All Audit Documents
We are initiating an audit of Amtrak’s multimillion dollar procurement card program.
Tracking Number: 002-2019 | 10/18/2018
Information Technology: Opportunities Exist to Improve the Company’s Ability to Restore IT Services After a Disruption
Our objective was to assess the company’s ability to restore IT services after a disruption.
Tracking Number: OIG-A-2018-010 | 09/10/2018
Amtrak (the company) contracted with the independent public accounting firm of Ernst & Young LLP to audit its consolidated financial statements as of and for the fiscal year then ended, September 30, 2017, to provide a report on internal contr
Tracking Number: OIG-A-2018-009 | 07/25/2018
ASSET MANAGEMENT: Better Schedules, Cost Estimates, and Project Management Could Help Mitigate Risks to Washington Union Station Projects
What We Looked At
Our objective was to assess the effectiveness of the company’s scheduling, cost estimating, and management of the Washington Union Station near-term improvement projects and impacts on their completion.
Tracking Number: OIG-A-2018-008 | 07/24/2018
We are initiating an audit of the company’s management of its maintenance‐of‐way equipment.
Tracking Number: 013‐2018 | 07/23/2018
Engagement Memo—Audit of the Company’s Physical Security Efforts in Washington, D.C. (Project code 012-2018)
We are initiating an audit of the company’s efforts to provide physical security at Washington Union Station and the Ivy City Yard.
Tracking Number: Project Code 012-2018 | 06/07/2018
Engagement Memo— Monitoring the Work of the Independent Public Accountant Conducting the FY 2018 Financial Statement Audit and Single Audit
Tracking Number: 010-2018 and 011-2018 | 05/08/2018
What We Looked At
Our audit objective was to assess the company’s efforts to enhance the physical security of 30th Street Station and Penn Coach Yard.
What We Found
Tracking Number: OIG-A-2018-007 | 04/24/2018
Train Operations: Opportunities to Reduce the Cost of Rebuilding and Manufacturing Components at Maintenance Facilities
Our audit objectives were (1) to assess opportunities for the Mechanical department to reduce costs by right-sizing its component workforce, and (2) to identify potential cost-savings associated with opening its component rebuild workload to compe
Tracking Number: OIG-A-2018-006 | 04/16/2018
Engagement Memo—Top Management and Performance Challenges – Fiscal Years 2019 and 2020 (Project code 008‐2018)
We are initiating a project to update our March 2017 report, Amtrak: Top Management and Performance Challenges – Fiscal Years 2017 and 2018.1 This report summarized our assessment of the top challenges facing the company and the company’s progress
Tracking Number: Project code 008‐2018 | 03/23/2018