Amtrak AmtrakFY11RevisedBudgetand ComprehensiveBusinessPlan3-FINAL

National Railroad Passenger Corporation AMTRAK
Fiscal Year 2011 Revised Budget and Comprehensive Business Plan Operating, Capital Programs, and Debt Service Expense Budget
March 2010, revised June 2011 in accordance with Public Law No. 112-10 Full Year Appropriations Act.
FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc1
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Table of Contents
Introduction............................................................................................................................... 4 Background ........................................................................................................................... 4 Vision and Objectives ........................................................................................................... 5 Amtraks Vision................................................................................................................ 5 Corporate Goals & Objectives .......................................................................................... 5 Federal Support..................................................................................................................... 5 Federal Support for FY2011 ............................................................................................. 6 Budget Development ............................................................................................................ 8 Operating Budget Base and New Activities ......................................................................... 9 Capital Budget Processes.................................................................................................... 11 Program and Project Information.................................................................................... 11 Project Ranking............................................................................................................... 11 Risks........................................................................................................................................ 12 Operating Budget .................................................................................................................... 13 FY2011 Key Operating Budget Assumptions ........................................................................ 13 Revenue............................................................................................................................... 13 Expenses ............................................................................................................................. 17 Salaries, Wages, Taxes and Employee Benefits ............................................................. 19 Fuel, Power and Utilities................................................................................................. 20 Other ............................................................................................................................... 21 Capital Budget ........................................................................................................................ 22 ADA Compliance................................................................................................................ 23 Northeast Corridor State of Good Repair (SOGR) ............................................................. 23 Fleet Acquisition Program .................................................................................................. 25 Debt Service and Debt Related Equipment Purchases ........................................................... 26 Principal and Interest .......................................................................................................... 26 Early Buyout Options (EBO).............................................................................................. 26 Operating Cash Requirements ............................................................................................ 27 Sources and Uses of Cash Budget Basis.......................................................................... 27 Department (Cost Center) Operating and Capital Budgets..................................................... 29 Amtrak Police Department ................................................................................................. 29 Environmental, Health, and Safety ..................................................................................... 41 Finance................................................................................................................................ 45 Government Affairs and Corporate Communications ........................................................ 47 Human Resources, Labor Administration and Diversity Initiatives................................... 49 Information Technology ..................................................................................................... 51 Marketing and Product Development ................................................................................. 54 Mechanical.......................................................................................................................... 60 Office of the General Counsel ............................................................................................ 63 Operations Management ..................................................................................................... 66 Policy and Development ..................................................................................................... 67 Procurement & Materials Management .............................................................................. 69 Real Estate Development.................................................................................................... 72 Transportation ..................................................................................................................... 73 Corporate Common............................................................................................................. 78 Appendix Reports ................................................................................................................... 80
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Tables and Charts Table 1 Summary Federal Funding Request.......................................................................... 7 Chart 2 Historical General Federal Funding.......................................................................... 8 Table 3 New Activities and Initiatives Impact.................................................................. 10 Table 4 Profit and Loss Statement ....................................................................................... 13 Table 5 Summary of Changes in Operating Revenue.......................................................... 15 Chart 6 Ridership Trends ..................................................................................................... 16 Chart 7 Ticket, Food and Beverage Revenue Trends .......................................................... 16 Table 8 Reconciliation of FY11 Operating Expense Budget to FY10 Results.................... 18 Chart 9 Salaries, Wages, Taxes and Benefits ...................................................................... 19 Chart 10 Diesel Fuel ............................................................................................................ 20 Chart 11 Fuel, Power and Utilities....................................................................................... 21 Table 12 Summary Capital Funding .................................................................................... 22 Table 13 Summary Capital Funding by Department (millions) .......................................... 22 Table 14 Northeast Corridor (NEC) State of Good Repair funding plan ............................ 25 Table 15 - Debt Service .......................................................................................................... 26 Table 16 Leases in Federal Grant for Early Buyout Options............................................... 26 Table 17 Simple Sources and Uses...................................................................................... 28 Appendices Summary Income Statement by Major Account Summary Income Statement by Department and Major Account Revenue and Expenses by Department Summary Income Statement for Commuter Business Line Summary Income Statement for Commercial Development Business Line 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 FY2011 Capital Budget Ranking Summary Metrics FY2008-FY2011
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Introduction
Background
The National Railroad Passenger Corporation Amtrak is incorporated under the District of Columbia Business Corporation Act (D.C. Code section 29-301 et seq.) in accordance with the provisions of the Rail Passenger Service Act of 1970 (P.L. 91-518). Under the provisions of the Passenger Rail Investment and Improvement Act of 2008 (P.L. 110-432; 49 U.S.C. Section 24301), Amtraks Board of Directors was reorganized and expanded to nine members. The company is operated and managed as a for-profit corporation providing intercity rail passenger transportation as its principal business. Congress created Amtrak in 1970 to take over, and independently operate, the nations intercity rail passenger services. Prior to this, Americas private freight companies ran passenger rail as required by federal law. Those companies reported that they had operated their passenger rail services without profit for a decade or more. With this in mind, when Amtrak began service on May 1, 1971, more than half of the rail passenger routes then operated by freight railroad companies were eliminated. During fiscal year 2010, Amtrak set a new ridership record, carrying 28,716,857 passengers on up to 305 daily intercity trains at speeds of up to 150 mph (241 kph) on more than 21,100 route miles serving 513 communities in 46 states, the District of Columbia and three Canadian provinces. More than 900,000 people also commute every weekday on Amtrak infrastructure or on Amtrak-operated commuter trains around the country under contracts with 15 states and four regional commuter authorities. Amtrak employs over 20,000 persons, of whom more than 16,000 are covered by labor agreements. These employees work in on-board services, maintenance of way, police, station and reservations services, and other support areas. Amtrak collected a record $1.74 billion in ticket revenue in FY2010. In addition to providing the full range of functions and activities required to operate the existing 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
When revenues from other sources such as real estate contracts and services for other railroads are included, Amtrak covered 84 percent of its operating costs. In terms of market share, Amtrak now enjoys 69 percent of the combined airlineintercity rail market between Washington, D.C., and New York City. The market share of the New York-Boston corridor increased from 50 percent in FY2009 to 52 percent in FY2010. Amtrak owns the right-of-way of more than 363 route miles in the Northeast Corridor (NEC, which includes Washington, D.C. New York City Boston; Philadelphia Harrisburg; and New Haven, Conn.- Springfield, Mass.) as well as 97 miles in Michigan. Amtrak owns 105 station facilities, and is responsible for the upkeep and maintenance of an additional 181 station facilities and 411 platforms. Amtrak owns 17 tunnels and 1,186 bridges. Amtrak owns most of the maintenance and repair facilities for the fleet of about 2,600 cars and locomotives (electric and diesel powered). Outside the NEC, Amtrak contracts with freight railroads
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for the right to operate over their tracks. The host railroads are responsible for the condition of their tracks and for the coordination of all railroad traffic.
Vision and Objectives

The budget is the companys financial plan that supports the corporations vision, goals and objectives to provide the services as outlined above. As such each departments budget must represent only activities that support Amtraks corporate objectives and mission. Budget development must be based upon real requirements, and the numbers must be rational and defensible when compared to actual performance.
Amtraks Vision
Amtrak will become America's first intercity travel choice for connections to and between the nation's key metropolitan areas, providing customer-driven, safe, environmentally-sustainable, energy-efficient and inter-modally linked service to passengers, communities and partners. Through recognized organizational excellence, Amtrak's diverse and talented team will lead the development and growth of the high speed and intercity rail passenger system in North America.
Corporate Goals & Objectives

In preparing this budget, it was important to be aware of Amtraks overriding corporate objectives and to incorporate these, whenever possible, into department level goals for operation and capital projects. We operate to achieve the five main objectives as follows: 1. Safety and Security Become North America's safest, most secure railroad by creating collaborative, team-oriented workplace culture that minimizes risks and maximizes passenger and employee safety. 2. Customer Focus Advance customer service quality by responding to the wants, needs and expectations of our customers in order to improve their experience and maximize passenger and partner satisfaction. 3. Mobility and Connectivity Improve national mobility and connectivity by growing Amtrak's business through new partnerships, routes and frequencies to increase Ridership system wide. 4. Environment and Energy Contribute to the nation's environmental health by attracting automobile and air travelers to trains, while improving Amtrak's efficiency and reducing transportation-related carbon emissions and fossil fuel consumption. 5. Organizational Excellence Attain a standard of organizational excellence by aligning our products, services, processes and culture with stakeholder expectations to improve financial performance and overall business results.
Federal Support
In the FY2010 Grant and Legislative Request in February 2009, Amtrak asked Congress for $1,963 million for Operating, Capital and Debt Service support, not including Amtraks Office of the Inspector General. 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. The FY2010 Appropriation amounted to $1,555 million, $408 million
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less than requested, primarily for capital programs (not including a $10 million set-aside for FRA Oversight and the NEC Advisory Commission support). Amtrak submitted a Grant and Legislative Request for FY2010 that included $580 million in federal support for operating expenses and was appropriated $563 million, $17 million less than requested. Passenger revenues were stronger than budgeted, reflecting our commitment to delivering reliable and high quality services that the public desires. Amtraks departments remained focused throughout the year on finding productivity improvements and cost reductions to offset inflationary pressures (including new wage rates) as well as consider certain significant events that impacted Amtraks operating costs such as the Passenger Rail Investment and Improvement Act of 2008 (PRIIA). The FY2011 Budget approved by the board of directors in January 2010 requested a level of $2,196 million in Federal funding. An addendum was issued to revise that request to include funding the Fleet Acquisition Program as reported in Amtraks Fleet Plan. The revised request of $2,642 million contained an additional $446 million for fleet investments.
Federal Support for FY2011

Amtraks Budget for FY2011 as approved by the board of directors in September FY2011 has been revised to accommodate final appropriation levels enacted by Congress in April, 2011. We are experiencing continuing strong ridership, resulting in favorable growth in revenues. Because the federal appropriation decision was made so late in the fiscal year with six months passed, Amtrak can more closely project what the fiscal year end requirements for operating needs may be. As of the close of March 2011 financial reports, we predict an operating subsidy requirement of $506.9 million. As a result, net operating funds projected to be $54.9 million by the end of September 2011 after consideration of the amount appropriated for operating subsidies (see TABLE 4) will be utilized to continue critical capital improvement projects and debt service payments in the absence of adequate federal appropriation for capital investments and debt service needs. The budget includes support from Federal Grants for FY2011 as follows: Operating funding of $562 million; Capital funding of $658 million; o Before a reduction of $9 million authorized by PRIIA Section 103 at the rate of one half of one percent of capital and debt service for FRA oversight and Section 212 for the NEC Infrastructure and Operations Advisory Commission, netting $649 million for Amtrak capital investment. o Capital funding for the Fleet Acquisition Program has been removed from the plan except for contractually required progress payments for the acquisition of 130 long distance single level cars that is included in the capital grant. Funds for debt service principal and interest payments are planned to be $276 million, with $263.5 million funded by federal appropriation and the remainder funded by favorable ticket revenue. Funds for early buyout are presented in this document to be funded in the Grant Agreement for Exercise of Equipment Early Buy-Out Options (DTFRDV-11-G-00003); Funding from the Department of Homeland Security, separate from annual federal appropriations from the Department of Transportation, in the amount of $22.4 million is also noted.
Amtraks FY2010 Budget as Appropriated and this FY2011 Revised Budget include support from Federal Grants as follows:
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Table 1 Summary Federal Funding Request

Amtrak Funding Needs ($millions) excluding Amtrak OIG Operating Grant General Federal Capital Americans with Disabilities Act Investment Plus amount Retained by FRA from Capital & DS for Oversight(1) Subtotal DOT Capital Grant Other Capital Requests (Fleet Acqu) Debt Service (3) Early Buyout Options (4) Subtotal DOT Debt Service Grant Total Amtrak Funding Requirement Total Appropriation Requirement
(1) (2)
PRIIA FY2011 Grant FY2010 Authority Appropriation Request/Budget 101(a) 101(c) 219 (b) 103 563 574 144 10 728 102(a) 264 264 1,555 1,565 592 1025 281 10 1316 277 28 305 2,203 2,213
FY2011 Revised Budget 562 649 9 658 264 264 1,474 1,483
Appropriations allow for FRA to deduct .5% for oversight of the capital programs and .5% to fund expenses associated with implementing PRIIA section 212 (NEC Infrastructure and Operations Advisory Commission)
(2)
For comparison purposes, this presentation of the FY2011 Grant Request amount does not include $446 million requested for Fleet acquisition costs. $276 million is scheduled for principal and interest payments. The amount authorized by PRIIA in FY2011 is $288 million. The difference between scheduled and appropriated payments will be funded by favorable ticket revenue. Beginning in FY2011, the Treasury Department will fund Early Buyout Options in a separate grant.
(3)
(4)
Chart 2 below displays the history of Federal support for Amtrak for operating expenses, capital investment and debt service from FY2008 to FY2011 from annual general appropriations.
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Chart 2 Historical General Federal Funding
1,400
1,200
1,000
800 $ m illions 600
400
200
FY08 Total to Amtrak ADA Compliance Net Capital to Amtrak Lease Early Buyout Options Debt Service Retroactive Labor Payments Amtrak Operating Grant 285 475 565 1,325
FY09 1,488 653 285 75 475
FY10 1,555 144 584 264 563
FY11 Revised Budget/Approp. 1,474 649 263 562
Budget Development
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 within sixty days of enactment of each years annual appropriation. Amtrak prepared a Five Year Financial Plan for the period of FY2011 2015 that was delivered on October 1, 2010. Now that a full year Appropriation has been enacted, the FY2011 Comprehensive Business Plan and the FY2011-2015 Five Year Financial Plan must be updated as required. Further, prior to the October, 2011 deadline for submitting requirements for FY2013, we will update the FY2012-2016 Five Year Financial Plan. Prior to this budget, Amtrak departments and finance staff formulated one year budgets and five year plan documents every year from the ground up. We have adjusted the budget formulation cycle timing and streamlined the effort to publish all of the legislatively required financial planning documents that include: 1) one year budgets due in February each year (FYXX Legislative and Grant Request, Budget and Comprehensive Business Plan) , 2) revisions to the budgets once appropriations are approved (required sixty days after passage of the bill), 3) Five Year Financial Plan due October of each year (FYXX-FYZZ Five Year Financial Plan) and, 4) revisions to the Five Year Financial Plan (required sixty days after passage of the appropriations bill).
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The financial tables presented in this Budget document compare the revised FY2011 budget to the FY2010 actual results. Although the Amtrak Office of the Inspector General (OIG) is a part of the National Railroad Passenger Corporation, federal funding is appropriated directly to the OIG and is not a part of this budget. 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 the fiscal year.
Operating Budget Base and New Activities

Consistent with the FY2010 methodology, the FY2011 operating budget segregates costs by Continuing and New Activity. 1. Continuing Activity consists of activity in FY2011 that is consistent with FY2010 activity including, as necessary, annualized costs of partial year activity and cost inflation or deflation of prior year expenses. 2. New Activity captures costs and revenues of any activity that is wholly or primarily new compared to FY10. This includes changes to service or business methods, new activity and initiatives 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). Table 3 below lists the net impact for items categorized by activity in the FY2011 Budget.
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Table 3 New Activities and Initiatives Impact

$ Thousands
Metrolink eTicketing Acela WiFi Credit Card Commissions on New Revenue Subtotal New Revenue Initiatives Richmond, VA Service SSS37047: 2nd Piedmont Frequency High Speed Rail New Department New Partnerships Partnership Improvements Subtotal State Partnership Related PRIIA Mechanical OTP/CSI Compliance PRIIA Engineering Adjustment to PRIIA Engineering (keep separate) Host RR Incentive Payments Subtotal PRIIA Related Vacation/Holiday Stimulus Personnel Superliner Stimulus Maintenance Amfleet Stimulus Maintenance P40 Locomotive Stimulus Maintenance Engineering Stimulus Virtual Fence Monitoring Cost Transfer Credits on ARRA Projects Subtotal ARRA Related Police Department Expansion MOW Inventory Security Initiative Subtotal Security Related Behavior Based Safety Program Safety Improvement Initiatives - Available Safety Engineering Asbestos Plan Lifesaver Train (Montana) Subtotal Safety Related Police Fitness Program MLOA System - HR Job Family Structure - HR Amtrak Leadership Program Performance Management - HR Subtotal Heathier Related Utility conservation Fuel Conservation Program Green Initiatives - Available Station Recycling Services TPDES Storm Water Management Program Subtotal Green Related HSR Training HR PTC Signal Training - HR FRA Mandate 237 Safety Training Safe 2 Safer Human Resources Subtotal Training Initiatives IT Cost of expanded network for COO Depts IT Cost of SAP Center of Excellence (SMA, EIM, etc IT Cost related to Commuter Operations IT Cost related to ADA / PIDS implementation IT Outsourcing IBM HW Costs IT Outsourcing NTWK, SW and Field Costs ITII Transition ITII Improvements Insourcing AGR Call Center Subtotal IT Related Total Amtrak Budgeted New Activity and Initiatives
Revenue 30,090 2,000 6,480 38,570 3,474 1,048 4,522 23,000 23,000 66,092
Expenses 20,498 1,325 21,823 2,490 1,445 7,554 2,511 350 14,350 2,688 19,249 (4,358) 200 17,779 275 767 7,722 (1,100) 2,086 653 (4,178) 6,224 2,349 3,066 5,415 (548) 100 1,110 300 1,000 1,962 600 60 164 290 250 1,364 152 (4,821) 59 287 153 (4,170) 151 36 143 20 349 470 2,433 220 1,580 5,769 3,105 3,417 12,071 (82) 28,984 94,080
Net 9,593 2,000 6,480 (1,325) 16,748 984 (397) (7,554) (2,511) (350) (9,828) (2,688) 3,751 4,358 (200) 5,221 (275) (767) (7,722) 1,100 (2,086) (653) 4,178 (6,224) (2,349) (3,066) (5,415) 548 (100) (1,110) (300) (1,000) (1,962) (600) (60) (164) (290) (250) (1,364) (152) 4,821 (59) (287) (153) 4,170 (151) (36) (143) (20) (349) (470) (2,433) (220) (1,580) (5,769) (3,105) (3,417) (12,071) 82 (28,984) (27,988)
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Capital Budget Processes

Any project included in H.R.1 American Recovery and Reinvestment Act of 2009 (ARRA) is 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.
Program and Project Information

When planning and documenting capital investment projects, specific information is submitted that enables Amtraks 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. Project Phases The capital planning process requires that costs 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 analysis 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 FY2011 Annual costs associated with capital projects that are anticipated to begin some time beyond FY2011 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.
Project Ranking
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Amtrak prioritized capital projects with the use of Decision Lens a tool that enables executives to devise a weighted, scored and ranked list of project priorities. Based on the experience of using this new tool for the FY 2010 capital budget, the following process was implemented: Selection criteria were developed by Amtrak executives to ensure that projects would be evaluated consistently. The executives weighted the criteria as to importance to achieving the companys goals and objectives. Engineering was designated $350 million as a high priority for Federal funding due to previous commitments for state of good repair. Projects related to Amtraks plan for ADA compliance were also given a high priority for Federal funding. For all other projects, a Review Board consisting of one representative from each department worked to align each project with the evaluation criteria. Upon the completion of scoring the projects and investment types, scores were combined and projects were then sorted in rank order for executive review and approval.
Risks
We cannot ignore the possibility that matters beyond our control may alter our current estimate of our needs for capital and operating funding. The unsettled state of the economy and the fluctuations of fuel prices are serious concerns. After fluctuating wildly during fiscal 2008 and 2009, fuel prices remained relatively stable during most of fiscal 2010 but began to rise but as we neared the end of the fiscal year, and are projected to continue to rise throughout fiscal 2011. Similarly, changes in the economic situation, particularly in the Northeast Corridor region could lead to unfavorable results in ridership and revenues. Budgetary issues of some of our state partners could likewise pressure our operating budget needs. Risks that can impact Amtraks operating and capital funding needs include: Economic downturn Reduced ridership demand due to: o o o o o Continued impact of recession and unemployment levels Pricing actions Service quality erosion Reduction in fuel price per gallon Improved performance by competing airlines
Higher cost inflation Inability of states to fully meet their funding obligations for corridor services as projected and contained in this plan Higher fuel price per gallon Major incidents such as: o o Weather related Terrorist incident
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Infectious Diseases
Operating Budget
Amtrak has an operating budget that is approved to require $561.9 million for operating expenditures not including the Office of the Inspector General. The federal appropriation for operating needs is $561.9 million. As of the period ending March, 2011, the forecasted year end net operating loss is projected to be $506.9 million. As a result, Amtrak will program excess earned revenues in the amount of $54.9 million to supplement the capital programs and cover debt service payments. Table 4 Profit and Loss Statement
National Railroad Passenger Corporation (Amtrak)
Summary Financial
FY10 Actual, & FY11 Budget
Forecast Fav/(Unfav) to Budget
$ %
FY10 Actual 1,702.1 97.5 174.3 1,973.9 152.5 100.7 74.8 135.6 47.0 510.5 2,484.4
FY11 Revised Budget 1,767.2 104.8 190.6 2,062.5 163.3 104.4 73.5 150.5 41.0 532.7 2,595.3
FY11 Fav/(Unfav) to FY10

$ %
FY11 Forecast 1,829.3 103.3 193.7 2,126.2 164.9 93.5 72.7 139.4 45.9 516.6 2,642.8
$ millions REVENUES: Ticket Revenue Food and Beverage State Supported Train Revenue Subtotal Passenger Related Revenue Commuter Reimbursable Commercial Development Other Transportation Freight Access Fees and Other Subtotal Other Revenue Total Operating Revenue EXPENSES: Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Depreciation Other Non-labor Fees and Services Total Expenses Operating Loss Adj for Non-Cast Depreciation/OPEBs/Impairment Net Operating Loss Federal Appropriation/PRIIA Authorized Over/(Under) Federal Support
65.1 7.3 16.2 88.6 10.8 3.7 (1.2) 14.9 (5.9) 22.2 110.9
3.8% 7.4% 9.3% 4.5% 7.1% 3.7% -1.6% 11.0% -12.7% 4.4% 4.5%
62.1 (1.5) 3.1 63.7 1.7 (10.9) (0.8) (11.1) 4.9 (16.2) 47.5
3.5% -1.4% 1.6% 3.1% 1.0% -10.4% -1.1% -7.4% 12.0% -3.0% 1.8%
239.1 941.8 534.9 26.1 1,741.9 262.4 299.7 184.2 178.0 113.7 602.5 177.1 3,559.6 (1,075.2) (655.2) (419.9) 563.0 (143.1)
273.6 997.8 605.3 30.1 1,906.9 269.0 332.4 189.2 168.1 115.5 650.2 217.2 3,848.6 (1,253.3) (691.4) (561.9) 561.9 0.0
(34.5) (56.1) (70.4) (4.0) (165.0) (6.6) (32.7) (5.0) 9.9 (1.8) (47.7) (40.1) (289.0) (178.2) 36.2 (142.0)
-14.5% -6.0% -13.2% -15.2% -9.5% -2.5% -10.9% -2.7% 5.6% -1.6% -7.9% -22.6% -8.1% -16.6% -5.5% -33.8%
264.2 1,006.0 604.0 30.7 1,904.8 263.6 347.8 196.2 172.9 117.4 621.4 214.2 3,838.3 (1,195.5) (688.6) (506.9) 561.9 (54.9)
(9.4) 8.2 (1.3) 0.5 (2.1) (5.5) 15.4 7.0 4.8 1.8 (28.8) (3.0) (10.3) 57.8 2.9 54.9 (54.9)
-3.4% 0.8% -0.2% 1.8% -0.1% -2.0% 4.6% 3.7% 2.9% 1.6% -4.4% -1.4% -0.3% -4.6% -0.4% -9.8%
FY2011 Key Operating 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
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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 $1.70 billion in FY08. Growth in that period was driven by synergy between favorable market conditions, weakened travel competition, and improved/expanded Amtrak train services. In FY09 the country experienced its most severe economic crisis in a generation, growing unemployment, weakened consumer confidence, and low gasoline prices. These factors combined to reduce both business and leisure travel in FY09 and as a result Amtraks ticket revenue fell to $1.56 billion, representing a decrease of $134.3 million (7.9%) compared to FY08. During FY10, despite continued high unemployment and continuing economic uncertainty, Amtrak ticket revenue rebounded to FY08 levels, ending once again at $1.70 billion. This recovery is attributable to continued delivery of quality service, proactive revenue growth actions and modest pricing actions. FY11 growth is expected to continue to be strong. 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 $105 million in FY11. 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 $174 million of revenue in FY11. 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 Maryland, Florida, Connecticut, Washington and California, to provide commuter services with annual revenue contribution of $163.3 million in FY11. Reimbursable Revenue - Amtrak performs reimbursable project work for external state agencies on as needed basis. 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. 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.
o o
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Table 5 Summary of Changes in Operating Revenue

Summary of Changes from FY10 to FY11 FY10 Actual Changes to Base Activity in FY11 Fare increases (+2% average occuring at various intervals throughout the year) Change in demographics and economic recovery Service quality improvements - planned improvement in customer satisfaction index scores One-time miscellaneous revenue in FY10 not recurring in FY11 Decrease in Commuter revenue primarily due to cancellation of VRE contract All Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity in FY11 New commuter contract Increase in revenue from improved on-time performance in compliance with PRIIA Section 207 Launch of Wi-Fi on Acela trains Launch of Washington-Richmond route in Virginia (state supported) Launch of enhanced next generation e-Ticketing channel Launch of second Piedmont frequency in North Carolina (state supported) Total FY11 New Activity FY11 Total Budget $33.0 $35.0 $8.0 ($7.1) ($19.3) ($4.9) $44.8 $2,529.2 $ Millions $2,484.4
$30.1 $23.0 $6.5 $3.5 $2.0 $1.0 $66.1 $2,595.3
Charts 6 and 7 display the trends for Ridership and Ticket Revenue
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Chart 6 Ridership Trends
Ridership
30. 25.
Millions
20.
15. 10.
5.
0. FY08 TOTAL Long Distance State Supported NEC 28.7 4.2 13.6 10.9 FY09 27.2 4.2 13.0 10.0 FY10 28.7 4.5 13.9 10.4
FY11 Revised Budget 29.6 4.5 14.4 10.6
Chart 7 Ticket, Food and Beverage Revenue Trends

Ticket, Food & Beverage Revenue
2,000.0
$ Millions
1,500.0
1,000.0
500.0
0.0
FY08 Ticket Revenue Food & Beverage 1,697.8 93.1 FY09 1,563.5 92.6 FY10 1,702.1 97.5
FY11 Revised Budget 1,767.2 104.8
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Expenses
Expenses in the budget request were segregated between Base and New Activity. Standardized categories were provided whenever possible and categories were added for special needs. Table 8 contains a crosswalk of expenses from FY10 actual to FY11 budget that differentiates between adjustments to Base Activity and New Activity. There are detailed discussions regarding these changes in the Department narratives later in this document. The amounts in Table 8 do not include depreciation and other non-cash items that are excluded from calculating the federal subsidy requirement.
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Table 8 Reconciliation of FY11 Operating Expense Budget to FY10 Results

Expenses ($ Millions)
FY10 Expenses Changes in Base Activity

Inflation of Prior Year Non-inflationary increase in Employee Benefits primarily due to increased usage of Agreement Health Care Reduced Transfer Credits due to conclusion of ARRA project activity Increase in inventory obsolesence provision Non-inflationary increase in workforce primarily due to lower assumed vacancy rates compared to prior year Increase in Reimbursable Services (Offset by Incremental Revenue) Reduction in Commuter expenses primarily due to cancellation of VRE Contract Reduction in IT Outsourced services due to maturation of ITII program Expense Contingency All Other
$2,904.3
$117.6 $38.0 $9.9 $12.3 $8.5 $5.4 ($13.9) ($20.2) $5.5 ($4.5)
Changes to Base Activity Total FY11 Base Activity Budget New Activity
Commuter Services Credit Card Commissions on New Revenue State Supported Route Washington to Richmond, VA Second Piedmont Frequency High Speed Rail New Department New Partnerships Partnership Improvements Total Growth Related Activity PRIIA Mechanical OTP/CSI Compliance PRIIA PRIIA Engineering to improve OTP Adjustment to PRIIA Engineering Host RR Incentive Payments Total PRIIA Related IT Cost of expanded network for COO Depts IT Initiatives IT Cost of SAP Center of Excellence (SMA, EIM, etc IT Cost related to Commuter Operations IT Cost related to ADA / PIDS implementation IT Outsourcing IBM HW Costs IT Outsourcing NTWK, SW and Field Costs ITII Outsource Data Center -Transition ITII Outsource Data Cneter Improvements Insourcing AGR Call Center Total IT Related Vacation/Holiday Stimulus Personnel Impact of ARRA Return to Service: Superliner Maintenance Return to Service: Amfleet Maintenance Projects Return to Service: P40 Locomotive Maintenance Engineering Maintenance Virtual Fence Monitoring Cost Transfer Credits on ARRA Projects Total ARRA Related Utility conservation Greener Fuel Conservation Program Green Initiatives - Available Station Recycling Services TPDES Storm Water Management Program Total Green Related Behavior Based Safety Program Safer Safety Improvement Initiatives Safety Engineering Asbestos Plan Lifesaver Train (Montana) Police Department Expansion MOW Inventory Security Initiative Total Safety Related Healthier Police Fitness Program MLOA System - HR Job Family Structure - HR Amtrak Leadership Program Performance Management - HR HSR Training HR FRA Mandate 237 Safety Training Total Healthier Related Growth
$158.7 $3,063.1
$20.5 $1.3 $2.5 $1.4 $7.6 $2.5 $0.4 $36.2 $2.7 $19.2 ($4.4) $0.2 $17.8 $0.5 $2.4 $0.2 $1.6 $5.8 $3.1 $3.4 $12.1 ($0.1) $29.0 $0.3 $0.8 $7.7 ($1.1) $2.1 $0.7 ($4.2) $6.2 $0.2 ($4.8) $0.1 $0.3 $0.2 ($4.2) ($0.5) $0.1 $1.1 $0.3 $1.0 $2.3 $3.1 $7.4 $0.6 $0.1 $0.2 $0.3 $0.3 $0.2 $0.1 $1.7
Total FY11 New Activity FY11 Total Operating Expenses Budget

$94.1 $3,157.1
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Salaries, Wages, Taxes and Employee Benefits

Salaries: Salary increases effective January 2011 were budgeted. The increases, which will be determined and administered through Amtraks merit increase program, are budgeted at an average of 3.5%. Individual departments established staffing requirements, including vacancy rate assumptions. Wages: Wage rates are governed by the new labor agreements that began being ratified in the summer of 2010 and which remain in effect until January 1, 2015. Agreements with all unions follow the same wage increase patterns, and accordingly all unions including those still unratified were budgeted using the terms of the new agreements. Employee Benefits: Employee benefit costs were calculated using total planned payroll expense across all business activity including capital and reimbursable projects. AON Consulting provided actuarial projections for the pension and retirement expense planning. Insurance costs were projected by Amtraks Benefit Accounting group, with assistance from AON Consulting, using the projected participation in each plan and the projected costs of those plans. Railroad taxes were planned in accordance with the prevailing tax rates applied to wage and salary budgets. Chart 9 Salaries, Wages, Taxes and Benefits
Salaries, Wages and Benefits

$1,000.0 $900.0 $800.0 $700.0 $600.0
Millions
$500.0 $400.0 $300.0 $200.0 $100.0 $0.0
FY08 Salaries Employee Benefits Wages & OT 212.0 500.5 871.6
FY09 225.7 526.5 887.8
FY10 239.1 534.9 941.8
FY11 Revised Budget 273.6 605.3 997.8
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Fuel, Power and Utilities

Train Propulsion: Electricity to power electric locomotives operating in the NEC was budgeted in accordance with projected 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), 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 $2.28 per gallon.
Chart 10 Diesel Fuel
$3.50
$120
$3.00
$100
$2.50
$80 Cost per Gallon

$2.00
$60
$1.50
$40
$1.00
$0.50
$20
$0.00
FY08 Diesel Cost Per Gallon Cost Per Barrel $3.29 $116
FY09 $1.85 $62
FY10 $2.24 $77
FY11 Revised Budget $2.28 $83
$0
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Cost per Barrel
Utilities: FY11 utility budgets were developed with the assistance of energy management consultant Advantage IQ (AIQ). Chart 11 Fuel, Power and Utilities
Energy
$400.0 $350.0 $300.0 $250.0
Millions
$200.0 $150.0 $100.0 $50.0 $0.0 Diesel Propulsion Utilities FY08 214.3 105.4 51.4 FY09 119.5 100.6 50.5 FY10 147.4 104.1 48.1 FY11 Revised Budget 150.8 127.1 54.5
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 2011 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.
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Capital Budget
Amtrak receives funds from state and local entities as well as from federal appropriations. The revised total FY11 Capital Budget approved by the Board of Directors (not including debt service) is $1,039.4 million from all sources with $638.5 million from federal appropriations (not including deduction of one half of one percent for FRA oversight), $309.5 million from state and local agencies and other sources, $and $54.9 million from internally generated revenue. This budget exceeds the appropriation by $36.4 million, an overage that will be managed by fiscal year end.
Table 12 Summary Capital Funding

($millions) Federal General Capital (1) ADA Compliance Projects Subtotal General Capital Less FRA percent General Oversight Less FRA percent for Section 212 Net Capital available to Amtrak Capital Funding Gap - Manage by year end Total Capital Funding Internally Generated Funds (2) State, Local & Other Subtotal Internal, State, Local & Other Total Capital Program funding to Amtrak FY09 Actual $641.8 $0.0 $641.8 FY10 Actual $591.3 $18.6 $609.8 ($5.0) ($5.0) $599.8 $599.8 $98.1 $98.1 $698.0 FY11 Revised FY11 Variance Budget to FY10 $658.3 $67.1 $0.0 ($18.6) $658.3 $48.5 ($4.6) $0.4 ($4.6) $0.4 $649.1 $49.3 $25.8 $674.9 $49.3 $42.1 $42.1 $322.3 $224.2 $364.5 $266.3 $1,039.4 $315.6
$641.8 $641.8 $119.4 $119.4 $761.2
(1) Funds from FY2010 appropriation in the amount of $99.9 million are included in "State, Local & Other" line item for FY11 (2) Includes $22.4 million from DHS grants, $45.3 million in FY10 funding, $107.1 million in RRIF loan, $99.9 million from FY10 for ADA, $38.8 million from Long Island Funding, and $29.1 million from New Jersey Transit
Table 13 Summary Capital Funding by Department (millions)

Department Amtrak Police Department Chief Financial Officer Chief Operating Officer Engineering Environmental Information Technology Marketing and Product Management Mechanical Policy and Development Procurement Real Estate Transportation ADA Compliance Fleet Acquisitions Grand Total General Federal Capital $1.3 $2.9 ($0.0) $348.8 $6.8 $104.6 $31.4 $131.7 $11.3 $10.3 $3.0 $22.7 $0.0 $0.0 $674.9 State, Local & Other Funds $24.0 $1.9 $0.0 $119.2 $0.1 $8.5 $8.0 $47.3 $8.9 $0.6 $0.0 $17.5 $99.9 $28.4 $364.5 FY 2011 Total $25.3 $4.8 ($0.0) $468.0 $7.0 $113.2 $39.4 $179.0 $20.2 $11.0 $3.0 $40.2 $99.9 $28.4 $1,039.4
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ADA Compliance
Amtrak serves 482 rail stations that are required by the ADA to be readily accessible to and usable by individuals with disabilities, including individuals who use wheelchairs, as soon as practicable. Amtrak presented an estimate of its needs to the Congress on February 1, 2009, in its report Intercity Rail Stations Served by Amtrak: A Report on Accessibility and Compliance with the Americans with the Disabilities Act of 1990. This report, which was delivered pursuant to section 219 of the Passenger Rail Investment and Improvement Act of 2008, details the scope of Amtraks need and proposes the level of Federal assistance necessary to attain full compliance. Amtrak has requested additional funding for ADA compliance efforts since 2005 and the company will continue to work with Congress in an effort to secure funding and to revise the compliance date. Achieving compliance at all Amtrak-served stations is a complex and resource-intensive challenge that will take several years to complete. Amtrak will work aggressively to achieve compliance at the remaining stations by our goal date of September 30, 2015. As described more fully in Amtraks October 27, 2010 supplemental report to Congress regarding the status of the ADA compliance program, Amtrak projects that by the end of 2011 it will have fully complied with its ADA obligations at more than 100 stations. More detailed information about Amtraks planned ADA compliance work at specific stations is contained in the document An Update on Accessibility and Compliance with the Americans with Disabilities Act of 1990. Two sources of funding have underwritten a significant expansion of Amtraks ADA compliance program. Legislation passed in FY2010 required that Amtrak invest $144 million towards this program. ARRA and FY2010 appropriated capital funds have been used to jump-start a program of construction, with combined total of $144 million being spent over the FY2010-FY2011 time period as intended by Congress. The general capital funding to be expended in FY11 is estimated to be $100 million funded by FY10 appropriations made available until December 31, 2011. The greatest challenges to program completion will continue to be: o Agreements. Gaining agreement among the stakeholders for individual projects continues to be a challenge. To advance progress, those stations for which Amtrak has sole or primary responsibility are advanced to the highest priority while planning and agreements on other stations are advanced. Timing. The scheduling of projects is controlled by the design, funding and agreement process. As such, program plans for future years will be advanced as later update reports are developed and released. Funding. As the program planning advances and project scopes and designs are advanced for each year of Amtraks ADA station compliance program, funding requirements become more clearly defined. Linkage to Station Improvement plans. Many jurisdictions that own stations have plans for expansion, modification, and/or investments to create intermodal transportation centers or other commercial development concepts. Incorporation of ADA improvement elements that are Amtraks responsibility into other agency plans will require considerable coordination and could complicate the scoping and agreement process.
Northeast Corridor State of Good Repair (SOGR)

While Amtrak is not responsible for the maintenance of most of the national rail infrastructure, it is responsible for the condition and reliability of most of the Northeast Corridor between Boston, New York, and Washington, the Harrisburg and Springfield lines that connect with it, some of the stations
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and yard facilities in major urban hubs, and the line it owns in Michigan. The cost of this is substantial. In its report Northeast Corridor State of Good Repair Spend Plan (submitted to U.S. DOT in April 2009), Amtrak estimated that the SOGR backlog on Amtrak-owned/operated NEC infrastructure is about $5.5 billion in FY10 dollars. On top of this, the incremental investment needed to maintain infrastructure assets once SOGR has been achieved is estimated to be $330 million per year. It is important to note that Amtrak reprioritizes SOGR spending when necessary to allow it to address safety and operability issues as they arise. A backlog of SOGR should not, therefore, be understood as an accumulation of disintegrating or unsafe structures; rather, it is a list of projects that have passed the end of their useful life but may continue to carry traffic safely, albeit at times with the additional burden of increased maintenance. The infrastructure backlog includes: more than 200 bridges, most dating to the turn of the last century; Baltimores B&P Tunnels dating to the post-Civil War period; many interlockings (junctions and crossovers) that are functionally obsolete; and electric traction systems relying on 1930s-era components It also includes structural improvements to the NY tunnels and station backlog costs as reported in the February 2009 ADA Accessibility Report. In the April 2009 SOGR report to USDOT, Amtrak estimated that even with adequate funding, resources and additional equipment, it will take a minimum of 15 years to resolve the backlog while still maintaining a reliable level of rail service throughout the necessary construction. Continual under-funding will merely push the completion date out further, as the backlog increases and Amtrak is forced to play catch-up year after year. To achieve a 15-year SOGR plan for Amtraks infrastructure assets would require an average of $700 million per year $350 million per year on average for the normalized replacement of assets and $350 million per year on average for addressing the SOGR backlog. Table 14 shows how Amtrak intends to fund these significant infrastructure projects for FY11.
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Table 14 Northeast Corridor (NEC) State of Good Repair funding plan

FY2010 Actual Third Party Federal & & Special Amtrak Grants 16.2 20.4 16.7 1.3 22.1 7.0 117.9 18.1 19.9 3.1 3.2 245.8 76.2 36.2 75.9 101.9 290.1 535.9 2.2 8.3 11.2 1.7 1.6 14.1 6.3 31.3 76.6 FY2011 Budget Third Party Federal & & Special Amtrak Grants Total 41.7 25.8 21.7 0.6 27.4 10.9 138.5 13.9 20.0 2.0 8.8 311.2 50.9 34.0 10.0 31.6 126.5 437.7 4.0 10.2 3.4 2.1 2.3 42.1 4.0 29.9 98.0 45.7 36.0 25.1 0.6 29.5 13.1 180.6 17.9 20.0 2.0 38.7 409.3 50.9 34.0 10.0 31.6 126.5 535.8
$millions Northeast Corridor (NEC) Programs Bridges/Culverts/Tunnels Facility/Station/Other Signal Systems Communication Systems Overhead Catenary and Transmission sy Substations/Frequency Converters Track Replacement Interlocking Renewal Equipment Purchase/Replacement Freight Railroad Improvements Fire & Life Safety Subtotal General Approp & Other ARRA Funds
Total 18.4 28.7 27.8 1.3 23.8 8.6 132.0 24.4 19.9 3.1 34.4 322.4 76.2 36.2 75.9 101.9 290.1 612.5
Bridges/Culverts/Tunnels Facility/Station/Other Track Security and Life Safety

Subtotal ARRA Funds Total
76.6
98.0
Fleet Acquisition Program

To ensure that adequate rolling stock is in place to safely meet operating needs, Amtrak created the Amtrak Fleet Strategy published February 2010 and updated in February 2011. In addition to operating requirements and state of good repair needs, this plan identifies baseline capacity needs and state of good repair requirements for the fleet and identifies the numbers and types of equipment that will be required to address projected growth on existing and planned services through 2041. In fiscal year 2010, Amtrak completed negotiations and entered into purchase agreements for the delivery of: 130 single-level long-distance cars to replace old Heritage equipment, including 55 baggage, 25 baggage-dormitory, 25 dining and 25 sleeping cars for a total contract price of $298 million between FY2010 and FY2014. 70 electric locomotives to replace and augment locomotives in service on the Northeast Corridor at a total cost of $466 million to be paid starting in FY2011 and ending FY2016.
Amtrak funded approximately $30 million for the first payment due during FY11 for the longdistance single-level cars from favorable revenues earned in FY2010. Subsequent payments will be requested in annual appropriations. The electric locomotive purchase is the subject of a loan application under the Railroad Rehabilitation and Improvement Financing (RRIF) Program provided by the Department of Transportation. The application has been approved and will fund the purchase of the electric locomotives, spare parts, and facilities upgrades for the new equipment designs. Amtrak projects that, once the new locomotives are put into service, improved ticket revenue from more reliable locomotives can fund the debt service payments to repay this loan.
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Debt Service and Debt Related Equipment Purchases

Principal and Interest
Principal and interest payments for FY11 amount to $276.3 million and are detailed in Table 15 below. $263.5 million is funded by federal grant and the remaining $12.8 million will be covered by favorable ticket revenue. Table 15 also includes a budget of $51.7 million to acquire equipment that is being leased through the exercise of Early Buyout Options. Table 15 - Debt Service
$ Millions
Q1 32.4 27.7 60.1
Q2 63.6 25.4 89.0

28.4 0.0 28.4
Q3 38.4 27.2 65.6
Q4 41.1 20.5 61.6

23.3 0.0 23.3
Principal Interest
Subtotal Cash P&I

Early Buyout Equipment Purchases
FY11 175.5 100.8 276.3

51.7 51.7
Subtotal of Equipment Purchases Total Debt Service

EBO - Early Buyout Options P&I - Principal and Interest
60.1
117.4
65.6
84.9
328.0
Early Buyout Options (EBO)

An Early Buyout Option 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 Amtraks 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. PRIIA Section 205 provides that the Secretary of the Treasury may make agreements to restructure (including repay) Amtraks indebtedness, including leases, outstanding as of the date of enactment of PRIIA upon such terms as Treasury deems favorable to the interests of the United States Government. Grant Agreement DTFRDV-11-G-00003 awards Amtrak funds for these purposes, up to the amounts and on the dates shown in Table 16. Table 16 Leases in Federal Grant for Early Buyout Options
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Lease Name Trust 93C-C for 14 Superliners Trust 96A-A for 14 GE P-42-DC Single Mode Diesel Locomotives Trust 94B-A for 6 Superliners (file 11B) Trust 94B-C for 8 Superliners Trust 96A-B for 13 GE P-42-DC Single Mode Diesel Locomotives Trust 96-B for 20 GE P-42-DC Single Mode Diesel Locomotives Trust 97D for 50 Amerail Viewliner Passenger Cars Trust 96A-C for 7 of 98 GE P-42-DC Single Mode Diesel Locomotives Trust 97A for 25 of 98 GE P-2-DC Single Mode Diesel Locomotives Trust 94B-B for 7 Superliners Trust 98C for 107 Superliners Trust 2000 SD-A (2nd closing) for 10 Surfliners Trust 96A-D for 19 of 98 GE P-42-DC Single Mode Diesel Locomotives
EBO Notification Date 02-Dec-10 31-Aug-11 02-Dec-11 02-Dec-11 01-Jun-12 01-Jun-12 03-May-12 01-Sep-12 01-Sep-12 30-Nov-12 28-Jan-13 21-Mar-13 01-Jun-13
EBO Payment Date 03-Jan-11 30-Sep-11 03-Jan-12 03-Jan-12 02-Jul-12 02-Jul-12 02-Jul-12 01-Oct-12 01-Oct-12 02-Jan-13 29-Mar-13 19-Jun-13 01-Jul-13
EBO Value ($millions) 28.40 23.34 11.92 17.73 20.18 30.97 44.01 11.11 39.66 13.40 134.02 17.03 28.70 420.49
Operating Cash Requirements

Amtrak attempts to maintain a minimum cash balance of approximately $200 million available to meet operating needs. Management believes this is the lowest amount a company the size of Amtrak with annual cash receipts from all sources of about $4 billion and cash expenditures of about $4 billion per year prudently requires to ensure operations continue without an elevated risk of insolvency in a short period of time. The $200 million cash balance equates to an unfavorable spike of 2.5% in total cash flow exposure of $8 billion per year. On a continuing basis, Amtraks minimum cash balance is required to cope with peak cash requirements caused by seasonality in revenue, capital expenditures, and debt service. For example, January tends to be one of the lowest revenue months, one of the highest debt service months, and therefore the highest cash utilization month of the year. January requires special cash planning and efforts to ensure an adequate cash balance is available when needed. At the same time, the risk to Amtraks cash is exacerbated by the unexpected. This includes, for example, an economic event, equipment failure, other service disruption, or security issue affecting ridership and revenue. Amtraks only alternatives are to rely on its operating cash, obtain emergency federal funding, or face insolvency.
Sources and Uses of Cash Budget Basis

Amtraks FY2011 Cash flow is based on this budget and the receipt of federal funding of $1,526.2 million during the year. Amtrak continues to have no access to short-term credit lines. The following summarizes Amtraks planned source and use of funds for FY2011 based upon this budget assuming funding will be appropriated as presented in this document.
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Table 17 Simple Sources and Uses
$millions Beginning Available Cash (after outstanding payments) Uses: Operating Expenses (Net operating loss including Depreciation & Non-Cash OPEB's (1) Non-Cash Adjustments (Depre & Non-Cash OPEB's) Net Operating Loss Capital Expenditures Debt Service Principal & Interest Equipment Lease Buyout Total Uses Sources: FY11 Federal Grants Operating Capital Debt Service Equipment Lease Buyout Subtotal Federal Grants Third Party and Special Grants (2) Capital Program gap Debt Service funding gap Total Sources Estimated Ending Cash Net change in assets & liabilities Total Cash
(1) (2)
200.0
1,253.3 (691.4) 561.9 1,039.4 276.3 51.7 1,929.3
561.9 649.1 263.5 51.7 1,526.2 364.5 25.8 12.8 1,929.3 200.0 200.0
OPEBs - Other Post Retirement Employee Benefits Does not include ARRA funds
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Department (Cost Center) Operating and Capital Budgets
Amtrak Police Department

Overview of the Department The 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 Amtrak Police organization consists of three Divisions: 1. Patrol Division makes up the majority of the department with officers nationwide at more than 30 locations protecting our passengers, employees and assets. The Patrol Division consists of professionally trained sworn police officers who work closely with local, state and federal agencies. 2. The Special Operations Division includes a contingent of sworn Special Agents who work in concert with police officers to protect Amtrak passengers, employees and assets. This Division has oversight and coordination responsibilities of Amtraks nationwide robust and expertly trained explosive detection canine program. Special Operations also includes Amtraks Intelligence Unit consisting of contract intelligence analysts and sworn personnel assigned to Joint Terrorism Task Forces (JTTFs) in New York, Washington, and Chicago. 3. The Corporate Security Division identifies and implements counterterrorism mitigation strategies in the form of policies, programs and standards to ensure the protection of Amtraks employees, passengers, assets and critical infrastructures. This Division collaborates with the Patrol and Special Operations Divisions on counterterrorism and infrastructure protection projects. The Corporate Security function oversees corporate security improvements including security related capital investments. The Amtrak Police Department total budget request for FY11 is $68.2M representing an increase of $7.3M compared to FY10 actual. The requested headcount by the end of FY11 is 66 management employees, 445 agreement covered employees (16 which are ARRA funded) and 3 canine contractors for a total of 514. Base Activity: The FY11 base budget is $64.7M, an increase of $3.8M over the FY10 actual. A summary of the FY11 changes includes the following: o o o o Inflation of Prior Year Core including labor contract requirements and management merit increase $1.2M Decrease in Salaries due to conversion of special agent positions from management to agreement net of lower vacancy rate assumption in FY11 ($0.8M) Increase in Wages and Overtime due to the conversion of special agent positions from management to agreement in FY11 $3.1M Increase in Employee Benefits Allocated $2.3M
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o o o
o o
Increase in Employee Related Expenses due to expected higher Training Courses and Travel expenses in FY11 $1.5M One time FY10 expenses due to unfunded ARRA projects charged to Operating ($2.5M) Increase in Office Rent for Station Action Team Coordinators, higher consumption of ammunition and surveillance equipment and higher cellular phone expenses due to anticipated filled vacancies $0.3M Decrease in FELA Cost Allocated due to reduction in rate ($0.7M) Decrease in Professional Fees due to anticipated reduced activity in FY11 ($0.5M)
New Activity:
o Physical fitness standard program, which was established with the ratification of labor agreement in FY07, includes the cost of testing and evaluating Police Department candidates along with incumbent sworn personnel to meet established physical fitness standards $0.6M Virtual fence monitoring cost $0.7M Increase of sworn personnel within the Police Department by 50 positions per year through FY15 to augment existing staff to protect Amtraks passengers, employees and assets. Adding these additional policing resources will provide a blend of customer-oriented policing and robust counter-terrorism efforts. Moreover, the expansion will help fill gaps in coverage, particularly where facilities are shared with other transit and commuter agencies $2.3M
o o
Operating Expense Summary FY09 FY11: Amtrak Police Department

FY11 Incr/(Decr) vs FY10 FY09 Actual $8.9 $25.2 $15.6 $3.5 $53.3 $0.1 $0.0 $2.6 $0.7 $1.3 $0.0 $0.8 $1.1 $59.9 FY10 Actual $7.5 $26.6 $16.3 $1.5 $51.9 $0.0 $0.0 $4.2 $1.2 $1.7 $0.0 $0.4 $1.3 $60.9 FY11 Budget $6.9 $31.8 $19.2 $3.3 $61.3 $0.1 $0.1 $2.7 $0.5 $1.7 $0.0 $0.4 $1.3 $68.2 $ ($0.6) $5.2 $3.0 ($0.2) $7.4 $0.0 $0.0 ($1.6) ($0.7) $0.0 $0.0 $0.0 $0.0 $7.3 % -7.4% 19.6% 18.4% -13.8% 14.3% 45.0% 44.3% -36.9% -58.7% 1.8% 29.2% 11.4% 0.3% 12.0%
$ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Materials Facility, Communication, & Office Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Total Operating Expenses
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Summary of Changes from FY10 to FY11

$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of Prior Year Core including labor contract requirements and management merit increase Decrease in Salaries due to conversion of special agent positions from management to agreement net of lower vacancy rate assumption in FY11 Increase in Wages and Overtime due to the conversion of special agent positions from management to agreement in FY11 Increase in Employee Benefits Allocated Increase in Employee Related Expenses due to expected higher Training Courses and Travel expenses in FY11 One time FY10 expenses due to unfunded ARRA projects charged to Operating Increase in Office Rent for Station Action Team Coordinators, higher consumption of ammunition and surveillance equipment and higher cellular phone expenses due to anticipated filled vacancies Decrease in FELA Cost Allocated due to reduction in rate Decrease in Professional Fees due to anticipated reduced activity in FY11 Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Police Fitness Program - testing and evaluating candidates to meet established physical fitness standards Virtual Fence Monitoring Cost Police Department Expansion additional 50 police officers to be hired per year for the next five years Total FY11 New Activity
$60.9
$1.2 ($0.8) $3.1 $2.3 $1.5 ($2.5) $0.3 ($0.7) ($0.5) $3.8 $64.7
$0.6 $0.7 $2.3 $3.5
FY11 Total Budget
$68.2
Capital Projects: Police and Security

Program Title Project
SECURITY CANINE PROCUREMENT AND TRAINING Security Training DHS2010 Training and Public Awareness STATION ACTION PLAN TESTING AND IMPLEMENTATION PUBLIC SECURITY AWARENESS PROGRAM SECURITY SYSTEMS - FUTURE DESIGNS DHS2010 Planning and Assessments STATION ACTION TEAM (SAT) TOOL KIT Station Hardening CCTV and Communications Bridge and Tunnel - Security Improvements AMTRAK POLICE DEPARTMENT PERSONAL PROTECTION E SUBSTATION - SECURITY IMPROVEMENTS BRIDGE AND TUNNEL - SECURITY IMPROVEMENTS CCTV and Communications ACCESS CONTROL SYSTEM EXPANSION DHS2010 Communications Control Center Wilmington Station Camera Initiation DHS 2007 TSGP DHS2010 Infrastructure Protection Intelligence Support Phase II Police K9 Expansion Security and Protection Interoperability (SPI) Special Operations Division Equipment DHS2010 Operational Packages
GCAP $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.1 $0.1 $0.4 $0.5 $0.1 $0.0 $0.1 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1.3
State, Local & Other $0.4 $1.4 $0.1 $1.5 $1.0 $0.3 $0.3 $1.6 $1.8 $2.4 $1.8 $0.4 $0.2 $1.8 $1.9 $0.6 $0.5 $0.0 $1.4 $0.5 $0.7 $1.3 $1.0 $0.5 $0.6 $24.0
Total $0.4 $1.4 $0.1 $1.5 $1.0 $0.3 $0.3 $1.6 $1.8 $2.4 $1.8 $0.5 $0.3 $2.2 $2.3 $0.7 $0.5 $0.1 $1.4 $0.5 $0.7 $1.3 $1.0 $0.5 $0.6 $25.3
Training Exercises Public Awareness Planning & Assessments Infrastructure Protection
Safety & Security
Amtrak Police Department
Training Program: $2.0M 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 equipment costs are being offered through the National Explosive Detection Canine Team Program. TSA will provide free canines and training and $40K per team for five years
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for equipment and operating expenses. TSA also provides $500 per year towards refresher training and certifications.
Security Training - $1.4M: This project involves ongoing counterterrorism training for the 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 the Department of Homeland Security (DHS) in 2006 and 2007. DHS 2010 Training and Public Awareness - $0.1M: This project involves the development of additional content for the avatar tool adding new training scenarios and new content based upon employees specific work environment, position, duties and functions within the company. Amtrak will increase public awareness and participation in security measures by providing messages i.e. printed materials, videos, etc. to be delivered in and around appropriate areas such as the station gates and waiting areas and by providing the tools and instructions for the public to take appropriate action. The goal of this program is to bolster security through knowledge and by engaging the widest possible participation in good security measures.
Exercises Program: $1.5M 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.
Public Awareness Program: $1.0M o The goal of this program is to improve public safety through 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.
Planning & Assessments Program: $2.2M o Security Systems Future Designs - $0.3M: - 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. DHS 2010 Planning and Assessments - $0.3M: This project intends to conduct a follow-up to the previous risk and needs assessment TRAM (Transportation Risk Assessment Methodology) conducted by SAIC and funded by DHS in 2005. In addition Amtrak would like to conduct a security assessment of approximately 100 stations and facilities previously not included in the TRAM study with particular emphasis on infrastructure protection, public awareness, and chemical/biological/radiological/nuclear/explosive (CBRNE) vulnerabilities. The remaining funds will be used to hire a vendor to collect data and documentation, associated with all assessed
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Station Action Team (SAT) Toolkit - $1.6M: - 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 assist in identifying, mitigating and managing terrorism risks to employees, passengers and critical infrastructure.
Infrastructure Protection Program: $14.5M o Station Hardening - $1.8M: In support of the companys 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 might be registered as historic properties which require discussions and negotiations with the State Historic Preservation Offices before upgrades can be completed. CCTV and Communications $4.7M: This initiative comprises of two projects. The objective of the two projects is to design and install closed-circuit television (CCTV) 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 first project covers Amtrak stations in LA and San Diego; the second project will address other stations in Amtraks western operations, pending final agreement with DHS on the specific locations. The resulting signals can be transmitted to National Communications Center (NCC) or remote locations. Implementation of these projects will lead to remote monitoring capabilities, availability of real-time information and the capability of sharing information with local security stakeholders. Bridge and Tunnel Security Improvements - $4.0M: This initiative comprises of two projects with the objective of installing 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 that are critical to operations, whereas the second project focuses on other bridges and tunnels in the national passenger rail system. Amtrak Police Department Equipment Purchase - $0.5M: This project involves the purchase of a list of communication and tactical equipment presented to and approved by DHS for purchase with grant funding (e.g. chemical and explosive detectors, vehicle transport equipment, satellite communication equipment, generators). Substation Security Improvements -$0.3M: 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. Access Control System Expansion - $0.7M: This project involves the expansion of access control systems to additional Amtrak facilities and integrates 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. DHS 2010 Communications Control Center $0.5M: This project will support facility and equipment improvements at Amtrak Command Centers to increase capacity for monitoring the
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Wilmington Station Camera Initiation $0.1M: This project will provide CCTV coverage, with video analytics, of the following areas: main station entrance, station side entrances, ticket office, platforms, emergency generator area, loading dock, elevators to platforms, taxi stand, perimeter fencing along Main Line, passenger waiting area, undersides of main line overpasses, crosswalk from main station garage, and all four exterior sides of building. And also will provide installation of head end of system in racks in Amtrak Police Department office, and provide associated system monitoring and control point equipment. DHS 2007 TSGP $1.4M: This project covers Security methods being installed to protect any egress points with access to critical locations. Includes a variety of hardening activities such as the placement of bollards and pop-up barriers around the perimeter of stations to provide greater standoff and protection from a Vehicle Borne Improvised Explosive Device (VBIED) at all egress locations and entry of the station. DHS 2010 Infrastructure Protection $0.5M: This project will allow Amtrak workforce and contractors to create designs and install equipment necessary to harden stations and rail facilities identified in the DHS funded risk and needs assessments as key intercity rail transportation assets. These hardening measures, such as access control card readers and intrusion detection devices, bollards, fixed and/or retractable barriers, planters, gate checkpoints, lighting and fencing, will prevent or mitigate the effectiveness of terrorist attacks, especially from vehicle born improvised explosive devices (VBIEDs).
Safety & Security Program: $4.1M o Intelligence Support Phase II - $0.7M: This project involves the continuous development and use of Intelligence unit to provide relevant, focused, and continuous threat assessment that will enable decision-makers to take cogent defensive/protective actions against threats. Police K9 Expansion - $1.3M: Amtrak's canine (K-9) teams are part of the company's security strategy. Currently, Amtrak has 55 canine explosive detection teams and this project involves the expansion of the canine team by 12 teams for a targeted goal of 67 teams by early 2012. Proposed spending also includes refresher training and recertification of legacy K-9 teams. Security and Protection Interoperability - $1.0M: This project will enable the company's counterterrorism 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. Special Operations Division Equipment - $ 0.5M: 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.
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DHS 2010 Operational Packages - $ 0.6M: This project is intended to fund a four-person mobile screening team in the New England region. The objective is to add another layer in the systematic ability for Amtrak to protect the national passenger rail system, its passengers, employees and the users of intermodal stations from attack with CBRNE, particularly improvised explosive devices (IEDs). The team would augment surge, counter-surveillance and show of force activities.
Engineering
Overview of the Department Amtraks 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 Amtraks 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 into 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: Engineerings FY11 base budget is $263.6M, an increase of $21.2M over FY10 actual. A summary of the FY11 changes includes the following: o o o o o o o o o Inflation of Prior Year including labor contract requirements and management merit increase $5.7M Increase in Salaries due to increase in headcount $0.9M Decrease in paid time over ARRA heads (includes vacation, holiday and other) offset by reduction in transfer credits ($0.8M) Decrease in Overtime, FY10 includes additional work related to several major storms ($3.9M) Increase in Employee Benefits Allocation $5.3M Decrease in Employee Related expenses, FY10 includes additional travel expenses related to several major storms ($1.0M) Increase in Utility expenses $1.1M One time FY10 expenses due to unfunded ARRA projects charged to Operating ($1.4M) Decrease in Facility expenses due to anticipated reduced activity in FY11. FY10 includes charges related to tools and equipment issued to ARRA employees. These charges are offset by capitalized overhead credits. ($2.2M) Decrease in FELA allocation due to change in rate ($2.9M) Increase in professional fees due to late start of contracts in FY10 $3.0M Decrease in outsourced services due to anticipated lower activity in FY11 ($0.9M) Decrease in environmental services due to assumed lower consumption in Safety Equipment in FY11 ($0.6M) Decrease in capitalized overhead credits due to decrease in capital spending and ARRA capital projects $15.5M Increase in Materials due to anticipated higher inventory reserve in FY11 $2.0M Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) ($0.1M) Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) $0.8M
o o o o o o o o
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Increase in costs for Commercial Development (offset by increase in Commercial Development Revenue) $0.1M Other $0.7M
New Activity: New activity in the department totals $16.4M and is primarily driven by on time performance PRIIA requirements and the continuation of stimulus requirements. A summary of the FY11 new activity includes the following: o o o o Benefits, paid time, and overtime for 151 ARRA heads (Systemically charged to operating which is offset by transfer credits in base activity) $2.1M Capitalized overhead credits related to ARRA activity ($2.0M) Salaries and benefits for additional positions in Operations Improvement, recommended as a result of an IG review $1.1M Benefits, paid time, and overtime for 162 heads required to reduce incident response time necessary to deliver 95% on time performance for Acela trains by 2013 per PRIIA requirements $15.2M
Operating Expense Summary FY09 FY11: Engineering

FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Financial Pcard Transactions Expense Transfers Indirect Costs Capitalized To P&E Total Operating Expenses FY09 FY10 Actual FY11 Budget Actual $23.2 $24.8 $27.5 $123.5 $134.3 $150.2 $65.2 $71.4 $85.6 $5.0 $5.7 $4.9 $216.9 $236.2 $268.2 $0.1 $0.2 $0.0 $2.3 $8.2 $9.7 $24.0 $20.0 $23.2 $19.8 $29.2 $16.4 $2.5 $4.5 $1.7 $3.2 $6.1 $6.9 $1.3 $2.8 $1.8 $3.2 $3.8 $3.4 $27.8 $24.1 $27.7 $2.5 $2.3 $2.5 $0.1 $0.2 $0.0 ($1.5) ($1.0) ($0.8) ($67.8) ($94.2) ($80.6) $234.5 $242.5 $280.0 $ $2.7 $16.0 $14.2 ($0.9) $32.0 ($0.1) $1.4 $3.2 ($12.7) ($2.8) $0.7 ($1.1) ($0.5) $3.6 $0.1 ($0.1) $0.2 $13.6 $37.5 % 10.9% 11.9% 19.9% -15.5% 13.5% -81.4% 17.6% 16.1% -43.6% -61.5% 11.8% -38.4% -11.9% 14.9% 6.3% -79.6% -17.9% -14.4% 15.5%
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$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of prior year including labor contract requirements and management merit increase Increase in Salaries due to increase in headcount Decrease in paid time over ARRA heads (includes vacation, holiday and other) offset by reduction in transfer credits Decrease in Overtime, FY10 includes additional work related to several major storms Increase in Employee Benefits Allocation Decrease in Employee Related expenses, FY10 includes additional travel expenses related to several major storms Increase in Utility expenses One time FY10 expenses due to unfunded ARRA projects charged to Operating Decrease in Facility expenses due to anticipated reduced activity in FY11. FY10 includes charges related to tools and equipment issued to ARRA employees. These charges are offset by capitalized overhead credits. Decrease in FELA allocation due to change in rate Increase in profesional fees due to late start of contracts in FY10 Decrease in Outsourced Services due to anticipated lower activities in FY11 Decrease in environmental services due to assumed lower consumption in Safety Equipment in FY11 Decrease in capitalized overhead credits due to decrease in capital spending and ARRA capital projects Increase in Materials due to anticipated higher inventory reserve in FY11 Decrease in costs for Commuter Services (offset by decrease in Commuter Revenue) Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) Incr in costs for Commercial Development (offset by incr in Commercial Development Revenue) Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Benefits, paid time, and overtime for 151 ARRA heads (Systemically charged to operating which is offset by transfer credits in base activity) Capitalized overhead credits related to ARRA activity Salaries and benefits for additional positions in Operations Improvement, recommended as a result of an IG review Benefits, paid time, and overtime for 162 heads required to reduce incident response time necessary to deliver 95% on time performance for Acela trains by 2013 per PRIIA requirements Total FY11 New Activity
$242.4
$5.7 $0.9 ($0.8) ($3.9) $5.3 ($1.0) $1.1 ($1.4) ($2.2) ($2.9) $3.0 ($0.9) ($0.6) $15.5 $2.0 ($0.1) $0.8 $0.1 $0.7 $21.2 $263.6
$2.1 ($2.0) $1.1 $15.2 $16.4
FY11 Total Budget
$280.0
Capital Programs: Engineering

$in millions
Program Title Fire & Life Safety Seattle King St. Coach Yard Equipment Purchase/Replacement Interlocking Renewal Track Replacement Substations/Frequency Converters Overhead Catenary and Transmission systems Communication Systems Signal Systems Facility/Station/Other Bridges/Culverts/Tunnels Freight Railroad Improvements ADA Compliance Total Engineering
GCAP $8.8 $20.0 $20.0 $13.9 $153.6 $10.9 $27.4 $0.6 $21.9 $25.8 $44.0 $2.0 $0.0 $348.8
State, Local & Other $29.9 $0.0 $0.0 $4.0 $45.0 $2.3 $2.1 $0.0 $3.4 $15.2 $17.3 $0.0 $99.9 $219.2
Total $38.7 $20.0 $20.0 $17.9 $198.5 $13.1 $29.5 $0.6 $25.3 $41.0 $61.3 $2.0 $99.9 $568.0
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Fire & Life Safety Program $38.7M (GCAP - $8.8M, State, Local, Other - $29.9) o 1st Avenue Construction $34.0M 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 bidirectional fans that will be computer-controlled by remote location. The installation will require relocation and/or replacement of all utilities. The scope of 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 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. Miscellaneous Design & Construction Project $3.6M This program will provide Amtrak passengers with a better opportunity to survive a catastrophic event in the New York tunnels and Penn Station. It will provide emergency access/egress in the tunnels, providing proper ventilation, removing smoke from the affected areas and improved communication system with radio coverage for the New Jersey and New York City fire departments. This program will also incorporate design features fro passenger equipment and develop procedures to accommodate a wide range of incidents. NRT Ventilation Construction $1.0M This project is located in Weehawken, NJ and consists of the replacement of high capacity bi-directional fans that will be computercontrolled by a remote location.
Seattle King St. Coach Yard $20.0M (GCAP) 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, back shop 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. Equipment Purchase/Replacement $20.0M (GCAP) 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. The scope includes the acquisition of Tie Inserters, Tie Handlers, High Rail vehicles, Track Laying Machine Tie cars, and other Heavy roadway equipment. Interlocking Renewal $17.9M - (GCAP - $13.9M, State, Local, Other - $4.0M) 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 Interlocking renewal at Landover, North Penn, Glen, and Grove. Track Replacement $198.5M - (GCAP - $153.5M, State, Local, Other - $45.0M) o Track Rail Replacement - Renewal/Construction $64.7M The goal of these two programs is 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
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o o
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. Tie Replacements $36.0M 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. Track Laying System $47.5M 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. Track Geometry $17.0M Surfacing and realignment of 550 miles of track surface as required to meet FRA Track Safety Standards. Track Turnouts $12.4M This 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. Track Ballast $5.3M 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. Track Drainage $4.3M The scope of this program is to renew and replace 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. Deputy Chief Engineer Construction Applications $10.2M The scope of this project includes the development of the Maximo Work Management System (MWMS) for the Engineering department, development of an infrastructure asset library and the development of the Engineering Personnel System (EPS) and the development of an Enterprise Project Management System (EPM). It also builds on earlier investments in Timberline estimating, Primavera scheduling and document management with the integration of the EAM systems with the EPM and EPS system. During FY11 these systems will continue to be developed and integrated to provide for a seamless flow of information that will assist field and management personnel in the project management in FY11 Engineering Capital Program. Other $1.2M Programs included are: $1.0M - Track Crossing-Road $0.2M - Track Fasteners
Substation/Frequency Converters $13.1M (GCAP - $10.9M, State, Local, Other - $2.3M) o Improvements of the Electric TractionSubstations along the NEC $13.1M 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: $9.1M for substation construction at Ivy City. $2.3M for frequency converters in Sunnyside Yard, Metuchen, Richmond and Lamokin $1.8M for Signal Power Upgrades
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Overhead Catenary and Transmission Systems $29.5M (GCAP - $27.4M, State, Local, Other $2.1M) o Improvements of the Electric TractionCatenary along the NEC $20.9M - Program highlights are: $15.3M 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. $5.6M for Hardware Renewal. o Upgrading of Electric Traction-Poles along the NEC $5.8M 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 foundation in Baltimore $1.8M for catenary pole foundation upgrade in Holmes to Shore $0.7M for catenary pole foundation upgrade in Zoo to Paoli o Upgrading of Electric Traction Transmission $2.8M Communications Systems $0.6M The objective of the program will improve radio communications along the North East Corridor (NEC) and Mid-Atlantic divisions Signal Systems $25.3M - (GCAP - $21.9M, State, Local, Other - $3.4M) o Interlocking Communications & Signals $6.6M - 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 Centralized Traffic Control (CETC) Program $11.7M The major project under this program is the development of a new control center in Philadelphia for $14M. o Automatic Block Signal (ABS) $6.7M 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 Crossings $0.2M For crossing equipment. o ACSE $0.1M Upgrades from Washington to New York. Facility/Station/Other Program $41.0M - (GCAP - $25.8M, State, Local, Other - $15.2M) o Station Upgrades $23.5M - Program highlights are: $4.0M for MARC platform improvements at Washington Union Station. Initiation of this project will make the station ADA compliant. $2.0M for escalator replacement at New York Penn Station. $2.0M Platform canopy and stairway improvements on the Baltimore Station platform. Other projects below $2.0M and include upgrades to facilities at various stations. o Sunnyside Yard New Mechanical Facility $5.0M 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 $4.3M Upgrades to engineering equipment maintenance facilities at Seattle and Ivy City. Improvements include roof replacements, electrical upgrades and lighting improvements. o Maintenance of Way Base $6.8M Upgrades to maintenance of way facilities at Wilmington, Providence, Perryville and Penn Coach Yard.
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Transportation Department Facility $1.4M
Bridges/Culverts/Tunnels $61.3M - (GCAP - $44.0M, State, Local, Other - $17.3M) o Fixed bridges upgrade $11.1M - Main activities include bridge replacement in Branford, CT. o Tunnels $15.6M - Will cover the expenses for lighting upgrades and installation of emergency power generators to supply electrical power for tunnel ventilation, pumps, and other critical systems o Major Bridge Special Projects $23.3M Program highlights are: Niantic River Bridge Replacement $23.0M Connecticut Bridge Engineering support and Replacement $0.3M o Other programs $11.4M $3.1M for other improvements including bridge ties, fencing and retaining wall. $0.4M for interlocking structures. $2.3M for movable bridge improvements. $1.5M for Retaining wall upgrades in Perryville $4.1M for Fence and Culvert Freight Railroad Improvement ($2.0M) o Deputy Chief Engineer Leasehold Improvements $2.0M - 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. ADA Compliance ($99.9M) This investment will provide necessary improvements for multiple stations to improve access for disabled patrons and comply with ADA regulations for numerous stations across the United States. Station candidates are under consideration and would include those with more challenging issues with respect to definition of responsible party and the design/physical requirements to achieve ADA compliance.
Environmental, Health, and Safety

Overview of the Department The Amtrak Environmental Health and Safety (EHS) Department performs in three 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, Pandemic Flu preparation and FDA food car design. The Environmental group supports Amtrak facilities and functions by providing both companywide and facility specific compliance guidance. Compliance activities include development and delivery of training programs, permit applications, 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. Amtraks Environmental Management System (EMS) is coordinated and led by the Environmental group. EMS helps Amtrak departments address environmental activities through 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
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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 and create more valuable property. Amtraks Environmental Reserve Schedule, in compliance with GAAP, lists over $70 million in known contamination needing to be remediated over the next 5-15 years. In addition to tracking emissions from the companys carbon footprint and helping with programs to reduce greenhouse gas emissions, the Environmental group provides support to Marketing and Government Affairs regarding sustainable practices and the environmental attributes of passenger rail travel. 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. The total FY11 Budget request is $11.4M representing an increase of $2.3M compared to FY10 actual. The total requested headcount at the end of FY11 is 42 management employees and 3 agreement covered employees. Base Activity: The Environmental Departments FY11 base budget is $9.9M, an increase of $0.8M over FY10 actual. The FY11 budget is mainly driven by labor costs with a total of $6.0M. The remaining $5.3M of the departmental spending is related to Facilities, Communication & Office, Environmental Projects and Industrial hygiene. A summary of FY11 changes includes the following: o o o o Inflation of Prior Year Core, including labor contract requirements $0.2M Decrease in Professional Fees assuming lower consulting services related to Cross Functional Teams Support in FY11 ($0.1M) Increase in cleanup costs at the Ivy City Yard and Penn Coach Yard. Investigations should be completed in FY10, with significant cleanup work in FY11 $1.0M Other ($0.3M)
New Activity: A summary of FY11 new activity includes the following: o o o o o Contract with Liberty Mutual for cross functional teams to improve work place safety processes and increase agreement employee and management cooperation $0.1M Increase in workforce to improve public health and safety - Industrial Hygiene and Public health coordinators positions $0.2M Operation Lifesaver Special Train $0.2M Development of asbestos building plan $0.9M Climate registry inventory and verification of Greenhouse Gas emissions $0.1M
Operating Expense Summary FY09 FY11: Environmental
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FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Professional Fees Environmental and Safety Expense Transfers Total Operating Expenses FY09 FY10 Actual Actual $3.0 $3.3 $0.2 $0.2 $1.8 $1.9 $0.4 $0.3 $5.4 $5.6 $0.4 $0.4 $0.5 $0.4 $2.5 $2.6 $0.0 $0.1 $8.8 $9.1 FY11 Budget $3.6 $0.2 $2.0 $0.3 $6.0 $0.4 $1.3 $3.4 $0.2 $11.4 $ $0.3 ($0.0) $0.1 $0.0 $0.4 $0.0 $1.0 $0.8 $0.1 $2.2 % 8.2% -16.6% 6.1% 16.6% 7.0% 8.5% 251.7% 30.9% 64.3% 24.6%

$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of Prior Year Core, including labor contract requirements Decrease in Professional Fees assuming lower consulting services related to Cross Functional Teams Support in FY11 Increase in cleanup costs at the Ivy City Yard and Penn Coach Yard. Investigations should be completed in FY10, with significant cleanup work in FY11 Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Contract with Liberty Mutual for cross functional teams to improve work place safety processes and increase agreement employee and management cooperation Increase in workforce to improve public health and safety - Industrial Hygiene and Public health coordinators positions Operation Lifesaver Special Train Development of asbestos building plan Climate registry inventory and verification of Greenhouse Gas emissions Total FY11 New Activity
$9.1
$0.2 ($0.1) $1.0 ($0.3) $0.8 $9.9
$0.1 $0.2 $0.2 $0.9 $0.1 $1.5
FY11 Total Budget
$11.4
FY11 Capital Projects: Environmental Health and Safety

$in millions
Program Title Environmental Risk Reduction Project GCAP $0.3 $0.0 $0.2 $0.4 $0.1 $2.8 $0.3 $0.5 $2.4 $6.8 State, Local & Other $0.0 $0.1 $0.0 $0.0 $0.0 $0.1 $0.0 $0.0 $0.0 $0.1 Total $0.3 $0.1 $0.2 $0.4 $0.1 $2.9 $0.3 $0.5 $2.4 $7.0
Prevention of Groundwater Contamination Heartland Flyer Bio-Diesel Grant Ivy City Steam Plant Demolition/Abatement Wilmington M of E Facility-PCB/Other Contaminants Remediation Environmental Remediation Cedar Hill Remedation Sunnyside Yard Oil/Pcb Remed Program Penn Station Track Remediation Asbestos, Lead Paint and Mold Abatements Beech Grove Facility - Wastewater Treatment System Total Environmental Health and Safety
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Environmental Risk Reduction: $0.4M The goal of the Environmental Risk Reduction program is to use preventive measures to mitigate potential environmental issues. The following projects are being implemented as part of this program: o Prevention of Groundwater Contamination $0.3M The objective of this project is to upgrade existing underground tanks and separators which are at the end of their useful life or present a threat to contaminating the groundwater through leakage. The tanks will be upgraded or replaced with aboveground tanks when possible except where prohibited by local regulation or impracticability. Heartland Flyer Bio-Diesel Grant $0.1M This project covers a grant received from the Federal Railroad Administration (FRA) to use biodiesel blended fuel in the Heartland Flyer, which is operated daily between Fort Worth, TX and Oklahoma City, OK, in lieu of #2 diesel. Biodiesel in its pure (B100) and blended forms (B2, B10, B20, B50) helps reduce a percentage of the harmful locomotive exhaust emissions associated with the utilization of #2 Diesel. In previously conducted static locomotive engine testing, B20 (20% pure bio-fuel and 80% #2 diesel) has illustrated the following reduction in locomotive engine exhaust: hydrocarbons (HC) 10%, carbon monoxide (CO) 10%, particulates 15%, sulfates 20%. Biodiesel requires little to no engine modifications for utilization. Amtrak will operate the Heartland Flyer exclusively with B20 for a period of 12 months. FRA, to the extent possible, will provide oversight and technical support toward the successful completion of the Project.
Environmental Remediation Program: $6.6M Environmental remediation involves cleanup at work sites due to a Court or Administrative Order. In FY11, Amtrak plans to spend $6.6M on environmental remediation projects with proposed spending of $41.5M in FY11-15 to meet Court or ordered clean ups. The various projects being undertaken as part of this program include: o Ivy City Steam Plant Demolition/Abatement $0.2M The Ivy City steam plant is in poor condition and some structural elements are beginning to fail. There is the risk that the building could topple and it poses a risk to employees who work nearby. Should there be structure failure prior to abatement, costs could significantly increase. Wilmington Facility Remediation $0.4M - 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 PCBs and petroleum. PCBs can be potentially transported offsite via erosion to surrounding surface water bodies, impacting the aquatic life. 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 FY11-15 is projected to be $15.7M. Cedar Hill Remediation $0.1M - This project involves removal and backfill of PCB contaminated soil in some track areas at this CT facility. Soil investigation has been completed and a report summarizing the findings of the investigations is being developed. Remedial action work plan was prepared in FY09 and remediation work will be initiated and completed in FY11. Total spending on the project is $1.7M and is expected to be completed in FY11. Sunnyside Yard Oil/PCB Remediation $2.9M Train operations continuing until the1970's caused polychlorinated biphenyl (PCB) and diesel fuel releases at Sunnyside Yard which
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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 in order to reduce potential PCB exposure to employees. The project involves the continuation of ongoing remediation of contaminated subsoil and groundwater as per NYSDEC orders. The property is divided into 6 Operable Units (OU) for remedial actions and OU's 1 and 2 have been completed. In FY11, 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 FY11-15 is $10M. o Penn Station Track Remediation $0.3M Remediation and track replacement in PCB contaminated areas to prevent exposure of employees and passengers. Total spending on the project is expected to be $1.6M and is expected to be complete by FY14. Asbestos, Lead Paint and Mold Abatements $0.5M - As part of multi year initiative, asbestos, mold and lead paint will be removed or remediated 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. Mold findings have occurred in facilities occupied by Amtrak employees or at Stations with water leak issues. Beech Grove Facility Wastewater Treatment System $2.4M - This project is mandatory as the City of Beech Grove has ordered Amtrak to terminate the discharge of storm water into city sanitary sewers.
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. In addition to the operating costs of these departments, the Finance operating expense budget contains significant costs for the company as a whole that are not directly attributable to any single department. Of the FY11 Finance operating budget of $259.7M, only $42.7M (16.4%) is for departmental costs; the remaining $217.0M (83.6%) is for general Amtrak expenses, most notably the cost of electric power for propulsion of the electric locomotive fleet in the NEC, expenses incurred for ticket sales using credit cards, property and liability insurance, financing related costs, and bank and armored car fees. Base Activity: The FY11 base budget request is $259.7M an increase of $35.2M over the FY10 actual. Nearly all of this increase - $31.4M is for an increase in electric propulsion power costs. The amount consist of two major components: $22.0M increase in cost of electricity for propulsion of electric locomotives in the NEC due to the renewal of contracts, $9.4M is related to hedging of fuel contracts. The other change is an additional $2.5M of salaries, wages and benefits. New Activity: FY11 budget contains $3.5M of costs from new activity. Credit Card Commissions are expected to increase by $3.0M due to increase in new revenue initiatives.
Finance - Operating Expenses Summary FY09-FY11

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FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Fuel, Power, & Utilities Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Financial Expense Transfers Total Operating Expenses FY09 Actual $13.2 $4.7 $9.4 $0.3 $27.5 $102.6 $2.5 $33.0 $0.1 $5.3 $0.9 $37.9 $0.1 $209.9 FY10 actual $14.2 $4.7 $10.2 $0.3 $29.4 $103.2 $2.9 $36.7 $0.2 $6.9 $0.7 $44.6 $0.0 $224.5 FY11 Budget $16.3 $4.7 $11.1 $0.4 $32.4 $134.6 $2.8 $39.7 $0.1 $6.5 $0.9 $42.8 $0.0 $259.7 $ $2.1 ($0.0) $0.9 $0.1 $3.1 $31.4 ($0.1) $3.0 ($0.1) ($0.4) $0.2 ($1.8) ($0.0) $35.2 % 14.7% -1.0% 8.9% 39.1% 10.4% 30.4% -4.4% 8.3% -60.6% -5.7% 31.6% -4.1% -100.0% 15.7%

$ Millions
FY10 Total Forecast

Changes to Base Activity Inflation of prior year including labor contract requirements and management merit increase Increase in Salaries, wages and benefits Increase in cost of electricity for propulsion of electric locomotives in NEC due to renewal of contracts. Amount excludes increase related to fuel hedges. Decrease in Financial from decrease in exercising lease buy back options offset by an increase in Purchased Insurance Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Increase for Salaries,Benefits, Office Expense and Building Maintenance services Increase in Credit Card Commission, will be offset by increase in revenues
$224.5
$4.6 $2.5 $22.0 ($4.6) $7.2 $31.7 $256.3
$0.5 $3.0
Total FY11 New Activity
$3.5
FY11 Total Budget
$259.7
Finance - FY11 Capital Projects

State, Local & Other $0.3 $0.0 $0.0 $1.6 $1.9
Program Title
Project
Install High Efficiency Lighting at Mechanical Fac Energy Efficiency Lighting and HVAC Control Project Chicago Union Station - Steam Plant Replacement St Financial Management Equipment Pool Committee Total Finance
GCAP $1.8 $0.1 $1.1 $0.0 $2.9
Total $2.1 $0.1 $1.1 $1.6 $4.8
Energy Efficiency $4.8M o Install high efficiency lighting at Mechanical facilities $2.1M: This project continues the work commenced in FY 2010 to install high efficiency lighting at mechanical facilities and shops. This project will replace old HID lighting fixtures with fluorescent technology that will produce higher quality light at a lower overall cost. Lighting and HVAC control $0.1M: Install lighting, heating and HVAC control systems at high usage locations. HVAC at most Amtrak locations is not effectively or centrally
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controlled resulting in unnecessary utility expense. This project will facilitate the installation of these control systems that will allow the more efficient use of utility expenses at these major locations. In FY11, installations will occur at high usage locations not covered during FY 2010. o Chicago Union Station Steam Plant replacement study $1.1M: Amtrak currently operates a steam plant at Chicago Union Station that is outdated, inefficient and expensive to operate. It has been decided that Amtrak should shut down the steam plant and convert its building and needs at Chicago Union Station to point-of-use heating and steam systems to eliminate the capital investment needs of the existing steam plant. In FY11, this project will build on the design work accomplished in FY2010 and begin the construction of point-of-use facilities to replace the outdated inefficient steam plant.
Financial Management $1.6M o Equipment Pool Committee $1.6: This project is to design and develop specifications for and procure standardized next generation corridor equipment. Participants in this effort include Amtrak, various states, FRA, host railroads, equipment manufactures and other operators as appropriate. The committee will determine the types of equipment required for use on routes funded and establish a pool of equipment.
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 almost half of Amtraks 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, and responds to follow-up questions from the Committees. The Department makes annual legislative requests and follows through with appropriate Congressional staff at each stop of the way. 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, and responds to follow-up questions from the Committees. The Department educates Congressional staff and advocacy groups who wish to advance Amtraks 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 CEO and Board Members, 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 weekly 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, organizes public events, 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
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station improvements and the importance of ADA compliance projects at stations and how Amtrak can help advance such projects. It also performs outreach to station communities, including through two annual Civic Conversations, regional conference of local officials and Amtrak officials to discuss station projects. The requested headcount at the end of FY11 is 40. Base Activity: Government Affairs FY11 base budget is $6.6M, an increase of $1.2M over FY10 actual. Salaries and benefits typically make up more than 80% of the budget. A summary of FY11 changes includes the following: o o Inflation of Prior Year Core including labor contract requirements $0.1M Increase in headcount for maintaining and growing relationships with key national and statebased governmental, transportation, business, labor, environmental, and disability organizations to meet the growing needs of the Corporations external partners $0.6M Increase in Employee Benefits $0.3M Other $0.1M
o o
Operating Expense Summary FY09 FY11: Government Affairs

FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Advertising and Sales Professional Fees Data Processing Services and Supplies Total Operating Expenses FY09 Actual $2.7 $0.0 $1.5 $0.1 $4.3 $0.3 $0.0 $0.2 $0.1 $4.9 FY10 Actual $2.9 $0.1 $1.6 $0.1 $4.8 $0.3 $0.0 $0.3 $0.0 $5.4 FY11 Budget $3.7 $0.0 $1.9 $0.2 $5.8 $0.4 $0.1 $0.3 $0.0 $6.6 $ $0.7 ($0.0) $0.3 $0.1 $1.1 $0.1 $0.0 $0.0 $0.0 $1.2 % 25.3% -100.0% 20.7% 47.0% 23.9% 15.6% 138.1% 10.8% 13.4% 21.7%

$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of Prior Year Core including labor contract requirements Increase in headcount for maintaining and growing relationships with key national and state-based governmental, transportation, business, labor, environmental, and disability organizations to meet the growing needs of the Corporations external partners Increase in Employee Benefits Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity
$5.4
$0.1 $0.6
$0.3 $0.1 $1.2 $6.6
FY11 Total Budget
$6.6
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Human Resources, Labor Administration and Diversity Initiatives

Overview of the Department In August 2010 the Amtrak board of directors formalized and made permanent the changes in the reporting structure between Labor Relations and Human Resources, approving the newly created position of Chief Labor Relations Officer and Assistant Vice President reporting to the Vice President of Human Resources, Labor Administration and Diversity Initiatives on matters related to labor administration. The role of the Human Resources, Labor Administration 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 workforce inclusion, employee satisfaction and productivity. In order to achieve this objective Human Resources is organized by the following key functions: o o o o o o o o o o o Recruitment and staffing including employment testing and evaluation Employee Relations and Employee Shared Services Compensation Management; Retirement Administration; Health and Welfare benefits administration HR Technology Health Services and Employee Wellness; Employee Assistance Programs Workforce Development Services including training and learning management Career Management; and Employee Recognition and Services Diversity Out reach and Initiatives Dispute Resolution Strategic Workforce Planning including human capital management, workforce analytics and succession planning. Labor Relations 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. Operation Red Block 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).
The FY11 total budget request is $34.9M representing an increase of $3.3M compared to FY10 actual. The total requested headcount at the end of FY11 is 222 management employees, 4 agreement covered employees and 2 training resource employees. This includes a request of 3 management employees to support High Speed Rail training activities. Base Activity: The Human Resources, Labor Administration and Diversity groups FY11 base budget is $33.8M, an increase of $2.2M over FY10 actual. A summary of FY11 changes includes the following: o o o Inflation of Prior Year Core including labor contract requirements $0.6M Increase in Salaries assuming lower vacancy rate in FY11 than FY10 actual $1.1M Increase in Employee Benefits allocated $0.8M
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o o o
Decrease in Data Processing & Services related to IT absorbing the annual maintenance cost of Pension Administration and Performance Management Systems ($0.3M) Decrease in Professional Fees due to anticipated reduced activity in FY11 ($0.3M) Other $0.3M
New Activity: o Safety training in support of the Rail Safety Improvement Act (FRA Mandate 237) $0.1M o Outsourcing and programming required in support of Amtrak's new monitor leave of absence system $0.1M o Rebuild Amtrak compensation job family structures and career paths for largest business units $0.2M o Expand Amtrak Leadership Academy to support Human Capital Initiative $0.3M. The leadership program is designed to address identified competency gaps and provide critical tools required to increase overall operational performance of entry-level managers, intermediate level managers and senior or advanced levels of management. The program will also include managerial coaching to improve performance. o Implement new Performance Management training to support enhanced performance management process $0.3M o Three additional management employees and outsourced instructors for High Speed Rail training (training for management employees at Ivy city to work on High Speed Rail Equipment) $0.2M o Labor Relations Completion of new wage and rule agreements, as appropriate (open 1/1/10); With HR, let for bid the union employee medical plan disease management program (1/1/10), and medical plan (2011 or after); Roll-out employee wellness pilot initiative; Develop advanced charging officer training. o Operation RedBlock New activity in FY11 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).
Operating Expense Summary FY09 FY11: Human Resources, Labor Administration and Diversity Initiatives
FY11 Incr/(Decr) vs FY10 FY09 Actual $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Advertising and Sales Professional Fees Data Processing Services and Supplies M of W Services Total Operating Expenses $14.1 $0.3 $7.9 $3.6 $25.9 $1.9 $0.1 $1.0 $0.4 $0.1 $29.4 FY10 Actual $15.2 $0.3 $8.3 $3.6 $27.4 $2.2 $0.1 $1.3 $0.4 $0.1 $31.5 FY11 Budget $16.9 $0.3 $9.1 $3.9 $30.2 $2.6 $0.1 $1.7 $0.2 $0.1 $34.9 $ $1.6 $0.1 $0.8 $0.3 $2.8 $0.3 $0.0 $0.4 ($0.3) $0.0 $3.3 % 10.7% 29.5% 9.6% 7.4% 10.1% 15.4% 22.5% 34.9% -61.7% 3.4% 10.5%
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$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of Prior Year Core including labor contract requirements Increase in Salaries assuming lower vacancy rate in FY11 than FY10 actuals Increase in Employee Benefits allocated Decrease in Data Processing & Services related to IT absorbing the annual maintenance cost of Pension Administration and Performance Management Systems Decrease in Professional Fees due to anticipated reduced activity in FY11 Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Safety training in support of the Rail Safety Improvement Act (FRA Mandate 237) Outsourcing and programming required in support of Amtrak's new monitor leave of absence system Rebuild Amtrak compensation job family structures and career paths for largest business units Expand Amtrak Leadership Academy to support Human Capital Initiative Implement new Performance Management training to support enhanced performance management process Three management employees and outsourced instructors for High Speed Rail training (training for management employees at Ivy city to work on High Speed Rail Equipment) Total FY11 New Activity
$31.5
$0.6 $1.1 $0.8 ($0.3) ($0.3) $0.3 $2.2 $33.7
$0.1 $0.1 $0.2 $0.3 $0.3 $0.2 $1.1
FY11 Total Budget
$34.8
Information Technology
Overview of the Department: The Information Technology Department (IT) provides the information and technology tools required by the enterprise to safely and reliably provide rail passenger services and meet Amtraks business partners needs. The departments mission is to provide IT leadership as part of a high-performing management team that achieves superior business results. ITs primary goal is to partner with Amtraks 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 authorized year end headcount in FY11 is 283 in operating and 91 in capital projects. Although the authorized operating headcount will remain unchanged in FY11 there will be some realignment between departments. Base Activity: The FY11 base budget request is $154.3M with initiatives of $29.1M for a total budget request of $183.3M. The budget request is mainly driven by labor costs, communications, and contracted services costs. The FY11 request is an increase of $20.6M over FY10 Actual. A summary of FY11 changes includes the following: o Adjustment to Salaries for new application support initiative $3.7M
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o o o o o
Change in Base Employee Benefits & FELA - $2.3M Changes due to outsourced technology services ($16.8M) Increase in Communications (teleconferences, web meetings) - $0.6M Point of Sale (POS) system support transferred from Marketing - $0.9M Other and miscellaneous items - $0.8M
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, 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 FY11 is $12.1M plus $3.4M in FY11 transition costs. In addition we also have a new initiative to increase support for the Operating Departments applications and users of SAP (currently HR/Payroll and starting in FY11 SAM). This new initiative is estimated to cost $3.1M which brings the total new initiatives to $29.1M which is distributed as follows: o o o Transition costs related to resourcing the data center and network service providers $3.4M Increased cost for expanded SAP and Operations Departmental applications support $3.1M Full year expense for 2nd Data Center, increased capacity, and improved service levels (increase is for second data center to provide disaster recovery, increase of service levels for key stations, operations facilities and headquarter Gold, Silver Bronze designation, includes both workstations and network connections) - $12.1M ADA system support cost - $1.6M Outsourcing network, software and field expense - $3.1M Hardware upgrades and replacement for outsource technology contract - $5.8M
o o o
Operating Expenses Summary FY09 - FY11: Information Technology

FY11 Incr/(Decr) vs FY10
FY09 Actual FY10 Actual FY11 Budget
$ $5.6 $0.0 $2.9 ($0.2) $8.3 ($1.8) ($0.4) $14.5 $20.6
% 23.8% 2.3% 22.7% -12.8% 21.7% -4.8% -54.2% 16.8% 12.7%
$ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Professional Fees Data Processing Services and Supplies Total Operating Expenses
$21.8 $0.3 $12.0 $1.3 $35.5 $40.3 $0.7 $79.6 $156.2
$23.5 $0.3 $12.7 $1.6 $38.2 $37.2 $0.7 $86.5 $162.7
$29.2 $0.3 $15.6 $1.4 $46.5 $35.4 $0.3 $101.1 $183.3
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$ Millions
FY10 Actual
Changes to Base Activity Inflation of Prior Year Core, including labor contract requirements Salary Increases - Lower Vacancy and Increase work scope Change in Base Core Employee Benefits Allocated Changes data processing due to outsourced technology services (Increase in New Activity below) Increases in communications (lines, teleconferences, webmeetings) Point of Sale (POS) system support transferred from Marketing & Product Management Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity One time transition costs related to resourcing the data center and network service providers Increased expense for expanded SAP and Operations Departmental applications support IT expense related to ADA related systems IT hardware expense for IBM contract Outsourcing network, software and field expense Full year expense for 2nd data center, increased capacity, and improved service levels Other Total FY11 New Activity
$162.7
$0.0 $3.7 $2.3 ($16.8) $0.6 $0.9 $0.8 ($8.4) $154.3 $3.4 $3.1 $1.6 $5.8 $3.1 $12.1 $0.0 $29.1
FY11 Total Budget
$183.3
Capital Projects - Information Technology

$ in Millions STATE & LOCAL / OTHER 1.1 2.5 0.9 4.1 $ 8.5
PROGRAM TITLE Rail Operations IT Infrastructure Amtrak Information Modernization (AIM) Strategic Asset Mgmt Enterprise (SAM 2.0) Enterprise Resource Planning TOTAL INFORMATION TECHNOLOGY
GCAP 0.6 5.1 17.6 2.5 78.8 104.6 $
TOTAL 1.7 7.5 18.5 2.5 82.9 $ 113.2
Enterprise Resource Planning $82.9M o Strategic Asset Management Enterprise (SAM) - $82.9M - 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 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. Strategic Asset Management (SAM 2.0) $2.5M o Strategic Asset Mgmt (SAM 2.0) - $2.5M - This project is the follow on to SAM 1A that addresses a number of enhancements the project team has identified that will improve the functionality of R1a as well as identify next steps that will leverage the first phase across operations. There is a significant risk that many of the resources on the team would not be available if the project were stopped and restarted. The next phase focuses on Enterprise Asset Management and the delivery of Operations Transparency. Taken together they offer integration of many critical systems and processes that will focus on removing barriers between department and delivering value to our customers. Amtrak Information Modernization $18.5M o Reservations Ecosystem Next Generation - $15.2M - 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
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Enterprise Data Warehouse - $3.3M - The Enterprise Data Warehouse (EDW) Program, Phase 2, continues to build upon the accomplishments of the Enterprise Data Access & Availability (EDA&A) Program. New functionality will be developed to enhance CSPMI One Stop, BOD Dashboard and COO Dashboard applications. Each project within the program involves expansion of the EDW with the new subject areas and development of business intelligence components in support of reporting and trend analysis.
IT Infrastructure $7.5M 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 FY11 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, application server and storage state of good repair, network redesign and expansion, and application/network service level monitoring and reporting. Other Programs $1.7M o Migration or Replacement of Labor Management System Application - $1.7M -
modernizes and replaces an obsolete scheduling and pay calculation system used for On Board Services and Train and Engine crew management. The replacement provides an integrated, flexible, rules driven and maintainable capability. 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.
Marketing and Product Development

Overview of the Department Marketing and Product Development (M&PD) 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&PD budgeted headcount at the end of FY11 is 1,265 (277 management, 988 agreement), with operating expenses of $286.0M. Major operating expense drivers of the department include advertising and promotional costs, contract management and provisioning costs for Food & Beverage service, wages and benefits for the reservation/sales call centers, and departmental salaries. These four categories comprise approximately 90% of the total departmental budget. Meeting the new customer satisfaction and route performance targets mandated by PRIIA in Section 207 and route performance improvement plans in Section 210 will be supported by the Product Development, Market Research & Analysis, and Product Planning & Business Strategy groups in collaboration with the Operations department and Policy & Development. Targeted metrics as defined under PRIIA Section 207 for financial/operating, On Time Performance, train delays, and customer satisfaction will be the focus of management actions to improve and expand passenger rail services. Further, M&PD will continue to support in depth customer research program implemented in FY10 to evaluate the customer experience and assess customer expectations. This program will
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enable more comprehensive product development based on up to date extensive qualitative and quantitative data gathered in five discreet research areas. Continued investments to leverage marketing capabilities will be critical to meeting top line objectives; these will focus on building loyalty (increasing repeat ridership) from the existing customer base and stimulating trial to attract new riders from competing travel modes. Maintaining Amtraks 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 well as building market share of total trips in high frequency corridors outside of the NEC. Key M&PD advances will include greater sophistication in the use of electronic direct-to-customer communications, through targeted online interactions, and 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. Base Activity: Marketings FY11 base budget is $286.1M, an increase of $9.0M over FY10 actual. A summary of FY11 changes includes the following: o o o Inflation of prior year including labor contract requirements and management merit increase $3.0M Increase in Salaries due to increase in head count $3.5M Decrease in Wages due to settlement paid in FY10. Decrease in Overtime, FY10 includes greater than projected call handling time driven by inclement weather conditions, high projected passenger travel and unexpected VRU decline performance ($3.7M) Increase in employee benefits allocated $2.4M Increase in Employee Related Expenses due to anticipated higher activity in FY11 $0.3M Increase in Food and Beverage cost offset by increase in Food and Beverage revenue $1.3M Increase in printing cost related to incremental national dining car menus and increase in rent expenses $0.3M Increase in Communication expenses, RSO Watts cost per minute in FY10 lower than expected $0.7M Decrease in FELA allocation due to decrease in rates ($1.0M) Increase in Professional Fees due to anticipated higher activity in FY11 $2.3M Increase in data processing due to anticipated higher activity in FY11 $0.6M Decrease in Passenger Inconvenience to account for systemic improvements ($0.3M) Decrease in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) ($0.1M) Other ($0.4M)
o o o o o o o o o o o
New Activity: The FY11 new activity budget is: o Increase in labor and benefits due to Insourcing of Amtrak Guest Rewards program call center support $1.9M net of o Reduction in professional fees due to Insourcing of Amtrak Guest Rewards program call center support ($2.1M)
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Operating Expense Summary FY09 FY11: Marketing & Product Development

FY11 Incr/(Decr) vs FY10 FY09 Actual $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Passenger Inconvenience Total Operating Expenses $20.4 $34.1 $26.3 $1.2 $81.9 $81.5 $0.6 $0.0 $10.1 $70.1 $0.8 $12.7 $0.3 $0.0 $0.5 $4.6 $263.0 FY10 Actual $19.7 $37.8 $27.9 $1.1 $86.6 $82.9 $0.6 $0.0 $10.2 $76.0 $1.4 $13.9 $0.4 $0.1 $0.5 $4.5 $277.1 FY11 Budget $24.0 $36.7 $30.9 $1.4 $92.9 $85.2 $0.7 $0.0 $11.3 $75.6 $0.5 $14.2 $1.0 $0.0 $0.5 $4.2 $286.0
$4.2 ($1.2) $3.0 $0.3 $6.4 $2.3 $0.1 ($0.0) $1.0 ($0.4) ($0.9) $0.3 $0.6 ($0.1) $0.0 ($0.3) $9.0
21.4% -3.1% 10.7% 30.3% 7.4% 2.7% 12.9% -53.6% 10.2% -0.5% -66.9% 2.0% 133.6% -71.0% 0.5% -6.3% 3.2%

$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of prior year including labor contract requirements and management merit increase Increase in Salaries due to increase in headcount Decrease in Wages due to settlement paid in FY10. Decrease in Overtime, FY10 includes greater than projected call handling time driven by inclement weather conditions, high projected passenger travel and unexpected VRU decline performance Increase in employee benefits allocated Increase in Employee Related Expenses due to anticipated higher activity in FY11 Increase in Food and Beverage cost offset by increase in Food and Beverage revenue Increase in printing cost related to incremental national dining car menus and increase in rent expenses Increase in Communication expenses, RSO Watts cost per minute in FY10 lower than expected Decrease in FELA allocation due to decrease in rates Increase in Professional Fees due to anticipated higher activity in FY11 Increase in data processing due to anticipated higher activity in FY11 Decrease in Passenger Inconvenience to account for systemic improvements Decrease in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Increase in labor and benefits due to Insourcing of Amtrak Guest Rewards program call center support Reduction in professional fees due to Insourcing of Amtrak Guest Rewards program call center support Total FY11 New Activity
$277.1
$3.0 $3.5 ($3.7)
$2.4 $0.3 $1.3 $0.3 $0.7 ($1.0) $2.3 $0.6 ($0.3) ($0.1) ($0.4) $9.0 $286.1
$1.9 ($2.0) ($0.1)
FY11 Total Budget
$286.0
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Capital Projects: Marketing & Product Development

$ in Millions Program Title Info Tech Marketing Call Center Facilities and Infrastructure On-Board E-Commerce Pricing Quik Trak e-Ticketing Project WiFi for Caltrans Pacific Surfliner Northern California Wi-Fi Call Center Technology Efficiencies Program j Misc. Facilities and Infrastructure Projects WiFi - Systemwide POS/Eatec Upgrade Amtrak.com Enhancements & Upgrades Service Fees - Phase 2 Quik Trak Enhancements Amtrak E-Ticketing Initiative Marketing and Product Management GCAP State, Local & Other 0.0 2.5 0.0 3.8 0.0 (0.6) 0.1 8.6 7.4 1.3 0.5 0.5 12.4 $31.4 0.1 0.0 0.5 0.0 0.0 1.2 0.0 $8.0 Total 2.5 3.8 ( 0.6) 0.2 8.6 7.9 1.3 0.5 1.7 12.4 $39.4
Info Tech Program $6.3M o WiFi for Caltrans Pacific Surfliner - $2.5M - The project will outfit Amtrak and state partner Pacific Surfliner trains with an on-board Wi-Fi solution. This will be accomplished by installing a communications control unit on every train set along with wireless access points in every car. This solution enables the broadcast of a Wi-Fi signal throughout the train and communicates with the Internet via the existing cellular network operated by the major cellular carriers. In addition to providing Internet access, the network will serve as a platform for other passenger services, and business services (e.g., support for on board data communications for systems such as eTicketing and Point-of-Sale with Amtraks corporate network). o Northern California WiFi - $3.8M - The project will outfit Amtrak and state partner, Capital Corridor, and San Joaquin trains with an on-board Wi-Fi solution. This will be accomplished by installing a communications control unit on every train set along with wireless access points in every car. This solution enables the broadcast of a Wi-Fi signal throughout the train and communicates with the Internet via the existing cellular network operated by the major cellular carriers. In addition to providing Internet access, the network will serve as a platform for other passenger services, and business services (e.g., support for on board data communications for systems such as eTicketing and Point-of-Sale with Amtraks corporate network). Call Center Program $0.6M 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 - $0.6M: Call Centers need improvements to the technology platform and business processes to remain competitive and 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: Enhancements to the Automated Customer Notification System (ACN), which provides automated call-backs to inform customers of schedule changes, service disruption, etc. This piece of the project will prevent Amtrak from having to dedicate resources for manual call backs to customers regarding train delays, cancellations, or other issues. This application currently operates on a prototype platform which limits the applications capabilities and stability. Enhancements to the customer relations system (Remedy) that will improve the functionality of the application, which was originally installed in FY06 FY07.
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Voice Response Unit (VRU) enhancements, which are implemented with the goal of retaining greater numbers of calls in the Julie/VRU system so call center agents can focus on the most complex calls. When customers opt to transfer from the VRU to an agent, these enhancements will allow more customer information to be automatically transmitted to the agent. 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 provide supervisors, managers and directors with a wide range of customizable reports. 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.
Facilities & Infrastructure $0.2M o Amtrak plans to spend $0.2M in FY11 for improving facilities and upgrading infrastructure at various locations. Projects included in this program are: BWI Airport PIDS and ARAMARK Food & Beverage Investment. On-Board Program $16.5M o Point of Sale System - $7.9M: 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 end-to-end. The project builds on the prior implementation of the back office systems that replace EATEC, which includes the Food & Beverage Management System and Warehouse Inventory Management System, integrating Point of Sale with these back office system components. Amtrak's on board Food & Beverage processes are labor intensive and paper based. They focus on inventory controls rather than sales and the delivery of good customer service. The current process requires the Lead Service Attendant to calculate inventory by completing paper forms at the beginning and end of each trip which is 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. Installation of the Point of Sale devices, along with the 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, and reduce inaccuracies, errors and fraud related to on-board sales and inventory management. o WiFi System wide - $8.6M: make train travel a very attractive option for travelers as they see travel time as an opportunity. This project builds on the Acela WiFi rollout by extending the installation of WiFi networks to trains system-wide. The effort will begin by modifying the Acela design as required for implementation on the corridor and long distance fleets. In addition to providing Internet access, the network will serve as a platform for other passenger services (e.g. movies, news, and games) and business services (e.g., on board system communications with Amtraks corporate network). In FY11, the design for WiFi will begin for the Regional trains and progress into other routes in future years. Deployment of WiFi on Amtrak train fleets will to work or relax; thus making Amtrak trains by far the most enjoyable way to travel. E-Commerce Program $1.3M o Amtrak.com Enhancements & Upgrades - $1.3M: This project provides for the design and development of software releases to upgrade the Amtrak.com website, which accounts for almost 50% of total ticket sales. The updated Amtrak.com website will facilitate learning and booking for customers, increase visibility of fare options and promotions, and stimulate
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additional channel shift to reduce Call Center costs. These enhancements support operations, state partners, legal mandates, security and internal stakeholders on a national and regional level. Pricing $0.5M o Service Fees - $0.5M - The goal of the Service Fee project is to build "service fee" functionality on two levels - one that applies service fees based on the channel utilized to perform a specified transaction, and one that applies fees based on itinerary components within the reservation that meet pre-defined conditions. Quik-Trak Program $1.7M 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 also improve the machines efficiency and reliability. The enhancements include: Installation of advanced bar code imaging scanners to allow systems to interact with passenger PDAs 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 Development of a dynamic availability display o Deferral of the program risks imposing additional costs and potential delays to the eTicketing program, continued difficulty in maintaining kiosk availability, and losing synergy between the kiosks and Amtrak.com. E-Ticketing Program $12.4M 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. o e-Ticketing ($12.4M) - This project will transform ticket validation and revenue accounting from a paper based system to an electronic one. The proposed business model provides customers with Print-at-Home ticketing, and introduces a Conductor Handheld Device to automate onboard ticket validation and revenue collection processes. This initiative will also develop new self-service capabilities for customers on interactive distribution channels (e.g., Amtrak.com, Quik-Trak); such as providing customers with the ability to make changes to their bookings prior to their journey or en route. Once implemented, this will reduce costs, increase sales, improve the customer experience, and address NTSB recommendations to improve accuracy of passenger manifest. Miscellaneous $0.7M o Employee Identity Protection Rail Pass Automation ($0.7M) This project will build requirements to automate the issuance, maintenance and the use of the Rail Travel Privileged (RTPC) used for Pass Rider travel throughout the Amtrak system. RTPC allows Amtrak Pass Riders to travel throughout the Amtrak system for free or at reduced fare. The system that currently issues RTPC is a manual, paper-based system that uses the media production equipment at the end of its useful life. Currently, the RTPD pass user must communicate their social security number to book pass travel through call centers, stations and enter the number at Quik-Trak machines. This potentially poses an identity theft risk to the pass user. This project will eliminate the social security number from the system in favor of pass cards that contain unique numbers for each pass card holder.
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Mechanical
Overview of the Department The Mechanical Department is responsible for the maintenance, repair and upgrade of all of Amtraks 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) back shops 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 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 FY11 base budget request is $514.1M for existing operations and $8.8M for new initiatives and stimulus equipment returned to service for a total of $522.9M. The budget provides funding for: o o o Core operations of equipment turnaround servicing and inspection Operation and maintenance of our Mechanical facilities across the Amtrak system Preventive maintenance and mandatory FRA required inspections on the cars and locomotives
A summary of FY11 changes includes the following: o o o o o o o o o Inflation of prior year Salary, Wages and labor contracts - $10.6M Salary Increases - $1.8M Wages & OT (Net of Inflation and Initiatives) - (1.8M) Change in Base Employee Benefits & FELA - $4.8M Decrease in transfer credits due to decrease of capital work including ARRA projects $2.0M Materials ($4.9M) Change in Fuel, Power and Utilities - $1.3M Change in Facility, Communication and Office ($1.8M) Other and miscellaneous ($0.2M)
New Activity: The major driving force of the increased operating budgets for FY11 and beyond, are the costs for the maintenance and inspections for rolling stock passenger cars that are being returned from storage to revenue service as part of the ARRA grant. The increase of $7.7M will fund these maintenance costs and $0.6M is for the maintenance and inspections of the additional cars and locomotives required to extend new service to the state of Virginia. Also included is $2.7M to meet PRIIA mandated OTP and CSI targets. A summary of FY11 changes includes the following: o o o o Service Inspections and Maintenance of ARRA restored equipment - $7.7M Cost for new Virginia state supported services - $0.6M Cost to meet PRIIA mandated OTP and CSI targets - $2.7M Transfer credits related to capital work ($2.1M)
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Operating Expense Summary FY09 FY11: Mechanical

$ $2.9 $10.8 $13.2 $0.0 $26.9 $0.0 $2.3 $0.2 ($1.7) ($5.1) ($0.1) $0.2 ($0.2) $0.0 ($0.1) ($2.0) $0.1 $20.6
% 9.2% 5.7% 12.0% 1.7% 8.1% 51.8% 10.0% 0.2% -9.1% -61.5% -2.6% 123.2% -3.0% 2.7% -60.5% -0.3% 4.1%
$ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Financial Other Expenses Indirect Costs Capitalized To P&E Total Operating Expenses $29.5 $177.3 $100.8 $2.3 $310.0 $0.1 $9.6 $151.3 $14.2 $5.0 $1.6 $1.8 $4.7 $0.8 $0.2 $0.0 ($28.3) $471.0
$31.2 $187.3 $110.0 $2.5 $331.0 $0.1 $23.3 $145.0 $18.5 $8.4 $3.6 $0.2 $5.0 $0.8 $0.2 $0.0 ($33.8) $502.3
$34.1 $198.1 $123.3 $2.5 $357.9 $0.1 $25.6 $145.2 $16.9 $3.2 $3.5 $0.4 $4.8 $0.8 $0.1 ($2.0) ($33.7) $522.9
Summary of Changes from FY10 to FY11 FY10 Actual

Changes to Base Activity Inflation of Prior Year Core, including labor contract requirements Salary Increases - Lower Vacancy and Increase work scope Wages & OT (Net of Inflation and Initiatives) Change in Base Core Employee Benefits Allocated Change in Base Core FELA Allocated Change in Base Transfer Credits (Shop Overhead allocated) M of E Materials M of E Materials - Material Transfer (KPMG Entry Acct - 520521) Wages & Overtime - Material Transfer (KPMG Entry Acct - 500026) Fuel Power & Utilities AIQ related allocation from Transportation Dept. Facility, Communication, & Office Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Service, Inspections, and Maintenance of rolling stock restored to fleet with ARRA investment Cost to service and maintain rolling stock for new state-supported routes in Virginia (Richmond) PRIIA OTP / CSI Target Compliance Transfer Credits (Shop Overhead allocated) Other Total FY11 New Activity
$502.3
$10.6 $1.8 ($1.8) $9.8 ($5.0) $2.0 ($4.9) ($1.9) $1.9 $1.3 ($1.8) ($0.2) $11.8 $514.1 $7.7 $0.6 $2.7 ($2.1) ($0.1) $8.8
FY11 Total Budget
$522.9
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Capital Programs: Mechanical

$ in millions
PROGRAM TITLE PASSENGER CAR LOCOMOTIVE ACQUISITIONS FACILITY IMPROVEMENTS MECHANICAL IT PROJECTS GENERAL SAFETY AND RELIABILITY TOTAL MECHANICAL GCAP $102.2 $21.6 $0.0 $4.3 $1.5 $2.2 $131.7 STATE & LOCAL / OTHER $27.8 $16.6 $28.4 $0.9 $0.3 $1.7 $75.7 TOTAL $130.0 $38.2 $28.4 $5.2 $1.7 $3.9 $207.4
PASSENGER CAR PROGRAMS $130.0M o Amtrak will invest $130.0M in FY11 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 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, caf/club, lounge, sleeper, passenger coach, baggage and cab cars. o This program will enable Amtrak to maintain equipment in a state of good repair, to bring the assets to current Amtrak standards, 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 $38.2M o In FY11 Amtrak plans to spend $38.2M 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, updates and modifications required by federal agencies including Transportation Safety Administration (TSA), Environmental Protection Agency (EPA) and Federal Railroad Administration (FRA). o This program will enable Amtrak to bring the locomotive fleet to a state of good repair, increase locomotive reliability and availability, extend the useful life of the locomotive, comply with applicable federal regulations, mitigate future expenses associated with an aging fleet. ACQUISITIONS $28.4M o In FY11 Amtrak plans to invest $28.4M in a multi-year plan to acquire 130 single-level longdistance cars to replace old Heritage equipment including 55 baggage, 25 baggage-dormitory, 25 dining, and 25 sleeping cars. The project will enable Amtrak to standardize equipment nationally, increase maintenance efficiency, increase equipment availability and position the company for future corridor business. FACILITY IMPROVEMENTS $5.2M o In FY11 Amtrak plans to invest $5.2M for facility improvements by spending $3.6M on modernization and repairs for various Safety and Inspections (S&I) division facilities and $1.6M 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 $1.7M
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The Mechanical Department will be investing $1.7M in FY11 to continue its support of two applications: Work Management Systems 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 $1.0M: involves deepening the functionality of the system by adding critical peripheral interfaces to new and complex applications. These applications include but are not limited to interfaces to rolling stock self reporting applications such as MEAPS and TCD, the envisioned replacement for the Operations Management System (OMS) component of Arrow, and GPS-based rolling stock equipment locaters. Even as Amtrak moves forward with the SAM initiative, which includes the implementation of Maximo, the Mechanical Department will continue to add WMS functionality that is transferable to other platforms. In addition these specific initiatives will be completed: Implement a Fuel Management System (both hardware and software) onboard the locomotive fleet and at fuel dispensing facility locations to support fuel conservation efforts. Develop a mobile application to assist with activities related to serialized component movement, inspections, shop scheduling and Mechanical yard control activities. Locomotive Health Monitoring & Analysis System $0.7M: involves the purchase and installation of a wireless data transfer system and machinery alert with advisory analysis on all AEM-7 AC locomotives. The equipment will enable real time continuous monitoring of the system while the locomotives are in operation.
GENERAL SAFETY AND RELIABILITY PROGRAMS $3.9M 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 Amtraks rolling stock equipment. In FY11 the department will invest $3.9M in the following projects: Locomotive Video Cameras/Train Communications $3.3M: 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 Amtraks Train Communication Data (TCD) strategy. Engineering Modification Project $0.5M: involves funding for modification work on rolling stock equipment that is not scheduled for capital overhaul and will be performed at divisional facilities. Cracked Wheel Detector $0.1M: purchase of equipment to detect cracks and faults in wheels that will allow for replacement prior to wheel failure.
Office of the General Counsel

Overview of the Department The Amtrak Law department is responsible for supporting virtually every aspect of Amtraks business. Every member of the department works to achieve four goals: 1) To ensure the companys
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compliance with all applicable laws; 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 include: two corporate practice groups (one for real estate, procurement and some engineering matters, and a second for the companys host railroad relations, state-supported and commuter services and environmental matters); a general litigation, employment and labor practice group; a claims management, adjustment and litigation group; Corporate and Litigation Support (the companys document management, including FOIA, program and all legal assistants); the Corporate Secretarys office; and the General Counsels 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 Amtraks 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 companys 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 Secretary: The Corporate Secretarys 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 for 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 companys articles of incorporation, bylaws and Board resolutions. Corporate & Litigation Support: This group administers the Law departments legal assistants, the companys document management (retention and destruction) program including the Law departments litigation and advice files, Reprographics Center, the companys 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 departments budget.
The Law departments 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 departments 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 needsan expedient strategy to meet short term work requirements but not one which invests long term in the department. The departments current staff is materially below
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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 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 companys 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 requested are needed for succession planning and development. With the leaders and a number of other attorneys in those practice groups approaching retirement age, it is necessary to not only have to groom new managers but, also, have to start building the new generation of Amtrak legal department lawyers. The FY11 total budget request is $63.3M compared to $51.1M in the FY10 actual. The authorized headcount in FY10 is 143 and four new positions are requested in FY11 which brings the total headcount to 147. Base Activity: Legal departments FY11 base budget is $63.3M, an increase of $12.2M over FY10 actual. A summary of FY11 changes includes the following: o o o o o o Inflation of Prior Year Core including management merit increase and contract labor requirements $0.5M Increase in Salaries due to increase in workforce and assuming lower vacancy rate in FY11 than FY10 actual $1.2M Increase in employee benefits allocated $0.8M Increase in Casualty and Other Claims due to anticipated higher case load and claims in FY11 $2.7M Increase in Professional Fees due to assumption in higher demand of legal support in FY11 $6.9M Other $0.1M
Operating Expense Summary FY09 FY11: Legal

FY11 Incr/(Decr) vs FY10 $ millions Salaries Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Casualty and Other Claims Total Professional Fees Environmental and Safety Total Operating Expenses FY09 FY10 Actual FY11 Budget Actual $10.4 $11.2 $12.8 $5.7 $6.0 $6.7 $0.4 $0.5 $0.5 $16.5 $17.6 $20.0 $1.3 $1.4 $1.6 $8.7 $7.2 $10.0 $32.8 $24.8 $31.7 $0.2 $0.1 $0.0 $59.6 $51.1 $63.3 $ $1.6 $0.8 $0.0 $2.4 $0.2 $2.8 $6.9 ($0.1) $12.2 % 14.5% 13.0% 3.6% 13.7% 15.1% 38.9% 28.0% -100.0% 24.0%
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$ Millions
FY10 Total Actual

Changes to Base Activity Inflation of Prior Year Core including management merit increase and contract labor requirements Increase in Salaries due to increase in workforce and assuming lower vacancy rate in FY11 than FY10 actuals Increase in employee benefits allocated Increase in Casualty and Other Claims due to anticipated higher case load and claims in FY11 Increase in Professional Fees due to assumption in higher demand of legal support in FY11 Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity
$51.1
$0.5 $1.2 $0.8 $2.7 $6.9 $0.1 $12.2 $63.3
FY11 Total Budget
$63.3
Operations Management
Overview of the Department Operations Management consists of the Chief Operating Officer (COO) and a small support staff that coordinates with and provides administrative and policy support to the functional departments which comprise the vast majority of Amtraks employees and operations, including Transportation (train operations), Engineering (track and infrastructure maintenance and improvement), Mechanical (rolling stock maintenance and improvement), Environmental Health & Safety, and Police & Security. The FY10 staffing level of eight employees consists of the COO, Sr. Executive Assistant, a staff of five that provide financial, policy, program management and administrative oversight to the operating groups, and a Deputy for Reliability-Centered Maintenance (RCM). Reliability-Centered Maintenance is an analytical methodology for developing or reviewing a scheduled maintenance program that will realize inherent reliability levels of complex systems and equipment while taking into account safety, operational and economic failure consequences. Reliability-Centered Maintenance is designed to increase equipment availability and reliability, and to improve the effectiveness of the Corporation's maintenance investment. Amtrak began the RCM Program with analysis of maintenance requirements for the High Speed Acela in June of 2006 and has since expanded the program to all rolling stock. The program has been further expanded to include a variety of maintenance process improvements including the use of standardized maintenance procedures and more disciplined shop supervision. Amtrak engages a consultant, The McHenry Management Group, to assist in RCM analysis and program design. Base Activity: The FY11 budget request is $9.3M compared to the FY10 actual of $9.2M. No new activity is planned in FY11 as compared to FY10. Operating Expense Summary FY09 FY11: Operations Management
FY11 Incr/(Decr) vs FY10 $ millions Salaries Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Professional Fees Total Operating Expenses FY09 FY10 Actual FY11 Budget Actual $0.9 $1.0 $1.2 $0.5 $0.5 $0.6 $0.0 $0.1 $0.1 $1.4 $1.6 $1.8 $0.1 $0.1 $0.2 $6.9 $7.4 $7.3 $8.4 $9.2 $9.3 $ $0.1 $0.1 ($0.0) $0.2 $0.0 ($0.1) $0.2 % 14.9% 13.7% -8.6% 13.6% 28.2% -1.1% 1.9%
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$ Millions
FY10 Actual
Changes to Base Activity Increase Salary & Benefits Decrease in total Professional Fees (management fees for RCM increased $0.1M) Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity None Total FY11 New Activity
$9.2
$0.2 ($0.1) $0.2 $9.3
$0.0
FY11 Total Budget
$9.3
Policy and Development

Overview of the Department Amtraks Policy and Development Department was newly formed in April of 2009. It evolved 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 expands on that role and assumes corporate policy planning and business development functions. The department will create and propagate strategic policies throughout the company that support Amtraks corporate objectives. The departments mission stems from the enactment 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 a new Federal commitment to high-speed and intercity passenger rail. The departments role is to lead Amtraks effort in seizing this opportunity to simultaneously help stimulate our economy and provide safer, greener, and healthier mobility for the nation. Base Activity: The departments main focus in FY11 is to continue with and further expand on the work begun in FY10. Since most of the work in FY11 is now considered part of the departments regular operation, the majority of previous FY10 New Activity initiatives and related adjustments have been rolled into the FY11 base budget. Total FY11 Budget is $16.6M. Policy & Developments request for Professional Fees reflects a recognition that several PRIIA Sections (Section 209, State Pricing Methodology; Section 211, Northeast Corridor State-of-GoodRepair Plan; 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 Amtraks mission to provide efficient and effective intercity passenger rail mobility in the future. Thus, while we see an increase in New Activity related Professional Fees of $1.2M, the department is seeking a base level in the same account of $3.7M to support work on these requirements and to continue studies and other work begun in FY10. A summary of FY11 changes includes the following: Inflation of Prior Year Core including management merit increase - $0.2M Increase in work force due to increase policy, planning, and partnership development efforts - $1.2M
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Changes to Employee Benefits - $0.7M Change to base in Professional Fees $1.6M Support legislative mandates (PRIIA Sec. 209, 211, 305) Washington Terminal Study and Commuter RFP Support NEC Capital Project and Moynihan Development, NEC Master Plan Increased cost of reimbursable services - $0.2M
New Activity: The FY11 headcount will fully staff at 60 positions which will complete the departments ability to lead Amtraks corporate policy planning and development efforts. The year end FY10 new hires will support regional offices and provide geographically focused analytical and planning capabilities. Also, Amtraks market competitiveness will be strengthened by adding a dedicated southern region with a new AVP to lead business development efforts in the South, and by providing the bandwidth to respond to for-profit commuter operating and other new service opportunities. The positions and directly related expenses will increase the FY11 budget by $1.7M. In FY11, the department will engage in new activities related to new partnerships and partnership improvement. Professional Fee support for HSR Development in various parts of the country, as well as monies for the development and implementation of state and commuter satisfaction studies and related materials, is reflected in the requested amount of $1.2M. Operating Expense Summary FY09 FY11: Policy and Development
$ $2.5 $1.3 $0.1 $3.9 $0.1 $2.8 ($0.0) $6.8
% 56.6% 53.3% 22.4% 53.2% 40.9% 141.4% -21.9% 68.9%
$ millions Salaries Employee Benefits Employee Related Salaries, Wages and Benefits Facility, Communication, & Office Professional Fees Data Processing Services and Supplies Total Operating Expenses
$3.7 $2.0 $0.3 $5.9 $0.2 $2.5 $0.1 $8.9
$4.5 $2.4 $0.5 $7.4 $0.3 $2.0 $0.1 $9.8
$7.0 $3.7 $0.6 $11.3 $0.4 $4.8 $0.1 $16.6
$ Millions
FY10 Actual
Changes to Base Activity Inflation of Prior Year Core, including labor contract requirements Salary Increases - Full staffing level to be achieved Change in Base Core Employee Benefits Allocated Professional Fees Increase in costs for Reimbursable Services (offset by increase in Reimbursable Revenue) Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity New Partnership and Planning Initiatives Partnership Improvements Total FY11 New Activity
$9.8
$0.2 $1.2 $0.7 $1.6 $0.2 $0.0 $3.9 $13.7
$2.5 $0.4 $2.9
FY11 Total Budget

$16.6
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Capital Projects: Policy and Development

$ in Millions Program Title Station Development & ADA Requirements Reimbursable Commuter Projects Stations Program Host Railroad Total Policy & Development
Host Railroad $12.2M Amtrak will spend $12.2M in this program in FY11.
GCAP STATE, LOCAL & OTHER TOTAL
0.1 0.0 1.2 10.1 $11.3
0.0 6.8 0.0 2.1 $8.9
0.1 6.8 1.2 12.2 $20.2
o Double Tracking in Carlsbad - $12.2M: 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, improve schedule reliability and on time performance, increase capacity and operational flexibility. Additionally, it will increase passenger train speeds to 90MPH. Stations Programs $1.2M Amtrak will spend $1.2M in this program in FY11in the following multi-year projects: o Design Improvements at Washington Terminal - $0.5M: The project involves a study of the Washington Union Terminal (WUT) to advance improvements critical to mitigating congestion at WUT. The improvements will reduce delays, improve OTP and allow services increases, resulting in improved regional mobility and accessibility and improved relationships with key partners and stakeholders (Amtrak, VRE and MARC). Sacramento Valley Station Service Tunnel - $0.7M: This project is Amtraks incremental cost for a new service tunnel at the Sacramento Valley station in Sacramento, CA. The current station has reached its capacity and a freight by-pass track is needed to decrease delays and increase OTP. Amtrak is committed to spending $2.7M towards this initiative.
Joint Benefit Program $6.8M Amtrak will spend $6.8M on contractual obligation by assessing for joint benefit process in FY11 as follows: o Maryland Area Regional Commuter (MARC) $6.1M o Virginia Railway Express (VRE) $0.7M
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
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Material Management group operates supply chain activity such as warehousing, transportation and logistics, 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 FY11 total budget request is $32.8M compared to $29.4M for FY10. The FY11 budgeted headcount is 489 (149 management positions, 312 agreement covered positions, 11 reimbursable positions and 17 stimulus related positions), and represents an increase of 1 management position compared to FY10 actual.
Base Activity: The FY11 base budget request is $29.8M and it is mainly driven by labor cost, facility expenses and a credit for capitalized overhead expenses. The FY11 base core operating request, as compared to FY10 actual has increased by $.04M. This increase is primarily due to: o o o Inflation of prior year including labor contract requirements, changes in vacancy rate assumptions and related employee benefits and FELA allocations $1.6M Increase in capitalized overhead transfer credits from decrease in stimulus activity ($1.5M) Other ($0.2M)
New Activity: Create 41 positions to enhance Security and accountability of materials at the maintenance of way and gang bases. The addition cost related to the increased positions is $3.1M. Procurement & Materials Management: Operating Expenses Summary FY10-FY11
FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Expense Transfers Indirect Costs Capitalized To P&E Total Operating Expenses FY09 Actual $10.1 $15.1 $12.5 $0.6 $38.2 $0.3 $0.2 $4.4 $0.1 $0.4 $2.0 $0.7 $0.1 $0.2 $0.0 ($16.8) $29.9 FY10 Actual $10.9 $15.6 $13.4 $0.7 $40.5 $0.3 $0.3 $5.0 $0.1 $0.7 $2.4 $0.5 $0.1 $0.7 $0.0 ($21.2) $29.4 FY11 Budget $11.6 $17.8 $15.5 $0.8 $45.6 $0.3 $0.2 $5.6 $0.1 $0.3 $2.1 $0.9 $0.1 $0.4 $0.0 ($22.7) $32.8 $ $0.7 $2.2 $2.1 $0.1 $5.0 $0.0 ($0.1) $0.6 ($0.1) ($0.4) ($0.3) $0.4 $0.0 ($0.3) ($0.0) ($1.5) $3.4 % 6.4% 14.2% 15.4% 11.9% 12.5% 12.5% -41.1% 12.1% -48.2% -59.7% -11.2% 74.6% 29.6% -39.4% -100.0% 7.1% 11.6%
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Chief Logistics Officer

FY11 Operating Expense Budget

$ Millions
FY10 Total Forecast

Changes to Base Activity Inflation of prior year including labor contract requirements and management merit increase Increase in Benefit costs Increase in Facility/Office Expense due primarily to increase activity in Warehouse and Storage and Other Building and Space Rent Decrease in FELA allocation due to a change in the rate Decrease in professional fees Increase in Data Processing Increase in Material Stores allocation Decrease in Maintenance of Way Services Other
$29.4
$1.0 $1.0 $0.6 ($0.4) ($0.3) $0.4 ($1.5) ($0.3) ($0.2)
Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Salaries and Wages for 41 heads to enhance Security and accountability of materials at the maintenance of way and gang bases. Benefit costs for 41 heads to enhance Security and accountability of materials at the maintenance of way and gang bases. Total FY11 New Activity
$0.4 $29.8
$1.9 $1.1 $3.1
FY11 Total Budget
$32.8
Procurement Capital Projects

State, Local & Other $0.0 $0.6 $0.6
Program Title
Project
GCAP $0.7 $9.7 $10.4
Total $0.7 $10.3 $11.0
Facility Purchases and Mat Handling Equp Facilities State Of Good Repair Improvements Equipment and Tool Purchases Vehicle Replacement Procurement
Facility Purchases and Improvements $0.7M o Material handling equipment facilities state of good repair, $0.7M 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 economical repair. FY11 request is for 5 stackers, 14 forklifts, 3 material utility carts, 1 floor scrubber, 1 battery replacement and 1 scissors lift. Equipment and Tool Purchases $10.3M o Vehicle Replacement, $10.3M to replace heavy duty work vehicles. The vehicles recommended for replacement were chosen based on age, mileage, overall condition, or increased maintenance costs.
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Real Estate Development

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 departments 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 along the right-of-way, 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 o o o o 875 real estate leases, licenses, easements and management agreements 190 retail leases 160 telecommunication agreements 2,300 pipe & wire agreements 500 requests for property maps, plans, descriptions per year
The FY11 total budget request is $10.M representing an increase of ($1.0M) compared to the total FY10 actual of $9.0M. The authorized headcount is 26 for FY10 and FY11. Base Activity: The FY11 base budget request is $10.0M and it is mainly driven by labor cost and the 30th Street Station garage operating expenses. The FY11 base operating request, as compared to FY10 actual has increased by $1.0M. This increase is primarily due to increase in Professional fees. New Activity: No budget for new activity is requested for FY11.
Real Estate - Operating Expenses Summary FY09-FY11
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FY11 Incr/(Decr) vs FY10 $ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Fuel, Power, & Utilities Facility, Communication, & Office Professional Fees Financial Total Operating Expenses FY09 Actual $2.0 $0.1 $1.1 $0.0 $3.4 $0.3 $3.3 $2.0 $0.2 $9.2 FY10 Actual $2.2 $0.1 $1.3 $0.1 $3.8 $0.2 $3.1 $1.5 $0.3 $9.0 FY11 Budget $2.3 $0.2 $1.3 $0.1 $3.9 $0.3 $3.2 $2.3 $0.3 $10.0 $ $0.1 $0.0 ($0.0) $0.0 $0.1 $0.0 $0.1 $0.8 $0.0 $1.0 % 3.9% 3.6% -3.3% 17.4% 1.6% 19.1% 4.1% 52.5% 0.0% 11.5%
Corp Real Estate

FY11 Operating Expense Budget

$ Millions
FY10 Total Forecast

Changes to Base Activity Inflation of prior year including labor contract requirements and management merit increase Increase in profesional fees Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity
$9.0
$0.1 $0.8 $0.1 $1.0 $10.0
Real Estate - Capital Projects

State, Local & Other $0.0 $0.0
Program Title Philadelphia-30th St. Station
Project 30th Street Station - Understreet Garage Reconstruction Real Estate
GCAP $3.0 $3.0
Total $3.0 $3.0
Philadelphia 30th Street Station Garage Repairs $3.0M o This is a continuing project and involves the permanent replacement of deteriorated structural columns, beams and surface decking of the understreet 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.
Transportation
Overview of the Department
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The Transportation Department consists of six operating divisions, one customer service division and six support areas including: System Operations (CNOC), Risk and Emergency Preparedness Management, Host Railroads, Safety and Operating Rules Compliance, Service Delivery and Operations Management groups. The department has 8,764 budgeted headcount, including 648 management, 107 ARASA-OBS and Mechanical and 8,009 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 nonAmtrak owned Stations and management of 23 host railroad contracts. Crew Management and Scheduling (CNOC) create cost efficient crew couplets to support train operations. Transportations 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 FY11 Operating expenses, other major cost categories are train fuel, host railroad payments, connecting transportation services, utilities, station/facilities costs and crew costs. Base Activity: Transportations FY11 base budget is $1,353.5M and new initiatives of $17.5M with a total budget of $1,371.0M for a total increase over FY10 Actual of $49.5M. Labor, benefits and FELA are the driving factors in the base increase from FY10 to FY11. Reductions include the cancellation of the VRE contract, which will be a reduction of 72 positions, and transfer of utilities from Transportation to Engineering and Mechanical Departments. A summary of FY11 changes includes the following: Inflation of Prior Year base including labor agreement - $34.4M Salary Increases - Lower Vacancy and Increase work scope - $3.9M Wages & OT (Net of Inflation and Initiatives) - $4.6M Wages & OT Labor Budget Efficiencies - ($9.5M) Change in Base Employee Benefits & FELA - $8.1M Change in Base Transfer Credits - $0.8M Net Transfer of Utilities to Engineering and Mechanical Departments ($9.8M) Professional Fees & Services ($1.4M) Increased Station Rent San Diego and Washington Union Station $1.0M Facilities Office & Communications - $4.3M Host RR Increases per American Association of Railroads Indices for FY11 - $2.8M On Board Service - Crew Layover, Meals and Transportation - $1.6M Commuter Services (corresponding increase in Commuter Revenue) - $0.2M Commuter Services VRE Cancellation (corresponding decrease in Commuter Revenue ) - ($9.6M) Other and Miscellaneous $0.7M
New Activity: Transportation has included ten initiatives in the FY11 Plan that will add $17.5M to FY11 operating expenses. The largest increase is the inclusion of the new Metrolink contract effective July 1, 2010, which is anticipated to increase headcount by 148 positions. Other initiatives include reduction in diesel fuel consumption, projects that focus on a Safer, Healthier, and Greener Amtrak, including an expanded recycling program, as well as new train services annualized in FY11 (Virginia and Washington State). The new services started in FY10 adding 47 to the headcount. There are funds to improve OTP and meet the PRIIA requirements for OTP and CSI metrics. A summary of FY11 changes includes the following:
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Cost for New Virginia State Supported Services (Richmond) - $1.9M PRIIA requirements and Host Railroad related - $0.2M Reduction in Diesel Fuel Consumption ($4.8M) Green Initiatives (recycling) - $0.3M NC State Supported Station Staffing - $1.5M Metrolink Contract Cost (revenue of $30.1M in FY11) - $18.6M Other ($0.2M)
Operating Expense Summary FY09 FY11: Transportation

$ $8.0 $25.8 $23.5 $0.4 $57.7 $6.2 ($2.3) ($5.1) $5.9 $0.1 ($13.8) ($1.2) $0.4 $1.1 ($0.9) $0.5 ($0.1) ($0.0) $0.3 $0.8 $49.6
% 12.0% 4.8% 9.4% 4.1% 6.7% 3.5% -1.4% -18.0% 11.2% 86.2% -59.0% -14.5% 404.9% 67.5% -19.0% 8.9% -12.3% -93.8% n/a -19.5% 3.8%
$ millions Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Professional Fees Data Processing Services and Supplies Environmental and Safety M of W Services Passenger Inconvenience Financial Pcard Transactions Other Expenses Indirect Costs Capitalized To P&E Total Operating Expenses
$60.5 $509.0 $254.5 $8.1 $832.1 $163.7 $152.2 $29.4 $52.0 $0.1 $13.7 $4.2 $0.7 $2.0 $3.4 $7.2 $0.4 $0.0 $0.0 ($2.3) $1,259.0
$66.4 $534.3 $249.8 $9.3 $859.8 $178.6 $161.8 $28.4 $52.6 $0.1 $23.4 $8.1 $0.1 $1.6 $4.5 $6.1 $0.5 $0.0 $0.0 ($4.1) $1,321.5
$74.4 $560.2 $273.3 $9.6 $917.5 $184.8 $159.5 $23.3 $58.4 $0.2 $9.6 $7.0 $0.5 $2.6 $3.6 $6.6 $0.4 $0.0 $0.3 ($3.3) $1,371.0
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$ Millions
FY10 Actual
Changes to Base Activity Inflation of Prior Year Core, including labor contract requirements Salary Increases - Lower Vacancy and Increase work scope Wages & OT (Net of Inflation and Initiatives) Wages & OT Labor Budget Efficiencies Change in Base Core Employee Benefits Allocated Change in Base Core FELA Allocated Change in Base Transfer Credits Fuel Power & Utilities - AIQ Transfers to Engineering & Mechanical Professional Fees & Services Facilities Office & Communications Increased Station rent San Diego and Washington Union Station Host Railroad Increases per American Association of Railroads indices for FY11 and Schedule Adherence On Board Service - Crew Layover, Meals and Transportation Commuter Services (offset by increase in Commuter Revenue) Cancellation of VRE contract Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Increase cost for new state supported Virginia services (Richmond) PRIIA requirements - Host railroads Reduce diesel fuel gallons consumption Green Initiatives - Expanded Recycling Program North Carolina state supported station staffing Metrolink Contract Other Total FY11 New Activity
$1,321.5
$34.4 $3.9 $4.6 ($9.5) $22.9 ($14.8) $0.8 ($9.8) ($1.4) $4.3 $1.0 $2.8 $1.6 $0.2 ($9.6) $0.7 $32.0 $1,353.5 $1.9 $0.2 ($4.8) $0.3 $1.5 $18.6 ($0.2) $17.5
FY11 Total Budget
$1,371.0
Capital Projects: Transportation

$ in Millions STATE & LOCAL / OTHER 0.0 17.3 $ 0.2 17.5 $
PROGRAM TITLE Transportation Rolling Stock Mods Station and Facility Improvements Training and Performance Tracking System/Business Application Improvement TOTAL TRANSPORTATION $
GCAP 0.3 19.0 0.3 3.2 22.7
TOTAL 0.3 36.2 0.3 3.4 40.2
Transportation Rolling Stock Mods: $0.3M o Surfliner Car Modifications - $0.1M: This project will build upon passenger baggage and bicycle storage as well as ADA seating. This modification will install larger baggage racks and new bike rakes for 7 bicycles on the Surfliner cars. Existing ADA seating will be relocated to the front of the car including window seating allowing for easier access to ADA seating. GE Event Recorders - $0.2M: This project will fund the software upgrade for the General Electric P-42 locomotive's event recorders. The new IFC software/configuration files will add kwh data to the PCM.
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Station and Facility Improvements Program: $36.2M o Support Equipment -$3.7M: This is an annual request. 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, tugs, and wheelchairs. NYP Station Improvements -$3.2M: This is a continuing project. This project will improve customer service by addressing the station facilities and amenities as well as safety and ADA issues, including public restroom renovation and replace HVAC units, replace 3 sets of entrance doors, upgrade Station PA system, platform painting, tactile edging replacement, general station painting, install stairway treading, increase ACELA seating areas by 200 seats, and replace counter work areas. Chicago Union Station Improvements - $25.3M: This is a multi-year project. Project will relocate CUS Metropolitan Lounge to historical building, renovate the coach boarding lounge, convert lounge G to public restrooms, install 72 sets of historical building entry doors, install induction lighting, restoration of historical building faade, 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 historical building sprinkler system, replace both exterior and interior windows throughout the 2nd of 8th floors throughout the historical building, and modernize elevators (4 passenger, 2 freight), and perform environmental remediation work, which will include lead based paint and asbestos removal on upper floors. Purchase of Wheel Chair Lifts - $0.6M: This is a continuing project. Involves the compliance with ADA requirements by covering costs of sheds, site surveys, site preparations, wheelchair lifts Station Signage - $0.9M: In many locations Amtrak has outdated, worn and faded static signage, much of which is not ADA compliant. This project will install platform display kiosk on state supported routes in California, Michigan, New York and Maine as well as updating static signage on the following routes including Empire Builder, California Zephyr. Southwest Chief and Coast Starlight. Customs Vancouver Station Improvements - $0.2M: Carryover payment of late FY10 invoice. Fuel Tank Management System - $0.5M: This project will standardize the fuel tank management and monitoring systems at ten storage facilities, Albany, Los Angeles, New Haven, New Orleans, Oakland, Philadelphia, Sunnyside and Wilmington. Amtrak will be able to automate inventory management, conduct business inventory reconciliation, collect metered input and output, and prepare comprehensive reconciliation with in-tank inventories and issues. PSCC Fire Alarm System - $0.6M: Replacement of HVAC control systems, fire panels and electrowriter system in the Penn Station Central Control (PSCC) building in New York. Station Emergency Improvements - $1.6M - This project will fund a variety of improvements as a result of unforeseen operation and disaster events. Improvements will include restroom renovations, HVAC replacements, and window and door replacements, phone system upgrades, fencing installations, roof and canopy replacements, platform renovations, roadway asphalt paving, ticket counter replacements, elevator and escalator renovations, shelter construction, electrical and plumbing upgrades, and furniture and equipment purchases.
o o
o o
Training and Performance Tracking $0.3M o Transportation Department Review System (TDRS) - $0.3M: This project continues the introduction of tools for the management of the Transportation Department workforce. It will continue the work started in FY06 on the development of new subsystems and enhancements to existing components of TDRS. The TDRS project is a multi-year effort to: upgrade the
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existing system with significant new functionality, bring the varied versions of technology up to current standards, and significantly enhance the reporting capabilities. System/Business Application Improvement Program $3.4M o Train Equipment Management System (TEMS) - $1.3M: This is a continuing project. 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 Rail Incident Management System - $1.6M: This is a continuing project. 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. Locomotive Train Simulator Upgrades - $0.3M: This project will fund fuel conservation software which is part of the Fuel Conservation initiative. Modifications consist of: replacing the existing NET-SIM brake controller with one provided by Amtrak, adding an Aspect Display Unit for Cab Signals, and replacing the NET-SIM software with the software currently used on our full motion simulator. Once these modifications are completed, the NET-SIM can be used to run the same simulations/scenarios as Amtraks current full motion simulator, without motion. Conductor Certification - $0.1M: Ongoing activity to comply with PRIIA requirements for certifications.
Corporate Common
Overview of the Department: The Corporate Common responsibility center is for accounting for transactions that are not directly attributable to a specific department and therefore must be allocated, as well as depreciation and accounting transactions that relate to the subsidiaries. The major types of expenses included in Corporate Common are: o o o o Employee Benefits Claims Insurance including FELA Depreciation & Amortization Subsidiary Accounting transactions
Employee Benefits are expected to cost $615.0M in FY11, although $41.3M of that total is for postretirement benefits that do not use current year funding. The benefit costs are allocated to the functional departments. Claims Insurance is expected to exceed $33.4M and is likewise allocated to the departments. Depreciation and amortization is expected to cost $630.8M, although the vast majority is a non-cash expense that does not impact current year operating funding. Base Activity:
The FY11 base budget is $664.2 M and is mainly driven by estimated management merit increases for total Amtrak, depreciation, and insurance claims that are not allocated to the departments. The
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FY11 base operating request, as compared to FY10 actual, has increased by $54.9M. This increase is primarily due to: o Increase in employee benefit cost primarily due to increased cost of Amplan health insurance to reflect increase in medical claims, and increase in Railroad retirement taxes to reflect increased labor cost $53.3M Decrease in non-cash post retirement benefits ($10.2)M Increase in credits for benefit cost allocated to the departments ($43.4M) Increase in depreciation expenses $45.1M Decrease in Insurance Claims - FELA ($0.1M) Reduction in credits for wreck repair accruals due to decrease in Stimulus activity $10.2M
o o o o o
New Activity:
New activity in FY11 includes a reduction of ($0.7M) in insurance claims due to the implementation of the Safe to Safer program.
Corporate Common: Operating Expenses Summary FY09-FY11

FY11 Incr/(Decr) vs FY10 $ millions Corporate Benefits - Cash Post Retirement Benefits - Non Cash Benefits Allocated to Departments Net Benefit Cost to Corp Common Net Claims Insurance Cost to Corp Common Depreciation & Amortization Total Other - Primarily reduction in credits for wreck repair accruals Total Operating Expenses FY09 FY10 Actual FY11 Budget Actual $533.0 $561.8 $615.0 $43.0 $51.5 $41.3 ($566.7) ($612.9) ($656.3) $9.2 $0.3 $0.0 $17.4 $33.5 $33.4 $555.2 $585.7 $630.8 ($14.0) $567.9 ($10.3) $609.3 ($0.0) $664.2 $ $53.3 ($10.2) ($43.4) ($0.3) ($0.1) $45.1 $10.2 $54.9 % 10.0% -23.8% 7.1% -100.0% -0.3% 7.7% -99.7% 9.0%

$ Millions
FY10 Total Actual

Changes to Base Activity Increase in employee benefit cost primarily due to increased cost of Amplan health insurance to reflect increase in medical claims, and increase in Railroad retirement taxes to reflect increased labor cost Decrease in non-cash post retirement benefits Increase in credits for benefits cost allocation to the departments Net increase in Depreciation/Amortization Net Benefit Cost to Corp Common Decrease in Net Insurance Claims - FELA Reduction in credits for wreck repair accruals due to increase in Stimulas activity Other Base Activity Increase/(Decrease) from Prior Year Total FY11 Base Activity New Activity Decrease in Passenger claims and Other claims related to Safe to Safer program Total FY11 New Activity
$609.3
$53.3 ($10.2) ($43.4) $45.1 ($0.3) ($0.1) $10.2 $2.4 $55.6 $664.8
($0.7) ($0.7)
FY11 Total Budget
$664.2
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National Railroad Passenger Corporation AMTRAK
Fiscal Year 2011 Comprehensive Business Plan Operating, Capital Programs, and Debt Service Expense Budget
Appendix Reports
Summary Income Statement by Major Account Summary Income Statement by Department and Major Account Revenue and Expenses by Department Summary Income Statement for Commuter Business Line Summary Income Statement for Commercial Development Business Line Summary Income Statement by Major Account and Activity Labor and Non-Labor Expenses by Department Reconciliation of FY11 Operating Budget to FY10 Results Monthly Average and End of Year Headcount by Department Summary Capital Programs FY2011 Capital Budget Ranking Summary Metrics FY2009-FY2011
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Summary Income Statement by Major Accounts - Excluding Office of the Inspector General
FY11 Operating Budget
FY09 $ millions REVENUES: Passenger Related: Ticket Revenue Food and Beverage State Supported Train Revenue Total Passenger Related Revenue Commuter Reimbursable Commercial Development Other Transportation Freight Access Fees and Other Total Other Revenue Total Operating Revenue EXPENSES: Salaries, Wages and Benefits: Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Depreciation Amort of Gain On Sale/Leaseback Professional Fees Data Processing Services and Supplies Environmental and Safety Maintenance of Way Services Passenger Inconvenience Financial Other Expenses Indirect Costs Capitalized To P&E Total Expenses Operating Income (Loss) Other (Income) and Expense: Interest Income Interest Expense Other Expense - Net Project Expenses Net Income or (Loss) Adj for Depreciation, OPEBs, PRJ & Interest Adjusted Income or (Loss) Federal Appropriation Over/(Under) Appropriation
Appendix
FY10 Actual
FY11 Revised Budget
FY11 Fav/(Unfav) to FY10

$ %
Actual
1,563.5 92.6 157.4 1,813.5 147.3 100.9 76.6 144.2 43.1 512.1 2,325.6
1,702.1 97.5 174.3 1,973.9 152.5 100.7 74.8 135.6 47.0 510.5 2,484.4
1,767.2 104.8 190.6 2,062.5 163.3 104.4 73.5 150.5 41.0 532.7 2,595.3
65.1 7.3 16.2 88.6 10.8 3.7 (1.2) 14.9 (5.9) 22.2 110.9
3.8% 7.4% 9.3% 4.5% 7.1% 3.7% -1.6% 11.0% -12.7% 4.4% 4.5%
225.7 887.8 526.5 27.7 1,667.7 245.7 272.8 183.9 162.5 106.2 49.0 575.7 (13.1) 77.9 86.3 17.4 35.0 11.8 39.2 (0.6) (115.1) 3,402.1 (1,076.5)
239.1 941.8 534.9 26.1 1,741.9 262.4 299.7 184.2 178.0 113.7 58.1 602.5 (9.4) 82.5 91.6 11.9 32.6 10.6 48.8 1.2 (150.7) 3,559.6 (1,075.2)
273.6 997.8 605.3 30.1 1,906.9 269.0 332.4 189.2 168.1 115.5 59.7 650.2 (12.2) 94.4 107.7 12.8 34.4 10.8 46.5 3.3 (140.2) 3,848.6 (1,253.3)
(34.5) (56.1) (70.4) (4.0) (165.0) (6.6) (32.7) (5.0) 9.9 (1.8) (1.6) (47.7) 2.8 (12.0) (16.1) (0.9) (1.8) (0.2) 2.2 (2.1) (10.5) (289.0) (178.2)
-14.5% -6.0% -13.2% -15.2% -9.5% -2.5% -10.9% -2.7% 5.6% -1.6% -2.7% -7.9% -29.9% -14.5% -17.5% -7.4% -5.6% -2.2% 4.6% -174.4% 7.0% -8.1% -16.6%
(65.5) 175.4 109.9 86.3 (1,272.7) 814.9 (457.8) 475.0 (17.2)
(34.6) 135.5 100.9 142.3 (1,318.3) 898.4 (419.9) 563.0 (143.1)
(55.6) 135.1 79.5 47.7 (1,380.5) 818.7 (561.9) 561.9 0.0
21.0 0.4 21.4 94.5 (62.2) 79.7 (142.0)
60.6% 0.3% 21.2% 66.4% -4.7% 8.9% -33.8%

Summary Income Statement by Department and Major Account
$ millions REVENUES: Passenger Related: Ticket Revenue Food and Beverage State Supported Train Revenue Total Passenger Related Revenue Commuter Reimbursable Commercial Development Other Transportation Freight Access Fees and Other Total Other Revenue Total Operating Revenue EXPENSES: Salaries, Wages and Benefits: Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Advertising and Sales Casualty and Other Claims Total Depreciation Amort of Gain On Sale/Leaseback Professional Fees Data Processing Services and Supplies Environmental and Safety Maintenance of Way Services Passenger Inconvenience Financial Other Expenses Indirect Costs Capitalized To P&E Total Expenses Operating Income (Loss) Other (Income) and Expense: Interest Income Interest Expense Other Expense - Net Project Expenses Net Income or (Loss) Adj for Depreciation, OPEBs, PRJ & Interest Adjusted Income or (Loss)
Appendix
Revenue
Transportation
Mechanical
Engineering
1,767.2 104.8 190.6 2,062.5 0.0 0.0 0.0 140.9 27.9 168.9 2,231.4
0.0 0.0 0.0 0.0 163.3 0.4 0.0 0.0 0.0 163.6 163.6
0.0 0.0 0.0 0.0 0.0 10.8 0.0 0.0 0.0 10.8 10.8
0.0 0.0 0.0 0.0 0.0 93.2 0.0 0.0 0.0 93.2 93.2
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2,231.4
74.3 558.3 272.4 9.6 914.6 184.8 159.5 23.0 58.4 0.2 9.6 0.0 0.0 7.0 0.5 2.6 3.6 6.6 0.4 0.3 (3.3) 1,367.8 (1,204.1)
34.1 200.0 124.2 2.5 360.9 0.1 25.6 145.5 16.9 0.0 3.3 0.0 0.0 3.5 0.4 4.8 0.8 0.0 0.1 (2.0) (33.7) 526.1 (515.4)
27.5 150.2 85.6 4.9 268.2 0.0 9.7 23.2 16.4 0.0 1.7 0.0 0.0 6.9 1.8 3.4 27.7 0.0 2.5 (0.8) (80.6) 280.0 (186.8)
0.0 0.0 0.0 0.0 2,231.4 0.0 2,231.4
0.0 0.0 0.0 0.0 (1,204.1) 0.0 (1,204.1)
0.0 0.0 0.0 35.5 (550.9) 35.5 (515.4)
0.0 0.0 0.0 0.0 (186.8) 0.0 (186.8)

Total Operations Operations Staff Departments
Appendix
EHS
RCM
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 163.3 104.3 0.0 0.0 0.0 267.6 267.6
3.6 0.2 2.0 0.3 6.0 0.0 0.0 0.0 0.4 0.0 0.0 0.0 0.0 1.3 0.0 3.4 0.0 0.0 0.0 0.2 0.0 11.4 (11.4)
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.4 (7.4)
1.2 0.0 0.6 0.0 1.8 0.0 0.0 0.0 0.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 (2.0)
140.7 908.7 484.7 17.4 1,551.5 184.9 194.8 191.7 92.3 0.2 14.6 0.0 0.0 26.0 2.7 14.2 32.1 6.6 3.0 (2.3) (117.6) 2,194.6 (1,927.1)
0.0 0.0 0.0 0.0 (11.4) 0.0 (11.4)
0.0 0.0 0.0 0.0 (7.4) 0.0 (7.4)
0.0 0.0 0.0 0.0 (2.0) 0.0 (2.0)
0.0 0.0 0.0 35.5 (1,962.6) 35.5 (1,927.1)

Procurement and Matl Mgmt Chief Financial Officer Police & Security Division
Appendix
Finance
Real Estate
Corporate Common
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 68.2 0.0 0.0 68.2 68.2
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 68.2 0.0 0.0 68.2 68.2
0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.1 0.1
16.3 4.7 11.1 0.4 32.4 0.0 134.6 0.0 2.8 39.7 0.1 0.0 0.0 6.5 0.9 0.0 0.0 0.0 42.8 0.0 0.0 259.7 (259.7)
2.3 0.2 1.3 0.1 3.9 0.0 0.3 0.0 3.2 0.0 0.0 0.0 0.0 2.3 0.0 0.0 0.0 0.0 0.3 0.0 0.0 10.0 58.2
11.6 17.8 15.5 0.8 45.6 0.0 0.3 0.2 5.6 0.1 0.3 0.0 0.0 2.1 0.9 0.1 0.4 0.0 0.0 0.0 (22.7) 32.8 (32.8)
0.0 (11.5) (0.0) 0.0 (11.5) 0.0 0.1 (3.3) 8.1 0.0 33.4 642.9 (12.2) (0.6) 0.0 (2.0) 0.0 0.0 0.0 9.1 (0.0) 664.2 (664.2)
30.1 11.2 27.9 1.3 70.4 0.0 135.2 (3.1) 19.8 39.8 33.8 642.9 (12.2) 10.4 1.7 (1.9) 0.4 0.0 43.1 9.1 (22.7) 966.8 (898.5)
6.9 31.8 19.2 3.3 61.3 0.1 0.0 0.1 2.7 0.0 0.5 0.0 0.0 1.7 0.0 0.4 1.3 0.0 0.0 0.0 0.0 68.2 (68.1)
(55.6) 135.1 79.5 0.0 (339.3) 79.5 (259.7)
0.0 0.0 0.0 0.0 58.2 0.0 58.2
0.0 0.0 0.0 0.0 (32.8) 0.0 (32.8)
0.0 0.0 0.0 0.0 (664.2) 684.2 20.0
(55.6) 135.1 79.5 0.0 (978.1) 763.7 (214.3)
0.0 0.0 0.0 11.6 (79.7) 11.6 (68.1)

Appendix
CEO
Marketing
IT
HR
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 11.2 11.2 11.2
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.8 0.0 0.3 0.1 1.2 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.4 (1.4)
24.0 36.7 30.9 1.4 92.9 85.2 0.7 0.0 11.3 75.6 0.5 0.0 0.0 14.2 1.0 0.0 0.5 4.2 0.0 0.0 0.0 286.0 (274.8)
29.2 0.3 15.6 1.4 46.5 0.0 0.0 0.0 35.4 0.0 0.0 0.0 0.0 0.3 101.1 0.0 0.0 0.0 0.0 0.0 0.0 183.3 (183.3)
16.9 0.3 9.1 3.9 30.2 0.0 0.0 0.0 2.6 0.1 0.0 0.0 0.0 1.7 0.2 0.0 0.1 0.0 0.0 0.0 0.0 34.9 (34.9)
0.0 0.0 0.0 0.0 (1.4) 0.0 (1.4)
0.0 0.0 0.0 0.0 (274.8) 0.0 (274.8)
0.0 0.0 0.0 0.6 (184.0) 0.6 (183.3)
0.0 0.0 0.0 0.0 (34.9) 0.0 (34.9)

Appendix
Policy & Development
General High Speed Government Counsel Rail Affairs
Total Corporate
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.1 68.2 0.0 11.2 79.5 79.5
7.0 (0.0) 3.7 0.6 11.3 0.0 0.0 0.0 0.4 0.0 (0.0) 0.0 0.0 4.8 0.1 0.0 0.0 0.0 0.0 0.0 0.0 16.6 (16.6)
12.8 0.0 6.7 0.5 20.0 0.0 0.0 0.0 1.6 0.0 10.0 0.0 0.0 31.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 63.3 (63.3)
2.0 0.0 1.1 0.0 3.1 0.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 2.5 1.0 0.0 0.0 0.0 0.0 0.0 0.0 7.6 (7.6)
3.7 0.0 1.9 0.2 5.8 0.0 0.0 0.0 0.4 0.1 0.0 0.0 0.0 0.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6.6 (6.6)
133.3 80.3 116.4 12.8 342.8 85.3 135.9 (3.0) 75.3 115.6 44.7 642.9 (12.2) 67.6 105.1 (1.4) 2.3 4.2 43.1 9.1 (22.7) 1,634.6 (1,555.1)
0.0 0.0 0.0 0.0 (16.6) 0.0 (16.6)
0.0 0.0 0.0 0.0 (63.3) 0.0 (63.3)
0.0 0.0 0.0 0.0 (7.6) 0.0 (7.6)
0.0 0.0 0.0 0.0 (6.6) 0.0 (6.6)
(55.6) 135.1 79.5 12.2 (1,646.8) 775.9 (870.9)

Appendix
Corporate Entries
Subsidiaries & Elimination
Total Amtrak
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 5.3 9.6 1.9 16.7 16.7
1,767.2 104.8 190.6 2,062.5 163.3 104.4 73.5 150.5 41.0 532.7 2,595.3
(0.4) (2.6) 4.2 (0.1) 1.1 (1.1) (0.6) (0.5) (0.3) (0.2) 0.0 0.0 0.0 (0.1) (0.1) 0.0 0.0 0.0 (0.1) 5.6 0.1 3.9 (3.9)
0.0 11.5 0.0 0.0 11.5 0.0 2.2 1.1 0.7 0.0 0.4 7.2 0.0 0.9 0.0 0.0 0.0 0.0 0.5 (9.1) 0.0 15.5 1.3
273.6 997.8 605.3 30.1 1,906.9 269.0 332.4 189.2 168.1 115.5 59.7 650.2 (12.2) 94.4 107.7 12.8 34.4 10.8 46.5 3.3 (140.2) 3,848.6 (1,253.3)
0.0 0.0 0.0 0.0 (3.9) 0.0 (3.9)
(0.1) 0.0 (0.1) 0.0 1.4 7.2 8.5
(55.6) 135.1 79.5 47.7 (1,380.5) 818.7 (561.9)

Revenue and Expenses by Department - Excluding the Office of the Inspector General
Revenue Base Activity Passenger Revenue - No Specific Dept Transportation Mechanical Engineering Environmental, Health, and Safety Reliability Centered Maintenance Operations Staff Total Operations Departments Finance Real Estate Procurement and Materials Management Corporate Common Chief Financial Officer Police & Security Division CEO Marketing IT HR Policy & Development General Counsel High Speed Rail Department Government Affairs Total Corporate Corporate Entries Subsidiaries & Elimination Total Amtrak Excluding OIG Operating Subsidy Requirement Depreciation OPEB's Non-Cash Expenses Project Expenses Interest Expense, net of Interest Income Net Loss Including Non-Cash and Project Appendix New Activity Total Activity Base Activity Expenses New Activity Total Activity Base Activity Profit/(Loss) New Activity Total Activity
2,195.4 133.5 10.8 93.2 0.0 0.0 0.0 237.5 0.0 68.2 0.0 0.0 68.2 0.1 0.0 11.2 0.0 0.0 0.0 0.0 0.0 0.0 79.5 0.0 16.7 333.8 2,529.2 0.0 0.0 0.0 0.0 0.0 2,529.2
36.0 30.1 0.0 0.0 0.0 0.0 0.0 30.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 30.1 66.1
2,231.4 163.6 10.8 93.2 0.0 0.0 0.0 267.6 0.0 68.2 0.0 0.0 68.2 0.1 0.0 11.2 0.0 0.0 0.0 0.0 0.0 0.0 79.5 0.0 16.7 363.9 2,595.3
0.0 1,350.2 517.3 263.6 9.9 7.4 2.0 2,150.4 256.3 10.0 29.8 (19.4) 276.7 64.7 1.4 286.1 154.3 33.8 13.7 63.3 0.0 6.6 900.5 3.9 8.2 3,063.1 3,063.1 650.2 41.3 691.4 47.7 79.5
0.0 17.5 8.8 16.4 1.5 0.0 0.0 44.2 3.5 0.0 3.1 (0.7) 5.9 3.5 0.0 (0.1) 29.1 1.1 2.9 0.0 7.6 0.0 49.9 0.0 0.0 94.1 94.1 0.0 0.0 0.0 0.0 0.0 94.1
0.0 1,367.8 526.1 280.0 11.4 7.4 2.0 2,194.6 259.7 10.0 32.8 (20.0) 282.6 68.2 1.4 286.0 183.3 34.9 16.6 63.3 7.6 6.6 950.4 3.9 8.2 3,157.1 3,157.1 650.2 41.3 691.4 47.7 79.5 3,975.8
2,195.4 (1,216.7) (506.5) (170.5) (9.9) (7.4) (2.0) (1,912.9) (256.3) 58.2 (29.8) 19.4 (208.4) (64.6) (1.4) (274.9) (154.3) (33.8) (13.7) (63.3) 0.0 (6.6) (821.0) (3.9) 8.5 (2,729.3) (533.9) (650.2) (41.3) (691.4) (47.7) (79.5) (1,352.6)
36.0 12.6 (8.8) (16.4) (1.5) 0.0 0.0 (14.1) (3.5) 0.0 (3.1) 0.7 (5.9) (3.5) 0.0 0.1 (29.1) (1.1) (2.9) 0.0 (7.6) 0.0 (49.9) 0.0 0.0 (64.0) (28.0) 0.0 0.0 0.0 0.0 0.0 (28.0)
2,231.4 (1,204.1) (515.4) (186.8) (11.4) (7.4) (2.0) (1,927.1) (259.7) 58.2 (32.8) 20.0 (214.3) (68.1) (1.4) (274.8) (183.3) (34.9) (16.6) (63.3) (7.6) (6.6) (870.9) (3.9) 8.5 (2,793.3) (561.9) (650.2) (41.3) (691.4) (47.7) (79.5) (1,380.5)
66.1
2,595.3
8
3,881.7

Commuter Income Statement by Major Accounts
FY10 Actual 152.5 152.5 FY11 Budget 163.3 163.3 FY11 Fav/(Unfav) to FY10
$ %
$ millions REVENUES: Commuter Total Operating Revenue EXPENSES: Salaries, Wages and Benefits: Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Train Operations Fuel, Power, & Utilities Materials Facility, Communication, & Office Casualty and Other Claims Total Professional Fees Environmental and Safety Maintenance of Way Services Passenger Inconvenience Financial Other Expenses Indirect Costs Capitalized To P&E Total Expenses Operating Income (Loss) Notes: FY10 includes 9 months of VRE and 3 months of Metrolink FY11 includes a full year of Metrolink
10.8 10.8
7.1% 7.1%
7.6 49.1 24.4 1.0 82.1 0.3 6.7 15.1 5.4 1.4 1.1 0.6 3.4 0.1 0.2 0.2 0.8 117.4 35.1
9.6 58.1 23.0 0.4 91.2 0.3 8.4 9.7 5.8 1.7 1.0 0.6 2.3 0.0 2.1 2.4 0.5 126.3 37.0
(2.0) (9.0) 1.4 0.5 (9.1) 0.0 (1.7) 5.4 (0.4) (0.3) 0.1 (0.0) 1.0 0.1 (1.9) (2.3) 0.3 (8.8) 2.0
-26.1% -18.3% 5.5% 55.7% -11.1% 6.7% -26.1% 35.7% -7.8% -20.8% 7.8% -6.4% 31.0% 90.5% -848.4% NM 33.6% -7.5% -5.6%
Appendix

Commercial Development Income Statement by Major Accounts
FY10 Actual FY11 Budget FY11 Fav/(Unfav) to FY10
$ %
$ millions REVENUES: Passenger Related: Commercial Development Total Operating Revenue EXPENSES: Salaries, Wages and Benefits: Salaries Wages & Overtime Employee Benefits Employee Related Salaries, Wages and Benefits Fuel, Power, & Utilities Facility, Communication, & Office Professional Fees Financial Indirect Costs Capitalized To P&E Total Expenses Operating Income (Loss)
74.8 74.8
73.5 73.5
(1.2) (1.2)
-1.6% -1.6%
2.2 0.7 1.6 0.1 4.6 0.3 3.1 1.5 0.4 0.3 10.2 64.5
2.3 0.9 1.6 0.1 4.9 0.5 3.3 2.3 0.4 0.3 11.7 61.9
(0.1) (0.2) (0.0) (0.0) (0.3) (0.3) (0.1) (0.8) 0.0 (0.0) (1.4) (2.6)
-2.9% -25.2% -1.8% -12.0% -6.0% -91.4% -3.9% -52.5% 10.0% -1.0% -13.8% 4.1%
Appendix

Summary Income Statement by Major Account and Activity - Excluding Office of the Inspector General
Page 1
Base Activity 1,700.0 104.8 175.8 1,980.6 133.2 104.4 73.5 150.5 41.0 502.6 2,483.3
New Activity 67.2 0.0 14.7 81.9 30.1 0.0 0.0 0.0 0.0 30.1 112.0
FY11 Budget 1,767.2 104.8 190.6 2,062.5 163.3 104.4 73.5 150.5 41.0 532.7 2,595.3
266.9 953.1 581.8 29.3 1,831.1 263.8 340.5 184.6 182.3 105.4 58.5 650.2 (12.2) 79.9 58.2 11.6 34.5 10.8 44.5 2.9 (135.9) 3,710.7 (1,227.4)
6.7 44.8 23.5 0.8 75.7 5.2 (8.1) 4.6 (14.2) 10.1 1.2 0.0 0.0 14.5 49.5 1.2 (0.1) 0.0 2.1 0.4 (4.3) 137.9 (25.9)
273.6 997.8 605.3 30.1 1,906.9 269.0 332.4 189.2 168.1 115.5 59.7 650.2 (12.2) 94.4 107.7 12.8 34.4 10.8 46.5 3.3 (140.2) 3,848.6 (1,253.3)
(55.6) 135.1 79.5 47.7 (1,354.6) 818.7 (536.0)
0.0 0.0 0.0 0.0 (25.9) 0.0 (25.9)
(55.6) 135.1 79.5 47.7 (1,380.5) 818.7 (561.9)

Labor and Non-Labor Expenses by Department
Labor & Benefit Expenses

FY10 Actual Transportation Mechanical Engineering Environmental, Health, and Safety RCM Operations Staff Operating Departments Finance Real Estate Procurement and Matl Mgmt Corporate Common Chief Financial Officer Police & Security CEO Marketing IT HR Policy & Development General Counsel High Speed Rail Department Government Affairs Total Corporate Departments Corporate Entries Subsidiaries & Elimination Total Amtrak Department Expenses Depreciation Post-Retirement Benefits Total Non-Cash Expenses Project Expenses Interest Expense, net of Interest Income Grand Total Expenses FY11 Budget FY11 Fav/(Unfav) to FY10 $ % FY10 Actual
Non-Labor Expenses
FY11 Budget FY11 Fav/(Unfav) to FY10 $ % FY10 Actual
Total Expenses
FY11 Budget FY11 Fav/(Unfav) to FY10 $ %
857.3 333.5 236.2 5.6 0.0 1.6 1,434.3 29.4 3.8 40.5 (64.2) 9.5 51.9 0.9 86.6 38.2 27.4 7.4 17.6 0.0 4.8 244.2 0.0 10.6 1,689.2
914.6 360.9 268.2 6.0 0.0 1.8 1,551.5 32.4 3.9 45.6 (52.7) 29.2 61.3 1.2 92.9 46.5 30.2 11.3 20.0 3.1 5.8 301.5 1.1 11.5 1,865.6
(57.3) (27.3) (32.0) (0.4) (0.0) (0.2) (117.2) (3.1) (0.1) (5.0) (11.5) (19.6) (9.4) (0.4) (6.4) (8.3) (2.8) (3.9) (2.4) (3.1) (1.1) (57.3) (1.1) (0.8) (176.4) 0.0 11.5 11.5 0.0
-6.7% -8.2% -13.5% -7.0% -73.3% -12.9% -8.2% -10.4% -1.6% -12.5% 17.9% -206.2% -18.2% -43.8% -7.4% -21.7% -10.1% -52.2% -13.7% NM -22.2% -23.5% #DIV/0! -7.9% -10.4%
461.2 171.6 6.2 3.5 7.2 0.3 650.2 195.1 5.2 (9.3) 6.8 197.9 9.0 0.2 190.5 124.3 4.1 2.4 34.2 0.0 0.7 563.4 0.0 1.6 1,215.1 602.5
453.2 165.3 11.8 5.4 7.4 0.2 643.1 227.3 6.2 (12.7) 32.7 253.4 6.9 0.1 193.1 136.8 4.7 5.3 43.3 4.5 0.8 648.8 2.8 (3.2) 1,291.5 650.2 650.2 47.7 79.5 2,068.9
8.1 6.3 (5.5) (1.9) (0.1) 0.2 7.0 (32.1) (1.0) 3.5 (25.8) (55.5) 2.2 0.1 (2.6) (12.5) (0.6) (2.9) (9.1) (4.5) (0.1) (85.5) (2.8) 4.9 (76.4) (47.7) 0.0 (47.7) 94.5 21.4 (8.1)
1.7% 3.7% -88.7% -52.8% -1.8% 50.2% 1.1% -16.5% -18.7% -37.4% -378.8% -28.0% 23.9% 47.8% -1.4% -10.1% -13.5% -120.8% -26.5% NM -18.1% -15.2% #DIV/0! 299.6% -6.3%
1,318.6 505.1 242.5 9.1 7.2 1.9 2,084.5 224.5 9.0 31.2 (57.4) 207.4 60.9 1.1 277.1 162.5 31.5 9.8 51.8 0.0 5.4 807.6 0.0 12.2 2,904.3 602.5 52.7 655.2 142.3 100.9 3,802.7
1,367.8 526.1 280.0 11.4 7.4 2.0 2,194.6 259.7 10.0 32.8 (20.0) 282.6 68.2 1.4 286.0 183.3 34.9 16.6 63.3 7.6 6.6 950.4 3.9 8.2 3,157.1 650.2 41.3 691.4 47.7 79.5 3,975.8
(49.2) (21.0) (37.5) (2.2) (0.1) (0.0) (110.2) (35.2) (1.0) (1.6) (37.3) (75.1) (7.3) (0.3) (9.0) (20.8) (3.3) (6.8) (11.5) (7.6) (1.2) (142.8) (3.9) 4.0 (252.8) (47.7) 11.5 (36.2) 94.5 21.4 (173.1)
-3.7% -4.2% -15.5% -24.6% -1.9% -1.8% -5.3% -15.7% -11.5% -5.0% 65.1% -36.2% -12.0% -25.1% -3.2% -12.8% -10.5% -68.9% -22.2% NM -21.7% -17.7% #DIV/0! 32.9% -8.7%
52.7 52.7 0.0
41.3 41.3 0.0
21.8% 21.8%
602.5 142.3 100.9
-7.9% 66.4% 21.2% -0.4%
21.8% -5.5% 66.4% 21.2% -4.6%
1,741.9
1,906.9
(165.0)
-9.5%
2,060.8
Reconcilation of FY11 Operating Budget to FY10 Results

($ Millions) Revenue Expenses Net Income/(Loss)
FY10 Base Activity Changes in Base Activity

Change in demographics and economic recovery Service quality improvements - planned improvement in customer satisfaction index scores One-time miscellaneous revenue in FY10 not recurring in FY11 Inflation of Prior Year Non-inflationary increase in Employee Benefits primarily due to increased usage of Agreement Health Care Reduced Transfer Credits due to conclusion of ARRA project activity Increase in inventory obsolesence provision Non-inflationary increase in workforce primarily due to lower assumed vacancy rates compared to prior year Increase in Reimbursable Services Reduction in Commuter revenue and expenses primarily due to cancellation of VRE Contract Reduction in IT Outsourced services due to maturation of ITII program All Other
$2,484.4
$35.0 $8.0 ($7.1) $33.0
$2,904.3
($419.9)
$35.0 $8.0 ($7.1) ($84.5) ($38.0) ($12.4) ($12.3) ($8.5) ($5.4) ($5.4) $20.3 ($3.5)
($19.3) ($4.9)
$117.5 $38.0 $12.4 $12.3 $8.5 $5.4 ($13.9) ($20.3) ($1.3)
Changes to Base Activity Total FY11 Base Activity Budget New Activity
Commuter Services Credit Card Commissions on New Revenue State Supported Route Washington to Richmond, VA Second Piedmont Frequency High Speed Rail New Department New Partnerships Partnership Improvements Total Growth Related Activity PRIIA PRIIA Engineering OTP Compliance PRIIA Mechanical OTP/CSI Compliance Host RR Incentive Payments Total PRIIA Related IT Launch of Wi-Fi on Acela trains Initiatives Launch of enhanced next generation e-Ticketing channel IT Cost of expanded network for COO Depts IT Cost of SAP Center of Excellence (SMA, EIM, etc IT Cost related to Commuter Operations IT Cost related to ADA / PIDS implementation IT Outsourcing IBM HW Costs IT Outsourcing NTWK, SW and Field Costs ITII Transition ITII Improvements Insourcing AGR Call Center Total IT Related Impact Vacation/Holiday Stimulus Personnel of ARRA Superliner Stimulus Maintenance Projects Amfleet Stimulus Maintenance P40 Locomotive Stimulus Maintenance Engineering Stimulus Virtual Fence Monitoring Cost Transfer Credits on ARRA Projects Total ARRA Related Greener Utility conservation Fuel Conservation Program Green Initiatives - Available Station Recycling Services TPDES Storm Water Management Program Total Green Related Safer Behavior Based Safety Program Safety Improvement Initiatives Safety Engineering Asbestos Plan Lifesaver Train (Montana) Police Department Expansion MOW Inventory Security Initiative Total Safety Related Healthier Police Fitness Program MLOA System - HR Job Family Structure - HR Amtrak Leadership Program Performance Management - HR HSR Training HR FRA Mandate 237 Safety Training Total Healthier Related Growth
$44.8 $2,529.2
$30.1 $3.5 $1.0
$158.8 $3,063.1
$20.5 $1.3 $2.5 $1.4 $7.6 $2.5 $0.4 $36.2 $14.9 $2.7 $0.2 $17.8
($114.0) ($533.9)
$9.6 ($1.3) $1.0 ($0.4) ($7.6) ($2.5) ($0.4) ($1.6) $8.1 ($2.7) ($0.2) $5.2 $6.5 $2.0 ($0.5) ($2.4) ($0.2) ($1.6) ($5.8) ($3.1) ($3.4) ($12.1) $0.1 ($20.5) ($0.3) ($0.8) ($7.7) $1.1 ($2.1) ($0.7) $4.2 ($6.3) ($0.2) $4.8 ($0.1) ($0.3) ($0.2) $4.2 $0.5 ($0.1) ($1.1) ($0.3) ($1.0) ($2.3) ($3.1) ($7.4) ($0.6) ($0.1) ($0.2) ($0.3) ($0.3) ($0.2) ($0.1) ($1.7)
$34.6 $23.0
$23.0 $6.5 $2.0
$8.5
$0.5 $2.4 $0.2 $1.6 $5.8 $3.1 $3.4 $12.1 ($0.1) $29.0 $0.3 $0.8 $7.7 ($1.1) $2.1 $0.7 ($4.2) $6.3 $0.2 ($4.8) $0.1 $0.3 $0.2 ($4.2) ($0.5) $0.1 $1.1 $0.3 $1.0 $2.3 $3.1 $7.4 $0.6 $0.1 $0.2 $0.3 $0.3 $0.2 $0.1 $1.7
Total FY11 New Activity FY11 Total Operating Expenses Budget
$66.1 $2,595.3
$94.1 $3,157.2
($28.0) ($561.9)

Monthly Average and End of Year Headcount by Department
Transportation Mechanical Engineering EHS Operations Staff Operating Departments Finance Real Estate Procurement and Matl Mgmt Corporate Common Chief Financial Officer Police & Security Division CEO Marketing IT HR Policy & Development General Counsel High Speed Rail Dept Government Affairs Total Corporate Total Amtrak
Exempt 649 382 373 38 7 1,449 164 23 144 331 71 4 244 305 211 42 124 32 1,363 2,812
Exempt ARASA 184 1 185 3 3 188
FY10 Average Monthly Headcount Non-Exempt Total Exempt Total Full TimePart Time Total Contractors Interns Headcount Exempt ARASA 833 7,940 7,940 8,773 669 200 382 4,087 4,087 4 4,472 398 7 373 3,100 3,100 9 3,483 444 176 39 4 4 0 43 40 1 7 7 8 13 16,777 1,559 384 1,634 15,131 15,131 164 101 101 265 184 23 3 3 26 23 144 302 302 447 150 22 331 407 407 738 357 22 71 344 344 0 415 60 4 4 4 247 987 987 0 1,234 269 4 305 5 5 1 311 334 211 3 3 0 214 216 42 1 43 57 124 0 124 140 32 0 0 0 32 40 1,366 1,745 1,745 3 3,115 1,477 26 16,876 16 19,892 3,036 410 3,000 16,876
FY11 Average Monthly Headcount Budget Non-Exempt Total Total Full Time Part Time Total Contractors Interns Headcount 869 7,939 38 7,976 8,845 405 4,252 4,252 4,657 620 3,173 3,173 5 3,798 41 3 3 44 8 8 1,943 15,367 38 15,404 5 17,352 184 89 89 273 23 3 3 26 173 316 316 489 408 408 788 380 60 406 406 4 470 4 4 273 549 473 1,023 1,296 334 6 6 5 345 216 3 1 4 1 221 57 57 140 140 40 40 1,503 1,373 474 1,847 9 1 3,360 3,446 16,740 512 17,251 14 1 20,712
Transportation Mechanical Engineering EHS Operations Staff Operating Departments Finance Real Estate Procurement and Matl Mgmt Corporate Common Chief Financial Officer Police & Security Division CEO Marketing IT HR Policy & Development General Counsel High Speed Rail Dept Government Affairs Total Corporate Total Amtrak Appendix
Exempt 670 377 377 38 7 1,469 164 23 150 337 59 3 250 307 219 47 129 31 1,382 2,851
Exempt ARASA 186 1 187 3 3 190
FY10 End of Year Headcount Budget as Appropriated Non-Exempt Total Exempt Total Full TimePart Time Total Contractors Interns Headcount Exempt ARASA 856 7,961 7,961 8,817 669 200 377 4,057 4,057 6 4,440 398 7 377 3,112 3,112 12 3,501 444 176 39 3 3 42 40 1 7 7 8 18 16,807 1,559 384 1,656 15,133 15,133 164 102 102 266 186 23 3 3 26 23 150 308 308 458 150 22 337 413 413 750 359 22 59 345 345 404 61 3 3 4 253 974 974 1,227 267 4 307 6 6 2 315 335 219 3 3 222 215 47 1 48 57 129 1 130 143 31 1 1 1 33 40 1,385 1,742 1,742 5 3,132 1,481 26 16,875 23 19,939 3,040 410 3,041 16,875
FY11 End of Year Headcount Budget Non-Exempt Total Total Full Time Part Time Total Contractors Interns Headcount 869 8,026 37 8,063 8,932 405 4,252 4,252 4,657 620 3,173 3,173 5 3,798 41 2 2 43 8 8 1,943 15,453 37 15,490 5 17,438 186 89 89 275 23 3 3 26 173 318 318 491 411 411 792 381 61 434 434 4 498 4 4 271 525 459 984 1,255 335 6 6 5 346 215 3 1 4 1 220 57 57 143 143 40 40 1,507 1,378 460 1,838 9 1 3,356 3,450 16,831 497 17,328 14 1 20,794
National Railroad Passenger Corporation (Amtrak) Summary Capital Programs

FY11 Grant Request/Capital Budget $ Millions Federal & Amtrak $44.05 $25.78 $22.48 $38.23 $187.50 $2.00 $8.77 $0.00 $20.00 $348.79 Third Party & Special Grants $17.30 $15.21 $3.43 $4.37 $48.98 $0.00 $29.94 $99.95 $0.00 $219.18 Total $61.35 $40.99 $25.91 $42.59 $236.48 $2.00 $38.71 $99.95 $20.00 $567.97 Federal & Amtrak $16.20 $20.35 $18.37 $29.09 $170.10 $3.11 $3.16 $18.55 $7.48 $286.40 FY10 Actual Third Party & Special Grants $2.21 $11.82 $11.16 $3.27 $21.91 $0.00 $31.27 $0.00 ($0.00) $81.65 Total $18.41 $32.17 $29.53 $32.36 $192.01 $3.11 $34.43 $18.55 $7.48 $368.06 Change from FY10 Actual Federal & Amtrak $27.85 $5.43 $4.11 $9.13 $17.40 ($1.11) $5.61 ($18.55) $12.52 $62.39 Third Party & Special Grants $15.09 $3.39 ($7.73) $1.09 $27.07 $0.00 ($1.33) $99.95 $0.00 $137.53 Total $42.94 $8.82 ($3.62) $10.23 $44.47 ($1.11) $4.28 $81.40 $12.52 $199.92
Infrastructure
Bridges/Culverts/Tunnels Facility/Station/Other Communication & Signals Electric Traction Track Freight Railroad Improvements Fire & Life Safety ADA Compliance Other Subtotal Infrastructure
Fleet
Acquisitions Passenger Cars Locomotives Wrecks Facility Improvements Non Passenger Equipment Mechanical IT Projects Mandatory Projects General Safety & Reliability Projects Subtotal Fleet $0.00 $98.11 $20.30 $0.00 $4.29 $4.05 $1.45 $1.32 $2.19 $131.73 $28.39 $26.94 $16.43 $0.00 $0.90 $0.47 $0.28 $0.58 $1.71 $75.70 $28.39 $125.05 $36.73 $0.00 $5.19 $4.52 $1.73 $1.90 $3.91 $207.42 $0.89 $72.31 $26.53 $0.00 $10.63 $3.67 $2.25 $1.66 $8.67 $126.62 $2.12 ($0.10) $0.02 $0.00 $0.60 $0.00 $0.00 $0.00 $0.00 $2.64 $3.01 $72.20 $26.55 $0.00 $11.23 $3.67 $2.25 $1.66 $8.67 $129.26 ($0.89) $25.81 ($6.23) $0.00 ($6.34) $0.38 ($0.80) ($0.34) ($6.48) $5.11 $26.27 $27.04 $16.40 $0.00 $0.30 $0.47 $0.28 $0.58 $1.71 $73.06 $25.38 $52.85 $10.17 $0.00 ($6.04) $0.86 ($0.52) $0.24 ($4.77) $78.17
Other Departments
Information Technologies Chief Financial Officer Human Resources Real Estate Marketing & Product Mgmt. Procurement Operations Staff Policy and Development Environmental Health Police & Security Transportation Audit Adjustments Subtotal Other Departments $104.62 $2.90 $0.00 $3.00 $31.36 $10.35 ($0.03) $11.34 $6.84 $1.31 $22.71 $0.00 $194.39 $8.53 $1.93 $0.00 $0.00 $8.03 $0.64 $0.00 $8.86 $0.15 $23.99 $17.46 $0.00 $69.59 $113.15 $4.83 $0.00 $3.00 $39.39 $10.99 ($0.03) $20.20 $6.98 $25.29 $40.17 $0.00 $263.98 $121.78 $4.34 $0.00 $0.29 $25.55 $4.67 $1.03 $2.58 $6.69 $3.00 $16.86 $0.00 $186.80 $0.00 $0.13 $0.00 $0.00 $6.50 $0.00 $0.00 $0.03 $0.03 $8.13 $0.00 ($0.98) $13.84 $121.78 $4.47 $0.00 $0.29 $32.05 $4.67 $1.03 $2.61 $6.73 $11.13 $16.86 ($0.98) $200.64 ($17.15) ($1.44) $0.00 $2.71 $5.81 $5.68 ($1.06) $8.76 $0.14 ($1.69) $5.84 $0.00 $7.59 $8.53 $1.80 $0.00 $0.00 $1.53 $0.64 $0.00 $8.83 $0.11 $15.85 $17.46 $0.98 $55.75 ($8.62) $0.36 $0.00 $2.71 $7.34 $6.32 ($1.06) $17.58 $0.26 $14.16 $23.31 $0.98 $63.34
Total
$674.91
$364.47
$1,039.38
$599.82
$98.14
$697.96
$75.09
$266.33
$341.42
Amtrak Revised FY 11 Capital Program by Project

$ Millions Reset FY 11 Ranking and Capital Program Total
Rank 10/5/2010 Rank 4/26/2011
Project # PRJ20045006 PRJ20075010 PRJ20105008 PRJ20105024 PRJ20105069 PRJ20115074 PRJ20105010 PRJ20105011 PRJ20115075 PRJ20065972 PRJ20075017 PRJ20085009 PRJ20085178 PRJ20095004 PRJ20095005 PRJ20095010 PRJ20095011 PRJ20095013 PRJ20095017 PRJ20095021 PRJ20095023 PRJ20095028 PRJ20095029 PRJ20095030 PRJ20095032 PRJ20105013 PRJ20105016 PRJ20105021 PRJ20105028 PRJ20115072 PRJ20115076 PRJ20115077 PRJ20115078 PRJ20115079 PRJ20115105 PRJ20115106 PRJ20075075 PRJ20075221
Project Title BGMS IN228.47 TRAIL CREEK - PINIONS/STRUCTURAL UPG BGMS CT122.65 SHAW`S COVE-ELECTRICAL/MECHANICAL DR BGMS NJ006.10 PORTAL-EMERGENCY GEN/DRV BOX INST BGUG NY015.73 PELHAM BAY- PEINION BEARING UPGRADE BGUG DE024.69 SHELLPOT CREEK - BRIDGE UPGRADES BGMS NY010.20 SPUYTEN DUYVIL - BRIDGE UPGRADES BGTI NY011.40 BRONX RIVER BRG - BRG TIMBERS TK 1/2 BGTI PA058.16 PENNSYLVANIA AVE-BRG TIMBERS TK 3 BGTI LA002.87 METRAIRIE RELIEF CANAL - REPLACE BRI BGUG NY159.26 EDISON AVE/NY159.87 LIBERTY ST-STEEL BGSG MID-ATLANTIC NORTH - SIGNAL BRIDGE UPGRADES BGUG PA008.73 MUCKINPATES CREEK - PARAPET WALL REP BGUG PA080.12 MARGARET/PA080.22 ORTHODOX-RETAINING BGMS CT132.16 MYSTIC RIVER - BRIDGE CTRL DRIVE UPG BGMS IL466.20 SOUTH BRANCH - BRIDGE REHABILITATION BGUG ALBANY LINE - TIMBER DECK REPLACEMENTS BGUG CT073.97 JAMES STREET - BRIDGE UPGRADES BGUG CT082.00 BRANFORD RIVER - ABUTMENT/PIER RESTO BGUG CT130.63 NOANK COVE - ABUTMENT/PIER RESTORATI BGUG MI192.33 ST. JOSEPH RIVER - PIN REHABILITATIO BGUG NJ019.13 RAHWAY RIVER - PARAPET WALL UPGRADES BGUG NY135.82 STONEY POINT - BALLAST DECK CONVERSI BGUG PA004.06 52ND ST - A & B EAST END BACKWALL UP BGUG PA035.27 SOUTH BAILEY RD-REPL TIMBER BALLAST BGUG PA081.69 KENSINGTON AVE - BRIDGE UPGRADES BGUG CT107.94 DUCK RIVER - BRIDGE ABUTMENT UPGRADE BGUG CT131.90 BENNETT`S COVE - ABUTMENT UPGRADE BGUG MD093.97 COLLINGTON AVE-BRIDGE DECK REPLACEME BGUG PA016.94 STREAM - LINER INSTALLATION BGUG PA038.44 3RD AVE - MASONARY UPGRADES BGUG PHILADELPHIA TO NEW YORK - UNDERGRADE BRIDGE SYS NORTHEAST CORRIDOR - MAJOR BRIDGE AND TUNNEL D BGUG PA037.88 N CHESTER ST - COLUMN BASES STABILIZ BGUG PA047.53 STREAM - PRESSURE POINT/INSTALL PAVI BGUG PA023.57 STREAM - PRESSURE POINT/INSTALL PAVI BGUG DE027.00 ORANGE STREET - REPLACE SUPERSTRUCTU CULV HARRISBURG LINE - CULVERTS UPGRADES TUN WASHINGTON FIRST STREET TUNNEL-VENTILATION ANA Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering
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Department
Federal General Capital (GCAP) 0.250 0.340 0.120 0.225 0.500 0.200 0.600 0.150 0.300 0.300 0.050 0.125 0.150 0.200 0.290 0.150 0.050 0.200 0.163 0.030 0.050 0.500 0.150 0.250 0.200 0.094 0.030 0.300 0.150 0.300 0.300 0.500 0.125 0.125 0.125 0.200 0.150 0.500
State Local and Other -
Total 0.250 0.340 0.120 0.225 0.500 0.200 0.600 0.150 0.300 0.300 0.050 0.125 0.150 0.200 0.290 0.150 0.050 0.200 0.163 0.030 0.050 0.500 0.150 0.250 0.200 0.094 0.030 0.300 0.150 0.300 0.300 0.500 0.125 0.125 0.125 0.200 0.150 0.500
Cumulative GCAP 0.250 0.590 0.710 0.935 1.435 1.635 2.235 2.385 2.685 2.985 3.035 3.160 3.310 3.510 3.800 3.950 4.000 4.200 4.363 4.393 4.443 4.943 5.093 5.343 5.543 5.637 5.667 5.967 6.117 6.417 6.717 7.217 7.342 7.467 7.592 7.792 7.942 8.442
1 2 3 4 5 6 7 8 9 10 11 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39
CONFIDENTIAL PREDECISIONAL INFORMATION

Rank 10/5/2010 Rank 4/26/2011
Project Title TUN BALTIMORE TUNNELS - FIRE PROTECTION STANDPIPE SAFE New York Empire Line Overbuild Ventilation Ce TUN B&P TUNNEL - TUNNEL REPLACMENT PRELIMINARY DES TUN BALTIMORE TUNNELS - TUNNEL IMPROVEMENTS WALL CHICAGO 14TH ST YARD - RETAINING WALL REPLACE WALL PA013.70 TO PA013.79 - PRESSURE POINT WALL WALL SOUTHWEST CORRIDOR MA224.25-WALL/SPANDREL BEA WALL BOSTON TO NEW HAVEN - RETAINING WALL UPGRS MOFE RENSELLEAR, NY M/E - REPLACE BOILER MOFE CHICAGO YARDS - FACILITIES UPGRADE MOFE AMTRAK SYSTEM - WAYSIDE POWER CABINET MODIFIC MOFE LOS ANGELES - ELECTRICAL SWITCH GEAR UPGRADES MOFW PROVIDENCE M/W BASE-YD/ROADWAY LIGHTING MOFW IVY CITY - B&B BLD REPLACE ROOF/FURNACE/AC/OF SUB MID-ATLANTIC DIVISION SUBSTATION - ROOF REPLAC MOFW PROVIDENCE M/W BASE - HVAC UPGRADE MOFW MID-ATLANTIC DIVISION - MOFW FACILITY UPGRADE Midway\Groton Land and Building Purchase STA 30TH STREET STATION - ESCALATOR REPLACEMENT PR STA 30TH STREET STATION - PLATFORM IMPROVEMENTS STA BALTIMORE, MD STATION - WAITING RM/LOBBY/CONCO STA WASH TERM - EMERGENCY/UPPER LEVEL PLATFORMS ST STA BWI STATION - REPLACE NORTHBOUND PLATFORM STA AMTRAK SYSTEM - DESIGN ADA/STATION IMPROVEMENT STA NEW CARROLLTON STATION - HVAC UPGRADES STA CHICAGO STATION - STATION TRACK VENTILATION DE STA NY DIVISION SEPTA STATIONS-PLATFORM UPGRS STIP WASHINGTON TERM & IVY CITY-FACILITY ELECTRICA WASHINGTON TERMINAL - ELECTRICAL UPGRADE TOWR DOCK I/L TOWER - ELECTRICAL DISTRIBUTION EQUI TOWR MID-ATLANTIC DIVISION - TOWER UPGRADES ABS LEAMAN TO HOLLAND - SIGNAL SYSTEM UPGRADES HAZH SPRINGFIELD LINE - HOT BOX DETECTOR REPLACEME HAZH HELLGATE LINE - HOT BOX DETECTOR REPLACEMENT HAZH NEW ENGLAND DIV MP 208.7 - HOT BOX DETECTOR R ABS WASHINGTON TO NEW YORK-CONVERT TK CIRCUITS TO CABF WAS TO NEW YORK-INSTALL REDUNDANT COMM CBL ACSE WASHINGTON TO NEW YORK - ACSES UPGRADES Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering
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Department
Federal General Capital (GCAP) 0.050 0.050 1.000 0.300 0.250 0.150 0.250 0.050 1.000 0.200 0.500 0.065 0.500 0.175 0.380 0.250 4.150 0.250 0.150 0.050 0.230 0.500 0.020 0.050 0.075 0.500 0.600 0.360 0.350 0.115 0.101 0.100 0.250 3.984 0.125
State Local and Other 0.300 1.500 0.250 -
Total 0.050 0.050 1.000 0.300 0.250 0.150 0.300 0.250 0.050 1.000 0.200 0.500 0.065 0.500 0.175 0.380 0.250 4.150 0.250 0.150 0.050 0.230 1.500 0.500 0.020 0.050 0.075 0.500 0.600 0.360 0.350 0.115 0.101 0.100 0.250 0.250 3.984 0.125
Cumulative GCAP 8.492 8.542 9.542 9.842 10.092 10.242 10.242 10.492 10.542 11.542 11.742 12.242 12.307 12.807 12.982 13.362 13.612 17.762 18.012 18.162 18.212 18.442 18.442 18.942 18.962 19.012 19.087 19.587 20.187 20.547 20.897 21.012 21.112 21.212 21.212 21.462 25.446 25.571
40 41 42 43 44 45 46 47 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78

Rank 10/5/2010 Rank 4/26/2011
Project Title PTC MICHIGAN LINE - ITCS INSTALLATION WAYSIDE INT MICHIGAN DISTRICT - SIGNAL UPGRADES TO WAYSIDE INT LEAMAN INTERLOCKING - WIRE CIH INT VIEW INTERLOCKING - UPGRADE TO MICROLOK 2 INT PHILADELPHIA SUBDIVISION - INTERLOCKING RTU UP BGUG NY015.73 PELHAM BAY- BRIDGE POSITION SENSOR INT SOUTH BAY INTERLOCKING - UPGRADE TO MICROLOK 2 SWHT BALDWIN INTERLOCKING - SWITCH HEATER INSTALLA SWHT LANDLITH INTERLOCKING - SWITCH HEATER INSTALL XING CT123.01 GOV WINTHROP BLVD-CROSSING EQUIPMENT RAD NEW ENGLAND DIVISION - REPLACE BASE STATIONS RAD NEW YORK DIVISION - RADIO BASE STATION REPLACE RAD MID-ATLANTIC DIVISION - RADIO BASE STATION REP RAD AMTRAK ENGINE FLEET - RADIO CIRCUIT BOARD REPL CAT BOSTON MP 218-220 - CATENARY WIRE INSTALLATION POLE ZOO TO PAOLI - CATENARY STRUCTURE REPLACEMENT TRN MID-ATLANTIC DIV-TRANSMISSION BRKER INSTALLATI TRN NORTHEAST CORRIDOR - ELECTRIC TRACTION RELAY S TRN SUB 42 TO SUB 44 - REPLACE 12KV CABLE/CONDUIT TRN AVENUE TO CARROLL - STATIC WIRE INSTALLATION FREQ METUCHEN STATION - GENERATING CAPACITY INCREA SIGP BALTIMORE SUB 20 - SIGNAL POWER UPGRADES SIGP LANDOVER SUB 24-REPLACE 352 SIG PWR CIRCUIT B SIGP FULTON INTERLOCKING-REPLACE 352 SIG PWR CIRCU SWHT WASHINGTON TERMINAL - SWITCH HEATER INSTALLAT SUB BALTIMORE SUBDIV - SUBSTATION RENEWAL, B&F, SI SUB PERRYVILLE SUBDIV - SUBSTATION RENEWAL, B&F, S SUB NEW YORK DIVISION - SUBSTATION TRANSFORMER INS BLST SHORE TO N. PHIL - SYSTEM UNDERCUTTING TRACK TKAP ENFIELD, CT - CLEARANCE/IMPACT/LOAD DETECTORS TKAP NJ008.50 DOCK BRIDGE - MITRE RAIL REPLACEMENT TKAP NJ006.10 PORTAL BRIDGE - MITRE RAIL REPLACEME RAIL GROVE TO BOWIE - RAIL RENEWAL TRACK 3 TIES NEW ENGLAND DIVISION - WOOD TIE PROGRAM STIP SPRINGFIELD LINE - DOUBLE TRACK TKRH MEMPHIS, TN - STATION TRACK UPGRADES TLS NEW YORK DIVISION - CONCRETE TIE REPLACEMENT TLS NEW ENGLAND DIVISION - CONCRETE TIE REPLACEMEN Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering
8 of 31
Department
Federal General Capital (GCAP) 0.072 0.085 0.150 0.009 0.050 0.010 0.200 0.020 0.250 0.035 0.086 0.750 0.700 0.250 0.600 0.800 0.425 0.500 0.450 0.200 0.200 0.150 0.300 0.300 0.300 2.700 0.320 0.300 1.300 1.050 1.000 1.000 29.698 17.850
State Local and Other 0.250 10.000 -
Total 0.072 0.085 0.150 0.009 0.250 0.050 0.010 0.200 0.020 0.250 0.035 0.086 0.750 0.700 0.250 0.600 0.800 0.425 0.500 0.450 0.200 0.200 0.150 0.300 0.300 0.300 2.700 0.320 0.300 1.300 1.050 1.000 10.000 1.000 29.698 17.850
Cumulative GCAP 25.571 25.643 25.728 25.878 25.878 25.887 25.887 25.937 25.947 26.147 26.167 26.417 26.452 26.538 27.288 27.988 28.238 28.838 29.638 30.063 30.563 31.013 31.213 31.413 31.563 31.863 32.163 32.463 35.163 35.483 35.783 37.083 38.133 39.133 39.133 40.133 69.830 87.680
79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 113 114 115 116 117

Rank 10/5/2010 Rank 4/26/2011
Project #
Project Title
Department
Federal General Capital (GCAP) 0.051 0.500 0.050 0.013 0.070 0.080 0.120 0.140 0.136 0.200 0.250 1.500 0.113 0.437 6.500 1.667 0.004 2.000 0.250 23.000 0.300 1.515 0.200 11.433 1.500 0.050 7.889 4.250
State Local and Other 0.480 0.014 0.032 0.465 0.113 0.437 1.023 21.034 6.500 0.833 13.129 0.500 5.000 1.500 4.000
Total 0.051 0.480 0.500 0.050 0.013 0.070 0.080 0.120 0.140 0.150 0.200 0.250 1.500 0.032 0.465 0.225 0.873 1.023 21.034 13.000 0.833 1.667 0.004 13.129 2.000 0.250 0.500 23.000 0.300 1.515 0.200 5.000 11.433 3.000 0.050 7.889 8.250
Cumulative GCAP 87.680 87.731 87.731 88.231 88.281 88.294 88.364 88.444 88.564 88.704 88.841 89.041 89.291 90.791 90.791 90.791 90.903 91.340 91.340 91.340 97.840 97.840 99.507 99.510 99.510 101.510 101.760 101.760 124.760 125.060 126.575 126.775 126.775 138.208 139.708 139.758 147.647 151.897
1 2 3 4 5 6 7 8 11 12 13 14 15 17 18 20 21 22 23 24 25 26
118 119 120 121 122 123 124 125 126 127 128 129 130 131 133 134 135 136 137 138 139 140 141 142 145 146 147 148 149 151 152 154 155 156 157 158 159 160
PRJ20095149 TURN TRENTON STATION - TURNOUT RENEWAL Engineering PRJ20105064 TURN GROTON/PALMER`S COVE - INSTALL 2 #10 TURNOUTS Engineering PRJ20105102 TURN SOUTH BAY INTERLOCKING - TURNOUT REPLACEMENT Engineering PRJ20115114 EQIR THEATER CAR CONVERSION Engineering PRJ20105074 SAFE EMPIRE LINE - PARK OVERBUILD VENTILATION STUD Engineering PRJ20095118 WALL LANDLITH TO WEST YEARD - HANDRAIL REPLACEMENT Engineering PRJ20115119 MOFE SOUTH HAMPTON ST YEARD - CAR WASH UPGRADES Engineering PRJ20115118 TOWR NEW ENGLAND DIVISION - TOWER UPGRADES Engineering PRJ20085139 SUB HACKENSACK SUB 42 - AIR BREAK SWITCH REPLACEMENT Engineering PRJ20115082 FEN WILMINGTON SUBDIV - INSTALL SECURITY FENCE Engineering PRJ20105029 BGUG PA080.92 FRANKFORD CREEK - BENCH WALL UPGRADES Engineering PRJ20115121 MOFE IVY CITY - TK 23 INSPECTION PIT PLATFORM REPLACEME Engineering PRJ20105082 INRL ZOO TO 44TH ST - INTERLOCKING RECONFIGURATION Engineering PRJ20115120 DRAIN POST ROAD NY196.10 - TRACK WASHOUT REPLACEMENTEngineering PRJ20115125 STA Schenectady, NY Station Upgrades Engineering PRJ20115122 TKRN Philadelphia to Trenton Track Upgrades Engineering PRJ20020159B SYS FY-2006 LIFE SAFETY - DESIGN/CONSTRUCTION SUPPORT Engineering PRJ20020160B SYS FY-2006 LIFE SAFETY - PROJECT MANAGEMENT Engineering PRJ20020165B TUN NEW YORK NRT - VENTILATION SHAFT CONSTRUCTION Engineering PRJ20020179A TUN NEW YORK ERT - 1ST AVE VENTILATION SHAFT DESIGN Engineering PRJ20020179B TUN NEW YORK ERT - 1ST AVE VENTILATION SHAFT DESIGN Engineering PRJ20045524A CETC PENN STATION NY - SCADA PHASE II Engineering PRJ20045524B CETC PENN STATION NY - SCADA PHASE II Engineering PRJ20045525B EQIM ROLLING STOCK EQUIPMENT-INTERIOR BRAKE RELEASE Mechanical PRJ20115003A TUN NY TUNNELS-TUNNEL STANDPIPE INSTALLATION (PHASE 3/ Engineering PRJ20035905 LSHD SHELL AT GRADE - INTERLOCKING RECONFIGURATION Engineering PRJ20045059 BGUG MD060.07 SUSQUEHANNA - PIN STABILIZATION PHASE IV Engineering PRJ20045171 STA BALTIMORE STATION - WINDOW UPGRADES PHASE II Engineering PRJ20045238 BGMS CT116.74 NIANTIC RIVER - BRIDGE REPLACEMENT Engineering PRJ20045338 CATC NEW ENGLAND DIVISION OVERHEAD BRG - CATENARY UP Engineering PRJ20045512 APP ENGINEERING ASSET INFORMATION CENTER - DEVELOPME Engineering PRJ20055003 BGTI STRUCTURES - BRIDGE TIE DESIGN Engineering PRJ20055016 MOFE SSYD - CONSOLIDATED MAINTAINCE FACILITY CONSTRUCEngineering PRJ20055108 CETC PHILADELPHIA-NEW CTRL CENTER CONSOLIDATION OF N Engineering PRJ20055110 INT DOCK INTERLOCKING - INTERLOCKING RENEWAL C&S/ET Engineering PRJ20055206 SUB SOUTHAMPTON SUBSTATION - SUBSTATION DESIGN Engineering PRJ20055300 APP ENGINEERING ENTERPRISE ASSET MANAGEMENT SYSTEM Engineering PRJ20055332 INRL UNION/MERCK/ROADS INTERLOCKING-INTERLOCKING REN Engineering
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Rank 10/5/2010 Rank 4/26/2011
Project Title XINR HARRISBURG LINE - GRADE CROSSING ELIMINATION Engineering INTB MID-ATLANTIC NORTH - INTERLOCKING LIGHTING UPGRAD Engineering TURN MID-ATLANTIC DIVISION - INTERLOCKING STEEL RENEWA Engineering STA 30TH STREET STATION - ELECTRICAL UPGRADES Engineering STA BALTIMORE STATION - HVAC UPGRADES Engineering SUB HARRISBURG LINE - INSTALL 12KV BREAKERS 8 SUBSTATIOEngineering TURN WASHINGTON TERMINAL - TURNOUT RENEWAL Engineering RAIL NEW YORK DIV EAST - JOINT ELIMINATION Engineering TURN NEW YORK WEST - INTERLOCKING STEEL RENEWAL Engineering TIES ALBANY LINE - TIMBER PROGRAM Engineering TIES NEW YORK DIV EAST - TIE/TIMBER PROGRAM Engineering TIES SUNNYSIDE YARD - WOOD TIE INSTALLATION Engineering CAT NEW ENGLAND DIV-DOUBLE MESSENGER CLAMPS HARDW Engineering CULV NEW ENGLAND DIVISION - CULVERT UPGRADES Engineering DRAN NEW ENGLAND DIVISION - DRAINAGE IMPROVEMENTS Engineering FEN NEW ENGLAND DIVISION - INSTALL R/W FENCE Engineering TIES NEW ENGLAND DIVISION - WOOD TIE PROGRAM Engineering EQIR SYSTEM TRACK - EQUIPMENT HEAVY OVERHAULS Engineering POLE NEW YORK DIVISION - CATENARY POLE UPGRADES Engineering STA 30TH STREET STATION - INTERIOR IMPROVEMENTS Engineering APP PROJECT MGT SYS - ENTERPRISE PROJECT PORTFOLIO MGEngineering TIES NEW YORK DIVISION-CONCRETE TIE REPL Engineering SEATTLE MAINT FACILITY UPGRADE Engineering APP ENGINEERING - INFORMATION PORTAL Engineering BGMS CT106.89 CONNECTICUT RIVER - BRIDGE REPLACEMENT Engineering CAT HELLGATE LINE - CATENARY SYSTEM IMPROVEMENTS Engineering CAT OAK TO BUSH - CATENARY HARDWARE RENEWAL Engineering INT SIGNALS - FUTURE DESIGN Engineering RAIL NEW ENGLAND DIVISION - JOINT ELIMINATION Engineering RAIL NEW YORK DIV EAST - INSULATED JOINT REPLACMENT Engineering TIES MID-ATLANTIC DIVISION - TIE/TIMBER PROGRAM Engineering TURN DOCK INTERLOCKING - TURNOUT RENEWAL Engineering TURN NEW YORK EAST - INTERLOCKING STEEL RENEWAL Engineering TURN TOWER ONE - INTERLOCKING STEEL RENEWAL Engineering GEOM MID-ATLANTIC/NEW ENGLAND DIV-SURFACING PROGRAMEngineering GEOM NEW YORK DIVISION - SURFACING PROGRAM Engineering RAIL NEW YORK DIV WEST - JOINT ELIMINATION Engineering STA PENN STATION NEW YORK - FACILITIES UPGRADES Engineering
10 of 31
Department
Federal General Capital (GCAP) 0.050 0.013 3.700 0.650 0.800 0.700 0.100 0.300 0.150 0.300 0.075 0.250 0.600 0.090 2.500 3.000 0.500 0.529 0.650 4.500 20.000 0.100 0.250 15.347 0.150 0.440 1.900 0.060 7.000 1.250 0.350 0.150 10.000 2.900 0.500 0.650
State Local and Other 0.100 0.300 0.300 0.200 0.000 0.500 0.060 1.250 0.350 2.900 0.500 -
Total 0.050 0.013 3.700 0.650 0.100 0.800 0.700 0.100 0.600 0.150 0.600 0.075 0.200 0.250 0.600 0.090 2.500 3.000 1.000 0.529 0.650 4.500 20.000 0.100 0.250 15.347 0.150 0.440 1.900 0.120 7.000 2.500 0.700 0.150 10.000 5.800 1.000 0.650
Cumulative GCAP 151.947 151.960 155.660 156.310 156.310 157.110 157.810 157.910 158.210 158.360 158.660 158.735 158.735 158.985 159.585 159.675 162.175 165.175 165.675 166.204 166.854 171.354 191.354 191.454 191.704 207.051 207.201 207.641 209.541 209.601 216.601 217.851 218.201 218.351 228.351 231.251 231.751 232.401
27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 53 54 57 59 60 61 62 63 64 65 66 67 68
161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 187 188 191 193 194 195 196 197 198 199 200 201 202

Rank 10/5/2010 Rank 4/26/2011
Project Title STA WASHINGTON UNION STATION - MARC PLATFORM IMPROVEEngineering STA BALTIMORE STATION-PLATFORM CANOPY/STAIRWAY IMPR Engineering STA BWI STATION - ELEVATOR INSTALLATION Engineering BGTI NEW ENGLAND DIV - BRIDGE TIMBER REPLACEMENT Engineering BGUG CT107.35 LIEUTENANT RIVER - SCOUR PROTECTION Engineering BLST NEW YORK DIVISION - VACUUM TRAIN PROGRAM Engineering BLST WASHINGTON TO NEW YORK-SYSTEM UNDERCUTTING PR Engineering CAT DAVIS TO BACON - CATENARY HARDWARE RENEWAL Engineering CAT LINCOLN TO COUNTY - CATENARY HARDWARE RENEWAL T Engineering CAT MORRIS TO HOLMES - CATENARY HARDWARE RENEWAL Engineering CAT PENN STATION NEW YORK-CATENARY HARDWARE RENEW Engineering CAT WINANS TO GROVE - CATENARY HARDWARE RENEWAL TRAEngineering CAT WOOD INTERLOCKING - CATENARY HARDWARE RENEWAL Engineering CETC PSCC NEW YORK - COMPUTER HARDWARE/SOFTWARE U Engineering CULV MICHIGAN DISTRICT - CULVERTS UPGRADES Engineering DRAN MID-ATLANTIC DIVISION - DRAINAGE IMPROVEMENTS Engineering EQIR TRACK MAINTENANCE VEHICLES-EQUIPMENT ACQUISITIO Engineering INRL NORTH PENN INTERLOCKING - INTERLOCKING RENEWAL Engineering MOFE IVY CITY - S&I BUILDING LIGHTING IMPROVEMENTS Engineering MOFW MIDWAY - ROOF REPLACEMENT Engineering RAIL ALBANY LINE - INSULATED JOINT RENEWAL Engineering RAIL NEW ENGLAND DIVISION - CURVE PATCH RAIL REPLACEME Engineering RAIL NEW YORK TO NEWARK, NJ - CURVE PATCH RAIL Engineering RAIL WASHINGTON TO NEW YORK-CURVE PATCH RAIL REPLACEEngineering SIGP HARRISBURG LINE - SIGNAL POWER UPGRADES Engineering STA CENTRAL DIVISION-STATION UPGRADES INCLUDING ADA Engineering STA PENN STATION NEW YORK - ELEVATOR REPLACMENT Engineering STA PENN STATION NEW YORK - ESCALATOR REPLACEMENT Engineering STA WASHINGTON UNION STATION - PLATFORM IMPROVEMENT Engineering STA WESTERN DIVISION - STATION IMPROVEMENTS Engineering SUB MID-ATLANTIC DIV-PROTOTYPE CIRCUIT BREAKERS INSTAL Engineering SUB MID-ATLANTIC SOUTH - SUBSTATION CONTROL HOUSE UPGEngineering SYS ELECTRIC TRACTION - ET SYSTEM STANDARDS Engineering SYS ELECTRIC TRACTION DESIGN REVIEW Engineering SYS STRUCTURES FACILITIES - FUTURE DESIGN Engineering SYS TRACK - FUTURE DESIGN Engineering TIES NEW YORK DIVISION WEST - TIE/TIMBER PROGRAM Engineering TURN "JO" INTERLOCKING - TURNOUT RENEWAL Engineering
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Department
State Local and Other 4.000 2.000 0.200 0.150 0.200 0.100 0.138 0.680 1.000 2.000 1.040
Total 4.000 2.000 0.200 0.250 0.200 0.300 1.100 0.100 0.400 0.200 0.175 0.175 0.175 0.275 0.060 2.000 16.237 0.700 0.300 0.600 0.080 0.250 0.600 0.900 0.175 1.775 1.360 2.000 0.750 1.000 0.270 0.200 0.130 0.500 2.000 0.460 4.000 2.080
Cumulative GCAP 232.401 232.401 232.401 232.651 232.851 233.001 234.101 234.201 234.401 234.501 234.676 234.851 235.026 235.163 235.223 237.223 253.460 254.160 254.460 255.060 255.140 255.390 255.990 256.890 257.065 258.840 259.520 260.520 261.270 262.270 262.540 262.740 262.870 263.370 265.370 265.830 267.830 268.870
69 70 71 72 74 75 76 77 78 79 80 81 82 83 84 85 86 88 91 92 93 94 95 96 97 98 99 100 101 102 104 105 108 109 110 111 112 113
203 204 205 206 208 209 210 211 212 213 214 215 216 217 218 219 220 222 225 226 227 228 229 230 231 232 233 234 235 236 238 239 242 243 244 245 246 247

Rank 10/5/2010 Rank 4/26/2011
Project Title TURN SPRINGFIELD LINE - INTERLOCKING STEEL RENEWAL Engineering XINR MICHIGAN LINE - REPLACE CROSSING PANNELS Engineering INRL ATGLEN INTERLOCKING - INTERLOCKING RENEWAL Engineering RAIL MID-ATLANTIC DIVISION - JOINT ELIMINATION Engineering SIGP SEVERN TO BOWIE - SIGNAL POWER UPGRADES Engineering STA 30TH STREET STATION - HVAC REPLACEMENT Engineering STA PENN STATION NEW YORK - PLATFORM UPGRADES 1 THRU Engineering STA WASHINGTON TERMINAL - INTERIOR IMPROVEMENTS Engineering TIES B&P TUNNEL - BLOCK TIE/RAIL RENEWAL Engineering TIES NEW ENGLAND DIVISION - CONCRETE TIE REPLACEMENT Engineering TKRH PENN STATION NEW YORK - 1X/5A TRACK REPLACEMENT Engineering TURN MID-ATLANTIC DIVISION - TURNOUT REPLACEMENT Engineering XINR HARRISBURG LINE - PRIVATE GRADE CROSSING ELIMINAT Engineering STA NEWARK, NJ STATION - PLATFORM/DRAINAGE/COMM DESIGEngineering ABS PARK TO LEAMAN - WIRE SIGNAL HOUSES FOR 261 Engineering BGMS STRUCTURES - MOVABLE BRIDGE COMPONENT DESIGN Engineering BGTI MID-ATLANTIC PA013.42/DE025.73 - BRG TIMBER REPLACEMEngineering BGUG NEW ENGLAND DIV- BLST DECK BRG BALLAST RETAINER Engineering BLST NEW ENGLAND DIVISION - SPOT UNDERCUTTING PROGRA Engineering CAT SOUTH PENN INTERLOCKING - CATENARY HARDWARE REN Engineering CAT MIDWAY TO FAIR - CATENARY HARDWARE RENEWAL TRAC Engineering CAT BALTIMORE SUBDIV - KOUPLER SECTION BREAK REPLACEMEngineering CAT ELMORA TO UNION - CATENARY HARDWARE RENEWAL TRA Engineering FAST PSNY/PORTAL - HIGH DEGREE CRV PLATE/FASTENER REN Engineering FREQ METUCHEN FREQUENCY CONVERTER - EQUIPMENT UPG Engineering FREQ RICHMOND FREQUENCY CONVERTER - EQUIPMENT UPGREngineering FREQ SUNNYSIDE YARD - CAPACITOR UPGRADE Engineering INT ATTLEBRO - M3 SWITCH MACH REPLACEMENT Engineering POLE HOLMES TO SHORE - CATENARY POLE FOUNDATION UPG Engineering RAIL SPRINGFIELD LINE - INSULATED JOINT RENEWAL Engineering RAIL NEW ENGLAND DIVISON - INSULATED JOINT REPLACEMEN Engineering RAIL NEW YORK DIV EAST - JOINT ELIMINATION Engineering SIGP PRINCETON TO FAIR - SIGNAL POWER UPGRADES Engineering STA WASHINGTON TERMINAL - WATER PRESSURE IMPROVEMENEngineering SUB PENN INTERLOCKING - INTERLOCKING RATIONALIZATION Engineering SUB NEW ENGLAND DIV - SUBSTATION LIGHTING UPGRADES Engineering SUB ELECTRIC TRACTION SUBSTATION - RELAY UPGRADES Engineering SUB BOSTON TO RHODE ISLAND-SUBSTATION 60 HZ REMOTE C Engineering
12 of 31
Department
Federal General Capital (GCAP) 0.200 0.350 3.500 1.600 0.500 0.350 0.300 0.150 2.300 4.000 0.200 2.000 0.250 1.525 0.100 1.600 0.100 1.000 0.200 0.175 0.100 0.065 0.150 0.500 0.125 0.250 0.900 0.040 0.200 0.080 0.125 0.100 0.120 0.200 0.100 -
State Local and Other 0.065 0.500 0.125 0.250 0.250 0.900 0.080 0.125 0.500
Total 0.200 0.350 3.500 1.600 0.500 0.350 0.300 0.150 2.300 4.000 0.200 2.000 0.250 1.525 0.100 1.600 0.100 1.000 0.200 0.175 0.100 0.130 0.150 1.000 0.250 0.500 0.250 1.800 0.040 0.200 0.160 0.250 0.100 0.120 0.200 0.100 0.500
Cumulative GCAP 269.070 269.420 272.920 274.520 275.020 275.370 275.670 275.820 278.120 282.120 282.320 284.320 284.570 284.570 286.095 286.195 287.795 287.895 288.895 289.095 289.270 289.370 289.435 289.585 290.085 290.210 290.460 290.460 291.360 291.400 291.600 291.680 291.805 291.905 292.025 292.225 292.325 292.325
114 116 117 118 119 120 121 122 124 125 126 127 128 129 130 131 132 133 135 136 137 138 139 142 143 144 145 146 149 151 152 153 154 155 156 157 158 159
248 250 251 252 253 254 255 256 258 259 260 261 262 263 264 265 266 267 269 270 271 272 273 276 277 278 279 280 283 285 286 287 288 289 290 291 292 293

Rank 10/5/2010 Rank 4/26/2011
Project Title SUB MID-ATLANTIC SOUTH - SUBSTATION AS BUILT DOCUMENTAEngineering SYS STRUCTURES BRIDGES/TUNNELS/WALLS - FUTURE DESIGN Engineering SYS C&S LANCASTER SHOP EQUIPMENT PURCHASE/UPGRADE Engineering TIES NEW YORK NORTH RIVER TUNNELS-TIE/TIMBER REPLACEMEngineering TIES MID-ATLANTIC DIVISION - CONCRETE TIES REPLACEMENT Engineering TKRH HELLGATE LN MP 9 TO 6-WOOD TIE/RAIL REPLACEMENT T Engineering TURN MICHIGAN DISTRICT - TURNOUT REPLACEMENT Engineering TIES NEW ORLEANS, LA - WOOD TIE REPLACEMENT Engineering TKAP NORTHEAST CORRIDOR-WAYSIDE DETECTOR COMMUNIC Engineering GEOM MICHIGAN DISTRICT - SURFACING PROGRAM Engineering STA LANCASTER, PA STATION - STATION IMPROVEMENTS Engineering 3RD NEW YORK EAST RIVER TUNNEL/HAROLD - REPLACE 3RD R Engineering BGMS NJ006.10 PORTAL - RAIL LIFTER REPLACEMENT Engineering BGUG CT080.59 BRANFORD BRIDGE REPLACMENT US RT1 Engineering BGUG MA220.42 MOTHER BROOK - TK 3 BALLAST DECK CONVER Engineering CAT HOLLY INTERLOCKING - CATENARY HARDWARE RENEWAL Engineering CAT HOOK TO HOLLY - CATENARY HARDWARE RENEWAL Engineering CAT PAOLI TO FRAZER - CATENARY HARDWARE RENEWAL Engineering CULV ADAMS SUBDIV - CULVERT UPGRADES Engineering FEN BALTIMORE SUBDIV - INSTALL SECURITY FENCE Engineering FEN WASHINGTON UNION TERM - INSTALL SECURITY FENCE Engineering INRL GROVE INTERLOCKING - INTERLOCKING RENEWAL Engineering INT BALTIMORE SUBDIV - CHRYSLER RTU'S REPLACEMENT Engineering MOFW PERRYVILLE M/W BASE - FACILITY UPGRADES Engineering MOFW PROVIDENCE M/W BASE - HEADQUARTER UPGRADES Engineering MOFW WILMINGTON M/W BASE - FACILITY UPGRADES Engineering POLE BALTIMORE SUBDIV - CATENARY POLE UPGRADES Engineering POLE PERRYVILLE SUBDIV - CATENARY POLE UPGRADES Engineering RAD PENN STATION NEW YORK - POLICE RADIO REPEATER UPG Engineering RAIL MID-ATLANTIC DIVISION - INSULATED JOINT REPLACEMENT Engineering SIGP GRACE TO OAK - SIGNAL POWER SYSTEM UPGRADES Engineering STA HARRISBURG LINE STATIONS - STATION IMPROVEMENTS Engineering STIP RIDOT S COUNTY COMMUTER SERVICE-INFRASTRUCTURE Engineering SUB HAMILTON SUBSTATION - DESIGN/CONSTRUCTION Engineering SUB NEW ENGLAND DIVISION - SUBSTATION UPGRADES Engineering TIES NEW ENGLAND DIVISION - HEADBLOCK TIE REPLACEMENT Engineering TIES WILMINGTON MOFE FACILITY - TIE/TIMBER REPLACEMENT Engineering TKRH UNION I/L NJT CONNECTION - INSTALL RAIL/TIES Engineering
13 of 31
Department
Total 0.050 0.800 0.500 4.000 3.239 5.000 0.200 0.100 0.250 0.500 1.000 0.150 0.100 3.000 0.635 0.200 0.300 0.600 0.250 3.100 0.090 1.150 0.025 0.200 0.250 0.200 0.791 1.552 0.075 0.310 0.300 0.450 16.000 0.800 0.320 0.300 0.475 2.979
Cumulative GCAP 292.375 293.175 293.675 295.675 298.914 303.914 304.114 304.214 304.464 304.964 305.764 305.764 305.814 305.814 305.814 306.014 306.314 306.914 307.164 310.264 310.354 311.504 311.529 311.729 311.979 312.179 312.970 314.522 314.597 314.907 315.207 315.657 315.657 316.057 316.377 316.677 317.152 318.642
160 161 162 163 164 165 166 167 168 169 172 173 176 177 181 184 185 186 187 188 190 191 193 194 195 196 197 198 199 200 201 202 203 204 205 207 208 209
294 295 296 297 298 299 300 301 302 303 306 307 310 311 315 318 319 320 321 322 324 325 327 328 329 330 331 332 333 334 335 336 337 338 339 341 342 343

Rank 10/5/2010 Rank 4/26/2011
Project Title WALL PERRYVILLE SUBDIV - RETAINING WALL UPGRADES Engineering RAIL MICHIGAN DISTRICT - RAIL RENEWAL Engineering XINR RENSSELAER YARD - CROSSING REPLACEMENT Engineering INT NEW ENGLAND DIVISION - INTERLOCKING RTU UPGRADES Engineering SUB UNION SUB 25A - SUBSTATION RELOCATION Engineering DRAN SPRINGFIELD LINE - DRAINAGE IMPROVEMENTS DESIGN Engineering CAT PHILADELPHIA ET TRANING FACILITY - UPGRADES Engineering SUB MID-ATLANTIC DIVISION - BATTERY/CHARGER RENEWAL Engineering TIES HELLGATE/EMPIRE - TIE/TIMBER RENEWAL Engineering TURN HELLGATE/EMPIRE - INTERLOCKING STEEL Engineering STA LANCASTER, PA STATION - C&S TRAINING FACILITY UPGRA Engineering STA 30TH STREET STATION - ELEVATOR REPLACEMENT Engineering TKRH CENTRAL DIVISION TRACK REHABILITATION Engineering ADA Compliance Engineering INRL BRIDGE INTERLOCKING - INTERLOCKING RENEWAL Engineering INT CHICAGO HARRISON ST - SWITCH MACHINE UPGRADE Engineering WALL ZOO INTERLOCKING - BALLAST RETAINER UPGRADES Engineering BGMS NJ008.50 DOCK BRG-UPGR CTRL LINE/EMGY BCKUP ENG/ Engineering BGUG CT118.92 JORDAN`S COVE BRIDGE - SLOPE STABILIZATIO Engineering BGUG RI149.47 PAWCATUCK RIVER - STRUCTURAL STEEL UPGR Engineering BGUG RI150.59 PAWCATUCK RIVER - STRUCTURAL STEEL UPGR Engineering SAFE NEW YORK EMPIRE LINE OVERBUILD - LIGHTING UPGRS Engineering STA 30TH STREET STATION - CHILLER REPLACEMENT Engineering STA ADAMS SUBDIVISION - NJT PLATFORM UPGRADES Engineering TIES BOSTON SUBDIVISION - TIE/TIMBER PROGRAM Engineering TKAP WASHINGTON TO BOSTON - RAIL LUBICATOR REPLACEME Engineering TUN EMPIRE TUNNEL - LIGHTING UPGRADES Engineering TUN EMPIRE TUNNEL - SHAFT HOUSE ELECTRICAL UPGR Engineering EQIR ADVANCED TECHNOLOGY TRACK INSPECTION SYSTEM Engineering GEOM AMTRAK SYSTEM - MUD SPOT ELIMINATION Engineering GEOM AMTRAK SYSTEM - SURFACING PROGRAM DEVELOPMEN Engineering RAIL HELLGATE/EMPIRE - RAIL RENEWAL Engineering RAIL NEW YORK DIV WEST - INSULATED JOINT REPLACEMENT Engineering RBED AMTRAK SYSTEM - ROADBED STABILITY UPGRADES Engineering STIP NEW YORK EAST RIVER TUNNELS-RAIL/TIE REPL LINE 1/2 Engineering STIP NEW YORK EAST RIVER TUNNELS-RAIL/TIE REPL LINE 3/4 Engineering TIES NEW ENGLAND DIVISION - TIMBER PROGRAM Engineering TURN ADVANCED TECHNOLOGY TURNOUT DEVELOPMENT/DES Engineering
14 of 31
Department
State Local and Other 99.947 1.044 3.500 -
Total 0.150 4.000 0.100 0.352 0.700 0.200 0.150 0.100 0.200 0.100 0.250 0.500 3.700 99.947 0.300 1.044 0.400 0.540 0.400 0.175 0.200 0.340 0.500 0.090 1.200 0.400 0.132 0.100 0.300 0.260 0.400 1.750 0.200 0.200 0.750 3.500 0.380 0.350
Cumulative GCAP 318.792 322.792 322.892 323.244 323.944 324.144 324.294 324.394 324.594 324.694 324.944 325.444 329.144 329.144 329.444 329.444 329.844 330.384 330.784 330.959 331.159 331.499 331.999 332.089 333.289 333.689 333.821 333.921 334.221 334.481 334.881 336.631 336.831 337.031 337.781 337.781 338.161 338.511
212 214 215 217 218 219 220 221 222 223 224 225 230 235 422 424 426 428 430 437 438 448 449 451 452 453 455 456 462 464 465 466 467 469 470 471 472 473
346 348 349 351 352 353 354 355 356 357 358 359 364 369 370 372 374 376 378 385 386 396 397 399 400 401 403 404 410 412 413 414 415 417 418 419 420 421

Rank 10/5/2010 Rank 4/26/2011
Project Title
Department
Total 0.600 0.300 0.450 1.520 0.250 0.100 0.500 3.300 0.300 0.100 0.320 0.100 0.100 0.375 0.330 0.340 0.250 0.200 0.375 0.150 0.175 0.175 0.200 0.750 0.370 0.700 0.600 28.390 8.572 82.600 25.300 2.975 12.400 3.000 2.877 0.300 0.490 0.358
Cumulative GCAP 338.511 338.811 339.261 339.261 339.511 339.611 340.111 343.411 343.711 343.811 344.131 344.231 344.331 344.706 345.036 345.376 345.626 345.826 346.201 346.351 346.526 346.526 346.726 347.476 347.846 348.546 349.146 349.146 357.718 436.305 444.732 445.880 458.280 461.280 464.085 464.385 464.875 465.230
474 475 476 477 478 480 489 492 497 499 500 501 502 504 505 506 507 508 517 521 522 524 525 530 532 535 541 236 237 238 239 240 242 243 244 245 246 247
422 423 424 425 426 428 437 440 445 447 448 449 450 452 453 454 455 456 465 469 470 472 473 478 480 483 489 490 491 492 493 494 496 497 498 499 500 501
TURN BOSTON SUBDIVISION (MBTA) - INTERLOCKING STEEL RE Engineering TURN NEW ENGLAND DIV - TURNOUT REPLACEMENT Engineering TURN SOUTHAMPTON ST YARD BOSTON - TURNOUT REPLACEM Engineering TURN TOWER ONE - TURNOUT REPLACEMENT Engineering XINR NEW ENGLAND DIVISION - CROSSING UPGRADES Engineering RAD OFF NORTHEAST CORRIDOR - RADIO BASE STATION REPLAEngineering SAFE ELECTRIC TRACTION - PURCHASE VOLTAGE SENSING DEVEngineering INRL WOOD INTERLOCKING - INTERLOCKING RENEWAL Engineering SUB WAVERLY SUB 40 - BRKR/LIGHTING/FENCE/BAT CHGR Engineering SUB KEARNY SUB 41 - VACUUM BREAKER INSTALLATION Engineering SUB SUNNYSIDE YARD SUB 44 - SUBSTATION IMPROVEMENTS Engineering SUB PENN STATION SUB 43 31ST - SUBSTATION IMPROVEMENTSEngineering SUB PENN STATION SUB 43 7TH AVE - SUBSTATION IMPROVEME Engineering SUB MILLSTONE SUB 37 - SUBSTATION IMPROVEMENTS Engineering SUB MONMOUTH SUB 36 - SUBSTATION IMPROVEMENTS Engineering SUB PRINCETON SUB 35 - SUBSTATION IMPROVEMENTS Engineering SUB MORRISVILLE SUB 34 - SUBSTATION IMPROVEMENTS Engineering SUB CORNWELLS SUB 32 - SUBSTATION IMPROVEMENTS Engineering CAT BOWIE INTERLOCKING - CATENARY HARDWARE RENEWAL Engineering STA 30TH STREET STATION - FIRE PUMP REPLACEMENT Engineering SAFE EAST RIVER TUNNELS LINE 1/2-INSTALL FIRE EXTINGUISH Engineering SAFE EAST RIVER TUNNELS LINE 3/4-INSTALL FIRE EXTINGUISH Engineering STA 30TH STREET STATION - ENERGY/H20 MANAGEMENT SYS Engineering SWHT SHORE LINE (NED) - SWITCH HEATER IMPROVEMENTS Engineering SUB EDGELY SUB 33 - SUBSTATION IMPROVEMENTS Engineering TRN GUNPOW TO RIVER - 119 TRANSMISSION HARDWARE AND Engineering STA 30TH STREET STATION - HVAC ELECTRICAL/CTRL UPGR Engineering Equipment Acquisitions Mechanical WiFi - Systemwide Marketing & Product Mgmt Strategic Asset Mgmt Enterprise (SAM) Information Technology CUS Imrpovements Transportation Acela Upgrades & Modifications Mechanical Amtrak E-Ticketing Initiative Marketing & Product Mgmt 30th Street Station - Understreet Garage Reconstru Real Estate SUNNYSIDE YARD OIL/PCB REMED Environmental Penn Station Track Remediation Environmental Asbestos, Lead Paint and Mold Abatements Environmental WILMINGTON MOFE FACILITY-PCB/OTHER CONTAMINANTS RE Environmental
15 of 31

Rank 10/5/2010 Rank 4/26/2011
Project Title Prevention of Groundwater Contamination Cedar Hill Remedation Acela Overhaul AEM-7 DC Locomotive Overhaul AEM-7 AC Locomotive Overhauls HHP-8 Locomotive Overhaul CAB CAR OVERHAUL - LEVEL 1 NYP Penn Station Improvements Rail Incident Management System AMFLEET I COACH OVERHAUL LEVEL 1 Amfleet I Caf/Club Overhaul Diesel Locomotive LCPM HORIZON COACH OVERHAUL - LEVEL 2 Talgo Equipment Modifications Auto Carrier Modifications Amfleet II Coach Overhaul Level 1 Viewliner Sleeper - Overhaul Surfliner Cab Car Overhaul Surfliner Coach Overhaul Surfliner Custom Coach Overhaul Surfliner Caf Overhaul PURCHASE OF WHEEL CHAIR LIFTS Superliner 1 Coach Overhaul Superliner I Sleeper Overhaul - Level 3 Superliner 1 Lounge Overhauls Superliner II Coach Overhaul Superliner II Sleeper Overhaul Superliner II Trans Sleeper Dorm Overhaul Superliner II Lounge Overhaul Superliner II Diner Overhaul Superliner Diner Lounge Overhaul Horizon Caf Overhaul Locomotive Video Cameras/Train Communications RELIABILITY CENTER IMPROVEMENTS Locomotive Health Monitoring & Analysis System Reservation Ecosystem Next Generation Program LOCOMOTIVE MANDATORY PROGRAMS Support Equipment
Department Environmental Environmental Mechanical Mechanical Mechanical Mechanical Mechanical Transportation Transportation Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Transportation Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Information Technology Mechanical Transportation
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Federal General Capital (GCAP) 0.314 0.060 9.205 1.800 5.473 0.708 2.180 3.148 1.600 23.545 4.825 12.259 8.575 0.700 0.376 9.045 6.720 0.500 1.470 0.500 0.500 0.546 7.188 (0.522) 2.272 5.855 1.089 3.630 (0.004) 0.951 3.440 1.025 1.047 0.500 0.662 14.191 1.319 3.313
State Local and Other 0.002 8.195 0.247 0.007 0.019 16.173 0.324 0.004 8.932 8.022 0.004 (0.001) 2.253 0.038 1.009 0.181 0.357
Total 0.314 0.063 17.400 1.800 5.720 0.715 2.180 3.167 1.600 23.545 4.825 28.432 8.575 0.700 0.700 9.045 6.720 0.500 1.470 0.500 0.500 0.550 16.120 7.500 2.272 5.855 1.089 3.630 0.950 3.440 1.025 3.300 0.500 0.700 15.200 1.500 3.670
Cumulative GCAP 465.544 465.604 474.809 476.609 482.082 482.790 484.970 488.119 489.719 513.264 518.089 530.348 538.923 539.623 539.999 549.044 555.764 556.264 557.734 558.234 558.734 559.280 566.469 565.947 568.219 574.074 575.163 578.793 578.790 579.740 583.180 584.205 585.253 585.753 586.415 600.606 601.925 605.238
248 249 250 251 252 254 255 256 257 258 259 260 261 262 263 264 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 288
502 503 504 505 506 508 509 510 511 512 513 514 515 516 517 518 520 521 522 523 524 525 526 527 528 529 530 531 532 533 534 535 536 537 538 539 540 542

Rank 10/5/2010 Rank 4/26/2011
Project Title
Department
Federal General Capital (GCAP) 7.354 0.005 0.957 9.687 0.410 0.911 0.627 0.470 0.444 3.677 0.141 0.661 0.195 0.950 0.003 (0.330) 1.050 2.184 0.104 10.117 0.050
State Local and Other 6.086 0.500 0.395 0.243 0.015 0.640 0.090 0.008 0.039 0.076 1.801 1.073 0.428 1.250 (0.002) 1.879 2.401 1.774 1.801 0.148 0.690 1.450 0.563 0.005 1.000 0.000 (0.084) 0.417 2.057 1.500 1.638 0.201
Total 6.086 7.854 0.400 1.200 0.015 10.327 0.500 0.919 0.039 0.076 1.801 1.700 0.428 1.250 (0.002) 2.349 2.401 2.218 1.801 3.825 0.690 1.450 0.703 0.661 0.200 0.950 0.003 (0.330) 1.000 1.050 2.100 0.521 12.174 1.500 1.638 0.251
Cumulative GCAP 605.238 612.592 612.597 613.554 613.554 623.241 623.651 624.562 624.562 624.562 624.562 625.189 625.189 625.189 625.189 625.659 625.659 626.103 626.103 626.103 629.780 629.780 629.780 629.780 629.921 630.582 630.776 631.726 631.729 631.399 631.399 632.449 634.633 634.737 644.853 644.853 644.853 644.903
289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 307 308 309 310 311 312 313 314 317 318 319 320 321 322 323 324 325 327 328 329 330
543 544 545 546 547 548 549 550 551 552 553 554 555 556 557 558 559 561 562 563 564 565 566 567 568 571 572 573 574 575 576 577 578 579 581 582 583 584
MARC Jt Benefit Projects Policy and Development POS/Eatec Upgrade Marketing & Product Mgmt Car Mandatory Programs Mechanical Work Management System Mechanical Commissary Facility Projects Marketing & Product Mgmt Vehicle Replacement Procurement Engineering Modification Project Mechanical Station Signage Transportation Food & Beverage Support Equipment Marketing & Product Mgmt STATION DEVELOPMENT AND ADA REQUIREMENTS Policy and Development Station Hardening Amtrak Police Department Migration/Replacement LMS Application Information Technology/TRANSP SECURITY CANINE PROCUREMENT AND TRAINING Amtrak Police Department Police K9 Expansion Amtrak Police Department Employee Identity Protection Rail Pass Automatio Marketing & Product Mgmt CCTV and Communications Amtrak Police Department CCTV and Communications Amtrak Police Department BRIDGE AND TUNNEL - SECURITY IMPROVEMENTS Amtrak Police Department Bridge and Tunnel - Security Improvements Amtrak Police Department Commissary Support Vehicles Marketing & Product Mgmt Baggage Car Overhaul Mechanical VRE Jt Benefit Projects Policy and Development Passenger Information Systems Transportation Security Training Amtrak Police Department ACCESS CONTROL SYSTEM EXPANSION Amtrak Police Department MAT HANDLING EQUP FACILITIES STATE OF GOOD REPAIR Procurement High Speed Facility Mechanical S&I/Running Repair - NY Mechanical Club Acela Modifications Transportation Sacramento Valley Station Service Tunnel Policy and Development Security and Protection Interoperability (SPI) Amtrak Police Department CHICAGO UNION STATION - STEAM PLANT REPLACEMENT ST Chief Financial Officer Install High Efficiency Lighting at Mechanical Fac Chief Financial Officer AMTRAK POLICE DEPARTMENT PERSONAL PROTECTION EQUIP Amtrak Police Department Surfliner Route - Carlsbad Double Track Policy and Development STATION ACTION PLAN TESTING AND IMPLEMENTATION Amtrak Police Department STATION ACTION TEAM (SAT) TOOL KIT Amtrak Police Department SUBSTATION - SECURITY IMPROVEMENTS Amtrak Police Department
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Rank 10/5/2010 Rank 4/26/2011
Project Title SI Running Repair-South Train Equipment Management System Special Operations Division Equipment SECURITY SYSTEMS - FUTURE DESIGNS SI Running Repair-WAS ARAMARK Food & Beverage Investment Call Center Technology Efficiencies Program SI Running Repair-Central PC and Field Sys State of Good Repair Amtrak.com Enhancements & Upgrades SI Running Repair-West QUIK TRAK ENHANCEMENTS Design Improvements at Washington Terminal PUBLIC SECURITY AWARENESS PROGRAM CREDIT CARD INTERCHANGE REDUCTION COSTS Lighting and HVAC Control Project Ivy City Steam Plant Demolition/Abatement Reservation Systems Next Generation - Stations & C Appl Server and Storage - State of Good Repair Wilmington Facility Improvements Beech Grove Shops Facility Improvement Bear Facility Improvements Train Communication Enterprise (TCE) Service Imple CLAIMS Enhancements OPERATIONS DEPARTMENT - CONSOLIDATED DASHBOARD SAP Employee Information Mgmt (EIM) Heartland Flyer Bio-Diesel Grant BEECH GROVE FACILITY - WASTEWATER TREATMENT SYS RE Company Wide Application Integration Station Emergency Improvements Employee Communications Portal Timetable Automation Network Redesign and Expansion Enterprise Data Warehouse Enterprise Project Accounting Management Marketing & Product Mgtm Information & Reporting Intelligence Support Phase II IT Service Reliability Monitoring
Department Mechanical Transportation Amtrak Police Department Amtrak Police Department Mechanical Marketing & Product Mgmt Marketing & Product Mgmt Mechanical Information Technology Marketing & Product Mgmt Mechanical Marketing & Product Mgmt Policy and Development Amtrak Police Department Chief Financial Officer Chief Financial Officer Environmental Marketing & Product Mgmt Information Technology Mechanical Mechanical Mechanical Information Technology Information Technology Chief Operating Officer Information Technology Environmental Environmental Information Technology Transportation Information Technology Marketing & Product Mgmt Information Technology Information Technology Information Technology Information Technology Amtrak Police Department Information Technology
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Federal General Capital (GCAP) 0.714 1.138 0.500 0.082 0.618 0.463 3.991 1.301 0.750 0.555 0.500 (0.300) 0.101 0.159 (0.083) 0.014 (0.004) (0.017) (0.041) (0.033) 0.157 2.350 0.218 1.411 0.109 1.066 3.265 0.067 0.001
State Local and Other 0.036 0.162 0.500 0.300 (0.000) (0.068) 0.137 0.009 1.144 1.015 0.004 0.021 0.186 0.004 0.017 0.038 0.071 (0.047) 0.009 (0.008) 2.437 0.049 (0.062) 0.704 (0.000)
Total 0.750 1.300 0.500 0.300 0.500 0.082 0.550 0.600 4.000 1.301 0.750 1.699 0.500 1.015 (0.300) 0.105 0.159 (0.083) 0.021 0.200 (0.041) 0.038 (0.033) 0.157 0.071 2.350 0.171 1.420 (0.008) 0.109 3.503 3.265 0.116 (0.062) 0.704 0.001
Cumulative GCAP 645.617 646.755 646.755 646.755 647.255 647.337 647.955 648.419 652.410 653.710 654.460 655.015 655.515 655.515 655.215 655.316 655.475 655.392 655.392 655.406 655.402 655.385 655.344 655.344 655.312 655.468 655.468 657.818 658.036 659.448 659.448 659.557 660.622 663.887 663.954 663.954 663.954 663.955
331 332 333 334 335 336 337 339 340 341 343 344 347 348 349 350 351 353 354 356 357 359 360 361 362 364 369 378 381 382 383 385 390 403 404 406 407 409
585 586 587 588 589 590 591 593 594 595 597 598 601 602 603 604 605 607 608 610 611 613 614 615 616 618 623 632 635 636 637 639 644 657 658 660 661 663

Rank 10/5/2010 Rank 4/26/2011
Project Title Service Fees - Phase 2 Equipment Pool Committee DHS2010 Operational Packages DHS2010 Communications Control Center DHS2010 Infrastructure Protection DHS2010 Planning and Assessments DHS2010 Training and Public Awareness Amfleet II Diner Overhaul Level 1 Electric Locomotive Replacement SUPERLINER I LOUNGE OVERHAUL - LEVEL 1 Superliner II Sleeper Overhaul Level 1 Superliner II Coach Overhaul LOCOMOTIVE/TRAIN SIMULATOR UPGRADES Conductor Certification CETC/On Time Performance Support Project TDRS Customs/Vancouver Station Improvements Fuel Tank Management System PSCC Fire Alarm System Panel Surfliner Car Modifications GE Event Recorders Wilmington Station Camera Initiation SAM 2.0 SAFETY INFORMATION SYSTEM REPLACEMENT 30th St. Station - food court improvements Acela WiFi Passenger Information Display Systems (PIDS) Demon Customer Services Quality Assurance Program Passenger Information Display Signs (MARC) eWorkforce Management (eWFM) Upgrades DHS 2007 TSGP Beech Grove Pollution Prevention New York Division Hazardous Material Storage Amfleet I Coach Overhaul Level 3 Amfleet II Coach Overhaul Level 3 F40 Cab/Baggage Locomotive Overhauls Superliner 1 Diner Overhauls SUPERLINER I SLEEPER OVERHAUL
Department Marketing & Product Mgmt Chief Financial Officer Amtrak Police Department Amtrak Police Department Amtrak Police Department Amtrak Police Department Amtrak Police Department Mechanical Mechanical Mechanical Mechanical Mechanical Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Transportation Amtrak Police Department Information Technology Information Technology Real Estate Marketing & Product Mgmt Marketing & Product Mgmt Marketing & Product Mgmt Marketing & Product Mgmt Marketing & Product Mgmt Amtrak Police Department Environmental Environmental Mechanical Mechanical Mechanical Mechanical Mechanical
19 of 31
Federal General Capital (GCAP) 0.493 1.855 0.440 0.440 0.880 0.305 0.127 0.025 0.250 0.165 0.450 0.601 0.124 0.165 0.100 2.500 (0.005) 0.001 (0.067) 0.000 0.002 (0.000) (0.002) (0.000)
State Local and Other 1.575 0.600 0.500 0.500 0.300 0.100 107.150 0.007 0.026 0.003 0.034 0.016 (0.008) 1.363 0.060 0.331 -
Total 0.493 1.575 0.600 0.500 0.500 0.300 0.100 1.855 107.150 0.440 0.440 0.880 0.305 0.133 0.025 0.250 0.165 0.450 0.601 0.150 0.165 0.100 2.500 (0.005) 0.003 0.034 0.001 0.016 (0.008) (0.067) 1.363 0.000 0.002 (0.000) (0.002) 0.060 0.331 (0.000)
Cumulative GCAP 664.448 664.448 664.448 664.448 664.448 664.448 664.448 666.303 666.303 666.743 667.183 668.063 668.368 668.495 668.520 668.770 668.935 669.385 669.986 670.110 670.275 670.375 672.875 672.870 672.870 672.870 672.871 672.871 672.871 672.805 672.805 672.805 672.806 672.806 672.805 672.805 672.805 672.805
421
675 677 680 681 682 683 684 685 686 687 688 689 690 691 692 693 694 695 696 697 698

Rank 10/5/2010 Rank 4/26/2011
Project # PRJ20097418 PRJ20107406 PRJ20067420 PRJ20082523 PRJ20082507 PRJ20117407 PRJ20113053
Project Title SUPERLINER II DINER OVERHAUL - LEVEL 1 Superliner II Trans Sleeper Dorm Overhaul Heritage Diner Overhauls CRACKED WHEEL DETECTOR MOBILE DATA MANAGEMENT Amtrak/MARC Joint Program-WAS Northern California Wi-Fi Grand Total
Department Mechanical Mechanical Mechanical Mechanical Mechanical Mechanical Marketing & Product Mgmt
Federal General Capital (GCAP) (0.000) (0.166) 672.64
State Local and Other 0.001 0.009 0.102 0.724 3.750 469.66
Total (0.000) 0.001 0.009 0.102 (0.166) 0.724 3.750 1,142.29
Cumulative GCAP 672.805 672.805 672.805 672.805 672.639 672.639 672.639
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Summary Metrics
FY09 - FY11 Summary Metrics FY09 Actual KPIs RASM - Core Revenue per Seat Mile (a) CASM - Core Expenses per Seat Mile (b) Core (NTS) Cost Recovery Ratio (c) Ridership (000's) Passenger Miles per total core employee (000's) (d) On-Time Performance (Endpoint) Customer Satisfaction Index Safety Ratio Host Railroad Performance (e) Other Indicators Seat Miles (000's) Passenger Miles (000's) Train Miles (000's) Average Load Factor Core diesel gallons per train mile (f) Seat Miles per total core employee (000's) (g) Customer Injuries Equipment - % of Units out of Service: Locomotive Fleet Passenger Fleet Unadjusted Ticket Revenue ($000's) Average Ticket Yield Average Ticket Price Core Revenue per Train Mile (h) Core Expenses per Train Mile (i) Total Operating Ratio (j) Total Cost Recovery Ratio (k) Average cost per gallon of diesel (l) F&B Metrics(3) Total F&B Revenue (000's) Total F&B Expenses (000's) F&B Contribution/(Loss) (000's) F&B Cost Recovery Ratio F&B Revenue per Rider F&B Cost per Rider $0.151 $0.204 $0.742 27,167 29 80.4% 82 1.6 1,044 FY10 Actual $0.160 $0.207 77.5% 28,717 31 79.4% 82 1.9 934 FY11 Revised Budget/Goal $0.167 $0.221 75.5% 29,551 31 85.0% 84 900
12,060,661 5,897,509 37,150 48.9% 2.2 60 1,966 17.2% 13.3% $1,599,468 $0.2712 $58.88 $53.86 $69.63 1.51 66.3% $1.85
12,386,295 6,332,074 37,439 51.1% 2.3 62 1,814 17.0% 11.7% $1,742,991 $0.2753 $60.70 $57.60 $72.14 1.50 66.8% $2.24
12,389,136 6,477,584 37,477 52.3% 2.3 59 n/a n/a n/a $1,809,648 $0.2794 $61.24 $60.15 $79.22 1.52 65.7% $2.28
$8,535 $22,794 ($14,259) 37% $4.93 $13.17
$7,135 $19,422 ($12,287) 37% $4.14 $11.28
($500) ($64) ($565) -2% ($0.50) $0.56
Notes: (a) This is calculated as NTS Total Core Revenue divided by Available Seat Miles to be consistent with the KPI's. (b) This is calculated as NTS Total Core Expense less Depreciation and non-cash OPEB's divided by Available Seat Miles. (c) This is calculated as RASM divided by CASM. (d) Average monthly Passenger Miles divided by year-end headcount. (e) Average monthly minutes of delay per ten thousand Train Miles. (f) This is calculated as Total Diesel Gallons excluding those used for commuter services. FY08 figure differs from that contained in the FY09 Audited Metrics submitted as part of the Monthly Performance Report (g) Average monthly Seat Miles divided by year-end headcount. (h) This is calculated as Total Core Revenue divided by Total Train Miles. (i) This is calculated as Total Core Expense less Depreciation and non-cash OPEB's divided by Total Train Miles. (j) This is calculated as Total Operating Expenses by Total Operating Revenue. (k) This is calculated as Total Operating Revenue divided by Total Operating Expenses. (l) This includes net Fuel Hedge. (1) Unless otherwise noted, FY08 statistics are from the FY09 Audited Metrics submitted as part of the Monthly Performance Report. (2) Variances may not foot due to rounding.
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FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc1

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc3

Vision and Objectives

Corporate Goals & Objectives

Federal Support for FY2011

Table 1 Summary Federal Funding Request

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc7

Chart 2 Historical General Federal Funding

800 $ m illions 600

FY09 1,488 653 285 75 475

FY10 1,555 144 584 264 563

FY11 Revised Budget/Approp. 1,474 649 263 562

Operating Budget Base and New Activities

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc9

Table 3 New Activities and Initiatives Impact

Capital Budget Processes

Program and Project Information

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc11

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc12

FY11 Fav/(Unfav) to FY10

FY2011 Key Operating Budget Assumptions

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc14

Table 5 Summary of Changes in Operating Revenue

$30.1 $23.0 $6.5 $3.5 $2.0 $1.0 $66.1 $2,595.3

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc15

Chart 6 Ridership Trends

FY11 Revised Budget 29.6 4.5 14.4 10.6

Chart 7 Ticket, Food and Beverage Revenue Trends

FY11 Revised Budget 1,767.2 104.8

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc16

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc17

Table 8 Reconciliation of FY11 Operating Expense Budget to FY10 Results

FY10 Expenses Changes in Base Activity

Total FY11 New Activity FY11 Total Operating Expenses Budget

Salaries, Wages, Taxes and Employee Benefits

Salaries, Wages and Benefits

$500.0 $400.0 $300.0 $200.0 $100.0 $0.0

FY08 Salaries Employee Benefits Wages & OT 212.0 500.5 871.6

FY09 225.7 526.5 887.8

FY10 239.1 534.9 941.8

FY11 Revised Budget 273.6 605.3 997.8

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc19

Fuel, Power and Utilities

Chart 10 Diesel Fuel

$80 Cost per Gallon

FY09 $1.85 $62

FY10 $2.24 $77

FY11 Revised Budget $2.28 $83

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc20

Cost per Barrel

$400.0 $350.0 $300.0 $250.0

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc21

Table 12 Summary Capital Funding

$641.8 $641.8 $119.4 $119.4 $761.2

Table 13 Summary Capital Funding by Department (millions)

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc22

Northeast Corridor State of Good Repair (SOGR)

FY2011 Budget_Bus Plan REVISED FINAL 06.13.11 v1.doc24

Table 14 Northeast Corridor (NEC) State of Good Repair funding plan

Bridges/Culverts/Tunnels Facility/Station/Other Track Security and Life Safety

Fleet Acquisition Program

Debt Service and Debt Related Equipment Purchases