Amtrak 2012 Annual Report Download - page 91

($ Millions)
Net
Revenue Expenses Income/(Loss)
FY11 Total Actual $2,675.9 $3,127.3 ($451.5)
Changes to Base Activity
$53.0 $53.0
$39.8 $112.1 ($72.4)
$18.9 $18.9
$5.0 $5.0
$3.2 $3.2
($4.4) ($4.4)
($33.4) ($43.3) $9.9
$20.6 ($20.6)
$19.8 ($19.8)
$8.4 ($8.4)
$2.7 ($2.7)
($9.4) $9.4
($4.8) $4.8
($2.2) ($2.9) $0.6
$79.8 $103.2 ($23.4)
$2,755.7 $3,230.5 ($474.9)
New Activity
New Revenue $13.7 $13.7
Initiatives $5.9 ($2.5) $8.4
$4.5 $4.5
$
0.9 $0.9
$24.9
(
$2.5
)
$27.4
Mobility & HSR Business Plan Funding Study $2.5 ($2.5)
Connectivity HSR Next Generation Implementation Studies $2.5 ($2.5)
Other HSR planning, marketing, and development support efforts $2.6 ($2.6)
Additional resources for NEC Infrastructure planning, analysis, and support $2.0 ($2.0)
Additional resources for Commuter contracting $0.4 ($0.4)
$0.0 $10.0 ($10.0)
Customer Additional Ticket Agents Cary/Raleigh NC $0.3 ($0.3)
Service $3.8 ($3.8)
$0.0 $4.1 ($4.1)
Safety Claims reductions from Safe-2-Safer program education ($2.3) $2.3
Abestos Management Plan $0.9 ($0.9)
Other $0.2 ($0.2)
$0.0 ($1.2) $1.2
Security Back-up security network operational cost $1.5 ($1.5)
Amtrak’ s headquarter front desk – Contracted security officers $0.3 ($0.3)
Maintenance and Way Inventory Security Initiative $0.1 ($0.1)
Ivy City building – Contracted security officers $0.3 ($0.3)
Operational fees for monitoring cameras at Penn Station NY $0.3 ($0.3)
Safety Engineering $0.5 ($0.5)
CCTV Maintenance $0.5 ($0.5)
Issuance of Smart ID Cards for contractors access to Amtrak's property $0.5 ($0.5)
Virtual Fence Monitoring Cost $0.9 ($0.9)
Police Department Expansion - add 50 officers $2.4 ($2.4)
Other $1.9 ($1.9)
$0.0 $9.1 ($9.1)
Environmental Fuel Conservation Program ($3.3) $3.3
Utility conservation - installation of high efficiency lighting ($0.9) $0.9
Climate Registry Verification $0.1 ($0.1)
$0.0 ($4.1) $4.1
Organizational SAM Savings ($2.8) $2.8
Excellence Wellness Programs $0.1 ($0.1)
Close Jacksonville Crewbase $0.2 ($0.2)
Amtrak Leadership Program $0.2 ($0.2)
Police Fitness Program $0.5 ($0.5)
Fleet Other $3.7 ($3.7)
$0.0 $1.8 ($1.8)
Organizational Replace Outsourced Service with Employees ($1.2) $1.2
Excellence IT cost to support new Software and Applications $10.1 ($10.1)
IT IT cost of SAP Center of Excellence $7.3 ($7.3)
$0.0 $16.3 ($16.3)
$24.9 $33.4 ($8.5)
FY12 Budget before Management Actions $2,780.6 $3,264.0 ($483.3)
Management Cost Reduction Actions
Revenue Incremental revenue from Amtrak.com related partners $6.5 $6.5
Increase
Workforce Reduction of Management workforce including associated benefits ($25.7) $25.7
Related Reduced FELA liability due to decrease in management workforce ($3.4) $3.4
Actions Reduction of Agreement overtime including benefits ($3.8) $3.8
Reductions to employee travel and other employee related expenses ($2.8) $2.8
(
$35.7
)
$35.7
Other Reduce Advertising and Promotional expenditures ($43.6) $43.6
Actions Reduce usage of outside professional, legal, and consultant services ($27.3) $27.3
Increase in transfer credits due to funding additional capital projects with ticket revenue ($8.0) $8.0
Adjustment to host railroad expense assumptions (see increases to base activity) ($4.2) $4.2
Further reduction to electric locomotive propulsion power due to negotiation of favorable rates ($2.8) $2.8
Reductions to telephone, long distance, and cellular phone usage ($2.5) $2.5
Reduction to motor coach connectin
g
services
(
$1.6
)
$1.6
($1.5) $1.5
Reductions to facility maintenance activities ($0.8) $0.8
Reduction to on-board crew costs, primarily reduced layover costs ($0.8) $0.8
Reductions to office supplies and express mail services ($0.3) $0.3
All other actions ($2.4) $2.4
($95.8) $95.8
$6.5 ($131.5) $138.0
FY12 Final Budget $2,787.1 $3,132.4 ($345.3)
Subtotal Security Initiatives
Subtotal Environmental Initiatives
Marketing, Advertising & Social Media activities
Total FY12 New Revenue Initiatives
Subtotal Mobility & Connectivity Initiatives
Launch of enhanced next
g
eneration eTicketin
g
channe
l
Subtotal Organizational Excellence Initiatives
Subtotal Organizational Excellence Initiatives-IT
Normalization of Reimbursable revenue expectations as compared to reduced activity in FY11
Total FY12 Base Activity Budget
Decrease in labor cost primarily due to expected reduced overtime wages in FY12
Decrease in Payroll Taxes due to lower headcount
Increase in Train Operations due to expected higher payments for schedule adherence (see subsequent reduction in
Management Actions below)
Service/staffing increases on targeted long distance routes (route performance improvement program)
Subtotal Customer Service Initiatives
Subtotal Safety Initiatives
Reconcilation of FY12 Operating Budget to FY11 Results 1
Increased capacity on Northeast Regional and Empire trains
Commercial revenue decrease due to one-time revenues in FY11 not recurring in FY12
Additional day of ticket revenue in FY12 due to leap year
Inflation including ticket price increases, labor agreements, fuel prices, and other
Total FY12 New Activity
Impact of changes in demographics and the economy
Contact Center Booking Fee
Launch of Wi-Fi Systemwide
Decrease in overhead transfer credits to capital projects due to reduced capital program in FY12
Decrease in Commuter revenue and expenses primarily due to loss of Caltrains contract
All Other
Base Activity Increase/(Decrease) from Prior Year
Increase in fleet maintenance materials primarily due to growth in active fleet from ARRA restorations
Increase in Commission Credit Cards due to higher revenue
1 This reconciliation represents the revenues and expenses that form the total federal support required for Amtrak operations. This is not a GAAP financial statement. As compared to a GAAP financial statement, this statement excludes costs fo
Amtrak's Office of the Inspector General (funded independently), non-capitalizable costs and state contributions associated with capital projects (funded by capital appropriation), and net interest expense (funded by debt service appropriation).
S
ubtotal Work
f
orce-related Mana
g
ement Actions
Subtotal Other Management Actions
Total Management Cost Reduction Actions
Decrease in fleet and track maintenance materials due to funding additional capital projects with ticket revenue
Appendix