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.
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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…
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thank you for the opportunity to discuss amtrak’s efforts to provide higher quality, more cost-effective intercity rail transportation services. the passenger rail investment and improvement act of 2008 (priia) reauthorized amtrak and strengthened the u.s. passenger rail network by tasking amtrak, the department of transportation, the federal railroad administration, states, and others to improve…
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amtrak has made considerable progress positioning itself to meet the challenges it faces to compete effectively in this new era of intercity passenger rail. the intercity passenger rail system includes the long distance routes, high speed rail corridors, state sponsored corridors, and the northeast corridor (nec). accomplishments include completing a new strategic guidance, a five year financial…
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the objective of this audit was to review the draft request for proposal (rfp) and determine whether it contained adequate requirements to assess the proposed cost and price.
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the objectives of this audit were to assess (1) amtrak’s progress in achieving ada‐compliance at stations it serves, and (2) whether any gaps exist in amtrak’s plan to achieve ada‐compliance by its september 30, 2015, goal.
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