Human Capital Management: Lack of Priority Has Slowed OIG-Recommended Actions to Improve Human Capital Management, Training, and Employee Development Practices
This report presents the results of our follow-up review of recent OIG evaluations of human capital management (E-09-03, May 15, 2009) and training and employee development (E-09-06, October 26, 2009). Knowing of your concern with improving human capital management, training, and employee development practices at Amtrak, we initiated this review to determine Amtrak’s progress in implementing the recommendations in those evaluations and to assess the causes for any delays.
Food and Beverage Service: Further Actions Needed to Address Revenue Losses Due to Control Weaknesses and Gaps
The objectives of this report—based in part on work performed since 2003—are to provide Amtrak officials with (1) a summary of internal control weaknesses and gaps in food and beverage service, and (2) recommendations to address these weaknesses and gaps.
American Recovery and Reinvestment Act: Infrastructure Improvements Achieved but Less than Planned
The objective of this audit was to review American Recovery and Reinvestment-funded, Jacobs-managed projects to determine the extent to which planned infrastructure improvements were achieved.
American Recovery and Reinvestment Act: Fewer Security Improvements than Anticipated Will be Made and Majority of Projects are Not Complete
The objective of this audit was to review American Recovery and Reinvestment funded police and security projects to determine the extent to which planned security improvements were achieved.
Strategic Asset Management Program: Further Actions Should be Taken to Reduce Business Disruption Risk
The objective of this audit was to determine whether Strategic Asset Management (SAM) program’s implementation approach effectively addresses business disruption risks.
Next Steps in Addressing NAPA Recommendations Memorandum and Attachments
...The National Academy of Public Administration (NAPA) completed an organizational assessment of the Amtrak Office of Inspector General (OIG) in August 2010. The report included recommendations in eight critical areas where we can enhance our operations in order to help us achieve the sixth goal in our strategic plan of becoming a model OIG.
Evaluation of Amtrak’s FY 2010 Fleet Strategy: A Commendable High-Level Plan That Needs Deeper Analysis and Planning Integration
Our objective was to assess whether the critical data and assumptions that have a material impact on the equipment and financial resource estimates contained in the Fleet Strategy were reasonable and valid.