0 ($0.0) $0.0 $0.0 -100.0%
Facility, Communication, & Office $0.3 $0.4 $0.4 $0.0 5.3%
Casualty and Other Claims Total $0.0 $0.0 $0.0 ($0.0) -6.7%
Professional Fees $0.5 $1.4 $0.3 ($1.1) -77.0%
Data Processing Services and Supplie $0.0 $0.0 $0.0 $0.0 61.9%
Environmental and Safety $1.6 $2.1 $2.6 $0.6 28.1%
M of W Services $0.0 $0.0 $0.0 ($0.0) -1.3%
Total Operating Expenses $7.7 $9.2 $8.9 ($0.4) -3.9%
FY2010 Budget Final Board Approved.doc 30 of 79
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $9.2
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $0.1
Services of external agencies to improve behavioral safety and reduce work related injuries moved to Transportation ($1.0)
dept. in FY10 budget.
Environmental remediation costs for possible discharges of petroleum in Chicago river $0.4
Base Activity Increase/(Decrease) from Prior Year ($0.5)
New Activity
Membership of Carbon Emissions Exchange to assess Amtrak's carbon footprint and establish energy reduction $0.1
goals as part of Green Initiative
Material recycling initiative to install recycling cans, bins in café and lounge cars $0.1
New Activity Increase/(Decrease) from Prior Year $0.2
FY10 Total Budget $8.9
Capital Projects: Environmental
$ in Millions
S tate, Local
Pr ogram Project Title GCAP &Other Total
Ivy City Facility - Waste Water Treatment $ 0.1 $0.1
Beech G rove Facility - Waster Water Tre atment System $ 0.3 $0.3
New Orleans Environmental Upgrades $ 0.2 $0.2
Environ mental Risk New Orleans DA F Upgrades $ 0.1 $0.1
Reduction Beech G rove En vironmental Upgrades $ 0.3 $0.3
New Yor k Divisio n Hazardous Material S torage $ 0.2 $0.2
Southwest Division Haza rdous Material S torage $ 0.1 $0.1
Chicago Tank Replacement & S econdar y Conta inment $ 0.1 $0.1
Sunnysid e Yard Oil/PCB Remediation $ 3.0 $3.0
Environmen tal Wilmingt on Facility Remediation $ 1.0 $1.0
Remediation Cedar Hill Reme diation $ 1.5 $1.5
P rogram Asbestos, Lead P aint and Mold Abatements $ 3.6 $3.6
Penn Sta tion Track Rem ediation $ 0.3 $0.3
Safety Information Syste m Repla cemen t $ 1.6 $1.6
Safety Program
Safety Hazard Reduction Initiatives $ 0.1 $0.1
Total Environme ntal $1 2.4 $0.0 $12.4
Environmental Risk Reduction: $1.3M
The goal of the Environmental Pollution Prevention program is to take preventive measures to
mitigate potential environmental issues. The following projects are being implemented as part of
this program:
o Wastewater Treatment System ($0.4M) - This includes two projects, one at Beech Grove
($0.3M) and another at Ivy City ($0.1M). At Beech Grove facility, outdated wastewater
treatment system and sewers will be replaced. The current wastewater treatment system is
over 60 years old, prone to leaks and wastewater is being diluted with groundwater. In
addition, the sewers are old and cross connections exist between the storm sewers and
sanitary/industrial sewers. Deferral of the project exposes Amtrak to possible risks of
FY2010 Budget Final Board Approved.doc 31 of 79
discharging wastewater to the sanitary sewer that exceeds the standards established by the
City of Beech Grove which could result in fines and other legal actions. At Ivy City, the
waste water treatment project will consolidate the two treatment plants into a single
treatment system to prevent or minimize spills and associated emergency response costs.
o Environmental Upgrades ($0.5M) - This includes two projects at New Orleans (New
Orleans Environmental Upgrades, $0.2M and New Orleans DAF Upgrades, $0.1M) and
Beech Grove Environmental Upgrades ($0.3M). Beech Grove project involves removal
and replacement of two polychlorinated biphenyl (PCB) transformers with non-PCB
equipment and refinishing of the cracked floor in the hazardous waste storage area with
chemical resistant coating. Upgrades at the New Orleans facility include new system
design and construction of the failing wastewater treatment system at the maintenance
facility. The current system is over 30 years old with several broken and obsolete parts. In
addition, an existing waste oil tank with underground piping is being replaced. A new tank
with above ground piping will be installed adjacent to the building and existing tank and
old piping will be removed. Also, floors in the hazardous material storage areas and dikes
for existing tank systems will be upgraded.
o Hazardous Material Storage ($0.3M) – This program includes projects at New York
Division ($0.2M) and Southwest Division ($0.1M). At the New York Division, the project
involves construction of storage areas or installation of chemical storage sheds to store
flammable materials at various locations. Currently, the materials (oils, gasses, soaps,
cleaners and/salt) used in these facilities are stored outside in a non secure environment and
are exposed. This project will assist Amtrak in complying with regulations requiring
proper storage of hazardous materials, and avoid monetary penalties due to non-
compliance. Material control storage areas will also be constructed at Fort Worth and
Albuquerque facilities in the Southwest Division. These storage areas will house potential
pollutant supplies that could pose adverse impact to the environment. Currently, both
facilities have inadequate unsecured storage areas for materials used in the maintenance of
locomotives and passenger cars and pose potential risk of adverse environmental impact,
potential theft or vandalism, and possible violations of environmental regulations.
o Chicago Tank Replacement & Secondary Containment ($0.1M) – This project is to upgrade
the existing secondary containment system for the fuel tank and construction of secondary
containment system in the locomotive parking area. Amtrak has signed a consent order
with Illinois Environmental Protection Agency (EPA) as part of settlement and deferral of
construction could result in fines and legal actions.
Environmental Remediation Program: $9.4M
Environmental remediation involves cleanup at work sites due to a court or administrative order. In
FY10, Amtrak plans to spend $9.4M on environmental remediation with proposed spending of
$40.9M in FY10-14. The various projects being undertaken as part of this program include:
o Sunnyside Yard Oil/PCB Remediation ($3.0M) – Train operations continuing until
the1970's caused polychlorinated biphenyl (PCB, a carcinogen) and diesel fuel releases at
Sunnyside Yard which contaminated the subsoil. Amtrak and New Jersey Transit trains
(NJT) signed a consent order with the New York State Department of Environmental
Conservation (NYSDEC) to cleanup the soil and reduce potential PCB exposure to
employees. The project involves the continuation of ongoing remediation of contaminated
subsoil as per NYSDEC orders. The property is divided into 6 Operable Units (OU) for
FY2010 Budget Final Board Approved.doc 32 of 79
remedial actions and OU's 1 and 2 have been completed. In FY10, remediation work on
OU 3 and 4 will be continued and remedial action plan developed and approved for OU 6.
Proposed spending on this project in FY10-14 is $10M.
o Wilmington Facility Remediation ($1.0M) - This project encompasses remediation of PCB
and other contaminants and initiating erosion control measures at the Wilmington
maintenance facility. The soil at the facility is contaminated with PCB and can be
potentially transported offsite via erosion to surrounding surface water bodies and via
ground water contamination. Amtrak signed a Voluntary Cleanup Agreement (VCA) with
Delaware Department of Natural Resources and Environmental Control (DNREC) and is
legally obligated to perform this work. Total spending on this project in FY10-14 is
projected to be $15.7M.
o Cedar Hill Remediation ($1.5M) - This project involves removal and backfill of PCB
contaminated soil in some tracks at New Haven. Soil investigation has been completed and
a report summarizing the findings of the investigations is being developed. Remedial
action work plan will be prepared in FY09 and remediation work will be initiated in FY10.
Total spending on the project is $1.7M and is expected to be completed in FY11.
o Asbestos, Lead Paint and Mold Abatements ($3.6M) - As part of multi year initiative,
asbestos, mold and lead paint will be removed during construction projects as they are
encountered. Many of the facilities inherited by Amtrak have asbestos containing materials
(ACM) and lead based paint. As part of Federal, state and local regulations, ACM must be
abated prior to construction or demolition activities.
o Penn Station Track Remediation ($0.3M) – Remediation and track replacement in PCB
contaminated areas. Total spending on the project is expected to be $1.6M and is expected
to be complete by FY14.
Safety Program: $1.7M
Amtrak plans to spend a total of $1.7M in FY10 on safety programs to improve safety compliance
at work sites and address gaps in Amtrak’s reporting capabilities to external customers. Two
projects, Safety Information System Replacement and Safety hazard Reduction Initiatives are part
of the Safety program.
o Safety Information System Replacement ($1.6M) - This project will update Amtrak’s
Safety Information System (ASIS) by eliminating obsolete programming from varied
versions of technology, improve reliability of reports and provide additional reporting
functionality. The current system for reporting and managing safety activities is spread
over several technologies with different design languages, varying functional capabilities
and is problematic to support. The current state of the ASIS application does not comply
with Amtrak standards security authentication process. Keeping ASIS in compliance with
FRA regulations and its ability to report data adequately is a critical requirement for
Amtrak and failure to comply could result in fines. Two phases of ASIS have been re-
written utilizing an Internet based format. The new system eliminates individual PC
configuration for ASIS access requests and will lead to a single platform for responding to
information requests and completing the entire business process.
o Safety Hazard Reduction Initiatives ($0.1M) - Amtrak initiated a multi year safety hazard
reduction program that utilizes cross functional management and craft teams to evaluate
and address potentially high risk activities at Amtrak facilities or worksites. The goal of
FY2010 Budget Final Board Approved.doc 33 of 79
the project is to eliminate or reduce potential hazards by modifying equipment and facilities
or utilizing new technologies. The project will assist in complying with both Federal and
state regulations in addressing potentially hazardous activities that can contribute to
passenger and employee injuries.
Finance
Overview of the Department:
The Finance Department is comprised of the CFO Staff, Treasury, Controller (Corporate
Accounting, Payroll, Capital Accounting, Accounts Receivable, and Accounts Payable), Financial
Analysis, and Financial Planning functions. The aggregated Finance Department operating expense
forecast for FY09 is $229.3M, increasing to $235.7M in FY10. The FY09 authorized headcount is
281, increasing to 285 in FY10. The net increase of three (4) includes two positions to support
Grant Administration, three additions to the Controller area, less one reduction in the CFO office.
In FY10 approximately 75% of the total Finance budget ($179M) is for company-wide expenses
that are not specific to financial functions. They are primarily expenses for Electric Traction Power
for powering NEC trains ($111.2M), commission expenses on Credit Card ticket sales ($35.1M),
and Insurance Premiums ($32.6M). The remaining 25% ($56.7M) are expenses directly related to
operation of the Finance Department.
Base Activity:
The FY10 base budget request is $234.6M an increase of $5.3M or 2.3% over the current forecast.
The base increase is mainly driven by company-wide expenses for electric traction power ($7.1M)
and insurance premiums ($2.9M); inflationary increases in labor costs ($3.0M), the absence of
favorable market to market value changes for fuel hedging activity ($4.1M), additional personnel
for audit compliance and grant administration ($1.5M), a net reduction due to non-recurring
expenses in FY09 of ($3.1M), as well as one time cost in FY09 for the replacement and termination
of defeased lease arrangements for fleet equipment ($10.2M). Salary and Wage increases include
managing the areas with a lower average vacancy rate than in FY09 as well as wage increases for
employees in the Controller’s organization who are covered by bargaining agreements.
New Activity:
FY10 budget includes a request of $0.2M for professional services related to restructuring of long
term debts and capital leases in compliance with PRIIA Section 205 and $0.3M in anticipation of
needs associated with implementation of ARRA (Stimulus) grants. Increases in credit card
commissions are estimated based upon changes in ticket revenue sales and amount to $0.6M
FY2010 Budget Final Board Approved.doc 34 of 79
Finance - Operating Expenses Summary FY08-FY10
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Finance Department related Operating Expenses
Salaries $12.7 $13.4 $15.2 $1.8 13.0%
Wages & Overtime $4.8 $4.7 $4.8 $0.1 3.0%
Employee Benefits $9.5 $10.1 $10.7 $0.6 5.7%
Employee Related $0.3 $0.4 $0.5 $0.1 25.5%
Salaries, Wages and Benefits $27.3 $28.6 $31.2 $2.6 9.0%
Fuel, Power, & Utilities $2.4 $3.0 $5.9 $2.9 95.1%
Facility, Communication, & Office $2.2 $2.3 $2.7 $0.4 19.9%
Casualty and Other Claims Total $0.2 $0.2 $0.2 ($0.0) -12.5%
Professional Fees $4.9 $7.5 $7.5 $0.1 0.8%
Data Processing Services and Supplies $0.5 $0.6 $0.7 $0.2 28.8%
Financial $9.0 $20.4 $8.5 ($11.9) -58.2%
Total Operating Expenses - Finance related $46.5 $62.5 $56.7 ($5.8) -9.2%
Company-wide expenses that reside in the Finance Department Budget
Purchased Insurance $28.7 $29.8 $32.6 $2.8 9.3%
Credit Card Commisions $37.6 $34.3 $35.1 $0.9 2.6%
Power Purchased $105.4 $102.8 $111.2 $8.4 8.2%
Total Operating Expenses - Company-wide $171.7 $166.9 $179.0 $12.1 7.3%
Total Operating Expenses $218.2 $229.3 $235.7 $6.3 2.8%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $229.3
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements in Controller's staff $3.0
Filling vacancies and adding personnel for audit compliance and grant adminstration $1.5
Electric Traction power purchase at market base rates $7.1
Fuel hedge purchase anticipated less the absence of market to market value change $4.1
Absence of FY09 replacement and termination cost for defeased leases ($10.2)
Purchase insurance premiums increases $2.9
Bonds and guarantee equity paid in FY09 results in lower trustee fees and line of credit ($1.6)
KPMG unanticipated audit expense for defeased lease transaction review, LAI union ($1.2)
payout, additional interim period audits and audit inefficiencies
Decrease in costs for Reimbursable Services (offset by decrease in Reimbursable ($0.1)
Other ($0.2)
Base Activity Increase/(Decrease) from Prior Year $5.3
New Activity
PRIIA205 compliance ( Restructuring Long Term Debts & Capital Leases) - $0.2
Impact of Economic Stimulus - (ARRA) $0.3
Credit cards commissions on revenue for additional services $0.6
New Activity Increase/(Decrease) from Prior Year $1.1
FY10 Total Budget $235.7
FY2010 Budget Final Board Approved.doc 35 of 79
Finance - FY10 Capital Projects
$ in Millions
State, local &
Project GCAP Total
other
Financial Management
Dashboard for Board of Directors 0.5 - 0.5
Credit Card Efficiency
Credit Card Terminals for Conductors 1.5 - 1.5
Energy Efficiency
Chicago Union Station - Steam Plant Replacement Study 0.5 - 0.5
Lighting and HVAC Control Project 0.1 - 0.1
Install High Efficiency Lighting at Mechanical Facilities 1.1 - 1.1
Replace Underground Air System – Ivy City 0.1 - 0.1
Total Finance $ 3.8 $ - $ 3.8
Financial Management $0.5M
o Dashboard for Board of Directors $0.5M: This project will provide the Amtrak Board of
Directors and senior executives with a dashboard with view access to Amtrak's Key
Performance Indicators, including profit and loss financial information. The users will be
able to log into this dashboard from outside of Amtrak's network and drill down into detail
reports providing valuable and timely information.
Credit Card Efficiency $1.5M
o Credit Card Terminals for Conductors $1.5M: FY10 will complete the roll out of this
project (started in FY08) to automate credit card processing for conductors on board all
trains through the use of wireless terminals. The system will meet and follow all payment
card industry standards and avoid the current inefficient methods for the sales of tickets on
board trains.
Energy Efficiency $1.8M
o Chicago Union Station - Steam Plant Replacement Study $0.5M: The project will result in
a study to examine the feasibility of replacing the steam plant with more cost effective
alternatives. The steam plant is a very old structure that requires a new roof as well as
extensive environmental remediation if the plant continues in operation for more than 3
years. Due to the general condition of this plant and the current use of the steam energy it
generates, management expects this study will support a request for capital funds to replace
the plant in the future.
o Lighting and HVAC Control Project $0.1M: This project will install lighting, heating and
centrally controlled HVAC control systems at 7 high usage locations. These control
systems will result in a more efficient use of utilities and reduced costs.
o Install High Efficiency Lighting at Mechanical Facilities $1.1M: This project will replace
the old high intensity discharge lighting fixtures at the mechanical facilities and shops with
fluorescent technology that will produce higher quality light at a lower overall cost.
o Replace Underground Air System - Ivy City $0.1M: This project will replace the
underground air system at the Ivy City yard. This system has various leaks which cause
machinery to be overworked and results in frequent service disruptions. These leaks also
cause the use of additional electricity expense and more frequent change out of machinery
that is being overworked.
FY2010 Budget Final Board Approved.doc 36 of 79
Government Affairs and Corporate Communications
Overview of the Department
The Government Affairs and Corporate Communications Department is divided into three
functional areas: Government Affairs, Corporate Communications and Great American Stations.
Government Affairs: Federal grants account for a third of Amtrak’s overall budget. The
Department provides Congress and the Administration with funding requests and documentation
required to support the requests; prepares for related hearings before House and Senate
Appropriations Committees; responds to follow-up questions from the Committees. The
Department makes annual legislative requests. When multi-year reauthorization bills are in play,
the Department provides Congress and the Administration with information relating to
reauthorization proposals; prepares for related hearings before the House Transportation and
Infrastructure and Senate Commerce Committees; responds to follow-up questions from the
Committees.
The Department builds support groups among Congressional staff and advocacy groups to advance
Amtrak’s legislative agenda and convenes regular, related meetings. It also represents Amtrak at
meetings and hearings at all levels of government and regularly meets with local officials in Amtrak
communities. The Department responds to external and internal inquiries, provides written
responses for the signature of the President, prepares speeches and presentations, and assists with
public officials’ travel arrangements.
Corporate Communications: Employee and Customer Communications prepares and issues the
Annual Report, produces the monthly Amtrak Ink employee newspaper, produces the annual
Amtrak wall calendar, provides content for the on-board Arrive magazine, issues regular employee
advisories, issues service-related customer advisories for posting in stations and on trains. Media
Relations responds to media inquiries, prepares news releases and statements, and assists with
journalists’ travel arrangements.
Great American Stations: This group creates new content for and maintains the Great American
Stations website, an Amtrak project that educates local officials and the public about the benefits of
station improvements and the importance of ADA compliance projects at stations. It also performs
outreach to station communities, including through two-to-three annual “Civic Conversations,”
regional conference of local officials and Amtrak officials to discuss station projects.
Base Activity:
Government Affairs’ FY10 base budget is $5.7M, an increase of $0.7M over FY09 forecast.
Salaries and benefits typically make up more than 80% of the budget. A summary of FY10
changes includes the following:
Reduction in vacancy rate assumptions. Meeting PRIIA and ARRA requirements requires
the department to fill its three vacancies and operate at full strength - $0.5M
Continued expansion of the Great American Stations website. Increase in professional fees
for updating out-of-date brochures and videos and setting up a social networking site
connected with the website - $0.2M.
New Activity:
No new activity is planned in FY10.
FY2010 Budget Final Board Approved.doc 37 of 79
Operating Expense Summary FY08 –FY10: Government Affairs
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $2.7 $2.6 $3.0 $0.3 13.0%
Wages & Overtime $0.0 $0.0 $0.0 $0.0 36.5%
Employee Benefits $1.5 $1.5 $1.6 $0.1 7.7%
Employee Related $0.1 $0.1 $0.1 $0.0 22.2%
Salaries, Wages and Benefits $4.3 $4.3 $4.8 $0.5 11.4%
Facility, Communication, & Office $0.3 $0.3 $0.4 $0.1 16.6%
Advertising and Sales $0.1 $0.1 $0.1 ($0.0) -8.9%
Professional Fees $0.3 $0.2 $0.4 $0.2 81.6%
Data Processing Services and Supplies $0.0 $0.0 $0.0 ($0.0) -46.9%
M of W Services $0.0 $0.0 $0.0 ($0.0) -0.8%
Total Operating Expenses $5.0 $5.0 $5.7 $0.7 14.4%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $5.0
Changes to Base Activity
Reduction in vacancy rate assumptions $0.5
Continued expansion of Great American Stations website (website provides information about $0.2
all Amtrak stations in US)
Base Activity Increase/(Decrease) from Prior Year $0.7
FY10 Total Budget $5.7
Human Resources and Diversity Initiatives
Overview of the Department
The role of the Human Resources and Diversity Initiatives department is to partner with managers
in developing, implementing and administering strategies that maximize business performance
while sustaining an organizational climate that supports employee satisfaction and productivity. In
order to achieve this objective Human Resources is organized by the following key functions:
o Recruitment and staffing including employment testing and evaluation
o Compensation Management including benefits administration
o Health Services and Employee Wellness
o Workforce Development Services including training and learning management
o Career Management and Employee Services
o Diversity Out reach
o Dispute Resolution
o Strategic Workforce Planning including human capital management, workforce analytics
and succession planning.
FY2010 Budget Final Board Approved.doc 38 of 79
Base Activity:
The Human Resources and Diversity group’s FY10 budget is $26.1M, an increase of $0.2M over
FY09. FY10 increase is driven by inflation, maintenance, and hiring of an external contractor. A
summary of FY10 changes includes the following:
o Inflation of Prior Year, including labor contract requirements - $0.1M
o Increased costs for maintaining Amtrak job opportunities website - $0.1M
o Secure services of external agency for updating medical leave of absence database - $0.1M
o Other – ($0.1M)
New Activity:
No new activity is planned for the group in the next five year period at this time.
Operating Expense Summary FY08 –FY10: Human Resources
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $11.8 $12.2 $12.5 $0.3 2.5%
Wages & Overtime $0.1 $0.1 $0.1 $0.0 8.1%
Employee Benefits $6.7 $7.1 $6.9 ($0.2) -2.3%
Employee Related $3.0 $3.0 $3.0 ($0.0) -0.8%
Salaries, Wages and Benefits $21.6 $22.4 $22.5 $0.1 0.6%
Train Operations $0.0 $0.0 $0.0 ($0.0) -100.0%
Fuel, Power, & Utilities $0.0 $0.0 $0.1 $0.0 8.9%
Materials $0.0 $0.0 $0.0 ($0.0) -51.0%
Facility, Communication, & Office $1.7 $1.9 $1.8 ($0.0) -1.9%
Casualty and Other Claims Total $0.0 $0.0 $0.0 ($0.0) -7.9%
Professional Fees $1.1 $1.1 $1.3 $0.3 25.9%
Data Processing Services and Supplies $0.2 $0.2 $0.2 ($0.1) -34.5%
Environmental and Safety $0.0 $0.0 $0.0 ($0.0) -14.4%
M of W Services $0.1 $0.1 $0.1 ($0.0) -9.2%
Total Operating Expenses $24.9 $25.9 $26.1 $0.2 0.8%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $25.9
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $0.1
Increased costs for maintaining Amtrak job opportunities website $0.1
Secure services of external agency for updating medical leave of absence database $0.1
Other ($0.1)
Base Activity Increase/(Decrease) from Prior Year $0.2
FY10 Total Budget $26.1
FY2010 Budget Final Board Approved.doc 39 of 79
Information Technology
Overview of the Department:
Information Technology (IT) provides the information and technology tools required by the
enterprise to safely and reliably provide rail passenger services and meet Amtrak’s business
partners’ needs. The department’s mission is to provide IT leadership as part of a high-performing
management team that achieves superior business results. IT’s primary goal is to partner with
Amtrak’s business units to successfully deliver key strategic initiatives and projects with a focus on
business objectives, teamwork, and customer service. The department is organized with three
Group Information Officers aligned to support the following areas: Enterprise Resource Planning,
Marketing & Product Management, and Operations. There are also four Information Technology
Officers aligned to the business and supporting teams for Architecture, Technology Operations,
Information Security, and Program Management.
The FY09 forecast is $155.2M. The authorized headcount in FY09 is 283 in operating and 53 in
capital projects. Although the authorized operating headcount will remain unchanged in FY10
there will be some realignment between departments. The headcount related to capital projects in
FY10 will increase to 90.
Base Activity:
The FY10 base budget request is $150.4M and is mainly driven by labor costs, communications,
and contracted services costs. The FY10 base operating request, as compared to FY09 forecast, has
decreased by $4.9M. This decrease is primarily due to:
o Reclassification of FY09 transition costs related to vendor resourcing to new activity in
FY10 –($4.8M)
o Salary Wages & Benefits – ($0.6M)
o Changes in workforce, contractors, and related cost associated with supporting SAM and
other initiatives - $0.2M
o Changes in equipment & software cost and communications – ($0.3M)
o Other and miscellaneous items - $0.6M
New Activity:
Amtrak seeks to transform key information technology and telecommunications operations and
systems of the company to implement best practices, enhance disaster recovery capabilities, and
optimize operations performance. To this end, the IT Department, in conjunction with the
Procurement Department, has engaged in a significant initiative known as the Information
Technology Infrastructure Improvement (ITII) program. This program began in FY08 and will be
concluded by FY11. The request for this initiative in FY10 is $14.4M and it is distributed as
follows:
o One time transition cost - $7.8M
o Ongoing operating cost due to increased use of services partially offset by dollar cost of
services - $2.4M
o Increase of hardware capacity in lieu of capital investments- $4.2M
FY2010 Budget Final Board Approved.doc 40 of 79
Operating Expenses Summary FY08 - FY10: Information Technology
FY10 Incr/(Decr) vs FY09
FY09 FY10
FY08 Actual $ %
$ millions Forecast Budget
Salaries $20.7 $22.8 $22.9 $0.1 0.6%
Wages & Overtime $0.3 $0.3 $0.3 ($0.0) (4.0%)
Employee Benefits $11.8 $13.3 $12.7 ($0.6) (4.5%)
Employee Related $1.2 $1.3 $1.7 $0.5 39.0%
Salaries, Wages and Benefits $34.0 $37.7 $37.8 $0.0 0.0%
Facility, Communication, & Office $35.7 $38.4 $32.8 ($5.6) (14.5%)
Professional Fees $0.4 $0.4 $0.5 $0.1 32.6%
Data Processing Services and Supplies $73.3 $78.7 $93.7 $15.0 19.0%
Total Operating Expenses $143.4 $155.2 $164.8 $9.5 6.1%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $155.2
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements ($0.0)
Salary Wages & Benefits ($0.6)
One time transition cots related to resourcing the data center and network service providers ($4.8)
Changes in workforce, contractors and related cost associated with SAM and other initiatives $0.2
Changes to computer equipment and software cost ($0.3)
Increases in communications (lines, teleconferences, webmeetings) $1.0
Other ($0.4)
Base Activity Increase/(Decrease) from Prior Year ($4.9)
New Activity
One time transition costs related to resourcing the data center and network service providers $7.8
On going operational costs related to resourcing the data center and network service providers $2.4
Increase of hardware capacity in lieu of capital investments $4.2
New Activity Increase/(Decrease) from Prior Year $14.4
FY10 Total Budget $164.8
FY2010 Budget Final Board Approved.doc 41 of 79
Capital Projects - Information Technology
($ in Millions)
State, Local
Program Project GCAP Total
& Other
Cyber Information Security Information Security Infrastructure Upgrades & Enhancements $2.5 - $2.5
Enterprise Resource SAP Employee Information Management 9.0 - 9.0
Planning Employee Communications Portal 1.1 - 1.1
Enterprise Project Accounting Management 0.5 - 0.5
IT Enterprise Test Tool Environment 0.5 - 0.5
Strategic Asset Management Enterprise 71.0 - 71.0
IT Architecture Train Communication Enterprise Service Implementation 2.6 - 2.6
Company Wide Application Integration 3.6 - 3.6
Marketing & Product Management - Information & Reporting 1.3 - 1.3
Reservation Ecosystem Next Generation Program 12.0 - 12.0
IT Infrastructure PC and Field Systems - State of Good Repair 7.0 - 7.0
Applications Server and Storage - State of Good Repair 1.1 - 1.1
Network Redesign and Expansion 4.2 - 4.2
Network Service Level Monitoring and Reporting 0.7 - 0.7
Other Programs Migration/Replacement Labor Management System Application 7.7 - 7.7
CLAIMS Enhancements 1.4 - 1.4
Mechanical Dashboard Enhancements/Deployment 0.5 - 0.5
Enterprise Documentum Infrastructure Upgrade 0.7 - 0.7
Total Information Technology $127.4 - $127.4
Cyber Information Security $2.5M
o Information Security Infrastructure Upgrades & Enhancements $2.5M - this is a multi-year
project for ongoing enhancement and refresh of Amtrak’s information security program and
technology components. It will improve Amtrak’s ability to ensure confidentiality,
integrity, and availability of Amtrak’s critical infrastructure systems. It also involves the
safeguarding of customer transaction information. Failure to complete this project may
result in the failure to quickly identify and respond to vulnerabilities in Amtrak’s
information technology infrastructure and non-compliance with regulatory and legal
requirements.
Enterprise Resource Planning $82.1M
o SAP Employee Information Management $9.0M - the employee information management
plan calls for building on the core human resources/payroll SAP capabilities that were
deployed in December 2006. This will enable Amtrak to achieve positioning in the 50th to
75th percentile of human resources best practices as measured against firms of comparable
size in comparable industries. The FY10 request is to implement the fourth phase of the
plan, which consists of the following SAP scope: Succession Planning, Human Resources
Service Delivery, and additional functionality for eLearning, Qualifications, Employee
Self-Service, Management Self Service, Business Process Reengineering, and Reporting
Deployment.
o Employee Communication Portal $1.1M - the intent of this project is to provide employees
with web access at anytime without logging into an Amtrak network. This will provide all
employees, regardless of geographic location and access to computers readily available
information such as up-to-date policy procedures and labor agreements.
o Enterprise Project Accounting Management $0.5M - the intent of this project is to
implement a software application to automate charging of information technology expenses
to proper capital projects which replaces the current manual accounting process.
o IT Enterprise Test Tool Environment $0.5M - the intent of this project is to create one
common unified test environment to replace the various unique test environments and
allow testing of any system to be done in a consistent environment.
o Strategic Asset Management Enterprise $71.0M - this project integrates key operational,
financial, and human resources business processes and replaces core outdated financial,
work management, and other systems. Specific models to be implemented as part of this
FY2010 Budget Final Board Approved.doc 42 of 79
multi-year project are: all financial applications replacing an outdated mainframe
application with SAP financials, procurement, management and maintenance of rolling
stock assets, and management and maintenance of infrastructure assets.
IT Architecture $19.5M
o Enterprise Information Modernization $7.5M - the purpose of this program is to design
common data structures and sources that can be used in various applications so all
information is derived from a consistent location. Projects included on this program are:
Train Communications Enterprise $2.6M, Company-Wide Application Integration $3.6M,
and Marketing & Product Management Information & Reporting $1.3M.
o Reservations Ecosystem Next Generation $12.0M - the purpose of this project is to replace
and modernize the reservation, ticket, sales, and train operations systems. This involves the
re-write of the Arrow reservation system to a modern platform for reservations, sales, and
ticketing that will be flexible and highly reliable; improve the ability to share critical
business information with internal and external stakeholders; and improve the ability to
respond to emerging travel industry standards and needs of state sponsored services.
IT Infrastructure $13.0M
o This is an ongoing program to refresh and expand the IT core infrastructure to ensure
reliability standards are met, including network, servers, and workstations. The scope for
FY10 includes: refresh network, servers, and storage infrastructure not covered by the new
outsource contract; refresh workstations on a three year cycle; acquire hardware to stage in
field to improve response time to failures; and replace key IT equipment used in field
system and Quik-Trak kiosks. Projects included on this program are: PC and field systems
state of good repair $7.0M, application server and storage state of good repair $1.1M,
network redesign and expansion $4.2M, and network service level monitoring and
reporting $0.7M.
Other Programs $10.4M
o Migration Replacement of Labor Management System Application $7.7M - modernizes
and replaces an obsolete scheduling system with an integrated, flexible, rules driven and
maintainable capability for On Board Services and Train and Engine crew management.
By implementing a modern solution that integrates with SAP and other transportation
systems, this project will reduce the risk of dependence upon obsolete technology and loss
of institutional knowledge.
o Claims Enhancements $1.4M - the intent of this project is to provide reliability and
reporting capabilities for compliance with FRA reporting regulations and increase
communication related to claims within the Amtrak departments.
o Mechanical Dashboard – Enhancements/Deployment $0.5M - the intent of this project is to
deploy a total of 100 floor shop production status displays with real time information about
the current state of the system relative to planned levels.
o Enterprise Documentum Infrastructure Upgrade $0.7M - continue the implementation of
the Documentum system across the operating departments. The Mechanical department
will use this system to support scanning, indexing, and retrieval of over 1 million
documents.
Labor Relations
Overview of the Department
Labor Relations is comprised of two functions: Labor Relations and Operation RedBlock.
FY2010 Budget Final Board Approved.doc 43 of 79
The Labor Relations department, headed by the Vice President, negotiates labor contracts with the
fourteen unions and two councils representing Amtrak employees and serves as the final authority
in labor contract interpretations, appeals and arbitrations of discipline and grievance cases. It
provides research, planning support, training and advice on all matters bearing on management and
employee rights under twenty-four labor contracts, and serves as liaison between Amtrak
management and system level union leaders in the development, communication, and
implementation of company-wide initiatives to improve the business and the satisfaction level of
employees. Total headcount for this function is thirty management positions.
Operation Redblock is a union/employee led effort to educate employees in the identification and
prevention of drug and alcohol use in the workplace. This is a professionally supported, peer led
effort with organized education and prevention activities and committees which include organized
labor, employees and management (126 teams, 13 committees usually meeting quarterly).
Additional activities include employee intervention in critical incidents (CARE) and continuing
care/follow-up for high risk, recidivism cases. Total headcount for this function is four
management and three union covered positions (1 management position reimbursable).
Base Activity:
FY10 budget request is $4.9M compared to FY09 forecast of $4.5M, an increase of $0.4M.
Salaries and benefits constitute the majority of the departmental spending (88%). A summary of
FY10 changes includes the following:
o Inflation of prior year due to annualization and base forecast adjustments - $0.3M
o Increase in costs for reimbursable services (offset by increase in reimbursable revenue) -
$0.1M
New Activity:
o Labor Relations – New activity in FY10, and beyond includes:
Commencement of new wage and rule agreements (open 1/1/10); let for bid the
union employee medical plan disease management program (1/1/10), and medical
plan (2011 or after);
Roll-out union wellness initiative;
Develop advanced charging officer training.
o Operation RedBlock – New activity in FY10 and beyond will include:
Completion of company-wide, union and executive led communication of
Operation RedBlock (“Blitz”) coincident with 20 year anniversary;
Provide additional Critical Assistance Response Employee (CARE) training;
Continued roll-out of Youth-in-Workplace (18-29 year olds) activities (complete
surveys, Personal Responsibility, Education and Values Training (PREVENT) and
mentorship program).
FY2010 Budget Final Board Approved.doc 44 of 79
Operating Expense Summary FY08 –FY10: Labor Relations
FY10 Incr/(Decr) vs F Y09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $2.4 $2.4 $2.6 $0.1 5.2%
Wages & O vertime $0.2 $0.2 $0.2 $0.0 22.0%
Employee Benefits $1.4 $1.5 $1.5 $0.0 1.6%
Employee Related $0.3 $0.2 $0.3 $0.1 36.1%
Salaries, W ages and Benefits $4.2 $4.3 $4.5 $0.3 6.1%
Facility, Communication, & Office $0.2 $0.2 $0.3 $0.1 39.4%
Casualty and O ther Claims Total $0.0 $0.0 $0.0 $0.0 4.4%
Professional Fees $0.0 $0.0 $0.0 $0.0 62.6%
Environmental and Safety $0.0 $0.0 $0.0 ($0.0) -100.0%
Total Operating Expenses $4.5 $4.5 $4.9 $0.4 7.9%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $4.5
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $0.3
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $0.1
Base Activity Increase/(Decrease) from Prior Year $0.4
FY10 Total Budget $4.9
Marketing and Product Management
Overview of the Department
Marketing and Product Management (M&PM) drives Amtrak ridership, ticket revenue, and market
share through integrated marketing and sales capabilities and a constant focus on increasing
customer satisfaction through targeted product and service improvements. Major departmental
functions include sales distribution, customer service, marketing and sales promotion, food &
beverage service delivery, market research/analysis, pricing/revenue management, and route-level
product management. M&PM forecast headcount in FY09 totaled 1,271 (279 management, 984
agreement), with operating expenses of $271.0M. Major operating expense drivers of the
department include wages and benefits for the reservation/sales call centers, contract management
and provisioning costs for Food & Beverage service, advertising and promotional costs and
departmental salaries. These four categories comprise approximately 90% of the total departmental
budget.
Progress toward meeting the new customer service and route performance targets mandated by
PRIIA for FY10-FY14 will be driven by the M&PM product management and service delivery
teams, in collaboration with the operating and policy development departments. Targeted metrics
for customer satisfaction categories, on-time performance, trip time reduction, and increased
connectivity will be the focus of management actions to improve and expand passenger rail services
at a product quality level defined by the FRA.
Continued investments to leverage marketing capabilities will be critical to meeting top line
objectives; these will focus on building loyalty from the existing customer base and attracting new
FY2010 Budget Final Board Approved.doc 45 of 79
riders from competing travel modes. Driving Amtrak’s air/rail market share in the NEC above 60%
in the Washington-New York market and above 50% in the New York-Boston market will remain a
key objective, as will increasing market share of total trips in all high frequency corridors. Key
M&PM advances will include greater sophistication in the use of electronic direct-to-customer
communications through targeted online interactions and in the development of integrated brand
marketing campaigns that communicate the benefits of rail travel across digital, print, broadcast,
and entertainment/events/sports marketing venues. Decision support capabilities in
Pricing/Revenue Management and Market Research/Analysis will continue to play a critical role in
guiding the application of marketing resources and tools.
Base Activity:
Marketing’s FY10 base budget is $275.6M, an increase of $4.7M over FY09 forecast. A summary
of FY10 changes includes the following:
o Inflation of prior year - $3.5M
o Reduction in Food & beverage management and preparation costs due to new sourcing
arrangements – ($2.0M)
o Increase in Food & Beverage costs due to increased sales and inflation. Food & Beverage
revenue is budgeted to grow by 2% (Food and Beverage revenue does not appear in the
Marketing budget) - $0.9M
o Reduction in call center labor due to increased use of automated self service reservation
and ticketing methods (Amtrak.com, Quik Trak) – ($0.9M)
o Increase in workforce, to focus on Food & Beverage, Sales Distribution and Social Media
(7 additional management positions) - $0.8M
o Development and implementation of Point of Sale system to improve Food & Beverage
operations - $0.8M
o Reduction in production costs for advertising commercials – ($0.7M)
o Investments in product quality - improved customer amenities on targeted trains to improve
customer service scores as part of PRIIA requirements - $0.6M
o Software improvement to enhance eCRM (Customer Resource Management) - $0.6M
o Maintenance cost on new wheelchair lifts purchased with ARRA funding - $0.4M
o Launch of Wi-Fi on Acela trains - $0.3M
o Other – $0.3M
New Activity:
The department is well positioned to support ridership, revenue and market share growth during
FY10-FY14, as recovery from the recession, market/secular growth, pricing actions, and new
services under PRIIA/ARRA will combine to grow Amtrak’s ticket revenue by more than 25% over
the 5-year period. This projected growth delivers a safer, greener, healthier and more connected
passenger rail service for America.
A summary of FY10 changes include the following:
o $7.7M in additional marketing spending to increase advertising and sales promotion, to
drive ridership and market share is requested, by augmenting television advertising,
Northeast Regional marketing, multicultural advertising, and National Train Day support.
These expanded marketing elements account for an incremental $13.2M in the ticket
revenue budget.
o Reduction in call center telecommunication costs due to new service provider as part of
ITII sourcing initiative– ($1.9M)
o Inflation of prior year - $0.3M
o Other - $0.1M
FY2010 Budget Final Board Approved.doc 46 of 79
Operating Expense Summary FY08 –FY10: Marketing & Product Management
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $20.7 $21.4 $22.7 $1.3 6.1%
Wages & Overtime $36.3 $35.6 $36.4 $0.8 2.2%
Employee Benefits $29.4 $28.6 $29.5 $0.9 3.1%
Employee Related $1.3 $1.6 $1.6 ($0.0) -1.9%
Salaries, W ages and Benefits $87.8 $87.3 $90.3 $2.9 3.4%
Train Operations $80.4 $82.0 $81.4 ($0.6) -0.7%
Fuel, Power, & Utilities $0.6 $0.6 $0.6 ($0.0) -6.7%
Facility, Communication, & Office $12.4 $11.9 $11.3 ($0.6) -5.3%
Advertising and Sales $60.3 $69.6 $77.2 $7.6 10.9%
Casualty and Other Claims Total $1.2 $1.2 $1.0 ($0.2) -18.9%
Professional Fees $10.4 $12.3 $13.4 $1.1 8.9%
Data Processing Services and Supplies $0.4 $0.0 $1.2 $1.2 2592.6%
Environmental and Safety $0.0 $0.0 $0.1 $0.0 191.4%
M of W Services $0.5 $0.4 $0.5 $0.0 5.5%
Passenger Inconvenience $4.9 $5.4 $5.0 ($0.4) -7.8%
Total Operating Expenses $259.0 $271.0 $281.9 $10.9 4.0%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $271.0
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $3.5
Reduction in Food and Beverage management and preparation costs due to new sourcing arrangements ($2.0)
Increase in Food and Beverage costs due to increased sales and inflation $0.9
Reduction in call center labor due to increased use of automated self serve reservation and ticketing methods ($0.9)
(Amtrak.com, Quik Trak)
Increase in workforce to focus on Food & Beverage, Sales Distribution and Social Media $0.8
Development and implementation of Point of Sale system to improve Food and Beverage operations $0.8
Reduction in production costs for advertising commercials ($0.7)
Investments in product quality - improved customer amenities on targeted trains to improve customer service scores $0.6
as part of PRIIA requirements
Software improvement to enhance eCRM (Customer Resource Management) $0.6
Maintenance cost on new wheelchair lifts purchased with ARRA funding $0.4
Launch of Wi-Fi on Acela trains $0.3
Other $0.3
Base Activity Increase/(Decrease) from Prior Year $4.7
New Activity
Inflation of Prior Year, including labor contract requirements $0.3
Increase in Advertising spending to increase market share and ridership (incremental revenue of $13.2M budgeted) $7.7
Reduction of call center telecommunication expenses due to new provider (ITII) ($1.9)
Other $0.1
New Activity Increase/(Decrease) from Prior Year $6.2
FY10 Total Budget $281.9
FY2010 Budget Final Board Approved.doc 47 of 79
Capital Projects: Marketing & Product Management
$ in millions
State, Local &
Program Project Title GCAP Other Total FY10
Amtrak E-Ticketing Initiative $14.1 $2.7 $16.7
E-Ticketing Reservation Systems Next Generation - Stations & Call Center $1.5 $1.5
Program
Employee Identity Protection – Rail Pass Automation $0.4 $0.4
Timetable Automation $0.7 $0.7
Quik Trak Quik Trak Enhancements $2.3 $2.3
E-Commerce Amtrak.Com Replacement $0.2 $0.2
Amtrak.com Enhancements & Upgrades $2.6 $2.6
POS/Eatec Upgrade $7.8 $7.8
On-Board
Acela WiFi $0.3 $0.3
Customer Passenger Information Display Systems (PIDS) $8.0 $8.0
Service
Purchase of Wheel Chair Lifts $1.0 $1.0
Station Signage $1.6 $1.6
Facilities and Food & Beverage Support Equipment $0.8 $0.8
Infrastructure
Commissary Facility Projects $0.5 $0.5
ARAMARK Food & Beverage Investment $0.2 $0.2
Call Center Technology Efficiencies Program $3.3 $3.3
Call Center
eWorkforce Management (eWFM) Upgrades $0.2 $0.2
Total Marketing $45.5 $2.7 $48.1
E-Ticketing Program $19.3M
The focus of the e-Ticketing program is to remove manual intervention in the ticketing process and
improve productivity and efficiency leading to cost savings for the company. The total program
budget is $50M for FY10-FY14. Three major initiatives included in the program are e-Ticketing
Initiative, Reservation System Next Generation, and Timetable Automation.
o e-Ticketing ($16.7M) - This project will transform ticket validation and revenue
accounting from a paper based system to an electronic one. The proposed business model
requires the development of Off board and Onboard ticket validation and revenue
collection processes. This initiative will also develop new self-service capabilities for
customers on interactive distribution channels (Amtrak.com, Quik-Trak), such as providing
customers with the ability to make changes to their bookings prior to their journey or
enroute. Once implemented, this will reduce costs, increase sales and improve the
customer experience.
o Reservation System Next Generation ($1.5M) - This project will replace current call center
applications that are at end-of-life with new software equipped with advanced sales tools
and web-based interfaces. Improvements in this system will go a long way to help improve
customer service and satisfaction as well as efficiency at the call centers.
o Timetable Automation ($0.7M) – Timetable automation will eliminate gathering and
manipulation of scheduling data and develop an automated process in creating printable
timetables from the e-timetable database. An automated process will lead to reduction in
lead time and improve the accuracy of printed timetable. In addition, creation of the e-
timetable database will create a centralized data base enterprise that feeds all systems, and
lead to streamlined schedule planning and coordination with host railroads, partner bus
lines and commuter lines on the North East Corridor. Total cost of the project will be
$1.7M and is expected to be complete by FY11.
FY2010 Budget Final Board Approved.doc 48 of 79
o Employee Identity Protection – Rail Pass Automation ($0.4M) - The project involves
implementation and development of a new Rail Travel Privilege Card system based on SAP
numbers instead of Social Security numbers. In addition, the new system will allow
employees to utilize Quik-Trak machines and Amtrak.com for reservations.
Quik-Trak Program $2.3M
o Currently Amtrak owns and operates 330 Quik-Trak kiosks across the country. These
machines currently account for 40% of ticketed revenue annually. These machines are
utilized by customers to book travel and contain information (up to the minute train
schedules and availability) based on the operational plans which comes from a static
timetable.
o This program covers enhancements to the Quik-Trak machines to improve customer
experience, increase customer satisfaction and improve reliability. The enhancements
include:
Installation of advanced bar code imaging scanners to allow systems to interact
with passenger PDA’s
Alignment of Quik-Trak screen look and feel with the re-launched Amtrak.com
Improvement of remote monitoring capabilities to enhance kiosk management
system
Introduction of foreign language capabilities to Quik-Trak
Develop a dynamic availability display
o Deferral of the program risks imposing additional costs and potential delays to the e-
Ticketing program, continued difficulty in maintaining kiosk availability, and losing
synergy between the kiosks and Amtrak.com. Total spending on the enhancements is
projected to be $3.1M and expected to be complete in FY11.
E-Commerce Program $2.8M
o The e-Commerce program involves upgrade to Amtrak.com, which accounts for almost
50% of total tickets sales. The program involves upgrades and enhancements to
Amtrak.com between FY10 and FY14 at a cost of $16.9M. The updated Amtrak.com
website will facilitate learning and booking for new customers; increase visibility of fare
options and promotions; and stimulate additional “channel shift” to reduce Call Center
costs
o This program will enhance the capabilities of the updated Amtrak.com, slated for re-launch
in October 2009. These enhancements will allow travelers to purchase travel insurance,
enable customers to change their own reservations, and create 2-D barcodes which would
allow customers to retrieve tickets through mobile devices. In addition, the upgrades will
lead to identification of cancelled services in the fare finder response and provide integrated
information for Google Transit. Funding this project will provide the distribution channel
with state of the art technology, improve reliability, allow speedier transactions and
increase customer satisfaction.
On-Board Program $8.0M
The On-Board program involves improving the on-board operations to better the customer
experience and increase productivity. The total program request for FY10-FY14 is $18.9M.
o Point of Sale System ($7.8M) - The objective of the project is to implement an integrated
system which will automate and streamline the management of the food and beverage
operations processes. Amtrak's Food & Beverage processes are labor intensive and paper
based. The current process requires the Lead Service Attendant to calculate ending
inventory by completing paper based forms at the beginning and end of each trip which is
FY2010 Budget Final Board Approved.doc 49 of 79
time consuming and has a high potential for data inaccuracies. This process does not
provide real-time information for management to make fact-based decisions and forecast
revenue estimates accurately. Integration of systems and processes will reduce the current
use of manual processes through the entire workflow, reduce the number of employees and
time required to complete the tasks, reduce inaccuracies, errors and fraud related to on-
board sales and inventory management.
o Acela Wi-Fi ($0.3M) – Provision of Wi-Fi services on Acela trains will enable passengers
to browse Internet, retrieve email free of cost and differentiate Amtrak from other modes of
transportation on the North East Corridor. This project will drive additional ridership and
revenue on Acela trains.
Customer Service Program $9.0M
Currently Amtrak operates two Capital projects under the Customer Service Program: 1) Passenger
Information Display Systems (PIDS); and 2) Purchase of Wheel Chair Lifts. ADA-compliant
passenger information displays and wheel chair lifts will help Amtrak improve customer service
and support cost effective growth.
o Passenger Information Display Systems (PIDS) ($8.0M) - This project will replace failing
electronic signage in key stations, standardize display systems within stations, and integrate
PIDS solution with train activity monitoring and communication systems. Development
and installation of this system will make Amtrak complaint with The Americans with
Disability Act (ADA) which requires stations to be able to provide train status information
to passengers with hearing or visual disabilities. Currently, 418 Amtrak stations are not in
compliance with the act.
o Purchase of Wheel Chair Lifts ($1.0M) - The objective of the project is to purchase and
replace additional wheelchair lifts for 296 stations which handle approximately 90% of
Amtrak's customers. The project scope also includes purchase of sheds to protect the lifts
from vandalism and weather. Amtrak must be in compliance with the ADA law by July 26,
2010, thus any deferral to the project will cause the company to be non-compliant with
applicable ADA laws and unable to provide adequate customer service.
Facilities & Infrastructure $3.1M
Amtrak plans to spend $3.1M in FY10 for improving facilities and upgrading infrastructure at
various sites. Key projects included in this program are station signage, commissary facilities
upgrade and support equipment for Food & Beverage operations.
o Station Signage ($1.6M) – This project involves replacing and installing informational and
directional signage at staffed and unstaffed stations. The current signs are worn and faded,
not standardized and are inconsistent within the organization. This project, initiated in
FY05, will enable the organization to address security issues that require more signage at
stations and provide a professional platform for communicating important information to
passengers.
o Food & Beverage Support Equipment ($0.8M) - This project will replace support
equipment used for Food and Beverage operations. The equipment replacements are
necessary to provide reliable services on trains, insure safe operation and meet increasing
service demands. Equipment replaced includes food carts and carriers for trains,
refrigerated cart carriers for commissaries, walk-in freezer and cooler.
o Commissary Facilities ($0.5M) – The project involves establishment of a new commissary
facility at Miami station/ Hialeah yard in Florida. Projected spending will cover all pre-
construction planning, engineering design and research.
FY2010 Budget Final Board Approved.doc 50 of 79
o Food & Beverage investment ($0.2M) – Amtrak will invest in commissary wide
surveillance and security system, standardization of cleaning equipment at commissaries
and renovation of employee break rooms and restrooms at all commissaries.
Call Center Program ($3.6M)
The Call Center program involves upgrades to call center operations to reduce average talk times
and lower call agent volume.
o Call Center Technology Efficiencies Program ($3.3M) - Call Centers need improvements
to the technology platform and business processes to remain competitive to meet/exceed
customer expectations. This program will make investments in several new call center
systems that will reduce agent staffing requirements due to lowered agent call volume
and/or call handling time. Improvements to the call centers include:
Development of Automated Customer Notification System that provides automated
call-backs for service related calls. Project will prevent Amtrak from having to
dedicate resources for manual call backs to customers about train delays or
cancellations.
Enhancements to the customer relations system (Remedy) that will allow the
Customer Relations group to handle more customer contacts in less time and
should provide an overall labor savings.
Voice Response Unit (VRU) enhancements will allow routing of calls to agent's
with caller experience in the VRU, thus shortening talk time.
Automated Call Distributor (ACD) System and Server Upgrades - Replace support
servers for ACD platform in the call centers. Existing servers are approaching end
of life and need to be replaced.
Reporting Enhancements - Develop reports from the existing reporting platform
that will allow management to have daily reports without impacting current
reporting resources. This will allow management to review daily performance in a
more efficient manner.
Technology and Business Process Assessments to assess current call center
operations and develop a roadmap for future technological or business process
changes.
o eWorkforce Management (eWFM) Upgrades ($0.2M) - Amtrak's Aspect eWorkforce
Management system version 6.4 is at its end of life-cycle and support for the system will
terminate on December 31, 2009. The system is used as a daily tracking tool to forecast,
plan and schedule for call centers. The project involves upgrading the obsolete version
from v 6.4 to v 7.1 which will provide a stronger and more reliable platform with an
improved interface.
Mechanical
Overview of the Department
The Mechanical Department is responsible for the maintenance, repair and upgrade of all of
Amtrak’s rolling stock (cars and locomotives). With a labor force of approximately 4,900
employees who are located at eleven (11) major terminals and three (3) backshops throughout the
Amtrak system, this department cleans, maintains, repairs, modifies and overhauls the fleet of cars
and locomotives to provide daily service to our passengers. Our staff of engineers also provides
FY2010 Budget Final Board Approved.doc 51 of 79
process expertise as well as technical assistance with the design and procurement of new equipment
and the upgrading of existing rolling stock.
Base Activity:
The FY10 base budget request is $511.0M for existing operations and $13.1M for new initiatives
and stimulus equipment returned to service for a total of $524.1M. The budget provides funding to
cover:
o Cost of core operations of equipment turnaround servicing and inspection
o Operate and maintain our Mechanical facilities across the Amtrak system
o Provides for the preventive maintenance and mandatory FRA required inspections on the
cars and locomotives
A summary of FY10 changes includes the following:
o Inflation of prior year Salary, Wages & Benefits - $13.0M
o Restoration of leased wrecks not eligible for capital funds - $2.3M
o Materials - ($5.1M)
o Redeployment of employees to capital projects and out of base operations - ($4.6M)
o Environmental protection - $1.2M
o Increase in transfer credits due to increase of capital work including ARRA projects -
($6.1M)
o Commuter / Reimbursable / Commercial Development - $2.5M
o Other and miscellaneous – ($0.1M)
New Activity:
The major driving force of the increased operating budgets for FY10 and beyond, are the costs for
the maintenance and inspections for the 70 cars and that are being returned from storage to revenue
service as part of the ARRA grant. The increase of $5.8M will fund these maintenance costs and
$1.6M is for the maintenance and inspections of the additional cars and locomotives required to
extend new service to the state of Virginia, $2.2M for non-stimulus car maintenance and $3.6M to
perform wreck repairs to leased cars that will be returned to revenue service through the Economic
Stimulus Program.
A summary of FY10 changes includes the following:
o Service Inspections and Maintenance of ARRA restored equipment - $5.8M
o Restoration of leased wrecks materials - $3.6M
o Service Inspections and Maintenance of non-ARRA restored equipment - $2.2M
o Cost for new Virginia state supported services - $1.6M
FY2010 Budget Final Board Approved.doc 52 of 79
Operating Expense Summary FY08 – FY10: Mechanical
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$M %
$ millions Actual Forecast Budget
Salaries $27.9 $30.3 $32.2 $2.0 6.5%
Wages & Overtime $179.8 $203.5 $212.8 $9.2 4.5%
Employee Benefits $101.7 $109.9 $114.0 $4.1 3.8%
Employee Related $2.3 $2.4 $2.4 $0.0 1.2%
Salaries, Wages and Benefits $311.6 $346.0 $361.4 $15.3 4.4%
Train Operations ($0.0) $0.0 $0.1 $0.1 128.4%
Fuel, Power, & Utilities $11.9 $13.3 $13.7 $0.4 3.1%
Materials $139.3 $142.1 $147.5 $5.4 3.8%
Facility, Communication, & Office $14.3 $14.1 $15.3 $1.3 9.1%
Casualty and Other Claims Total $6.1 $8.0 $6.9 ($1.1) (14.3%)
Professional Fees $1.7 $3.3 $3.4 $0.1 2.0%
Data Processing Services and Supplies $0.6 $0.4 $0.1 ($0.3) (68.4%)
Environmental and Safety $4.0 $3.9 $5.0 $1.1 27.8%
M of W Services $0.9 $0.7 $0.8 $0.1 14.2%
Financial $0.3 $0.3 $0.3 $0.1 22.1%
Indirect Costs Capitalized To P&E ($37.3) ($24.3) ($30.4) ($6.1) 25.2%
Total Operating Expenses $453.4 $507.9 $524.1 $16.2 3.2%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $507.9
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $13.0
Restoration of leased wrecks not eligible for ARRA investment due to accounting regulations $2.3
Materials ($5.1)
Transfer of work force to capital projects and out of operating expenses ($4.6)
Facilities, Communications, Office & Professional Fees $0.0
Increase in Environmental protection services $1.2
Increase in capitalized overhead credits from increase in capital spending including ARRA projects ($6.1)
Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) ($1.0)
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $3.6
Decrease in costs for Commercial Development (offset by decrease in Commercial Development ($0.1)
Revenue)
Other ($0.1)
Base Activity Increase/(Decrease) from Prior Year $3.1
New Activity
Service, Inspections, and Maintenance of rolling stock restored to fleet with ARRA investment $5.8
Restoration of leased wrecks not eligible for ARRA investment due to accounting regulations $3.6
Service, Inspections, and Maintenance of rolling stock restored to fleet (other than ARRA) $2.2
Cost to service and maintain rolling stock for new state-supported routes in Virginia $1.6
New Activity Increase/(Decrease) from Prior Year $13.1
FY10 Total Budget $524.1
FY2010 Budget Final Board Approved.doc 53 of 79
Capital Programs: Mechanical
$ in millions
STATE &
LOCAL / TOTAL
PROGRAM TITLE GCAP OTHER ($M)
PASSENGER CAR $ 159.3 $ - $ 159.3
LOCOMOTIVE 54.3 - 54.3
ACQUISITIONS 126.2 - 126.2
FACILITY IMPROVEMENTS 16.5 - 16.5
MECHANICAL IT PROJECTS 4.3 - 4.3
GENERAL SAFETY AND RELIABILITY 16.6 - 16.6
TOTAL $ 377.2 $ - $ 377.2
PASSENGER CAR PROGRAMS ($159.3M)
o Amtrak will invest $159.3M in FY10 in a passenger car program which involves the
various levels of overhauls that range from mandatory maintenance to complete equipment
overhauls, reconfigurations and conversions of 344 pieces of equipment, and modifications
required by statutes including American Disability Act (ADA) and the Federal Railroad
Administration (FRA). The equipment to be overhauled includes Acela trainsets, Amfleet,
Superliners,Viewliner, Heritage and Horizon/Surfliner and encompasses various
configurations including diner, café/club, lounge, sleeper, passenger coach, baggage and
cab cars.
The program will enable Amtrak to maintain equipment in a state of good repair, to bring
the assets to current Amtrak standards, extend the life of the assets, improve reliability and
availability of equipment and improve overall customer experience, comply with applicable
federal regulations and mitigate equipment failures which result in customer discomfort and
inconvenience.
LOCOMOTIVE PROGRAMS ($54.3M)
o In FY10 Amtrak plans to spend $54.3M in locomotive programs which involves the
various levels of overhaul for electric locomotives (AEM-7 DC, AEM-7 AC, F-40 and
HHP-8) and Life Cycle Progressive Maintenance (LCPM) for diesel locomotives,
replacement of F-59 Locomotive Head End Power package and updates and modifications
required by federal agencies including Transportation Safety Administration (TSA),
Environmental Protection Agency (EPA) and Federal Railroad Administration (FRA). This
program will enable Amtrak to bring the locomotive fleet to a state of good repair, increase
locomotive availability, extend the useful life of the locomotive, comply with applicable
federal regulations and mitigate future expenses associated with an aging fleet.
ACQUISITIONS PROGRAMS ($126.2M)
o In FY10 Amtrak will be investing $126.2M on acquisitions to begin the replacement of
various equipment and rolling stock that are coming to an end of their useful life cycle. The
following programs will be funded in the upcoming year:
AEM-7 DC Replacements ($40.0M): initial design and requirements to
purchase 20 new electric locomotives (AEM-7 DC fleet), with an option for 30
FY2010 Budget Final Board Approved.doc 54 of 79
additional units, which will replace the 25+ year old electric locomotives. Total
estimated cost of this program is $229.0M FY10 – FY13.
Low Emission Switcher Locomotives ($1.2M): involves the acquisition of new
equipment with reduced emission levels that will be used in yard operations in
assembling trains. Amtrak will purchase the equipment for $1.2M (20% of the
cost) with 80% ($4.8M) paid through grants from California and Illinois.
Heritage Equipment Acquisition Initiative ($85.0M): involves the purchase of
25 crew/bags, 25 diner and 55 baggage cars to replace all active Heritage
equipment and the purchase of 25 Viewliner sleeper cars, to supplement the
existing fleet. These acquisitions support the company’s objective to increase
ridership by 50% by 2020 through “Smart Growth” initiatives and also
positions Amtrak for future corridor business. This equipment will be utilized
on long distance Amtrak routes. Total estimated cost of this program is
$354.0M from FY10 – FY13.
FACILITY IMPROVEMENTS ($16.5M)
o In FY10 Amtrak plans to invest $16.5M for facility improvements by spending $8.5M on
running repairs for various Safety and Inspections (S&I) division facilities and $8.0M on
overhaul and High Speed Rail (Acela) facilities. The work to be performed ranges from
routine normal repairs/improvements such as paving repairs, resurfacing of parking lots and
walkways to major plant/facility overhauls. The project will enable Amtrak to comply with
the Code of Federal Regulations (CFR49) Parts 229 and 238, to bring the facilities to a state
of good repair, increased operations safety, reduced employee injuries, reduce operating
costs, and improve assets safeguarding initiatives.
MECHANICAL TECHNOLOGY PROJECTS $4.3M
o The Mechanical Department will be investing $4.3M in FY10 to continue its support of
three applications: Work Management Systems, Mobile Data Management and
Locomotive Health Monitoring & Analysis System. The investment is expected to improve
the ability to schedule and monitor mandatory rolling stock maintenance, eliminate
cumbersome manual processes and improve reliability and performance of the AEM-7
locomotive fleet. The following work will be performed in the upcoming year:
Work Management System ($2.6M): involves the completion of project basics
and the start of functionality to the program including initial mechanics training
at approximately 26 satellite locations including New York Sunnyside yard.
The system will be used by the department to control and manage assets and
human resources.
Mobile Data Management ($0.5M): involves the support, upgrade and
deployment of the FLAGS application in production. The system includes
mobile devices that are used to collect equipment defect information that will
be used to create Work Orders in Work Management System via an interface.
Locomotive Health Monitoring & Analysis System ($1.2M): involves the
purchase and installation of a wireless data transfer system and machinery alert
with advisory analysis on all AEM-7 AC and DC locomotives. The equipment
will enable real time continuous monitoring of the system while the
locomotives are in operation.
FY2010 Budget Final Board Approved.doc 55 of 79
GENERAL SAFETY AND RELIABILITY PROGRAMS $16.6M
o General Safety and Reliability programs consist of various projects geared towards
passenger car safety measures that are associated with the equipment. The projects are
expected to improve customer service, mitigate operating costs, improve operation
efficiencies, compliance with the Rail Safety Improvements Act of 2008 (RSIA) and
improve the safety of Amtrak’s rolling stock equipment. In FY10 the department will
invest $16.6M in the following projects:
Locomotive Video Cameras/Train Communications ($8.0M): involves the
purchase and installation of a digital video recording system on every
passenger locomotive in the fleet and 23 work locomotives. This project
supports Amtrak’s Train Communication Data (TCD) strategy.
Cracked Wheel Detector ($3.5M): involves the purchase and installation of a
wheel inspection system (detectors) that will identify defects in locomotive and
passenger cars wheels before failure. This equipment is expected to detect
faults and defects that are not easily detected by existing manufacturer and
running-repair inspection protocols.
Trackside Acoustic Detection System (TADS) ($0.8M): involves acquiring a
system that will assist the department with proactive maintenance, improved
maintenance planning and informed procurement strategies.
Wheel Scan ($1.0M): involves the purchase and installation of equipment to be
utilized in the wheel truing process that is currently visual based and has a high
potential of missing defects and faults that are not detected during the visual
inspection.
Engineering Modification Project ($1.0M): involves funding for modification
work on rolling stock equipment that does not qualify for capital overhaul and
will be performed at divisional facilities.
Positive Train Control (PTC) ($0.8M): involves the purchase and installation
of a PTC system on ten locomotives to comply with federal law (RSIA) which
enforces movement authority, speed restrictions and proximity warnings of
equipment on tracks for all locomotives with PTC installed.
Automated Pantograph Inspection System ($1.5M): involves the purchase of
components for the creation of a pantograph inspection system near Union
Station in Washington that will be used to inspect locomotives across five
tracks.
Office of the General Counsel
Overview of the Department
The Amtrak Law department is responsible for supporting virtually every aspect of Amtrak’s
business. Every member of the department works to achieve four goals: 1) To ensure the
company’s compliance with all applicable law; 2) To minimize risks to the company; 3) To
protect corporate assets; and 4) To assist the company to achieve its business and financial
objectives.
The Amtrak Law department consists of three organizational or budget entities and seven functional
or operational groups. The three budget organizations are the General Counsel, the Office of the
Corporate Secretary, and Corporate & Litigation Support; the seven functional/operational groups
FY2010 Budget Final Board Approved.doc 56 of 79
include: two corporate practice groups (one for real estate, procurement and some engineering
matters, and a second for the company’s host railroad relations, state-supported and commuter
services and environmental matters); a general litigation, employment and labor practice group; and
a claims management, adjustment and litigation group; Corporate and Litigation Support (the
company’s document management, including FOIA, program and all legal assistants); the
Corporate Secretary’s office; and the General Counsel’s office (overall management).
The General Counsel budget entity includes the two corporate practice groups, the litigation,
employment and labor practice group and claims litigation and adjustment practice group. The
groups in this entity advise management on all corporate, commercial, contractual, real estate,
financial, statutory and regulatory matters and transactions. Responsibilities include review,
negotiation and interpretation of contracts, management and protection of Amtrak’s intellectual
property portfolio, and compliance with statutory and regulatory requirements. In addition, the
Litigation, employment and labor group manages all non-claims (i.e., injuries to Amtrak employees
or passengers) litigation and outside counsel engaged to represent the company, all employment
complaints against the company, provides labor law advice and manages the company’s internal
disciplinary proceedings for agreement employees. Finally, within this entity is the Claims group
which manages all personal injury and wrongful death claims against the corporation and employee
claims filed under the Federal Employers’ Liability Act (FELA). Primary responsibilities include
investigation of accidents, preservation of evidence, litigation management and support, evaluation
of claims, settlement negotiations, trial support, management of outside counsel, review and
approval of outside counsel and expert fees, and advice matters ranging from risk management to
health and safety issues.
Corporate & Litigation Support: This group administers the Law departments legal assistants,
the company’s document management (retention and destruction) program including the Law
department’s litigation and advice files, Reprographics Center, the company’s FOIA
responsibilities, the law library, immigration matters relating to company employees, and assists in
litigation support. In addition, this group is responsible for supporting the General Counsel in
developing and monitoring the department’s budget.
Corporate Secretary: The Corporate Secretary’s office supports the Amtrak Board of Directors
and serves as liaison between management and the Board of Directors. The Corporate Secretary
works with the President & CEO and the Board to schedule and prepare for Board of Directors
meetings, supports the scheduling and related travel of Board members Amtrak-related activities
and manages the coming-on-board and orientation of new Board members. The Corporate Secretary
also advises the Board of Directors on matters of corporate governance under the company’s
articles of incorporation, bylaws and Board resolutions.
The Law department’s request for increased resources is for additional personnel and for outside
counsel costs. The drivers of this request for additional funds are three-fold:
First and most immediate is the need to increase capacity in the department’s corporate groups and
their resources (all railroad service operations transactions, procurement, real estate and intellectual
property) and in the Claims group in order to meet the current level of demand for legal support.
The corporate practice has been and remains understaffed and has had increasingly to rely on
contract lawyers to meet our clients’ needs—an expedient strategy to meet short term work
requirements but not one which invests long term in the department. The department’s current staff
is materially below its “authorized” level. The objective is to achieve full staffing and add one or
two additional lawyers in the years FY11-14. Likewise, the Claims group has been staffed
significantly below its past and authorized levels. In addition to the current claims and personal
FY2010 Budget Final Board Approved.doc 57 of 79
injury litigation requirements, the department is facing new responsibilities and concerns such as
the Medicare reporting and trust requirements that went into effect July 1, 2009 and evidence and
“chain of custody” challenges developing as a result of the company’s use of cameras on
locomotives (and elsewhere). These increased requirements mandate additional personnel
resources.
Second, new attorney resources with five or more years of experience are needed to leverage the
experience and expertise of the current - and largely very experienced - corporate practice legal
staff. Simply stated, every single one of the experienced lawyers (many with over 10 years of
Amtrak experience) can do three to five times the work they are currently doing with the additional
resource of one to two new attorneys. Currently, we are simply not leveraging this Law department
resource to give our clients more attention sooner.
Third, the new corporate attorney resources and new Claims adjustor positions we have asked for
are needed for succession planning and development. With the leaders and a number of other
attorneys in those practice groups approaching retirement age, we not only have to groom new
managers but, also, have to start building the new generation of Amtrak legal department lawyers.
Base Activity:
Legal department’s FY10 base budget is $62.4M, an increase of $2.6M over FY09. Increase in
FY10 is being driven primarily by increase in headcount to fully staffed levels and addition of three
new positions. The Legal Department currently has 121 employees and is projected to increase by
18 heads.
A summary of FY10 changes includes the following:
o Increase in workforce, assuming filling of all vacancies and addition of 3 new positions -
$2.2M
o Higher professional fees due to increased business needs - $0.4M
New Activity:
No new activity is planned by the department in FY10-14 at this time.
Operating Expense Summary FY08 –FY10: Legal
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $10.1 $10.3 $11.8 $1.4 13.9%
Employee Benefits $5.7 $6.0 $6.4 $0.5 8.1%
Employee Related $0.5 $0.4 $0.5 $0.1 19.9%
Salaries, Wages and Benefits $16.2 $16.7 $18.7 $2.0 12.0%
Fuel, Power, & Utilities $0.0 $0.0 $0.0 $0.0 1183.4%
Facility, Communication, & Office $1.2 $1.4 $1.6 $0.2 14.2%
Casualty and Other Claims Total $10.4 $10.3 $10.4 $0.0 0.4%
Professional Fees $38.9 $31.5 $31.8 $0.4 1.1%
Data Processing Services and Supplies $0.0 $0.0 $0.0 $0.0 39.0%
Total Operating Expenses $66.8 $59.9 $62.4 $2.6 4.3%
FY2010 Budget Final Board Approved.doc 58 of 79
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $59.9
Changes to Base Activity
Increase in workforce $2.2
Higher Professional Fees driven by increased business needs $0.4
Base Activity Increase/(Decrease) from Prior Year $2.6
FY10 Total Budget $62.4
Police & Security
Overview of the Department
The Police and Security department includes two major groups, Office of Security Strategy and
Special Operations and Amtrak Police department.
o Amtrak’s Office of Security Strategy and Special Operations (OSSSO) was formed to
implement a counter-terrorism risk management strategy and to strengthen the internal
capacity of Amtrak to proactively deter, detect, defend, respond and recover from potential
terrorist attacks and related incidents on the nation’s passenger rail system. There are two
divisions: 1) Special Operation Division which is responsible for Amtrak Intelligence Unit,
Mobile Team, and the Station Action Team. 2) Policy and Programs Division which is
responsible for Program Management, Policy Oversight, Finance and Administration, and
Grant Administration. The department receives grants from the Department of Homeland
Security (DHS) as support for capital and operating programs. Current capital programs
being supported by the DHS grant include Safety and Security, Infrastructure Protection,
Planning and Assessments, Personnel Training and Public Awareness. DHS grants
represent majority of the funding of the capital programs.
o Amtrak Police Department is committed to maintaining the safety and security of the rail
traveling public, improving the quality of life of Amtrak personnel, and safeguarding the
trains and rails through Customer-Oriented Policing. This will be accomplished by building
partnerships to enhance capacity to protect a nation in transit.
The various Police Department units include:
Division Commands including K9 Teams and Patrol Division
Intelligence and Counterterrorism
Mobile Tactical Unit
National Communications Center
Operations Support
Asset Seizure and Forfeitures
Base Activity - OSSSO
OSSSO’s FY10 budget is $15.1M, a decrease of ($2.4M) over FY09 forecast. A summary of the
FY10 changes includes the following:
o Inflation of prior year - $0.1M
o Reduced training and travel due to fewer vacancies and reduced hiring – ($1.0M)
o Contract with Spectal Consultants was initiated in FY09 to administer critical functions
including multi-source threat information collection, threat information analysis,
intelligence development, security clearance control, and intelligence dissemination
FY2010 Budget Final Board Approved.doc 59 of 79
function and funded by Amtrak and Department of Homeland Security (DHS) in FY09.
Operating expenses in FY10 will be fully funded by Transportation Security
Administration (TSA) – ($0.7M)
o Decrease in relocation expenses – ($0.4M)
o Other – ($0.3M)
New Activity – OSSSO:
No new activity is planned for the group in the next five year period at this time.
Operating Expense Summary FY08 –FY10: OSSSO
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $3.6 $6.2 $6.4 $0.2 3.2%
Wages & Overtime $0.1 $0.1 $0.0 ($0.1) -65.1%
Employee Benefits $2.0 $3.6 $3.5 ($0.1) -2.6%
Employee Related $1.9 $4.0 $2.6 ($1.4) -35.0%
Salaries, Wages and Benefits $7.7 $13.9 $12.6 ($1.3) -9.6%
Fuel, Power, & Utilities $0.0 $0.0 $0.0 $0.0 20.6%
Materials $0.1 $0.0 $0.0 $0.0 118.8%
Facility, Communication, & Office $1.5 $1.5 $1.3 ($0.1) -9.0%
Professional Fees $0.4 $1.3 $0.6 ($0.7) -55.0%
Data Processing Services and Supplies $0.0 $0.0 $0.0 $0.0 87.1%
Environmental and Safety $0.4 $0.6 $0.4 ($0.3) -41.5%
M of W Services $0.0 $0.1 $0.1 $0.0 35.9%
Total Operating Expenses $10.1 $17.4 $15.1 ($2.4) -13.7%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $17.4
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $0.1
Reduced training and travel for new hires ($1.0)
Spectal contract for Intelligence Unit will be fully paid from TSA grant instead of being partially funded by Amtrak ($0.7)
Decrease in relocation expenses ($0.4)
Other ($0.3)
Base Activity Increase/(Decrease) from Prior Year ($2.4)
FY10 Total Budget $15.1
Base Activity - Police
Amtrak’s Police Department’s base budget is $48.4M, an increase of $1.8M over FY09 forecast. A
summary of the FY10 changes includes the following:
o Inflation of prior year - $1.5M
o New security command center in New York. Amtrak’s share of a pending agreement
between Amtrak along with MTA, Long Island Railroad and New Jersey Transit to create
and fund a security center for Penn Station New York - $0.3M
o Other – ($0.1M)
FY2010 Budget Final Board Approved.doc 60 of 79
New Activity – Amtrak Police:
The key activity included in the Police Department budget is a fitness standard program, which was
established with the ratification of labor agreement in FY07. The total cost of testing and
evaluating Police Department candidates along with incumbent sworn personnel to meet established
physical fitness standards is every year from FY10-14 - $0.5M.
Operating Expense Summary FY08 –FY10: Amtrak Police
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $2.7 $2.8 $2.8 $0.0 0.2%
Wages & Overtime $23.8 $25.7 $26.9 $1.2 4.5%
Employee Benefits $13.3 $13.2 $13.7 $0.4 3.1%
Employee Related $1.1 $1.2 $1.2 $0.0 4.0%
Salaries, Wages and Benefits $40.9 $43.0 $44.6 $1.6 3.8%
Train Operations $0.0 $0.0 $0.0 $0.0 57.0%
Materials $0.0 $0.0 $0.0 $0.0 195.4%
Facility, Communication, & Office $1.0 $1.0 $1.4 $0.4 38.0%
Casualty and Other Claims Total $0.9 $1.1 $0.9 ($0.2) -15.9%
Professional Fees $0.1 $0.3 $0.6 $0.3 87.7%
Data Processing Services and Supplies $0.0 $0.0 $0.0 $0.0 238.7%
Environmental and Safety $0.1 $0.1 $0.1 ($0.0) -35.5%
M of W Services $1.0 $1.2 $1.3 $0.2 13.0%
Total Operating Expenses $44.1 $46.6 $48.9 $2.3 4.9%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $46.6
Changes to Base Activity
Inflation of Prior Year, including labor contract requirements $1.5
Security expenses for new facility in New York $0.3
Other ($0.1)
Base Activity Increase/(Decrease) from Prior Year $1.8
New Activity
Launch of Fitness standard program to comply with 2007 labor agreement settlement $0.5
New Activity Increase/(Decrease) from Prior Year $0.5
FY10 Total Budget $48.9
FY2010 Budget Final Board Approved.doc 61 of 79
Capital Projects: Police and Security
$ in millions
Program Project Title GCAP Other Total FY10
Amtrak Police Departmental Personal Protection Equipment $0.4 $0.4
Security and Protection Interoperability (SPI) $1.5 $1.5
Safety & Security
Police K9 Expansion $2.8 $2.8
OSSSO Command Cars Upgrades $0.3 $0.3
CCTV and Communications $4.9 $4.9
Station Hardening $2.0 $2.0
Substation - Security Improvements $0.4 $0.4
Infrastructure Protection
Facility Perimeter Protection Improvements $2.0 $2.0
Bridge and Tunnel - Security Improvements $2.4 $2.4
Amtrak Police Dept. and Mobile Team Equipment $1.0 $1.0
Access Control System Expansion $0.8 $0.8
Security Systems - Future Designs $0.6 $0.6
Planning & Assessments
Station Action Team (SAT) Tool Kit $2.0 $2.0
2007 TSGP Dept. of Homeland Security 2007 Transit Security Grant Program $2.5 $2.5
Public Awareness Public Security Awareness Program $0.8 $0.8
Security Training $2.7 $2.7
Training
Security Canine Procurement and Training $0.4 $0.4
Exercises Station Action Plan Testing and Implementation $0.5 $0.5
Total OSSSO $2.3 $25.6 $27.9
Safety & Security Program: $5.0M
o Amtrak Police Dept. and Mobile Team Equipment ($0.4M) - This project involves the purchase
of communication and tactical equipment (e.g. chemical and explosive detectors, vehicle
transport equipment, satellite communication equipment, generators) for Amtrak Police and
Security Department and Mobile Team to support its increased counter-terrorism and
operational activities pertaining to the intercity passenger rail system.
o Security and Protection Interoperability ($1.5M) - This project will enable the company's
counter-terrorism agents and Amtrak Police Department to exchange useful data on demand, in
real time across disparate systems, with each other and with law enforcement agencies, transit
departments, emergency responders and federal agencies. In 2004 a survey in Interoperable
Communications resulted in 94% of cities not having interoperable communications with rail,
police, fire and emergency medical response services, essential in responding to incidents.
o Police K9 Expansion ($2.8M) - Amtrak's canine (K-9) teams are part of the company's security
strategy. Currently, Amtrak has 43 canine explosive detection teams and this project involves
the expansion of the canine team program by 12 teams. Proposed spending includes training
and startup equipment for the 12 teams and refresher training and recertification of 25 legacy
teams.
o Command Cars Upgrades ($0.3M) - This project involves the upgrades to the command cars
that are currently in service but have operational problems and limitations. The project will
includes installation of compressors, generators, replacement and upgrade of toilets, air
conditioning replacement and sealing of windows.
FY2010 Budget Final Board Approved.doc 62 of 79
Infrastructure Protection Program: $13.4M
o CCTV and Communications ($4.9M) - This initiative comprises of two projects with projected
spending of $14.3M and $17.2M between FY10-14. The objective of the first project is to
design and install closed-circuit televisions (CCTVs) cameras, conduit, wiring, recorders,
monitors and accessories including new capabilities to existing cameras at high priority stations
for counter terrorism efforts and increased security surveillance. The second project involves
the creation of new closed circuit televisions (CCTV) and communication capabilities in
Amtrak’s western operations. The resulting signals can be transmitted to National
Communications Center (NCC) or remote locations. Implementation of this project will lead to
remote monitoring capabilities, availability of real-time information and the capability of
sharing information with local security stakeholders.
o Station Hardening ($2.0M) - In support of the company’s counter terrorism efforts, this project
will increase security by designing and installing station hardening systems including new
bollards, gateway checkpoints, and protection pillars at top priority stations. Some of the
stations maybe registered as historic properties which require discussions and negotiations with
the State Historic Preservation Offices before upgrades can be completed.
o Substation Security Improvements ($0.4M) - This project involves the installation of intrusion
detectors, closed-circuit television (CCTV), motion detectors and card readers at Amtrak power
substations in the Northeast Corridor stations.
o Facility Perimeter Protection Improvements ($2.0M) – This project involves the installation of
bollards around the Washington Union Station to provide greater standoff and protection from
vehicle borne improvised explosive device. Based on security needs assessment, Amtrak
identified that perimeter protection is an effective way to reduce risk and provide a safe
environment.
o Bridge and Tunnel Security Improvements ($2.4M) – This initiative comprises of two projects
with projected spending of $8.7M and $4.5M between FY10-14. The objective of this initiative
is to install fencing for controlled access, intrusion detection, motion sensors, security gates and
closed-circuit television (CCTV) monitoring capabilities at bridges and tunnels. The first
project focuses on 17 critical bridges and tunnels whereas the second project focuses on other
bridges and tunnels in the national passenger rail system.
o Amtrak Police Dept. Personal Protection Equipment ($1.0M) - This project involves the
purchase of equipment (surveillance vehicles and equipment, vests, K-9 kennels, guns,
explosive magazine storage) needed by the Amtrak Police Department and Mobile Teams in
order to outfit them to appropriate standards.
o Access Control System Expansion ($0.8M) – This project will expand access control systems to
additional Amtrak facilities and integrate intrusion detection with alarm monitoring. Current
card access system contains over 300 access points throughout the corporation. Goal is to
expand card access to larger facilities where key control is difficult due to large number of
employees.
Planning & Assessments Program: $2.6M
o Security Systems – Future Designs ($0.6M) - The project involves the creation of a library of
designs for infrastructure protection solutions. Creation of standardized risk designs will
provide greater efficiencies to security projects and will also be utilized by Procurement and
Engineering departments for future projects. The project includes designs for bridge intrusion
detections, and radiological dispersal device (RDD) detections.
o Station Action Team (SAT) Toolkit ($2.0M) – Department of Homeland Security (DHS) funds
will be used to apply the Station Action Team (SAT) tool kit for security assessment and
analysis at various stations. The toolkit includes vulnerability assessments, digital mapping of
station areas, pedestrian flow modeling studies, emergency response plan assessment and
stakeholders relationships to create site specific station action plans. SAT toolkit components
FY2010 Budget Final Board Approved.doc 63 of 79
assist in identifying, mitigating and managing terrorism risks to employees, passengers and
critical infrastructure.
2007 Transit Security Grant Program: $2.5M
o Department of Homeland Security (DHS) grant for this program was approved in 2007.
Total grant amount is $15.8M and life to date spending under the grant is $13.3M. The
program supports systemic risk mitigation plans such as infrastructure improvements like
bollards, gate checkpoints, installation of CCTV systems and toolkits for station response
teams. Efforts funded by this grant are integral to Amtrak corporate security and build on
Amtrak’s overall risk management strategy. Deferral of this program will inhibit risk
mitigation measures and diminish response capabilities of the security teams.
Public Awareness Program: $0.8M
o The goal of this program is to improve public safety though knowledge and wider
participation in security measures. Amtrak will educate the travelers on train and stations
on personal preparedness measures, terrorism awareness, alert and warning systems, state
and local emergency plans via various communication channels. The public awareness
campaign is critical to achieving improvements in risk communications to passengers
regarding appropriate responses to suspicious packages, persons and ambient terrorist risks.
Training Program: $3.1M
o Security Training ($2.7M): This project involves ongoing counterterrorism training for
Amtrak Police Department and Amtrak Mobile Teams and security training to Amtrak
employees through targeted computer based and classroom training. This project will build
on the security training efforts funded by Department of Homeland Security (DHS) in 2006
and 2007.
o Security Canine Procurement and Training ($0.4M): As part of the Transportation Security
Administration (TSA) Canine project, free canines, training and reimbursement of
operating and equipments costs are being offered though the National Explosive Detection
Canine Team Program. TSA will provide free canines and training and $40K per team for
five years for equipment and operating expenses. There are a limited number of slots for
canines each year and Amtrak was allotted three slots in FY08 and is projected to receive
seven slots in FY09.
Exercises Program: $0.5M
o Amtrak is required to conduct exercises to test, analyze and understand strengths and
weaknesses in its security systems and protocols and to adjust them accordingly. This
program allows the Amtrak Police department, Mobile Teams and Stations Managers to
conduct full scale exercises to test and work through station action plans. This program is
funded by the Department of Homeland Security (DHS) 2008 Transit Security Grant
Program.
Policy and Development
Overview of the Department
Amtrak’s Policy and Development is a new department and was formed in April of 2009 evolving
from the former Strategic Partnerships department, which managed the long-term external
relationships for the company with states, commuter agencies, and station owners. The new Policy
and Development department was formed to expand on that role and assume a corporate policy
FY2010 Budget Final Board Approved.doc 64 of 79
planning function. Further, the department will create and propagate strategic policies throughout
the company that support Amtrak’s corporate objectives.
The department’s mission stems from the implementation of the Passenger Rail Improvement and
Reinvestment Act of 2008 (Public Law 110-432, or PRIIA) and the enactment of the American
Recovery and Investment Act of 2009 (ARRA). With the creation of the largest single Federal
commitment to high-speed and intercity passenger rail, the department’s role is to lead Amtrak’s
effort in seizing this opportunity to simultaneously help stimulate our economy and provide safer,
greener, and healthier mobility for the nation.
The FY09 forecast headcount is 34 which is in-line with the budget originally created to support a
pre-PRIIA and ARRA mission for the former Strategic Partnerships Department. With new
leadership and a shift in the department’s mission mid-year, we are now planning to fill all
authorized vacancies and end the fiscal year with a total of 40 FTE’s. This includes three new
policy and ARRA related positions..
Base Activity:
The FY10 base budget request is mainly driven by the need to support existing departmental
functions inherited from the previous Strategic Partnerships department in the amount of $8.9M.
Drivers are salaries and related expenses for existing staff and project Professional Fees to support
ongoing activities (NEC Master Plan and station development planning/design work). In FY10, the
base activity will reflect a fully staffed department at FY09 authorized levels to support the
department’s core mission. As PRIIA and ARRA related activities fall under “New Activity” the
base budget request for FY10 actually shows a reduction when compared to FY09 in the amount of
$2.8M.
A summary of FY10 changes includes the following:
Increase in work force due to increased responsibilities - $2.0M
Decrease in Reimbursable cost – ($0.3M)
Reduction in overall professional fees – ($0.9M)
Reclassification of certain professional fees to initiative activity – ($3.7M)
New Activity:
The increase in FY10 is driven by new activities in connection with Amtrak’s new role under
ARRA and PRIIA. It includes provisions for a total of six additional new positions, for a total of
$1.1M. These positions will support ARRA project management and business development
activities by strengthening the regional Policy & Development groups, and develop a capacity and
infrastructure growth strategy.
The department’s new activities reflect a recognition that several PRIIA Sections (Section 209,
State Pricing Methodology; Section 212, NEC Infrastructure and Operations Improvements;
Section 224, Passenger Rail Service Studies; Section 305, Next Generation Corridor Equipment
Pool) require additional planning and design work to not only fulfill the letter of the law, but to also
carry out Amtrak’s mission to provide efficient and effective intercity passenger rail mobility in the
future, with a total cost of $3.7M. Additionally, Amtrak will create a much-needed Washington
Union Terminal master plan to incorporate scenarios for future growth for Amtrak and other users
of the terminal. This master plan will carry into FY11.
The plan for future growth and development of a policy framework that positions Amtrak for taking
intercity and high-speed passenger rail into a new era will fall into FY10 as “new activities.” Going
forward, other “new activities” will replace the initial PRIIA and ARRA ramp-up costs in FY11-
FY2010 Budget Final Board Approved.doc 65 of 79
FY14 as the company grows its partnerships with states. “New activity” headcount will become
part of the base activity in FY11, and we anticipate hiring new staff in order to fulfill Amtrak’s new
role as set forth in PRIIA.
A summary of FY10 changes includes the following:
o PRIIA Reauthorization Pricing Analysis & Design: - $0.6M
o Support for ARRA and High Speed Rail projects - $2.4M
o NEC Fleet Planning - $0.2M
o Washington terminal capacity and passenger studies - $0.4M
o NEC initiatives - $0.8M
o Increased workforce for state initiatives - $0.5M
Operating Expense Summary FY08 – FY10: Policy and Development
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $3.4 $3.7 $5.5 $1.8 47.1%
Employee Benefits $1.9 $2.2 $3.1 $0.9 41.4%
Employee Related $0.4 $0.3 $0.4 $0.1 26.9%
Salaries, Wages and Benefits $5.8 $6.3 $9.0 $2.8 44.0%
Facility, Communication, & Office $0.2 $0.2 $0.2 $0.1 34.0%
Professional Fees $0.6 $5.0 $4.1 ($0.9) (18.4%)
Data Processing Services and Supplies $0.4 $0.2 $0.3 $0.1 34.5%
Total Operating Expenses $7.0 $11.7 $13.6 $2.0 17.0%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $11.7
Changes to Base Activity
Increase in workforce and associated benefits due to departmental restructuring and new $2.0
Decrease in costs for Reimbursable Services (offset by decrease in Reimbursable ($0.3)
Revenue)
Professional Fees ($0.9)
Professional Fees Reclassified as Initiatives ($3.7)
Other $0.1
Base Activity Increase/(Decrease) from Prior Year ($2.8)
New Activity
Costs to support PRIIA requirements - pricing analysis & design $0.6
Labor and professional studies to support ARRA and High Speed Rail projects $2.4
NEC Fleet Planning next generation requirements studies $0.2
Washington terminal capacity and station passenger study $0.4
Professional studies related to NEC development initiatives $0.8
Cost of labor to support growth of capacity and infrastructure initiative in the state $0.5
New Activity Increase/(Decrease) from Prior Year $4.8
FY10 Total Budget $13.6
FY2010 Budget Final Board Approved.doc 66 of 79
Capital Projects: Policy and Development
$ in Millions
State, Local
Program Project Title GCAP & Other Total
Passenger Train LSHD Wilmington, IL-New Controlled Siding Engineer $0.5 - $0.5
Performance Improvement LSHD Chicago Major Corridors - Congestion Relief 0.5 - 0.5
Host Railroad Chicago - Reestablishment of the Grand Crossing Route 1.5 - 1.5
Surfliner Route - Carlsbad Double Track 3.0 - 3.0
ADA compliance Station Station Development and ADA Requirements 1.9 - 1.9
ADA Compliance Projects 144.0 - 144.0
Joint Benefit MARC Joint Benefit - 6.5 6.5
VRE Joint Benefit - 2.0 2.0
Total $151.4 $8.5 $159.9
Passenger Train Performance Improvement ($1.0M)
Amtrak will spend $1.0M in this program in FY10; this is a one year program.
o Amtrak is a joint contributor for two Chicago projects designed to reduce congestion and
freight interference along the Chicago corridors, each project is funded at $0.5M. The first
project is Englewood flyover which will grade separate the Rock Island District Commuter
line from the NS route to Cleveland. The Second is for new controlled siding on the St.
Louis corridor.
Host Railroad ($4.5M)
Amtrak will spend $4.5M in this program in FY10, this is a multi-year program.
o Grand Crossing Route - CREATE ($1.5M): Project will complete the Environmental
Impact Study (EIS) and preliminary design work. This project establishes a new and faster
route for Amtrak’s existing Chicago-Carbondale-New Orleans train service and, in
addition, would permit growth of such services in the future as contemplated under the
Midwest Regional Rail Initiative. With the consummation of the CN acquisition of the
Elgin, Joliet & Eastern Railway, and Amtrak will be the sole user of the St. Charles Air
Line route into and out of Chicago. This right-of-way real estate is desired by the City of
Chicago for non-railroad uses. It is therefore imperative that this project be progressed
through the next phase.
o Double Tracking in Carlsbad ($3.0M): This project is an extension of present main line
track resulting in an additional 2 miles of double track and a universal crossover at CP Farr.
This will eliminate most of the congestion delays for this segment of railroad and improve
schedule reliability and on time performance and increase capacity and operational
flexibility. Additionally, it will increase passenger train speeds to 90MPH.
ADA Compliance Station Programs ($145.9M)
Amtrak will spend $145.9M in this program in FY10, this is a multi-year program.
o Station Development and ADA requirements ($1.9M): FY10 for Station Development and
ADA requirements.
o ADA Compliance Projects ($144.0M): The objective of the 144 Plan is to invest $144
million for station/ADA upgrades for FY 2010. This investment is consistent with the
requirement in the Passenger Rail Investment and Improvement (PRIIA), Act Section 219
for a Congressional Report delivered on February 1, 2009 entitled: Intercity Rail Stations
Served by Amtrak: A Report on Accessibility and Compliance with the Americans with
Disabilities Act (ADA) of 1990 (Accessibility Report).The cost and scope breakdown for
the 144 Plan includes:
FY2010 Budget Final Board Approved.doc 67 of 79
$43.3M for 24 stations for all elements—platforms, station structures, and
pathways—that are Amtrak’s responsibility
$24.2M for 12 station platforms and structures that are Amtrak’s responsibility
$6.2M for 3 station platforms and pathways that are Amtrak’s responsibility
$57.8M for 54 station platform elements only
$6.6M for contingency at 5 percent
$6.0M for conceptual design projects at approximately 16 stations (design plans
and alternatives, negotiated funding plans and agreements among stakeholders,
agreement with host railroads, implementation plans for management of final
design, construction, and construction management) in collaboration with station
owners and host railroads at approximately $0.375M per station. Station candidates
have not been chosen at this time but would include the more complicated locations
with multiple responsible parties and challenging design/physical requirements to
achieve ADA compliance.
o The FY10 – FY14 expenses for ADA Compliance program total is $1,478M with an
additional $86.0M slated for FY15
Joint Benefit Program $8.5M
Amtrak will spend $8.5M on contractual obligation by assessing for joint benefit process in FY10
as follows:
Maryland Area Regional Commuter (MARC) - $6.5M
Virginia Railway Express (VRE) - $2.0M
Procurement & Materials Management
Overview of the Department:
The department consists of two distinct functional areas: Procurement and Materials Management.
Procurement is tasked with developing and managing optimal purchasing processes for all capital
and operating parts, components and end items for rolling stock, maintenance of way and
equipment consumption as well as bidding and contracting for all other outside services and
commodities. The Material Management group operates supply chain activity such as
warehousing, transportation, and inventory planning, management, and control. In addition, this
department manages all administrative functions at the corporate offices including mail
communications, reprographics center, facility management, construction and space planning.
The FY09 forecast is $36.8M for operating expenses, $0.3M for capital projects and $1M for
projects funded by the American Recovery and Reinvestment Act. The FY09 authorized headcount
is 461 and it is reduced by one in FY10.
Base Activity:
The FY10 base budget request is $29M and it is mainly driven by labor cost, facility expenses and a
credit for capitalized overhead expenses. The FY10 base core operating request, as compared to
FY09 forecast has decreased by $7.9M. This decrease is primarily due to:
o Increase in capitalized overhead transfer credits from increase in stimulus activity $(9.7M)
o Increase in labor contract requirements and inflation $1.3M
o Increase in repairs & maintenance including new carpet in Washington Union Station
offices - $0.9M
o Other - ($0.4M)
FY2010 Budget Final Board Approved.doc 68 of 79
New Activity:
New activity is driven by the General Accountability Office’s (GAO) October 2005 report on
Amtrak Management (GAO-06-145) which identified several deficiencies in Amtrak’s acquisition
function and made recommendations to improve. In response to the GAO findings, in September
2008 the Amtrak board of directors approved and submitted to the FRA “the Acquisition
Management Plan” which outlined specific improvement objectives. The FY10 New Activity
includes implementing the following recommendations from the GAO report:
o Fuel Calibration - $0.2M to fund the installation of fuel calibrators for all meters within the
network of train diesel fuel dispensing locations. A process will be established for
measurement, reconciliation and corrective action when variances are greater than standard
loss allowance.
o LMI initiative - $0.6M is being allocated in FY10 for an organizational realignment
initiative to support Amtrak’s acquisition management plan goals and objectives. This
initiative will realign the current logistics organization to an integrated procurement and
supply management model, align resources with customers and supply chains, transition to
a new inventory management approach, manage inventory at a system level rather than
location, reduce excess inventory levels, and overall warehouse footprint.
Procurement & Materials Management: Operating Expenses Summary FY08-FY10
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $10.1 $10.3 $10.6 $0.3 3.3%
Wages & Overtime $14.7 $15.1 $15.5 $0.4 2.6%
Employee Benefits $13.4 $13.4 $13.4 $0.1 0.6%
Employee Related $0.4 $0.7 $0.8 $0.1 19.4%
Salaries, Wages and Benefits $38.6 $39.4 $40.4 $0.9 2.4%
Fuel, Power, & Utilities $0.3 $0.5 $0.4 ($0.1) -21.6%
Materials $0.2 $0.2 $0.2 $0.0 0.9%
Facility, Communication, & Office $4.7 $5.0 $6.0 $1.0 19.9%
Advertising and Sales $0.1 $0.1 $0.1 $0.0 0.3%
Casualty and Other Claims Total $0.5 $0.6 $0.5 ($0.1) -17.0%
Professional Fees $1.7 $1.9 $2.1 $0.2 8.9%
Data Processing Services and Supplies $1.1 $1.0 $1.1 $0.1 7.5%
Environmental and Safety $0.1 $0.1 $0.1 $0.0 12.2%
M of W Services $0.6 $0.4 $0.4 $0.0 6.4%
Expense Transfers $0.0 $0.0 $0.6 $0.6 100.0%
Indirect Costs Capitalized To P&E $0.0 ($12.4) ($22.1) ($9.7) 78.4%
Total Operating Expenses $47.8 $36.8 $29.7 ($7.1) -19.2%
FY2010 Budget Final Board Approved.doc 69 of 79
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $36.8
Changes to Base Activity
Increase in capitalized transfer credits from increase in stimulus activity ($9.7)
Assume greater vacancy rate compared to prior year ($0.6)
Inflation of Prior Year, including labor contract requirements $1.3
Anticipated relocation of new hire $0.1
Increase in building repairs & maintenance including new carpet in Washington Union $0.9
Station offices
Base Activity Increase/(Decrease) from Prior Year ($7.9)
New Activity
Procurement office reconfiguration $0.6
Additional fuel calibration units to assist with management of diesel fuel usage $0.2
New Activity Increase/(Decrease) from Prior Year $0.8
FY10 Total Budget $29.7
Procurement & Materials Management: Capital Projects
$ in Millions
State, local &
Project GCAP Total
other
Equipment and Tool Purchases
Vehicle Replacement 7.2 - 7.2
Vending Machines Purchase 1.3 - 1.3
Facility Purchases and Improvements
Material Handling Equiment Facilities - State of Good Repair 1.1 - 1.1
Total Procurement $ 9.6 $ - $ 9.6
Equipment and tool purchases $8.5M
o Vehicle Replacement $7.2M - replaces 34 heavy-duty construction and work vehicles. The
vehicles recommended for replacement were chosen based on age, mileage, overall
condition or increased maintenance costs. Non-funding for the last three years has led to a
backlog of replacement vehicles and increased the frequency of leasing commercial
vehicles, which has an unfavorable impact on operating budgets.
o Vending Machines Purchase $1.3M - continue the deployment of Supply Pro Vending
Machines and software in order to provide "self-service" access to frequently used parts.
Process improvements are: reduced inventory consumption, provide parts visibility, point
of use discharge, and accurately record usage to the appropriate accounting codes, thereby
providing tighter financial controls. The project also improves availability and
accountability by providing users 24/7 access to needed material, reduces inventory
shrinkage by assigning material expense to appropriate work orders.
Facility purchases and improvements $1.1M
o Material handling equipment facilities state of good repair, $1.1M to replace and upgrade
material handling equipment at Materials Management warehousing facilities system wide.
Equipment being replaced is generally beyond its useful life (8-10 years) and beyond
FY2010 Budget Final Board Approved.doc 70 of 79
economical repair. FY10 request is for 6 stackers, 18 forklifts, 8 material utility carts, 5
floor scrubbers, and one hoist.
Real Estate
Overview of the Department:
The Real Estate Development department has responsibility for all Amtrak owned, leased and
licensed real estate used for railroad, corporate and commercial revenue generating purposes. The
Department consists of 26 real estate professionals and their support staff. The department’s
functions are grouped into two primary areas:
Revenue Production: Revenue is generated through property development; leasing of
Amtrak owned real estate and fiber optic capacity in stations and along the right-of-way;
advertising in stations along the right-of-way and on-board trains, management of parking
facilities; retail leases in stations; special events in stations and filming; pipe and wire
occupations, automated teller machines, vending machines and pay phones in stations, and
the sale of excess property.
Operations support: Includes enforcement of all terms of leases for Amtrak-owned
property; acquisition, negotiation, and management of leases for Amtrak occupied
properties; purchase of property required for Amtrak operations; management of office
space; joint development and use of stations with commuter agencies; coordination with
federal, state and local agencies in development projects; management of maps and title
information; provide general real estate services to Amtrak operating departments.
The department manages in excess of:
o 875 real estate leases, licenses, easements and management agreements
o 190 retail leases
o 160 telecommunication agreements
o 2,300 pipe & wire agreements
o 500 requests for property maps, plans, descriptions per year
The FY09 forecast is $10M. The authorized headcount is 26 and remains the same for FY10.
Base Activity:
The FY10 base budget request is $10.3M and it is mainly driven by labor cost and the 30th Street
Station garage operating expenses. The FY10 base operating request, as compared to FY09
forecast has increased by $0.3M. This increase is primarily due to:
Annualization of salaries and benefits associated with partial year FY09 vacancies that
will be filled for all FY10 $0.2M
Elimination of management position by parking garage operator $(0.1M)
Inflation of prior year costs $0.2M
New Activity:
FY10 budget includes a request of $1.3M for professional services for real estate studies and
valuations to identify best uses of property and improve future revenue opportunities.
FY2010 Budget Final Board Approved.doc 71 of 79
Real Estate - Operating Expenses Summary FY08-FY10
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $1.9 $2.1 $2.2 $0.1 7.3%
Wages & Overtime $0.1 $0.1 $0.2 $0.0 4.3%
Employee Benefits $1.1 $1.3 $1.3 $0.0 2.7%
Employee Related $0.1 $0.1 $0.1 $0.0 29.6%
Salaries, Wages and Benefits $3.2 $3.5 $3.8 $0.2 6.1%
Fuel, Power, & Utilities $0.3 $0.3 $0.3 $0.0 7.2%
Facility, Communication, & Office $3.2 $3.5 $3.4 ($0.1) -2.6%
Advertising and Sales $0.0 $0.0 $0.0 $0.0 3.6%
Professional Fees $1.2 $2.4 $3.8 $1.4 57.9%
Financial $0.0 $0.0 $0.3 $0.3 24404.8%
Other Expenses $0.0 $0.3 $0.0 ($0.3) -100.0%
Total Operating Expenses $7.9 $10.0 $11.6 $1.6 15.7%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $10.0
Changes to Base Activity
Fewer vacancies compared to prior year $0.2
Elimination of management position ($0.1)
Inflation of Prior Year costs $0.2
Base Activity Increase/(Decrease) from Prior Year $0.3
New Activity
Professional services for real estate studies and valuations to identify best uses of $1.3
property and improve future revenue opportunities
New Activity Increase/(Decrease) from Prior Year $1.3
FY10 Total Budget $11.6
Real Estate - Capital Projects
$ in Millions
State, local
Project GCAP Total
& other
Philadelphia 30th St. Station
30th Street Station - Understreet Garage Reconstruction 2.0 - 2.0
Other Station Development
Baltimore Station - Redevelopment 0.8 - 0.8
Chicago Parking Garage
Elevator Replacement - Chicago Parking Garage 0.5 - 0.5
St. Louis Multimodal Station
St. Louis - Multimodal Station 0.2 - 0.2
Total Real Estate $ 3.4 $ - $ 3.4
FY2010 Budget Final Board Approved.doc 72 of 79
Philadelphia – 30th St. Station $2M
o 30th St. Station Garage Repairs $2M: Permanent replacement of deteriorated
structural columns, beams and surface decking of the under- street parking facility
below 30th Street Station, Philadelphia, PA. The work also includes remedying the
water infiltration problems throughout the facility. Additional scope will include
sandblasting, inspecting, replacing and painting the structural steel below the North
Parking Deck (NPD) that has not already been improved or replaced.
Other Station Development $0.8M
o Baltimore Station Redevelopment $0.8M, this is a continuing project and involves
the restoration to the exterior facade, replacement/improvements of the interior and
roof drainage system, contribution to the development of design documents and any
additional improvements necessary to retail space, refit and prepare the site for
redevelopment.
Chicago Parking Garage $0.5M
o Elevator Replacement $0.5M, this is a continuing project and involves the
construction necessary to replace two aging elevators (1970's model) that are used
by Amtrak's parking customers and connect the parking garage to the pedestrian
walkway into Chicago Union Station. The elevators experience frequent
breakdowns due to high utilization levels and because of their age the elevator's
replacement parts have become more difficult to locate and procure.
St. Louis Multimodal Station $0.2M
o St. Louis Multimodal Station $0.2M, this is a continuing project that was initiated
in FY06 and will be completed in FY10. It involves the construction of a new
multimodal station to combine Amtrak and Greyhound operations in St. Louis, MO.
The total cost of the project is $23M; Amtrak's commitment to this project is a one-
time capital contribution of $0.7M payable to the City of St. Louis. Amtrak paid
the City a total $0.5M in FY06 and FY07 and is contractually committed to pay the
remaining balance of $0.2M in FY10.
Transportation
Overview of the Department
The Transportation Department consists of six operating divisions, one customer service division
and five support areas including: System Operations (CNOC), Risk and Emergency Preparedness
Management, Host Railroads, Safety and Operating Rules Compliance and Operations
Management groups. The department has 8,483 authorized headcount, including 622 management,
77 ARASA-OBS and 7,784 agreement employees. Transportation is responsible for providing a
safe, comfortable and on-time national rail passenger service as well as developing train consists,
schedules and dispatching of trains for Amtrak and five Commuter agencies. It has the
responsibility for all operations, maintenance and staffing for Amtrak and non-Amtrak owned
Stations and management of 23 host railroad contracts. Crew Management and Scheduling (CNOC)
creates cost efficient crew couplets to support train operations.
FY2010 Budget Final Board Approved.doc 73 of 79
Transportation’s funding request is largely based on the number of train miles in the timetable, train
schedules and the equipment consist book. Salaries, labor and benefits comprise 66% of our FY10
Operating expenses, other major cost categories are train fuel, host railroad payments, connecting
transportation services, utilities, station/facilities costs and crew costs.
Base Activity:
Transportation’s FY10 base budget is $1,275.5M an increase of $32.2M over FY09 with a total
budget of $1,293.3M. 150 additional positions will support the department’s reorganization,
additional staffing in North Carolina, and one additional Sunday Acela roundtrip between Boston
and New York. There are funds to improve on-time performance and meet the PRIIA requirement
of 80% OTP and to create Performance Improvement Programs with 23 Host Railroads. Per
contract terms, FY10 Host RR costs increase by 7.1%.
A summary of FY10 changes includes the following:
Salary wage benefit increase - $6.5M
Inflation of prior year (including Train Operations & Facilities) - $3.3M
Host Railroad contractual rate increase (7.1%) - $10.4M
Diesel Fuel price increase - $18.1M
Passenger Inconvenience - $(1.1M)
Facility based utilities efficiencies - ($2.8M)
Commuter & Reimbursable decrease (associated $3.8M and 6.6$M decrease in
Revenue) – ($3.4M)
Other and miscellaneous - $0.2M
New Activity:
Transportation has included ten initiatives in the FY10 Plan that will add $17.8M to FY10
operating expenses and 88 incremental headcount. These initiatives include projects that focus on a
Safer, Healthier, Greener Amtrak, a Behavior Based Safety Program as well as three new train
services (two in Virginia and one in Washington State). The train services bring in an incremental
$11.5M of Revenue in FY10. A summary of FY10 changes includes the following:
Cost for new Virginia state supported services (Incremental revenue of $8.8M) - $5.4M
PRIIA requirement to support additional Cascades cross border service - $1.7M
PRIIA and Stimulus Host Railroad related - $0.8M
Green Initiatives (recycling stations & trains) - $0.5M
Safer Initiatives (enhancements to operating rules) - $0.3M
Behavior Based Safety Program - $11.4M
Reduction in diesel fuel consumption – ($2.3M)
Other - $0.1M
For FY10-FY14 the new train services bring in $54.0M in additional revenue. The expenses are
$29.9M and 31 additional headcount for the two new state supported trains in Virginia and $13.0M
and 16 additional headcount for the additional Cascades Service to Vancouver.
For FY10-FY14 the Safer, Healthier and Greener initiatives include enhancements to our safety
program by making it behavior–based ($30.2 million); an operating rules compliance & analysis
program ($1.4M); a station and on-board recycling program ($2.5M); plus an additional $4.4M for
Host RR incentive payments and Economic Stimulus related activities. A train fuel conservation
FY2010 Budget Final Board Approved.doc 74 of 79
plan, which trains locomotive engineers on achieving optimum fuel efficiency, saving $20.0M in
diesel fuel consumption.
Operating Expense Summary FY08 –FY10: Transportation
FY1 0 Inc r/(Dec r) vs FY 09
FY0 8 FY0 9 FY1 0
$ %
$ in m illions Actual Forec ast Budget
S ala ries $5 4.3 $58 .1 $60 .8 $2 .8 4.8 %
W a ges & Overtime $47 8.3 $ 511 .4 $ 533 .8 $22 .5 4.4 %
E mployee Ben efits $24 9.7 $ 254 .6 $ 245 .4 ($9 .2) (3. 6%)
E mployee Related $ 8.2 $8 .7 $9 .2 $0 .5 5.9 %
S alarie s, W age s and Be nefits $79 0.5 $ 832 .8 $ 849 .3 $16 .5 2.0 %
Train O pe ra tio ns $13 9.7 $ 150 .5 $ 163 .6 $13 .1 8.7 %
Fue l, P owe r, & U tilities $24 0.5 $ 151 .2 $ 165 .2 $14 .0 9.3 %
Ma teria ls $2 1.1 $21 .9 $20 .9 ($1 .0) (4. 8%)
Facilit y, C omm unication, & O ff ice $4 6.6 $51 .4 $54 .6 $3 .2 6.3 %
Ca sua lty an d O th er Cla im s Total $1 7.3 $20 .9 $17 .4 ($3 .5) (16. 9%)
P ro fession al Fees $ 0.7 $1 .1 $9 .9 $8 .8 78 8.3 %
Da ta P ro ce ssing S ervice s and Su pplie s $ 0.3 $0 .6 $0 .5 ($0 .1) (16. 2%)
E nvironm ent al and Sa fety $ 1.5 $1 .6 $2 .5 $0 .9 5 6.0 %
M of W Se rvices $ 3.4 $3 .7 $3 .6 ($0 .1) (3. 6%)
P asse nger In co nvenience $1 2.2 $9 .1 $8 .0 ($1 .1) (12. 6%)
Fin ancial $ 0.5 $0 .7 $0 .7 $0 .0 1.8 %
In direct C ost s C apitalized To P &E ($ 2.3) ($2 .4) ($3 .0) ($0 .6) 2 3.7 %
To tal O perat ing Expe nse s $1 ,27 2.1 $1 ,243 .3 $1 ,293 .3 $50 .0 4.0 %
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast $1,243.3
Changes to Base Activity
Salary increases include reduced vacancy rate, promotions and compression adjustments $0.0
Inflation of Prior Year Wages, including labor contract requirements $6.5
Amtrak Train Operations increase $1.4
Passenger Inconvenience ($1.1)
Host RR Increase for Train Operations - increase from American Association of Railroads $10.4
Diesel Fuel price increase $18.1
Utilities efficiencies ($2.8)
Material, Facilities & Communications inflation $1.9
Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) ($3.4)
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $0.9
Decrease in costs for Commercial Development (offset by decrease in Commercial Development ($0.0)
Revenue)
Other $0.2
Base Activity Increase/(Decrease) from Prior Year $32.2
New Activity
Increase cost for new state supported Virginia services $5.4
Costs to support PRIIA requirements - Cascades Border Crossing $1.7
PRIIA requirements - Host Railroads $0.6
ARRA Stimulus work - Host Railroads $0.2
Reduce Diesel Fuel Consumption ($2.3)
Green Initiatives - expanded Recycling & Storm water facilities $0.5
Safety Initiatives $11.7
Other $0.1
New Activity Increase/(Decrease) from Prior Year $17.8
FY10 Total Budget $1,293.3
FY2010 Budget Final Board Approved.doc 75 of 79
Capital Projects: Transportation
$ in Millions
State, Local
Program Project Title GCAP & Other Total
Station Facility and Support Equipment $3.0 - $3.0
Improvements Club Acela Modifications 0.9 - 0.9
NYP Penn Station Improvements 6.6 - 6.6
CUS Improvements 13.0 - 13.0
WAS Conversion of Starlight room to passenger load 1.5 - 1.5
San Antonio Station/Facility Improvements 1.5 - 1.5
Customs/Vancouver Station Improvements 0.6 - 0.6
Transportation Miami Commissary 0.3 - 0.3
Transportation Rolling Stock Surfliner Car Modifications 0.8 - 0.8
Modification
System/Business Application Train Equipment Management System 1.7 - 1.7
Improvement Rail Incident Management System 1.5 - 1.5
Conductor Certification 1.9 - 1.9
Training and Performance TDRS 0.7 - 0.7
Tracking
Total $34.0 $0.0 $34.0
Station and Facility Improvements Program: $27.4M
o Support Equipment ($3.0M): Equipment for the 600+ stations to provide the best possible
service to our passengers, comply with all applicable ADA regulations, and minimize
operational expenses through use of common equipment. This equipment includes items
such as radios, tractors, people movers, baggage floats, self-service luggage carts,
wheelchairs, and wheelchair lifts.
o Club Acela Modifications ($0.9M): Renovate lounges in Washington Union Station, 30th
Street Station and NY Penn Station. Includes new furniture and fixtures, equipment
replacement, increased seating capacity, alarm system upgrades, elevator upgrades, and self
service beverages/snack area re-design to address ADA issues. The Lounges promote
premium amenities for Select Plus members, Continental Presidents Club members, Guest
Rewards recipients and customers traveling first class on the Acela Express and Long Haul
Sleeper trains.
o NYP Station Improvements ($6.6M): This project will improve customer service by
addressing the station facilities and amenities as well as safety and ADA issues: 1) public
restroom renovation and replace HVAC units located within the restroom ceiling; 2)
replace 3 sets of entrance doors; 3) upgrade Station PA system; 4) Platform painting, tactile
edging replacement; 5) General station painting; 6) install stairway treading; 7) increase
ACELA seating areas by 200 seats; 8) replace counter work areas.
o Chicago Union Station improvements ($13.0M): Project will relocate CUS Metropolitan
Lounge to head house; renovate the coach boarding lounge, convert lounge G to public
restrooms; install 72 sets of head house entry doors; install induction lighting; restoration of
head house facade; install a new HVAC for the great hall and the 2nd and 3rd floors of the
station, replace 12 escalators; replace tactile edging along the platforms; renovate pedway;
install head house sprinkler system; replace both exterior and interior windows throughout
the 2nd of 8th floors throughout the head house, and modernize elevators (4 passenger, 2
freight). Environmental remediation work, which will include lead based paint and
asbestos removal on upper floors.
o Starlight Room Reconfiguration for Passenger Loading ($1.5M): The new design will
integrate needs of simultaneous boarding of intercity, Acela and commuters, upgrade first
class Acela Lounge and incorporate improved line of sight requirements for potential
secured screening areas. The project goal is to enhance passenger queuing areas for more
direct boarding to trains and reduce congestion caused by passenger queuing through retail
concourse. Station present situation does not allow an efficient boarding operation for all
FY2010 Budget Final Board Approved.doc 76 of 79
trains and creates safety and security concerns due to congestion throughout the station, and
does not provide for crowd control during an evacuation.
o San Antonio Station/Facility Improvements - $1.5M: Involves the replacements of the
existing platform with a new concrete platform, installation of yellow tactile
warning tiles, platform ramps, platform railing and hand rails. Modify existing
stations ticket counter, station signs and access to ensure compliance with ADA
guidelines.
o Customs/Vancouver Station Improvements - $0.6M: Involves working with Canadian
and US Border Crossing Agencies at Vancouver Station to build our primary space
in order to allow for pre-clearance initiatives to accommodate requirements from
Canadian Border Services Agency (CBSA) and US Customs & Border Protection
(USCBP). The project also includes electronic access to all station doors, electronic
signage, video monitors and platform sealing stripping and patching for various
stations.
o Transportation Miami Commissary - $0.3M: Design and construct a new commissary on
the Miami station property to replace the current facility several miles from the station.
Transportation Rolling Stock Modification $0.8M
o This project will modify Surfliner cars to improve upon passenger baggage storage and
bike storage as well as ADA seating. Larger baggage racks will be installed and bike
storage capacity will be increased from 3 to 7. Existing ADA seating will be relocated to
the front of the car allowing for easier access to ADA seating. Approximately 31 cars will
be modified. The work will be completed by the Amtrak Mechanical Department in the
LA yards. Caltrans has indicated a willingness to provide matching funds for this project
and Amtrak will finalize an agreement with Caltrans once Amtrak's funding is approved.
System/Business Application Improvement Program $5.1M
o Train Equipment Management System (TEMS) ($1.7M): This is a comprehensive project
designed to automate the paper process of equipment and train creation, manipulation and
management. TEMS consists of 4 phases: 1) Consist Tracking; 2) Yard Control Reporting;
3) System Fleet Status Reporting; 4) Capacity Planning. All of these systems will be driven
off data that is maintained in Operations Management System. FY10 will complete Phase 2
and Phase 3.
o Rail Incident Management System ($1.5M): The project goal is to obtain a commercial, off
the shelf (COTS) software package to be used on an enterprise basis across Amtrak. The
system will allow Amtrak to create incident procedures, create and execute drills for
practice, and internally measure our performance at the conclusion of an incident. It will be
designed so that it can handle multiple, simultaneous incidents ranging from simple
incidents only requiring documentation to large corporate wide disasters.
o Conductor Certification ($1.9M): The Rail Safety Improvement Act of 2008 requires
railroads to certify train conductors similarly to the process locomotive engineers are
certified. This project will develop software to track conductor certifications, including
rules qualifications, physical characteristics qualifications, employee physical examination
records and, potentially, driving records and other data. The Secretary of Transportation is
required to issue final regulations 18 months after the passage of the Act which would
equate to April 14, 2010.
FY2010 Budget Final Board Approved.doc 77 of 79
Training and Performance Tracking Program $0.7M
o This project continues the introduction of tools for the management of the Transportation
workforce through the Transportation Department Review System (TDRS):
Upgrade the existing system with significant new functionality
Bring the varied versions of technology up to current standards
Significantly enhance the reporting capabilities
Corporate Common
Overview of the Department:
The Corporate Common responsibility center consists of transactions that are not specific to any
department, as well as the Net Profit/Loss of the subsidiaries. Operating expenses that do not
impact operating subsidy are also recorded to Corporate Common. These expenses are
Depreciation ($569.7M) and Post-retirement Benefits ($50.5M).
The Corporate Common operating expenses that impact the operating subsidy forecasted for FY09
is $(47M). No headcount is reported under this responsibility center.
Base Activity:
The FY10 base budget request for operating subsidy is $(22.1M) and is mainly driven by estimated
management merit increases for total Amtrak, employee benefits net of non-cash post retirement
benefits, reversal of reserve for wrecked leased cars that are returning to service in FY10, and
casualty and other claims that are not allocated to the departments. The FY10 base operating
request, as compared to FY09 forecast, has increased by $24.9M. This increase is primarily due to:
Management merit increase $6.5M. Total Amtrak estimated merit increase is budgeted in
Corporate Common
Timing of FY09 allocation of Benefit and FELA costs allocated to the departments $43.5M
Reduction in other claims insurance compared to the FY09 April forecast $(8.8M), the
FY09 June forecast was reduced by $7.0M
Reduction in hazardous waste disposal provision from prior year $(5.0M)
Eliminate balance sheet reserve for wrecked leased cars once they are returned to service
$(8.0M)
Other variances $(2.1M)
FY2010 Budget Final Board Approved.doc 78 of 79
Corporate Common: Operating Expenses Summary FY08-FY10
FY10 Incr/(Decr) vs FY09
FY08 FY09 FY10
$ %
$ millions Actual Forecast Budget
Salaries $0.0 $0.4 $6.9 $6.5 1488.1%
Wages & Overtime $6.6 ($12.6) ($13.8) ($1.2) 9.1%
Employee Benefits ($70.9) ($77.7) ($41.6) $36.1 -46.4%
Employee Related $1.1 ($1.0) $0.0 $1.0 -100.0%
Salaries, Wages and Benefits ($63.2) ($90.9) ($48.5) $42.4 -46.6%
Train Operations $0.2 $0.6 $0.0 ($0.6) -100.0%
Fuel, Power, & Utilities $0.7 $2.0 $0.1 ($2.0) -97.1%
Materials $20.6 $0.9 ($8.2) ($9.1) -970.0%
Facility, Communication, & Office $20.2 $8.6 $7.9 ($0.7) -8.5%
Advertising and Sales ($0.2) $0.2 $0.0 ($0.2) -100.0%
Casualty and Other Claims Total $22.9 $36.1 $34.6 ($1.5) -4.2%
Amort of Gain On Sale/Leaseback ($15.8) ($14.9) ($12.2) $2.8 -18.4%
Financial $15.2 ($0.0) $0.0 $0.0 -100.0%
Expense Transfers ($6.4) $6.7 $8.0 $1.2 18.6%
Other Expenses $1.7 $3.7 ($2.5) ($6.3) -168.8%
Total Operating Expenses ($4.0) ($47.0) ($21.0) $26.1 -55.4%
Memo: Non-Cash Expenses:
Depreciation 507.2 533.1 569.7 36.7 6.9%
Post Retirement (OPEB's) 76.3 75.8 74.0 (1.8) -2.4%
Pay-As-You-Go Offset (OPEB) (23.9) (26.3) (23.5) 2.8 -10.6%
Total Non-Cash Expenses 559.6 582.5 620.2 37.7 6.5%
Total Corporate Common 555.6 535.5 599.2 63.7 11.9%
Summary of Changes from FY09 to FY10
$ Millions
FY09 Forecast ($47.0)
Changes to Base Activity
Management Merit Increase, total Amtrak estimated budgeted in Corporate Common $6.5
Timing of FY09 employee benefits cost allocated to the departments $36.1
Timing of FY09 FELA cost allocated to the departments $7.4
Other Claims Insurance ($8.8)
Changes in intercompany wages and benefits from subsidiary ($3.1)
Eliminate balance sheet reserve for wrecked leased cars once they are returned to service ($8.0)
Reduction in Hazardous Waste disposal provision from prior year ($5.0)
Increase in capitalized overhead credits from increase in capital spending on Reimbursable projects ($4.6)
Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) ($0.1)
Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $4.6
Increase in costs for Commercial Development (offset by increase in Commercial Development Revenue) $0.1
Other $1.2
Base Activity Increase/(Decrease) from Prior Year $26.1
FY10 Total Budget ($21.0)
FY2010 Budget Final Board Approved.doc 79 of 79
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Major Accounts
FY10 Operating Budget
FY08 FY09 FY10 FY10 Fav/(Unfav) to FY09
$ millions Actual Forecast Budget $ %
REVENUES:
Passenger Related:
Ticket Revenue 1,697.8 1,600.8 1,619.1 18.3 1.1%
Food and Beverage 93.1 92.1 94.0 1.8 2.0%
State Supported Train Revenue 164.5 164.2 191.5 27.3 16.7%
Total Passenger Related Revenue 1,955.4 1,857.1 1,904.6 47.5 2.6%
Commuter 129.5 142.9 141.8 (1.1) -0.8%
Reimbursable 94.4 94.8 103.7 8.9 9.4%
Commercial Development 74.3 72.3 69.5 (2.7) -3.8%
Other Transportation 122.3 135.3 136.0 0.7 0.5%
Freight Access Fees and Other 49.5 40.1 41.7 1.6 4.0%
Total Other Revenue 470.0 485.4 492.7 7.3 1.5%
Total Operating Revenue 2,425.5 2,342.5 2,397.3 54.8 2.3%
EXPENSES:
Salaries, Wages and Benefits:
Salaries 219.8 235.3 257.4 (22.1) -9.4%
Wages & Overtime 871.6 917.1 962.3 (45.2) -4.9%
Employee Benefits 504.8 508.8 552.9 (44.1) -8.7%
Employee Related 27.3 28.5 30.0 (1.5) -5.3%
Salaries, Wages and Benefits 1,623.5 1,689.7 1,802.7 (113.0) -6.7%
Train Operations 220.4 233.1 245.1 (12.0) -5.2%
Fuel, Power, & Utilities 370.0 278.0 308.3 (30.3) -10.9%
Materials 199.5 184.8 179.8 4.9 2.7%
Facility, Communication, & Office 147.8 159.9 159.1 0.8 0.5%
Advertising and Sales 98.1 104.4 112.7 (8.3) -7.9%
Casualty and Other Claims Total 62.9 82.5 75.1 7.5 9.0%
Depreciation 514.3 540.0 576.9 (36.9) -6.8%
Amort of Gain On Sale/Leaseback (15.8) (14.9) (12.2) (2.8) 18.4%
Professional Fees 83.7 84.7 97.7 (13.0) -15.3%
Data Processing Services and Supplies 78.0 83.5 99.3 (15.8) -18.9%
Environmental and Safety 8.3 15.1 13.0 2.1 14.0%
Maintenance of Way Services 36.3 35.5 36.1 (0.6) -1.7%
Passenger Inconvenience 17.3 14.5 12.9 1.6 10.8%
Financial 56.6 54.2 45.4 8.8 16.2%
Other Expenses (1.2) (0.0) (0.3) 0.3 -1919.1%
Indirect Costs Capitalized To P&E (113.3) (111.0) (127.8) 16.8 -15.1%
Total Expenses 3,386.5 3,434.0 3,623.9 (189.9) -5.5%
Operating Income (Loss) (961.0) (1,091.5) (1,226.6) (135.1) 12.4%
Other (Income) and Expense:
Interest Income (90.6) (76.0) (56.8) (19.3) 25.3%
Interest Expense 266.5 173.1 158.3 14.8 8.6%
Other Expense - Net 175.9 97.1 101.5 (4.4) -4.6%
Project Expenses 23.1 51.0 83.6 (32.5) -63.7%
Net Income or (Loss) (1,160.1) (1,239.6) (1,411.7) (172.0) 13.9%
Adj for Depreciation, OPEBs, PRJ & Interest 765.8 737.6 812.5 (74.9) -10.2%
Adjusted Income or (Loss) (394.3) (502.0) (599.2) (97.2) 19.4%
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
$ millions Revenue Transportation Mechanical Engineering
REVENUES:
Passenger Related:
Ticket Revenue 1,619.1 0.0 0.0 0.0
Food and Beverage 94.0 0.0 0.0 0.0
State Supported Train Revenue 191.5 0.0 0.0 0.0
Total Passenger Related Revenue 1,904.6 0.0 0.0 0.0
Commuter 0.0 128.9 12.9 0.0
Reimbursable 0.0 0.3 17.8 85.6
Commercial Development 0.0 0.0 0.0 0.0
Other Transportation 126.6 0.0 0.0 0.0
Freight Access Fees and Other 28.4 0.0 0.0 0.0
Total Other Revenue 155.0 129.2 30.7 85.6
Total Operating Revenue 2,059.6 129.2 30.7 85.6
EXPENSES:
Salaries, Wages and Benefits:
Salaries 0.0 60.8 32.2 24.5
Wages & Overtime 0.0 533.8 212.8 134.1
Employee Benefits 0.0 245.4 114.0 72.1
Employee Related 0.0 9.2 2.4 4.3
Salaries, Wages and Benefits 0.0 849.3 361.4 235.0
Train Operations 0.0 163.6 0.1 0.0
Fuel, Power, & Utilities 0.0 165.2 13.7 6.7
Materials 0.0 20.9 147.5 18.3
Facility, Communication, & Office 0.0 54.6 15.3 15.0
Advertising and Sales 0.0 0.0 0.0 0.0
Casualty and Other Claims Total 0.0 17.4 6.9 3.2
Depreciation 0.0 0.0 0.0 0.0
Amort of Gain On Sale/Leaseback 0.0 0.0 0.0 0.0
Professional Fees 0.0 9.9 3.4 6.8
Data Processing Services and Supplies 0.0 0.5 0.1 1.1
Environmental and Safety 0.0 2.5 5.0 3.5
Maintenance of Way Services 0.0 3.6 0.8 29.2
Passenger Inconvenience 0.0 8.0 0.0 0.0
Financial 0.0 0.7 0.3 2.5
Other Expenses 0.0 0.1 0.0 (0.3)
Indirect Costs Capitalized To P&E 0.0 (3.0) (30.4) (72.3)
Total Expenses 0.0 1,293.3 524.1 248.6
Operating Income (Loss) 2,059.6 (1,164.1) (493.4) (163.0)
Other (Income) and Expense:
Interest Income 0.0 0.0 0.0 0.0
Interest Expense 0.0 0.0 0.0 0.0
Other Expense - Net 0.0 0.0 0.0 0.0
Project Expenses 0.0 0.2 36.6 0.0
Net Income or (Loss) 2,059.6 (1,164.3) (530.0) (163.0)
Adj for Depreciation, OPEBs, PRJ & Interest 0.0 0.2 36.6 0.0
Adjusted Income or (Loss) 2,059.6 (1,164.1) (493.4) (163.0)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
Chief
Amtrak Operating
$ millions EHS Police OSSSO RCM COO Staff Officer
REVENUES:
Passenger Related:
Ticket Revenue 0.0 0.0 0.0 0.0 0.0 0.0
Food and Beverage 0.0 0.0 0.0 0.0 0.0 0.0
State Supported Train Revenue 0.0 0.0 0.0 0.0 0.0 0.0
Total Passenger Related Revenue 0.0 0.0 0.0 0.0 0.0 0.0
Commuter 0.0 0.0 0.0 0.0 0.0 141.8
Reimbursable 0.0 0.0 0.0 0.0 0.0 103.7
Commercial Development 0.0 0.0 0.0 0.0 0.0 0.0
Other Transportation 0.0 0.0 0.0 0.0 0.0 0.0
Freight Access Fees and Other 0.1 0.0 0.0 0.0 0.0 0.1
Total Other Revenue 0.1 0.0 0.0 0.0 0.0 245.6
Total Operating Revenue 0.1 0.0 0.0 0.0 0.0 245.6
EXPENSES:
Salaries, Wages and Benefits:
Salaries 3.1 2.8 6.4 0.0 1.1 131.0
Wages & Overtime 0.2 26.9 0.0 0.0 0.0 907.8
Employee Benefits 1.8 13.7 3.5 0.0 0.6 451.2
Employee Related 0.3 1.2 2.6 0.0 0.0 20.1
Salaries, Wages and Benefits 5.4 44.6 12.6 0.0 1.7 1,510.1
Train Operations 0.0 0.0 0.0 0.0 0.0 163.7
Fuel, Power, & Utilities 0.0 0.0 0.0 0.0 0.0 185.6
Materials 0.0 0.0 0.0 0.0 0.0 186.8
Facility, Communication, & Office 0.4 1.4 1.3 0.0 0.2 88.2
Advertising and Sales 0.0 0.0 0.0 0.0 0.0 0.0
Casualty and Other Claims Total 0.0 0.9 0.0 0.0 0.0 28.4
Depreciation 0.0 0.0 0.0 0.0 0.0 0.0
Amort of Gain On Sale/Leaseback 0.0 0.0 0.0 0.0 0.0 0.0
Professional Fees 0.3 0.6 0.6 7.2 0.0 28.7
Data Processing Services and Supplies 0.0 0.0 0.0 0.0 0.0 1.8
Environmental and Safety 2.6 0.1 0.4 0.0 0.0 14.0
Maintenance of Way Services 0.0 1.3 0.1 0.0 0.0 35.0
Passenger Inconvenience 0.0 0.0 0.0 0.0 0.0 8.0
Financial 0.0 0.0 0.0 0.0 0.0 3.5
Other Expenses 0.0 0.0 0.0 0.0 0.0 (0.3)
Indirect Costs Capitalized To P&E 0.0 0.0 0.0 0.0 0.0 (105.7)
Total Expenses 8.9 48.9 15.1 7.3 1.9 2,148.0
Operating Income (Loss) (8.8) (48.9) (15.1) (7.3) (1.9) (1,902.4)
Other (Income) and Expense:
Interest Income 0.0 0.0 0.0 0.0 0.0 0.0
Interest Expense 0.0 0.0 0.0 0.0 0.0 0.0
Other Expense - Net 0.0 0.0 0.0 0.0 0.0 0.0
Project Expenses 0.0 3.0 22.6 0.0 0.0 62.4
Net Income or (Loss) (8.8) (51.9) (37.7) (7.3) (1.9) (1,964.8)
Adj for Depreciation, OPEBs, PRJ & Interest 0.0 3.0 22.6 0.0 0.0 62.4
Adjusted Income or (Loss) (8.8) (48.9) (15.1) (7.3) (1.9) (1,902.4)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
Procurement Chief
Real and Matl Corporate Financial
$ millions Finance Estate Mgmt Common Officer
REVENUES:
Passenger Related:
Ticket Revenue 0.0 0.0 0.0 0.0 0.0
Food and Beverage 0.0 0.0 0.0 0.0 0.0
State Supported Train Revenue 0.0 0.0 0.0 0.0 0.0
Total Passenger Related Revenue 0.0 0.0 0.0 0.0 0.0
Commuter 0.0 0.0 0.0 0.0 0.0
Reimbursable 0.0 0.0 0.0 0.0 0.0
Commercial Development 0.0 64.3 0.0 0.0 64.3
Other Transportation 0.0 0.0 0.0 0.0 0.0
Freight Access Fees and Other 0.0 0.0 0.0 0.0 0.0
Total Other Revenue 0.0 64.3 0.0 0.0 64.3
Total Operating Revenue 0.0 64.3 0.0 0.0 64.3
EXPENSES:
Salaries, Wages and Benefits:
Salaries 15.2 2.2 10.6 6.9 34.9
Wages & Overtime 4.8 0.2 15.5 (13.8) 6.7
Employee Benefits 10.7 1.3 13.4 8.8 34.2
Employee Related 0.5 0.1 0.8 0.0 1.4
Salaries, Wages and Benefits 31.2 3.8 40.4 1.9 77.2
Train Operations 0.0 0.0 0.0 0.0 0.0
Fuel, Power, & Utilities 117.1 0.3 0.4 0.1 117.8
Materials 0.0 0.0 0.2 (8.2) (8.0)
Facility, Communication, & Office 2.7 3.4 6.0 7.9 20.0
Advertising and Sales 35.1 0.0 0.1 0.0 35.2
Casualty and Other Claims Total 0.2 0.0 0.5 34.6 35.3
Depreciation 0.0 0.0 0.0 569.7 569.7
Amort of Gain On Sale/Leaseback 0.0 0.0 0.0 (12.2) (12.2)
Professional Fees 7.5 3.8 2.1 (0.6) 12.8
Data Processing Services and Supplies 0.7 0.0 1.1 0.0 1.8
Environmental and Safety 0.0 0.0 0.1 (1.3) (1.2)
Maintenance of Way Services 0.0 0.0 0.4 0.0 0.4
Passenger Inconvenience 0.0 0.0 0.0 0.0 0.0
Financial 41.1 0.3 0.0 0.0 41.4
Other Expenses 0.0 0.0 0.6 7.3 7.9
Indirect Costs Capitalized To P&E 0.0 0.0 (22.1) (0.0) (22.1)
Total Expenses 235.7 11.6 29.7 599.2 876.2
Operating Income (Loss) (235.7) 52.7 (29.7) (599.2) (811.9)
Other (Income) and Expense:
Interest Income (56.7) 0.0 0.0 0.0 (56.7)
Interest Expense 158.3 0.0 0.0 0.0 158.3
Other Expense - Net 101.6 0.0 0.0 0.0 101.6
Project Expenses 0.0 0.0 0.2 0.0 0.2
Net Income or (Loss) (337.3) 52.7 (29.9) (599.2) (913.7)
Adj for Depreciation, OPEBs, PRJ & Interest 101.6 0.0 0.2 620.2 722.0
Adjusted Income or (Loss) (235.7) 52.7 (29.7) 21.0 (191.7)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
$ millions CEO Marketing IT HR
REVENUES:
Passenger Related:
Ticket Revenue 0.0 0.0 0.0 0.0
Food and Beverage 0.0 0.0 0.0 0.0
State Supported Train Revenue 0.0 0.0 0.0 0.0
Total Passenger Related Revenue 0.0 0.0 0.0 0.0
Commuter 0.0 0.0 0.0 0.0
Reimbursable 0.0 0.0 0.0 0.0
Commercial Development 0.0 0.0 0.0 0.0
Other Transportation 0.0 0.0 0.0 0.0
Freight Access Fees and Other 0.0 10.4 0.0 0.0
Total Other Revenue 0.0 10.4 0.0 0.0
Total Operating Revenue 0.0 10.4 0.0 0.0
EXPENSES:
Salaries, Wages and Benefits:
Salaries 0.7 22.7 22.9 12.5
Wages & Overtime 0.0 36.4 0.3 0.1
Employee Benefits 0.3 29.5 12.7 6.9
Employee Related 0.1 1.6 1.7 3.0
Salaries, Wages and Benefits 1.2 90.3 37.8 22.5
Train Operations 0.0 81.4 0.0 0.0
Fuel, Power, & Utilities 0.0 0.6 0.0 0.1
Materials 0.0 0.0 0.0 0.0
Facility, Communication, & Office 0.1 11.3 32.8 1.8
Advertising and Sales 0.0 77.2 0.0 0.1
Casualty and Other Claims Total 0.0 1.0 0.0 0.0
Depreciation 0.0 0.0 0.0 0.0
Amort of Gain On Sale/Leaseback 0.0 0.0 0.0 0.0
Professional Fees 0.0 13.4 0.5 1.3
Data Processing Services and Supplies 0.0 1.2 93.7 0.2
Environmental and Safety 0.0 0.1 0.0 0.0
Maintenance of Way Services 0.0 0.5 0.0 0.1
Passenger Inconvenience 0.0 5.0 0.0 0.0
Financial 0.0 0.0 0.0 0.0
Other Expenses 0.0 0.0 0.0 0.0
Indirect Costs Capitalized To P&E 0.0 0.0 0.0 0.0
Total Expenses 1.3 281.9 164.8 26.1
Operating Income (Loss) (1.3) (271.5) (164.8) (26.1)
Other (Income) and Expense:
Interest Income 0.0 0.0 0.0 0.0
Interest Expense 0.0 0.0 0.0 0.0
Other Expense - Net 0.0 0.0 0.0 0.0
Project Expenses 0.0 8.8 9.0 0.0
Net Income or (Loss) (1.3) (280.3) (173.8) (26.1)
Adj for Depreciation, OPEBs, PRJ & Interest 0.0 8.8 9.0 0.0
Adjusted Income or (Loss) (1.3) (271.5) (164.8) (26.1)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
Policy & General Labor Government Total
$ millions Development Counsel Relations Affairs Corporate
REVENUES:
Passenger Related:
Ticket Revenue 0.0 0.0 0.0 0.0 0.0
Food and Beverage 0.0 0.0 0.0 0.0 0.0
State Supported Train Revenue 0.0 0.0 0.0 0.0 0.0
Total Passenger Related Revenue 0.0 0.0 0.0 0.0 0.0
Commuter 0.0 0.0 0.0 0.0 0.0
Reimbursable 0.0 0.0 0.0 0.0 0.0
Commercial Development 0.0 0.0 0.0 0.0 64.3
Other Transportation 0.0 0.0 0.0 0.0 0.0
Freight Access Fees and Other 0.0 0.0 0.0 0.0 10.4
Total Other Revenue 0.0 0.0 0.0 0.0 74.7
Total Operating Revenue 0.0 0.0 0.0 0.0 74.7
EXPENSES:
Salaries, Wages and Benefits:
Salaries 5.5 11.8 2.6 3.0 116.6
Wages & Overtime 0.0 0.0 0.2 0.0 43.8
Employee Benefits 3.1 6.4 1.5 1.6 96.4
Employee Related 0.4 0.5 0.3 0.1 9.2
Salaries, Wages and Benefits 9.0 18.7 4.5 4.8 266.0
Train Operations 0.0 0.0 0.0 0.0 81.4
Fuel, Power, & Utilities 0.0 0.0 0.0 0.0 118.5
Materials 0.0 0.0 0.0 0.0 (8.0)
Facility, Communication, & Office 0.2 1.6 0.3 0.4 68.6
Advertising and Sales 0.0 0.0 0.0 0.1 112.6
Casualty and Other Claims Total 0.0 10.4 0.0 0.0 46.7
Depreciation 0.0 0.0 0.0 0.0 569.7
Amort of Gain On Sale/Leaseback 0.0 0.0 0.0 0.0 (12.2)
Professional Fees 4.1 31.8 0.0 0.4 64.4
Data Processing Services and Supplies 0.3 0.0 0.0 0.0 97.1
Environmental and Safety 0.0 0.0 0.0 0.0 (1.1)
Maintenance of Way Services 0.0 0.0 0.0 0.0 1.0
Passenger Inconvenience 0.0 0.0 0.0 0.0 5.0
Financial 0.0 0.0 0.0 0.0 41.4
Other Expenses 0.0 0.0 0.0 0.0 7.9
Indirect Costs Capitalized To P&E 0.0 0.0 0.0 0.0 (22.1)
Total Expenses 13.6 62.4 4.9 5.7 1,436.9
Operating Income (Loss) (13.6) (62.4) (4.9) (5.7) (1,362.2)
Other (Income) and Expense:
Interest Income 0.0 0.0 0.0 0.0 (56.7)
Interest Expense 0.0 0.0 0.0 0.0 158.3
Other Expense - Net 0.0 0.0 0.0 0.0 101.6
Project Expenses 1.9 0.0 0.0 0.0 19.9
Net Income or (Loss) (15.5) (62.4) (4.9) (5.7) (1,483.7)
Adj for Depreciation, OPEBs, PRJ & Interest 1.9 0.0 0.0 0.0 741.7
Adjusted Income or (Loss) (13.6) (62.4) (4.9) (5.7) (742.0)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Department and Major Account
FY10 Operating Budget
Subsidiaries & Total Excl Inspector
$ millions Elimination OIG General Total Amtrak
REVENUES:
Passenger Related:
Ticket Revenue 0.0 1,619.1 0.0 1,619.1
Food and Beverage 0.0 94.0 0.0 94.0
State Supported Train Revenue 0.0 191.5 0.0 191.5
Total Passenger Related Revenue 0.0 1,904.6 0.0 1,904.6
Commuter 0.0 141.8 0.0 141.8
Reimbursable 0.0 103.7 0.0 103.7
Commercial Development 5.3 69.5 0.0 69.5
Other Transportation 9.4 136.0 0.0 136.0
Freight Access Fees and Other 2.8 41.7 0.0 41.7
Total Other Revenue 17.4 492.7 0.0 492.7
Total Operating Revenue 17.4 2,397.3 0.0 2,397.3
EXPENSES:
Salaries, Wages and Benefits:
Salaries 0.0 247.6 9.8 257.4
Wages & Overtime 10.8 962.3 0.0 962.3
Employee Benefits 0.0 547.6 5.4 552.9
Employee Related 0.0 29.3 0.7 30.0
Salaries, Wages and Benefits 10.8 1,786.8 15.9 1,802.7
Train Operations 0.0 245.1 0.0 245.1
Fuel, Power, & Utilities 4.2 308.3 0.0 308.3
Materials 1.0 179.8 0.0 179.8
Facility, Communication, & Office 1.5 158.3 0.8 159.1
Advertising and Sales 0.0 112.7 0.0 112.7
Casualty and Other Claims Total 0.0 75.1 0.0 75.1
Depreciation 7.2 576.9 0.0 576.9
Amort of Gain On Sale/Leaseback 0.0 (12.2) 0.0 (12.2)
Professional Fees 1.1 94.2 3.5 97.7
Data Processing Services and Supplies 0.0 98.9 0.4 99.3
Environmental and Safety 0.0 13.0 0.0 13.0
Maintenance of Way Services 0.0 36.0 0.1 36.1
Passenger Inconvenience 0.0 12.9 0.0 12.9
Financial 0.5 45.4 0.0 45.4
Other Expenses (8.0) (0.3) 0.0 (0.3)
Indirect Costs Capitalized To P&E 0.0 (127.8) 0.0 (127.8)
Total Expenses 18.3 3,603.2 20.7 3,623.9
Operating Income (Loss) (0.9) (1,205.9) (20.7) (1,226.6)
Other (Income) and Expense:
Interest Income (0.1) (56.8) 0.0 (56.8)
Interest Expense 0.0 158.3 0.0 158.3
Other Expense - Net (0.1) 101.5 0.0 101.5
Project Expenses 0.0 82.4 1.2 83.6
Net Income or (Loss) (0.9) (1,389.8) (21.9) (1,411.7)
Adj for Depreciation, OPEBs, PRJ & Interest 7.1 811.3 1.2 812.5
Adjusted Income or (Loss) 6.3 (578.5) (20.7) (599.2)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Revenue and Expenses by Department
FY10 Operating Budget
Revenue Expenses Profit/(Loss)
Base New Total Base New Total Base New Total
Activity Activity Activity Activity Activity Activity Activity Activity Activity
Passenger Revenue - No Specific Dept 2,028.0 31.6 2,059.6 0.0 0.0 0.0 2,028.0 31.6 2,059.6
Transportation 129.2 0.0 129.2 1,275.5 17.8 1,293.3 (1,146.3) (17.8) (1,164.1)
Mechanical 30.7 0.0 30.7 511.0 13.1 524.1 (480.3) (13.1) (493.4)
Engineering 85.6 0.0 85.6 243.0 5.6 248.6 (157.4) (5.6) (163.0)
EHS 0.1 0.0 0.1 8.7 0.2 8.9 (8.6) (0.2) (8.8)
Amtrak Police 0.0 0.0 0.0 48.4 0.5 48.9 (48.4) (0.5) (48.9)
OSSSO 0.0 0.0 0.0 15.1 0.0 15.1 (15.1) 0.0 (15.1)
RCM 0.0 0.0 0.0 7.3 0.0 7.3 (7.3) 0.0 (7.3)
COO Staff 0.0 0.0 0.0 1.9 0.0 1.9 (1.9) 0.0 (1.9)
Chief Operating Officer 245.6 0.0 245.6 2,110.8 37.2 2,148.0 (1,865.2) (37.2) (1,902.4)
Finance 0.0 0.0 0.0 234.6 1.1 235.7 (234.6) (1.1) (235.7)
Real Estate 64.3 0.0 64.3 10.3 1.3 11.6 54.0 (1.3) 52.7
Procurement and Matl Mgmt 0.0 0.0 0.0 28.9 0.8 29.7 (28.9) (0.8) (29.7)
Corporate Common 0.0 0.0 0.0 (21.0) 0.0 (21.0) 21.0 0.0 21.0
Chief Financial Officer 64.3 0.0 64.3 252.8 3.2 256.0 (188.6) (3.2) (191.7)
CEO 0.0 0.0 0.0 1.3 0.0 1.3 (1.3) 0.0 (1.3)
Marketing 10.4 0.0 10.4 275.6 6.2 281.9 (265.2) (6.2) (271.5)
IT 0.0 0.0 0.0 150.4 14.4 164.8 (150.4) (14.4) (164.8)
HR 0.0 0.0 0.0 26.1 0.0 26.1 (26.1) 0.0 (26.1)
Policy & Development 0.0 0.0 0.0 8.9 4.8 13.6 (8.9) (4.8) (13.6)
General Counsel 0.0 0.0 0.0 62.4 0.0 62.4 (62.4) 0.0 (62.4)
Labor Relations 0.0 0.0 0.0 4.9 0.0 4.9 (4.9) 0.0 (4.9)
Government Affairs 0.0 0.0 0.0 5.7 0.0 5.7 (5.7) 0.0 (5.7)
Total Corporate 74.7 0.0 74.7 788.1 28.6 816.7 (713.4) (28.6) (742.0)
Subsidiaries & Elimination 17.4 0.0 17.4 11.1 0.0 11.1 6.3 0.0 6.3
Total Amtrak Excluding OIG 337.7 0.0 337.7 2,910.0 65.8 2,975.8 (2,572.3) (65.8) (2,638.1)
Inspector General 0.0 0.0 0.0 20.7 0.0 20.7 (20.7) 0.0 (20.7)
Operating Subsidy Requirement 2,365.7 31.6 2,397.3 2,930.7 65.8 2,996.5 (565.0) (34.2) (599.2)
0.0 0.0 0.0
Depreciation 576.9 0.0 576.9 (576.9) 0.0 (576.9)
OPEB's 50.5 0.0 50.5 (50.5) 0.0 (50.5)
Non-Cash Expenses 627.4 0.0 627.4 (627.4) 0.0 (627.4)
0.0 0.0 0.0
Project Expenses 83.6 0.0 83.6 (83.6) 0.0 (83.6)
Net Loss Including Non-Cash and Project 2,365.7 31.6 2,397.3 3,641.7 65.8 3,707.4 (1,275.9) (34.2) (1,310.1)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Income Statement by Major Account and Activity
FY10 Operating Budget
Base New FY10
$ millions Activity Activity Budget
REVENUES:
Passenger Related:
Ticket Revenue 1,592.6 26.5 1,619.1
Food and Beverage 94.0 0.0 94.0
State Supported Train Revenue 186.5 5.0 191.5
Total Passenger Related Revenue 1,873.0 31.6 1,904.6
Commuter 141.8 0.0 141.8
Reimbursable 103.7 0.0 103.7
Commercial Development 69.5 0.0 69.5
Other Transportation 136.0 0.0 136.0
Freight Access Fees and Other 41.7 0.0 41.7
Total Other Revenue 492.7 0.0 492.7
Total Operating Revenue 2,365.7 31.6 2,397.3
EXPENSES:
Salaries, Wages and Benefits:
Salaries 255.7 1.7 257.4
Wages & Overtime 949.9 12.4 962.3
Employee Benefits 546.0 7.0 552.9
Employee Related 29.7 0.3 30.0
Salaries, Wages and Benefits 1,781.3 21.4 1,802.7
Train Operations 243.9 1.2 245.1
Fuel, Power, & Utilities 309.5 (1.2) 308.3
Materials 173.5 6.3 179.8
Facility, Communication, & Office 165.9 (6.8) 159.1
Advertising and Sales 104.4 8.3 112.7
Casualty and Other Claims Total 74.7 0.4 75.1
Depreciation 576.9 0.0 576.9
Amort of Gain On Sale/Leaseback (12.2) 0.0 (12.2)
Professional Fees 83.8 13.9 97.7
Data Processing Services and Supplies 79.3 20.0 99.3
Environmental and Safety 12.0 1.0 13.0
Maintenance of Way Services 35.5 0.6 36.1
Passenger Inconvenience 12.9 0.0 12.9
Financial 45.4 0.0 45.4
Other Expenses (0.9) 0.6 (0.3)
Indirect Costs Capitalized To P&E (127.8) 0.0 (127.8)
Total Expenses 3,558.1 65.8 3,623.9
Operating Income (Loss) (1,192.4) (34.2) (1,226.6)
Other (Income) and Expense:
Interest Income (56.8) 0.0 (56.8)
Interest Expense 158.3 0.0 158.3
Other Expense - Net 101.5 0.0 101.5
Project Expenses 83.6 0.0 83.6
Net Income or (Loss) (1,377.5) (34.2) (1,411.7)
Adj for Depreciation, OPEBs, PRJ & Interest 812.5 0.0 812.5
Adjusted Income or (Loss) (565.0) (34.2) (599.2)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Labor and Non-Labor Expenses by Department
FY10 Operating Budget
Labor Expenses Non-Labor Expenses Total Expenses
FY08 FY09 FY10 FY10 Fav/(Unfav) to FY09 FY08 FY09 FY10 FY10 Fav/(Unfav) to FY09 FY08 FY09 FY10 FY10 Fav/(Unfav) to FY09
Actual Forecast Budget $ % Actual Forecast Budget $ % Actual Forecast Budget $ %
Transportation 790.5 832.8 849.3 (16.5) -2.0% 481.6 410.5 444.0 (33.5) -8.2% 1,272.1 1,243.3 1,293.3 (50.0) -4.0%
Mechanical 311.6 346.0 361.4 (15.3) -4.4% 141.8 161.9 162.8 (0.9) -0.5% 453.4 507.9 524.1 (16.2) -3.2%
Engineering 208.4 214.8 235.0 (20.2) -9.4% 2.4 13.5 13.6 (0.1) -0.6% 210.8 228.3 248.6 (20.3) -8.9%
EHS 5.2 5.3 5.4 (0.1) -2.2% 2.5 3.9 3.4 0.5 12.1% 7.7 9.2 8.9 0.4 3.9%
Amtrak Police 40.9 43.0 44.6 (1.6) -3.8% 3.2 3.6 4.3 (0.6) -17.8% 44.1 46.6 48.9 (2.3) -4.9%
OSSSO 7.7 13.9 12.6 1.3 9.6% 2.5 3.5 2.5 1.0 29.6% 10.1 17.4 15.1 2.4 13.7%
RCM 0.0 0.0 0.0 (0.0) -14.0% 6.5 6.5 7.2 (0.7) -10.6% 6.5 6.6 7.3 (0.7) -10.6%
COO Staff 1.1 1.4 1.7 (0.3) -20.9% 3.1 0.1 0.2 (0.0) -12.2% 4.2 1.6 1.9 (0.3) -20.1%
Chief Operating Officer 1,365.4 1,457.3 1,510.1 (52.8) -3.6% 643.5 603.6 637.9 (34.3) -5.7% 2,008.9 2,060.9 2,148.0 (87.1) -4.2%
Finance 27.3 28.6 31.2 (2.6) -9.0% 190.9 200.7 204.5 (3.8) -1.9% 218.2 229.3 235.7 (6.3) -2.8%
Real Estate 3.2 3.5 3.8 (0.2) -6.1% 4.7 6.5 7.8 (1.4) -21.0% 7.9 10.0 11.6 (1.6) -15.7%
Procurement and Matl Mgmt 38.6 39.4 40.4 (0.9) -2.4% 9.2 (2.7) (10.7) 8.0 -302.3% 47.8 36.8 29.7 7.1 19.2%
Corporate Common (63.2) (90.9) (48.5) (42.4) 46.6% 59.2 43.9 27.6 16.4 37.2% (4.0) (47.0) (21.0) (26.1) 55.4%
Chief Financial Officer 5.9 (19.4) 26.8 (46.1) 238.2% 264.1 248.5 229.2 19.2 7.7% 270.0 229.1 256.0 (26.9) -11.7%
CEO 1.0 1.9 1.2 0.8 40.7% 0.1 0.7 0.1 0.6 83.6% 1.1 2.6 1.3 1.4 51.8%
Marketing 87.8 87.3 90.3 (2.9) -3.4% 171.2 183.6 191.6 (8.0) -4.4% 259.0 271.0 281.9 (10.9) -4.0%
IT 34.0 37.7 37.8 (0.0) 0.0% 109.5 117.5 127.0 (9.5) -8.1% 143.4 155.2 164.8 (9.5) -6.1%
HR 21.6 22.4 22.5 (0.1) -0.6% 3.3 3.5 3.6 (0.1) -2.6% 24.9 25.9 26.1 (0.2) -0.8%
Policy & Development 5.8 6.3 9.0 (2.8) -44.0% 1.2 5.4 4.6 0.8 14.2% 7.0 11.7 13.6 (2.0) -17.0%
General Counsel 16.2 16.7 18.7 (2.0) -12.0% 50.6 43.2 43.8 (0.6) -1.4% 66.8 59.9 62.4 (2.6) -4.3%
Labor Relations 4.2 4.3 4.5 (0.3) -6.2% 0.3 0.2 0.3 (0.1) -39.9% 4.5 4.5 4.9 (0.4) -8.0%
Government Affairs 4.3 4.3 4.8 (0.5) -11.4% 0.7 0.7 0.9 (0.2) -32.6% 5.0 5.0 5.7 (0.7) -14.4%
Total Corporate 180.9 161.6 215.5 (53.9) -33.4% 600.8 603.2 601.2 2.0 0.3% 781.7 764.8 816.7 (51.9) -6.8%
Subsidiaries & Elimination 10.9 6.7 10.8 (4.1) -61.4% 1.0 (7.2) 0.4 (7.6) 105.4% 11.9 (0.6) 11.1 (11.7) 2014.5%
Total Amtrak Excluding OIG 1,557.2 1,625.6 1,736.3 (110.8) -6.8% 1,245.3 1,199.6 1,239.4 (39.9) -3.3% 2,802.4 2,825.1 2,975.8 (150.7) -5.3%
Inspector General 12.5 14.7 15.9 (1.2) -8.2% 3.1 4.6 4.8 (0.2) -3.7% 15.5 19.3 20.7 (1.4) -7.1%
Total Amtrak 1,571.1 1,640.3 1,752.3 (112.0) -6.8% 1,248.7 1,204.2 1,244.2 (40.0) -3.3% 2,819.7 2,844.5 2,996.5 (152.0) -5.3%
Depreciation 514.3 540.0 576.9 (36.9) -6.8% 514.3 540.0 576.9 (36.9) -6.8%
OPEB's 52.4 49.5 50.5 (1.0) -2.0% 52.4 49.5 50.5 (1.0) -2.0%
Non-Cash Expenses 52.4 49.5 50.5 (1.0) -2.0% 514.3 540.0 576.9 (36.9) -6.8% 566.7 589.5 627.4 (37.9) -6.4%
Project Expenses 0.0 0.0 0.0 0.0 #DIV/0! 23.1 51.0 83.6 (32.5) -63.7% 23.1 51.0 83.6 (32.5) -63.7%
Total Including Non-Cash & PRJ 1,623.5 1,689.7 1,802.7 (113.0) -6.7% 1,786.1 1,795.3 1,904.7 (109.4) -6.1% 3,409.6 3,485.0 3,707.4 (222.4) -6.4%
FY2010 Appendix
Reconcilation of FY10 Operating Budget to FY09 Operating Forecast
Net
Revenue Expenses Income/(Loss)
FY09 Forecast $2,342.5 $2,844.5 ($502.0)
Changes in Base Activity
Inflation of Prior Year $9.1 $75.3
Renegotiation of state contracts for Illinois and California $13.3
Impact of changes in demographics and economy ($3.2)
Increase in Food and Beverage revenue driven by higher ridership $1.8
Commuter Services ($1.1) ($4.5)
Reimbursable Services $8.9 $8.8
Commercial Development Services ($2.7) ($0.5)
Financial Improvement Efforts ($3.8)
Increased Transfer Credits from Stimulus Activity ($23.5)
PRIIA Compliance $0.9
Safety Improvement Activity $3.5
Green/Environmental Activity ($3.7)
Incr/(Decr) in FELA $7.0
Incr/(Decr) in Employee Benefits $36.3
Other ($2.8) ($9.5)
Total Changes to Base Activity $23.2 $86.2 ($63.0)
New Activity
Growth
Operational cost for new state supported services - Virginia & Cascades $11.5 $7.1
Launch of next generation e-Ticketing channel $5.7
Initiation of partnership with Rail Europe for train reservations by European travelers $1.7
Increase in Advertising spending to increase market share and ridership $13.2 $7.7
Launch of Wi-Fi on Acela trains $0.5
Reduction in frequency of Special Trains ($0.9)
Cost of labor and professional studies to support projects conducted in conjunctions with states $2.4
Service, Inspections, and Maintenance of rolling stock restored to fleet (other than ARRA) $2.2
Professional services for real estate studies and valuations $1.3
Professional studies related to NEC development initiatives $0.8
Cost of labor to support growth of capacity and infrastructure initiative in the state corridors $0.5
Washington terminal capacity study and washington station passenger study $0.4
Next generation fleet requirements studies $0.2
Total Growth $31.6 $22.4 $9.2
ITII Vendor Sourcing
One-time Transition Costs $10.0
Increase in vendor contractual costs $0.2
Telecom cost reduction ($1.9)
Cost of vendor-provided hardware (capitalized under former agreements) $0.7
Total ITII $9.0 ($9.0)
Impact of ARRA
Service, Inspections, and Maintenance of rolling stock restored to fleet with ARRA investment $5.8
Restoration of leased wrecks not eligible for ARRA investment due to accounting regulations $3.6
Increase in workforce driven by Stimulus requirements $4.8
Total ARRA Impact $14.1 ($14.1)
PRIIA
Costs to support PRIIA requirements $4.4 ($4.4)
Safer
Safety culture initiative - Professional Services $7.2
Safety culture initiative - Incremental Amtrak workforce (40 FTEs) $4.0
Other Safety Initiatives $0.6
Total Safer $11.8 ($11.8)
Healthier
Launch of Police Fitness standard program to comply with 2007 labor agreement settlement $0.5
Greener
Green Initiatives - expanded Recycling & Storm water facilities $0.5
Additional fuel calibration units to assist with management of diesel fuel usage $0.2
Total Greener $0.7 ($0.7)
Other $2.8 ($2.8)
Total New Activity $31.6 $65.8 ($34.2)
FY10 Total Budget $2,397.3 $2,996.5 ($599.2)
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Monthly Average and End of Year Headcount by Department
FY10 Operating Budget
FY08 Average Monthly Headcount FY09 Average Monthly Headcount Forecast FY10 Average Monthly Headcount Budget
Exempt Non-Exempt Total Exempt Non-Exempt Total Exempt Non-Exempt Total
Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount
Transportation 581 156 737 7,574 - 7,574 - - 8,311 601 161 762 7,662 12 7,674 - - 8,436 623 161 783 7,795 21 7,816 - - 8,600
Mechanical 372 - 372 3,952 - 3,952 - - 4,324 390 - 390 4,055 7 4,062 - - 4,452 409 - 409 4,161 14 4,175 - - 4,584
Engineering 346 - 346 2,625 - 2,625 - 3 2,974 359 - 359 2,673 - 2,673 2 0 3,034 395 154 549 2,791 - 2,791 - - 3,340
EHS 35 1 36 6 - 6 - - 41 38 1 38 4 - 4 - - 42 38 1 39 4 - 4 - - 43
Amtrak Police 26 - 26 333 - 333 - - 359 26 29 55 306 - 306 2 - 363 27 1 27 337 - 337 3 - 367
OSSSO 40 - 40 2 - 2 - - 41 66 - 66 2 - 2 1 - 68 66 - 66 - - - 1 - 67
RCM - - - - - - - - - - - - - - - - - - - - - - - - - - -
COO Staff 5 - 5 - - - - - 5 6 - 6 - - - - - 6 7 - 7 - - - - - 7
Chief Operating Officer 1,403 157 1,560 14,492 - 14,492 - 3 16,055 1,488 190 1,678 14,702 19 14,721 4 0 16,402 1,564 316 1,880 15,087 35 15,122 4 - 17,006
Finance 157 - 157 103 - 103 - 0 260 162 - 162 99 - 99 - - 262 180 - 180 94 - 94 - - 274
Real Estate 21 - 21 3 - 3 - - 24 22 - 22 3 - 3 - - 25 23 - 23 3 - 3 - - 26
Procurement and Matl Mgmt 139 - 139 304 - 304 - - 444 138 12 150 293 - 293 - - 443 146 22 168 280 - 280 - - 449
Corporate Common - - - - - - - - - - - - - - - - - - - - - - - - - - -
Chief Financial Officer 317 - 317 410 - 410 - 0 727 323 12 334 395 - 395 - - 730 349 22 371 377 - 377 - - 748
CEO 3 - 3 - - - - - 3 3 - 3 - - - - - 3 8 - 8 - - - - - 8
Marketing 273 6 279 917 - 917 - - 1,197 277 3 280 835 172 1,008 - - 1,288 286 4 290 645 342 987 - - 1,276
IT 230 - 230 5 - 5 - - 235 263 - 263 7 1 8 6 - 276 334 - 334 6 - 6 5 - 345
HR 172 - 172 3 - 3 - - 175 176 - 176 2 - 2 - - 177 180 - 180 - 1 1 - - 181
Policy & Development 26 - 26 - - - - - 26 31 - 31 - - - - - 31 47 - 47 - - - 1 - 48
General Counsel 120 - 120 - - - - - 120 120 - 120 - - - - - 120 136 - 136 - - - - - 136
Labor Relations 32 - 32 3 - 3 - - 34 32 - 32 3 - 3 - - 34 32 - 32 3 - 3 - - 35
Government Affairs 31 - 31 - - - - 0 31 30 - 30 - - - - - 30 34 - 34 - - - - - 34
Planning & Analysis 7 - 7 - - - - - 7 (0) - (0) - - - - - (0) - - - - - - - - -
Total Corporate 1,211 6 1,217 1,338 - 1,338 - 1 2,556 1,255 15 1,269 1,241 173 1,415 6 - 2,689 1,406 26 1,432 1,031 343 1,374 6 - 2,812
Total Amtrak Excluding OIG 2,614 164 2,778 15,830 - 15,830 - 3 18,611 2,742 205 2,947 15,943 192 16,135 9 0 19,091 2,970 342 3,312 16,118 378 16,496 10 - 19,818
Inspector General 83 - 83 - - - - - 83 87 - 87 - - - - - 87 93 - 93 - - - - - 93
Total Amtrak 2,697 164 2,861 15,830 - 15,830 - 3 18,694 2,829 205 3,034 15,943 192 16,135 9 0 19,179 3,063 342 3,405 16,118 378 16,496 10 - 19,911
FY08 End of Year Headcount FY09 End of Year Headcount Forecast FY10 End of Year Headcount Budget
Exempt Non-Exempt Total Exempt Non-Exempt Total Exempt Non-Exempt Total
Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount Exempt ARASA Total Full Time Part Time Total Contractors Interns Headcount
Transportation 591 161 752 7,648 - 7,648 - - 8,400 603 164 767 7,597 24 7,621 - - 8,388 623 161 783 7,882 21 7,903 - - 8,686
Mechanical 384 - 384 3,958 - 3,958 - - 4,342 403 - 403 4,157 14 4,171 - - 4,574 409 - 409 4,188 14 4,202 - - 4,611
Engineering 350 - 350 2,692 - 2,692 - - 3,042 361 - 361 2,645 - 2,645 3 - 3,009 395 154 549 2,791 - 2,791 - - 3,340
EHS 34 1 35 4 - 4 - - 39 39 1 40 4 - 4 - - 44 38 1 39 3 - 3 - - 42
Amtrak Police 26 - 26 333 - 333 - - 359 28 58 86 285 - 285 3 - 374 27 - 27 337 - 337 3 - 367
OSSSO 62 - 62 2 - 2 - - 64 67 - 67 2 - 2 1 - 70 66 - 66 - - - 1 - 67
RCM - - - - - - - - - - - - - - - - - - - - - - - - - - -
COO Staff 5 - 5 - - - - - 5 7 - 7 - - - - - 7 7 - 7 - - - - - 7
Chief Operating Officer 1,452 162 1,614 14,637 - 14,637 - - 16,251 1,508 223 1,731 14,690 38 14,728 7 - 16,466 1,564 316 1,880 15,200 35 15,235 4 - 17,119
Finance 151 - 151 110 - 110 - - 261 170 - 170 95 - 95 - - 265 180 - 180 88 - 88 - - 269
Real Estate 21 - 21 3 - 3 - - 24 23 - 23 3 - 3 - - 26 23 - 23 3 - 3 - - 26
Procurement and Matl Mgmt 136 - 136 304 - 304 - - 440 143 23 166 284 - 284 - - 450 146 22 168 280 - 280 - - 449
Corporate Common - - - - - - - - - - - - - - - - - - - - - - - - - - -
Chief Financial Officer 308 - 308 417 - 417 - - 725 336 23 359 382 - 382 - - 741 350 22 372 372 - 372 - - 744
CEO 3 - 3 - - - - - 3 3 - 3 - - - - - 3 8 - 8 - - - - - 8
Marketing 274 7 281 932 - 932 - - 1,213 281 - 281 679 331 1,010 - - 1,291 287 4 291 618 339 957 - - 1,248
IT 241 - 241 5 - 5 - - 246 273 - 273 7 2 9 10 - 292 335 - 335 6 - 6 5 - 346
HR 170 - 170 2 - 2 - - 172 181 - 181 1 - 1 - - 182 180 - 180 - 1 1 - - 181
Policy & Development 30 - 30 - - - - - 30 35 - 35 - - - - - 35 47 - 47 - - - 1 - 48
General Counsel 120 - 120 - - - - - 120 121 - 121 - - - - - 121 139 - 139 - - - - - 139
Labor Relations 31 - 31 2 - 2 - - 33 32 - 32 3 - 3 - - 35 32 - 32 3 - 3 - - 35
Government Affairs 30 - 30 - - - - - 30 30 - 30 - - - - - 30 34 - 34 - - - - - 34
Planning & Analysis - - - - - - - - - (0) - (0) - - - - - (0) - - - - - - - - -
Total Corporate 1,207 7 1,214 1,358 - 1,358 - - 2,572 1,292 23 1,315 1,072 333 1,405 10 - 2,730 1,412 26 1,438 999 340 1,339 6 - 2,783
Total Amtrak Excluding OIG 2,659 169 2,828 15,995 - 15,995 - - 18,823 2,800 246 3,046 15,762 371 16,133 17 - 19,196 2,976 342 3,318 16,200 375 16,575 10 - 19,903
Inspector General 86 - 86 - - - - - 86 89 - 89 - - - - - 89 93 - 93 - - - - - 93
Total Amtrak 2,745 169 2,914 15,995 - 15,995 - - 18,909 2,889 246 3,135 15,762 371 16,133 17 - 19,285 3,069 342 3,411 16,200 375 16,575 10 - 19,996
FY2010 Appendix
National Railroad Passenger Corporation (Amtrak)
Summary Capital Programs
2010 Proposed Capital Budget (1) 2009 Authorized (2) Change from 2009 Authorized
Third Party & Federal & Third Party & Federal & Third Party &
Federal & Amtrak Special Grants Total Amtrak Special Grants Total Amtrak Special Grants Total
Infrastructure
Bridges/Culverts/Tunnels 38.51 5.97 44.48 36.73 8.06 44.79 26.49 2.31 28.80
Facility/Station/Other 23.78 16.91 40.69 21.81 17.61 39.41 (1.80) (0.99) (2.80)
C&S 28.79 10.34 39.13 10.68 19.69 30.37 12.77 (9.66) 3.12
Electric Traction 35.72 6.90 42.62 53.30 11.98 65.27 (17.72) (5.22) (22.94)
Track 201.38 38.81 240.20 173.31 24.19 197.49 13.19 11.20 24.38
Freight Railroad Improvements 3.50 - 3.50 3.87 - 3.87 (0.37) - (0.37)
Fire & Life Safety 12.96 42.53 55.49 6.45 53.20 59.65 5.93 (10.89) (4.96)
Other 6.00 - 6.00 6.43 2.29 8.72 (0.43) (2.29) (2.72)
Subtotal Infrastructure 350.63 121.47 472.11 312.58 137.00 449.58 38.06 (15.53) 22.53
Fleet
Passenger Cars 281.18 - 281.18 151.90 1.32 153.22 129.28 (1.32) 127.95
Locomotives 51.52 51.52 26.33 - 26.33 25.19 - 25.19
Facility Improvements 16.50 16.50 10.10 - 10.10 6.40 - 6.40
Non Passenger Equipment 2.98 2.98 9.04 - 9.04 (6.06) - (6.06)
Mechanical IT Projects 4.30 4.30 4.09 - 4.09 0.22 - 0.22
Mandatory Projects 4.10 4.10 2.90 - 2.90 1.20 - 1.20
General Safety & Reliability Projects 16.65 16.65 10.80 - 10.80 5.85 - 5.85
Subtotal Fleet 377.23 - 377.23 215.16 1.32 216.48 162.07 (1.32) 160.74
Other Departments
Information Technologies 127.48 127.48 59.83 4.08 63.91 67.65 (4.08) 63.57
Chief Financial Officer 3.82 3.82 2.75 0.85 3.60 1.07 (0.85) 0.22
Real Estate 3.43 3.43 2.00 0.23 2.23 1.43 (0.23) 1.20
Marketing & Product Mgmt. 45.46 2.67 48.13 11.54 13.18 24.72 33.92 (10.51) 23.41
Procurement 9.60 9.60 0.33 - 0.33 9.28 - 9.28
Chief Operating Officer 2.00 2.00 0.86 - 0.86 1.14
Policy and Development 7.40 8.50 15.90 3.25 6.15 9.40 4.15 2.35 6.50
Environmental Health 12.38 12.38 8.25 - 8.25 4.13 - 4.13
Police & Security 2.30 25.63 27.93 3.56 22.45 26.01 (1.26) 3.19 1.92
Transportation 33.96 33.96 4.20 - 4.20 29.77 - 29.77
Subtotal Other Departments 247.83 36.80 284.63 96.61 46.93 143.55 151.22 (10.13) 141.09
Total 975.69 158.27 1,133.97 624.35 185.26 809.61 351.34 (26.99) 324.36
NOTES:
(1) Does not include $144 million for ADA Compliance Projects
(2) Does not include reprogrammings approved by Amtrak Board in June; awaiting FRA approval
FY2010 Appendix
Amtrak - FY2010 Debt Service Principal and Interest Budget
Project Description Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 FY10
30th Street Station UDAG - Grant -- 1B Principal 130,000.00 130,000.00
30th Street Station UDAG - Grant -- 1B Interest 0.00 0.00
30th Street Station UDAG - Grant -- 1B Due Date 30-Nov-09
70 Thrall HS Material Handling Cars -- 4 Principal 1,956,738.14 1,956,738.14
70 Thrall HS Material Handling Cars -- 4 Interest 327,584.59 327,584.59
70 Thrall HS Material Handling Cars -- 4 Due Date 4-Jan-10
18 GE Dash 8-32 Locomotives -- 6 Principal 2,828,012.00 2,828,012.00
18 GE Dash 8-32 Locomotives -- 6 Interest 198,710.71 475,444.27 674,154.98
18 GE Dash 8-32 Locomotives -- 6 Due Date 29-Dec-09 29-Jun-10
Emeryville, CA Lease -- 7 Principal 54,380.81 54,380.81
Emeryville, CA Lease -- 7 Interest 35,619.19 35,619.19
Emeryville, CA Lease -- 7 Due Date 2-Aug-10
6 GE Dash 8-40 Locomotives - Trust 93A-A -- 8A Principal 925,249.38 925,249.38
6 GE Dash 8-40 Locomotives - Trust 93A-A -- 8A Interest 185,685.38 57,546.71 243,232.09
6 GE Dash 8-40 Locomotives - Trust 93A-A -- 8A Due Date 4-Jan-10 1-Jul-10
5 GE Dash 8-40 Locomotives - Trust 93A-B -- 8B Principal 979,002.07 979,002.07
5 GE Dash 8-40 Locomotives - Trust 93A-B -- 8B Interest 265,204.13 18,819.17 284,023.30
5 GE Dash 8-40 Locomotives - Trust 93A-B -- 8B Due Date 4-Jan-10 1-Jul-10
18 GE Dash 8-40 Locomotives - Trust 93B-A -- 8C (partially terminated) Principal 2,017,245.44 2,017,245.44
18 GE Dash 8-40 Locomotives - Trust 93B-A -- 8C (partially terminated) Interest 481,747.20 295,814.95 777,562.15
18 GE Dash 8-40 Locomotives - Trust 93B-A -- 8C (partially terminated) Due Date 4-Jan-10 1-Jul-10
14 GE Dash 8-40 Locomotives - Trust 93B-B -- 8D (partially terminated) Principal 1,184,223.39 1,184,223.39
14 GE Dash 8-40 Locomotives - Trust 93B-B -- 8D (partially terminated) Interest 216,708.27 137,922.18 354,630.45
14 GE Dash 8-40 Locomotives - Trust 93B-B -- 8D (partially terminated) Due Date 4-Jan-10 1-Jul-10
2 Superliner II Passenger Cars - Trust 93C-A -- 9A (equity payoff on 1-1-10) Principal 0.00
2 Superliner II Passenger Cars - Trust 93C-A -- 9A (equity payoff on 1-1-10) Interest 78,578.72 78,578.72
2 Superliner II Passenger Cars - Trust 93C-A -- 9A (equity payoff on 1-1-10) Due Date 4-Jan-10 1-Jul-10
7 Superliner II Passenger Cars - Trust 93C-B -- 9B (equity payoff on 1-1-10) Principal 0.00
7 Superliner II Passenger Cars - Trust 93C-B -- 9B (equity payoff on 1-1-10) Interest 227,132.26 227,132.26
7 Superliner II Passenger Cars - Trust 93C-B -- 9B (equity payoff on 1-1-10) Due Date 4-Jan-10 1-Jul-10
14 Superliner II Passenger Cars - Trust 93C-C -- 9C (equity payoff on 1-1-11) Principal 2,563,620.89 2,563,620.89
14 Superliner II Passenger Cars - Trust 93C-C -- 9C (equity payoff on 1-1-11) Interest 899,016.95 621,200.52 1,520,217.47
14 Superliner II Passenger Cars - Trust 93C-C -- 9C (equity payoff on 1-1-11) Due Date 4-Jan-10 1-Jul-10
7 Superliners - Trust 94A -- 11A Principal 1,340,629.48 1,340,629.48
7 Superliners - Trust 94A -- 11A Interest 421,719.29 170,249.62 591,968.91
7 Superliners - Trust 94A -- 11A Due Date 4-Jan-10 1-Jul-10
6 Superliners - Trust 94B-A -- 11B (equity payoff on 1-1-12) Principal 928,753.00 928,753.00
6 Superliners - Trust 94B-A -- 11B (equity payoff on 1-1-12) Interest 425,230.17 281,351.81 706,581.98
6 Superliners - Trust 94B-A -- 11B (equity payoff on 1-1-12) Due Date 4-Jan-10 1-Jul-10
8 Superliners - Trust 94B-B -- 11C (equity payoff on 1-1-13) Principal 856,647.46 211,934.80 1,068,582.26
8 Superliners - Trust 94B-B -- 11C (equity payoff on 1-1-13) Interest 450,328.17 422,623.70 872,951.87
8 Superliners - Trust 94B-B -- 11C (equity payoff on 1-1-13) Due Date 4-Jan-10 1-Jul-10
8 Superliners - Trust 94B-C -- 11D (equity payoff on 1-1-12) Principal 1,302,719.85 1,302,719.85
8 Superliners - Trust 94B-C -- 11D (equity payoff on 1-1-12) Interest 704,882.43 309,205.67 1,014,088.10
8 Superliners - Trust 94B-C -- 11D (equity payoff on 1-1-12) Due Date 4-Jan-10 1-Jul-10
5 Superliners - Trust 94C-A -- 11E Principal 733,189.54 733,189.54
5 Superliners - Trust 94C-A -- 11E Interest 281,781.52 373,354.37 655,135.89
5 Superliners - Trust 94C-A -- 11E Due Date 29-Dec-09 29-Jun-10
3 Superliners - Trust 94C-B -- 11F Principal 402,283.18 402,283.18
3 Superliners - Trust 94C-B -- 11F Interest 238,068.11 182,124.78 420,192.89
3 Superliners - Trust 94C-B -- 11F Due Date 29-Mar-10 28-Sep-10
3 Superliners - Trust 94C-C -- 11G Principal 426,845.62 426,845.62
3 Superliners - Trust 94C-C -- 11G Interest 196,005.42 264,947.16 460,952.58
3 Superliners - Trust 94C-C -- 11G Due Date 22-Dec-09 22-Jun-10
5 Superliners - Trust 94D-A -- 11H (equity payoff on 6-29-14) Principal 714,587.57 714,587.57
5 Superliners - Trust 94D-A -- 11H (equity payoff on 6-29-14) Interest 286,734.85 373,906.43 660,641.28
5 Superliners - Trust 94D-A -- 11H (equity payoff on 6-29-14) Due Date 29-Dec-09 29-Jun-10
FY2010 Appendix
Amtrak - FY2010 Debt Service Principal and Interest Budget
Project Description Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 FY10
3 Superliners - Trust 94D-B -- 11I (equity payoff on 9-28-14) Principal 716,911.97 716,911.97
3 Superliners - Trust 94D-B -- 11I (equity payoff on 9-28-14) Interest 160,951.81 98,940.90 259,892.71
3 Superliners - Trust 94D-B -- 11I (equity payoff on 9-28-14) Due Date 28-Mar-10 28-Sep-10
3 Superliners - Trust 94D-C -- 11J Principal 412,210.52 412,210.52
3 Superliners - Trust 94D-C -- 11J Interest 153,898.34 284,171.92 438,070.26
3 Superliners - Trust 94D-C -- 11J Due Date 22-Dec-10 22-Jun-10
2 Superliners - Trust 94D-D -- 11K Principal 280,148.03 280,148.03
2 Superliners - Trust 94D-D -- 11K Interest 82,440.66 217,467.75 299,908.41
2 Superliners - Trust 94D-D -- 11K Due Date 22-Dec-10 22-Jun-10
7 Superliners - Trust 94E -- 11L (equity payoff on 1-1-14) Principal 987,863.57 987,863.57
7 Superliners - Trust 94E -- 11L (equity payoff on 1-1-14) Interest 568,080.50 359,382.70 927,463.20
7 Superliners - Trust 94E -- 11L (equity payoff on 1-1-14) Due Date 4-Jan-10 1-Jul-10
10 GE AMD 110 AC Dual Mode Locomotives - Trust 95D -- 12 (equity payoff on 7-1-10) Principal 2,471,308.73 2,471,308.73
10 GE AMD 110 AC Dual Mode Locomotives - Trust 95D -- 12 (equity payoff on 7-1-10) Interest 359,815.92 117,363.69 477,179.61
10 GE AMD 110 AC Dual Mode Locomotives - Trust 95D -- 12 (equity payoff on 7-1-10) Due Date 4-Jan-10 1-Jul-10
14 GE P-42 DC Locomotives - Trust 96A-A -- 14A (equity payoff on 9-30-11) Principal 2,310,868.40 53,547.38 2,364,415.78
14 GE P-42 DC Locomotives - Trust 96A-A -- 14A (equity payoff on 9-30-11) Interest 500,310.48 438,564.54 938,875.02
14 GE P-42 DC Locomotives - Trust 96A-A -- 14A (equity payoff on 9-30-11) Due Date 30-Mar-10 30-Sep-10
13 GE P-42 DC Locomotives - Trust 96A-B -- 14B (equity payoff on 7-1-12) Principal 1,990,142.72 3,897.51 1,994,040.23
13 GE P-42 DC Locomotives - Trust 96A-B -- 14B (equity payoff on 7-1-12) Interest 575,218.96 519,689.16 1,094,908.12
13 GE P-42 DC Locomotives - Trust 96A-B -- 14B (equity payoff on 7-1-12) Due Date 4-Jan-10 1-Jul-10
7 GE P-42 DC Locomotives - Trust 96A-C -- 14C (equity payoff on 10-1-12) Principal 176,775.97 1,071,516.32 1,248,292.29
7 GE P-42 DC Locomotives - Trust 96A-C -- 14C (equity payoff on 10-1-12) Interest 284,479.85 279,534.87 564,014.72
7 GE P-42 DC Locomotives - Trust 96A-C -- 14C (equity payoff on 10-1-12) Due Date 1-Oct-09 1-Apr-10
19 GE P-42 DC Locomotives - Trust 96A-D -- 14D (equity payoff on 7-1-13) Principal 2,554,575.88 3,486,608.37 6,041,184.25
19 GE P-42 DC Locomotives - Trust 96A-D -- 14D (equity payoff on 7-1-13) Interest 850,666.28 780,146.63 1,630,812.91
19 GE P-42 DC Locomotives - Trust 96A-D -- 14D (equity payoff on 7-1-13) Due Date 4-Jan-10 1-Jul-10
20 GE P-42 DC Locomotives - Trust 96B -- 14E (equity payoff on 7-1-12) Principal 3,110,639.83 3,110,639.83
20 GE P-42 DC Locomotives - Trust 96B -- 14E (equity payoff on 7-1-12) Interest 882,356.75 767,787.34 1,650,144.09
20 GE P-42 DC Locomotives - Trust 96B -- 14E (equity payoff on 7-1-12) Due Date 4-Jan-10 1-Jul-10
25 GE P-42 DC Locomotives - Trust 97A -- 14F (equity payoff on 10-1-12) Principal 494,239.00 4,102,929.17 4,597,168.17
25 GE P-42 DC Locomotives - Trust 97A -- 14F (equity payoff on 10-1-12) Interest 1,040,244.55 1,026,165.91 2,066,410.46
25 GE P-42 DC Locomotives - Trust 97A -- 14F (equity payoff on 10-1-12) Due Date 1-Oct-09 1-Apr-10
5 GE AMD-103 Locomotives - Trust 97B-A -- 15A (equity payoff on 6-27-09) Principal 388,010.41 8,638.43 396,648.84
5 GE AMD-103 Locomotives - Trust 97B-A -- 15A (equity payoff on 6-27-09) Interest 136,969.29 121,361.57 258,330.86
5 GE AMD-103 Locomotives - Trust 97B-A -- 15A (equity payoff on 6-27-09) Due Date 28-Dec-09 28-Jun-10
17 GE AMD-103 Locomotives - Trust 97B-B -- 15B (equity payoff on 10-17-09) Principal 1,856,158.19 1,856,158.19
17 GE AMD-103 Locomotives - Trust 97B-B -- 15B (equity payoff on 10-17-09) Interest 462,939.13 451,918.01 914,857.14
17 GE AMD-103 Locomotives - Trust 97B-B -- 15B (equity payoff on 10-17-09) Due Date 19-Oct-09 19-Apr-10
50 remanufactured Greenbrier MHCs - Trust 97C-B -- 16A Principal 162,786.08 167,342.92 330,129.00
50 remanufactured Greenbrier MHCs - Trust 97C-B -- 16A Interest 29,327.31 24,770.47 54,097.78
50 remanufactured Greenbrier MHCs - Trust 97C-B -- 16A Due Date 30-Dec-09 30-Jun-10
200 New Trentonworks Railcars - Trust 97C-A -- 16B (partially terminated) Principal 247,261.64 255,216.12 502,477.76
200 New Trentonworks Railcars - Trust 97C-A -- 16B (partially terminated) Interest 125,923.63 117,969.15 243,892.78
200 New Trentonworks Railcars - Trust 97C-A -- 16B (partially terminated) Due Date 30-Dec-09 30-Jun-10
8 GE AMD 110AC Dual Mode Locomotives - Trust 98A -- 17 (equity payoff on 7-15-10) Principal 51,733.68 51,733.68
8 GE AMD 110AC Dual Mode Locomotives - Trust 98A -- 17 (equity payoff on 7-15-10) Interest 336,608.94 336,608.94
8 GE AMD 110AC Dual Mode Locomotives - Trust 98A -- 17 (equity payoff on 7-15-10) Due Date 15-Jan-10 15-Jul-10
CNOC Riverfront Development Lease -- 18 Principal 32,908.43 33,100.40 33,293.48 33,487.69 33,683.04 33,879.52 34,077.15 34,275.94 34,475.88 34,676.99 34,879.27 35,082.73 407,820.52
CNOC Riverfront Development Lease -- 18 Interest 24,945.32 24,753.35 24,560.27 24,366.06 24,170.71 23,974.23 23,776.60 23,577.81 23,377.87 23,176.76 22,974.48 22,771.02 286,424.48
CNOC Riverfront Development Lease -- 18 Due Date 1-Oct-09 1-Nov-09 1-Dec-09 1-Jul-10 2-Aug-10
50 Viewliner Passenger Cars - Trust 97D -- 20 (equity payoff on 7-2-12) Principal 5,909,283.73 5,909,283.73
50 Viewliner Passenger Cars - Trust 97D -- 20 (equity payoff on 7-2-12) Interest 1,745,175.62 1,313,574.04 3,058,749.66
50 Viewliner Passenger Cars - Trust 97D -- 20 (equity payoff on 7-2-12) Due Date 4-Jan-10 2-Jul-10
2 EMD F59PHI Diesel Locomotives - Trust 98B-A -- 21A Principal 141,767.93 50,074.34 191,842.27
FY2010 Appendix
Amtrak - FY2010 Debt Service Principal and Interest Budget
Project Description Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 FY10
2 EMD F59PHI Diesel Locomotives - Trust 98B-A -- 21A Interest 71,072.91 67,135.14 138,208.05
2 EMD F59PHI Diesel Locomotives - Trust 98B-A -- 21A Due Date 11-Feb-10 11-Aug-10
19 EMD F59PHI Diesel Locomotives - Trust 98B-B -- 21B Principal 0.00
19 EMD F59PHI Diesel Locomotives - Trust 98B-B -- 21B Interest 550,041.36 841,681.26 1,391,722.62
19 EMD F59PHI Diesel Locomotives - Trust 98B-B -- 21B Due Date 1-Nov-09 17-May-10
112 Superliners II Passenger Cars - Trust 98C -- 22 (EBO on 3-29-13) Principal 12,812,848.21 12,812,848.21
112 Superliners II Passenger Cars - Trust 98C -- 22 (EBO on 3-29-13) Interest 4,336,659.51 2,758,594.97 7,095,254.48
112 Superliners II Passenger Cars - Trust 98C -- 22 (EBO on 3-29-13) Due Date 29-Mar-10 29-Sep-10
4 Rebuilt AEM-7 Locomotives - Trust 99A (1st closing) -- 26A Principal 1,226,821.70 11,780.39 1,238,602.09
4 Rebuilt AEM-7 Locomotives - Trust 99A (1st closing) -- 26A Interest 299,517.71 262,998.51 562,516.22
4 Rebuilt AEM-7 Locomotives - Trust 99A (1st closing) -- 26A Due Date 2-Nov-10 30-Apr-10
6 Rebuilt AEM-7 Locomotives - Trust 99A (2nd closing) -- 26B Principal 216,239.28 1,748,931.42 1,965,170.70
6 Rebuilt AEM-7 Locomotives - Trust 99A (2nd closing) -- 26B Interest 352,342.25 347,063.71 699,405.96
6 Rebuilt AEM-7 Locomotives - Trust 99A (2nd closing) -- 26B Due Date 2-Nov-10 30-Apr-10
6 Rebuilt AEM-7 Locomotives - Trust 99A (3rd closing) -- 26C Principal 38,672.99 1,183,499.54 1,222,172.53
6 Rebuilt AEM-7 Locomotives - Trust 99A (3rd closing) -- 26C Interest 291,545.32 290,696.06 582,241.38
6 Rebuilt AEM-7 Locomotives - Trust 99A (3rd closing) -- 26C Due Date 2-Nov-10 30-Apr-10
5 Rebuilt AEM-7 Locomotives - Trust 99A (4th closing) -- 26D Principal 17,466.93 1,522,332.23 1,539,799.16
5 Rebuilt AEM-7 Locomotives - Trust 99A (4th closing) -- 26D Interest 279,869.77 279,463.61 559,333.38
5 Rebuilt AEM-7 Locomotives - Trust 99A (4th closing) -- 26D Due Date 2-Nov-10
4 Surfliner Trainsets - Trust 2000 SD-A (1st closing) -- 27A (equity payoff on 3-28-14) Principal 3,088,643.59 3,088,643.59
4 Surfliner Trainsets - Trust 2000 SD-A (1st closing) -- 27A (equity payoff on 3-28-14) Interest 1,119,505.51 924,571.10 2,044,076.61
4 Surfliner Trainsets - Trust 2000 SD-A (1st closing) -- 27A (equity payoff on 3-28-14) Due Date 29-Mar-10 28-Sep-10
2 Surfliner Trainsets - Trust 2000 SD-A (2nd closing) -- 27B (equity payoff on 6-19-13) Principal 1,516,810.21 1,516,810.21
2 Surfliner Trainsets - Trust 2000 SD-A (2nd closing) -- 27B (equity payoff on 6-19-13) Interest 454,451.64 631,082.75 1,085,534.39
2 Surfliner Trainsets - Trust 2000 SD-A (2nd closing) -- 27B (equity payoff on 6-19-13) Due Date 21-Dec-09 21-Jun-10
2 Surfliner Trainsets - Trust 2000 SD-A (3rd closing) -- 27C (equity payoff on 3-26-14) Principal 5,267,340.72 5,267,340.72
2 Surfliner Trainsets - Trust 2000 SD-A (3rd closing) -- 27C (equity payoff on 3-26-14) Interest 626,779.62 461,192.84 1,087,972.46
2 Surfliner Trainsets - Trust 2000 SD-A (3rd closing) -- 27C (equity payoff on 3-26-14) Due Date 26-Mar-10 27-Sep-10
3 HHP Locomotives -- EDC-1 (1st closing) -- 28A Principal 87,608.87 453,884.01 541,492.88
3 HHP Locomotives -- EDC-1 (1st closing) -- 28A Interest 493,282.12 491,001.86 984,283.98
3 HHP Locomotives -- EDC-1 (1st closing) -- 28A Due Date 4-Jan-10 6-Jul-10
1 HS Trainset -- EDC-1 (2nd closing) -- 28B Principal 155,752.88 749,127.33 904,880.21
1 HS Trainset -- EDC-1 (2nd closing) -- 28B Interest 656,001.59 652,288.20 1,308,289.79
1 HS Trainset -- EDC-1 (2nd closing) -- 28B Due Date 4-Jan-10 6-Jul-10
3 HHP Locomotives & 1 HS Trainset -- EDC-1 (3rd closing) -- 28C Principal 23,017.16 1,373,847.01 1,396,864.17
3 HHP Locomotives & 1 HS Trainset -- EDC-1 (3rd closing) -- 28C Interest 1,140,385.59 1,139,828.32 2,280,213.91
3 HHP Locomotives & 1 HS Trainset -- EDC-1 (3rd closing) -- 28C Due Date 4-Jan-10 6-Jul-10
3 HS Trainset -- EDC-1 (4th closing) -- 28D Principal 57,076.95 2,526,490.86 2,583,567.81
3 HS Trainset -- EDC-1 (4th closing) -- 28D Interest 1,973,179.56 1,971,857.60 3,945,037.16
3 HS Trainset -- EDC-1 (4th closing) -- 28D Due Date 29-Mar-10 28-Sep-10
2 HHP Locomotives -- EDC-1 (5th closing) -- 28E Principal 411,026.91 411,026.91
2 HHP Locomotives -- EDC-1 (5th closing) -- 28E Interest 283,936.91 286,419.30 570,356.21
2 HHP Locomotives -- EDC-1 (5th closing) -- 28E Due Date 4-Jan-10 6-Jul-10
1HS Trainset -- EDC-1 (6th closing) -- 28F Principal 750,383.70 9,096.11 759,479.81
1HS Trainset -- EDC-1 (6th closing) -- 28F Interest 753,443.98 734,889.33 1,488,333.31
1HS Trainset -- EDC-1 (6th closing) -- 28F Due Date 29-Dec-09 29-Jun-10
1 HHP Locomotive -- EDC-2 (1st closing) -- 29A Principal 26,569.28 177,474.64 204,043.92
1 HHP Locomotive -- EDC-2 (1st closing) -- 29A Interest 141,538.12 140,921.28 282,459.40
1 HHP Locomotive -- EDC-2 (1st closing) -- 29A Due Date 4-Jan-10 6-Jul-10
1 HS Trainset -- EDC-2 (2nd closing) -- 29B Principal 15,829.81 885,698.41 901,528.22
1 HS Trainset -- EDC-2 (2nd closing) -- 29B Interest 633,102.55 632,739.71 1,265,842.26
1 HS Trainset -- EDC-2 (2nd closing) -- 29B Due Date 4-Jan-10 6-Jul-10
1 HS Trainset -- EDC-2 (3rd closing) -- 29C Principal 14,801.12 895,634.34 910,435.46
1 HS Trainset -- EDC-2 (3rd closing) -- 29C Interest 587,386.09 587,071.07 1,174,457.16
1 HS Trainset -- EDC-2 (3rd closing) -- 29C Due Date 4-Jan-10 6-Jul-10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (1st closing) -- 30A Principal 2,695,566.74 309,601.36 3,005,168.10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (1st closing) -- 30A Interest 697,798.80 635,635.31 1,333,434.11
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (1st closing) -- 30A Due Date 16-Feb-09 16-Aug-10
1 HHP Locomotive -- EDC-3 (2nd closing) -- 30B Principal 178,266.78 62,883.16 241,149.94
1 HHP Locomotive -- EDC-3 (2nd closing) -- 30B Interest 115,030.20 111,223.43 226,253.63
1 HHP Locomotive -- EDC-3 (2nd closing) -- 30B Due Date 8-Mar-10 7-Sep-10
FY2010 Appendix
Amtrak - FY2010 Debt Service Principal and Interest Budget
Project Description Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 FY10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (3rd closing) -- 30C Principal 1,427,795.65 1,427,795.65
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (3rd closing) -- 30C Interest 639,481.24 606,061.33 1,245,542.57
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (3rd closing) -- 30C Due Date 30-Nov-09 28-May-10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (4th closing) -- 30D Principal 1,447,125.38 633.82 1,447,759.20
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (4th closing) -- 30D Interest 604,665.63 575,886.05 1,180,551.68
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (4th closing) -- 30D Due Date 21-Dec-09 21-Jun-10
1 HS Trainset -- EDC-3 (5th closing) -- 30E Principal 992,769.98 1,954,306.05 2,947,076.03
1 HS Trainset -- EDC-3 (5th closing) -- 30E Interest 534,140.75 512,975.52 1,047,116.27
1 HS Trainset -- EDC-3 (5th closing) -- 30E Due Date 22-Feb-10 23-Aug-10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (6th closing) -- 30F Principal 1,392,380.32 3,224.97 1,395,605.29
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (6th closing) -- 30F Interest 602,966.06 575,944.90 1,178,910.96
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (6th closing) -- 30F Due Date 30-Nov-09 1-Jun-10
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (7th closing) -- 30G Principal 1,428,408.94 6,725.50 1,435,134.44
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (7th closing) -- 30G Interest 558,611.60 532,707.47 1,091,319.07
1 HHP Locomotive & 1 HS Trainset -- EDC-3 (7th closing) -- 30G Due Date 18-Dec-09 21-Jun-10
1 HS Trainset -- EDC-3 (8th closing) -- 30H Principal 1,089,828.19 1,089,828.19
1 HS Trainset -- EDC-3 (8th closing) -- 30H Interest 626,694.34 439,015.12 1,065,709.46
1 HS Trainset -- EDC-3 (8th closing) -- 30H Due Date 18-Dec-09 21-Jun-10
1HS Trainset -- EDC-3 (9th closing) -- 30I Principal 194,213 2,853,445 3,047,658.81
1HS Trainset -- EDC-3 (9th closing) -- 30I Interest 654,630 650,078 1,304,707.93
1HS Trainset -- EDC-3 (9th closing) -- 30I Due Date 24-Mar-10 24-Sep-10
2 HS Trainsets -- MBK-1 (1st closing) -- 31A Principal 1,695,482.14 97,579.13 1,793,061.28
2 HS Trainsets -- MBK-1 (1st closing) -- 31A Interest 855,787.93 831,968.28 1,687,756.21
2 HS Trainsets -- MBK-1 (1st closing) -- 31A Due Date 30-Oct-09 5-May-10
1 HS Trainset -- MBK-1 (2nd closing) -- 31B Principal 807,251.02 49,304.00 856,555.02
1 HS Trainset -- MBK-1 (2nd closing) -- 31B Interest 464,687.59 452,602.02 917,289.61
1 HS Trainset -- MBK-1 (2nd closing) -- 31B Due Date 30-Oct-09 5-May-10
12 GE P-42 Locomotives -Trust 2000 L-A (1st closing) -- 33A (equity payoff on 1-2-14) Principal 1,016,655.87 1,016,655.87
12 GE P-42 Locomotives -Trust 2000 L-A (1st closing) -- 33A (equity payoff on 1-2-14) Interest 616,650.11 628,691.58 1,245,341.69
12 GE P-42 Locomotives -Trust 2000 L-A (1st closing) -- 33A (equity payoff on 1-2-14) Due Date 4-Jan-10 6-Jul-10
18 GE P-42 Locomotives -Trust 2000 L-A (2nd closing) -- 33B (equity payoff on 1-2-14) Principal 5,249.72 1,318,741.40 1,323,991.12
18 GE P-42 Locomotives -Trust 2000 L-A (2nd closing) -- 33B (equity payoff on 1-2-14) Interest 822,869.56 822,744.22 1,645,613.78
18 GE P-42 Locomotives -Trust 2000 L-A (2nd closing) -- 33B (equity payoff on 1-2-14) Due Date 4-Jan-10 6-Jul-10
31 GE P-42 Locomotives -Trust 2000 L-A (3rd closing) -- 33C (equity payoff on 7-2-14) Principal 1,164.27 2,642,198.99 2,643,363.26
31 GE P-42 Locomotives -Trust 2000 L-A (3rd closing) -- 33C (equity payoff on 7-2-14) Interest 1,641,928.26 1,641,899.93 3,283,828.19
31 GE P-42 Locomotives -Trust 2000 L-A (3rd closing) -- 33C (equity payoff on 7-2-14) Due Date 4-Jan-10 6-Jul-10
8 GE P-42 Locomotives -Trust 2001 L-B (1st closing) -- 33D (equity payoff on 1-2-14) Principal 3,083.19 688,439.02 691,522.21
8 GE P-42 Locomotives -Trust 2001 L-B (1st closing) -- 33D (equity payoff on 1-2-14) Interest 382,818.39 382,750.37 765,568.76
8 GE P-42 Locomotives -Trust 2001 L-B (1st closing) -- 33D (equity payoff on 1-2-14) Due Date 4-Jan-10 6-Jul-10
16 GE P-42 Locomotives -Trust 2001 L-B (2nd closing) -- 33E (equity payoff on 1-2-14) Principal 14,641.75 1,372,221.89 1,386,863.64
16 GE P-42 Locomotives -Trust 2001 L-B (2nd closing) -- 33E (equity payoff on 1-2-14) Interest 755,291.13 754,973.64 1,510,264.77
16 GE P-42 Locomotives -Trust 2001 L-B (2nd closing) -- 33E (equity payoff on 1-2-14) Due Date 4-Jan-10 6-Jul-10
Richmond Static Frequency Converter (Series A) -- 34A Principal 1,003,178.89 1,003,178.89
Richmond Static Frequency Converter (Series A) -- 34A Interest 3,364,255.52 3,306,534.41 6,670,789.93
Richmond Static Frequency Converter (Series A) -- 34A Due Date 27-Oct-09 27-Apr-09
Richmond Static Frequency Converter (Series B) -- 34B Principal 0.00
Richmond Static Frequency Converter (Series B) -- 34B Interest 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 146,250.00 1,755,000.00
Richmond Static Frequency Converter (Series B) -- 34B Due Date
6 Express Track Reefer Cars -- 35A Principal 22,454.18 22,793.02 23,136.98 23,486.12 91,870.30
6 Express Track Reefer Cars -- 35A Interest 2,858.32 2,519.48 2,175.52 1,826.38 9,379.70
6 Express Track Reefer Cars -- 35A Due Date 1-Oct-09 4-Jan-10 1-Apr-10 6-Jul-10
27 Express Track Reefer Cars -- 35C Principal 98,765.02 100,198.68 101,888.36 103,233.68 404,085.74
27 Express Track Reefer Cars -- 35C Interest 13,707.31 12,273.65 10,583.97 9,238.65 45,803.58
27 Express Track Reefer Cars -- 35C Due Date 1-Oct-09 4-Jan-10 1-Apr-10 6-Jul-10
22 Express Track Reefer Cars -- 35I Principal 79,326.54 80,455.65 81,600.84 82,762.33 324,145.36
22 Express Track Reefer Cars -- 35I Interest 12,042.54 10,913.43 9,768.24 8,606.75 41,330.96
22 Express Track Reefer Cars -- 35I Due Date 1-Oct-09 4-Jan-10 1-Apr-10 6-Jul-10
Penn Station Project -- 36 Principal 7,790,000.00 8,140,000.00 15,930,000.00
Penn Station Project -- 36 Interest 10,115,362.50 9,745,337.50 19,860,700.00
Penn Station Project -- 36 Due Date 14-Dec-09 14-Jun-10
High Speed Rail Program Maintenance Facilities -- 39A-B Principal 2,167,399.03 2,210,778.44 4,378,177.47
FY2010 Appendix
Amtrak - FY2010 Debt Service Principal and Interest Budget
Project Description Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 FY10
High Speed Rail Program Maintenance Facilities -- 39A-B Interest 3,522,955.85 3,476,765.14 6,999,720.99
High Speed Rail Program Maintenance Facilities -- 39A-B Due Date 30-Oct-09 5-May-10
100 Trinity Boxcars -- 40 (partially terminated) Principal 82,881.16 84,417.29 85,981.89 87,575.48 340,855.82
100 Trinity Boxcars -- 40 (partially terminated) Interest 124,722.40 123,186.27 121,621.67 120,028.08 489,558.42
100 Trinity Boxcars -- 40 (partially terminated) Due Date 1-Oct-09 4-Jan-10 1-Apr-10 6-Jul-10
Ft. Worth Tx. (ITC) -- 41 Principal 31,583.75 31,794.31 32,006.27 32,219.65 32,434.45 32,650.68 32,868.35 33,087.47 33,308.05 33,530.11 33,753.64 33,978.62 393,215.35
Ft. Worth Tx. (ITC) -- 41 Interest 2,621.44 2,410.88 2,198.92 1,985.54 1,770.74 1,554.51 1,336.84 1,117.72 897.14 675.08 451.55 226.57 17,246.93
Ft. Worth Tx. (ITC) -- 41 Due Date 1-Oct-09 1-Nov-09 3-May-10 6-Jul-10 6-Jul-10 6-Jul-10
Redevelopment Authority of Harrisburg -- 44 Principal 9,746.95 9,819.92 9,893.47 10,105.52 10,181.18 10,257.40 10,334.20 10,411.57 10,489.52 10,568.06 10,647.18 10,726.89 123,181.86
Redevelopment Authority of Harrisburg -- 44 Interest 4,053.30 3,980.33 3,906.80 3,832.73 3,757.07 3,680.85 3,604.05 3,526.68 3,448.73 3,370.19 3,291.07 3,211.36 43,663.16
Redevelopment Authority of Harrisburg -- 44 Due Date 1-Oct-09 1-Nov-09 6-Jul-10 6-Jul-10 6-Jul-10
New Haven Parking Authority -- 45 Principal 10,566.67 10,645.91 10,725.75 10,806.19 10,887.24 10,968.89 11,051.15 11,134.03 11,217.49 11,667.50 11,755.01 11,843.17 133,269.00
New Haven Parking Authority -- 45 Interest 7,725.51 7,646.27 7,566.43 7,485.99 7,404.94 7,323.29 7,241.03 7,158.15 7,074.64 6,990.52 6,903.01 6,814.85 87,334.63
New Haven Parking Authority -- 45 Due Date 1-Oct-09 1-Nov-09 6-Jul-10 6-Jul-10 6-Jul-10
Washington Metropolitan Area Transit Authority -- 46 Principal 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 1,662.47 19,949.61
Washington Metropolitan Area Transit Authority -- 46 Interest 679.95 679.95 679.95 679.95 679.95 679.95 679.95 679.95 679.95 679.95 679.95 679.95 8,159.39
Washington Metropolitan Area Transit Authority -- 46 Due Date 1-Oct-09 1-Nov-09 1-Dec-09 1-Jan-10 1-Feb-10 1-Mar-10 1-Apr-10 1-May-10 1-Jun-10 1-Jul-10 1-Aug-10 1-Sep-10
CDTA (Omni Management) -- 47 Principal 0.00
CDTA (Omni Management) -- 47 Interest 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,786.57 4,882.30 57,534.57
CDTA (Omni Management) -- 47 Due Date 23-Nov-09
PEDFA Garage Bonds (5 tranches) -- 49 A-E Principal 870,000.00 870,000.00
PEDFA Garage Bonds (5 tranches) -- 49 A-E Interest 2,679,463.75 2,679,463.75
PEDFA Garage Bonds (5 tranches) -- 49 A-E Due Date 1-Jun-10
Total Principal Payments - 6,714,221 4,536,400 13,391,386 31,854,241 3,918,953 25,117,872 11,879,749 2,448,233 16,463,835 16,076,553 2,461,060 5,589,661 140,452,164
Total Interest Payments 10,339,743 3,206,271 14,794,970 18,189,500 1,491,832 9,913,365 6,576,200 6,396,175 18,354,235 14,965,347 1,436,702 7,781,984 113,446,323
Grand Total 17,053,964 7,742,671 28,186,356 50,043,741 5,410,785 35,031,237 18,455,948 8,844,408 34,818,070 31,041,901 3,897,762 13,371,644 253,898,487
FY2010 Appendix