The Passenger Rail Investment and Improvement Act (PRIIA) of 2008 encouraged Amtrak’s (the company) Board of Directors to develop an incentive pay program for management employees.
Tracking Number: OIG-A-2017-014 | 08/15/2017
Our office initiated an investigation into Sevier Valley Oil Company, which supplied fuel directly to the locomotives, and found that weaknesses in the company’s management controls for the testing of diesel fuel allowed substandard fuel to be del
Tracking Number: OIG-A-2017-013 | 08/14/2017
Our work showed the company’s current ethics-related activities partially align with some leading practices; however, these actions do not, in the aggregate, constitute a comprehensive and effective ethics program necessary to help prevent and det
Tracking Number: OIG-A-2017-012 | 06/26/2017
INFORMATION TECHNOLOGY: Operations Foundation Program—Restructuring Could Help Control Costs and Limit Risks
The Operations Foundation program (the program) is a large, complex information technology (IT) and business process initiative designed to improve train operations and the movement of passengers.
Tracking Number: OIG-A-2017-011 | 06/19/2017
GOVERNANCE: Opportunities Exist to Strengthen Controls to Ensure that Utility Accounts Are Deactivated After Real Estate Transactions
Amtrak (the company) owns about $12 billion in real property assets across the nation, including 96 stations and 623 miles of right-of-way track.
Tracking Number: OIG-A-2017-010 | 06/16/2017
GOVERNANCE: Quality Control Review of the Independent Audit of Amtrak’s Consolidated Financial Statements for Fiscal Year Ended 2016
Amtrak (the company) contracted with the independent certified public accounting firm of Ernst & Young LLP to audit its consolidated financial statements as of September 30, 2016, and for the year then ended, and to provide a report on interna
Tracking Number: OIG-A-2017-008 | 03/27/2017
TRAIN OPERATIONS: ON-TIME PERFORMANCE REPORTING GENERALLY ACCURATE; ADDITIONAL ACTIONS COULD ENHANCE DELAY REPORTING
On-time rail performance is important to Amtrak (the company) achieving its strategic goals of acquiring and retaining satisfied customers and enhancing its revenues.
Tracking Number: OIG-A-2017-007 | 03/02/2017
ACQUISITION AND PROCUREMENT: MASTER SERVICES AGREEMENTS ARE NOT STRATEGICALLY MANAGED, AND AWARD AND OVERSIGHT PROCESSES CAN BE IMPROVED
Since fiscal year (FY) 2009, Amtrak (the company) has increased its use of a contracting vehicle called a Master Services Agreement (MSA) from as few as 10 in FY 2009 to at least 76 ongoing in FY 2016.
Tracking Number: OIG-A-2017-006 | 02/22/2017
ACQUISITION AND PROCUREMENT: Improved Management and Oversight of GE Diesel Locomotive Service Contract Could Lead to Savings
Amtrak’s (the company) fleet of 269 General Electric (GE) diesel locomotives power trains on 15 long-distance routes and 26 state-supported routes.
Tracking Number: OIG-A-2017-005 | 02/02/2017
GOVERNANCE: Addressing Remaining Shortcomings Would Lead to a Budget Development Process More Fully Aligned with Leading Practices
Since its creation in 1971, Amtrak (the company) has had to rely on federal assistance—$46 billion to date—because passenger revenue and other funding sources do not cover the company’s costs.
Tracking Number: OIG-A-2017-004 | 01/16/2017