Amtrak Infrastructure Asset Line Plan FY20-24
Amtrak Five YearInfrastructureAsset Line PlanBase (FY 2019) Five Year Strategic Plan (FY 2020–2024)Amtrak.com
National RailroadPassenger Corporation1 Massachusetts Avenue NWWashington, DC 20001Amtrak.comAmtrak is a registered service mark of the National Railroad Passenger Corporation.
Document ControlRelease DetailsRelease DateVersion NumberTitleCustodianFebruary 7th 2019.Version 10.2 (FINAL)Five Year Infrastructure Asset Line PlanWilliam Bates, Senior Director Business ImprovementApprovalCompiled byReviewed byAuthorized byDr. Christian Roberts, Senior Vice President, WSPRaymond G Verrelle, Jr., Assistant Vice President Engineering and DesignWilliam Bates, Senior Director Business ImprovementSteven Humes, Deputy Chief Engineer TrackPaul DelSignore, Deputy Chief Engineer StructuresEric F. Hornung, Deputy Chief Engineer Electric TractionNicholas J. Croce, Deputy Chief Engineer Communications and SignalsJill Angelone, Senior Manager, EngineeringByron Comati, Vice President of Corporate PlanningDavid Fogel, Director NEC Business Development, Corporate PlanningGerhard Williams, Vice President, Chief EngineerThe contents of this document including opinions, conclusions or recommendations contained in or which may be implied from this document must not inany way whatsoever be relied upon. WSP USA Inc., reserves the right, at any time with or without notice, to amend, modify or retract any part or all of thedocument including any opinions, conclusions or recommendations contained herein. Unauthorized use of this document in any form whatsoever isstrictly prohibited. To the maximum extent permitted by law, WSP USA Inc., disclaims any responsibility for liability howsoever arising from or inconnection with this document.DOCUMENT CONTROLPROPRIETARY AND CONFIDENTIAL3
Table of ContentsSummary . 8Introduction . 12Overview . 12Responsible Officials . 13Objectives . 13Alignment to Amtrak’s Strategic Pillars . 14Scope of this Asset Line Plan . 15Plan Structure . 16Stakeholder Engagement . 18Changes from I-AMP2017 . 19Continuous Improvement . 19Revised Planning Schedule . 20Asset and Asset Management Performance . 21Overview . 22Infrastructure Level of Service Requirements . 23Asset and Asset Management Performance Metrics . 24Asset and Asset Management Performance Review . 27Performance Management Improvements. 27Asset Inventory . 28Overview . 28Asset Inventory . 30Asset Condition. 31Assessed Asset Condition . 32Asset Strategies . 34Overview . 34Current Asset Strategies. 34Moving Towards Normalized or Steady State Maintenance. 37Building Resilience in a Changing Climate. 404AMTRAK INFRASTRUCTURE ASSET LINE PLAN FY 2019-2024PROPRIETARY AND CONFIDENTIAL
Constrained Infrastructure Capital Program . 42Overview . 42Infrastructure Capital Investment Program (FY19 to FY24) . 43Major Program Elements . 45Strategic Initiatives . 48Moving Towards Steady State and Addressing SOGR Backlog . 51Appendix A: Asset Management Plan . 54Overview . 54Background. 54Asset Management Policy . 55Asset Management Practices . 59Improving Work Plan and Budget Forecasting . 73Improving Reliability . 73Risk Management . 74Improvement Plan . 82Appendix B: Track Asset Strategy . 94Overview . 94Track Asset Inventory. 95Track Asset Condition . 101Risk Management . 105Track Asset Strategy. 111Additional Funding Needs . 119Appendix C: Bridges and Buildings Asset Strategy . 123Overview . 123B&B Asset Inventory . 124B&B Asset Condition . 133Risk Management . 138B&B Asset Strategy . 145Additional Funding Needs . 150B&B Strategic Initiatives – Network Improvement Program . 154Appendix D: Electric Traction Asset Strategy . 156Overview . 156ET Asset Inventory . 157TABLE OF CONTENTSPROPRIETARY AND CONFIDENTIAL5
ET Asset Condition . 161Risk Management . 165ET Asset Strategy . 170Additional Funding Needs . 176Appendix E: Communications and Signals Asset Strategy . 180Overview . 180C&S Asset Inventory. 181C&S Asset Condition . 190Risk Management . 194C&S Asset Strategy. 200Additional Funding Needs . 208Appendix F: Equipment Asset Strategy . 213Overview . 213Background. 214Equipment Asset Inventory . 216Equipment Asset Condition - Concerns . 218Risk Management . 218Equipment Asset Strategy . 220Equipment Work Plans and Budget Forecasts . 220Appendix G: FAST Act Asset Management Plan Requirements . 223Appendix H: Constrained Infrastructure Capital Investment Program . 227Overview . 227FAST Act Capital Project Categorization . 229Track – FY19 to FY24 Constrained Capital Program. 230Bridges and Buildings – FY19 to FY24 Constrained Capital Program . 266Electric Traction – FY19 to FY24 Constrained Capital Program . 300Communications and Signals – FY19 to FY24 Constrained Capital Program. 316Appendix I: Unconstrained Infrastructure Capital Investment Program . 340Overview . 340Unconstrained Significant Projects . 341Addressing NEC Network Performance Improvement . 3456AMTRAK INFRASTRUCTURE ASSET LINE PLAN FY 2019-2024PROPRIETARY AND CONFIDENTIAL
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SummaryThe 2019 Infrastructure Asset Line Plan (IALP2019) builds on our 2017 asset managementplan (I-AMP2017) and fulfills the requirements for asset plans set forth in section 11203(c) ofthe Fixing America’s Surface Transportation (FAST) Act, codified at 49 U.S.C. § 24320(c); aswell as requirements for NEC Infrastructure Asset Management Plans codified at 49 U.S.C §24904(c).Amtrak is the nation’s federally-charteredintercity passenger rail operator andinfrastructure provider. With safety as thehighest priority, we aim to provide efficient andeffective transportation that is trip-timecompetitive with other intercity travel options.Amtrak owns 2,408 track miles of infrastructureof which 1,169 track miles are the NEC main lineproviding infrastructure for approximately820,000 trips daily.After decades of underinvestment Amtrak’s aginginfrastructure is struggling to keep pace withincreased demand. While we achieve safeoperation each and every day, the reliability ofour track, bridges and buildings (B&B), electrictraction (ET), and communications and signals(C&S) assets is declining, and our ongoing abilityto meet performance targets is increasinglychallenging.Based on current funding levels, the Steady State shortfall willOur State of Good Repair (SOGR) Backlog for Infrastructure isFY19 to FY24 Steady State and SOGR Backlog program shortfall8AMTRAK INFRASTRUCTURE ASSET LINE PLAN FY 2019-2024PROPRIETARY AND CONFIDENTIAL
Our ChallengeOur State of Good Repair (SOGR)Backlog – the assets that have beenassessed as at or nearing the end oftheir useful lives – is significant and isestimated to be over 33.3 Billion –with 28.1 Billion on Amtrak’s portionof the NEC Corridor.Steady State Capital ReplacementState of Good Repair BacklogA principal goal of Amtrak Engineering is totransition to normalized, or steady state levels ofcapital maintenance, necessary to maintain SOGR.Our analysis suggests the steady state programrequires an estimated 1.2 Billion annually. This isa 0.53 Billion increase over the current FY2019authorized capital plan for infrastructure (AmtrakEngineering received 0.826 Billion for FY19, ofwhich 0.668 Billion is for infrastructure projects).Without significant change to current investmentlevels the shortfall will continue to grow. With ourforecast program - our analysis suggests thiscould be over 4.3 billion by 2024.To have an effective and efficient Steady Stateprogram, Amtrak Engineering must first bring ourinfrastructure assets to a SOGR. SOGR meansthat our assets perform safely, as designed, withintheir estimated service lives. The ability tomaintain infrastructure assets in SOGR with asteady state maintenance approach is onlypossible if the assets are first brought to SOGR.be over 4.3 Billion by 2024.estimated to be 33.3 Billionestimated to be 21.9 BillionAmtrak Engineering has assessed the SOGRbacklog at 33.3 billion for infrastructurenationally. Given the advancing age of theinfrastructure, historical underinvestment and theprecipitous end of life facing major asset classesAmtrak Engineering have set a target of ten yearsto eliminate the SOGR backlog.While achieving a 10-year schedule for all assettypes would likely require more support resources(manpower, equipment and track outages) thanare realistically available, Amtrak is confident thatsome assets such as Track, can be accomplishedin this period if adequate funding is available.Additionally, we’ve set this aggressive goalbecause the longer we delay our SOGR efforts,the greater the gap to steady state and risk toreliable service for our customers.SUMMARYPROPRIETARY AND CONFIDENTIAL9
Our PlanThis 10-year SOGR strategy now allows us todefine the funding requirements. As a result ofthis analysis, we have determined we willrequire 3.33 billion per year to address SOGRacross all the asset categories in this 10-yearwindow. When assessing our forecast FY2019to FY2024 capital funding there is a 17
AMP2017) and fulfills the requirements for asset plans set forth in section 11203(c) of the Fixing America’s Surface Transportation (FAST) Act, codified at 49 U.S.C. § 24320(c); as well as requirements for NEC Infrastructure Asset Management Plans codified at 49 U.S.C § 24904(c). Overview Amtrak—America’s Railroad—is dedicated to safe
Amtrak is a registered service mark of the National Railroad Passenger Corporation. National Railroad Passenger Corporation 1 Massachusetts Avenue NW Washington, DC 20001 Amtrak.com. 3 Introduction 15 Equipment Asset Line 43 Infrastructure Asset Line 63 Stations Asset Line 81 Five-Year Capital . fleet acquisition process and managing .
Asset Line . Base (FY 2019) Five Year Strategic Plan (FY 2020-2024) National Railroad . Passenger Corporation. 1 Massachusetts Avenue NW Washington, DC 20001. Amtrak.com. Amtrak is a registered service mark of the National Railroad Passenger Corporation. 3. Executive Summary 4:
infrastructure asset management. All work will be recorded in the single system of record. There will be no work on the infrastructure without a work order. Asset Management systems, processes, and practices will continually be improved. The annual infrastructure asset management plan will include an improvement plan that will direct
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Overview . Under the provisions of PRIIA Section 209, all short‐distance Amtrak corridor services must become state‐ . Pursuant to part (b) of Section 209, if changes to Amtrak’s financial systems result in aterial ma change to the results of APT, Amtrak will work with its state partners to update this policy in a manner consistent with .
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