- Yet striking the right balance between the private sector and the public interest has been challenging, to say the least. While there has been extraordinary interest in public-private partnerships in academic circles, there is significant public concern that "selling" infrastructure assets would exact too high a cost, and the number of such partnerships that are actually consummated in the United States has been rather modest. * * * * * I believe we need to devise a new approach that channels private investment into our Nation's infrastructure while taking into account the public interest. One of the more promising ideas is to create a national infrastructure bank along the lines President Obama called for in the 2008 campaign. The proposed bank would have the ability to issue long-term tax- exempt bonds, making it possible to pool the significant amounts of private capital for infrastructure investment that I mentioned earlier. Another crucial benefit of a bank is that it would centralize and make more equitable the process for selecting infrastructure projects that receive scarce taxpayer dollars. Currently, the vast majority of Federal transportation funds are distributed through a variety of "modal" programs--the Federal Aid Highway Program, for example--that ensure the perpetuation of last century's transportation priorities. This approach doesn't allow us to evaluate projects across different modes in allocating Federal funds--comparing, say, the benefits of a proposed highway widening project with a rail investment. The problem is made worse by "pork barrel" politics in selecting which projects receive Federal funds. Some political earmarks are for worthy transportation projects, but many are not. As a result of this muddled approach, we have too much Federal investment in some places, inadequate Federal investment in others, and--worst of all--no Federal investment whatsoever in places it's crucially needed. Under the infrastructure bank concept, a non-partisan board could compare transportation projects across different modes based on criteria such as economic growth potential, environmental impacts and national or local significance. This would allow us to make more intelligent and nimble decisions about how to deploy infrastructure funds. In effect it would enable us to align transportation spending with our twenty-first century infrastructure needs. * * * * * Obviously, a lot of the details of an infrastructure bank still need to be worked out. Regardless of the final specifics, though, I believe the creation of such a bank--funded long-term, outside the political sphere--is critical for meeting our region's transportation needs in the years ahead. It would reprise the Federal government's role in financing America's most important transportation projects, like the mass transit systems essential to our region's future prosperity. And it would ensure that the bulk of Federal transportation funds are directed to metropolitan regions, like ours, that rely on infrastructure most and where such investments generate the highest economic return. * * * * * Today our region and our Nation stand at a crossroads. We can continue to defer investment in our region's transportation infrastructure and further undercut our economic growth, pollute the environment and endanger public health. Or, as the President says, we can invest again in our future. The challenges our region faces are vast. We'll need to summon the optimism, creativity, and discipline of those who built the region's past triumphs of infrastructure. And we'll need the Federal government's help in building our next generation of transformative projects. An infrastructure bank along the lines I described would be a step in the right direction. Through a federal-local partnership, I'm confident we can make the investments that will support our region's prosperity in the years ahead. Thank you for the opportunity to speak with you today. St. Peter's College Board of Regents 37th Annual Business Symposium "Leadership and Accountability in Challenging Times" November 7, 2008 Good morning. Thank you, Pat [Sheehan], for that kind introduction. I want to thank the Board of Regents for inviting me to speak today, as well as John Wilson and Maiya Furgason and all of the other organizers who have worked tirelessly in putting together this year's Symposium. * * * * * The Symposium organizers demonstrated exemplary foresight in choosing today's topic. But even they couldn't have anticipated the magnitude of the economic crisis of recent weeks and months. The times--for our region and for our nation--are indeed challenging. Our financial markets are in turmoil, businesses are hemorrhaging jobs, home values are plummeting, and college and retirement savings are being wiped out. In the face of this bleak economic landscape, what should public agencies like the Port Authority do? Some feel that challenging times like these require belt- tightening; that we should just curtail spending and resist new initiatives until our economy recovers. I understand this sentiment. But I strongly disagree with it. A moment of this singular importance in our Nation's history calls for more than waiting out the tough times; it requires vigorous action and forward thinking. It requires an approach that reflects our ability as a nation to rise to the occasion, that gives people hope in a period of despair, and that recognizes that in every crisis lies an opportunity. What does this mean for the Port Authority? It means that, while we exercise caution in spending public funds, we also remain committed to building new transportation projects for our region. We continue to build for two reasons. The first reason, as a number of commentators have pointed out in recent weeks, is that infrastructure spending is one of the most effective forms of economic stimulus. For every $1 billion the Port Authority spends on infrastructure projects, we will create up to $6 billion in additional economic output and up to 47,000 new jobs. The main beneficiaries of these jobs will be workers who will be hurt most by the economic downturn. As building activity in our region declines in the months ahead, we can expect that the construction industry will be hit especially hard. These workers form a substantial labor force ready and eager to build important new projects for our region. And the wages they earn will circulate through the region's economy, multiplying the impact of the Port Authority's expenditure. The second reason the Port Authority will continue to build is that our region's economic future depends on it. Over the last century the region's transportation network--our bridges, tunnels, roads, seaports, and airports--has played a critical role in our economic prosperity. But our failure in recent decades to build new projects and expand that network has led to chronic congestion on our local roads and flight delays at our airports, billions of dollars in lost productivity, and environmental and health problems--problems that will only worsen as the region's population continues to grow. We must show the leadership of our predecessors by investing in new projects today that will carry our region forward in the twenty-first century. * * * * * Our nation's history offers a good blueprint for how public works can help stimulate the economy in the short-term and lay a foundation for future economic growth. The current economic crisis has brought many stark references to the Great Depression. I'm no historian like Michael Bechsloss . . . but it's worth remembering that in the middle of America's last great economic crisis, FDR launched a number of infrastructure projects that employed hundreds of thousands of Americans and helped the Nation's economy recover. It is striking how many of our Nation's most enduring landmarks were built during the Depression--the Golden Gate Bridge, the Hoover Dam, the Tennessee Valley Authority projects, among others. In our region too, the two States and the Port Authority built some of our most important infrastructure projects in the midst of the Nation's last great economic crisis. The George Washington and Bayonne Bridges, the Pulaski Skyway, the Triborough and Bronx-Whitestone bridges, the Queens-Midtown Tunnel and Lincoln Tunnel center tube--all and more were built in the Depression era, helping to stimulate our economy and contributing to our region's prosperity for generations. * * * * * Fair enough, you might say. We must continue to build, but what should we build? We should not just build more of the same. Above all we need to build modern projects attuned to twenty-first century realities like climate change and our over-reliance on foreign oil. The Port Authority 's 10-year capital plan features more than $8 billion of investments in mass transit. This includes more than $3 billion for a modernized PATH rail system that will be used to buy a new fleet of railcars and a brand-new signal system, provide for 10-car service on the World Trade Center line; and improve commuting times by up to 25 percent. Our capital plan also includes a $3 billion commitment for the ARC rail tunnel project, which we're building along with NJ Transit. Building a new rail tunnel under the Hudson River will reduce commuting times and provide one-seat rides to tens of thousands of regional commuters. It will also reduce traffic congestion on our roads and improve local air quality. And it will revolutionize intercity rail service into and out of New York City, as a new tunnel will free up space for more Amtrak trains traveling between Washington, D.C. and Boston. Among elected officials and planners there is a growing recognition that the United States is in need of a vibrant intercity passenger rail system in order to remain globally competitive. Around the world, our competitors in Europe and Asia are investing billions of dollars in intercity and high-speed rail, which provides an alternative to short-haul flights and reduces their environmental footprint. Building ARC can be the first step in an infrastructure plan for America in the 21st century--one that recognizes the importance of intercity rail as an essential component of our Nation's transportation strategy. * * * * * Projects like a modernized PATH system and the ARC tunnel will be critical to our region's productivity and to our environment when the economy turns around. That turnaround will not happen next month, and many economists say it will not happen next year. . . But it will happen--and investing in mass transit today will ensure that our region remains competitive in the twenty-first century. * * * * * In addition to mass transit, the Port Authority will continue to invest in our region's future through major investments in our ports and our airports. Susan Bass Levin, our Deputy Executive Director, is spearheading an initiative to keep our region's goods distribution system competitive on a global basis. This initiative includes restructuring our port facilities in a manner that ensures substantial capital investment will continue for many years. Similarly, investment in our airports will help to insure our region's long term economic future. Last year the Port Authority purchased Stewart Airport--the region's most significant investment in aviation expansion since we began operating our three other major airports in the 1940s. Despite the economic downturn, the Port Authority remains committed to turning Stewart into the region's fourth major air facility--an investment that will alleviate congestion at our other airports, support economic growth, and provide travel alternatives to the people of our region. * * * * * Last month Governor Corzine called a special joint session of the Legislature to announce an economic stimulus plan for New Jersey. He asked state agencies and the Port Authority to speed up work on approved infrastructure projects to help spur the economy and create new jobs. The Port Authority welcomes the Governor's call to action. In recent weeks we have undertaken a comprehensive analysis of the agency's capital plan to identify projects that are shovel-ready and fully funded and will generate the most jobs for the region in the shortest possible timeframe. Once we identify those projects, we will move them ahead in our construction queue. While our analysis is not yet complete, I believe we can fast-track our capital spending and invest $3 billion in the regional economy in 2009--projects that will spur economic growth and create new jobs in the months ahead, and will deliver benefits to the region for decades to come. * * * * * The Port Authority is doing whatever we can to help the region through these challenging times. But in order to maximize our capital spending--and do the most good for the region's economy--we also need a strong partner at the Federal level. Our capital plan also includes major projects that are ready to build but are waiting on Federal funding before we can proceed with construction. No project is more ready to go than the ARC rail tunnel. We've done a lot of the spadework in recent years. Governors Corzine and Paterson are solidly behind it. So is Mayor Bloomberg. So too are members of our region's Congressional delegation. Ditto for the area 's transportation planning groups. Hundreds of thousands of commuters will cheer easier and faster trips to and from midtown Manhattan. We've done a lot of planning and engineering analysis. The environmental review process is nearly complete. We've put up $5.75 billion in Port Authority, New Jersey Transit and New Jersey State funding--two-thirds of the project's estimated cost. And we're in a position to move quickly on issuing construction contracts. We want to start building ARC in 2009. What we need is Federal action--quickly. Federal officials agree that the project is not only important for our regional economy but is also a project of "national significance." Federal funding this massive project is pending. But the urgency of the economic crisis and the importance of ARC for our region and the Nation demand immediate action. A Federal economic stimulus package that includes ARC funding would allow us to get shovels in the ground in the first half of 2009 and get people to work as quickly as possible. And it would represent a bold step in rebuilding the infrastructure that will support our region's and our Nation's economic future. * * * * * As challenging as these times may be, the Port Authority will not lose sight of our fundamental mission. We do not build solely for the sake of building. We build in order to keep our region connected, to strengthen our economy, and to improve the lives of those who live here. The Port Authority will not waver in its responsibility to the people of this region. By rebuilding our region's infrastructure, we will help to build our region's future. Thank you for the opportunity to speak with you today. Crains's New York Business Breakfast Forum April 15, 2008 Good morning. Before I get started I want to thank XXX and XXX of Crain's for inviting me back to this forum. I'd also like to recognize several of my Port Authority colleagues joining me here this morning. First, our Executive Director Tony Shorris, who has brought passion, dedication and intellect to the day- to day leadership of the agency. I'd also like to recognize Susan Bass Levin, the First Deputy Executive Director, who with her vast knowledge of the region based on many years of public service has helped set the agency on firmer footing since her arrival last year It's a pleasure to be here today, almost two years after the last time I stood before you, to outline the Port Authority's vision for the region's transportation network and our work in Lower Manhattan. I made a number of promises that day. So today, I'm here to report back on the results, and to say a little about what comes next. When I was here in June 2006, the most significant commitments I made involved the World Trade Center site. The Port Authority was pushing for a global agreement that would openly recognize the security, financial and engineering challenges of the project and, for the first time, would place the agency in charge of the major components of the rebuilding effort. The agreement established extremely aggressive timelines for the different components of the project--reflecting our desire to make up for close to five years since the tragic events of 9/11 with little to show for it. And the agreement set these timelines in a manner that protected public resources and held all parties accountable for results. In June 2006, many doubted the ability of any one party to jumpstart rebuilding at the site. The public mood was understandably grim and there was much uncertainty about what, if anything, would be built on the site. Today, eighteen months after we took control of the site, we can definitively say that our lead role in the rebuilding effort represented a historic turning point. It sometimes takes longer for the perception of progress to catch up with the reality--but the reality of our progress is now undeniable. It is among the most complex construction sites in the world and arguably in history. Sixteen billion dollars of construction taking place on only 16 acres--16 acres that includes the equivalent of 5 landmark office towers, a soaring Transportation Hub, retail that will help Lower Manhattan become a vibrant, 24/7 community and, most important, a Memorial and Museum that will commemorate the lives lost at the site. Despite this complexity, I am pleased to report that all of the projects that the Port Authority is building are well underway. At the Memorial, more than 1,400 tons of structural steel have been fabricated. 94 percent of the foundation is complete and more than 70 percent of the construction contracts are already out for bid. At the Freedom Tower, steel is rising every day and the building will be above street level this summer. 21,000 cubic yards of concrete have been poured to date and 90 percent of the Freedom Tower construction contracts have been bid or are ready to award. Earlier this year, we handed over to Silverstein Properties the parcels for Towers 3 and 4 after removing nearly 400,000 tons of concrete, soil and rock and constructing an entirely new foundation eighty feet deep. We are making progress on the foundations of the Transportation Hub, with 29,000 cubic yards of concrete poured and 900 tons of steel erected. The area is literally humming with activity, with more than 700 workers and more than 100 pieces of heavy construction equipment on the site. I could recite numbers and statistics all day, but you get the point. The progress is real and it is significant. When I spoke to you last, I said that putting the Port Authority in the lead role would help us overcome the impasse to rebuilding, and it has. Of course there have been road bumps in the past eighteen months, and we should be prepared for more challenges as the rebuilding continues, an incredibly complex construction project, an economic downturn, and a myriad of partners and interests in the site, to name just few. You would be hard pressed, for example to find a construction site anywhere in the world--let alone one of this scale and significance-- that has to contend with three active rail lines running right through the middle of the site's footprint. Given the multitude of challenges, and the uncompromising timetable we've set ourselves, making assurances that the road ahead will be trouble-free would be a fool's errand. The undeniable fact remains, however, that since the Port Authority took control of the site, the rebuilding effort has achieved a forward momentum that gives us comfort that the site will be fully rebuilt. I'm proud of the Port Authority's role in getting us this far, and I pledge our unwavering commitment to finishing the rebuilding effort I made a number of other promises two years ago. I said that the Port Authority would:

    [Senate Hearing 118-597]
    [From the U.S. Government Publishing Office]

                                                            S. Hrg. 118-597

                           NOMINATION TO THE NATIONAL
                          TRANSPORTATION SAFETY BOARD
                       AND THE AMTRAK BOARD OF DIRECTORS

    =======================================================================

                                    HEARING

                                   before the

                             COMMITTEE ON COMMERCE,
                          SCIENCE, AND TRANSPORTATION
                              UNITED STATES SENATE

                        ONE HUNDRED EIGHTEENTH CONGRESS

                                 FIRST SESSION

                                   __________

                                 JUNE 21, 2023

                                   __________

        Printed for the use of the Committee on Commerce, Science, and
                                 Transportation

     GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT

                    Available online: http://www.govinfo.gov

                            _______

                 U.S. GOVERNMENT PUBLISHING OFFICE
     59-701 PDF            WASHINGTON : 2025

           SENATE COMMITTEE ON COMMERCE, SCIENCE, AND TRANSPORTATION

                        ONE HUNDRED EIGHTEENTH CONGRESS

                                 FIRST SESSION

                       MARIA CANTWELL, Washington, Chair
    AMY KLOBUCHAR, Minnesota             TED CRUZ, Texas, Ranking
    BRIAN SCHATZ, Hawaii                 JOHN THUNE, South Dakota
    EDWARD MARKEY, Massachusetts         ROGER WICKER, Mississippi
    GARY PETERS, Michigan                DEB FISCHER, Nebraska
    TAMMY BALDWIN, Wisconsin             JERRY MORAN, Kansas
    TAMMY DUCKWORTH, Illinois            DAN SULLIVAN, Alaska
    JON TESTER, Montana                  MARSHA BLACKBURN, Tennessee
    KYRSTEN SINEMA, Arizona              TODD YOUNG, Indiana
    JACKY ROSEN, Nevada                  TED BUDD, North Carolina
    BEN RAY LUJAN, New Mexico            ERIC SCHMITT, Missouri
    JOHN HICKENLOOPER, Colorado          J. D. VANCE, Ohio
    RAPHAEL WARNOCK, Georgia             SHELLEY MOORE CAPITO, West
    PETER WELCH, Vermont                     Virginia
                                         CYNTHIA LUMMIS, Wyoming
                       Lila Harper Helms, Staff Director
                     Melissa Porter, Deputy Staff Director
                         Jonathan Hale, General Counsel
                     Brad Grantz, Republican Staff Director
               Nicole Christus, Republican Deputy Staff Director
                         Liam McKenna, General Counsel
                                C O N T E N T S

                                  ----------
                                                                       Page
    Hearing held on June 21, 2023....................................     1
    Statement of Senator Cantwell....................................     1
    Statement of Senator Cruz........................................   143
    Statement of Senator Klobuchar...................................   148
    Statement of Senator Blackburn...................................   150
    Statement of Senator Tester......................................   151
    Statement of Senator Moran.......................................   153
    Statement of Senator Rosen.......................................   156
    Statement of Senator Welch.......................................   158

                                   Witnesses

    Hon. Rick Scott, U.S. Senator from Florida.......................     2
    Alvin Brown, Nominee to be a Member, National Transportation
      Safety Board...................................................     4
        Prepared statement...........................................     5
        Biographical information.....................................     6
    Anthony Rosario Coscia, Nominee to be a Director, Amtrak Board of
      Directors......................................................    19
        Prepared statement...........................................    21
        Biographical information.....................................    22
    Christopher Koos, Nominee to be a Director, Amtrak Board of
      Directors......................................................   122
        Prepared statement...........................................   124
        Biographical information.....................................   125
    Joel Matthew Szabat, Nominee to be a Director, Amtrak Board of
      Directors......................................................   131
        Prepared statement...........................................   132
        Biographical information.....................................   133

                                    Appendix

    Response to written questions submitted to Alvin Brown by:
        Hon. Tammy Duckworth.........................................   161
        Hon. Ben Ray Lujan...........................................   161
        Hon. Raphael Warnock.........................................   162
        Hon. Ted Cruz................................................   162
        Hon. Shelley Moore Capito....................................   163
    Response to written questions submitted to Anthony Rosario Coscia
      by:
        Hon. Tammy Duckworth.........................................   163
        Hon. Ben Ray Lujan...........................................   164
        Hon. Raphael Warnock.........................................   164
        Hon. Ted Cruz................................................   165
        Hon. Shelley Moore Capito....................................   166
    Response to written questions submitted to Christopher Koos by:
        Hon. Tammy Duckworth.........................................   167
        Hon. Raphael Warnock.........................................   167
        Hon. Ted Cruz................................................   168
        Hon. Shelley Moore Capito....................................   168
    Response to written questions submitted to Joel Matthew Szabat
      by:
        Hon. Tammy Duckworth.........................................   168
        Hon. Raphael Warnock.........................................   169
        Hon. Ted Cruz................................................   169
        Hon. Shelley Moore Capito....................................   170

     .                      NOMINATION TO THE NATIONAL

                          TRANSPORTATION SAFETY BOARD

                       AND THE AMTRAK BOARD OF DIRECTORS

                                  ----------

                            WEDNESDAY, JUNE 21, 2023

                                           U.S. Senate,
            Committee on Commerce, Science, and Transportation,
                                                        Washington, DC.
        The Committee met, pursuant to notice, at 10:04 a.m., in
    room SR-253, Russell Senate Office Building, Hon. Maria
    Cantwell, Chairwoman of the Committee, presiding.
        Present: Senators Cantwell [presiding], Klobuchar, Peters,
    Tester, Sinema, Rosen, Welch, Cruz, Fischer, Moran, and
    Blackburn.

               OPENING STATEMENT OF HON. MARIA CANTWELL,
                      U.S. SENATOR FROM WASHINGTON

        The Chair. Good morning. The U.S. Senate Committee on
    Commerce, Science, and Transportation will come to order. This
    morning, I am pleased to welcome the Amtrak and National
    Transportation Safety Board nominees and their families. Amtrak
    is an essential transportation provider for communities across
    the Nation.
        From the Northeast Corridor to the Pacific Northwest,
    Amtrak connects both rural and urban communities in an
    environmentally friendly way. But the pandemic took a toll on
    Amtrak, with ridership down 97 percent due to COVID 19.
        And thankfully, ridership has significantly improved from
    the recovery and the company is projected to be back at pre-
    pandemic ridership levels next year. I especially want to thank
    Amtrak for working with me to fully restore the Amtrak Cascades
    Service in my state of Washington and Oregon earlier this year.
        As ridership nears full recovery, Amtrak can focus its
    attention on expanding service and improving consumer
    experience. The bipartisan infrastructure law provided a
    historic $666 billion investment in rail, which will be used to
    purchase new passenger rail cars for Amtrak Cascades and
    provide more opportunities for states to expand.
        Ensuring these funds benefit the entire nation is as
    important to us, and I am pretty sure we will hear about
    transportation across our Northern tier states and wanting to
    make sure that service there is fully operational. Very
    important aspect, I know to Senator Tester, to myself, and to
    many others who want access to our National Parks.
        So, while we are moving forward, this hearing on nominees,
    I encourage both the White House and Minority Leader McConnell
    to work together to ensure that these nominees put forward to
    the Senate meet the requirements of the law and the country.
    These nominees are no stranger to the Committee.
        This is the third time the nominees have been before
    Congress, so hopefully we can get you over the goal line. The
    Amtrak nominees before us today, Mr. Anthony Coscia, who served
    as the Amtrak Board since--on the Board and as current Chair
    since 2010.
        Mayor Koos, who I hear about all the time from Senator
    Durbin, currently serves as the Mayor of Normal, Indiana, which
    is served by the Amtrak route. And Mr. Szabat, who recently
    retired from a long career in the Federal Service, including
    Undersecretary for Policy at the Department of Transportation
    under then Secretary Elaine Chao.
        We are also going to hear this morning from Mr. Alvin
    Brown, who was nominated by the President as a Member of the
    National Transportation Safety Board and is the Nation's safety
    watchdog, ensuring that both the transportation industry and
    the Department of Transportation are putting safety first,
    investigating civil transportation accidents, and providing
    recommendations that Congress can act on to improve safety.
        Mr. Brown has a long career in public policy, starting when
    he worked for then Senator Nelson. I actually didn't see that
    in your bio, so OK. I saw all of the other things. But as
    former Mayor of Jacksonville, which is where I am very familiar
    with your record, provides a unique perspective on
    transportation safety issues that the city had to deal with,
    and I think that will be beneficial as we require the NTSB to
    play a larger role in communicating the important safety needs
    of our Nation.
        Additionally, as the Mayor of the Nation's 11th largest
    city, he managed thousands of employees in a budget of nearly
    $2 billion. So, his unique experience will come--helpful at
    NTSB at retaining a workforce that needs to have the technical
    expertise that is important in a rapidly changing technological
    sector like transportation is today.
        So, I know we are expecting the Ranking Member to join us.
    We asked him. He suggested that we go ahead, but we are joined
    by our colleague and former member of this committee, Senator
    Rick Scott, to give an opening statement on behalf of Mr.
    Brown.
        And at this time, welcome back to the Committee. We miss
    having you here. So please give an opening statement in support
    of Mr. Brown.

                     STATEMENT OF HON. RICK SCOTT,
                       U.S. SENATOR FROM FLORIDA

        Senator Scott. Well, first Chair Cantwell, thank you for
    your hard work, and it is wonderful to be here. And want to
    recognize Ranking Member Cruz and members of the Committee. It
    is my great pleasure to introduce an outstanding Florida
    nominee to you today, former Mayor of Jacksonville, Alvin
    Brown.
        Mayor Brown was born in South Carolina. After moving to
    Florida, he attended Edward Waters College and Jacksonville
    University. He was elected to lead the City of Jacksonville in
    2011. Great time to jump into public service because we got
    elected basically about the same time. I started in January,
    and you started in--I think in May or June.
        I got to know Mayor Brown well during my time as Governor
    of Florida. We had a great working relationship. Mayor Brown
    made infrastructure and transportation safety a priority of his
    team. It was a big issue in Jacksonville.
        As Governor of Florida, my team and I worked closely with
    Mayor Brown to deliver for Jacksonville residents and the
    millions of visitors that come to and travel through
    Jacksonville each and every year. Mayor Brown and the 0007
    Florida Department of Transportation oversaw the I-95 Overland
    Bridge Replacement Project, a $196 million project, considered
    the largest and most successful highway construction effort in
    the state's history.
        We also worked closely with Mayor Brown when he launched a
    campaign to improve pedestrian and bicycle safety in
    Jacksonville. The coalition for the initiative included the
    City Council, Jacksonville Transportation Authority, Duval
    County Public Schools, Florida Department of Transportation,
    and the Florida Highway Patrol.
        We had the opportunity to work together to obtain Federal
    funding for deepening the Saint John's River to increase the
    safety and productivity of Jacksonville's port and provide
    further economic opportunities for the city. And if we hadn't
    done that, we wouldn't have seen the success of Jacksonville
    Port today.
        In addition, Mayor Brown successfully obtained a $10
    million Tiger Grant from the U.S. Department of Transportation
    to improve the efficiency of Jacksonville's port, increase
    access to rail and sea transportation.
        Additionally, Mayor Brown was responsible for the
    appointment of multiple Board members to the Jacksonville
    Aviation Authority, Jacksonville Port Authority, and
    Jacksonville Transportation Authority. Chairwoman, Mayor Brown
    has an excellent record of service to the citizens of the great
    state of Florida and our Nation.
        The NTSB Board needs hardworking and dedicated individuals
    who put safety as their top priority, and I believe that Mayor
    Brown will do excellent work on behalf of the American people
    in this role. I want to thank you for the opportunity to come
    here, and I can't say anything but wonderful things about my
    good friend, Mayor Alvin Brown.
        The Chair. Thank you. Thank you, Senator Scott. Thank you
    for being here. And we will make sure our committee colleagues
    know of your support for him, and I am sure Mr. Brown is very
    appreciative. So, we will now go down the list.
        First our--we will hear from Mayor Brown and his testimony.
    And I just want to suggest that you can--anybody who wants to
    introduce any of their family members who are here or joining
    us virtually can do so.
        Next, we will hear from Mr. Tony Coscia, the current Chair
    of Amtrak, who has been nominated to serve on the Amtrak Board.
    Then from Mr. Koos, and also finally, Mr. Szabat. So, we will
    start with you, Mr. Brown.

      STATEMENT OF ALVIN BROWN, NOMINEE TO BE A MEMBER, NATIONAL
                      TRANSPORTATION SAFETY BOARD

        Mr. Brown. Chair Cantwell, Ranking Member Cruz, members of
    the Committee, I am honored to appear before you today as the
    nominee to become a member of the National Transportation
    Safety Board. I am grateful to President Biden for selecting me
    to serve in this important role. I want to begin by thanking my
    wonderful wife of 30 years, Santhea, and my two sons, Joshua
    and Jordan, for their love and support.
        My wife, Santhea is here with me today, and my sons are
    watching today's hearing from home. My passion for public
    service is inspired by early--my early life experience. My
    wonderful mother raised five children by herself. I had a
    loving grandmother who instilled the values of community
    service, faith, and hard work. I worked full time at Winn-Dixie
    initially as part of a stock crew and eventually became a meat
    cutter to pay my way through school and became the first in my
    family to graduate from college.
        Early in my career, a great deal of trust and experience
    and responsibility was placed on me as a Senior Member of the
    White House Leadership Team under President Bill Clinton and
    Vice President Al Gore.
        As Al Gore's Vice President--a Senior Adviser for Urban
    Policy and Vice Chair of the White House Community Empowerment
    Board, I advised the President and the Vice President on a wide
    range of domestic issues, including community revitalization,
    job creation, new business development, and affordable housing.
        As an Executive Director of the White House Community
    Empowerment Board, I led the Administration's $4 billion
    Community Empowerment Initiative. The highly successful
    programs revitalized impoverished urban and rural communities,
    and generated an unprecedented level of private, public
    partnership, resulting in over $10 billion in private
    investments.
        I also served as a Senior Advisor to the late Commerce
    Secretary Ron Brown, focusing on base redevelopment, and I
    served as Senior Advisor at the U.S. Department of Housing and
    Urban Development, HUD. At HUD, I oversaw the Department's $100
    million disaster relief initiative and led the overhaul of the
    Department's disaster response efforts.
        In 2011, I made history as the first black elected Mayor of
    Jacksonville, Florida, which is the 12th largest city in the
    United States, comprised of 840 square miles with urban and
    rural communities. I was responsible for over 7,500 city
    employees and managed an annual budget of over $1.6 billion.
    Jacksonville has one of the largest ports in the United States.
        As Mayor, I led successful partnership efforts to modernize
    and improve safety at JAXPORT, including harbor deepening
    project, the mile point navigation fix, and the construction of
    the state-of-the-art intermodal container transfer facility. As
    Mayor, I have launched a 6-month campaign to improve pedestrian
    and bicycle safety in Jacksonville.
        The coalition for this initiative included the City
    Council, Jacksonville Sheriff's Office, Jacksonville
    Transportation Authority, Duval County Public Schools, Florida
    Department of Transportation, and Florida Highway Patrol. The
    Federal Highway Administration had selected Jacksonville as a
    pedestrian focused city, and the initiative sought to improve
    Jacksonville's then current status as one of the most dangerous
    cities in the United States for pedestrians and bicyclists.
        Additionally, during my term as Mayor, I was responsible
    for the appointment of multiple Board members to the
    Jacksonville Aviation Authority, Jacksonville Port Authority,
    and Jacksonville Transportation Authority.
        If confirmed by the Senate to become a member of the
    National Transportation Safety Board, I would look forward to
    working with the Board's mission, making transportation safe by
    conducting investigations and advocating for safety
    improvements.
        The NTSB mission is a deeply personal one for me. On
    October 26, 1995, my grandparents, Tillman and Elizabeth Brown,
    were involved in a crash. While riding in a van along
    interstate highway I-95 South, near Manning, South Carolina,
    the van hit something in the middle of the road and
    hydroplaned.
        Due to a major defect in the van's design, the doors opened
    during the crash and the occupants were thrown out of the
    vehicle. Both of my grandparents and uncle were killed as a
    result. This loss, I feel deeply to this day.
        I would like to thank the Committee for considering my
    nomination this morning, and I look forward to answering your
    questions.
        [The prepared statement and biographical information of Mr.
    Brown follow:]

          Prepared Statement of Alvin Brown, Nominee to be a Member,
                      National Transportation Safety Board
        Chair Cantwell, Ranking Member Cruz, and Members of the Committee,
    I am honored to appear before you today as the nominee to become a
    Member of the National Transportation Safety Board. I am grateful to
    President Biden for selecting me to serve in this important role.
        I want to begin by thanking my wonderful wife of thirty years--
    Santhea--and my two sons--Joshua and Jordan--for their love and
    support. My wife Santhea is here with me today, and my sons are
    watching today's hearings from home.
        My passion for public service is inspired by my early life
    experience. My wonderful mother raised five children by herself, and I
    had a loving grandmother who instilled values of community service,
    faith, and hard work. I worked full-time at Winn-Dixie, initially as
    part of a stock crew and eventually become a meat-cutter, to pay my way
    through school and became the first member of my family to graduate
    from college.
        Early on in my career, a great deal of trust and responsibility was
    placed on me as a senior member of the White House leadership team
    under President Bill Clinton and Vice President Al Gore. As Vice
    President Al Gore's Senior Advisor for Urban Policy, and Vice Chair of
    the White House Community Empowerment Board, I advised the President
    and Vice President on a wide range of domestic issues, including
    community revitalization, job creation, new business development and
    affordable housing. As Executive Director of the White House Community
    Empowerment Board, I led the Administration's $4 billion community
    empowerment initiatives. The highly successful programs revitalized
    impoverished urban and rural communities and generated unprecedented
    levels of public-private partnerships resulting in over $10 billion in
    private investments. I also served as Senior Advisor to the late
    Commerce Secretary Ron Brown, focusing on base redevelopment, and I
    served as Senior Advisor at the U.S. Department of Housing and Urban
    Development (HUD). At HUD, I oversaw the Department's $100 million
    disaster recovery initiatives, and led an overhaul of the Department's
    disaster response effort.
        In 2011, I made history as the first-ever Black elected Mayor of
    Jacksonville, Florida, which is the 12th largest city in the United
    States, comprised of 840 square miles with urban and rural communities.
    I was responsible for over 7,500 city employees and managed an annual
    budget of over $1.6 billion dollars. Jacksonville has one of the
    largest ports in the United States, and as mayor I led successful
    partnership efforts to modernize and improve safety at JAXPORT,
    including the Harbor Deepening Project, the Mile Point Navigation Fix,
    and the construction of a state-of-the-art Intermodal Container
    Transfer Facility.
        As Mayor, I also launched a six-month campaign to improve
    pedestrian and bicycle safety in Jacksonville. The coalition for the
    initiative included the City Council, the Jacksonville Sheriff's
    Office, the Jacksonville Transportation Authority, Duval County Public
    Schools, the Florida Department of Transportation, and the Florida
    Highway Patrol. The Federal Highway Administration had selected
    Jacksonville as a Pedestrian Focus City, and the initiative sought to
    improve Jacksonville's then-current status as one of the most dangerous
    U.S. cities for pedestrians and bicyclists.
        Additionally, during my term as Mayor I was responsible for the
    appointment of multiple Board members to the Jacksonville Aviation
    Authority, Jacksonville Port Authority, and Jacksonville Transportation
    Authority.
        If confirmed by the Senate to become a Member of the National
    Transportation Safety Board, I would look forward to supporting the
    Board's mission: Making transportation safer by conducting independent
    accident investigations, and advocating for safety improvements.
        The NTSB's mission is a deeply personal one for me. On October 26,
    1995, my grandparents Tillman and Elizabeth Brown were involved in a
    crash while riding in a van along interstate highway I-95 South near
    Manning, South Carolina. The van hit something in the middle of the
    road, and hydroplaned. Due to a major defect in the van's design, the
    doors opened during the crash and the occupants were thrown out of the
    vehicle. Both of my grandparents and an uncle were killed as a result.
    This is a loss I feel deeply to this day.

       I would like to thank the Committee for considering my
            nomination this morning, and I look forward to answering your
            questions.

       Thank you.
                                     ______

                          a. biographical information
        1. Name (Include any former names or nicknames used): Alvin Brown.
        2. Position to which nominated: National Transportation Safety
    Board
        3. Date of Nomination: January 23, 2023.
        4. Address (List current place of residence and office addresses)

            Residence: Information not released to the public.
            Office: Information not provided.

        5. Date and Place of Birth: June 12, 1962; Hackensack, New Jersey.
        6. Provide the name, position, and place of employment for your
    spouse (if married) and the names and ages of your children (including
    stepchildren and children by a previous marriage).

            Santhea Hicks--Director, Community Engagement, I'm A Star
            Foundation. She also periodically substitute teaches for Duval
            County Public Schools.
            Joshua Andrew Brown--Age 22; Jordan Latham Brown--Age 20.

        7. List all college and graduate degrees. Provide year and school
    attended.

       Edward Waters College--8/1981-5/1982--transferred to
            Jacksonville University

       Jacksonville University--8/1983-5/1985--BS Business
            Administration

       Jacksonville University--1988-1989--MBA

       Harvard Kennedy School of Government--Management Program
            Certificate 1996

       Duke University--8/2021 to present

        8. List all post-undergraduate employment, and highlight all
    management level jobs held and any non-managerial jobs that relate to
    the position for which you are nominated.
        See attached resume.
        9. Attach a copy of your resume.
        See attached resume.
        10. List any advisory, consultative, honorary, or other part-time
    service or positions with Federal, State, or local governments, other
    than those listed above, within the last ten years.
        See attached resume.
        Not applicable other than what was listed above.
        11. List all positions held as an officer, director, trustee,
    partner, proprietor, agent, representative, or consultant of any
    corporation, company, firm, partnership, or other business, enterprise,
    educational, or other institution within the last ten years.
        Gray Global Advisors (2017-2022)--Consultant
        12. Please list each membership you have had after 18 years of age
    or currently hold with any civic, social, charitable, educational,
    political, professional, fraternal, benevolent or religiously
    affiliated organization, private club, or other membership
    organization. (For this question, you do not have to list your
    religious affiliation or membership in a religious house of worship or
    institution.). Include dates of membership and any positions you have
    held with any organization. Please note whether any such club or
    organization restricts membership on the basis of sex, race, color,
    religion, national origin, age, or disability

       National Black MBA Association Board--Chairman, Audit
            Committee 2021 to present

       National Black MBA Association--Board of Directors--2021 to
            present

       National Black MBA Association--Chairman--2002-2007

       African American Mayors Association--Trustee--2012-2015

       African American Mayors Association--Advisory Board--2015 to
            present

       St. Joseph's Missionary Baptist Church Member--2001 to
            present

       St. Joseph's Missionary Baptist Church--Evangelism Team--
            2001 to present

       The National Park Service Advisory Board--2014-2016

       Families of Slain Children--Board Member--2009-2011

       Jacksonville Regional Chamber of Commerce--Board Member--
            2007

       Chairman of Ways & Means Committee, Kappa Alpha Psi
            Fraternity, Inc--2007-2010

       Jacksonville Chamber Board of Governors--2004-2005

       National Junior Achievement USA- Board Member--approximately
            2005

       Member Board of Director's Southern Christian Leadership
            Conference--2002-2005

       Zion Baptist Church--Board of Trustees Member--1997-2001

       Community of Hope Homeless Shelter Advisory--Board Member--
            1997-1999

       Washington Urban League Advisory Board Member--1993-1994

       NAACP Member--(Life Member) 1992

        13. Have you ever been a candidate for and/or held a public office
    (elected, non-elected, or appointed)? If so, indicate whether any
    campaign has any outstanding debt, the amount, and whether you are
    personally liable for that debt.
        Yes, I was a candidate and no I do not have any campaign debt.

       2010--Mayor, City of Jacksonville, Florida

       2014--Mayor, City of Jacksonville, Florida

       2018--Congressional candidate, 5th Congressional District of
            Florida

       1994--Congressional candidate, 3rd Congressional District of
            Florida

        14. List all memberships and offices held with and services
    rendered to, whether compensated or not, any political party or
    election committee within the past ten years. If you have held a paid
    position or served in a formal or official advisory position (whether
    compensated or not) in a political campaign within the past ten years,
    identify the particulars of the campaign, including the candidate, year
    of the campaign, and your title and responsibilities.

       Obama for America Campaign--2008--South Florida--Campaign
            Outreach

       Hillary for President Campaign--2008--Arlington, Virginia--
            Advisor

       City of Jacksonville, FL--2010--Candidate for Mayor

       Obama for America Campaign--Delegate to the 2012 Democratic
            National Committee Convention--2012--Campaign outreach

       Hillary For President Campaign--Senior Advisor--2016--
            Campaign outreach

       Biden For President Campaign Senior Advisor for Florida--
            2020--Campaign outreach

        15. Itemize all political contributions to any individual, campaign
    organization, political party, political action committee, or similar
    entity of $200 or more for the past ten years.
        See attached spreadsheet for FEC Filing for individual
    contributions.
        16. List all scholarships, fellowships, honorary degrees, honorary
    society memberships, military medals, and any other special recognition
    for outstanding service or achievements.

       Emerging Leaders Scholarship, Duke University

       Spring 2016 Fellow--Georgetown University Institute of
            Politics and Public Service

       Executive in Residence--Jacksonville University, Davis
            College of Business

       President's Scholarship--Jacksonville University

       Honorary Degree--Edwards Waters University

       Honorary Doctorate Degree--Jacksonville University

       Recognized by the 104th Congress for outstanding leadership
            in supporting rural communities by: Rep. Bill Emerson, Rep.
            Kika Delagarza

       Distinguished Service Award--US Conference of Mayors

       Chairman's Award (1999)--Congressional Black Caucus
            Foundation, Inc.

       Frederick Douglass Award--National Southern Christian
            Leadership Conference

       Excellence in Service Award--100 Black Men of America

       Distinguished Award for Government Services--National
            Baptist Convention USA Distinguished Alumni Award--Jacksonville
            University

       H. Naylor Fitzhugh Award--National Black MBA Association

        17. Please list each book, article, column, Internet blog posting,
    or other publication you have authored, individually or with others.
    Include a link to each publication when possible. Also list any
    speeches that you have given on topics relevant to the position for
    which you have been nominated. Do not attach copies of these
    publications unless otherwise instructed.
        I have not authored any such publications, either individually or
    with others. As Mayor of Jacksonville, I made many speeches and
    presentations, regarding America's ports and the value that they have
    to our economy, particularly as it relates to jobs and supporting
    businesses and small entrepreneurs; however, I do not have a complete
    list. As an example, in 2012, I hosted a national conference on ports
    and exports in Jacksonville,
        Florida to support small and medium sized companies on export
    strategies, in conjunction with the Jacksonville Chamber of Commerce
    and the U.S. Conference of Mayors.
        I also led a delegation of business leaders, the Jacksonville
    Regional Chamber of Commerce, and elected officials to Washington, DC
    in 2013 to make the case to the U.S. Army Corps of Engineers to deepen
    our port to allow larger ships to have entry into Jacksonville.
        18. List all speeches, panel discussions, and presentations (ex.
    powerpoint) that you have given on topics relevant to the position for
    which you have been nominated. Include a link to each publication when
    possible. If a link is not available, provide a digital copy of the
    speech or presentation when available.
        See attachment
        19. List all statements you have made during the past 10 years,
    including statements in news articles and radio and television
    appearances which are on topics relevant to the position for which you
    have been nominated. Including dates. Include a link to each statement
    when possible. If a link is not available, provide a digital copy of
    the statement when available.
        See attachment
        20. List all digital platforms (including social media and other
    digital content sites) on which you currently or have formerly operated
    an account, regardless of whether or not the account was held in your
    name or an alias. Include the name of an ``alias'' or ``handle'' you
    have used on each of the named platforms. Indicate whether the account
    is active, deleted, or dormant. Include a link to each account if
    possible.
        I have no social media accounts at the present time.
        There was a Twitter account set up when I served as Mayor and there
    was a parody account that someone set up.
        There was a Twitter account (@Alvin4Congress) set up when I ran for
    public office. I did not handle usage of the account and it is dormant.
        21. Please identify each instance in which you have testified
    orally or in writing before Congress in a governmental or non-
    governmental capacity and specify the date and subject matter of each
    testimony.
        I have never testified before Congress.
        22. Given the current mission, major programs, and major
    operational objectives of the department/agency to which you have been
    nominated, what in your background or employment experience do you
    believe affirmatively qualifies you for appointment to the position for
    which you have been nominated, and why do you wish to serve in that
    position?
        I have devoted much of my professional career to public service,
    with an emphasis on expanding opportunities and improving the quality
    of life for communities throughout America. While serving at the
    highest levels of the Federal government during the Clinton-Gore
    Administration, I was appointed to roles and responsibilities that
    reflected great confidence in my abilities by President Bill Clinton
    and Vice President Al Gore. My Federal service included many of the
    essential elements to become a successful member of the National
    Transportation Safety Board in the present day.
        More recently, as the Mayor of Jacksonville, Florida--America's
    twelfth-largest city by population, comprising 840 square miles of
    urban and rural communities--I was the elected chief executive of one
    of the country's fastest-growing cities, with responsibility for 7,000
    employees and an annual budget of one billion dollars. With a
    commitment to nonpartisan engagement of all stakeholders, I worked
    closely with federal, state, and local officials to obtain and leverage
    resources for our consolidated city-county government's priorities.
    Since Jacksonville was in the midst of a population and economic
    expansion during my term as Mayor, I focused heavily on improvements on
    the city's infrastructure and transportation networks.
        My work was championed by local stakeholders and recognized
    nationally by my peer mayors in the U.S. Conference of Mayors, who
    repeatedly appointed me to positions of leadership and advocacy on
    transportation issues:

       I served as Chairman of the U.S. Conference of Mayors for
            Ports and Exports. As Chairman, my job was to ensure that ports
            in cities across America had an opportunity to expand in a safe
            and effective manner. I led the effort to deepen the harbor at
            the Port of Jacksonville so that we could safely accommodate
            the world's largest cargo ships and improve safety for port
            workers. I worked with our state and congressional delegation
            to secure the approval and funding to do this work.

       I led a delegation to Washington, DC to visit the Army Corps
            of Engineers to make the case for deepening the harbor in
            Jacksonville. The deepening of the harbor would prevent
            shipping delays and lessen traffic congestion on our highway
            system. The deepening of the harbor would result in increased
            jobs and increased safety on our roads and bridges.

       I also served as Vice Chairman of the U.S. Conference of
            Mayors Transportation Committee. As part of its mission, this
            committee sought to identify best practices, including
            municipal-focused safety improvements, for every mode of
            transportation.

       As Mayor my administration launched a six month campaign to
            address pedestrian and bicycle safety in our city. The
            coalition for the initiative included: the Jacksonville
            Transportation Authority, Duval County Public Schools, the
            Jacksonville Sheriff's Office, Florida Department of
            Transportation, AARP, and the Florida Highway Patrol. The
            Federal Highway Administration selected Jacksonville as a
            Pedestrian Focus City. This initiative is critical as Chris
            Burns, Chair of the Jacksonville Bicycle Pedestrian Advisory
            Committee stated, ``We are optimistic that the coalition can
            improve Jacksonville's current status as one of the most
            dangerous major U.S. cities for pedestrians and bicyclists.''

        23. What do you believe are your responsibilities, if confirmed, to
    ensure that the department/agency has proper management and accounting
    controls, and what experience do you have in managing a large
    organization?
        If confirmed to serve as a Member of the National Transportation
    Safety Board, I will faithfully execute my responsibility as a
    fiduciary of the agency. As a Board member, I will engage NTSB
    leadership and other stakeholders to ensure the NTSB serves as a model
    for public sector management and financial best practices. Among other
    things, this means ensuring every dollar spent by the NTSB is directly
    aligned with the agency's core values: Integrity, Transparency,
    Independence, Excellence, and Diversity and Inclusion.
        I am confident I can carry out these responsibilities based on
    nearly thirty years of experience in leading public-sector
    organizations, including key Federal government initiatives and the
    City of Jacksonville, Florida, America's twelfth largest city by
    population. As Executive Director of the White House Community
    Empowerment Board, I led the Clinton-Gore Administration's $4 billion
    community empowerment initiatives, including the Empowerment Zone/
    Enterprise Community programs. The initiatives of the Community
    Empowerment Board aimed to expand opportunities and quality of life in
    urban and rural communities, and required communities to submit
    detailed applications subject to rigorous financial review and
    feasibility oversight.
        More recently, as Mayor of Jacksonville, Florida, I served as the
    chief executive for a workforce of 7,000 municipal employees with an
    annual budget of one billion dollars. The city's budget faced a
    substantial deficit at the very start of my tenure. I worked with our
    City Council to make hard choices and tradeoffs to produce balanced
    budgets that funded key priorities for Jacksonville's urban and rural
    communities, such as modernizing infrastructure, economic development,
    and improving overall quality of life. I also led the city's effort to
    finally reach a pension reform deal with the Jacksonville Police and
    Fire Pension fund, which was projected to save the city $1.1 billion
    over the next thirty years.
        Additionally, I worked closely with Jacksonville's Chief Financial
    Officer and City Council to ensure transparency and accountability in
    the city budget and expenditures, and to pass rigorous internal and
    external audits. My Administration refinanced $1.3 billion of
    Jacksonville's municipal bonds at lower interest rates to reduce the
    city debt load, and save city taxpayers $133 million over the life of
    the bonds. These fiscal improvements also resulted in Jacksonville
    being ranked #1 in the United States for investment performance in 2013
    by Morningstar.
        24. What do you believe to be the top three challenges facing the
    department/agency, and why?

      1.  Reaffirming America's standing at the forefront of transportation
            safety and best practices. The work to reaffirm America's
            transportation safety reputation on the world stage in the
            aftermath of the Boeing 737 Max accidents and the increasing
            numbers of roadway fatalities must engage our other Federal
            agency and industry stakeholders and encourage partnerships
            that accelerate implementation of safety recommendations. The
            agency must also identify new ways to proactively engage
            policymakers, regulators, industry, and the public to advocate
            for the adoption of safety best practices.

      2.  Modernizing technology. As automation and other new innovations
            such as augmented reality are implemented across all modes in
            transportation, the NTSB must have the tools necessary for
            timely and effective safety analysis. The agency must ensure it
            is leveraging new innovations in accident investigations.

      3.  Ensuring NTSB recruits and retains a talented, diverse workforce.
            The NTSB must maintain a strong, diverse workforce,
            particularly focusing on graduates from STEM disciplines. An
            inclusive workforce is especially important for the NTSB to
            properly undertake vital human factors research and analysis
            for an increasingly diverse transportation industry.
                       b. potential conflicts of interest
        1. Describe all financial arrangements, deferred compensation
    agreements, and other continuing dealings with business associates,
    clients, or customers. Please include information related to retirement
    accounts.
        I have no financial arrangements, deferred compensation agreements,
    and other continuing dealings with business associates, clients, or
    customers.
        2. Do you have any commitments or agreements, formal or informal,
    to maintain employment, affiliation, or practice with any business,
    association or other organization during your appointment? If so,
    please explain.
        No.
        3. Indicate any investments, obligations, liabilities, or other
    relationships which could involve potential conflicts of interest in
    the position to which you have been nominated. Explain how you will
    resolve each potential conflict of interest.
        None. In connection with the nomination process, I have consulted
    with the Office of Government Ethics and the NTSB's Designated Agency
    Ethics Official to identify any potential conflicts of interest. Any
    potential conflicts of interest will continue to be resolved in
    accordance with the terms of an ethics agreement that I have entered
    into with the NTSB's Designated Agency Ethics Official and that has
    been provided to this Committee. I am not aware of any potential
    conflicts of interest.
        4. Describe any business relationship, dealing, or financial
    transaction which you have had during the last ten years, whether for
    yourself, on behalf of a client, or acting as an agent, that could in
    any way constitute or result in a possible conflict of interest in the
    position to which you have been nominated. Explain how you will resolve
    each potential conflict of interest.
        None. In connection with the nomination process, I have consulted
    with the Office of Government Ethics and the NTSB's Designated Agency
    Ethics Official to identify any potential conflicts of interest. Any
    potential conflicts of interest will continue to be resolved in
    accordance with the terms of an ethics agreement that I have entered
    into with the NTSB's Designated Agency Ethics Official and that has
    been provided to this Committee. I am not aware of any potential
    conflicts of interest.
        5. Identify any other potential conflicts of interest, and explain
    how you will resolve each potential conflict of interest.
        In connection with the nomination process, I have consulted with
    the Office of Government Ethics and the NTSB's Designated Agency Ethics
    Official to identify any potential conflicts of interest. Any potential
    conflicts of interest will continue to be resolved in accordance with
    the terms of an ethics agreement that I have entered into with the
    NTSB's Designated Agency Ethics Official and that has been provided to
    this Committee. I am not aware of any potential conflicts of interest.
        6. Describe any activity during the past ten years, including the
    names of clients represented, in which you have been engaged for the
    purpose of directly or indirectly influencing the passage, defeat, or
    modification of any legislation or affecting the administration and
    execution of law or public policy.
        I have not served as a lobbyist. As previously indicated, as Mayor
    of Jacksonville, I worked with our state and congressional delegation
    to secure the approval and funding to deepen the harbor in
    Jacksonville.
                                c. legal matters
        1. Have you ever been disciplined or cited for a breach of ethics,
    professional misconduct, or retaliation by, or been the subject of a
    complaint to, any court, administrative agency, the Office of Special
    Counsel, professional association, disciplinary committee, or other
    professional group? If yes:

      a.  Provide the name of agency, association, committee, or group;

      b.  Provide the date the citation, disciplinary action, complaint, or
            personnel action was issued or initiated;

      c.  Describe the citation, disciplinary action, complaint, or
            personnel action;

      d.  Provide the results of the citation, disciplinary action,
            complaint, or personnel action.

        No.
        2. Have you ever been investigated, arrested, charged, or held by
    any Federal, State, or other law enforcement authority of any Federal,
    State, county, or municipal entity, other than for a minor traffic
    offense? If so, please explain. No.
        3. Have you or any business or nonprofit of which you are or were
    an officer ever been involved as a party in an administrative agency
    proceeding, criminal proceeding, or civil litigation? If so, please
    explain. No.
        4. Have you ever been convicted (including pleas of guilty or nolo
    contendere) of any criminal violation other than a minor traffic
    offense? If so, please explain. No.
        5. Have you ever been accused, formally or informally, of sexual
    harassment or discrimination on the basis of sex, race, religion, or
    any other basis? If so, please explain. No.
        6. Please advise the Committee of any additional information,
    favorable or unfavorable, which you feel should be disclosed in
    connection with your nomination.
        Throughout my career, my goal has always been to improve the
    quality of life for all Americans. I grew up in a rural part of South
    Carolina and understand that everyone deserves an equal opportunity for
    a good quality of life, and that includes a safe transportation system.
    I believe in public service and it is an honor to serve others.
                         d. relationship with committee
        1. Will you ensure that your department/agency complies with
    deadlines for information set by congressional committees, and that
    your department/agency endeavors to timely comply with requests for
    information from individual Members of Congress, including requests
    from members in the minority? Yes.
        2. Will you ensure that your department/agency does whatever it can
    to protect congressional witnesses and whistleblowers from reprisal for
    their testimony and disclosures? Yes.
        3. Will you cooperate in providing the Committee with requested
    witnesses, including technical experts and career employees, with
    firsthand knowledge of matters of interest to the Committee? Yes.
        4. Are you willing to appear and testify before any duly
    constituted committee of the Congress on such occasions as you may be
    reasonably requested to do so? Yes.
                                     ______

                             Resume of Alvin Brown
    EXPERIENCE
    08/2022-Present  U.S. Department of Transportation  Washington, DC
    Senior Advisor for Community Infrastructure Opportunities
       Position serves to: 1) Build greater awareness of
            transportation funding opportunities in the Bipartisan
            Infrastructure Law (BIL) for communities (particularly
            underserved communities) 2) Enhance the ability of these
            communities to successfully compete for and use such Federal
            transportation funding to plan, construct, operate, and
            maintain transportation projects.

       Attends meetings, conferences, and events as a senior
            representative of the Department. Delivers remarks and
            presentations focused on raising awareness of the opportunities
            provided by the Bipartisan Infrastructure Law.

       Participates in project and funding announcements and
            rollouts related to the BIL at the request of Departmental
            leadership.

       Advises community officials, leaders, and organizations on
            how to leverage Federal resources and partnerships to achieve
            their project goals. Provides connection to Departmental
            technical assistance resources to help them access funding
            opportunities.

       Identifies community leaders and organizations, including
            state and local elected officials, faith-based groups. To
            engage with, in close coordination with Public Engagement,
            Intergovernmental Affairs, Policy, and the BIL implementation
            team.

    1/2017-8/2022  Gray Global Advisors  Jacksonville, FL
    Business Consultant
       Provided advice to assist businesses, non-profit
            organizations, coupled with local state and Federal government
            to focus on public and private partnerships

    7/2020-12/2020  Biden for President  Jacksonville, FL
    Florida Senior Advisor
       Focused on outreach and engagement with the faith community

       Served as a key surrogate and met with key stakeholders

    5/2016-11/2016  Hillary for President  Washington, DC
    Senior Advisor
       Focused on engaging mayors and was a key surrogate on the
            campaign

    1/2016-5/2016  Georgetown University  Washington, DC
    Visiting Fellow at Georgetown University Institute of Politics and
            Public Service
       Led discussions with Georgetown students and faculty on the
            success and struggles of 21st century United States Mayors

       Engaged in conversations about the value of public/private
            partnerships to improve the quality of life for cities around
            the country

       Hosted a symposium for students and faculty with mayors from
            around the country in partnership with the U.S. Conference of
            Mayors

    7/2011-7/2015  City of Jacksonville  Jacksonville, FL
    Mayor of Jacksonville, Florida
       Elected as the first-ever African American Mayor of
            Jacksonville, Florida, the largest city by land area and 12th
            largest city by population in the continental United States

       Directly assisted 29 companies (including General Electric
            Oil & Gas, Deutsche Bank, Vistakon, and Embraer) to expand or
            relocate in Jacksonville, spurring at least $600 million in
            private sector investment and aiding the creation of 36,000
            jobs during his tenure;

       Negotiated a long-term pension agreement with the
            Jacksonville Police and Fire Pension Fund that saves
            Jacksonville taxpayers $1.5 billion over the next 35 years
            without the need for tax increases;

       Created a Downtown Investment Authority to attract corporate
            headquarters, residential housing, and retail businesses to the
            city's downtown core;

       Refinanced more than $1.3 billion in bonds at lower interest
            rates to reduce city debt and save taxpayers $133 million over
            the life of the bonds, pushing the city to be ranked first in
            the U.S. for investment performance in 2013 by Morningstar;

       Secured an IBM Smart Cities Challenge Grant to develop a
            data-driven action plan to spur downtown revitalization;

       Created a cabinet-level city department dedicated to
            veteran's services and military affairs, headed by a recently
            retired rear admiral who reported directly to the mayor;

       Built a Veteran's Resource Reintegration Center in City
            Hall, leveraging a $1 million donation from the Jacksonville
            Jaguar Foundation to aid veterans in facilitating transition
            into civilian life and the goal was to eliminate homelessness
            among veterans;

       Launched Jobs for Veterans, connecting talented veterans for
            local, regional, and national job opportunities;

       Established a Week of Valor, focusing the city's attention
            on challenges facing veterans such as suicide prevention;

       Earned the selection of Jacksonville under the Global Cities
            Initiative (in partnership with the Brooking Institute and JP
            Morgan) to develop export strategies for small and medium-sized
            businesses in northeast Florida;

       Served as an Executive Board Member and Chairman of the Task
            Force on Ports and Exports for the U.S. Conference of Mayors

       Launched a six-month multi--agency pedestrian and bicycle
            safety campaign. The city-wide coalition consisted of the
            Jacksonville Sheriff's Office, Jacksonville Transportation
            Authority, Duval County Schools, City Council, AARP, AAA, and
            the Florida Department of Transportation. The Federal Highway
            Administration designated Jacksonville as a Pedestrian Focus
            City.

    1/2010-7/2011  Jacksonville University-Davis School of Business
    Jacksonville, FL
    Executive-in-Residence
       Provided insights to faculty and students on public-private
            partnerships and the value it brings to communities in
            partnership with collaboration

    2009-2010  Brown Empowerment, LLC  Jacksonville, FL
    Chairman
       Provided strategic advice to business and government

       Served on a Senior Leadership Oversight Team for execution
            of projects and proposals

       Focused on public/private partnerships as the key community
            engagement lead

       Reviewed final project reports

       Developed best practices for engaging local municipalities
            at the Federal level

    2007-2008  Hillary Clinton for President  Arlington, VA
    Sr Advisor Urban Policy
       Senior Advisor for Urban Policy and Outreach

    2002-2007  Willie Gary Classic Foundation  Jacksonville, FL
    President & CEO
       Responsible for raising money for college scholarships

       Provided strategic planning and guidance to the foundation
            in its formative years

       Created a college fair program, consisting of over 65
            colleges and universities from around the county, and included
            college workshops

       Created the annual Martin Luther King, Jr. Academic
            Challenge, an essay contest that gave winning students,
            teachers and parents a trip to Atlanta, Ga in observance of the
            King Holiday

       Hosted an annual football classic between two HBCU's

       Forged partnerships with non-profit organizations, such as
            the King Center

    2005-2006  Bush/Clinton Katrina Fund  New Orleans, LA
    Executive Director
       Awarded over 20 million to houses of worship throughout the
            Gulf Coast region, including Alabama, Louisiana, and
            Mississippi

       Served over 1,100 churches throughout the Gulf Coast region
            by providing funding and coordinating rebuilding efforts

    2001-2002  America's Home Corporation  Washington, DC
    President
       Start-up organization focused on expanding affordable
            housing opportunities in urban areas

       Led a team that worked closely with local government,
            including housing authorities and planning and development
            staff. The team also wrote business plans, developed strategy,
            planned budgets

    1999-2001 The White House (Office of the Vice President) Washington, DC
    Senior Advisor to the Vice President Al Gore for Urban Policy and Vice
            Chairman of the White House Community Empowerment Board
       Advised President Clinton and Vice President Gore on a wide
            range of domestic issues, including community revitalization,
            job creation, new business development, and affordable housing.
    Executive Director of the White House Community Empowerment Board
       Led the administration's $4 billion community empowerment
            initiative, including the Empowerment Zone/Enterprise Community
            Programs. The highly successful programs offered incentives to
            revitalize impoverished urban and rural communities, and were
            intentionally designed and implemented to offer support using
            rigorous, objective, and non-partisan qualifications and
            feasibility criteria. ``The beyond politics'' approach to
            implementing the Empowerment Zone and Enterprise Community
            Programs generated unprecedented levels of public/private
            partnerships, which resulted in over $10 billion in private
            investments to the designated communities.

    1997-1998  U.S. Department of Housing and Urban Development
    Washington, DC
    Sr. Advisor to the Secretary and Director, Office of Special Actions
       Managed the Departments $100 million disaster recovery
            initiative, which included leading an overhaul of the
            department's disaster response effort.

       Restructured HUD's disaster recovery assistance program

       Managed a staff of 21 people

       Coordinated the administration effort on housing
            discrimination, including predatory lending

       Directed and oversaw HUD's recovery effort related to the
            1997 Red River Flood and acquired and coordinated $500 million
            of Federal appropriations to the disaster area.

       Created a HUD Disaster Federal Guidebook for the department

    1995-1997  U.S. Department of Agriculture  Washington, DC
    Deputy Administrator of Community Development
       Managed the USDA's $200 million Rural Empowerment Initiative
            that invested in rural communities' infrastructure, housing,
            job training, new technology, water and waste treatment
            systems, community-based organizations and non-profits

       Secured organizational partners for the USDA, including
            partnerships with the American Bankers Association, the Ford
            Foundation, the Kellogg Foundation, the Winthrop Rockefeller
            Foundation, the University of Texas-Pan American, the Annie E.
            Casey Foundation for the Mid-South, etc.

    1993-1994  U.S. Department of Commerce  Washington, DC
    Sr. Advisor to Secretary Ron Brown
       Worked with business, civic and community leaders on the use
            of military bases that were set for closure

       Responsible for developing a strategy to mitigate job-losses
            and leveraging community assets to attract new industry

       Built partnerships that resulted in converting military
            airports into civilian airports, expanding University campuses
            that were focused on increasing the community's long-term job
            creation

       Devised strategies to provide infrastructure and economic
            development by capitalizing on existing assets and planning for
            the future of the local communities

    1993  The White House Office of Presidential Personnel  Washington, DC
    Deputy Associate Director
       Responsible for assisting the Associate Director in
            recruiting qualified candidates for sub-cabinet positions with
            the Clinton/Gore Administration. The specific duties of this
            position are the following:

       Meeting with potential sub-cabinet prospects, and met with
            Cabinet Secretaries and Senior White House Staff regarding
            these prospects.

       Meeting with interest groups, elected officials, private
            sector associations and other organizations regarding prospects
            for sub-cabinet positions

    1992  President-Elect Clinton-Gore Transition Team  Washington, DC
    Executive Assistant to the Deputy Director
       Provided the Deputy Director with advice on personnel issues
            and identify highly qualified candidates for sub-Cabinet
            positions to serve in the Clinton Administration. Other
            functions and achievements constitute the following:

       Managed the work flow of the Deputy Director' office,
            including the preparation of policy papers and administration
            initiatives. Directed high level studies and analysis on
            personnel and diversity issues to provide a basis for policy
            formulation and program direction

    1990-1991  Office of U.S. Representative Bill Nelson (FL)  Washington,
    DC
    Legislative Intern
    Former Congressman Bill Nelson (D-FL) represented the 11th District of
            Florida
       Assisted in the drafting of floor statements, committee
            reports and procedural resolutions relating to labor, health,
            education and housing

       Researched and tracked legislation, attended House hearings
            and seminars, and coordinated legislative initiatives that were
            sponsored and/or favored by the Congressman

    1990-1991  Quaker Oats  Washington, DC
    Merchandising Representative
       Conducted analysis of competitive pricing surveys for major
            accounts in the Washington, DC metropolitan area

       Planned and implemented plan-o-grams to increase the
            marketability of merchandise

    1989  Brevard Community College  Palm Bay, FL
    Adjunct Instructor
       Taught Introduction of Principles of Sales

       Developed student lesson plans, projects, and materials to
            evaluate students understanding of information

    1985-1988  Nabisco Brands, Inc.  Palm Bay, FL
    Area Manager
       Managed several accounts valued at $1.5 million and
            increased revenue by 20 percent

       Prepared monthly activity reports covering brand sales
            performance on new products

       Rated #1 in sales in Florida and #1 in sales in the South
            East Region

       Responsible for business strategy implementation,
            management, and negotiation for distribution of new products
            and maintenance of existing products

       Monitored the performance of account executives to ensure
            the achievement of goals and objective

    1981-1985  Winn Dixie Inc.  Jacksonville, FL
    Manager Trainee
       Developed merchandising techniques to increase distribution
            and sales of Winn-Dixie manufactured products

       Developed and implemented cross merchandising strategies
            with other divisions within the company to create sales and
            increase the success rate on new products

       Certified in the grocery, dairy, produce, and meat divisions
    EDUCATION
    Jacksonville University, Jacksonville, FL

       Master of Business Administration (MBA), 1989

       Bachelor of Science (B.S.), 1985

       Edward Waters University, 1981-1983

       Harvard University--Kennedy School of Government, Cambridge,
            MA Postgraduate course, Senior Managers in Government, 1996

    Received Honorary Doctorate Degrees from--

       Edward Waters University & Jacksonville University
    PAST BOARD EXPERIENCE
       National Black MBA Association Board--Chairman, Audit
            Committee 2021 to present

       National Black MBA Association--Board of Directors--2021 to
            present

       National Black MBA Association--Chairman--2002-2007

       African American Mayors Association--Trustee--2012-2015

       African American Mayors Assoc--Advisory Board--2015 to
            present

       St. Joseph's Missionary Baptist Church Member--2001 to
            present

       St. Joseph's Missionary Baptist Evangelism Team 2001 to
            present

       The National Park Service Advisory Board--2014-2016

       Families of Slain Children--Board Member--2009-2011

       Jacksonville Regional Chamber of Commerce Board 2007

       Chairman, Ways & Means Committee, Kappa Alpha Psi
            Fraternity, Inc--2007-2010

       Jacksonville Chamber Board of Governors--2004-2005

       National Junior Achievement USA- Board--2005 (est.)

       Board of Director's Southern Christian Leadership
            Conference--2002-2005

       Zion Baptist Church--Board of Trustees--1997-2001

       Community of Hope Homeless Shelter Advisory Board--1997-1999

       Washington Urban League Advisory Board Member--1993-1994

       NAACP Member--(Life Member) 1981
    AWARDS AND ACCOLADES
       Honored on the floor of the 104th Congress for outstanding
            leadership in supporting rural communities by Rep. Bill Emerson
            and Rep Kika Delagarza

       Distinguished Service Award, U.S. Conference of Mayors

       Distinguished Alumni Award, Jacksonville University Board of
            Trustees

       Chairman's Award, Congressional Black Caucus Foundation

       Named as one of the Top 100 influential African-Americans by
            The Root

       Mayor Antonio Villaraigosa Award for Outstanding Leadership

       MLK Humanitarian Award, Jacksonville University

       Frederick Douglass Award, Southern Christian Leadership
            Conference

       Excellence in Service Award, 100 Black Men of America

       Distinguished Award for Government Services, National
            Baptist Conference USA

       President's Award, Jacksonville NAACP

       Recognized by Morehouse College Jacksonville Alumni
            Association for a

       Successful Ninth Annual Martin Luther King, Jr. Breakfast

        *Below is a brief synopsis of each article link listed. Newspaper
    links related to Mayor Brown's administration and transportation topics
    are at the bottom.

    ARTICLE 1--10/28/13 Journal of Commerce ``Here's what government,
    industry, and local leaders had to say in support of Jacksonville's
    harbor improvement projects and keeping these projects on track''

    *Mayor Brown discussed gaining authorization for dredging the channel
    and improving JAXPORT.

    ARTICLE 2--5/24/12 ``Jax Port officials announce start of Mile Point
    Project''

    *Jax Port officials and U.S. Army Corps of Engineers announced the
    start of the Mile Point Project that will help Jacksonville to compete
    globally when it comes to cargo shipping. It will create 3500 jobs. The
    port is the second largest employer in Jacksonville.

    ARTICLE 3--1/15/13--``Governor Scott pledges $36 million to fix Mile
    Point''

    *This money will make Jax Port a more navigable and efficient route for
    major container ships and will increase capacity to export domestic
    goods.

    ARTICLE 4--7/14/14

    *YouTube Video of Mayor Brown's budget address for Fiscal Year 2014-
    2015

    *One of the areas of investment will include: Job Creation, which
    includes deepening of the harbor and Mile Point navigation projects to
    expand JAXPORT. Mayor Brown appointed a Port Task Force to support the
    port's growth.

    ARTICLE 5--7/2/22--``The Alvin Brown Administration: Down to business--
    and Fast'' (The Florida Times Union)

    *Areas of Focus: Building a Budget, Pension Costs, Downtown
    Development, Economic Development. In the area of economic development,
    Mayor Brown will focus on growing the port. The key step will be
    getting Federal dollars to dredge the river and fix Mile Point.

    ARTICLE 6--7/17/15 (US Department of Commerce Press Release)

    ``US DOT Secretary Foxx visits Florida's I-95 Overland Bridge
    Replacement Project''

    *Mayor Brown joined Secretary Foxx at the I-95 Overland Bridge Project
    to replace aging infrastructure.

    The four day--five state bus tour called ``The Grow America Express'',
    served to show the importance of investing in America's infrastructure
    and encourage Congress to act on long-term transportation bills. This
    project would cost $196 million and $73 million would come from Federal
    funding. This would be the largest highway construction project in
    Northeast Florida's history.

    ARTICLE 7--12/3/11 ``Mayor Brown welcomes $10 million grant for Port''

    *After less than a week after Mayor Brown met with U.S. DOT Secretary
    Ray LaHood, the Federal government decided to provide a $10 million
    grant to JAXPORT

    *The TIGER grant will help build an intermodal container transfer
    facility and will assist in cutting truck traffic on Heckscher Drive
    and will increase efficiency at Jacksonville's waterfront

    *In October Mayor Brown was named Chairman of the U.S. Conference of
    Mayors' Metro Exports and Ports Task Force, a position that has helped
    to build relationships regarding global transportation issues

    ARTICLE 8--10/21/11--``Mayor Brown and business leaders to promote
    northeast Florida in Brazil''

    *A delegation of Jacksonville business leaders, including Mayor Brown
    and the Jax USA Partnership President, will join Governor Rick Scott in
    Sao Paulo, Brazil for a five-day economic development mission to
    promote Northeast Florida and attract new business

    *Brazil is one of Jacksonville's top trading partners.

    *The delegation will focus on aviation and transportation during the
    trip.

    *Embraer is headquartered in Brazil and established operations in
    Florida 30 years ago. The company named Jacksonville a location to
    build a facility to construct A-29 Super Tucano planes

    ARTICLE 9--10/30/14--``Mayor Brown kicks off pedestrian and bicycle
    safety campaign''

    *Mayor Brown announced a multi-agency coalition with: the Jacksonville
    Transportation Authority, Duval County Public Schools, Jax City
    Council, Jax Sheriff's Office, Florida Department of Transportation,
    AARP, the Florida Highway Patrol, and AAA to launch a 6-month campaign
    to address pedestrian and bicycle safety in Jacksonville.

    *The Federal Highway Administration designated Jacksonville as a
    Pedestrian Focus City, meaning Jacksonville will be eligible to receive
    technical assistance to help address high incidences of pedestrian
    crashes and fatalities in Jacksonville. The campaign will emphasize
    education, engineering, and enforcement

    ARTICLE 10--1/17/14--``Work starts on FedEx Ground Site''

    *State and local officials welcome Southern Division VP Bob Holcombe of
    FedEx to the $19 million groundbreaking of the FedEx Distribution
    Center at Cecil Commerce Center

    *The 300,000 square foot--state-of-the-art facility will be three to
    four times the size of the one it is replacing and it will create 180
    jobs

        https://www.joc.com/port-news/us-ports/port-jacksonville/what-they-
    are-saying-leaders-weigh-jacksonville-port-improvement-
    projects_20131028.html

        https://www.news4jax.com/news/2012/05/24/jaxport-officials-
    announce-start-of-mile-point-project/

        https://jaxusa.org/news/governor-pledges-36-million-to-fix-mile-
    point/

        https://www.coj.net/welcome/news/mayor-brown-invests-in-
    jacksonville-to-expand-oppo

        https://www.jacksonville.com/story/news/politics/2011/07/03/alvin-
    brown-administration-down-business-and-fast/15898041007/

        https://www.transportation.gov/briefing-room/us-transportation-
    secretary-foxx-visits-florida%E2%80%99s-i-95-overland-bridge-
    replacement

        https://www.coj.net/welcome/news/mayor-alvin-brown-welcomes-$10-
    million-grant-for-p.aspx

        https://www.coj.net/welcome/news/mayor-brown-and-business-leaders-
    to-promote-northe.aspx

        https://www.coj.net/welcome/news/mayor-brown-kicks-off-pedestrian-
    and-bicycle-safet

        https://www.jaxdailyrecord.com/news/2014/jan/17/work-starts-fedex-
    ground-site/
    Additional Articles
        https://www.bizjournals.com/jacksonville/news/2011/10/04/mayor-
    brown-to-head-up-national-port.html

        https://www.coj.net/departments/office-of-economic-development/
    jedc-information/press-room/city-facilitates-land-purchase-for-new-
    fedex-facil

        https://www.coj.net/city-council/st-johns-river-ferry-commission/
    ferry-operations/alerts/welcome-back-the-ferry!

        https://www.coj.net/city-council/headlines/st-johns-river-ferry-
    awarded-federal-lands-access

        https://www.coj.net/welcome/news/mayor-brown-kicks-off-pedestrian-
    and-bicycle-safet

        https://www.defense.gov/Multimedia/Photos/igphoto/2002032129/

        https://www.fhwa.dot.gov/pressroom/fhwa1509.cfm

        https://www.bizjournals.com/jacksonville/news/2013/09/20/mayor-
    brown-rallys-for-jaxport-deepening.html

        https://www.news4jax.com/news/2014/04/16/deepening-of-jacksonville-
    port-gets-approval/

        https://www.jaxport.com/northeast-florida-global-cities-export-
    plan-released/

        https://www.actionnewsjax.com/news/local/jaxport-welcomes-hoegh-
    jacksonville-jacksonville/83675193/

                                                                                      contribution_   contribution_
                            committee_name                            report_year     receipt_date    receipt_amount

    HILLARY FOR AMERICA                                                       2016      3/9/16 0:00             1000
    HILLARY FOR AMERICA                                                       2016     3/25/16 0:00              600
    BIDEN FOR PRESIDENT                                                       2020     6/25/20 0:00              500
    FRIENDS OF JIM CLYBURN                                                    2020     6/28/20 0:00             1000
    FRIENDS OF JIM CLYBURN                                                    2020     7/21/20 0:00             1000
    FRIENDS OF JIM CLYBURN                                                    2020     7/31/20 0:00              250
    BIDEN FOR PRESIDENT                                                       2020     8/12/20 0:00              250
    BIDEN ACTION FUND                                                         2020     8/12/20 0:00              250
    BUTTERFIELD FOR CONGRESS                                                  2020     8/24/20 0:00             1000
    BIDEN FOR PRESIDENT                                                       2020      9/1/20 0:00             1000
    BIDEN VICTORY FUND                                                        2020      9/1/20 0:00             1000
    BIDEN FOR PRESIDENT                                                       2020      9/4/20 0:00              500
    BIDEN VICTORY FUND                                                        2020      9/4/20 0:00              500
    JAIME HARRISON FOR U.S. SENATE                                            2020     9/27/20 0:00              500
    FRIENDS OF LUCY MCBATH                                                    2020    10/12/20 0:00              250
    KEEP GA06 BLUE                                                            2020    10/26/20 0:00             1000
    FRIENDS OF LUCY MCBATH                                                    2020     11/2/20 0:00             1000
    BIDEN FIGHT FUND                                                          2020     11/4/20 0:00              200
    DNC SERVICES CORP/DEMOCRATIC NATIONAL COMMITTEE                           2020     11/4/20 0:00              200
    BIDEN FIGHT FUND                                                          2020    11/14/20 0:00              200
    VAL DEMINGS FOR U.S. SENATE                                               2021     3/20/21 0:00              500
    BARBARA LEE FOR CONGRESS                                                  2021     3/29/21 0:00              250
    VAL DEMINGS FOR U.S. SENATE                                               2021     5/24/21 0:00              250
    FRIENDS OF JIM CLYBURN                                                    2021     8/31/21 0:00              250
    FRIENDS OF JIM CLYBURN                                                    2022     1/28/22 0:00             1000
    FRIENDS OF JIM CLYBURN                                                    2022     7/21/22 0:00              500

        The Chair. Thank you, Mr. Brown, and very sorry to hear of
    your personal loss.
        And I do think it helps inform people about the importance
    of safety, the importance that the NTSB can play, particularly
    in a time of change and a change in manufacturing, so look
    forward to asking you some follow-up questions on that.
        But thank you for your willingness to serve. Thank you for
    your leadership in Jacksonville. Mr. Coscia, welcome. Thank
    you.

    STATEMENT OF ANTHONY ROSARIO COSCIA, NOMINEE TO BE A DIRECTOR,
                       AMTRAK BOARD OF DIRECTORS

        Mr. Coscia. Good morning, Chair Cantwell, Ranking Member
    Cruz, and members of the Committee. I am Tony Coscia, the
    Chairman of Amtrak's Board of Directors. I am honored to serve
    on Amtrak's Board and to have the opportunity to work with our
    dedicated Amtrak employees and stakeholders.
        I am also grateful for the extraordinary level of support
    for passenger rail and Amtrak that this committee and Congress
    have demonstrated. When I joined Amtrak's Board in 2010, the
    company was still recovering from the near bankruptcy in the
    2000s that had eroded confidence in management and mission.
        There was no clear pathway for Amtrak's future, and some
    questioned whether Amtrak and the national network should
    continue to exist. I am proud to say that since then, Amtrak,
    working with our partners, has made significant progress. We
    grew ridership nationwide, attracted millions of new customers,
    while significantly improving financial performance.
        By the end of Fiscal Year 2019, Amtrak eliminated over $300
    million in annual operating losses, enabling us to increase
    spending on long overdue capital projects. We completed the
    nationwide installation of positive train control, and we were
    the first U.S. based railroad to implement a comprehensive
    safety management system.
        We launched more than a $10 billion program to re-fleet
    Amtrak with new energy efficient, U.S. made trains. We improved
    customer satisfaction despite the challenges of operating over
    aged infrastructure on host railroads that often fail to give
    Amtrak its vital statutory preference over freight trains.
        We safely maintained operations during the trouble--during
    the difficulties of the COVID-19 pandemic, and we have restored
    pre-pandemic service levels on nearly all of our routes. And we
    hired over 3,700 new employees in Fiscal Year 2022, and an
    additional 2,700 during the first 7 months of Fiscal Year 2023.
        These new hires, our workforce of the future, have allowed
    us to restore our operations. Amtrak investments are creating a
    pathway for strong job opportunities, particularly in segments
    of the economy that in the past have not benefited from capital
    expansion.
        A career in Amtrak and passenger rail represents an
    opportunity to develop skills that form a long-term career.
    Amtrak and its State partners were ready when Congress enacted
    the Infrastructure Investment and Jobs Act, which provides
    significant multi-year capital funding for intercity passenger
    rail--we have sought for decades.
        Using that funding, we finally were able to make vital
    investments in infrastructure and equipment and pursue the
    improvement and expansion of Amtrak service that the IIJA
    contemplates.
        On the Northeast Corridor, we have commenced early
    construction activities to replace the 150 year old BMP tunnel
    in Baltimore, and worked on Connecticut bridges and Maryland
    bridges, as well as construction of the Hudson River tunnel
    that is expected to start next year.
        On our national network, we are working with our partners
    to improve and expand service, including in states such as
    Ohio, West Virginia, Tennessee, Minnesota, Idaho, Kansas,
    Georgia, Mississippi, Louisiana, Texas, Colorado, and Arizona,
    all places that today have very little Amtrak service, and this
    gives us the opportunity to extend that service.
        We also intend to spend $1.3 billion in IIJA funding to
    complete the task of bringing all of our stations on our
    network for which Amtrak is responsible into full compliance
    with the Americans with Disabilities Act.
        We have made tremendous progress on this level. This
    funding will allow us to bring this to its full completion. And
    last December, Amtrak initiated the procurement of new
    passenger rail cars for our 14 overnight long distance routes.
    The new cars will replace our existing fleet with modern
    equipment that will improve safety, reliability, accessibility,
    and financial performance.
        This procurement, the largest U.S. order for long distance
    passenger cars since the 1940s, reflects Amtrak's commitment to
    our long distance network and our recognition of how important
    our network is to the communities it serves. The long distance
    system is the connective tissue of our national network, and it
    provides the anchor to expand ridership.
        Overcoming decades of underinvestment in passenger rail
    will not be accomplished overnight. Like every other
    transportation mode, passenger rail will require continued and
    sustained investment beyond the 5-year horizon of the IIJA.
        If I am confirmed, I can assure you that Amtrak will be a
    good steward of the funding you provided and that we will
    accomplish with this funding a case for continued investment.
    There has never been a more exciting time to be involved with
    Amtrak.
        Our nation needs improved and expanded intercity passenger
    rail service to alleviate congestion, reduce emissions, and
    provide mobility to our citizens. I am proud of what we have
    accomplished at Amtrak since I joined the Amtrak Board, and I
    welcome the opportunity to continue my service.
        Thank you for your support thus far, and I look forward to
    answering your questions.
        [The prepared statement and biographical information of Mr.
    Coscia follow:]

         Prepared Statement of Tony Coscia, Nominee to be a Director,
                           Amtrak Board of Directors
        Good morning, Chair Cantwell, Ranking Member Cruz, and members of
    the Committee.
        I am Tony Coscia, the Chairman of the Amtrak Board of Directors. I
    am honored to serve on Amtrak's Board and to have the opportunity to
    work with our dedicated Amtrak employees and stakeholders. I am also
    grateful for the extraordinary level of support for passenger rail and
    Amtrak that this Committee and Congress have demonstrated.
        When I joined Amtrak's Board in 2010 the company was still
    recovering from the near bankruptcy in the 2000s that had eroded
    confidence in its management and mission. There was no clear path for
    Amtrak's future, and some questioned whether Amtrak and its national
    network should continue to exist.
        I am proud to say that since then, Amtrak, working with our
    partners, has made significant progress:

       We grew ridership nationwide and attracted millions of new
            customers, while significantly improving financial performance.
            By the end of FY2019, Amtrak eliminated over $300 million in
            annual operating losses, enabling us to increase spending on
            long-overdue capital projects.

       We completed the nationwide installation of Positive Train
            Control and were the first U.S.-based railroad to implement a
            comprehensive Safety Management System.

       We launched a more than $10 billion program to re-fleet
            Amtrak with new, energy-efficient, U.S.-made trains.

       We improved customer satisfaction despite the challenges of
            operating over aged infrastructure and on host railroads that
            often fail to give Amtrak its vital statutory preference over
            freight trains.

       We safely maintained operations during the COVID-19 pandemic
            and have restored pre-pandemic service levels on nearly all
            routes.

       We hired over 3,700 new employees in Fiscal Year 2022, and
            an additional 2,700 during the first seven months of FY23.
            These new hires--our workforce of the future--have allowed us
            to restore our operations. Amtrak investments are creating a
            pathway for strong job opportunities, particularly in segments
            of the economy that in the past have not benefited from capital
            expansion. A career at Amtrak and in passenger rail represents
            an opportunity to develop skills that form the basis of a long-
            term career.

        Amtrak and its state partners were ready when Congress enacted the
    Infrastructure, Investment and Jobs Act (IIJA), which provides the
    significant, multi-year capital funding for intercity passenger rail we
    have sought for decades. Using that funding, we will finally be able to
    make vital investments in infrastructure and equipment, and pursue the
    improvement and expansion of Amtrak service the IIJA contemplates.
        On the Northeast Corridor, we have commenced early construction
    activities to replace the 150-year-old B&P Tunnel in Baltimore and
    construction of Gateway's Hudson River Tunnel is expected to commence
    next year.
        On our National Network, we are working with our partners to seek
    discretionary grants to improve and expand Amtrak service, including in
    states such as Ohio, West Virginia, Tennessee, Minnesota, Idaho,
    Kansas, Georgia, Mississippi, Louisiana, Texas, Colorado and Arizona
    that have little Amtrak service today.
        We intend to spend $1.3 billion in IIJA funding to complete the
    task of bringing all of the stations on our network for which Amtrak is
    responsible into compliance with the Americans with Disabilities Act.
        Last December, Amtrak initiated the procurement of new passenger
    railcars for our 14 overnight long-distance routes. The new cars will
    replace our existing fleet with modern equipment that will improve
    safety, reliability, accessibility, and financial performance. This
    procurement, the largest U.S. order for long-distance passenger cars
    since the 1940s, reflects Amtrak's commitment to our long-distance
    network and our recognition of how important that network is to the
    communities it serves. The long-distance system is the connective
    tissue for the National Network that provides an anchor to expand
    ridership.
        Overcoming many decades of underinvestment in passenger rail will
    not be accomplished overnight. Like every other transportation mode,
    passenger rail will require continued, sustained investment beyond the
    five-year horizon of the IIJA. If I am confirmed, I can assure you that
    Amtrak will be a good steward of the funding you have provided, and
    that what we accomplish with it will make the case for continued
    investment.
        There has never been a more exciting time to be involved with
    Amtrak. Our nation needs improved and expanded intercity passenger rail
    service to alleviate congestion, reduce emissions and provide mobility
    to our citizens. I'm proud of what we have accomplished since I joined
    Amtrak's Board and I welcome the opportunity to continue my service.
    Thank you for all your support thus far, and I look forward to
    answering your questions today.
                                     ______

                          a. biographical information
        1. Name (Include any former names or nicknames used):

            Anthony Rosario Coscia
            Nickname: Tony

        2. Position to which nominated: Director, AMTRAK Board of
    Directors.
        3. Date of Nomination: May 3, 2022.
        4. Address (List current place of residence and office addresses):

            Residence: Information not released to the public.
            Office: I work out of two offices of Windels Marx: New York, NY
            10019 and New Brunswick, NJ 08901.
        5. Date and Place of Birth: 09/09/1959; Paterson, New Jersey.
        6. Provide the name, position, and place of employment for your
    spouse (if married) and the names and ages of your children (including
    stepchildren and children by a previous marriage).

            Spouse: Alice Coscia, Nurse Practioner, Harrison Medical Group,
            Harrison, NJ
            Children: Daughter, Christine England, 34, Nurse Practioner,
            Family Health Institute, Kingston, NY; Son, Joseph Coscia, 32,
            Director, Potomac Economics, Ltd., Fairfax, VA; Son, Stephen
            Coscia, 31, PhD Candidate, University of Pennsylvania,
            Philadelphia, PA; Daughter, Elizabeth Coscia, 28, Student,
            Georgetown University Law Center, Washington, DC; Daughter,
            Marissa Coscia, 26, Director, Communications & Public Affairs,
            Global Strategy Group, New York, NY.

        7. List all college and graduate schools attended, whether or not
    you were granted a degree by the institution. Provide the name of the
    institution, the dates attended, the degree received, and the date of
    the degree.

       Rutgers University School of Law, Juris Doctorate (1984)

       Georgetown University School of Foreign Service, Bachelors
            of Science in Foreign Service, International Economics (1981)

        8. List all post-undergraduate employment, including the job title,
    name of employer, and inclusive dates of employment, and highlight all
    management-level jobs held and any non-managerial jobs that relate to
    the position for which you are nominated.
    Managerial/Related Positions Are Bolded Below:
       Graham and James (May 1982 to September 1982) Law Clerk

       Barnes Richardson and Colburn, LLP (May 1983 to September
            1983) Law Clerk

       Windels Marx Davies & Ives
        Partner (September 1990-January 1991)
        Member of the firm as a partner in the general corporate,
            commercial and real estate groups.
        Associate Attorney (September 1984-September 1990)
        General corporate, commercial and real estate practice.

       New Jersey Economic Development Authority (January 1991 to
            February 1992)
        Executive Director

       Windels Marx Lane & Mittendorf, LLP (February 1992 to
            Present)
        Partner & Member of Executive Committee
        Member of the firm as a partner in the general corporate,
            commercial and real estate groups.

        9. Attach a copy of your resume.
        Attached as Attachment A.
        10. List any advisory, consultative, honorary, or other part-time
    service or positions with Federal, State, or local governments, other
    than those listed above after 18 years of age.

       Chairman, Board of Directors, National Railroad Passenger
            Corporation (AMTRAK) (2013 to present); Appointed a Director of
            the Board in 2010 and reappointed in 2015

       Chairman, Board of Commissioners, Port Authority of New York
            & New Jersey (April 2003-February 2011) (continued on Board of
            Commissioners until June 2011)

       Vice Chairman, Gateway Program Development Corporation
            Commission (February 2016 to July 2019)

       Vice Chair, Gateway Development Commission (July 2019 to
            present)

       Member, New Jersey Restart and Recovery Commission (April
            2020 to present)

       Chairman, New Jersey Economic Development Authority
            (February 1992 to March 2003)

       Director, NJ Governor's Export Advisory Council (1996-1998)

       Director, New Capital Sources Partnership Board (1996-1997)

        11. List all positions held as an officer, director, trustee,
    partner, proprietor, agent, representative, or consultant of any
    corporation, company, firm, partnership, or other business, enterprise,
    educational, or other institution.

       Partner & Member of Executive Committee, Windels Marx Lane &
            Mittendorf, LLP (1992 to present)

       Member, Council of Trustees, New Jersey Performing Arts
            Center (2006 to present)

       Trustee, New Jersey Community Development Corporation (2007
            to present)

       Director, National Railroad Passenger Corporation (AMTRAK)
            (June 2010 to present)

       Trustee, Regional Plan Association (June 2011 to present)

       Advisory Board Member, Advance Realty Investors (March 2015
            to present; previously 1995-2006)

       Senior Advisor, Oaktree Transportation Infrastructure Fund,
            L.P. (August 2018 to present)

       Director, OceanFirst Financial Corp. (January 2018 to
            present)

       Director, OceanFirst Bank (January 2018 to present)

       Director, Neighborhood Property Group LLC (November 2020 to
            present)

       Member, Georgetown University Board of Directors (July 2016
            to present)

       Advisory Board Member, Georgetown University School of
            Foreign Service (2011 to present)

       Director, Suez North America Inc., successor to United
            Water, Inc. (December 2012-March 2022)

       Director, SUEZ SA (December 2020-March 2022)

       Director, Suez Utility Holdings Inc. (September 2019-March
            2022)

       Director, Sun Bancorp Inc. (November 2010-January 2018)

       Director, Sun National Bank (April 2011-January 2018)

       Regent, Georgetown University Board of Regents (2007-2013)

       Director, Tutor Perini Corporation (September 2012-May 2013)

       Trustee, New Jersey Network (NJN) Foundation (2001-2011)

       Director, Motor Coach Industries International, Inc. (May
            2009-September 2010)

       Trustee, Cerebral Palsy of North Jersey (2004-2010)

       Trustee, Liberty Science Center (2006-2008)

       Director, Marcal Paper Mills, Inc. (1998-2007)

       Director, Interchange Financial Services Corporation and
            Interchange Bank (1997-2007)

       Advisory Board, PNC Bank, NJ (1997-2007)

       Director, Ryan Beck & Co. (2006-2007)

       Trustee, George Street Playhouse (1996-2001)

        12. Please list each membership you have had after 18 years of age
    or currently hold with any civic, social, charitable, educational,
    political, professional, fraternal, benevolent or religiously
    affiliated organization, private club, or other membership
    organization. (For this question, you do not have to list your
    religious affiliation or membership in a religious house of worship or
    institution.). Include dates of membership and any positions you have
    held with any organization. Please note whether any such club or
    organization restricts membership on the basis of sex, race, color,
    religion, national origin, age, or disability.

       Member, New Jersey Alliance for Action (1998--Present)

       Member, National Association of Industrial and Office
            Properties, NJ Chapter (2004 to present)

       Member, New Jersey Performing Arts Center Council of
            Trustees (2006 to present)

       Director, New Jersey Community Development Corporation (2007
            to present)

       Member, Partnership for New York City (2007 to present)

       Member, Economic Club of New York (2008 to present)

       Director, Regional Plan Association (2011 to present)

       Advisory Board Member, Georgetown University School of
            Foreign Service (2011 to present)

       Member, Georgetown University Board of Directors (July 2016
            to present)

       Member, Georgetown University Board of Regents (2007-2013)

       Trustee, New Jersey Network (NJN) Foundation (2001-2011)

       Trustee, Cerebral Palsy of North Jersey (2004-2010)

       Director, Liberty Science Center (2006-2008)

       Trustee, George Street Playhouse (1996-2001)

        13. Have you ever been a candidate for and/or held a public office
    (elected, non-elected, or appointed)? If so, indicate whether any
    campaign has any outstanding debt, the amount, and whether you are
    personally liable for that debt.
        No.
        14. List all memberships and offices held with and services
    rendered to, whether compensated or not, any political party or
    election committee within the past ten years. If you have held a paid
    position or served in a formal or official advisory position (whether
    compensated or not) in a political campaign within the past ten years,
    identify the particulars of the campaign, including the candidate, year
    of the campaign, and your title and responsibilities.
        N/A
        15. Itemize all political contributions to any individual, campaign
    organization, political party, political action committee, or similar
    entity of $200 or more for the past ten years.

    ------------------------------------------------------------------------
            DATE           AMOUNT                    ENTITY
    ------------------------------------------------------------------------
     12/22/22         $300  Phil Cohen for City Council
     11/28/22         $300  New Brunswick Democrats 2022
     11/3/22         $2000  Tom Malinowski
     3/3/22          $2500  Congressman Donald Payne, Jr.
     2/16/22         $2900  Blumenthal Victory Fund
     9/28/21          $300  Murphy for Governor
     4/20/21       $10,000  New Jersey Democratic Party (Federal)
     3/9/21           $250  Benjamin 2021
     2/17/21         $2800  Friends of Schumer
     10/7/20         $2800  Defazio for Congress
     10/31/19         $300  Stevinson/Fernandez 2019
     8/8/19           $300  Blue PAC
     5/14/19         $2000  Cory 2020
     3/15/19        $2,000  Josh Gottheimer for Congress
     3/13/19        $1,000  Mark Kelly for Senate
     10/31/18         $300  Friends of Jim Cahill
     10/17/18       $2,700  Josh Gottheimer for Congress
     9/11/18          $250  Cahill Egan Escobar 2018
     4/19/18        $2,600  Menendez for Senate
     3/2/18           $250  Citizens to Re-elect Mayor Joseph H.
                                     Alessi
     10/27/16       $1,000  Sires for Congress
     7/29/16        $1,800  Josh Gottheimer for Congress
     4/13/16        $2,700  Hillary for America
     3/10/16        $2,700  Pascrell for Congress
     6/5/15         $2,700  Friends of Schumer
     6/30/14        $2,600  Cory Booker for Senate
     5/26/14          $650  Blumenthal for Connecticut
     5/2/14         $2,800  Menendez for Senate
     4/1/14           $500  Autumn Burke for Assembly 2014
     9/18/13          $250  Election Fund of Mayor Joseph Alessi
     8/13/13        $2,500  Booker for Senate
     9/13/11        $2,500  Menendez for Senate
     3/15/11          $500  Quinn for NY
    ------------------------------------------------------------------------

        16. List all scholarships, fellowships, honorary degrees, honorary
    society memberships, military medals, and any other special recognition
    for outstanding service or achievements.
    Recognition
       The Best Lawyers in America--Banking & Finance Law (2018-
            2023), Construction Law (2022-2023), Real Estate Law (2022-
            2023)

       City & State Responsible 100 (2018)

       City & State Transportation Power 100 (2022)

       NAIOP Industry Service Award (2022)

       NJBIZ 25 Legends (2012)

       NJBIZ Commercial Real Estate Power 50 (2011, 2014-2015,
            2017, 2019-2021)

       NJBIZ Health Care Power 50 (2020)

       NJBIZ Law Power 50 (2019, 2021-2022)

       NJBIZ Power 75: Real Estate (2016)

       NJBIZ Power 100 (2014-2022)

       NJBIZ Real Estate and Construction Power 50 (2013)

       NJ Chamber of Commerce Business Leadership Award (2017)

       Regional Plan Association's The John Zuccotti Award (2018)

       ROI-NJ Champions of the C-Suite, Recipient of the Inaugural
            Chairman Champions Award (2020)

       ROI-NJ Influencers: Law (2022)

       ROI-NJ Influencers: Power 50 (2018-2022)

       ROI-NJ Real Estate Influencers (2017-2022)

       Super Lawyers, Recognized for Real Estate (2018-2021)

       Honorary doctorate of humane letters from the New Jersey
            Institute of Technology (2007)

        17. List each book, article, column, letter to the editor, Internet
    blog posting, or other publication you have authored, individually or
    with others. Include a link to each publication when possible. If a
    link is not available, provide a digital copy of the publication when
    available.

       3/2/22: Op-ed featured on NJ.com/The Star-Ledger

       8/19/21, WSJ: Amtrak Defends Its Vision of U.S. Rail Service

       7/11/21, NJ.com: Amtrak chairman: Don't let this moment
            pass. It's time to build Gateway. | Opinion

       7/7/2020, International Business Times: How To Get Back on
            Track After COVID-19

       9/22/20, The Star Ledger (Newark, NJ): Amtrak Says It Must
            Repair Its Crumbling Storm Ravaged Hudson River Train Tunnel

       11/13/20, The Hill: Passenger rail investment offers non-
            stop service to a prosperous economy

       11/23/20, Railway Age: Defining Amtrak's True Mission

         Also featured on Rail Journal

        18. List all speeches, panel discussions, and presentations (e.g.,
    PowerPoint) that you have given on topics relevant to the position for
    which you have been nominated. Include a link to each publication when
    possible. If a link is not available, provide a digital copy of the
    speech or presentation when available.

       10/27/22 Amtrak Board of Directors to Meet in St. Louis
            (Answered questions but no prepared remarks.)

       6/9/22 Governor Hochul and Governor Murphy Announce Major
            Step Toward Modernization of Penn Station (No prepared
            remarks.)

       6/28/21 New York Penn Station Tour with Senator Schumer and
            United States Secretary of Transportation Peter Buttigieg (No
            prepared remarks.)

       4/29/21 Amtrak 50th Anniversary Media Call (See Attachment
            B.)

       11/23/20 Amtrak Year End Summary Media Call (See Attachment
            B.)

       4/23/20 Amtrak Covid Media Conference Call (See Attachment
            B.)

       11/8/19 Amtrak Year End Summary Media Call (No prepared
            remarks, responded to questions.)

       10/15/19 Amtrak Power in Partnership NBK (See Attachment B.)

       3/15/19--NAIOP NJ Public Policy Symposium, Speaker (See
            Attachment B.)

       2/13/19 Amtrak Power in Partnership NYP (See Attachment B.)

       4/27/18--Regional Plan Assembly, John Zuccotti Award Remarks
            (See Attachment B.)

       9/12/17--Association for a Better New York--Discussion on
            the Summer 2017 Penn Station infrastructure progress and
            additional improvements planned, as well as an update on the
            Gateway Program, Speaker (See Attachment B.)

       5/2/16--Crain's Real Estate Conference--Panel Discussion on
            ``Taking the Measure of Penn Station and the Cuomo
            Administration's Plans for It'' (See Attachment B.)

       5/7/15--Port Authority/Regional Plan Association Trans-
            Hudson Conference, (Panel Speaker, no prepared remarks.)

       4/24/15--Regional Plan Association, The RPA Assembly,
            Plenary Debate (Panel speaker, no prepared remarks.)

       10/23/14--Urban Land Institute, Fall Meeting,
            ``Transformative Projects: New York Style,'' Panelist (See
            Attachment B.)

       9/30/14--New Jersey Chamber of Commerce, Roundtable on
            Transportation, Speaker (See Attachment B.)

       5/12/14--Newark Regional Business Partnership,
            Transportation Leadership Awards, Keynote Speaker (See
            Attachment B.)

       9/9/13--New Jersey Alliance for Action, Annual
            Transportation Conference, Speaker (See Attachment B.)

       6/13/12--Regional Plan Association, Trans County Capacity
            Gateway Program, ``Crossing the Hudson: What's Next for
            Enhancing Trans-Hudson Capacity?'' Closing Remarks, Speaker
            (See Attachment B.)

       5/23/12--New Jersey Alliance for Action, Transportation
            Conference, Speaker (See Attachment B.)

       5/8/12--Amtrak, 5th Annual National Train Day Event at
            Moynihan Station, Speaker (See Attachment B.)

       4/7/12--Regional Plan Association, 2012 Assembly, Expert
            panelist on transportation. (Panel speaker--no prepared
            remarks.)

       11/1/11--Regional Plan Association and the Carnegie
            Endowment for International Peace, ``Road to Recovery:
            Transforming America's Transportation,'' . (Panel speaker--no
            prepared remarks.)

       7/19/11--Crain's New York, 4th Annual ``The Future of New
            York City 2011: Meeting the Growth Challenge'', ``Can the City
            Afford World Class Infrastructure?'' Panel, Moderator (See
            Attachment B.)

       6/2/11--ULI Infrastructure Conference, Regional
            Infrastructure 2011: A Strategic Priority Panel, Panelist (See
            Attachment B.)

       4/15/11 Regional Plan Association, 21st Annual Regional
            Assembly Luncheon--Finance Innovation Workshop, Panelist (See
            Attachment B.)

       3/30/11--The Institute for Real Estate Studies (IRES),
            Spring 2011 Board Meeting, Keynote Speaker, (See Attachment B.)
            http://www.smeal.psu.edu/ires/realestate/news/spring-2011/
            institute-for-real-estate-studies-spring-board-meeting

       1/20/11--CG-LA Infrastructure, Annual Global Strategic
            Infrastructure Leadership Forum, Speaker (See Attachment B.)

       9/15/10--Partnership for New York City, Next Gen Briefing,
            Speaker (See Attachment B.)

       4/13/09--New Jersey Alliance for Action, Annual Governor's
            Transportation Conference, Speaker (See Attachment B.)

       3/6/09--Princeton University Woodrow Wilson School of
            Government, ``Transportation & Infrastructure Issues for the
            Next Decade,'' Speaker (See Attachment B.)

       11/7/08--Saint Peter's College, Board of Regents 37th Annual
            Business Symposium, ``Leadership and Accountability in
            Challenging Times,'' Speaker (See Attachment B.)

       4/15/08--Crain's New York, Business Breakfast Forum, Speaker
            (See Attachment B.)

       4/2/08--National Association of Industrial Office Parks,
            Industrial Conference, Speaker (See Attachment B.)

       5/17/07--New Jersey Institute of Technology, Commencement,
            Speaker (See Attachment B.)

       6/13/06--Crain's New York, Business Breakfast, Speaker (See
            Attachment B.)

       5/10/06--New Jersey Alliance for Action, Speaker (See
            Attachment B.)

       9/15/05--Urban Land Institute, Speaker (See Attachment B.)

        19. List all public statements you have made during the past ten
    years, including statements in news articles and radio and television
    appearances, which are on topics relevant to the position for which you
    have been nominated, including dates. Include a link to each statement
    when possible. If a link is not available, provide a digital copy of
    the statement when available.

       1/19/23:

         Amtrak is eyeing new rail cars for long-distance
                trains through Chicago

         Amtrak Starts the Process for New Overnight Trains

       12/12/22:

         $16B Hudson River Tunnel Program Seeks Project
                Delivery Partner

       12/3/22:

         Amtrak's Gardner asserts mechanical ranks not thinned
                by furloughs (corrected)

       11/29/22:

         Amtrak Fiscal Year 2022: The Beginning of a New Era of
                Rail

       9/14/22:

         Hudson Tunnel Project Takes Another Major Step Forward

       8/8/22:

         The 2022 Transportation Power 100 (#4)

       8/8/22:

         Portal North Bridge groundbreaking signals start of
                new era

       8/1/22:

         Governor Murphy and U.S. Transportation Secretary
                Buttigieg, Alongside NJ TRANSIT and Federal and State
                Officials, Officially Break Ground on New Portal North
                Bridge Construction

       6/23/22

         Amtrak Awards Contract to Arup for Preliminary Design
                of Railroad Infrastructure That Will Support New York Penn
                Station Expansion

         Overburdened Penn Station Needs More Tracks. But Where
                Could They Fit?

       6/10/22:

         Amtrak Quotes on Major Step Toward Modernization of
                Penn Station

       5/2022:

         Renominated to third term on Amtrak board of directors

       4/2022:

         At last, commuters will see construction of a new
                Portal Bridge from their train windows

         Board Chair Tony Coscia and President & CEO Stephen
                Gardner filmed content about the future of rail at Moynihan
                Train Hall with PBS (not yet aired)

       2/2022:

         Amtrak Board Chair Tony Coscia was ranked No. 1 in
                this year's NJ Biz Power 100

       1/2022:

         Lamont Talks High-speed Rail with Amtrak Officials, No
                Word on Bypass Plans

         Spoke with Bloomberg, along with President and CEO
                Stephen Gardner and EVP Laura Mason for an article around
                Governor Hochul's plans for Penn Station and Amtrak's
                perspective on the project

       12/2021:

         The Jersey guy behind Amtrak's coming rebirth | Moran

         MTA and Amtrak reach deal to expand transit options

         Hudson River rail tunnel gets green light from the
                feds to start building it

         Amtrak Announces Bill Flynn to Retire and Names
                Stephen Gardner as New President and CEO

         Amtrak Fiscal Year 2021: Amidst Continuing Coronavirus
                Pandemic, Grew Ridership and Revenue and Introduced New
                Projects and Initiatives for the Future

       11/2021:

         On President Biden signing the Bipartisan
                Infrastructure Deal

         On the Infrastructure Investment and Jobs Act House
                Passage

         Amtrak Board Chair Tony Coscia was ranked No. 1 in
                this year's NJ Biz Commercial Real Estate Power 50

         A delayed transportation infrastructure project moves
                forward in the Northeast Corridor (filmed earlier in the
                year)

       11/15/21: Statement from Amtrak Board Chair Tony Coscia on
            President Biden signing the Bipartisan Infrastructure Deal

       11/5/21: Amtrak Statements on the Infrastructure Investment
            and Jobs Act House Passage

       8/27/21: New Financial Plan Should Qualify Hudson Tunnel
            Project for Improved Rating

       8/10/21: Statement from Amtrak Board Chair Tony Coscia on
            Infrastructure Bill Senate Passage

       5/21: Amtrak 50th Anniversary Video

       4/30/21: Amtrak at 50: Looking to the Future

       4/26/21: Day on the Hill 2021 Keynote Speaker

       1/21/21: Amtrak Statement by Board Chairman Tony Coscia on
            the Nomination of Amit Bose as Deputy Administrator of the
            Federal Railroad Administration

       1/18/21: Amtrak Statement by Board Chairman Tony Coscia on
            the Nomination of Polly Trottenberg as Deputy Secretary of
            Transportation

       12/30/20: Amtrak Expands its Presence in New York City with
            the Addition of the Moynihan Train Hall

       12/15/20: Amtrak Statement by Board Chair Tony Coscia on the
            Nomination of Pete Buttigieg as USDOT Secretary

       11/23/20: Amtrak Fiscal Year 2020: Prioritized Customer
            Safety, Advanced Infrastructure and Fast-Tracked Technology

       11/20/20: Amtrak and NJ TRANSIT Complete the Refresh of the
            Ticketed Waiting Area at New York Penn Station

       10/28/20: Amtrak Statement by Board Chair Tony Coscia on the
            Opening of Moynihan Train Hall

       7/24/20: Amtrak and NJ TRANSIT Open First Phase of the
            Refreshed Ticketed Waiting Area at New York Penn Station

       3/2/20: Amtrak Names William Flynn as CEO and President

       11/8/19: Improved Safety and Customer Experience Drive
            Record Amtrak Ridership

       10/17/19: Governor Murphy, Amtrak, and NJ TRANSIT Announce
            Fall 2019 Construction Program at Four Stations

       10/15/19: Governor Murphy, Amtrak and NJ TRANSIT Continue
            Collaboration Through Fall Construction Program at Four
            Stations

       5/14/19: Amtrak and NJ TRANSIT Continue Partnership with $31
            Million Northeast Corridor Infrastructure Investment

       5/1/19: Amtrak Celebrates 48 Years; Looks to the Future

       3/7/19: Statement from Amtrak Board Chair Tony Coscia and
            Amtrak President & CEO Richard Anderson

       2/13/19: Governor Murphy, Amtrak and NJ TRANSIT Announce
            Financial Settlement, Enhancements for Commuters In and Out of
            New York Penn Station

       2/1/19: Amtrak Board Names Kevin Winters Inspector General

       11/16/18: Amtrak Sets Revenue And Earnings Records Delivers
            Best Operating Performance in Company History

       3/21/18: Amtrak To Name Rochester Station In Honor of
            Congresswoman Louise M. Slaughter (See Attachment C.)

       12/14/17: Wick Moorman To Step Down As Amtrak Co-CEO, Assume
            Role of Senior Advisor (Link no longer accessible on the Amtrak
            Media Center.)

       11/16/17: Amtrak Sets Ridership, Revenue And Earnings
            Records

       6/26/17: Amtrak Names Transportation Veteran Richard
            Anderson President and CEO (See Attachment C.)

       11/17/16: Amtrak Delivers Strong FY 2016 Financial Results

       1/31/17: Amtrak Welcomes Aboard U.S. Secretary of
            Transportation Elaine Chao (See Attachment C.)

       10/14/16: Secretary Foxx, Sens. Schumer, Gillibrand,
            Menendez & Booker, Chairman Coscia Announce Major Development
            For Urgently-Needed Gateway Program (Link no longer accessible
            on the Amtrak Media Center.)

       8/26/16: Amtrak Invests $2.4 Billion For Next-Gen High-Speed
            Trainsets and Infrastructure Upgrades

       8/19/16: Amtrak Names Industry Veteran Wick Moorman
            President and Chief Executive Officer (Link no longer
            accessible on the Amtrak Media Center.)

       12/16/15: Statement from Amtrak Board of Directors Chairman
            Tony Coscia (See Attachment C.)

       12/10/14: Amtrak: Unlock Passenger Rail's Potential (Link no
            longer accessible on the Amtrak Media Center.)

       11/25/14: Amtrak Delivers Strong FY2014 Financial Results
            (Link no longer accessible on the Amtrak Media Center.)

       10/27/14: Amtrak Ridership and Revenues Continue Strong
            Growth in FY 2014 ((Link no longer accessible on the Amtrak
            Media Center.)

       5/30/13: Statement From Amtrak Board of Directors Chairman
            Tony Coscia ON Funding Announcement To Preserve Hudson Future
            Rail Tunnel Right-of-Way (See Attachment C.)

       3/18/13: Anthony R. Coscia Elected Chairman, Amtrak Board of
            Directors (See Attachment C.)

        20. List all digital platforms (including social media and other
    digital content sites) on which you currently or have formerly operated
    an account, regardless of whether or not the account was held in your
    name or an alias. Include the full name of an ``alias'' or ``handle'',
    including the complete URL and username with hyperlinks, you have used
    on each of the named platforms. Indicate whether the account is active,
    deleted, or dormant. Include a link to each account if possible.
        N/A
        21. Please identify each instance in which you have testified
    orally or in writing before Congress in a governmental or non-
    governmental capacity and specify the date and subject matter of each
    testimony.

       September 7, 2022--Provided oral testimony and written
            statement before The United States Senate Committee on
            Commerce, Science and Transportation, Washington, DC, regarding
            my nomination to be a Director of the Amtrak Board of
            Directors.

       May 4, 2015--Provided oral testimony and written statement
            before The United States Senate Committee on Commerce, Science
            and Transportation, Field Hearing, Newark, NJ, regarding the
            Gateway Project and the necessity for increased Federal capital
            support. Hearing entitled, ``Passenger Rail Reauthorization:
            The Future of the Northeast Corridor.''

       December 10, 2014--Provided oral testimony and written
            statement before The United States Senate Committee on
            Commerce, Science and Transportation, Subcommittee on Surface
            Transportation and Merchant Marine Infrastructure, Safety, and
            Security, Washington, DC, regarding future of passenger rail
            and necessity for increased Federal capital support. Hearing
            entitled, ``Passenger Rail: Investing in our Nation's Future.''

       November 18, 2009--Provided oral testimony and written
            statement before The United States Senate Committee on
            Commerce, Science and Transportation, Washington, DC, regarding
            my nomination to be a Director of the Amtrak Board of
            Directors.

       October 4, 2007--Provided oral testimony and submitted
            written statement for hearing on ``The SAFE Port Act: One Year
            Later,'' The United States Senate Committee on Commerce,
            Science and Transportation, Washington, DC.

        22. Given the current mission, major programs, and major
    operational objectives of the department/agency to which you have been
    nominated, what in your background or employment experience do you
    believe affirmatively qualifies you for appointment to the position for
    which you have been nominated, and why do you wish to serve in that
    position?
        I have considerable public sector experience relating to the
    infrastructure and transportation industries generally and nearly two
    decades working with transit and intercity passenger rail providers.
    This includes service on the Amtrak Board since June 2010 and as Chair
    since March 2013. In addition, I have over 30 years of private sector
    experience in related areas, including real estate, finance and
    corporate governance and believe that this combination of experience at
    the intersection of the public and private sectors allowed me to make
    meaningful contributions to Amtrak and the advancement of the Nation's
    intercity passenger rail system.
        In short, I wish to serve on Amtrak's board of directors because a
    vibrant intercity rail system is critical to America's economic future,
    and I believe I have the requisite qualifications to help Amtrak
    achieve that goal.
        23. What do you believe are your responsibilities, if confirmed, to
    ensure that the department/agency has proper management and accounting
    controls, and what experience do you have in managing a large
    organization?
        If re-confirmed as an Amtrak board member, my responsibilities
    would include helping to establish Amtrak's strategy for growth and
    success, along with implementation of the recently enacted bipartisan
    infrastructure law. I will continue my efforts to strengthen Amtrak
    project and program management capabilities, management and accounting
    controls and collaboration efforts with key Amtrak partners and
    stakeholders, including state and commuter agencies, host railroads and
    the Department of Transportation. I will keep apprised of best
    practices relating to management, technology, strategy within the rail
    industry and advance incorporation of such controls by Amtrak. I will
    discharge these responsibilities through attendance at meetings of the
    Amtrak Board of Directors and regular interaction, consultation and
    dialogue with Amtrak executive staff.
        As Chairman of the Port Authority, I exercised broad policy
    oversight responsibility in connection with the agency's varied
    businesses and multi-billion-dollar annual capital and operating
    budget. My role also included advancing the mission and promoting the
    objectives of the Port Authority to the general public. During my
    tenure, I spearheaded the adoption of the agency's 10-year capital
    plan. I also led the first major effort at the Port Authority in 26
    years to amend the agency's by-laws. The amended by-laws included a
    variety of measures intended to enhance the Port Authority's
    transparency and strengthen its management and accounting controls.
        I am also a Partner and Executive Committee member of Windels Marx
    Lane & Mittendorf, LLP, one of the New York region's oldest law firms.
    I am a member of the Firm's Corporate & Securities, Financial
    Transactions and Real Estate Practice Groups. My practice focuses
    primarily on corporate, commercial and real estate matters, with a
    concentration on the financial elements of these transactions. I
    represent financial institutions, investors and major corporations on a
    broad variety of matters, including corporate and real estate finance
    transactions, asset restructure and recovery, regulatory compliance,
    mergers and acquisitions and general litigation. In addition, I
    regularly advise real estate developers, private equity firms,
    technology companies, not-for-profit organizations and utilities. I
    also have specific experience in the area of redevelopment finance and
    have worked extensively on corporate governance issues.
        From February 1992 to March 2003, I served as Chairman of the New
    Jersey Economic Development Authority (``NJEDA''), one of the largest
    state-sponsored development banks in the United States. The NJEDA, with
    more than $2 billion in assets and $14 billion in financing, is charged
    with strengthening the state's economic base and renewing communities
    through business expansion and attraction, job creation and retention
    and revitalization of underutilized properties.
        I have also served as a director and audit committee member of
    several public and closely held corporations in the financial services,
    investment banking, real estate and manufacturing sectors.
        24. What do you believe to be the top three challenges facing the
    department/agency, and why?
        The top three challenges are:

      1.  For decades, the top challenge for Amtrak is the lack of reliable
            capital funding to replace and rehabilitate our aged assets.
            However, now that the IIJA was enacted, Amtrak and our partners
            will receive historic levels of Federal investment in passenger
            rail to finally help address SOGR backlog as well as begin to
            modernize our rail assets. The challenge is that we must
            deliver these infrastructure projects in a prudent manner--on
            time and on budget--for the American taxpayer. In addition,
            while the IIJA is a critical down payment on improving these
            aged assets, it is simply not sufficient to meet all of the
            needs, both on the NEC and throughout our National Network.
            With the funding now provided, plus continued annual
            appropriations now authorized by Congress over the near term,
            Amtrak can develop a long-term capital investment plan that
            results in better, more comprehensive passenger rail service
            throughout the country.

      2.  Persuading the public-at-large that travel by rail is a
            meaningful alternative to driving or flying for short-or
            middle-distance travel. With the exception of the Northeast
            Corridor and limited areas in the South, Midwest and West Coast
            where significant investments were made to develop a modern
            system, intercity passenger rail in the United States currently
            provides important but admittedly limited options to travelers
            because of sparse frequencies, reliability challenges and
            lengthy travel times. As a result, demand in such markets
            suffers as travelers choose road or air, leading to congestion
            on those intercity corridors. I believe that a vibrant
            intercity rail system that can offer trip-time competitive,
            multi-frequency travel options creates viable new options for
            mobility and help relieve congestion on the roads and in the
            air, resulting in higher economic productivity, fewer
            greenhouse gases, and greater economic opportunities for
            currently underserved communities and individuals. With
            enactment of the bipartisan infrastructure law, we can begin
            addressing the key markets that deserve passenger rail service,
            but to date are underserved or unserved completely.

      3.  Improving the planning, development and execution of Amtrak's new
            vision, major projects and historic levels of funding. In order
            to sustain the trust of the general public and Congress
            following the enactment of the IIJA, Amtrak must develop the
            capacity, expertise, and know-how to deliver new and expanded
            services across the county in partnership with a wide variety
            of stakeholders and counterparties. If re-confirmed, I will
            continue to push Amtrak to improve its capabilities to serve
            our partners and stakeholders, including the States and
            commuter authorities that are essential to the Amtrak system,
            and to strive to find solutions with our various host railroads
            that permit Amtrak to grow and properly serve customers.

        Improving transparency and accountability of Amtrak's board and
    management staff and improving the execution of the agency's major
    projects. Amtrak already took significant steps in this area and, if
    re-confirmed, I will continue to push Amtrak to clearly state the
    results of our business, identify our challenges, propose responsible
    solutions and communicate with our partners and stakeholders, including
    the States and commuter authorities essential to the Amtrak system.
        Equally, the company must demonstrate an ability to use taxpayer
    funds wisely and efficiently. As Amtrak enters an era of capital
    renewals and expansion, supported by the investments that will be made
    by the IIJA, Amtrak must shift from an organization preliminary focused
    on preservation and maintenance of existing assets to one focused on
    delivering major projects and expanding assets to accommodate growth.
    This will require a renewed focus on project execution and procurement
    processes and greater sophistication in Amtrak's planning and project
    management capacity. If re-confirmed, I will work with my fellow Board
    members to drive improvements in all of these areas.
                       b. potential conflicts of interest
        1. Describe all financial arrangements, deferred compensation
    agreements, and other continuing dealings with business associates,
    clients, or customers. Please include information related to retirement
    accounts, such as a 401(k) or pension plan.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        2. Do you have any commitments or agreements, formal or informal,
    to maintain employment, affiliation, or practice with any business,
    association, or other organization during your appointment? If so,
    please explain.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Office of the Government Ethics and the Amtrak Chief Ethics Officer and
    General Counsel to identify potential conflicts of interest. Any
    potential conflicts of interest will be resolved in accordance with the
    Amtrak Board of Directors' Code of Business Conduct and Ethics and the
    terms of the Authority's Ethics Opinion Letter which has been provided
    to this Committee. I am not aware of any other potential conflicts of
    interest.
        3. Indicate any investments, obligations, liabilities, or other
    relationships which could involve potential conflicts of interest in
    the position to which you have been nominated. Explain how you will
    resolve each potential conflict of interest.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Office of the Government Ethics and the Amtrak Chief Ethics Officer and
    General Counsel to identify potential conflicts of interest. Any
    potential conflicts of interest will be resolved in accordance with the
    Amtrak Board of Directors' Code of Business Conduct and Ethics and the
    terms of the Authority's Ethics Opinion Letter which has been provided
    to this Committee. I am not aware of any other potential conflicts of
    interest.
        4. Describe any business relationship, dealing, or financial
    transaction which you have had during the last ten years, whether for
    yourself, on behalf of a client, or acting as an agent, that could in
    any way constitute or result in a possible conflict of interest in the
    position to which you have been nominated. Explain how you will resolve
    each potential conflict of interest.
        In connection with the nomination process, I consulted with the
    Office of Government Ethics and the AMTRAK Board of Directors'
    designated agency ethics official to identify any potential conflicts
    of interest. Any potential conflicts of interest will be resolved in
    accordance with the terms of an ethics agreement that I entered into
    with the Board's designated agency ethics official and that was
    provided to this Committee. I am not aware of any other potential
    conflicts of interest.
        5. Identify any other potential conflicts of interest, and explain
    how you will resolve each potential conflict of interest.
        In connection with the nomination process, I consulted with the
    Office of Government Ethics and the Amtrak Board of Directors'
    designated agency ethics official to identify any potential conflicts
    of interest. Any potential conflicts of interest will be resolved in
    accordance with the terms of an ethics agreement that I entered into
    with the Board's designated agency ethics official and that was
    provided to this Committee. I am not aware of any other potential
    conflicts of interest.
        6. Describe any activity during the past ten years, including the
    names of clients represented, in which you have been engaged for the
    purpose of directly or indirectly influencing the passage, defeat, or
    modification of any legislation or affecting the administration and
    execution of law or public policy.
        In connection with my role as Chair, my activities have included
    offering support for the Amtrak appropriations and Legislative and
    Grants requests; support for modifications to the RRIF program for
    major infrastructure projects; support for developing a dedicated,
    multi-year source of funding for intercity passenger rail; coordination
    with the DOT on issues pertaining to various DOT-administered programs,
    grants and other funding applicable to Amtrak; coordination with DOT on
    major Amtrak procurements; support for various measures impacting
    intercity passenger rail including reauthorization of PRIIA; Surface
    Transportation bill; Grow America; support adoption of comprehensive
    port security legislation (pending); and support increased Federal
    funding of harbor deepening program. I have also argued in opposition
    to airport slot auctions and supported increased Federal funding of a
    Next Generation air traffic control system; increased Federal funding
    for rail security; and support a national infrastructure bank.
                                c. legal matters
        1. Have you ever been disciplined or cited for a breach of ethics,
    professional misconduct, or retaliation by, or been the subject of a
    complaint to, any court, administrative agency, the Office of Special
    Counsel, an Inspector General, professional association, disciplinary
    committee, or other professional group? If yes:

      a.  Provide the name of court, agency, association, committee, or
            group;

      b.  Provide the date the citation, disciplinary action, complaint, or
            personnel action was issued or initiated;

      c.  Describe the citation, disciplinary action, complaint, or
            personnel action;

      d.  Provide the results of the citation, disciplinary action,
            complaint, or personnel action.
        No.
        2. Have you ever been investigated, arrested, charged, or held by
    any Federal, State, or other law enforcement authority of any Federal,
    State, county, or municipal entity, other than for a minor traffic
    offense? If so, please explain.
        No.
        3. Have you or any business or nonprofit of which you are or were
    an officer ever been involved as a party in an administrative agency
    proceeding, criminal proceeding, or civil litigation? If so, please
    explain.
        Since 1990, I have been a partner of Windels Marx Lane &
    Mittendorf, LLP a law firm of approximately 140 attorneys. While not an
    officer of the Firm, I am a member of its Executive Committee. WMLM is
    periodically a party to civil litigation in the ordinary course of its
    business.
        Defendant in a civil lawsuit filed against the Port Authority of
    New York and New Jersey on November 12, 2010. The lawsuit was a 442
    employment suit heard by the U.S. District Court Southern District of
    New York and the cause is listed as the Civil Rights Act 42USC 1983.
    The case is closed. [Case No: 1: 10cv8580]
        Defendant in a civil lawsuit filed against the Port Authority of
    New York and New Jersey on March 2, 2010. The lawsuit was a 442
    employment suit heard by the U.S. District Court District of New Jersey
    and the cause is listed as job discrimination 42 USC 2000e. The
    disposition of the case is not listed. [Case No: 2:10cv1055]
        Defendant in official capacity as Chairman of the Board of
    Directors at the Port Authority of New York and New Jersey in a civil
    lawsuit filed against the state of New York on July 6, 2006. The
    lawsuit was a 440 civil rights suit heard by the Eastern District Court
    of New York and the cause is listed as the Civil Rights Act 42USC 1983.
    The case is closed. [Case No: 1:06cv3392]
        Defendant in New York County in a professional malpractice lawsuit
    brought by Consulting For Architects Inc., filed on March 2, 1995.
    Defendants in the lawsuit include me, Stephen C Green, and law firm
    Windels Marx Davies & Ives. The case is closed. [Index No: 10517895]
        Occasionally, oversight from Federal agencies, such as the Federal
    Railroad Administration, the National Transportation Safety Board, and
    the Department of Transportation Office of Inspector General results in
    the performance of an investigation of Amtrak's operations.
        Regarding Civil Litigation and other proceedings, Amtrak is the
    defendant or respondent in various personal injury, employment,
    contract, intellectual property, environmental claims/cases, arising in
    the ordinary course of the Corporation's business and operations.
    Additionally, Amtrak occasionally asserts rights as the plaintiff or
    other proponent in various contract, insurance and environmental
    recovery and other Amtrak rights-affirming claims and cases, as well as
    matters before the Surface Transportation Board and Federal courts to
    advance Amtrak's rights and interests under statute and contract, with
    respect to the Corporation's Congressionally-mandated mission.
        4. Have you ever been convicted (including pleas of guilty or nolo
    contendere) of any criminal violation other than a minor traffic
    offense? If so, please explain.
        No.
        5. Have you ever been accused, formally or informally, of sexual
    harassment or discrimination on the basis of sex, race, religion, or
    any other basis? If so, please explain.
        No.
        6. Please advise the Committee of any additional information,
    favorable or unfavorable, which you feel should be disclosed in
    connection with your nomination.
        None.
                         d. relationship with committee
        1. Will you ensure that your department/agency complies with
    deadlines for information set by congressional committees, and that
    your department/agency endeavors to timely comply with requests for
    information from individual Members of Congress, including requests
    from members in the minority? Yes.
        2. Will you ensure that your department/agency does whatever it can
    to protect congressional witnesses and whistleblowers from reprisal for
    their testimony and disclosures? Yes.
        3. Will you cooperate in providing the Committee with requested
    witnesses, including technical experts and career employees, with
    firsthand knowledge of matters of interest to the Committee? Yes.
        4. Are you willing to appear and testify before any duly
    constituted committee of the Congress on such occasions as you may be
    reasonably requested to do so? Yes.
                                     ______

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                                  Attachment B
                       Amtrak 50th Anniversary Media Call
                                 April 21, 2021
        Good afternoon, I am Tony Coscia, Amtrak Board Chairman.

        It's great to be here celebrating Amtrak's 50th Anniversary. I join
    you from Moynihan Train Hall, Amtrak's new home in New York City. We
    opened this great building earlier this year as a fitting start to a
    new era for Amtrak and the Nation.
        It has been a great honor to serve as Amtrak's Board Chairman. I am
    proud of the many accomplishments that have been achieved, from
    improving financial performance, record investments in rolling stock,
    technology and stations and broad enhancements in customer service and
    most importantly, safety.
        But most of all I am proud of Amtrak's employees--from our
    management team to the world-class railroaders throughout our network.
    Your dedication to delivering quality transportation to communities
    across the county is the reason why we are now presented with enormous
    opportunity.
        Amtrak is really a lot more than a railroad. It's not about trains,
    it's about people. Our 30 million passengers and 18 thousands employees
    are the core of what defines Amtrak. Our mission is about more than
    just running trains from one place to another. If we do our job well we
    help create economic opportunity and improve the quality of life for
    those who use mobility as way of building their future.
        We have a vision for the future that includes expanded service for
    dozens of cities and towns across America. A national rail network that
    connects people to jobs, families and experiences. A network that
    offers safe, reliable and sustainable mobility at affordable prices.
        We have earned the right to envision an exciting and
    transformational future. Projects like Gateway will allow Amtrak to
    play a key role in proving our Nation's ability to undertake
    generational projects and we expect our next chapter to include setting
    the stage for true high-speed rail in the United States.
        We have seen a lot in the last 50 years and Amtrak arrives at this
    point strong and committed to delivering on its promise to our
    passengers, employees and the Nation.
        Thank you.
        Now join me as we hear from or partners on their thoughts on
    Amtrak's bright future.
                                     ______

                          Amtrak Media Conference Call
                           Monday, November 23, 2020
       Intro
         Hello, everyone and thank you for joining us on
                today's conference call. I hope everyone is staying safe
                and healthy during this time.

       Recap of FY20

         When we spoke around this time last year, we were
                coming off a record-breaking year in FY19 for revenue and
                ridership, and for the first five months of this Fiscal
                Year, we were on track to beat those records.

         Leading up to March, we were having our best Month-
                over-Month ridership ever, and we were getting
                unprecedented feedback from our customers that they were
                happy with our changes and were looking forward to seeing
                what else we can accomplish in continuing to improve their
                overall experience.

         Then the pandemic came, and ridership and revenue took
                a dramatic turn, which impacted our preliminary results for
                Fiscal Year 2020 (Oct. 2019--Sept. 2020):

         Ridership: Provided 16.8 million customer trips, a
                year-over-year decrease of 15.2 passengers, owing to the
                pandemic-related travel demand reductions

         Operating Earnings: ($801.1 million)

         Total Operating Revenue\1\: $2.3 billion, decreased
                31.9 percent over FY 2019

       Start of This Year

         It was clear at the start of 2020 that our
                enhancements were working--the results were in more than
                our customers' direct feedback and in the ridership and
                revenue numbers that we were on track to meet and the
                records we were on track to beat again.

         Despite the pandemic, which brought a devastating drop
                in ridership and revenue, Amtrak prioritized customer
                safety, advanced infrastructure and fast-tracked technology
                improvements this year.

       Current Status/Investment

         We are building off of that work and continuing to
                make advancements so when customers return, they will find
                an even better Amtrak.

         Business remains at about 25 percent of pre-COVID
                levels, and based on the current forecast, ridership and
                revenue is expected to improve to about 37 percent of pre-
                COVID levels by the end of Fiscal Year 2021.

         Amtrak has proven the past few years that the
                investments it makes in infrastructure, equipment,
                amenities and safety have helped the economy, as well as
                the customer feedback and results I mentioned earlier.

         And just this past year alone, we completed Positive
                Train Control (PTC) installation, continued advancement of
                our Safety Management System and advanced $1.9 billion in
                infrastructure work.

         As Congress considers programs for stimulating the
                economy, Amtrak has identified $5.193 billion in additional
                investments to continue this work as part of an economic
                recovery proposal to help the Nation recover from the
                impacts of the pandemic.

         This includes critical projects, such as replacing
                bridges and tunnels on the Northeast Corridor, new fleet,
                infrastructure improvements throughout our national
                network, and major station improvements.

         If these investments are not made, the consequences
                could be dire to Amtrak, the economy, the job market and
                the country's infrastructure.

         However, if this additional $5.193 billion investment
                is made, Amtrak anticipates that, based on various
                transportation studies, more than 75,000 jobs could be
                created, while building for the future needs of America's
                traveling public.

         We will continue to work with our partners and local
                and Federal officials, as part of our regular discussions
                with Congress for this investment, as well as our other
                Federal funding needs for Fiscal Year 2021.

       Transition call to Bill for his remarks

         And with that, I will turn the call over to Amtrak CEO
                and President Bill Flynn.

        Speakers followed by Q&A.
                                     ______

                          Amtrak Media Conference Call
                                 April 23, 2020
       Hello everyone and thank you for joining us on today's
            conference call. I hope everyone is staying safe and healthy
            during this time.

       Before I introduce Bill, I wanted to provide an update on
            the company during these extraordinary times. We started the
            year on track to reach breakeven on an adjusted operating
            earnings basis as a company and were setting records for
            ridership, revenue, and customer satisfaction. However, once
            the Coronavirus became a serious threat, customer demand
            quickly decreased to unprecedented levels, and we began to
            modify our service.

       While Amtrak continues to operate by providing an essential
            service during this challenging time, we have temporarily
            suspended several routes and modified nearly all services due
            to reduced demand.

       Ridership has dropped by roughly 95 percent, as people
            respond to public health guidance and orders. At this rate, we
            believe we will likely suffer the loss of over seven hundred
            million dollars in adjusted operating earnings--and we might
            lose more.

       To respond, we've taken aggressive measures to cut costs and
            will need to do even more to respond to this revenue reduction
            in the most responsible and prudent manner.

       As part of the CARES Act, we've received essential funding
            in order to allow us to avoid layoffs and major service
            suspensions and to project our capital reserves which are
            necessary to support the infrastructure and fleet renewal that
            will support the company when we emerge from this crisis.

       We are conserving our resources, putting them to use as
            efficiently as possible and in ways that continue to drive
            safety and advance our future, so that when activity returns,
            we are ready to grow and prosper.

       As the safety of Amtrak's customers and employees continues
            to be our top priority during this time, we also have to plan
            and strategize for when this challenging time is over.

       That's why Bill is the right executive to lead us in the
            present and into the future.

       With four decades of transportation and logistics
            experience, Bill has been a successful leader across multiple
            modes of transportation and has a consistent track record of
            growing and improving complex transportation businesses.

       Whether we are in tough times like we are presently, or
            experiencing brighter days, Amtrak will always prioritize
            providing our customers with the safest experience possible.
            That is why we are fortunate to have Bill lead the company as
            Richard Anderson's successor.

       Bill has centered his career around safety, employees and
            customers--which are the most essential elements for success in
            the transportation industry.

        Speakers followed by Q&A.
                                     ______

            Amtrak & NJ TRANSIT ``Power in Partnership'' Media Event
                                October 15, 2019
       Good morning, everyone and thank you for coming to today's
            event. I also want to share a special thank you to Governor
            Murphy and President and CEO Corbett, as their leadership,
            partnership and joint commitment to collaboration and the
            traveling public is essential to why we are here today.

       When we announced in February of this year future
            improvements to the infrastructure, customer experience, and
            safety of our customers, we knew that customers wanted to know
            more about these upgrades and see them first hand.

       Today, as we preview the ongoing station renewal program
            throughout the state of New Jersey, we are keeping our promise
            to showcase a joint commitment to collaboration and improving
            the customer experience for the traveling public by providing
            an improved customer experience throughout New Jersey.

       The start of these station projects reflects our joint
            commitment to our customers and the investments we are making
            to improve our stations, the infrastructure and the safety of
            our customers.

       Throughout Fall 2019 and early 2020, we will be working
            together to make a variety of improvements through four key NJ
            stations: New Brunswick, Elizabeth, Trenton Transit Center, and
            Princeton Junction.

       All of this work comes on the heels of Amtrak also
            announcing earlier this year that it altered the schedules for
            some of its Northeast Regional trains along the Northeast
            Corridor, specific to New Brunswick and Princeton Junction to
            better serve the populations along the East Coast with a more
            efficient travel experience.

       Customers traveling in New Jersey to or from New Brunswick
            and Princeton Junction will now have the opportunity to travel
            via expanded Northeast Regional service, including additional
            trains throughout the day. Up-to-date schedules are always
            available on Amtrak.com.

       The addition of stops at New Brunswick and Princeton
            Junction reflect Amtrak's commitment to improving the customer
            experience and quality of travel on Amtrak train by focusing on
            more than just station improvements--in this case, it's in
            regard to efficiency.

       These slight changes are meant to better serve areas with
            high ridership between major cities on the East Coast. Amtrak
            is committed to the customer experience and to continuous
            improvement and innovation throughout the entirety of its rail
            network, on its trains and at its stations, which is why we are
            in the process of vetting different options to continue to
            increase service to these stations.

       We are also making great progress when it comes to the
            Gateway Program.

       Amtrak continues to work closely with our partners at NJ
            TRANSIT and other partner agencies and recently increased our
            financial commitments for Hudson Tunnel and Portal North Bridge
            Projects.

       Amtrak's commitment for Portal Bridge increased to $345
            million

       The early construction work at Portal North Bridge is an
            example of agencies' ability to work together across
            jurisdictions. Work was completed earlier this year on time and
            on budget.

       New Jersey's contribution of $600 million represents the
            full local share of the project, which highlights the
            commitment of Gov Murphy, Commissioner Scacetti and Kevin
            Corbett.

       Amtrak & NJ TRANSIT are ready to begin full construction on
            Portal North as soon as Federal funding is in place.

       For the Hudson Tunnel Project, Amtrak's commitment increased
            $600 million to $1.282 billion.

       While NJ TRANSIT is leading the environmental review, Amtrak
            is leading Preliminary Engineering in support.

       We have financial commitments from all local entities and
            completed a draft EIS on an accelerated schedule in just 22
            months, half the typical time for project of its size. That is
            possible because of extraordinary cooperation, information
            sharing, and collaboration among all project stakeholders,
            especially NJ TRANSIT and FRA.

       This is the power of partnership. Working together, we can
            and we will deliver on our promises to New Jersey travelers
            with facility, infrastructure and safety improvements, leading
            to the customer experience that everyone wants and deserves.
            Our future continues to be bright as we continue our great work
            together.

       With that, I'd now like to turn the microphone back to the
            Governor. Thank you.
                                     ______

                        NAIOP NJ PUBLIC POLICY SYMPOSIUM
                                 MARCH 15, 2019
    I. Intro
       Thank McGuinness, Pallone, Sweeney, Coughlin and others.
    II. Topics of Focus:
       I'm going to cover three topics: Gateway, Amtrak and
            Amtrak's Station Development plans.

         But let me start with why mobility is so important,
                and in particular, to real estate.

         Transportation provides a basis for both economic
                empowerment and quality of life enrichment. Just look at
                the impact on each of us every day as we move around the
                region.

         People in real estate talk about location as the key
                to value. Well location is mostly a function of the
                distance between two places.
    III. Gateway
       Gateway is the best place to start. This ??? because it has
            all the elements of what we have not been able to do.

       It's big, it's complicated, it's expensive and requires a
            number of different entities to come together. It crosses
            politics, geography and a river.

       Let's start with a definition. Better yet, let's start with
            what we have now.

       As you know, we currently rely on a tunnel built by the
            Pennsylvania Railroad in 1910 that connects the Northeast
            Corridor to New York City through a two track system that was
            designed and developed when New York City and northern New
            Jersey bared very little resemblance to what we have today.

       Many of you know the story:

         In 2012, Super Storm Sandy sent millions of gallons of
                seawater into Amtrak's Northeast Corridor tunnel connecting
                New Jersey to Penn Station and severing the only passenger
                rail connection between the continental U.S. and midtown
                Manhattan.

       After the saltwater was pumped out, Amtrak assessed the
            damage and found that salts and chlorides are penetrating the
            bench walls, concrete tunnel liner, and electrical and signal
            systems, causing increasing, unpredictable delays.

       Regional Plan Association's new report, ``A Preventable
            Crisis'' paints a sobering picture of what might happen as
            natural forces continue to take their toll or another extreme
            weather event forces Amtrak to take a tube out of service for
            an extended period of time.

         Nearly half a million people in this region would have
                longer, less reliable, and more crowded commutes, which
                includes:

         About 38,000 NJT riders who would need to find new
                ways to get to work

         170,000 PATH riders experiencing more crowded, delayed
                trains

         245,000 people who drive their cars to work, who would
                have longer commutes.

         Home owners would see their property values dip by a
                collective $22 billion.

         This is because homes with better access to transit
                are worth more. Today, 40 percent of homes in New Jersey
                are within two miles of a train station.

         Counties that rely the most on rail transit--Essex,
                Union, and Middlesex--would be the hardest hit.

         Commercial property owners would also experience a
                hit.

         Business that rely on workers, clients, tourists, and
                other customers who would be affected by the shutdown would
                absorb some of the costs.

         This would be most acute in Manhattan, but would
                surely affect other locations as well, particularly along
                the Hudson waterfront's Gold Coast, and other locations
                that capitalize on easy access to Manhattan.

       Even if Amtrak can keep the tunnel in service until a new
            tunnel is built, a version of these events take place every
            time Amtrak single-tracks the tunnel,

         due to a train signal or electrical failure,

         or any other number of issues that disrupt service,

         or regularly scheduled work on the weekends.

       But I don't want to dwell too much on the negative . . .

       The Gateway Program is an opportunity--not just to stave off
            a commuting disaster, but to fuel growth for New Jersey by
            maintaining and building upon the oh-so-important connection to
            New York City.

       This is a connection in which the benefits flow in both
            directions.

         New Jersey residents, businesses, home values, and the
                commercial property market benefit from the high wages paid
                in New York City, which comes back to this state in the
                form of higher spending power of the residents of New
                Jersey and income taxes that fund our schools and roads and
                other services.

         Manhattan employers benefit from a deep labor market
                of a highly skilled and educated workforce on this side of
                the Hudson River, where housing prices are less, and people
                can raise families and build a life.

       The goal of the Gateway Program is to preserve the existing
            link and ultimately double capacity on the stretch of rail
            between Newark, NJ and New York City, so these important
            benefits can continue to flow.

       The Gateway Program will expand this connection, by doubling
            rail service into Penn Station--from about 24 trains per hour
            in the peak direction to 48 trains per hour.

       With two tunnels, added track capacity, and an expanded Penn
            Station in Manhattan, commuters can look forward to modern,
            dependable rail service befitting the importance of our region
            to the national economy.

       A benefit cost analysis of the full Gateway Program
            determined that every dollar invested in the project yields
            nearly $4 in economic benefits.

       One would be hard pressed to find another project in America
            that has as many potential single points of failure while
            supporting such a significant percentage of economic output.

         But the Gateway Program is not just a capital project
                whose time has come,

         . . . and come, and come, and is now past due.

         It's also a test of whether we can build things in
                this region and whether we can effectively partner--across
                public and private sectors--to surmount the obstacles that
                have beset many other ambitious projects that are also
                worth doing.
    IV. The Gateway Development Corporation

         That's why the Gateway Program is not just an Amtrak
                project.

         In 2017, the Gateway Development Corporation was
                created to effectuate the Gateway Program and is now led by
                three trustees appointed by the State of New York, the
                State of New Jersey, and Amtrak.

         Legislation has been introduced this year in the New
                Jersey and New York state legislatures that would turn the
                GDC into the Gateway Development Commission--empowering the
                would-be commission with the ability to accept Federal
                grants and participate in Federal loan programs.

         Gateway is too large an endeavor for one state, or one
                Amtrak, to take on by itself.

         And given its broad benefits, across both states and
                the Nation at large, a federal-bistate partnership is
                needed to fund, finance, and ultimately deliver, this
                transformative capital investment for the region and the
                Nation.

         If the states of New York and New Jersey and Amtrak
                can effectively partner with the Federal government and the
                private sector to deliver Gateway--starting with Hudson
                Tunnel Project and Portal North Bridge--it bodes well for
                our region's ability to again deliver large projects at the
                scale needed to meet the challenges of our time.
    IV. The Future of Amtrak

       In 2021, Amtrak will celebrate 50 years of providing rail
            service.

       In the last 20 years, Amtrak has made tremendous strides:

         Ridership is up 65 percent nationwide.

         Revenue is up 145 percent.

         Debt has been reduced 70 percent from its peak in 2002
                (when it was nearly $4 billion).

         And net operating loss has come down from its peak in
                2001, when we lost almost $1 billion, to last year (FY
                2018), when our operating losses were at their lowest point
                ever--$168 million.

       During this period Amtrak has made record investments in its
            system. Including, the nearly $3 billion recapitalization of
            the Acela system and related Northeast Corridor infrastructure.

       In the coming years, Congress will reauthorize the FAST Act,
            which sets the overall vision, funding-levels, policies, and
            rules that structure our intercity rail system.

       As we look toward this reauthorization, we are thinking
            about how to best serve a changing United States, one that
            looks quite different from the United States of 1971, the year
            Amtrak was founded.

       In fact, Amtrak's route map has changed very little since
            that year, despite the country adding 118 million additional
            people, and the growth of major transportation markets in
            places like Atlanta, Houston, Dallas, Orlando, Tampa, Denver,
            Salt Lake City, Las Vegas, Phoenix, Nashville, Austin,
            Cincinnati, New Orleans, and Birmingham, places that Amtrak
            serves only once a day--or less.

       We can do more in the future to provide better
            transportation options.

       The United States is projected to add over one hundred
            million additional people by the year 2050.

       Much of that growth is taking place in networks of
            metropolitan areas--large regions linked by economies and
            overlapping commuting patterns. These are also the places with
            the greatest concentrations of millennials, immigrants, and
            auto congestion--all factors driving demand for alternative
            transportation options.

       These networks of metropolitan regions--or megaregions--also
            concentrate major destinations in corridors of 400 miles or
            less--the distance where Amtrak sees the greatest opportunity
            for expanding service.

       Just like the successful New York-Washington corridor here
            in the Northeast, we are seeing the greatest demand in our
            network for short to medium-length trips.

         96 percent of Amtrak trips are less than 750 miles in
                length.

         The vast majority are less than 250 miles in length.

       Building on the strong base of growth achieved over the last
            decade, we are convinced that we must modernize our network and
            evolve and expand our services in order to move more people in
            communities across America.

       A focus on achieving ridership growth, faster and better
            schedules, increased frequencies, modernized fleets, enhanced
            infrastructure, and improved stations can lead to an intercity
            passenger rail renaissance in 21st Century America.
    V. Focus on Stations
       In addition to adapting its national network to meet a 21st
            century America, Amtrak is also looking closely at its
            nationwide portfolio of 8 million square feet of station and
            maintenance facilities across the United States.

       Amtrak has ownership rights, such as land and air rights, at
            half of our top 10 busiest stations.

       As the land around our stations becomes more valuable, due
            in large part to the transportation connections that Amtrak
            provides, the development of air rights over rail yards and
            around stations becomes a revenue opportunity that will allow
            Amtrak to reinvest in its infrastructure and expand and improve
            its transportation services, while improving the neighborhoods
            and cities we serve.

       This provides a great opportunity to partner with private
            sector partners.

       In Philadelphia, for example, Amtrak has partnered with
            Brandywine Realty, Drexel University, and state and regional
            transportation partners to develop a master plan around the
            station.

       The plan lays out an entirely new mixed-use neighborhood
            along the western bank of the Schuylkill River, creating new
            residential, office, retail, and open space opportunities
            around the stations and over the rail yards.

       We are pursuing similar approaches in Baltimore, Washington,
            DC, and Chicago.

       In New York City, the state of New York is leading the
            effort to transform the Farley Post Office building into the
            new Moynihan Train Hall. Amtrak will move the majority of its
            operations from existing Penn Station to Moynihan Train Hall
            when it opens in 2021.

       Amtrak's move to Moynihan will allow for a rethinking of the
            existing Penn Station in New York, to improve the access,
            passenger movement and amenities, and integration in the larger
            Penn Station neighborhood as the west side of Manhattan
            continues to transform, and in anticipation of the expansion of
            Penn Station as part of the Gateway Program.
    VI. In Conclusion
       I thank NAIOP for its support of the Gateway Program and
            look forward to working with your leadership to push for
            investment in this program at the Federal level.

       Amtrak looks forward to continuing to partner with the
            commercial real estate industry to improve the urban design,
            density, livability and accessibility of our station areas.

       This is important not just for the future of Amtrak, but the
            future of mobility in America, as market and demographic trends
            converge with climate realities to support a growing shift
            toward more emergency efficient modes of travel.
                                     ______

            Amtrak & NJ TRANSIT ``Power in Partnership'' Media Event
                               February 13, 2019
       Good morning, everyone and thank you for coming to today's
            event. I also want to share a special thank you to Governor
            Murphy and Executive Director Corbett, as their leadership,
            partnership and joint commitment to collaboration and the
            traveling public is essential to why we are here today.

       We're excited to announce that Amtrak and NJ TRANSIT,
            through our strong and cooperative relationship, have come to a
            financial agreement that includes any outstanding payments and
            also paves the path to further improving the infrastructure,
            customer experience, and safety of our customers.

       It's important to note that we have jointly agreed to
            reinvest all of the funds that came from this agreement--and
            other agreements--into existing and future joint NEC
            infrastructure projects that benefit both Amtrak and NJ
            TRANSIT, as well as our customers.

       Amtrak, in collaboration with NJ TRANSIT and with support of
            Gov. Murphy have several in station, long-term planning,
            infrastructure and safety announcements and updates to share.

       As the owner and steward of Penn Station, Amtrak is 100
            percent committed to the revitalization and future development
            of Penn Station, including continuing our efforts to enhance
            the passenger experience at New York Penn Station.

       Following the successful refresh of the station's restrooms
            and the recent addition of Starbucks to the ticketed waiting
            room, we will now begin work to refresh the Amtrak/NJT shared
            use ticketed waiting room.

       The first construction work you will see is the removal of
            the freestanding information kiosk in the rotunda. We will be
            opening a new entrance on rotunda side of the ticketed waiting
            room incorporating an integrated information and reception
            desk. This new entrance will provide waiting room access to
            customers coming from 7th Avenue and the NJ TRANSIT concourse.

       The ticketed waiting room will be fully renovated to include
            new fixtures, finishes and furniture. Lighting will be updated,
            and at-seat power will be added as feasible. New amenities
            including a family seating area will be installed.

       We are demolishing the divider between the two areas of the
            ticketed waiting room, newly providing NJ TRANSIT customers
            access to the entire facility.

       Once we finish the construction on the ticketed waiting
            room, we will be installing a nursing suite within the station
            to accommodate nursing mothers.

       Amtrak will also be refreshing its premium lounge space,
            ClubAcela. The ClubAcela refresh includes new finishes and
            fixtures and renovated restrooms, as well as new lighting.

       The Amtrak/NJ TRANSIT partnership will align shared goals
            for facility operations and maintenance to improve the
            passenger experience. As we make the commitment and investments
            towards these improvements in New York Penn Station, this will
            ensure better maintenance of the station as a whole, while also
            maintaining the quality of the new improvements.

       As an initial action, Amtrak and New Jersey Transit have
            executed a Letter of Intent to collaborate on facility
            maintenance services providing greater emphasis on custodial
            care; improving station cleanliness and overall appearance.

       We are partnering with NJT to plan for joint facility
            improvements to benefit all railroad customers. These include
            reprogramming of the Main (8th Avenue) Concourse, after
            Amtrak's relocation of major passenger-facing facilities to
            Moynihan Train Hall in 2021, to provide expanded passenger
            facilities and customer amenities, better platform access via
            escalators/elevators/stairs, and improved street level
            entrances.

       It's not just about what's inside New York Penn Station
            because we can't get in or out of the station without reliable
            infrastructure that needs to be constantly maintained.

       Portal North Bridge project is shining example of
            partnership between Amtrak & NJT. The early construction work
            on this project is example of agencies' ability to work
            together across jurisdictions.

       Amtrak & NJT are ready to begin full construction on Portal
            North as soon as Federal funding commitment is in place, thanks
            to the generous NJ investment of $600 million, which represents
            FULL LOCAL SHARE of project. Amtrak and NJT have jointly
            developed procurement strategy so we're ready to go when
            Federal funding is in place

       This is an important/meaningful example of local partners'
            commitment and are thankful to Gov Murphy, Commissioner
            Scacetti, Kevin Corbett's dedication in getting this bridge
            built.

       The Hudson Tunnel is another example of a critical project
            that will benefit both NJT and Amtrak. Along with our partners
            in New York, the Gateway Development Corp. and Port Authority,
            there is close collaboration among agencies as NJT is leading
            the environmental review and Amtrak is leading the preliminary
            engineering. There is financial commitment from all entities.

       Along with our partners in New York, the Gateway Development
            Corp. and Port Authority, there is such close collaboration
            among agencies to the point where we have accelerated our
            schedule, which resulted in the draft EIS being completed in 22
            months. That is near record time, and half the time typical for
            a project of its size. That would not be possible without
            extraordinary cooperation, information sharing, collaboration.
            We are eagerly awaiting the FRA/USDOT review and look forward
            to their results so we can begin construction.

       It's no secret that Penn Station is at capacity. A major
            driver of the increased capacity is from the exponential growth
            in commuter rail services over past several decades, and that
            is only projected to continue--but only if infrastructure can
            support it.

       There is a huge economic development opportunity for New
            Jersey, New York, as it is critical of the economies of New
            York City and New Jersey, as well as the NEC. However, to
            realize capacity enhancements of the Gateway Program, we must
            add tracks & platforms here at Penn Station. Amtrak and NJT are
            coordinating planning for expansion of Penn Station, and an
            ideal scenario for us would have Penn expansion come online
            when Hudson Tunnel Project is complete, so region can
            immediately take advantage of additional capacity

       Amtrak continues to advance its infrastructure renewal work
            at and around New York Penn Station. Work continues into 2019
            as we focus on getting the station infrastructure to a state of
            good repair and continue the positive impact to commuters.

       To date, Amtrak has completed the renewal of A interlocking,
            rehabilitated tracks 15, 18, 19 and renewed a dozen
            interlockings located within Penn Station track network. This
            work was all done on time, within budget and without any major
            incidence, and to the benefit of all users of the station.

       In New Jersey, Amtrak is working to provide NJT with an
            easement of almost 14 acres of land adjacent to our NEC to
            support NJT's extension of the existing yard, to provide
            additional storage for its commuter rail cars, and construct a
            new S&I building within the yard.

       Amtrak is also working with NJT to finalize design and
            construction for a new building, platforms, elevators and
            stairs at NJT's Elizabeth Station. The station should be
            completed in September, 2020.

       In terms of safety, Amtrak and NJT collaborated on several
            projects related on PTC, including transponder installation,
            running fiber connections, and boundary locations testing and
            onboard hardware and software installation support and testing
            to help transition from NJT territory to Amtrak territory and
            ensure hardware and software compatibility. We also helped test
            onboard equipment against Amtrak's wayside to ensure the safety
            compliance is met.

       This is the power of partnership. Working together, we can
            and we will deliver New York Penn Station facility,
            infrastructure and safety projects needed to improve the travel
            experience for all who travel in and out of Penn Station. It's
            a new day for Amtrak and NJTRANSIT. And for our customers the
            future is bright.

       I'd now like to introduce Kevin Corbett, Executive Director
            of NJ TRANSIT, who can touch on more details.
                                     ______

                                  RPA ASSEMBLY
                          JOHN ZUCCOTTI AWARD REMARKS
                                 APRIL 27, 2018
       Thank you Howard [Milstein], Scott [Rechler] & Tom [Wright]

       RPA has been this region's conscience for so long and on so
            many critical issues--planning, transportation, affordable
            housing, climate--all of the things that define what we stand
            for and what we hope to be

       Over my time in public service--at the New Jersey Economic
            Development Authority, the Port Authority, and now at Amtrak--
            I've counted time and time again on RPA's thought leadership
            and advocacy

       [I also want to recognize Lee Sander and Bob Yaro, who led
            RPA for many years and were so generous in helping me on
            countless issues]

       Congratulations to RPA on the rollout of the Fourth Regional
            Plan, which, like its three earlier Plans, will provide a
            roadmap for our region's continued growth in the decades to
            come

       The Plan is ambitious, even audacious. . .from proposing a
            reinvention of our transportation agencies, to implementing a
            congestion pricing zone to expanding our region's airports. .
            .and these are some of the less controversial ideas

       But solving our region's infrastructure crisis, and setting
            the stage for our growth in the years ahead, will require no
            less

       At its core the Plan is premised on the idea that, in order
            to solve big problems, we need to muster the courage, optimism,
            and creativity to overcome them

       If John Zuccotti were with us, he would have loved this Plan
                                   * * * * *
       I'm deeply honored and grateful to receive the Zuccotti
            Award

       John has been an inspiration over my professional life

       He was, of course, a giant in economic development,
            infrastructure and real estate circles, but--for me--he was
            more: a mentor, a colleague and a friend

       From his time in City Hall under Mayors Lindsay and Beame to
            his long tenure at Brookfield to his involvement in charities
            and philanthropic causes, John was a colossal force for good
            for New York City

       Preparing my remarks for today led me to reflect upon John's
            legacy so I re-read many of the tributes written when he left
            us three years ago

       As one would expect, these tributes covered John's amazing
            contributions to New York City--for which Mayors, and other
            civic and business leaders heaped well-deserved and generous
            praise upon him

       But for those who had the good fortune of knowing John, the
            thing we remember most--even more than his professional
            achievements--is his humanity and friendship

       Navigating the complex and sometimes confusing business and
            political landscape didn't always come naturally to a kid from
            New Jersey. John was always there to translate for me. New York
            politics sometimes requires an interpreter. You can imagine my
            surprise when John explained that the ``yes'' I thought I got
            from the governor or mayor was actually a ``hell no!''

       Susan Zuccotti is here today--thank, you, Susan, for being
            here and helping us celebrate John's achievements

       It was so fitting when the RPA decided to name this award
            for John a few years ago

       I am humbled and honored to be a recipient.
                                   * * * * *
       John taught me a lot over the years

       I wanted to focus today on two things in particular that I
            think are critical for our region's continued success

       First, solving big problems requires equal doses of optimism
            and perseverance--both of which John had in spades

       When Mayor Beame asked John to be his First Deputy Mayor
            back in 1975, the City's economy was in a death spiral

       The unemployment rate was 11 percent

       In Lower Manhattan, there was 30 million square feet of
            vacant office space

       The only way the City could pay its debts was issuing more
            bonds, which Wall Street had grown tired of buying

       Only a few months before John became First Deputy, the City
            was within hours of bankruptcy

       It must have been hard not to despair in these circumstances

       But John was hopeful and resolute, and he's rightly credited
            with playing a major role in the City's recovery

       A quarter century later, John was again an architect of the
            City's recovery in those awful weeks and months and years after
            9/11

       In those dark days people were again raising questions about
            New York City's future

       But John was one of the most vigorous cheerleaders for Lower
            Manhattan's revival and he played an enormous role in the
            City's recovery

       When I became the Port Authority Chairman in 2003 there was
            no shortage of acrimony over the World Trade Center
            redevelopment--including what should be built and who should
            build it

       One of my first calls was to John, who told me to remember
            that this was not just another real estate deal. Any attempt to
            separate the tragic events that occurred at that site from the
            thinking on how to rebuild it was both insensitive and short
            sighted. Every step we took to give the City back something
            that was violently taken from it needed to carefully balance
            the people impacted.

       In my eight years at the Port Authority I sought John's
            advice many times, on matters large and small

       Lower Manhattan's rebirth is a testament to John's optimism
            and tenacity--when many others were losing hope

       The second thing John taught me was the importance of the
            public sector and private industry working together for the
            City's success

       In his government roles, and through his numerous charitable
            and civic causes, John always raised his hand when the City
            needed help

       In his tenure at Brookfield, he worked on projects that left
            an indelible mark on New York City, including the development
            of Battery Park City and its redevelopment after 9/11

       And throughout his career, everyone--city leaders and CEOs
            alike--trusted in John's counsel

       He embodied the idea that the public and private sectors
            should work in partnership to advance New York City's future

       Not only that they should work together, but that a
            collaboration between public and private is indispensable for
            our region's success

       Here, I would be remiss if I didn't mention Howard
            Milstein's work in implementing John's legacy

       Through initiatives like the RPA/Milstein Forum, Howard's
            great contribution to our civic dialogue is the idea that it's
            the engagement of the private sector that will drive the
            overall success of efforts to renew our local and national
            infrastructure.

       I'm proud to stand on John's and Howard's shoulders in
            embracing this idea as well

       As a lawyer at Windels Marx for the last 35 years, I've had
            the privilege of working with clients in private sector--some
            who are here today--who are driving innovation and investment
            and making our region and nation better
                                   * * * * *
       We would do well to summon John's example in meeting our
            infrastructure challenges today

       Across the transportation spectrum in particular--commuter
            rail, subways, airports, bus terminals, roads and bridges--the
            pace of our region's economic growth has outstripped the
            ability of our existing systems to handle it

       Unfortunately, for all those who heard John's message, there
            were many who did not.

       We argue among ourselves about who should pay for things or
            who is to blame, as if all the problems out there just appeared
            in the last election cycle. We know that's not true! These
            problems have been around for a long time. The existing rail
            tunnel under the Hudson River was built in 1910--it has been
            pretty clear for a long time that we need a new one!

       Maybe it's simple human nature, but, in the short term,
            people tend to be rewarded for avoiding difficult issues and
            punished for trying to address them. The reality is that it's a
            lot easier to walk away from something than it is to fix it.
            Asking someone else to fix your problem is always easier than
            accepting responsibility for it. It is a lot easier to manage
            expectations than take measured risks and exceed them.

       Even the strongest leaders don't always have the strength to
            do the right thing and can be convinced to put self-
            preservation above conviction. In a world of instant feedback
            and radical transparency, we often put off hard decisions that
            will be unpopular with an unforgiving customer, electorate, or
            shareholder

       Penn Station was built to serve about 200,000 passengers a
            day and today serves triple that number every day

       At Amtrak, one of our biggest priorities is the Gateway
            Program, which we're working on with the Port Authority and the
            States of New York and New Jersey

       In the near term, the Gateway Program will replace and
            rebuild tunnels and bridges built more than one hundred years
            ago

       Longer term, we're expanding the two-track bottleneck into a
            modern, four-track railroad

       Gateway is the single most important infrastructure project
            in the United States today

       The 10-mile stretch of the Northeast Corridor Newark and New
            York City carries 200,000 Amtrak and New Jersey Transit
            passengers and 450 trains every day

       It's the busiest section of the most heavily used, complex
            railroad in North America

       The Northeast Corridor is home to 17 percent of the Nation's
            population and contributes 20 percent of its GDP

       At some point in the coming years, the ongoing damage caused
            by Sandy will mean that the tunnel will become so unreliable
            that we'll have to close it for extensive rehabilitation. If
            that happens before a new route is established between New York
            and New Jersey, the region's rail traffic will drop by 75
            percent from 24 trains per hour to 6--a nightmare scenario that
            would cripple the transportation network and devastate the
            economy at large. In the 21st century we cannot allow the 20
            percent of America's GDP that this region creates to rely on
            infrastructure so fragile.

       We have no time to lose in solving this problem, but I truly
            believe we can do it.

       [After the ARC project was terminated Amtrak spent
            considerable time and resources advancing Gateway--we did the
            hard, often unglamorous work of developing and planning
            alternate alignments to bring a new tunnel directly into Penn
            Station, rectifying a huge flaw in the ARC plan. Then, we
            looked at the tracks and bridges that connect Newark to the
            tunnel and the station tracks at Penn that receive these
            trains, developing the basic elements that make up today's 9-
            project Program to preserve and expand rail capacity into
            Manhattan.]

       When fully realized, Gateway will be a truly transformative
            project that will impact millions of commuters and businesses
            for generations. One-seat rides from communities west of the
            Hudson will have a dramatic impact on commuting and the area
            around an enhanced and expanded Penn Station will turn into the
            economic and cultural epicenter of Manhattan.

       But that's not really what Gateway is about. To me Gateway
            is about creating a turning point. It's about proving to the
            world and more importantly ourselves that we are capable of
            doing big things. It's about not accepting some defeatist
            notion that some things are too hard or too expensive and just
            can't be done. As if the greatness that has defined us is
            slowly but surely falling thru an hour glass and when it's done
            we will accept some other region or country as the example of
            what's possible.

       Gateway is as much about building the capability to take on
            big challenges as it is about trans-Hudson capacity. Every
            aspect of the project that represents a daunting challenge is,
            in fact, a skill set we need to master. Complex engineering,
            cooperation across political and jurisdictional lines,
            financial creativity and redefining the relationship between
            the public and private sectors. We are going to need to get all
            these things right to build out the Gateway program--and if we
            do, it will be the beginning and not the end of our work. Its
            success will spur taking on challenges throughout our region
            and the country-and future generations will benefit from our
            work the way we have befitted from those who preceded us.

       If the current Hudson River rail tunnel fails, almost one
            out of every four passengers on the Northeast Corridor will be
            impacted

       The regional economy would be devastated

       Without Gateway, one of the major engines of the American
            economy would be choked off, restricting growth and placing
            this region's future at risk

       So to call Gateway an important project would be an
            understatement

       [I'm pleased to report that work on Gateway is already
            underway

       We've already built 1,000 feet of concrete casing under
            Hudson Yards

       We're in the middle of an accelerated environmental review
            process for the new tunnel

       We've started early work on replacing the Portal Bridge in
            New Jersey

       And we've created the Gateway Program Development
            Corporation to bring together funding streams, expertise, and
            the purpose needed to deliver a project of this magnitude]

       The Gateway Program has faced headwinds in the past, and I'm
            sure we'll confront more in the years ahead

       But I'm confident in the program's success

       You might ask why I'm so optimistic in the face of our
            region's enormous funding and construction challenges

       First, we've surmounted previous challenges, including in
            the 1970s and after 9/11 when John helped steer the City
            towards recovery

       Our challenges today are big but those challenges were
            existential

       Second, our region's elected officials--Governors Cuomo and
            Murphy, the entire Congressional delegation, and Mayor de
            Blasio--have demonstrated that they are absolutely committed to
            Gateway and rebuilding our region's infrastructure

       Third, the public understands how much is at stake

       Every day they feel the results of decades of deferred
            maintenance--of having to rely on tunnels and other
            infrastructure built by our parents and in some cases in our
            grandparents' generation

       The people know the time is now to build for the future

       Finally, I'm heartened by the efforts of those in the public
            and private sectors working together to advance the public
            interest

       Our infrastructure needs are so vast, and the public
            resources so limited, that we can't expect that government
            alone can build it all

       Here again, the Fourth Plan is a roadmap for our future,
            making the case that we must take advantage of every available
            resource--from the public and private sectors--to help meet our
            challenges

       Rebuilding our region will require us to create new
            institutions and models that leverage the private sector

       Not all of these new institutions and models will make it
            past the cutting room floor, but RPA has initiated a dialogue--
            long overdue--about the ambitious things we need to do for our
            region's continued growth
                                   * * * * *
       One of the things about big projects--from the existing
            Hudson River rail tunnels built more than one hundred years ago
            to the newly rebuilt World Trade Center--is that the outcome
            seems foreordained

       But, as we all know, this couldn't be further from the truth

       These mega-projects require the effort of many individuals,
            and many of them take decades, if not generations, to be
            completed

       John Zuccotti understood this better than anyone

       I've spent my life chasing his example, and it's been my
            great fortune and pleasure to work with the RPA and many of you
            here who are committed to our region's success

       Thank you again for this honor
                                     ______

                                      ABNY
                          TUESDAY, SEPTEMBER 12, 2017
                                   Amtrak 2.0
        Station is called ``Penn Station.'' The Pennsylvania Railroad's
    successor, Penn Central, entered a rather spectacular bankruptcy in
    1970 and ceased to exist in 1976. But almost 50 years later the station
    still bears the Pennsylvania Railroad name. This is despite the fact
    that slapping names on major public facilities or landmarks has become
    standard operating procedure.
        The answer, I think is found, in a matter I was involved in soon
    after I became the Port Authority Chairman in 2003. The Authority's
    senior management had retained a consultant to advise on how to improve
    the Port Authority's public image. The firm spent weeks on the subject
    and when we met to hear their thoughts, their first recommendation was
    to take the Port Authority's name OFF the Bus Terminal! The point
    being--why would anyone want to admit that they own that facility?
        Obviously, the public relations professionals at Amtrak are wiser
    than their counterparts at other agencies. This, in a nutshell, is why
    Penn Station remains ``Penn Station'' and isn't called ``Amtrak
    Station.''
        Although . . . thanks to both Governors, I don't think anyone in
    the New York/New Jersey metro area doesn't know Amtrak owns Penn
    Station.
        All kidding aside, my little story gets to the heart of one of the
    major problems we face in financing and building major infrastructure
    projects. Maybe it's simple human nature, but, in the short term,
    people tend to be rewarded for avoiding difficult issues and punished
    for trying to address them. The reality is that it's a lot easier to
    take your name off a building than it is to fix it. Asking someone else
    to fix your problem is always easier than accepting responsibility for
    it. It is a lot easier to manage expectations than take measured risks
    and exceed them.
        Even the strongest leaders don't always have the strength to do the
    right thing and can be convinced to put self-preservation above
    conviction. In a world of instant feedback and radical transparency, we
    often put off hard decisions that will be unpopular with an unforgiving
    customer, electorate, or shareholder.
        At Amtrak we're taking a different approach.
        Take, for example, our renewal program at Penn Station. The
    challenges we're encountering at Penn today, and that Amtrak is trying
    to fix, are the culmination of years of underinvestment and kicking the
    can down the road on major decisions. Contrary to popular belief and
    what you may read in the tabloids, Penn Station isn't the experience it
    is today because some Amtrak employees didn't replace the correct
    railroad tie! Anyone who doubts this needs to set your alarm for 1AM
    and meet me at Penn. I will take you onto the track level of the
    station to see for yourself a highly complex, very old system comprised
    of thousands of parts, many beyond their useful life, and all being
    used to support capacity levels way beyond their original design. By
    the way, the reason we need to do this field trip at 1AM is that it's
    the only time you can be down there without having to dodge trains
    every 2 minutes or inconvenience thousands of people.
        Earlier this summer, Amtrak made the tough, unpopular decision to
    consolidate years' worth of maintenance work into an aggressive 10-week
    schedule that would require removing some tracks from service.
        It's hard to overstate just how complex and intricate the
    Infrastructure Renewal Program was but seeing it up close gives you a
    good sense. 360 skilled Amtrak employees representing every railroad
    engineering discipline: Track, Communications & Signals, Electric
    Traction, Bridges & Buildings. Nearly 13-hundred work hours spent
    laying 6 football fields worth of track. 897 railroad ties. 1,000 tons
    of ballast. 176 yards of concrete.
        As you may know, the job involved removing and replacing Track 10
    in the station and completely re-building A-interlocking--a critical
    sorting mechanism that routes trains between Penn Station, the Hudson
    River tunnel and the Long Island Rail Road's West Side Yard.
        All of this in an extremely confined space with active trains full
    of passengers passing just a few yards away. Under tremendous public
    pressure and with a razor thin margin of error, our crews got it done--
    safely delivering the program, on time and on budget. You can't ask for
    much more than that. After all, this was essentially the infrastructure
    equivalent of performing open heart surgery on a patient who's still
    awake. The amount of precision and skill involved in both the planning
    and execution was remarkable.
        [We owe these dedicated employees our tremendous gratitude and I
    stand before you today extremely proud to represent them and all the
    men and women at Amtrak--each of whom, in their own ways, contributed
    to the project this summer. The train dispatchers, station managers,
    police officers, reservation agents, volunteer ambassadors,
    communications team--you name the department--this was a company-wide,
    all hands-on-deck response.]
        No one wants to inconvenience travelers, but the circumstances left
    us no choice. Actually that's not true--we did have a choice. Rather
    than take the difficult steps of fixing this part of Penn, we could
    have simply addressed the immediate issues and saved the real fixes for
    later, hoping the normal, incremental approach would get us by. That is
    essentially what's been happening for decades throughout the region and
    across our transportation system. We've put hardworking, dedicated
    professionals in a box: don't impact schedules or service, here's half
    the money you need, here's half the time you need--now do your best and
    keep it all running!
        That's because that box feels safe. But, that's an illusion.
    Eventually, these constraints create situations that break the box
    right in two and what we all realize then is that there are no painless
    options! We either decide that we will do more than slap a band aid on
    the problem or accept an unreliable system where things like
    derailments and delays become even more commonplace.
        At Amtrak we have made our choice--we are fixing it. It really
    doesn't matter whether someone should have done this 10 years ago--they
    didn't and we are stuck with the result. But I don't want someone 10
    years from now to blame us for not doing what needs to be done.
        Make no mistake--the work we've done is hardly the cure to all that
    ails Penn Station. In fact, this summer was in many ways the beginning
    of a new day for Penn Station and Amtrak. This was just one of 4 major
    interlockings and 1 of 21 station tracks. There is a lot more work yet
    to be done--a lot of catching up to do.
        In the months ahead, most of the work will be done in limited
    windows during the overnight hours and on weekends. But sometimes there
    will be particular projects that simply cannot be accomplished during
    those short windows alone and more outage time will be necessary. When
    that's the case, we are going to take the time needed and get the job
    done--not defer the work in the name of avoiding some level of
    disruption. When that is necessary, we'll work closely with our
    railroad partners to ensure the same level of planning and
    preparation--the same robust communication we engaged in this summer--
    to minimize inconvenience to the traveling public.
        While planning for the future, we remain focused on fixing what we
    have at Penn Station today. In the months ahead we'll be expanding Club
    Acela, rebuilding our main restrooms, repairing elevators and HVAC
    systems, strengthening the Command Post for interagency emergency
    communications, and reconfiguring our passenger waiting areas. Along
    with our railroad partners and outside experts, we're also looking at
    ways to improve concourse operations, signage and wayfinding, and
    testing new technology to help passengers navigate what can be a very
    complex place. [These initiatives along with repositioning retail at
    Penn will have a significant near term benefit to passengers.]
        [Amtrak is going to do the work required to strengthen our
    railroad. This summer, we proved that with careful planning and the
    commitment of a dedicated workforce, even the most technically
    challenging and precise work can be done safely, minimizing disruption
    and serving the long-term needs of the region.]
        If the Penn renewal program represents reversal of the common
    practice of kicking the can down the road-the Gateway Program
    represents declaring an end to sticking your head in the sand!! The
    same narrow view that could have concluded last Spring's derailments
    were only about fixing a couple of railroad ties would have us
    underestimate the vulnerability of our 107-year-old tunnel that serves
    as the sole connection for commuter and intercity trains between New
    Jersey and points south and Manhattan. It was built when there were
    sheep grazing in Central Park. In fact the tunnel was 25 years old when
    the sheep moved to Brooklyn. It was in need of replacement long ago.
    Then Super Storm Sandy hit and you all know the rest of the story.
        At some point in the coming years, the ongoing damage caused by
    Sandy will mean that the tunnel will become so unreliable that we'll
    have to close it for extensive rehabilitation. If that happens before a
    new route is established between New York and New Jersey, the region's
    rail traffic will drop by 75 percent from 24 trains per hour to 6--a
    nightmare scenario that would cripple the transportation network and
    devastate the economy at large. In the 21st century we cannot allow the
    10 percent of America's GDP that this region creates to rely on
    infrastructure so fragile.
        We have no time to lose in solving this problem, but I truly
    believe we can do it.
        After the ARC project was terminated Amtrak spent considerable time
    and resources advancing Gateway--we did the hard, often unglamorous
    work of developing and planning alternate alignments to bring a new
    tunnel directly into Penn Station, rectifying a huge flaw in the ARC
    plan. Then, we looked at the tracks and bridges that connect Newark to
    the tunnel and the station tracks at Penn that receive these trains,
    developing the basic elements that make up today's 9-project Program to
    preserve and expand rail capacity into Manhattan.
        When fully realized, Gateway will be a truly transformative project
    that will impact millions of commuters and businesses for generations.
    One-seat rides from communities west of the Hudson will have a dramatic
    impact on commuting and the area around an enhanced and expanded Penn
    Station will turn into the economic and cultural epicenter of
    Manhattan. Gateway will turn Penn Station into a place that everyone
    will want to put their name on.
        People often ask--when will Gateway get started? The answer is--it
    already has. At Hudson Yards, we constructed the first two sections of
    a concrete casing, preserving the right of way for a future tunnel to
    connect with Penn Station. It was Amtrak that led the economic analysis
    that found every dollar invested in this 20-plus billion dollar program
    returns four dollars of economic benefit to the region. In the past
    five years, Amtrak and our Federal partners have directed more than
    $300 million to the Gateway Program.
        Now under the framework of the Gateway Program Development
    Corporation, all the stakeholders involved--including the States of New
    York and New Jersey Through the Port Authority and New Jersey Transit-
    are working with our Federal leaders--particularly Senators Schumer and
    Booker (and Congressman Frelinghuysen??) and Secretary Chao and her
    team, to take the next steps and make the tough decisions about how to
    fund it. Failing to do so risks wasting the substantial and important
    progress achieved to date and exposes us to ever-growing risk that the
    railroad we rely so heavily on today could simply cease to be
    available.
        The Portal Bridge project, which brings NJ Transit and Amtrak
    trains over the Hackensack River to the tunnel, is fully permitted and
    ready for construction. With the help of the U.S. Department of
    Transportation, environmental review of the Hudson Tunnel Project to
    build a new tunnel and rehab the old one, is speeding along on an
    accelerated time frame--on schedule for completion in March, roughly
    half the time required for similar projects.
        By next year, we'll be ready to start moving toward construction,
    so it's time for all parties involved to get serious about the
    financial commitments and other steps necessary to move this program
    forward. Every day of delay adds cost and risk to a situation that
    could well have dramatic consequences for the region and the Nation as
    a whole.
        The safe play is to avoid dealing with difficult issues rather than
    embrace them. Governor Cuomo has demonstrated real leadership with the
    Tappan Zee Bridge, LaGuardia Airport and Moynihan Station. I get the
    fact that he hasn't been Amtrak's biggest fan but he is trying not to
    kick the can down the road and no one will accuse him of sticking his
    head in the sand. Similarly, Mayor de Blasio has shown a willingness to
    take action on transit issues and strong leadership in trying to ease
    the imbalance in affordable housing alternatives for New Yorkers which
    would have a lasting impact for generations.
        Having the conviction to make hard, politically unpopular decisions
    is one way we're trying to do things differently at Amtrak. Another is
    by maintaining a laser focus on initiatives that set Amtrak apart as a
    leading transportation company, an integral component of the Nation's
    multi-modal transportation system, and an organization deserving of
    taxpayer funds.
        For most of its existence, Amtrak's been fighting the good fight--
    trying to get Congress to cough up enough money for intercity rail.
    Compared to highways and air travel, intercity rail has for years been
    the stepchild of the U.S. transportation system, with no dedicated
    funding stream, enormous capital needs, and a fractured political
    constituency.
        After roughly 40 years of failing at this objective, when I became
    Amtrak Chairman in 2013 and with a new board fully constituted, we
    decided to spend less time asking for money and more time earning it.
    Amtrak has a long and proud tradition in the railroad industry with
    some of the top subject matter experts and a terrifically dedicated
    workforce. But every army needs a clear mission and strong leadership.
    We adopted a focus on safety, customer service and financial
    performance. If anyone was going to give us money it would be because
    we made the case we are good stewards of the business we already
    operate. Moreover, we needed to develop a robust planning and project
    management capability. I have been in the private sector for over 30
    years and worked with some very successful and talented investors. No
    one invests in your business because it is poorly run or designed
    (unless it's for the purpose of kicking you out of it).
        This is the path we have chosen for Amtrak. We have made enormous
    improvements in operating performance, reduced losses, cut expenses,
    paid off debt, invested in new locomotives, recapitalized the Acela
    system by purchasing all new train sets and invested heavily in
    technology. Our 2016 operating loss was the lowest in the company's
    history and we are on track to beat that number in FY'17.
        Equally important, we are providing leadership and investing in our
    people. Take, for instance, recent hires at the highest levels of the
    organization. Wick Moorman, our co-CEO, is an icon in the railroad
    industry. After just a year in the role, Wick has made enormous
    progress transforming the organization--attracting new talent and
    helping our existing employees achieve their full potential. For the
    first time in decades, a structure of solid planning and project
    management is emerging at Amtrak. Wick's immediate reaction to the
    derailments at Penn Station was to apply the most comprehensive
    solution possible--not just get past the next news cycle.
        In July, Richard Anderson joined the C-suite as co-CEO. As many of
    you know, Richard took Delta Airlines from bankruptcy to the
    unquestioned leader in the U.S. airline industry by deploying the very
    simple concept that it is all about the customer! Working alongside
    Wick now in an innovative--and we hope not temporary--co-CEO
    arrangement, Richard is another top-flight executive with the strategic
    vision and tactical experience we need at Amtrak to deliver for our
    passengers, partners and stakeholders.
        That each of these best-in-class executives have chosen to join
    Amtrak now--to lead this mission--says a lot.
        In the months and years ahead, their challenge will be to implement
    what I like to call Amtrak 2.0.
        When Amtrak was created in 1976 after the bankruptcy of commercial
    railroads, no one knew what to do with the passenger rail system.
    Americans saw automobiles and airplanes as the future, so it wasn't a
    major concern that we underinvested in passenger rail and didn't really
    have a plan for its future. In 2017 because of people moving back into
    cities, volatile gas prices, long lines at airports, the desire to
    never let go of your iPhone or laptop--trains are popular again!
    Therefore, the Company created in 1976 simply won't do in 2017.
        There is a lot we can say about the elements of Amtrak 2.0--but let
    me touch on those that are key:

        First and foremost, we need to be a well-run company that features
    an industry-leading safety record, strong on-time performance, clean
    and safe trains, and exceptional customer service. We have already made
    great strides on this front, including the introduction of refreshed
    coaches on our Regional trains that start hitting the rails this week.
    Still much more needs to be done.
        [The overwhelming success of the Northeast Corridor demonstrates
    the demand for passenger rail between cities, but there are other city
    combinations around the country that offer a similar opportunity to
    create a viable alternative to transportation by car or plane. In fact,
    current Amtrak service--operated with our State partners--already sees
    high demand in city pairs like Chicago to Detroit and Milwaukee,
    Philadelphia to Harrisburg, Oklahoma City to Fort Worth, Texas, and
    others. Building out this city-pair system around the country would be
    a meaningful economic stimulus, enhance mobility to and from our major
    metropolitan areas and create jobs at the construction, manufacturing
    and operating level. Not to mention the billions gained by having
    people show up to work on time, and the quality of life improvement
    that comes from getting home without major delays caused by slow
    trains, congested highways or canceled flights.]
        Second, we must embrace the private sector's growing interest in
    passenger rail. Around the world, trains are back in vogue and
    communities across the country want and need Amtrak and passenger rail
    to do more for their citizens. There are multiple components of
    Amtrak's business that would be attractive to private capital and new
    partnerships. Such initiatives could bring needed financial resources
    to intercity rail and help drive the type of business discipline that
    only comes with putting money at risk. [Where investments and
    partnerships can be advanced that are consistent with the Company's
    transportation mission and adequately address the level of existing
    Federal investment in Amtrak, we are open for business.]
        [We have already seen success in partnering with developers to
    monetize real estate around train stations. Philadelphia and Chicago
    are notable examples and Washington, Baltimore and, of course New York,
    represent enormous opportunity.]
        Technology is the third key element of Amtrak 2.0. Since
    introduction of our mobile app and e-ticketing solutions, Amtrak has
    been and will continue to develop industry-leading technology solutions
    to keep our customers connected and our business moving. We continue to
    improve and expand our onboard WiFi service; our new partnership with
    Lyft will help more people overcome the so-called ``last mile''
    challenge; and Amtrak continues its leadership in the deployment of
    Positive Train Control technology to drive safety.
        With a world-class leadership team in place, fresh off the success
    of a major infrastructure program safely delivered on time and on
    budget, and with an eye toward the future, Amtrak continues to reinvent
    itself. We'll announce more changes in the weeks and months ahead
    intended to advance our business along the lines I've described. It is
    my sincere hope that the Amtrak I've described and the Amtrak I know
    comes to be the Amtrak you know--the Amtrak you can rely on.
        Thank you very much for coming today. Thank you, Bill, for the
    opportunity. And I look forward to seeing many of you out on the
    railroad soon.
                                     ______

                             REGIONAL PLAN ASSEMBLY
                    INTRODUCTION OF SENATOR CHARLES SCHUMER
                                  May 6, 2016
        Good Afternoon.
        I am Tony Coscia, Chairman of the Amtrak Board of Directors, and I
    have the pleasure today of introducing the Honorable Chuck Schumer,
    senior senator of New York.
        [I first met Chuck Schumer. . . .]
        Chuck holds and long and distinguished career in the U.S. Senate,
    to which he was elected in 1998, after serving the 9th Congressional
    District in Brooklyn for 19 years. He is a leader in the Senate,
    holding powerful positions on the Senate Finance Committee, which
    oversees the Nation's tax, trade, social security and health care
    legislation, and in his political party, as Chairman of the Democratic
    Senatorial Campaign Committee (DSCC) for two consecutive cycles, before
    he stepped down at the end of 2008.
        As his stature in the Senate and on the national scene has grown
    and grown, Chuck has leveraged his influence to the benefit of New York
    and the region, with a particular focus on the infrastructure that
    supports our economy and provides access to jobs for the region's
    diverse communities.
        [Many of you may be aware that Chuck is fond of holding Sunday
    press briefings to highlight urgent threats to public health and safety
    and focus Federal resources on fighting these threats--threats like
    ingestible detergent pods, metal bristle barbeque brushes, and powdered
    alcohol. But this is one of the ways the Chuck has mastered gaining the
    attention of the media and harnessing it to advance the interests of
    New Yorkers and the broader public. If I learn that Amtrak is the topic
    of one of these Sunday press gaggles, it makes me a little nervous--but
    more often than not it has been to our benefit.]
        As this audience knows, Chuck has played a central role in
    supporting New York City's competitiveness in the global economy by
    investing in infrastructure, rebuilding Lower Manhattan after 9/11, and
    creating a vision for the expansion of Manhattan's central business
    district on the Far West Side.
        Today, Chuck is one of Amtrak's fiercest advocates in the U.S.
    Senate and a leading proponent of Amtrak's Gateway Program to preserve
    and expand trans-Hudson rail capacity into Penn Station.
        And without his help, we may have lost an opportunity to ever build
    a new rail tunnel into Penn Station.
        In early 2012, the New York City real estate market was rapidly
    rebounding and market forces were making the decades-old vision of a
    new commercial district on the Far West Side a reality. The Related
    Companies had secured its first tenant at the new Hudson Yards
    development and their long-held plans to build over the Long Island
    Rail Road yards were suddenly shifting into high gear.

       Amtrak had just completed a feasibility study of the Gateway
            Program that concluded that it was possible--from an
            engineering perspective--to bring a new rail tunnel into
            Manhattan from New Jersey to connect with the existing tracks
            and platforms at Penn Station.

       There was just one problem. The pathway for the new rail
            tunnel went straight through the location where Related planned
            to build a 70-story office tower.

       As Amtrak worked with Related to develop a plan to protect
            the right-of-way for this tunnel connection through the Yards,
            Super Storm Sandy made landfall in New York City, inundating
            Amtrak's North River and East River tubes with millions of
            gallons of salt water.

       In the year that followed, Chuck helped pass Federal
            legislation that would direct $185 million in grants to Amtrak
            to build the first 800 feet of an underground concrete casing
            at Hudson Yards--the ``tunnel box''--protecting the right-of-
            way for a future Hudson River rail tunnel. In 2014, Amtrak
            extended the concrete casing another 100 feet under the 11th
            Avenue Viaduct using additional Federal Sandy funds to protect
            the right-of-way.

       Had we not taken these urgent steps when we did and without
            the vision and commitment of Senator Schumer, we might have
            lost the only remaining opportunity to bring a new tunnel into
            Penn Station.

        But he didn't stop with the tunnel box. Last year, Chuck's vision
    for a new entity--dedicated to delivering not just a new tunnel but the
    broader Gateway Program--helped pave the way for the announcement by
    the Governors of New York and New Jersey of a Bi-state/Federal
    partnership to fund and finance the full Gateway Program.
        As I'm sure he will tell you, the partners have made significant
    progress since that event, most recently officially beginning the
    environmental review process for the Hudson Tunnel Project with the
    Federal Railroad Administration's publication of a Notice of Intent to
    prepare an Environmental Impact Statement--a major milestone.

       Chuck is a great friend to Amtrak and I said earlier this
            week at a Crain's event that he is the Gateway Program's best
            publicist.

       If we are lucky, he will schedule not one, by many of his
            regular Sunday press gaggles on Amtrak's infrastructure needs
            in the future.

       Please join me in welcoming, Senator Chuck Schumer.
                                     ______

                       URBAN LAND INSTITUTE FALL MEETING
                        Transformative Projects Session
                                October 23, 2014
        Infrastructure investments--especially transit--were a critical
    part of all these projects and were ultimately the responsibility of
    the public sector--or quasi public sector in the instance of Amtrak.
    What, in your opinion, makes for successful public/private
    partnerships?
        You're right that transit infrastructure is a critical component of
    both projects.
        In fact, I think it's safe to say that neither Related nor Forest
    City Ratner would have made the investments they have made on the West
    Side or in Brooklyn--at least not at this scale--if not for the transit
    infrastructure in the surrounding area.
        Transportation is the bedrock of the urban experience, and any
    smart developer would or should factor proximity to transit into their
    decision-making.
        With all due respect to my fellow panelists, the idea of placing
    large-scale development near transit doesn't require a PhD.
        Transit-oriented development isn't a novel concept--especially to
    members of ULI.
        Having said that, there are plenty of public-private partnerships,
    both in the form of TODs and others, that haven't been successful.
        And there are still many more public-private partnerships on the
    cutting room floor.
        As someone who has practiced law for more than 25 years, I can
    attest that there is no shortage of talented lawyers who can draft
    superb agreements covering all of the complicated aspects of a P3
    transaction.
        They can finely calibrate the allocation of risks between the
    public and private sectors.
        Likewise there are plenty of smart project sponsors and public
    entities--in NYC and around the country--who are interested in P3
    projects.
        But I would suggest there's a wide gulf between the ability to
    conceive a successful public-private partnership and the ability to
    execute on one.
        No amount of smart lawyering, or money, or interest, can be a
    substitute for individuals and companies who are able to execute on P3
    projects.
        Most P3 projects are highly complex, involving many stakeholders,
    and require attention detail and the commitment of project partners.
        When I think about companies like Related and Forest City, I think
    first and foremost about their ability to navigate complicated
    bureaucracies, hire the right employees and advisors, negotiate with
    labor and various local constituencies, and get the job done.
        I would add that this ability to execute a complex project is
    consistent with the entire premise of P3 projects.
        After all the principal benefit of a P3 is the avoidance of
    execution risk--it isn't because the private sector can finance a
    project more cheaply (it can't) or because the private sector is
    uniquely qualified to build large-scale, complex projects (it isn't).
        Rather, the notion of a P3 project makes sense principally because
    the public sector can transfer execution risk to the private sector.
        When a P3 project isn't successful, it typically means that one or
    both sides in the relationship--the private and/or the public sector--
    didn't have the requisite level of commitment to a successful project.
    What project in NYC were you not involved with but wish you were, and
            why?
        I would point to a historical project--the construction of Grand
    Central Station.
        The station, which turned 100 years old last year, is a perfect
    example of how visionary infrastructure projects can drive economic
    development many times the amount of the original investment.
        It also happens to be one of most remarkable rail stations in the
    entire world.
        Grand Central was built by railroad magnate Cornelius Vanderbilt at
    a cost of $2 billion in today's dollars.
        The station had the capacity to handle more than 1,000 railcars on
    30 different platforms.
        But, as we all know, Grand Central, is more than just a train
    station--it is an economic development project and a civic monument.
        According to Sam Roberts, who wrote a book on the occasion of Grand
    Central's centennial, the assessed value of property in the immediate
    area around the station more than doubled within three years of
    construction.
        A decade later, it had doubled again, creating a huge return for
    property owners in the area as well as the NYC economy.
        With Grand Central as its anchor, Midtown Manhattan became the
    commercial, residential and cultural heart of New York.
        Many of the Nation's biggest corporations moved their headquarters
    uptown to the nearby Chrysler Building and Empire State Building.
        Park Avenue became one of the city's most prestigious addresses,
    and residential buildings were built in the many blocks surrounding the
    station.
        This in turn led to the opening of clubs and nightclubs and
    restaurants to serve the residential population.
        So Grand Central was in many ways the prime mover in the entire,
    glorious ecosystem of the current economy of New York City.
        I would have enjoyed being part of a project that was so critical
    to the growth of the New York City economy.
    What do you think was the tipping point over the past 10 years that
            lead to emergence of some of the greatest development projects
            in the world?
        I would point to three things.
        First and foremost I would say that having a safe and secure city,
    where the rule of law prevails, is an absolute precondition to economic
    development.
        This is the principal reason why the most interesting, greatest
    development is happening in places like New York, London and Paris,
    where people feel secure in their homes and companies feel secure in
    their businesses.
        It is no accident that enormous sums of capital from around the
    world is choosing to invest in New York City.
        Beyond the threshold issue of safety, though, I would point to two
    other factors that have contributed to the emergence of New York as a
    city where great development occurs.
        Second, political leadership matters.
        Leaders like former Mayor Bloomberg, understand the critical
    importance of real estate and infrastructure to the long-term economic
    growth of New York City.
        The fact is that real estate and infrastructure are long-term
    businesses.
        They don't neatly track election cycles--so leaders who are willing
    to look past an election year and make decisions that are helpful to
    our business sector are enormously valuable allies.
        I believe Mayor De Blasio shares this long-term vision and
    commitment to New York's growth. There are other unsung heroes as
    well--just to offer one example, Senator Schumer has been absolutely
    key to Amtrak's efforts to build new rail infrastructure on the west
    side of Manhattan. The third factor is competition from other global
    cities--London, Shanghai, Abu Dhabi, Frankfurt, among others.
        The reality is that, more than ever before in world history, people
    have choices about where they want to live and companies have choices
    establish their offices.
        New York is competing not only with other great metropolitan areas
    around the U.S. but around the globe.
        Any many of this global cities--through a combination of massive
    new wealth generation, access to capital markets, global ambition, and
    ego--have made enormous strides over the last few years. I believe our
    global competitors have forced us to become less complacent about our
    own backyard, and to begin making the investments that will enable us
    to continue being the world's greatest city in the 21st century.
        (And, just as an aside, I think cheap capital helps too.)
    What's the most important lesson you learned from any of your NY
            projects that translated over to other projects you are working
            on outside of New York?
        Real estate development in New York City really validates the old
    saying that if you can do it here, you can do it anywhere.
        I've been Chairman of Amtrak since only last year but before that I
    was Chairman of the Port Authority for eight years and I've practiced
    law, focusing on real estate finance, for more than 25 years.
        The main thing that I've learned from my experience in New York
    City is the importance of transit and transportation to real estate.
        As we discussed earlier, proximity to transportation infrastructure
    is absolutely critical to the success of projects like Hudson Yards and
    Pacific Park.
        I'm now carrying over these lessons to Amtrak.
        One of Amtrak's major ongoing projects--but that hasn't been
    publicized until now--is our Station Development Initiative.
        Amtrak owns a substantial portfolio of assets--in the Northeast
    Corridor and across the country--related to its rail business.
        These assets include major terminals, passenger stations, office
    facilities, rail infrastructure, adjacent development sites, air rights
    and rights-of-way.
        We have launched an effort to explore innovative concepts for
    developing and monetizing these assets and unlocking their substantial
    value.
        Our early efforts are focused on our 5 largest station complexes in
    New York, Philadelphia, Baltimore, Washington and Chicago.
        Early feedback from the real estate and investment banking
    community is that this is an opportune time for this initiative because
    of demographic shifts in favor of cities and a corresponding increase
    in the value of our urban assets.
        We have engaged consultants to help us identify strategies for
    unleashing the value of these assets. We expect to complete our
    assessment and planning next spring and reach out to the real estate
    and investment banking communities for their help in implementing the
    chosen strategy next summer.
        I'm tremendously excited about this initiative because I think it
    will not only help Amtrak generate much needed revenue but it also
    creates a platform for revitalizing the downtown areas around our
    stations in some of the Nation's greatest cities.
        In short we view the Station Development Initiative as revenue
    opportunity as well as a national economic development program.
    What's New York's ``next transformative project''? Where do you think
            the opportunity is?
        With all due respect to my fellow panelists, the next
    transformative project is Amtrak's own Gateway project.
        As human beings we have a bias towards projects that are highly
    visible and, therefore, above-grade.
        There are some truly remarkable projects that are being built in
    New York City--we have been talking about several of them this morning.
        But the transformative projects, in my mind, are public sector
    investments that drive broad and sustained growth over many years.
        And on this score there can be nothing more transformative than the
    Gateway Project.
        Broadly speaking, Gateway envisions the construction two new rail
    tunnels under the Hudson River, expansion of Penn Station to the south
    in coordination with the opening of Moynihan Station, and other rail
    improvements between Newark, NJ and New York City.
        The need for new trans-Hudson rail tunnels is imperative and
    indisputable.
        The trip from New Jersey into NYC and back goes through two tubes
    built out of cast iron and concrete in 1910.
        Trains pass through these tunnels on tight headways at rush hour--
    each tube can handle up to 24 trains an hour.
        We close one tunnel every weekend for repairs, on a carefully
    choreographed 55-hour work outage when the Nation's busiest train
    station operates on just one track.
        Clearly it doesn't make a lot of sense for the only passenger rail
    link between America's global business capital and the rest of the
    Nation to hang in such precarious balance.
        The need to address this precarious state of affairs suddenly
    became much more urgent two years ago.
        As we reported just two weeks ago, our tunnels sustained
    significant damage during Super Storm Sandy.
        In order to repair the damage, we'll need to take the tunnels out
    of service for a sustained period of time--this would of course cause
    enormous damage to our regional economy.
        So an already dire situation with our cross-Hudson rail capacity
    has become even more urgent. The good news is that Amtrak's Gateway
    Project addresses these problems.
        Gateway would also, critically, increase intercity rail capacity
    from Newark to Penn Station by 65 percent.
        And ultimately it is essential to executing our vision to have
    truly high-speed rail along the Northeast Corridor.
        I am talking about having 220-mph trains linking the financial,
    cultural and political centers on the East Coast--Washington, DC,
    Baltimore, Philadelphia, New York, and Boston.
        A person would be able to travel between Philadelphia and New York
    City in [  ] minutes, or between Boston and New York City in [  ]
    hours.
        The economic opportunities that would result from such connectivity
    would be staggering.
        So the Gateway Project would be transformative not only for New
    York City, but for the entire Northeast Corridor--and indeed for the
    entire country.
    Your main projects and undertakings are all pretty massive. Are there
            lessons learned that can be applied to other projects in other
            markets? What do you think is the universal equalizer when
            working on a project of any scale?
        I've learned that the size of the project ultimately doesn't
    matter.
        The critical ingredient to the success of any real estate project
    is to treat your partners with respect--this includes not only your
    lenders, which you should never alienate, but also others who are
    working alongside you--your development partners, your public sector
    sponsors in a P3 project, the employees who are working with you and
    for you.
        As everyone in this room knows, the world of real estate is pretty
    clubby--you tend to encounter the same people over and over again.
        [Mention longstanding relationships with Steve Ross, Dan Doctoroff,
    MaryAnn Gilmartin (?)]
        I have been exceedingly fortunate over my professional career to
    know and work with great partners, and I attribute much of the success
    of my projects to them.
                                     ______

                         NEW JERSEY CHAMBER OF COMMERCE
                               September 30, 2014
        As a business, Amtrak is in the strongest position it has been in
    its 40 year history.
        Much of its success can be attributed to the strong performance of
    the Northeast Corridor, where Amtrak owns and operates much of the
    critically important infrastructure.
        But we are challenged by the condition of our legacy
    infrastructure--some of which dates back over 100 years.
        Today I will talk about an urgent challenge facing the New York-New
    Jersey region--the condition of the Hudson River and East River tunnels
    in New York City following Superstorm Sandy--and how the region--and
    its business community--must come together to rebuild.
        And I will conclude by focusing on Amtrak's vision for the future
    of the Northeast Corridor, one in which rail investments and economic
    growth is closely intertwined.
        Let me start by talking about how Amtrak is improving its business
    performance in all areas of the company.

       Amtrak posted its 10th annual ridership record in the last
            11 years in Fiscal Year 13, when we served 31.6 million
            passengers and recorded a ticket revenue record of $2.1
            billion.

       This ridership record was achieved despite the service
            disruptions caused by Superstorm Sandy, which we estimate lost
            Amtrak approximately 440,000 passenger trips and $42 million in
            lost ticket revenue.

       Amtrak has reduced its Federal operating subsidy by more
            than half in the last decade, from $755 million in 2004 to $340
            million in 2014.

       And Amtrak has reduced its debt significantly as well. Total
            indebtedness is less than half it was in 2002, from $3.9
            billion down to $1.4 billion in 2013.

        These financial and ridership gains are not by chance. Thanks to
    the continuity of leadership of Amtrak's President and CEO, Joseph
    Boardman, the commitments the company has made to its business goals
    are beginning to pay off.
        In its 2011-2015 strategic plan, Amtrak began an overhaul of its
    corporate management structure that involves the creation of business
    lines, each accountable for the overall performance of specific Amtrak
    products and services.
        This shift to creating profit and loss centers around specific
    business lines reflects the need for greater accountability (to
    Congress and to taxpayers) about which areas of the business are
    profitable or losing money, and to create clear lines of responsibility
    in each of those areas.
        And while Amtrak will continue to depend on some level of public
    sector operating subsidy and capital investments for the foreseeable
    future, the best stance we can take with Congress is a position of
    strength.
        Amtrak deserves public investment because: we are running a good
    company, we are increasing productivity and efficiency every year, and
    we are running services that people use, demand, and which are growing
    more popular every year.
        As Chairman, I am pleased that many of Amtrak's gains in recent
    years can be attributed to the realization of goals set in place by the
    management and the dedication and hard work of our employees.
        But we've also been helped by some underlying demographic trends
    and technical innovations that have supported our growth, not to
    mention the worsening performance and experience of the other
    transportation options out there--like driving and flying.
        Amtrak is increasingly popular among the millennial generation, a
    cohort which would rather send texts and engage in social media, than
    drive to their destinations.
        Amtrak's social media team successfully targets this demographic--
    engaging them on platforms such as Facebook, Instagram, Twitter, and
    the Amtrak Blog, with competitions and promotional efforts that have
    greatly raised Amtrak's profile.
        One example is Amtrak Residency program. Last week, Amtrak
    announced 24 writers who have won free tickets to an Amtrak long
    distance train sleeper accommodation to use as a unique, creative work
    space for writing. This program, the idea of which was generated on
    social media, has captured the imagination of the blogosphere, and
    proved to be one of Amtrak's most newsworthy topics of the past year.
    Amtrak received 16,000 applications for the 24 ``residents'' it
    announced last week.
        Of course, Amtrak's success in social media would not be possible
    without Amtrak's embrace of technology.

       The provision of Wi-Fi on Northeast Corridor trains and the
            introduction of e-ticketing are two of the visible improvements
            that you may have experienced aboard Amtrak trains.

       Amtrak recently upgraded its AmtrakConnect Wi-Fi service to
            4G to address lagging speeds and dropped signals. AmtrakConnect
            is provided to customers at no additional cost, is available on
            trains that serve 75 percent of Amtrak passengers, and
            routinely supports between 30 and 50 percent of passengers on a
            given train. And, we're already looking at new ways to offer a
            true broadband experience on our trains in the Northeast.

        Here in the Northeast Corridor, where Amtrak operates its
    successful Regional and Acela Express services, the viability and value
    of Amtrak's NEC infrastructure and services is almost taken for
    granted.
        The Northeast Corridor stretches close to 900 route miles along the
    Eastern Seaboard, including its mainline from Boston to Washington, DC,
    and connecting corridors to Harrisburg, PA; Albany, NY; Springfield,
    MA; and Richmond, VA.
        This infrastructure hosts approximately 260 million annual
    passenger trips and 750,000 daily passenger trips.
        We own and control about 80 percent of the NEC route and
    approximately 2,200 trains operate over the Corridor on a daily basis,
    including 2,000 commuter trains, 140 Amtrak intercity trains, and
    roughly 60 daily freight trains.
        Despite the complexity of the operating environment and the age of
    the NEC infrastructure, Amtrak services in the NEC have posted steady
    gains over the last decade.
        Gross operating revenues from the Regional and Acela services have
    risen over 90 percent, from $575 million in 2003 to $1.1 billion in
    2013.
        Over the same period, ridership on those same NEC services has
    grown 36 percent.
        Amtrak would serve more passengers on the Northeast Corridor if it
    could, but we simply don't have enough room on our trains--or more room
    on the tracks for more trains--one of the reasons the company can
    charge what the market will bear for Acela Express tickets.
        To meet the rising demand for fast, convenient Northeast Corridor
    travel, Amtrak is undertaking multiple initiatives to expand capacity
    on the NEC--focusing on infrastructure and equipment.
        On the equipment side, Amtrak recently announced that it will
    introduce new, high-speed trainsets on the corridor by 2019.
        We've issued a Request for Proposals to train equipment
    manufacturers for the new high-speed fleet, which will supplement and
    ultimately replace the Acela equipment you're familiar with.
        The RFP closes on October 1, so if you haven't already submitted
    your proposal, you have one day left. We are seeking 28 trainsets that
    could be in revenue service by 2019, expand capacity of our high-speed
    fleet by 40 percent, and meet or exceed the current Acela journey time.
        These trainsets will have the opportunity to run over an improved
    railroad in New Jersey, thanks to Amtrak's NJ High Speed Rail
    Improvement Program.
        This is a $450 million U.S. DOT funded project to upgrade
    electrical power, signal systems, tracks and overhead wires to allow
    Amtrak trains to operate at speeds up to 160 mph between Trenton and
    New Brunswick and substantially improve the reliability of intercity
    and commuter services on this stretch of railroad.
        We're building the model high-speed rail road here in New Jersey
    and we hope to expand it to larger portions of the NEC in the
    subsequent years.
        Also on the infrastructure side, Amtrak is developing the Gateway
    Program--our plan for doubling rail and tunnel capacity between Newark,
    NJ and Penn Station, NY, including a new tunnel with two tubes under
    the Hudson River and expansion of Penn Station, enhancing reliability
    and increasing the resiliency of our essential infrastructure.
        Didn't Governor Christie kill that tunnel project, you ask?
        Well, this project is different, and we think better, because it
    connects directly to Penn Station providing benefits to the entire
    Northeast Corridor and all the users of Penn Station, in addition to NJ
    Transit commuters, who will also gain a faster and better commute under
    this plan.
        The Gateway Program is made up of project elements that are
    modular--each one having independent utility while still supporting the
    whole program--and it is designed to be phased in over time.
        Gateway's major elements include:

       Two, new, storm-resilient tubes under the Hudson River that
            will allow us to close down the two existing century-old Amtrak
            tubes under the Hudson River for desperately needed replacement
            work.

       Replacing the 100-year old Portal Bridge over the Hackensack
            River;

       Replacing damaged components of the existing, Hudson River
            tubes, once the new Gateway tubes are in operation, so that
            when complete, we have a fully functional and reliable four-
            track system between Newark, NJ and Penn Station, NY--a
            doubling of current capacity.

       Track, bridge, and signaling upgrades and expansions to
            provide new capacity between Newark and New York, including a
            second two-track Portal Bridge;

       Expanding Penn Station New York to the south to provide new
            tracks, platforms and concourse space to accommodate the growth
            in train service that accompanies the construction of the new
            tunnel into Manhattan.

        Amtrak has completed a feasibility study of the Gateway Program and
    is now moving into the first stage of planning, in consultation with
    the railroads that will benefit from this new capacity, including NJ
    Transit, Long Island Rail Road, and Metro-North.
        I should say, especially in the presence of Ronnie Hakim, that this
    program will only move forward if it has the buy-in of these and other
    state and regional stakeholders and we look forward to working with our
    partners to shape the future capacity that is provided by this
    ambitious program.
        Now, the Gateway Program may seem like a long way off. Our most
    ambitious timetable right now puts all of the new capacity provided by
    Gateway coming online in 2030. But there is a piece of this program--a
    major piece--that is already under construction, several stories below
    the surface in Manhattan.
        Last August, Amtrak broke ground on construction of a concrete
    casing that will protect the future potential right-of-way of the new
    Gateway tunnel through midtown Manhattan, just west of Penn Station.
        We had to get started on this project because Related Companies,
    the private developer responsible for the Hudson Yards project in
    Manhattan, is erecting skyscrapers over the MTA-owned rail yard through
    which the Gateway tunnel will connect to Penn Station.
        Amtrak moved quickly to design the project, apply for and obtain
    Federal Sandy resilience funding, and start construction, meeting the
    aggressive timetable set by the private developer.
        I'm happy to report that construction crews are now casting the
    concrete roof forms on the first 800 feet of the concrete casing that
    will protect the pathway for two new tubes--the only route that
    engineers determined would allow the tubes to link up to the tracks and
    platforms at Penn Station.
        So, we have some successes to build on. But challenges remain.
        Despite the growing demand for travel on the NEC, our biggest
    challenge is maintaining a legacy railroad in a state of good repair.
    Amtrak is responsible for the capital investments needed to maintain
    and improve this aging infrastructure asset in order to serve the needs
    of a growing economy.
        Amtrak has never had a true, multi-year Federal capital funding
    commitment, one that allows us to sign multi-year contracts, knowing
    that the money would be there to carry out the work. As a result, we
    have had to put off major capital programs to renew aging bridges and
    tunnels, in some case for decades.
        This audience is familiar with the challenge and the importance of
    maintaining our aging infrastructure--whether we're talking about
    rails, roads, or airports. Our economy literally depends on it.
        And in a state where many of the businesses here benefit from the
    high incomes and spending power generated across the river, the
    importance of maintaining these linkages is paramount.
        As a proud New Jersey resident, I don't think it's blasphemous to
    admit that ``commuting to New York City'' is one of New Jersey's
    biggest industries.
        More than a quarter million (250,000 +) people travel from New
    Jersey into Manhattan during the morning peak and 17 percent of those
    commuters are traveling on Amtrak's infrastructure into Manhattan--the
    rest on the bridges, tunnels, PATH system, and ferries. Imagine the
    surge to the traffic through the Lincoln and Holland tunnels if
    Amtrak's rail tunnel was shut down.
        This trip--with the 17 percent of NJ morning commuters--is
    occurring over a segment of the NEC between Newark, New Jersey and New
    York Penn Station, which hosts about 450 trains per day and where the
    NEC--a four track railroad for much of its length--narrows to a two
    track railroad.
        These two tracks travel over the Portal Bridge, a century-old
    movable swing bridge over the Hackensack River that opens periodically
    for maritime traffic--and occasionally gets stuck in the open position.
        The trip continues through the Hudson River tunnel--two tubes built
    in 1910 of cast iron and concrete, which were inundated with seawater
    during Super Storm Sandy.
        Trains pass through these tubes on tight headways at rush hour--
    each tube can handle up to 24 trains an hour. Take one tube out of
    service, and that number drops to 6 or 7 in each direction for the
    remaining tube; they're so vital to these services that Amtrak does all
    but the most urgent repairs over the weekends, because there's no time
    during the day.
        We close one every weekend for repairs, on a carefully
    choreographed 55-hour work outage when the Nation's busiest train
    station operates on just one track.
        Clearly it doesn't make a lot of sense for the only passenger rail
    link between America's global business capital and the rest of the
    Nation to hang in such precarious balance.
        Then, in October 2012, Superstorm Sandy provided us with an
    illustration of the perils of relying on century-old infrastructure.
        During Superstorm Sandy, both of these tubes were inundated with
    salt water, as were two of the four East River tubes. After we pumped
    them out, we did a study of the damage. We found that the tubes
    absorbed destructive chlorides and sulfates from the sea water and we
    need to take them out of service to rebuild essential components.
        This damage, which will keep getting worse until the replacement
    work is done, adds urgency to proceeding with Amtrak's Gateway Program.
        If you were listening closely, you might have picked up that the
    Gateway Program can be divided into two categories--elements that
    repair and replace existing Northeast Corridor infrastructure and
    improves resilience--like replacing the Portal Bridge and the Hudson
    River tunnel--and the new elements that double capacity on this stretch
    of the NEC--including the expansion of Penn Station and the completion
    of a four track right of way between New York Penn Station and Newark.
        This second category--new capacity--is an important focus of Amtrak
    and not to be forgotten, as we grapple with all the replacement needs
    of a very old railroad.
        This is why Amtrak released a Vision for the Northeast Corridor in
    2010--and updated in 2012--that outlines the steps we can take to get
    high-speed, 220 mph service in the future.
        That vision--the world class 220 mph version--is currently under
    review by the Federal Railroad Administration as part of a major
    programmatic environmental review process called NEC Future. Amtrak and
    the Northeast states are participating in NEC Future and when the FRA
    issues a final Record of Decision in 2016--we'll have a clearer picture
    and greater consensus on how to expand the railroad for the future.
        In the meantime, I think there is little doubt about the need for
    investments like the Gateway Program, our high-speed equipment
    purchase, and the improvements made under the NJ High Speed program.
        This regional economy, even more so than others around the country,
    benefits from the robust transportation network we have here consisting
    of road, rail, transit, air, and water. But as we let this network fall
    into disrepair we turn our backs on the business that have invested
    here. And we scare them away.
        We need to do the opposite. We need to continue to invest for
    growth.
        To conclude, I will go back to a theme I've focused on lately--
    building on Amtrak's strengths to inspire confidence to attract
    investments.
        In recent years we've shown we can run a good railroad, improving
    our bottom line, attracting more passengers, reducing our debt,
    embracing technology.
        We've also just begun to show we can deliver major projects--the
    most recent example being the rapid response of Amtrak to protect the
    Gateway right-of-way at Hudson Yards and let a design-build contract in
    a matter of months, and deliver a construction project on time and on
    budget.
        Please watch our success, and hold us accountable. We will be
    coming back for more support from the public sector and to our state
    partners for their cooperation and collaboration.
        We need the business community to make these projects a priority
    and we look forward to working with you to elevate their importance in
    the public discourse.
        Thank you.
                                     ______

                      NEWARK REGIONAL BUSINESS PARTNERSHIP
                        TRANSPORTATION LEADERSHIP AWARDS
                                  May 12, 2014
        I want to begin my remarks today with a simple observation.
        The Northeast Corridor is not only the backbone of our region but
    is also one of the most vital transportation systems in the United
    States and the world.
        This isn't just a Chairman's pride in his company. A few statistics
    may be helpful.
        The Northeast Corridor is 457 miles long and links many of the
    largest and most important cities in the U.S., including Washington,
    Philadelphia, Newark, New York, and Boston.
        The strip of land the Corridor serves is the engine of the Nation's
    prosperity.
        It covers just 2 percent of the Nation's land area, but it is home
    to one of six Americans and 20 percent of the Nation's GDP is generated
    here.
        Most people tend to think of the Corridor principally in terms of
    Amtrak, which owns most of the rail infrastructure along the Corridor.
        And it's true that Amtrak alone carries more than three quarters of
    a million passengers every day along the Northeast Corridor.
        But it's important to understand that for every Amtrak train that
    uses the Northeast Corridor, 14 commuter trains use it.
        And for every Amtrak passenger whose trip touches the NEC, there
    are as many as twenty commuters riding on portions of it--including
    four out of five NJ Transit riders.
        Taken as a whole, the Northeast Corridor carries about fifty
    percent of the Nation's rail commuters.
        So I think it's beyond dispute that the Corridor is vital to our
    regional and our national economy.
        One might reasonably expect that our spending priorities as a
    nation would reflect the Corridor's importance.
        But adjusting for inflation, Amtrak as a company has probably never
    received more Federal dollars than it received in 1979.
        In that year, the Federal support for Amtrak totaled more than $1.2
    billion--which would be something like $3.9 billion in today's dollars.
        Back in 1979, Amtrak was several years into a major investment
    project on the Northeast Corridor that was designed to replace aging
    infrastructure, increase train speeds, and improve reliability.
        We had just introduced a new class of electric locomotives, the
    AEM-7s. In the ensuing years, Amtrak bought Amfleet and Superliner
    cars.
        In the 1990s we electrified the Corridor between Boston and New
    Haven, and made similar improvements to the Washington-New York leg.
        We introduced Acela.
        Thanks in large part to these investments, Amtrak's financial
    picture is dramatically different today than it was back in 1979.
        Our cost recovery has increased from around 50 percent in 1979 to
    89 percent today, which is world class.
        We've set ten ridership records in the last eleven years and
    ridership is expected to grow by more than 50 percent in the next
    twenty years.
        And the Corridor has gone from requiring an annual operating
    subsidy from the Federal government to generating close to $300 million
    every year in revenues, above and beyond the cost to operate the
    trains.
        That's the good news.
        The bad news is that Amtrak simply can't continue to improve and
    manage passenger demand without significant new Federal support.
        Our investments over the last 30 years have focused largely on
    buying new rolling stock and making state of good repair improvements.
        We didn't make any fundamental changes to the infrastructure on
    which the trains run--nor could we, because the money to make such
    changes simply didn't exist.
        As a result we have overlaid a modern railroad on a basic
    infrastructure alignment that dates in places to the 1840s.
        The rail tunnels in Baltimore were finished in 1873.
        We have hundreds of bridges and tunnels that were built at the turn
    of the century.
        It's hard to overstate the challenges when you trying to run high-
    speed trains on a railroad that has so many assets more than a century
    old.
        Amtrak doesn't want to continue pouring money into assets that are
    so old--we only do it because we can't afford to replace them.
        But we can't go on like this forever.
        In fact our day of reckoning is fast approaching.
        Super Storm Sandy showed us the danger of relying on century-old
    infrastructure.
        As most of you know, we only have two century-old tunnels under the
    Hudson River--they carry New Jersey Transit's traffic, and Amtrak's,
    too.
        During Super Storm Sandy, both of these tunnels flooded.
        After we pumped the water our of the tunnels, we surveyed them and
    discovered they had absorbed destructive chlorides from the sea water.
        We're still in the process of assessing the situation, but it's
    increasingly clear that at some point in the next twenty years, we need
    to take one tunnel out of service for a long period to make repairs.
        And when that happens, it's going to get really bad--because
    there's nothing to replace it. Each tube can handle up to 24 trains an
    hour--which they do during rush hour.
        Take one tunnel out of service, and that number drops to 6 or 7
    trains in each direction for the remaining tunnel.
        That means that a system that carries almost one out of every five
    rush hour commuters between New Jersey and Manhattan is at some point
    in the foreseeable future going to lose seventy-five percent of its
    capacity.
        The Hudson River tunnels are just one component of the Corridor's
    rail infrastructure between Newark and Manhattan that is in dire
    straits.
        This infrastructure is made up of two rail tracks, a Portal Bridge
    over the Hackensack River that is more than 100 years old, breaks down
    frequently, and needs to be opened to allow passage by commercial
    boats; the Hudson River tunnels that are in precarious condition; and a
    rail station in Manhattan which shows up on practically everyone's list
    of the Nation's worst commuter experiences.
        Our inability to address these problems will mean more congestion,
    more delay, and more breakdowns.
        It is no less than an existential threat to our region's economy.
        Before you drag me off the stage, let me assure you that Amtrak is
    making plans to avoid such a scenario.
        In 2010, we launched the Gateway Project.
        The Project involves a number of improvements aimed at alleviating
    the bottleneck between Newark and Manhattan--four new rail tracks
    alongside the existing two tracks, a new Portal Bridge, new Hudson
    River rail tunnels, and improvements to Penn Station.
        The project would add 25 new rail slots, giving us the ability to
    take the existing Hudson River tunnels out of service for repair, and
    still provide sufficient capacity for a century of traffic growth.
        We've begun some work on Gateway, but the biggest costs are still
    ahead of us--and they're all unfunded.
        You may remember that I told you, in 1979, Amtrak received $3.9
    billion in today's dollars. In 2014, Congress appropriated $1.4 billion
    for Amtrak in 2014.
        This would be great news if we were still in 1979.
        But the time value of money and the rising cost of infrastructure
    are against us. Replacing the Portal Bridge alone costs $900 million.
        At Amtrak's current appropriations level, that's simply out of our
    price range. Amtrak has overcome the problem of insufficient funding
    before.
        But today our needs are so significant, and the demand for our
    services so high, that the methods we've traditionally used--putting
    lipstick on a pig--simply won't work.
        It's not just that our appropriations are only too small; it's that
    the highly unpredictable annual funding cycle adds its own
    inefficiencies.
        We don't know how much we're going to get, and we don't know when
    we're going to get it.
        I would note parenthetically that intercity passenger rail is the
    only mode of transportation dependent on Federal capital investment
    that lacks such predictability.
        Aviation and the highway system and transit are all funded by trust
    funds, which provide high levels of certainty.
        When you make plans, you know the money will be there to sign a
    contract. That matters a lot, and the bigger the project, the more it
    matters.
        This is an enormous issue--and unfortunately, I don't think people
    are thinking yet in terms of the kind of solution it's going to
    require.
        The Federal government could raise Amtrak's next annual
    appropriation by $200 million, along the lines we outlined in this
    year's grant request.
        Other Federal lending programs like RRIF and TIFIA could
    potentially help us as well. But these approaches will at best allow us
    to nibble at the edges of the problem.
        Amtrak needs a real and significant capital commitment--along the
    lines of the contracting authority for the highways, or full funding
    grant agreements for transit.
        Will it take legislation?
        Yes, it will.
        Will it cost money? Yes, it will.
        But it's critical to understand that the ``do nothing'' alternative
    also has an enormous cost. As it stands, we already waste five times as
    much time in traffic today as we did in 1982.
        The deadweight loss to the New York-New Jersey region as a result
    of traffic congestion is about $13 billion a year.
        That number would increase dramatically if we had to close a tunnel
    and divert commuter traffic along the Corridor to the other modes.
        The question is pretty simple.
        Would we rather spend taxpayer dollars for a service that provides
    us with efficient and effective transportation?
        Or just shoot that money out of the tailpipes of our cars while
    we're sitting in traffic on the New Jersey Turnpike or in the Lincoln
    Tunnel?
        Think of that number: $13 billion in deadweight loss.
        That's a Big Dig every year, without the amazing improvements that
    project made to the center of Boston.
        It's also more than the cost of a tunnel, or a bridge.
        It isn't quite the total cost of Gateway, but it would allow us to
    take several big steps on the way--and those are steps I think we need
    to take.
        So if we agree that the Northeast Corridor is vital to our region's
    economy, and we agree that Amtrak needs more funding to make the
    fundamental changes that will sustain the Corridor and our region's
    economy over the next century, how do we get from here to there?
        I think a regional alliance to pursue this project would be a big
    step forward.
        This region has a long history of figuring out how to build
    complex, intricate, and important public works.
        Gateway is a project of extraordinary regional and national
    significance.
        It's time for our region to take the lead in setting up a structure
    that will build on the work Amtrak has begun on the Gateway Project,
    help finance it, and to bring it to a successful completion.
        For years this group has been at the lead in championing policies
    and projects that enhance our region's competitiveness.
        I'm very pleased to join the Partnership today and I welcome your
    thoughts and your help in sustaining our region's economic growth in
    the years ahead.
                                     ______

                             NJ Alliance for Action
                               September 9, 2013
        Good Morning and thank you for the opportunity to speak to you
    today about my new role at Amtrak, the state of the company, and how
    our plans for growth will impact and benefit the Northeast Corridor.
        I recently had the honor of becoming Chairman of the Board of
    Directors of Amtrak, a role I assumed in March. One of the reasons I
    was so excited to take this position is because the company is in
    better shape than it ever has been and Americans are embracing rail
    travel to a degree rarely seen during Amtrak's 42 year history.
        We also have strong and committed leadership at our helm, in
    Congress, and in the White House. Our President and CEO, Joe Boardman,
    was recently asked by the board to serve for another two years until
    2015, which will make him the second-longest serving President and CEO
    in Amtrak's history.
        Much of the growth in ridership, revenue, and financial strength at
    Amtrak has taken place in the last ten years. This is due to a number
    of factors. Among them are the President and the Board's commitment to
    improving customer service, increasing the reliability of our trains,
    deleveraging our balance sheet and improving Amtrak's financial
    position.
        And some of this is due to the new era of rail investment that was
    ushered in by the passage of two watershed pieces of legislation:
    Senator Lautenberg's Passenger Rail Investment and Improvement Act--
    known as PRIIA--of 2008 and the American Recovery and Reinvestment Act
    of 2009. These bills authorized and provided increased Federal funding
    for rail and launched planning efforts and funding programs that have
    engaged the states in working with Amtrak to improve rail
    infrastructure and services nationwide.
        This is not to say that Amtrak does not continue to face
    significant challenges. Foremost among them is the lack of sustained
    and dedicated Federal funding for rail investments and the challenge of
    making capital investments in light of the annual uncertainty about the
    Federal contribution to Amtrak's budget. Improvements to transportation
    infrastructure require multi-year funding commitments and passenger
    rail remains the only major mode without such support.
        Yet, despite these headwinds, I am boosted by my confidence in
    demographic trends and market dynamics that are leading more people to
    choose rail as their travel mode in the Northeast Corridor and across
    the Nation. In this area at least, we have the wind at our back.
        For example, Amtrak recently posted another record year of
    ridership gains, with 31.2 million passengers in FY 12, a growth of 49
    percent since 2000. In the Northeast Corridor, where Amtrak is the
    majority owner of the infrastructure and runs its successful Acela and
    Regional services, ridership has grown 38 percent in the last ten years
    to reach 11.6 million annual trips in 2012. During this same period,
    annual revenues in the Northeast Corridor have grown 72 percent from
    $580 million in 2003 to $1 billion in 2012, driven, in part, by high-
    demand for our high-speed Acela Express.
        The Northeast Corridor's success if also born out in the broader
    market place, where Amtrak has come to dominate the air-rail shares:

        Amtrak's now captures 76 percent of the air/rail market between New
    York and Washington, DC, up from 37 percent in 2000, the year before
    the Acela was launched. In the Boston--New York market, Amtrak's share
    of air-rail passengers is 54 percent--up from capturing only 20 percent
    of the market in the year 2000. Again, Acela has largely drive this
    change and our focus remains on growing and improving our high speed
    services through the addition of new high-speed equipment and new rail
    capacity in the Northeast Corridor.
        Even with this successful growth, there is a lot more work to do to
    capture even more passengers in the Northeast, where we believe the
    market demand for rail travel is extremely robust.
        The Northeast Megaregion, the densely populated region stretching
    from Boston to Washington, is projected to continue to grow from 52
    million people today to roughly 70 million by 2040. Young
    ``Millennials,''--those born from 1982 to 2002--which make up about 27
    percent of the population in the Northeast Megaregion today, will be
    the largest group of drivers by 2040. According to a U.S. PIRG report,
    they are driving less and delaying getting their drivers licenses until
    later, independent of the dip in driving due to the recent recession.
    While there are a variety of explanations for this change of behavior--
    including the desire of this generation to stay connected on their
    smartphones and handheld devices, a practice which is incompatible with
    safe driving--we know that Millennials like transit and rail and
    represent a huge opportunity for Amtrak into the future.
        In keeping with these trends, Amtrak is meeting growing demand by
    strengthening and improving its services and performance. After years
    of uncertain Federal funding, the company is working proactively to
    strengthen its financial position and lessen its reliance on Federal
    subsidies, particularly on the operating side. While it will never
    likely be possible to eliminate public sector capital investments in
    the railroad (nor is it practical to eliminate such public sector
    capital funding of highways and airports, either, for that matter), it
    is possible to continue to strengthen Amtrak's operating efficiency, as
    we have in recent years. Today, 88 percent of Amtrak's operating costs
    are covered by passenger fares and ancillary business revenues and our
    farebox recovery rate alone (81 percent) is the strongest among any
    passenger rail provider in the Nation.
        This responsibility to strengthen Amtrak's financial position and
    efficiency is ultimately in service of a broader and more important
    truth--that a financially strong Amtrak is good for America. This is
    supported by Amtrak's ability to meet the growing demand for
    transportation alternatives, and:

       Because of the energy advantage it offers over other modes--
            using about 17 percent less energy than air travel and 34
            percent less than automobiles.

       Because of the stimulating economic effects that it
            generates in the cities and towns that it serves;

       Because of the money it pumps into the economy with a 20,000
            person workforce,

       And by the jobs that are created with its capital projects
            and new equipment orders.

        For all these reasons, Amtrak is shifting from a defensive position
    that it has been forced to adopt over the years in response to Federal
    budget cuts and uncertainty to a position of strength, in which we are
    planning for positive growth.
        Let me detail how we are planning for growth with five key
    initiatives.
        Let's start with financial stewardship. Amtrak's plans to meet
    growing demand with investments in new capacity and equipment are not
    possible without making financial reforms and developing a viable
    financial plan. In the past, changing company leadership, uncertain
    Federal funding and political intervention has made it difficult for
    Amtrak to undertake a serious evaluation of its business strategy and
    financial condition. Today Amtrak's board is committed to financial
    oversight, making sure taxpayer dollars are spent wisely and realizing
    some level of financial independence where possible (such as in the
    NEC). We are also committed to deleveraging Amtrak's balance sheet and
    improving productivity and efficiency. Amtrak's debt has decreased from
    $3.9 billion in 2002 to less than half that amount--$1.4 billion in
    2012.
        The second area of preparing for growth is management/
    institutional. Amtrak is currently undergoing an overhaul of its
    corporate management structure that involves the creation of six
    business lines, each accountable for the overall performance of
    specific Amtrak products and services. This shift to creating profit
    and loss centers around specific business lines reflects the need for
    greater accountability (to Congress and taxpayers) about which areas of
    the business are profitable or losing money, and to create clear lines
    of responsibility in each of those areas. Here in the Northeast
    Corridor, two business lines have been created--one focused on
    infrastructure planning, development and management, and one devoted to
    Northeast Corridor operations. The Northeast Corridor infrastructure
    business line is responsible providing the necessary infrastructure
    that Amtrak and our other NEC operating partners, like NJ Transit, rely
    on to delivery 2,200 daily trains across the Corridor and for advancing
    projects for new capacity, like the Gateway Program, which I will
    discuss in a moment, to support the growth in high speed, intercity,
    commuter and freight service we anticipate in the future. The NEC
    Operations business line is focused on the managing and delivering the
    Acela and Regional services to Amtrak customers, with the aim of
    improving quality, driving down costs and maximizing financial return.
        A third important area of focus for Amtrak is our embrace of
    technology. While technology is being put to innovative uses across the
    company, the provision of Wi-Fi on Northeast Corridor trains and the
    introduction of e-ticketing are two of the visible improvements that
    you may have experienced aboard Amtrak trains.
        Amtrak recently upgraded its AmtrakConnect WiFi service to 4G to
    address lagging speeds and dropped signals. AmtrakConnect is provided
    to customers at no additional cost, is available on trains that serve
    75 percent of Amtrak passengers, and routinely supports between 30 and
    50 percent of passengers on a given train. Since 4G WiFi service was
    introduced to Amtrak Acela, Northeast Regional, Capitol Corridor (CA),
    San Joaquin (CA), and Pacific Surfliner (CA), services earlier this
    year, Internet speeds have increased and Amtrak customers have been
    commenting publicly through social media on the improvements. As demand
    for connectivity and bandwidth increase, Amtrak is continuing to look
    at new technology solutions to create higher levels of service and
    productivity onboard for our passengers.
        Another use of technology that Amtrak has embraced is the use of
    social media as a way to connect to its customers and key demographics,
    such as the all-important Millennials. Amtrak employs several staff
    members at corporate headquarters in Washington, who manage Amtrak's
    social media channels, including Facebook, Twitter, Instagram, and a
    newly-launched Amtrak Blog. Amtrak's Social Media team deliberately
    targets Millennials with its outreach, using platforms like Instagram
    to encourage passengers to share their photos aboard Amtrak trains, to
    use Amtrak's hashtag on Twitter, to enter contests and promotions to
    win free trips and discounts, and become more loyal customers.
        In addition to their value in growing and building loyalty among a
    younger customer base, these social media platforms also serve as
    important channels for two-way communication. It is not unusual for
    Amtrak's social media team to receive ``tweets'' with questions or
    issues related to service delays, rebooking tickets, or general travel
    questions. Amtrak's social media team, along with help from a dedicated
    team of customer service agents trained to respond to social media
    inquiries, can provide instant feedback to customers with the
    information they are seeking--a level of responsiveness and direct
    communication that did not exist before.
        The fourth area in which Amtrak is preparing for growth is with
    investments in new capacity on the railroad. Amtrak's Northeast
    Corridor, which still relies on movable bridges built in the early
    1900s and signaling and electric traction systems from the 1930s, also
    boasts the busiest and most complex operations in the western
    hemisphere.
        Every day on the Northeast Corridor, dispatchers juggle the
    movements of about 2,000 commuter trains, 140 Amtrak intercity trains,
    and 60 freight trains.
        The apex of this complexity is the segment of the corridor is
    between Newark, New Jersey and New York Penn Station, a stretch that
    hosts about 450 trains per day and where the NEC--a four track railroad
    for much of its length--narrows to a two track railroad feeding
    Amtrak's two bores under the Hudson River.
        To address this bottleneck which constrains current operations and
    limits growth into New York and to respond to the vulnerability of our
    existing 100-year old tunnels to flooding laid bare by Hurricane Sandy,
    Amtrak has developed conceptual plans for the Gateway Program--a series
    of strategic infrastructure investments between Newark and New York
    Penn Station to double rail capacity, enhance reliability and increase
    the resiliency of our essential infrastructure.
        The Gateway Program is made up of project elements that are
    modular--each one having independent utility while still supporting the
    whole program--and are designed to be phased in over time. They
    include:

       Construction two new tunnels under the Hudson River that
            would connect directly with 18 of the 21 tracks at Penn
            Station, offering interoperability with the existing station
            and tunnels;

       Replacing the 100-year old Portal Bridge over the Hackensack
            River with two new, high-level fixed span bridges;

       Undertaking track, bridge, and signaling upgrades and
            expansions to provide new capacity between Newark and New York;

       Expanding Penn Station New York to its south to provide new
            tracks, platforms and concourse space to accommodate the growth
            in train service that accompanies the construction of the new
            tunnels coming into Manhattan; and

       Rebuilding and rehabilitation of the existing, 100-year old
            Hudson River tunnels, once the new Gateway tunnels are in
            operation.

        Amtrak has completed a feasibility study of the Gateway Program and
    is now moving into the first stage of planning, called system design
    and program development, in consultation with future potential
    beneficiaries, such as NJ Transit, Long Island Rail Road, and Metro
    North. Indeed, we recognize this program will only move forward if it
    has the buy-in of these and other state and regional stakeholders. To
    gain their support, we need to engage them in the planning process from
    Day 1.
        The fifth and final way that Amtrak is preparing for future growth
    is with the Amtrak Fleet Strategy to renew and recapitalize Amtrak's
    nationwide fleet. The average age of Amtrak equipment is 28 years old.
    As equipment continues to age, maintenance becomes more challenging and
    expensive and impacts service reliability. An aging and tired fleet
    also effects customer perception and comfort, with consequences for
    ridership and revenue.
        As part of its Fleet Strategy, Amtrak has already ordered 70 new
    electric locomotives for the Northeast Corridor that are being
    manufactured by Siemens Corporation at their facility in Sacramento,
    California. The first four of these locomotives rolled off the assembly
    line in May and are currently undergoing testing in Pueblo, Colorado
    and Wilmington, Delaware. Production will continue through 2016 until
    all the locomotives are completed. The new Amtrak Cities Sprinter (ACS-
    64), as it is called, is a faster stronger locomotive that will cost us
    less to operate and consume less energy thanks to its use of
    regenerative braking, which returns excess electricity to the grid. The
    first of the locomotives will enter into revenue service this fall.
    Similarly, a new generation of single-level, long-distance baggage
    cars, diners and sleepers that serve the east coast are set to arrive
    soon to replace the oldest equipment in Amtrak's fleet and permit long-
    distance trains using the Northeast Corridor to operate at 125 miles
    per hour instead of the current 110 MPH.
        To build upon the incredible success of our Acela service,, Amtrak
    is planning to issue an RFP this fall for new, high-capacity, high-
    speed, electric train sets to augment and eventually replace our
    current Acelas. These new trains will utilize proven technology to
    operate on today's NEC at 160 mph and potentially utilize our proposed
    new Next-Gen high-speed rail service in the future. The RFP is being
    issued in cooperation with the California High Speed Rail Authority, in
    an effort to create efficiencies and develop a U.S. standard for high-
    speed rolling stock.

        . . .

        In conclusion, I would like to address a current project under
    construction that I think best addresses Amtrak's preparations for the
    future and the management practices it has put in place to carry out
    its plans.
        Last year as our team of consultants was wrapping up the
    feasibility study for the Gateway Program and the rebounding economy
    was breathing life back into the New York City real estate market, a
    potential conflict emerged at the Hudson Rail Yards, west of Penn
    Station.
        This is the site where the Related Companies is advancing a mixed-
    use development project of 13 million square feet of commercial office
    and residential space over the rail yards. Construction has already
    begun on their first building in the southeast corner of the site.
        As the Gateway feasibility study wrapped up, it became apparent
    that the only viable alignment for bringing two new rail tracks in from
    the Hudson River to connect directly with Penn Station was through the
    Hudson Yards, in direct conflict with where Related Companies planned
    to construct building foundations for at least one of its skyscrapers
    and other structures at the site.
        In cooperation with Related Companies, the Long Island Rail Road,
    and the New York MTA, Amtrak quickly assembled the team necessary to
    develop a design, complete permitting and reach agreements necessary to
    start construction of a concrete casing traversing a portion of the
    Hudson Yards sight that will enclose the needed right-of-way for future
    new tracks from the Hudson River into Penn Station. It also secured the
    necessary funding--$185 million in Sandy Relief funds--to pay for the
    project all in little over 9 months.
        This project broke ground three weeks ago on August 12 and will be
    completed in two years. The concrete casing will allow Related
    Companies to construct foundations for its skyscrapers on top of
    Amtrak's protected right-of-way, through which Amtrak can access Penn
    Station.
        I believe the speed with which Amtrak reacted to the threat of
    losing the Gateway right-of-way, responding to the challenge,
    marshaling resources, working with partners, and securing the
    agreements, funding, and Federal environmental clearance, is indicative
    of the kind of collaboration, responsiveness, and wherewithal, that
    will be needed to deliver new rail capacity for the 21st century.
        I look forward to leading the organization during this incredibly
    important time and building Amtrak to a position of even greater
    strength to meet the challenges ahead.
        Thank you.
                                     ______

                   RPA TRANS COUNTY CAPACITY--GATEWAY PROGRAM
                                 JUNE 13, 2012
        Today we heard from three very strong panels about--what to build,
    why it's important and thoughts on how to pay for it. As Denise
    mentioned at the outset--there is no question that we need to build it!
    We are all long past the question of whether additional Trans Hudson
    capacity is needed. Accordingly, it makes sense that we have spent this
    morning focused on what to build to address this need, the benefits of
    providing such needed enhancements to our regions infrastructure and of
    course the $64 thousand, or should I say, $17 billion question of how
    to pay for it.
        This morning's panels provided insight on all three of these
    questions from individuals who have spent their careers on this issue
    and who are talented and thoughtful participants in this process. I
    would like to thank them not only for their time this morning--but
    their service in advancing initiatives like Gateway that will benefit
    our region and nation for years to come. I would also like to that the
    RPA for again convening a forum to address these issues and raise the
    level of awareness regarding critical infrastructure needs.
        As a member of the Amtrak Board and someone who has participated in
    these discussions for many years--I can affirm that this issue is
    critical to our future.

       I believe today's speakers have made a compelling case for
            the need to solve the coming Trans-Hudson Capacity crisis.

       We've heard that expanding long-term rail capacity into New
            York City is essential to the development and health of the
            tri-state area and the entire Northeast region.

       Without new tunnels and an expansion of the tracks and
            platforms serving Moynihan/Penn Station--already Amtrak's
            busiest station and the Nation's busiest transportation
            facility--both commuter and intercity services, including high
            speed rail, can simply not grow to meet the demand.

       Without future growth in both commuter and intercity rail
            services, the coming increase in travel demand that will
            accompany the anticipated 20 million new residents in the
            Northeast will be left with two bad choices:

         1. either use the already overburdened highway and
                aviations systems and suffer the productivity-sapping
                delays that come with their use; or

         2. constrain their trip-making, and thereby lowering
                economic activity.

       Either choice is unacceptable for the Nation's most
            important economic region and world's financial center.

       We've heard today that fixing this problem won't be cheap
            and it will take substantial leadership from the public sector
            at the local, state and Federal level.

       We can't afford not to make these investments, as the
            financial burden we impose on our region by not creating the
            transportation capacity necessary to support growth is far more
            expensive.

       Today's Hudson River tunnels are seeing nearly 500 trains a
            day and have some of the highest density of train movements on
            the globe and yet, they are over a century old and getting
            harder to maintain.

       This Achilles heal of our rail network can't be left to
            chance. Building new tunnels and tracks leading to them will
            allow the current tunnels and tracks to be rehabilitated and
            efficiently maintained, giving us redundancy at this key
            crossing while also expanding the railroad to 4 tracks from
            Newark to New York.

       This will permit 100 percent increase in train service into
            NY for Amtrak and NJT to use.

       We've also heard that matching this new tunnel capacity with
            station capacity in New York will be critical. Amtrak's
            proposed new concourses that will add new tracks, platforms and
            passenger access to the Moynihan/Penn complex, permitting the
            terminal to handle all the new Amtrak and NJT trains coming
            through tunnels and opening up new opportunities for Metro
            North service and future LIRR growth.

        But here is the thing--it's not about trains--it's about the people
    on the trains. We are not talking about efficient transportation
    solutions because they are end to themselves. Really--they are just a
    way of getting between two points. This is a time to be smart. Not to
    get caught up in theory or ideology. It's not partisan or parochial. A
    hundred years go we may not have needed to provide mobility in order
    for people to realize their full potential. But in today's world it
    makes all the difference. Congestion costs money--lots of it and with
    each traffic jam, flight delay--and yes, stalled train, you can see not
    only money but the quality of life going up in smoke. The solution is
    not to keep doing what we have been doing or to simply imitate someone
    else--the problem is too big and too complicated--we need to develop
    our own solutions that address our unique challenges.

       So, I think the case is clear for action. The next task is
            defining the partnerships that can make this happen and
            charting a path forward.

       With the engagement for all the rail users and the
            respective cities and states, I believe this can get done and
            Amtrak's Gateway Program sets the state.

       This program is also an opportunity to explore new
            partnerships with the private sector, labor, and the larger
            region, as the benefits of this work will be felt far past the
            immediate area of the project.

       In solving this challenge, we will have created the capacity
            needed for growth for the next 50 years and in doing so,
            hopefully created a model that can be replicated across the
            Corridor as we move to fix the other chokepoints that hold back
            what this amazing rail corridor can do for the region and the
            Nation.
                                     ______

                         NEW JERSEY ALLIANCE FOR ACTION
                           TRANSPORTATION CONFERENCE
                                  May 23, 2012
        It's an honor to appear today on behalf of Amtrak and intercity
    passenger rail which is an increasingly important part of our region's
    transportation network. As you know, the need for transportation
    alternatives in our region is pressing, and I want to begin by
    explaining why I think we need those alternatives.
        To start with, our region is, as many of you know, a densely-
    settled coastal corridor that holds, among other things, our Nation's
    economic capital, its political capital, and arguably, its cultural
    capital. It's not all that large, making up only about 2 percent of
    America's land area, but it holds 17 percent of our country's
    population, and generates 20 percent of our gross domestic product.
        Today, the population of the region numbers more than 58 million,
    and growth projections tell us that we can expect that population to
    grow by another 17 million by 2050. With this population growth, we
    will see increases in regional and intercity travel demand within the
    region on the order of 45 to 60 percent.
        As we see throughout America and globally, this growth is likely to
    be to be highly concentrated in and around our largest urban areas, as
    ongoing economic, demographic, and social changes are leading people to
    cluster more densely in and around city centers. Trends like this are
    hard to conceptualize, but the measurements we can obtain are often
    staggering. To give you one example, the EPA tracks and reports
    building permits. In the 1990s, they found that for many of the
    Nation's ``metropolitan areas'', building permits for construction in
    the city at the metro region's core were relatively small: 1 percent
    for Washington D.C., 2 percent for Baltimore, 3 percent for
    Philadelphia; and 15 percent for New York City. Now, when you fast
    forward your view to the 2003-2009 timeframe, that percentage more than
    tripled for each of these areas. Today, that percentage is 6 percent in
    Washington (where the building heights are limited by statute), 9
    percent in Baltimore, 13 percent in Philadelphia, and a staggering 48
    percent in New York.
        While trends like this have many implications for the region, one
    of the more immediate and obvious impacts of this density is growing
    congestion for all transportation modes. Here in New Jersey, already
    America's most densely populated state, highway traffic at peak periods
    is at crush-levels as the economic power of the metropolitan areas
    continues to concentrate jobs and housing. According to the Air
    Transport Association and the U.S. Government Accountability Office
    (GAO), the New York-area and Philadelphia airports account for half of
    all U.S. flight delays and seven of the top ten airports for arrival
    delays are located here in the Northeast.
        The costs of this congestion is staggering and going to grow. The
    Partnership for New York City estimated that delays at JFK, Newark
    Liberty and LaGuardia cost the region $2.6 billion in 2008 alone--and
    if nothing is done to remedy the situation, costs for the period from
    2008 to 2025 could rise as high as $79 billion. The situation on the
    highways is no better, as 18 of the 40 ``most congested'' highway
    segments in America are located between Washington and Boston. The I-95
    Corridor Coalition estimates a cost of $25 billion per year to address
    the growing problem of congestion on the highway corridor, already the
    Nation's most heavily-traveled.
        So, how will we accommodate, manage, support and shape this growth
    over the decades to come? For this region to maintain its national and
    global economic leadership position, we must have smart answers to
    these questions. We believe one of those answers is to invest in rail.
        Amtrak and the efforts of our northeastern commuter railroad
    brethren offer examples of how rail can create viable capacity
    solutions that can support and shape growth all while minimizing the
    transportation footprint on the urban landscape. Today's Northeast
    Corridor is already North America's most highly-utilized and important
    passenger railroad. Because of its formative role in the region, the
    Northeast's cities grew up around it and the major terminals such as
    Washington Union Station, Penn Station, and 30th Street are located in
    the very heart of the urban areas they serve. This centrality is a
    major competitive advantage, because it puts rail at the heart of the
    region's demographic center, as well as its geographic center--80
    percent of the people in the Northeast live within 25 miles of an
    Amtrak service.
        Realizing this advantage, the Federal government, Amtrak and our
    partner commuter railroads have plowed a lot of money into the system
    since much of it was transferred to Amtrak in 1976,. At first, the goal
    of this funding was simply to reverse the pattern of decline and
    disinvestment, but Amtrak and our commuter partners also looked for
    opportunities to realize the potential of the existing infrastructure.
    We may be running trains on 177 year old bridges, but we're doing it
    now with more than double the number of trains that used the NEC when
    we got it and at speeds of up to 150 mph at some locations. This has
    not been an easy feat, as I would submit that the NEC is one of the
    most complex and challenging railroad operations in the world. But, it
    has given Amtrak and our partners the know-how and determination
    necessary to accomplish big things, as we accomplished with the
    introducing of the Acela in late 2000,
        The statistics help tell the story. Amtrak's share of the travel
    market in the Northeast Corridor has grown significantly. A decade ago,
    the airlines carried more people between New York and Washington, and
    between Washington and Boston, than did Amtrak. Today the situation is
    reversed, and Amtrak carries more people between New York and each of
    the endpoint cities than all of the airlines put together, with \3/4\
    of the air-rail market now belonging to Amtrak between NY and DC. While
    the NEC is a vital intercity artery, it also plays a critical role in
    the daily economic life of the region, carrying more than 2,200 daily
    commuter, freight, long-distance, regional and high speed trains and
    more than 260 million riders annually--about 11 million of whom are
    Amtrak passengers.
        But like the capacity challenges and congestion facing the airlines
    and the highways, and the rail system is not immune. Amtrak has done a
    lot to make its capital dollars go a long way, but in many places, the
    infrastructure is close to capacity now. The key chokepoints today are
    the century-old New York tunnels; at rush hour, Amtrak and the commuter
    agencies are running trains through them at 150 second headways. Demand
    for track capacity is so great that repair and maintenance work is
    generally done on weekends and at night, because those are the only
    times when it can be accommodated without major traffic disruptions.
    This situation means that a small disruption or delay, if it occurs at
    the wrong place or time, can ripple through the day's schedules,
    causing problems up and down the corridor.
        To deal with this situation, Amtrak, the commuter railroads and the
    region's states created the Northeast Corridor Master Plan, which is
    designed to put forward solutions to address the needs of capacity and
    infrastructure replacement between 2010 and 2030. This plan calls for
    pushing utilization of the existing alignment and right-of-way to its
    logical maximum, so that we can squeeze out all of the available
    capacity to support the growth projections of all of today's users. As
    part of this plan, Amtrak is seeking to replace aged infrastructure
    with new bridges, tunnels, track and electric power facilities that
    will provide it with the reliable capacity the NEC's users need to
    handle projected traffic volumes. But the Master Plan has its limits,
    and at projected levels, it will not be adequate for the demand levels
    we expect to see from 2030 onwards.
        These demands will be substantial, and to address them, Amtrak has
    begun working on an incremental plan for the introduction of major
    capacity and trip time improvements to the existing system. These
    improvements are designed so that each can be put into service as it is
    completed, providing the region with increments of capacity that can
    augment the existing system and lay the groundwork for an entirely new,
    parallel high speed rail network that will both create capacity for the
    existing system and provide the region with world-class high speed rail
    linking New York with Washington and Boston.
        The first component of our plan, designed for realization between
    2015 and 2025, is known as the ``Stair-Step Plan.'' This includes four
    discrete improvements:

       Purchase of additional coaches to lengthen our existing
            Acela trains by 40 percent beginning in 2015

       Procurement of new ``Tier III'' high speed trains in order
            to provide an additional hourly Acela frequency between NY and
            DC and to allow higher speed operations on an eventual new
            alignment

       Completion of the ``Gateway Program'' to improve capacity in
            and out of New York in the 2025 time-frame

       And targeted trip time improvements to the existing route
            that will trim about half an hour off today's New York to
            Washington trip times and improve frequency of Acela service
            between New York, Washington and Boston

        Each of these is important--but none is so uniquely important to
    this region as the Gateway Program. If fully implemented, we believe
    this Program, now in the early planning phases, will open up the NEC's
    most congested segment--the tunnels between New York and New Jersey--
    and create decades worth of additional capacity to accommodate commuter
    and intercity growth. These two new tunnels under the Hudson and new
    approach tracks to them east of Newark will allow us to create a 4-
    track railroad into New York. The aged Portal Bridge will be replaced,
    and a host of improvements will add track and platform capacity in New
    York. We will expand facilities for both commuter and intercity
    service, ensuring that the New York Terminal has the capacity it needs
    to support the traffic we foresee in the coming century.
        It will also be capable of supporting the dedicated high speed
    network that Amtrak believes in necessary to meet the travel demand
    needs of the region beginning in roughly 2030. This proposed system,
    the ``Next Generation High-Speed Rail'' network, or ``NextGen'' for
    short would provide a new dedicated double-track alignment designed for
    220mph top speeds and 40-60 percent travel time reductions in key
    markets that is integrated with today's existing network. If
    implemented, it could dramatically improve trip times and frequencies
    for intercity travlers and shift high speed services to an
    infrastructure designed for them, thereby freeing up capacity for
    additional commuter, freight and regional trains on today's NEC.
        There are a lot of challenges here, and funding is certainly one of
    the greatest. Sustaining the Corridor in its current condition is a
    multi-billion dollar task. The Master Plan projects that will support
    the growth projected for all NEC users will require $50 billion in
    investment between now and 2030. Nor will coming up with the $15 or so
    billion that we will need to realize the Gateway Program be an easy
    task. And yet, what better options do we have than to invest in rail to
    ensure that the system continues to move the more than 750,000 people a
    day today and many thousand more in the future? Highways and airports
    can't do the job all on their own, both because they face their own
    state of good repair problems and the cost and impact of expanding them
    in this dense region will simply be too great. The region can't afford
    to stagnate and hamper growth in this era of global competition. From
    our perspective, any way you look at it, rail will need to do more in
    for the region in the future.
        To make this happen, we need to build and shepherd a coalition of
    diverse Corridor users and their political support toward the common
    goal of improving the NEC. Projects like the Gateway will have huge
    beneficial impacts for New Jersey and New York alike, but also for the
    entire region which is now constrained by this one crucial NEC
    bottleneck. Finding creative ways to bring together these beneficiaries
    and create long-term partnerships that can deliver these improvements
    is one of the most critical challenges facing us today. Unlike
    California, where the proposed high speed rail network is within a
    single state, the NEC can only be sustained by forging a larger
    regional vision that brings together the needs of up to 12 states and a
    multitude of users.
        Amtrak is uniquely suited to help in the task. Amtrak works with
    the 12 states that have interest in the NEC on a daily basis; moreover,
    it isn't just a planning or coordinating entity--it does engineering,
    construction, operations, and maintenance work on the railroad on a
    daily basis. We're the only endpoint-to-endpoint user of the corridor,
    which gives us a global perspective that encompasses each segment, and
    we're doing the work day in and day out; we know the region, the
    railroad and the need like nobody else.
        It won't be easy, but it can be done. It needs to be done.
    Railroads have certain undeniable advantages, and our ability to
    penetrate affordably to the heart of Manhattan and deliver major
    service improvements is something only rail can deliver.
        If we can plan and complete the Gateway Project in partnership with
    our partners in the region in thirteen years, at a cost of about $15
    billion; that works out to less than $20 per person, per year. At
    today's prices, that's not even two trips across New Jersey on the
    Turnpike, and it amounts to about 37 cents per person, a week--about
    half the price of a Coke, at today's prices. While this is absolutely a
    major project of national importance, it's first and foremost vital to
    this region and I believe that we, as a region, are going to have to
    help fund it with creative strategies that bring all the players to the
    table and smartly involves the private sector where we can.
        The bottom line is this: if we don't invest in our transportation
    network, we face a future where congestion costs will eat billions of
    dollars out of our economy every year and restrain the growth and
    vibrancy of this singular region. We can either invest the money we
    will need to keep our transportation networks fluid, or we can do
    nothing, and let congestion consume several times that amount, while
    returning no benefit whatsoever. The DOT's figures already show that
    the average area resident loses 42 hours of his or her life to highway
    congestion every year.
        That's the equivalent of a week of vacation time, and it has more
    than quadrupled since 1982. It can't continue; we desperately need
    alternatives. It's never easy to find investment dollars--but all you
    have to do is imagine how harder it will be if we don't find them,
    because each and every one of us will ultimately have to find them, a
    dollar and a minute at a time, spent not as an investment, but as time
    and money lost sitting in traffic. And congestion will take a lot more
    of both if we don't take the time today to plan and invest wisely for
    tomorrow.
                                     ______

                    AMTRAK 5TH NATIONAL TRAIN DAY
                                  May 8, 2012
        Welcome, National Train Day mention, Acknowledge guests & Introduce
    National Train Day video

       Good evening everyone and welcome to the site of the future
            Moynihan station and to the New York City kick-off ceremony for
            the 5th annual National Train Day celebrations occurring this
            Saturday, May 12 at four major Amtrak sponsored locations, Los
            Angeles, Chicago, Philadelphia and here in New York City, as
            well as hundreds of other community driven events across the
            country.

       My name is Tony Coscia and I serve on the Amtrak Board of
            Directors.

       On behalf of Amtrak, America's Railroad, I would like to
            thank you all for attending tonight as we kick-off festivities
            for National Train Day, a celebration of trains and the
            different ways trains touch the lives of people around the
            country.

       Joining us tonight we have

         United States Deputy Secretary of Transportation, John
                Porcari

         Federal Railroad Administrator, Joe Szabo

         Metropolitan Transportation Authority Chairman and
                CEO, Joseph Lhota

         New Jersey Department of Transportation Commissioner,
                James Simpson

         New York State Department of Transportation
                Commissioner, Joan McDonald

       In honor of the 5th Annual National Train Day, as we
            celebrate the future of train travel tonight at the future
            Moynihan Station, I'd like to now show you a video that reminds
            us why we are all here. A video that not only inspires train
            travelers to share their unforgettable moments on their
            journey, but that also captures the beauty of train travel . .
            . where you can see more, do more, love more and live more.

       National Train Day video

        Moynihan Dinner Remarks
        Tony Coscia, Amtrak Board Member 7:25 p.m.
        Closing remarks and announcement of the tour

       This year's National Train Day celebrates the experiences
            only a train can offer and our food service certainly adds to
            that experience.

       As part of this year's celebration, we have encouraged
            passengers to share their travel experiences and we have had
            lots of great stories submitted that included the amazing food
            service.

       A big thank you to our culinary team for preparing the food
            we enjoyed this evening and for the thousands of Amtrak
            passengers everyday.

       As Amtrak continues to be on pace to break yet another
            annual ridership record, we are excited about the opportunities
            the Moynihan Project offers to increase station capacity and
            add to the passenger experience.

       It is clear that America is waking up to the many benefits
            of trains and the many positive things they can do for the
            country. You can count on Amtrak to be here to serve America's
            national needs.

       I would like to thank you for attending tonight and I'd like
            to now invite you on a 30 minute tour to see some of the areas
            that will be transformed into the Moynihan Station.

       These include the future public atrium, the future Amtrak
            concourse roof, and below us the future Amtrak concourse Penn
            Station platforms.

       We will start the tour here in the old mail sorting room
            that will become the hub of the Station--the future train hall.
            (lights will illuminate the entire hall)

       We will be hosting two tours so I'd like to invite the first
            group, tables 1, 2, and 3, to follow xx from the Moynihan
            Station Project team.

       (2 min later) Now, tables 4, 5, and 6 please follow xx for
            your tour.
                                     ______

                     CRAIN'S FUTURE OF NEW YORK CONFERENCE
                      ``THE FUTURE OF NEW YORK CITY 2011:
                         MEETING THE GROWTH CHALLENGE''
                                PANEL MODERATOR
                                 July 19, 2011
        Aging and decaying U.S. highways, bridges and public works require
    immediate attention. A growing population is placing increasing demand
    for improved transportation networks and public services.
    Unfortunately, U.S. infrastructure funding continues to fall short as
    local, state, and Federal budget deficits constrain necessary
    investments. The consequence of under investment in these vital systems
    can be dire, affecting U.S. global standing as a leader in economic
    growth, productivity, competitiveness, capital inflow, job creation,
    sustainability and lifestyle.
        The decisions made will determine whether U.S. will neglect its
    current and future infrastructure needs or retake its position as the
    world's leader in economic and social progress. The key to securing
    ongoing infrastructure leadership rests in the determination,
    creativity and innovation of public and private institutions to fund
    and finance the necessary investments. Each day that passes without
    substantial commitment to U.S. infrastructure development merely
    postpones the inevitable, multiplies the expense and increases the
    likelihood of an intractable public works crisis that will last for
    generations
                              Panelists Questions
    Can the City Afford World Class Infrastructure?
        With the Federal and state government in fiscal crisis, there is
    precious little money to support the investment required to maintain or
    improve our public facilities at a level that will support economic
    growth. How will New York get out of this situation?
    1. Stephen Goldsmith, Deputy Mayor
         New York City benefitted from significant
                infrastructure investments throughout its history. As a
                result, New Yorkers have benefitted from a dynamic economy
                using significant investments in transportation, utilities
                and telecommunications infrastructure. In a modern global
                economy, how will the City keep pace?

         Are there models for infrastructure, finance and
                development in other parts of the country or
                internationally that would be helpful in New York?

         Is there something specific to New York City that
                would limit its ability to finance infrastructure
                investment?

         Given what's going on Washington as we speak in regard
                to the debt crisis please comment on the role that Federal
                government should play supporting infrastructure
                investment.

         What role will innovation play in addressing the
                City's infrastructure needs?

         What is the impact of the recession and changes in the
                financial services sector on the NYC ability to market
                resources for infrastructure investors?
    2. Jay Walder
         The New York metropolitan area has been transformed
                over the past 50 years into a modern service economy. Its
                highly skilled workforce depends on infrastructure
                investment, particularly in transportation to achieve
                levels of mobility that provide the greatest level of
                economic opportunity. At the same time there seems to be
                limited support for providing governmental subsidy to keep
                low cost transportation options available. What is MTA
                planning for its future in light of this conflict?

         Please comment on the demand for transportation
                services to be expected for the future in New York and the
                likely strain it would put on the system and the economic
                impact of that strain.

         Do you see financial support through traditional
                public means as the likely major source of funding for
                infrastructure improvement in the future?

         Please comment on the diverse political landscape of
                NYC and the ability to get to consensus on what projects
                need to receive priority in NYC.
    3. Felicity Gates
         The United States enjoyed a very efficient and deep
                municipal bond market. Recently it seems for a whole
                variety of reasons that reliance on traditional tax exempt
                financing for large scale governmental infrastructure
                projects is not necessarily an option. How can the capital
                markets provide needed investment capital in ways that go
                beyond traditional tax exempt financing?

         Certain financing tools that emerged under the
                American Recovery and Reinvestment Act of 2009 (ARRA) and
                Build America Bonds (BAB's) failed to receive an extension
                beyond the end of 2010. BAB's were available for a variety
                of State and municipal public works and were subsidized by
                the Federal Government at 35 percent of the taxable
                interest paid, thus lowering net borrowing costs, as
                opposed to other financing instruments, BAB's were not
                eligible for private investment. Would there be a benefit
                to a reinstitution of this program or its expansion to
                private investment?
    4. Gary LaBarbera
         There has been a great deal of discussion about the
                cost to complete projects in the New York metropolitan
                area. Some of that attention has been focused on cost of
                labor New York City has benefitted over the decades from
                talented labor pool of experienced construction trades
                professionals. To what degree is that experience level
                still an advantage to the City and how do you see it
                comparing from a cost standpoint in the years ahead?

         From the perspective of labor what parameters could be
                established by government for private investors that would
                result in broader support for privatization by labor
                community?

         You have been a great partner on large scale
                projects--what role do ``Project Labor Agents'' play in
                this process?
                                   QUESTIONS
       The Port Authority built the original Bayonne Bridge for $13
            million. That's the equivalent of $175,002,009. The replacement
            of the Bayonne Bridge alone is expected to cost a billion
            dollars. Comment on the today's relatively high cost of
            building infrastructure projects in comparison to prior
            periods.

       Despite considerable interest in PPP's and academic and
            policy making circles there is significant concern that
            ``selling'' public infrastructure assets to the private sector
            would exact too high of a cost and the number of such
            partnerships that have actually been carried out has been
            somewhat modest. Comment on the ways to address these concerns
            in order to create an opportunity for private capital to
            participate in public infrastructure investment.

       During his presidential campaign, President Obama talked
            extensively about the development of a national infrastructure
            bank. Please comment on the role the Federal Government should
            play in overseeing or managing investment in public
            infrastructure.

       There is lots of discussion on a Federal level about the
            next transportation bill. Traditionally these bills have
            included significant amounts of funding for highway investment
            with much more limited commitment to mass transit. Is it your
            expectation that the next surface transportation bill, whenever
            that happens, will likely continue the same imbalance or it
            there growing interest in providing significant investment for
            mass transit?

       Comment on the role that sustainability and environmental
            concerns play in an infrastructure development.

       Government has an overriding need to operate in a
            transparent manner. Do good government concepts of
            transparency, full disclosure, etc. permit flexibility in the
            procurement process that might be required in connection with
            private investment? Are there reforms or adjustments that need
            to be made or can a system work as it is currently configured?
                                     ______

                      ULI Infrastructure Conference Speech
                                  June 2, 2011
        Good morning.
        The Port Authority has a legacy as a master builder and one of the
    world's preeminent infrastructure and development agencies.
        Over the last 90 years, the agency, has overcome extraordinary
    engineering challenges to build the large-scale transportation projects
    that have transformed our region's economy--projects like the Lincoln
    Tunnel, the George Washington Bridge, and JFK Airport.
        Today we confront the task of building the region's next generation
    of critical infrastructure projects that will help us maintain our
    economic prosperity--a new World Trade Center, a new Goethals Bridge, a
    new Bayonne Bridge, to name just a few.
        These new projects raise a number of engineering challenges that
    are as complex as the ones we've faced, and overcome, throughout our
    agency's history.
        The engineering challenges we face today are perhaps even more
    complex--given enhanced public and regulatory scrutiny, the new
    environmental consciousness, and a significantly more complicated built
    environment.
        But the Port Authority is also confronting the extraordinary
    challenge of figuring out how to pay for the next generation of
    infrastructure.
        The question of how to pay for large-scale infrastructure projects
    is not unique to the Port Authority, I realize.
        Many government entities are asking the same question. Finding ways
    to finance infrastructure is an age-old problem. The Port Authority has
    confronted this issue before.
        Under its original charter, the Port Authority is a self-sustaining
    agency with no taxing authority and no subsidy from New York or New
    Jersey.
        In the middle of the last century, the Port Authority faced a
    similar problem of infrastructure demand that was well in excess of its
    ability to pay for it.
        And so the agency devised the concept of the consolidated bond--a
    bond secured by the pooled revenues of all its facilities--to pay for
    the assets its legacy rests on.
        Over the years, the PA has raised an extraordinary amount of money
    in the capital markets through the use of the consolidated bond.
        Today the agency has about $14 billion of outstanding debt.
        The PA has been able to raise this amount of debt financing because
    of its Board's strong financial discipline and our conservation of
    agency resources.
        This access to the capital markets has been the critical ingredient
    in the Port Authority's ability to pay for its broad range of
    facilities--our airports, seaports, bridges and tunnels, and other
    major transportation assets.
        As we look ahead to building the next generation of regional
    infrastructure, we'll continue to rely on consolidated debt.
        But the reality is that our access to the municipal debt market
    alone won't be enough to finance our ambitious capital program.
        On the one hand, our region's cumulative demand for infrastructure
    is much greater than it was in the past.
        At the same time that we're trying to maintain our existing assets
    in a state of good repair, we're also trying to build new projects for
    the 21st century.
        And whereas the Port Authority had 90 years to build the region's
    existing infrastructure, today we are trying to repeat our success in a
    much more compressed timeframe.
        Add to this that building large-scale infrastructure has become
    much more expensive. The Port Authority built the original Bayonne
    Bridge for $13 million.
        That's equivalent to $175 million in 2009 dollars.
        But the replacement of the Bayonne Bridge alone is expected to cost
    a $1 billion dollars.
        This is a crude example, but the essential point is clear enough--
    meeting today's transportation needs require a massive upfront capital
    investment.
        At the same time, the Port Authority's ability to issue debt has
    become more constrained in recent years.
        Like all public agencies, the Port Authority's financial capacity
    has been impacted by the economic downturn.
        As a result of increased unemployment and reduced consumer
    spending, activity levels at all PA facilities have dropped
    significantly since 2008.
        In 2010 we saw a modest uptick but activity levels remain lower
    than projections made in 2008 when we formulated the current 10-year
    capital plan.
        To put this in perspective, in 2008, the Port Authority projected
    that 132 million vehicles would use our Hudson River crossings by this
    year. Now the agency does not expect to reach that level until 2020.
        These macroeconomic trends translate directly into declining Port
    Authority revenue. In 2008 we formulated a 10-year capital program of
    almost $30 billion.
        Today our ability to finance our capital program has declined by $5
    billion, to $25 billion.
        So the upshot is that our region's infrastructure needs are
    significantly more expansive at the same time that our ability to
    finance those needs has become much more constrained.
        That's the bad news.
        The good news is that the major obstacle to rebuilding our Nation's
    infrastructure isn't lack of money.
        There are enormous pools of private capital available to finance
    our transportation needs.
        Hundreds of billions, if not trillions, of dollars are available in
    the capital markets and global funds for equity and debt investments in
    infrastructure.
        The challenge is to figure out how to channel these private funds
    into the long-term infrastructure development that will sustain our
    future prosperity.
        In recent years, there has been a growing awareness that private
    sector involvement in the financing of the Nation's infrastructure is
    desirable, and perhaps unavoidable given the scale of our needs.
        Most of the attention has focused on ways to inject private capital
    directly into public infrastructure assets, modeled on the public-
    private partnerships common in Europe and other parts of the world.
        Yet striking the right balance between the private sector and the
    public interest has been challenging in the United States.
        Despite considerable interest in PPPs in academic and policymaking
    circles, there is significant concern that ``selling'' public
    infrastructure assets to the private sector would exact too high a
    cost, and the number of such partnerships that have actually been
    carried out has been rather modest.
        The Port Authority is exploring new ways to channel private
    investment into our Nation's infrastructure while being mindful of the
    public interest.
        As many of you know, over the last year, we began the procurement
    process for a private entity to design, build, finance and maintain a
    new Goethals Bridge.
        Under this approach, the Port Authority would retain control of the
    bridge's toll structure and toll collections, addressing public sector
    concerns about privatizing public assets.
        The PA is still in the procurement process, and a final award
    likely won't be made until 2012, but the initial expressions of
    interest from the private sector have been extremely strong.
        The Port Authority is also looking to the Federal government to
    play a stronger role in helping to finance large-scale infrastructure
    projects.
        In my view one of the more promising ideas is to create a national
    infrastructure bank along the lines President Obama has called for.
        The proposed bank would have the ability to issue long-term tax-
    exempt bonds, making it possible to pool the billions of dollars in
    private capital available for infrastructure investment that I
    mentioned earlier.
        Obviously, a lot of the details still need to be worked out.
        Regardless of the final specifics, though, I believe the creation
    of an infrastructure bank--funded largely through private capital;
    making investment decisions based on merit, not politics--is critical
    for meeting our region's, and our nation's, transportation needs in the
    years ahead.
                                   * * * * *
        Today our region and our Nation stand at a crossroads.
        We can to put off investment in our region's transportation
    infrastructure and further undercut our economic growth, pollute the
    environment and endanger public health.
        Or we can invest again in our future. The challenges we face are
    vast.
        We'll need to summon the optimism, creativity, and discipline of
    those who built the region's past triumphs of infrastructure.
        And we'll need the employ the help of the private sector and the
    Federal government in financing our next generation of transformative
    projects.
        Through this approach, I'm confident we can make the critical
    investments that will support our region's economic prosperity in the
    years ahead.
        Thank you for the opportunity to speak with you today.
                                     ______

                           REGIONAL PLAN ASSOCIATION
               21ST ANNUAL REGIONAL ASSEMBLY LUNCHEON
                          FINANCE INNOVATION WORKSHOP
                                 April 15, 2011
    I. Introduction
         Global city and innovation

         No doubt about critical need (2.2 trillion/next 5
                years/ASCE)
    II. Historical Evolution of Infrastructure
       Engineering challenges to overcome
    III. Historical Evolution Of Finance
      A.  Current System

         Availability of low cost bond financing

         Basic reluctance to private investment in public work

      B.  Historical System

         Early history of U.S./Lots of private development

         NY water system

         first hydroelectric power

         railroads (``state stock'')/New York and Erie railroad

       Depression had big impact

         New deal had result of imbedding the responsibility
                for infrastructure development and delivery into the realm
                of government. In addition the failure of private sector
                during the great depression led to overall distrust of
                private sector and fueled expansion of government
                responsibility.

         tax code (1913)

         emergence of tax exempt bonds eventually became abused
                as a replacement for private debt

         modern tax exempt financing has been private sector
                resistant

       new categorizes of tax exempt bonds
    IV. International and U.S. infrastructure development/2 different
            models.
       International: PPP with private sector investment in
            infrastructure with many risks transferred from government.
            Theory is that long term success in service delivery enhanced
            if projects designer/builder is also responsible for
            maintenance and operation.

       U.S. system: separate builder from owner
    V. New Concepts
       infrastructure bank

       tax credit bonds

       new form of security
                                     ______

                       INSTITUTE FOR REAL ESTATE STUDIES
                           SPRING 2011 BOARD MEETING
                                 EVENT OUTLINE
                                 March 30, 2011
    I. Introduction
       IRES
       PJC
       Outline presentation. (PA background, WTC, Renewal, New Cap
            Plan, National Infrastructure)
    II. PA Background
       Nation's largest/oldest bi-state

       Setting turn of century/1915

       90 years of development. (Airports, Seaports, PATH, TBT and
            WTC)

       $6B/7K employees
    III. WTC--most significant project
       Pre 2006

       Port 2006 PA role

       Lots of difficulties to be resolved, lots of parties,
            insurance, land ownership, etc.

       Current status. (2000 workers, 60 stories, 10th Anniversary,
            $200K, Transportation Hub)
    IV. WTC--Turning point
       Pre '06--modest ambition

       Most project/first half 20C, nothing major since `73

       PA walked into fire at WTC. Didn't have to do so--required
            soul searching

       We learned it's about ``work, not us''.
    V. New Cap Plan--really a mission statement
       Same time decided to do WTC--New Cap Plan

       New Plan

         Multi million airport expansion

         PATH system

         Stewart Airport

         Bridges and Tunnels

       Future--economy is set back but plan is to go forward
    VI. National Infrastructure development
       No one question need: 05 ASCE 1.6T/10 ASCE 2.2T

       Fiscal policy/Monetary policy (Stimulus Bill)

       Next gen

       HSR

       Transit Oriental Development
                                     ______

            CG/LA 4th Annual Global Infrastructure Leadership Forum
         ``The Port Authority Model for Addressing & Solving a Region's
                          Infrastructure Challenges''
                                January 21, 2011
        Good morning.
        Thank you, Norman [Anderson], for inviting me to speak at this
    year's forum.
        Yesterday my Port Authority colleague Bill Baroni spoke about the
    Port Authority's legacy as a master builder and one of the world's
    preeminent infrastructure and development agencies.
        Over the last 90 years, our agency, has overcome extraordinary
    engineering challenges to build the large-scale transportation projects
    that have transformed our region's economy--projects like the Lincoln
    Tunnel, the George Washington Bridge, and JFK Airport.
        Today we confront the task of building the region's next generation
    of critical infrastructure projects that will help us maintain our
    economic prosperity--a new World Trade Center, a new Goethals Bridge, a
    new Bayonne Bridge, to name just a few.
        These new projects raise a number of engineering challenges that
    are as complex as the ones we've faced, and overcome, throughout our
    agency's history.
        The engineering challenges we face today are perhaps even more
    complex--given enhanced public and regulatory scrutiny, the new
    environmental consciousness, and a significantly more complicated built
    environment.
        But the Port Authority is also confronting the extraordinary
    challenge of figuring out how to pay for the next generation of
    infrastructure.
        The question of how to pay for large-scale infrastructure projects
    is not unique to the Port Authority, I realize.
        Many of you around the world are asking the same question. Finding
    ways to finance infrastructure is an age-old problem. The Port
    Authority has confronted this issue before.
        Under our original charter, the Port Authority is a self-sustaining
    agency with no taxing authority and no subsidy from New York or New
    Jersey.
        In the middle of the last century, the Port Authority faced a
    similar problem of infrastructure demand that was well in excess of our
    ability to pay for it.
        And so the agency devised the concept of the consolidated bond--a
    bond secured by the pooled revenues of all of our facilities--to pay
    for the assets our agency's legacy rests on.
        Over the years, we've raised an extraordinary amount of money in
    the capital markets through the use of the consolidated bond.
        Today we have about $14 billion of outstanding debt.
        We've been able to raise this amount of debt financing because of
    our Board's strong financial discipline and our conservation of agency
    resources.
        This access to the capital markets has been the critical ingredient
    in the Port Authority's ability to pay for its broad range of
    facilities--our airports, seaports, bridges and tunnels, and other
    major transportation assets.
        As we look ahead to building the next generation of regional
    infrastructure, we'll continue to rely on consolidated debt.
        But the reality is that our access to the municipal debt market
    alone won't be enough to finance our ambitious capital program.
        On the one hand, our region's cumulative demand for infrastructure
    is much greater than it was in the past.
        At the same time that we're trying to maintain our existing assets
    in a state of good repair, we're also trying to build new projects for
    the 21st century.
        And whereas the Port Authority had 90 years to build the region's
    existing infrastructure, today we are trying to repeat our success in a
    much more compressed timeframe.
        Add to this that building large-scale infrastructure has become
    much more expensive. The Port Authority built the original Bayonne
    Bridge for $13 million.
        That's equivalent to $175 million in 2009 dollars.
        But the replacement of the Bayonne Bridge alone is expected to cost
    more than $1 billion dollars.
        This is a crude example, but the essential point is clear enough--
    meeting today's transportation needs require a massive upfront capital
    investment.
        At the same time, the Port Authority's ability to issue debt has
    become more constrained in recent years.
        Like all public agencies, the Port Authority's financial capacity
    has been impacted by the economic downturn.
        As a result of increased unemployment and reduced consumer
    spending, activity levels at all of our facilities have dropped
    significantly since 2008.
        Last year we saw a modest uptick but activity levels remain lower
    than projections made in 2008 when we formulated our current 10-year
    capital plan.
        To put this in perspective, in 2008, the Port Authority projected
    that 132 million vehicles would use our Hudson River crossings by this
    year. Now the agency does not expect to reach that level until 2020.
        These macroeconomic trends translate directly into declining Port
    Authority revenue. In 2008 we formulated a 10-year capital program of
    almost $30 billion.
        Today our ability to finance our capital program has declined by $5
    billion, to $25 billion.
        So the upshot is that our region's infrastructure needs are
    significantly more expansive at the same time that our ability to
    finance those needs has become much more constrained.
        That's the bad news.
        The good news is that the major obstacle to rebuilding our Nation's
    infrastructure isn't lack of money.
        Those of you from the banking community can attest there are
    enormous pools of private capital available to finance our
    transportation needs.
        Hundreds of billions, if not trillions, of dollars are available in
    the capital markets and global funds for equity and debt investments in
    infrastructure.
        The challenge is to figure out how to channel these private funds
    into the long-term infrastructure development that will sustain our
    future prosperity.
        In recent years, there has been a growing awareness that private
    sector involvement in the financing of the Nation's infrastructure is
    desirable, and perhaps unavoidable given the scale of our needs.
        Most of the attention has focused on ways to inject private capital
    directly into public infrastructure assets, modeled on the public-
    private partnerships common in Europe and other parts of the world.
        Yet striking the right balance between the private sector and the
    public interest has been challenging in the United States.
        Despite considerable interest in PPPs in academic and policymaking
    circles, there is significant concern that ``selling'' public
    infrastructure assets to the private sector would exact too high a
    cost, and the number of such partnerships that have actually been
    carried out has been rather modest.
        The Port Authority is exploring new ways to channel private
    investment into our Nation's infrastructure while being mindful of the
    public interest.
        As many of you know, over the last year, we began the procurement
    process for a private entity to design, build, finance and maintain a
    new Goethals Bridge.
        Under this approach, the Port Authority would retain control of the
    bridge's toll structure and toll collections, addressing public sector
    concerns about privatizing public assets.
        We're still in the procurement process, and a final award likely
    won't be made until 2012, but I'm pleased to say the initial
    expressions of interest from the private sector have been extremely
    strong.
        The Port Authority is also looking to the Federal government to
    play a stronger role in helping to finance large-scale infrastructure
    projects.
        In my view one of the more promising ideas is to create a national
    infrastructure bank along the lines President Obama has called for.
        The proposed bank would have the ability to issue long-term tax-
    exempt bonds, making it possible to pool the billions of dollars in
    private capital available for infrastructure investment that I
    mentioned earlier.
        Obviously, a lot of the details still need to be worked out.
        Regardless of the final specifics, though, I believe the creation
    of an infrastructure bank--funded largely through private capital;
    making investment decisions based on merit, not politics--is critical
    for meeting our region's, and our nation's, transportation needs in the
    years ahead.
                                   * * * * *
        Today our region and our Nation stand at a crossroads.
        We can to put off investment in our region's transportation
    infrastructure and further undercut our economic growth, pollute the
    environment and endanger public health.
        Or we can invest again in our future. The challenges we face are
    vast.
        We'll need to summon the optimism, creativity, and discipline of
    those who built the region's past triumphs of infrastructure.
        And we'll need the employ the help of the private sector and the
    Federal government in financing our next generation of transformative
    projects.
        Through this approach, I'm confident we can make the critical
    investments that will support our region's economic prosperity in the
    years ahead.
        Thank you for the opportunity to speak with you today.
                                     ______

                    NEXT GEN BRIEFING TO PARTNERSHIP FOR NYC
                               September 15, 2010
        Good morning.
        Thanks, Michael [Fricklas, Executive Vice President, General
    Counsel & Secretary, Viacom Inc.], for your kind introduction and for
    providing the venue for today's discussion of NextGen and its
    importance for our region's economic future.
        I also want to thank Kathy for arranging this meeting. You've been
    a visionary thinker on so many issues of importance to New York City,
    including the problem of flight delays, and we're all very grateful for
    your leadership and support.
                                   * * * * *
        Let me start with an obvious truth.
        Flight delays are a major problem at the Port Authority's three
    major airports--JFK, LaGuardia and Newark Liberty.
        Beyond inconvenience and frustration, delays are a significant drag
    on our region's economy.
        Last year the Partnership released a study showing that delays at
    JFK, LaGuardia and Newark Liberty resulted in more than $2.6 billion in
    losses to the regional economy in 2008 alone.
        Looking ahead the news was even worse: the Partnership concluded
    that if no significant action were taken, losses due to delays would
    total $80 billion between 2008 and 2025.
        Since the Partnership published its study, we've seen a modest
    reduction in delays at our airports. This is certainly the direction we
    want to go in but we're hardly jumping for joy.
        Our airports still experience almost twice as many delays as the
    sixth most delayed airport.
        And the fourth, fifth and sixth most delayed airports [Philadephia,
    Atlanta, Orlando] have just opened new runways or are planning to do
    so--which will make the disparity with our airports even greater.
        Plus the reduction in delays at our airports is a mixed blessing.
        Because the main reason for the downward trend of the last two
    years is that fewer flights are coming into and flying out of our
    airports.
        The national economic downturn has reduced demand for air travel.
        But the single largest cause of fewer flights at our airports is
    that the FAA, responding to the problem of flight delays in our region,
    chose to impose caps on the number of takeoffs and arrivals--
    ``operations,'' to use the industry's jargon.
        At JFK and Newark, the FAA imposed a cap of 81 operations per hour.
        At LaGuardia, where caps have long been in place, the FAA reduced
    the maximum number of hourly operations from 75 to 71.
        While they help to mitigate the delay problem at our airports,
    these caps exact a serious toll on our economy.
        These costs aren't as obvious as those resulting from flight
    delays--but the impacts on our region's continued economic growth--and
    on the growth of the businesses you represent--are just as profound.
        Consider this: our three major airports handle approximately 100
    million passengers every year.
        Every one million passengers at our airports generate about $525
    million in regional economic activity and create more than 4,000 jobs.
        If the caps remain in place at our airports and no additional
    throughput is created, by 2025, we will be unable to serve 24 million
    passengers annually.
        That's roughly the number of passengers LaGuardia serves in a year.
        Put another way, our region will lose out on $12.6 billion in
    economic activity and nearly 100,000 jobs because we're forced to hang
    up a ``No Vacancy'' sign at our airports.
        This has a direct impact on the ability of businesses like yours to
    grow.
        After all, the continued growth of New York City's economy is tied
    to maximizing access to our airports and our region.
        At least one in twenty New York City workers is employed by a
    foreign company.
        Local businesses rely on our airports to import goods from
    international markets or ship goods overseas.
        And of course many of your businesses in our region rely heavily on
    spending by tourists.
        For all of these reasons, we need to identify ways to reduce delays
    at our airports while keeping our region open for business.
                                   * * * * *
        The problem, to be clear, isn't on the ground.
        In recent years, the Port Authority has invested billions to
    upgrade terminals and modernize airport infrastructure--expanded
    runways, new taxiways, new technologies to monitor aircraft movements
    on the ground.
        But as much as we do at our airports, without fixing the problem
    ``in the air,'' we cannot significantly ease delays for travelers.
        In fact, our airport infrastructure can handle more traffic than at
    current levels.
        At JFK, for instance, we can only use 3 of our 4 long runways--even
    in the best of times.
        The fundamental problem--the reason why we experience greater
    delays than other parts of the country--is that our three airports
    share overlapping airspace and there simply isn't enough room to
    accommodate all the planes in the air.
                                   * * * * *
        So what should we do?
        How do we reduce flight delays in our region without imposing
    regulatory limits on access?
        Just eliminating the caps at our airports isn't the answer--because
    this would just put us in the same situation we were in a few years ago
    with massive flight delays at our airports.
        We believe the answer lies in implementing a Next Generation Air
    Transportation System to increase throughput in our region's airspace.
        The aviation technology we rely on today hasn't changed
    fundamentally since the World War II era.
        Several of you are in the technology business.
        Think about how far we've come in telecommunications in the past
    few years, and then think about the fact that the backbone of our
    Nation's air traffic control system is basically the same as it was 70
    years ago.
        We continue to use ground-based RADAR and radio beacons to guide
    planes through the Nation's airspace.
        It's hard to believe--but the GPS system that many of us have in
    our cars is more sophisticated than the technology used in our
    airplanes.
        Our reliance on an antiquated air traffic control system undercuts
    the efficiency of our Nation's aviation system, and here in New York in
    particular.
        Let me say at the outset that the system is safe.
        But we make it safe by building in larger than necessary buffers
    between aircraft in the sky--because, using the existing air traffic
    control system, we can't always know a plane's precise location.
        The larger the separation between aircraft, the less efficient the
    system becomes.
        To illustrate what I mean, today an aircraft fling from the west
    coast to the east coast does not really fly in that nice arc you see on
    the flight monitor.
        Instead it zigzags from one point to another to another, all based
    on the topography that allows for the installation of ground-based
    radar equipment.
        During that same flight, the pilot needs to switch frequencies as
    much as 24 times to in order to communicate with different TRACONs,
    centers and towers.
        So how would Next Gen help?
        I'll spare you the mind-numbing technical details of the Next Gen
    system--and, believe me, there are many.
        But its main feature is to replace the existing RADAR-based air
    traffic control system with a satellite-based system.
        The system also upgrades communications from voice to data.
        With Next Gen planes would be able to fly more direct routes,
    saving emissions and fuel.
        And we would be able to fit more planes in the same amount of same
    airspace--without compromising safety.
        The Regional Plan Association is in the midst of a major study, not
    yet released, examining, among other things, how Next Gen might
    increase capacity in our region.
        As part of that study, the RPA concludes that implementing Next Gen
    would result in an incremental 7 slots per hour at JFK; 4 slots at
    Newark; and 5 slots at LaGuardia.
        To put this in perspective, if we can add just one slot per hour at
    all three airports this would generate nearly $700 million in economic
    activity in the region and create more than 5,100 jobs.
        Just one slot.
        If NextGen results in the incremental throughput that the RPA
    predicts, the region could see as much as $3.6 billion in economic
    activity and more than 28,000 additional jobs annually.
                                   * * * * *
        My message today is simple: the Federal Government needs to fully
    fund NextGen and implement it first where it's needed the most--like
    here in the New York region.
        In recent years the Port Authority along with its airline partners
    and others in the aviation industry have made great strides in
    convincing Federal officials of the importance of Next Gen.
        Unfortunately, however, the FAA doesn't have a reauthorization bill
    yet.
        The House and Senate Appropriations Committees have both reported
    out their Transportation, Housing and Urban Development bills.
        The Senate bill cuts $85 million from the Administration's request
    for the FAA's Engineering and Development budget--precisely where much
    of the NextGen development is taking place.
        On top of this, to the extent funding for Next Gen currently
    exists, the FAA has prioritized other parts of the country in rolling
    it out--places like Alaska, Louisville, Boston and Philadelphia; most
    recently Washington, DC and Dallas--even though our region's delays are
    the most severe and have systemic impacts throughout the country.
        The Port Authority has argued strongly that the FAA should focus
    its efforts on the New York region.
        But we need your help.
        You and your businesses have a unique ability to shape Federal
    policy surrounding the implementation of NextGen--and your voice has
    been missing from the discussion.
        In his Labor Day address President Obama stressed the need for
    infrastructure improvements, including modernization of our aviation
    traffic control system.
        This is great news.
        But we need to ensure the Administration hears loud and clear that
    the funds need to go where they're needed the most.
        What you can do--the easiest thing to do, if you haven't done so
    already--is to become a member of the Port Authority's NextGen
    Alliance, a group of more than 750 business leaders and others around
    the country who support Federal funding of NextGen and its priority
    implementation at the airports with the greatest need--like our three
    airports.
        Beyond the NextGen Alliance, we may ask you to call Members of
    Congress and give them a simple message--the airports are vital to the
    economic prosperity of the region. We need safe and reliable air
    service.
        This issue goes beyond just our airports--it is directly related to
    the region's economic growth and ultimately, the success of your
    businesses.
                                     ______

                              Alliance for Action
                      Governor's Transportation Conference
                                 April 13, 2009
        Good morning.
        Under Phil's leadership, the Alliance has played a critical role in
    creating jobs, bolstering our local economy, and enabling the State to
    meet its growing needs.
        I'm delighted to join Alliance members, Governor Corzine, Senators
    Lautenberg and Menendez, and other officials and civic leaders here
    today.
                                   * * * * *
        This morning I'd like to report on what the Port Authority is doing
    in the face of the bleak economic landscape.
        In a nutshell: we're moving full steam ahead.
        Last fall, the Governor asked us to speed up capital projects to
    help jump-start the economy and create new jobs.
        We heard the Governor's call to action and we have acted.
        Our Board of Commissioners passed the largest annual capital budget
    in the agency's 88-year history.
        We plan to spend $3.3 billion this year--28 percent more than 2008.
                                   * * * * *
        Our 2009 budget advances a capital program attuned to 21st century
    realities like climate change, a booming regional population, and an
    over-reliance on foreign oil.
        It includes more than $8 billion on mass transit projects.
        We're modernizing our PATH commuter rail system--spending more than
    $3 billion on a new fleet of rail cars; a brand-new signal system that
    will improve commuting times by 20 percent; and 10-car platforms on the
    World Trade Center line.
        We've also committed $3 billion to the ARC tunnel project.
        In addition to the other benefits Rich [Sarles] talked about, ARC
    will free up space for more intercity trains on the Northeast Corridor.
        There's a growing recognition that our Nation's transportation
    future lies in a vibrant rail system that provides an alternative to
    short-haul flights and reduces our environmental footprint.
        President Obama understands this.
        His stimulus package includes $8 billion for high speed and
    intercity rail.
        Building ARC can be the first step in a national transportation
    plan for the 21st century--one that recognizes intercity rail as an
    essential component of the way America gets around.
                                   * * * * *
        In addition to mass transit, the Port Authority is continuing to
    invest heavily in our port and airports.
        We're in a zero-sum game with other East Coast ports to serve as
    the gateway to the world's most sought-after consumer population.
        Susan Bass Levin is spearheading an initiative to ensure that our
    port maintains its first-place standing.
        Our capital plan includes nearly $2 billion in Express Rail and
    other projects.
        But we also have to keep looking ahead at our port, because while
    container traffic has slowed in this recession, we can't repeat the
    mistakes of the past and fail to invest for our future.
        That's why it's so critical that the Army Corps is rapidly
    completing its study of the Bayonne Bridge air draft.
        We know we have a long term issue that the height of the bridge is
    a barrier to the largest ships that will be in use over the next few
    years, and we know we need to tackle this problem with the help of our
    Federal partners.
        With the Governor's continued leadership on transportation issues,
    we also know we'll achieve real solutions to this problem.
                                   * * * * *
        We're also making major investments at our airports, reflecting our
    view that efficient air travel to and from our region is critical to
    our service-based economy.
        Our capital plan includes billions to modernize our airline
    terminals, improve our runways, and make our airports among the most
    customer-friendly in the world.
        We realize, however, that as much as we invest on the ground, we
    can't significantly ease the problem of flight delays without also
    fixing the problem in the air.
        That's why we recently put together a national alliance calling on
    the Federal government to fund a NextGen air traffic control system
    that would significantly reduce flight delays.
                                   * * * * *
        Finally, the Port Authority continues to invest heavily--$1.4
    billion in 2009 alone--at the World Trade Center site.
        As we build the memorial and public infrastructure that will
    revitalize Lower Manhattan, we're creating thousands of jobs for those
    in the hard-hit construction trades.
                                   * * * * *
        The Port Authority's capital program reflects our view that a
    moment of this singular importance in our history calls for more than
    waiting out the tough times.
        As difficult as these times may be, the Port Authority won't lose
    sight of our fundamental mission.
        To keep our region connected, to strengthen our economy, and to
    improve the lives of those who live here.
        By continuing to invest in our region's infrastructure, we're
    helping to build its future. Thank you for the opportunity to speak
    with you today.
                                     ______

           Princeton University's Woodrow Wilson School of Government
                                 March 6, 2009
        Good morning.
        Thank you, Rich [Keevey], for your kind words.
        It's great to see old friends and colleagues here like Rich, Bob
    Noland, and Tony Shorris.
        I appreciate your invitation to kick-off this morning's program.
                                   * * * * *
        Last month President Obama addressed a joint session of Congress
    and spoke about America's failure in recent years to invest in its
    long-term prosperity.
        ``We have lived through an era,'' the President said, ``where too
    often, short-term gains were prized over long-term prosperity, where we
    failed to look beyond the next payment, the next quarter, or the next
    election. . .And all the while, critical debates and difficult
    decisions were put off for some other time on some other day.''
        The President's words accurately describe our region's approach to
    transportation and infrastructure.
        In the twentieth century, the people of our region joined together
    and built transformative projects like the Lincoln and Holland Tunnels,
    the GW and Triborough Bridges, subways, airports, and other triumphs of
    infrastructure.
        As much as any other factor, these investments turned our region's
    economy into what it is today
        . . . or--perhaps more fairly--what our economy was six months ago.
        Frankly, areas like Bergen County wouldn't exist today in any
    recognizable form without the GW Bridge.
        But in more recent times we put off ``critical debates and
    difficult decisions.''
        We deferred maintenance of our existing infrastructure.
        We delayed building new projects to handle future capacity needs.
        And today we're dealing with the consequences of our neglect.
        Overcrowded highways, buckling roads, ancient bridges, stalled
    trains, subway delays, and stranded flights that result in major
    inconvenience and cost our economy billions every year.
                                   * * * * *
        The challenge our region faces today is building new transformative
    projects that address these problems while also meeting other important
    policy goals.
        We need to build for a region that is among the most densely
    populated in the Nation and is expected to grow by three million more
    residents by 2030.
        We need to give local businesses easy access to a skilled and
    diverse workforce.
        We need to reduce airborne pollutants that contribute to climate
    change, poison our environment, and endanger public health.
        We need to promote energy independence and national security,
    recognizing that 54 percent of the Nation's oil is imported, much of it
    from countries that aren't among our closest allies.
        And we need to provide greater access to economic opportunity for
    those living in our region's underprivileged and underserved areas.
        Listening to these policy goals, what becomes clear is that our
    existing infrastructure is woefully inadequate to meet our needs in the
    twenty-first century.
        The network of roads, bridges and tunnels that supported our
    region's growth over the last century belongs an earlier transportation
    era.
        This leads to two questions.
        What future-oriented projects should we build to support our
    region's prosperity in the twenty-first century?
        And how are we going to pay for these projects?
                                   * * * * *
        The answer to the first question--what should we build?--is, I
    think, pretty self-evident.
        Our future prosperity and health requires, above all else, moving
    commuters out of their cars and into trains, buses, subways and
    ferries.
        This is why the Port Authority's capital program includes $8
    billion--more than a quarter of our total budget--for mass transit.
        We're investing $3 billion in the new ARC mass-transit tunnel that
    will double rail capacity between New Jersey and midtown Manhattan;
    remove 22,000 cars every day from local roads; and reduce greenhouse
    gases by 65,000 tons annually.
        And we're investing more than $3 billion to modernize our PATH
    commuter rail system and increase its current capacity by twenty
    percent.
        These investments represent a new way of thinking at the Port
    Authority.
        For most of our agency's 88-year history, we frowned on investments
    in mass transit.
        We acquired the PATH system in the 1960s, but only agreed to do so
    reluctantly, in exchange for the right to build the World Trade Center.
        Our view then, quite honestly, was that mass transit doesn't make
    money and therefore it isn't worth putting money into.
        The Port Authority has changed.
        Believe me, our Director of Aviation Bill DeCota asks all the time
    why revenues from the Port Authority's airports are being used to
    subsidize our investments in mass transit.
        I say that we're investing in mass transit because it's the right
    thing to do--to support our region's prosperity, to reduce our
    environmental footprint, and to create economic opportunity.
        (add other PA projects)
                                   * * * * *
        Still, in Bill's question, there's a fair and serious point.
        How are we going to pay for the mass transit systems our region so
    desperately needs?
        Finding money to pay for major transportation projects is an age-
    old problem.
        But doing so today is more challenging than it ever has been--for
    two reasons.
        On the one hand, mass transit investments are extremely costly.
        The Port Authority built the GW Bridge for $60 million in 1931.
        That's equivalent to $710 million in 2009 dollars.
        The MTA's East Side Access project is expected to cost $7.2
    billion, nearly ten times as much.
        ARC . . . $8.75 billion, almost eleven times as much.
        And the full build-out of the Second Avenue Subway will cost $16.8
    billion, more than twenty-three times as much.
        These are crude examples, but the essential point is clear enough--
    our region's transportation needs require a massive upfront capital
    investment.
        And unlike toll-generating bridges and tunnels, mass transit
    usually operates at a deficit.
        At the same time, government funding for major transportation
    projects is becoming increasingly constrained.
        The reasons for this are many and there isn't enough time this
    morning to recite the full list.
        But the constraints are severe, and they've only grown more severe
    in the current downturn.
                                   * * * * *
        Of course, our region isn't alone in struggling to finance our
    transportation needs.
        Around the country hundreds of billions more are needed for an
    array of essential projects--modernizing the energy grid, increasing
    the availability of water to drought areas, making port improvements,
    improving freight rail, fixing and replacing tunnels and bridges. . .
        California alone wants to build an 800-mile high-speed rail system
    that would cost $45 billion.
        Clearly, the number and scale of essential transportation projects
    far outstrip the availability of government funding.
        That's the bad news.
        The good news is that the major impediment to rebuilding our
    Nation's infrastructure isn't lack of money.
        There are, in fact, enormous pools of capital available to finance
    our transportation needs.
        There are billions of dollars in global funds available for equity
    investment in infrastructure, and a few trillion dollars in central
    bank reserves, global pension funds, and sovereign wealth funds to
    support the debt component.
        The challenge is to figure out how to channel this private
    investment into the transportation investments that will sustain our
    future prosperity.
        Of course, there has been a growing recognition that private sector
    involvement in the financing of infrastructure is desirable, and
    perhaps unavoidable given the scale of our needs.
        Much recent discussion has focused on ways to facilitate direct
    private investment into public infrastructure assets, modeled on the
    success of public-partnerships in Europe and other parts of the world.

        Yet striking the right balance between the private sector and the
    public interest has been challenging, to say the least.
        While there has been extraordinary interest in public-private
    partnerships in academic circles, there is significant public concern
    that ``selling'' infrastructure assets would exact too high a cost, and
    the number of such partnerships that are actually consummated in the
    United States has been rather modest.
                                   * * * * *
        I believe we need to devise a new approach that channels private
    investment into our Nation's infrastructure while taking into account
    the public interest.
        One of the more promising ideas is to create a national
    infrastructure bank along the lines President Obama called for in the
    2008 campaign.
        The proposed bank would have the ability to issue long-term tax-
    exempt bonds, making it possible to pool the significant amounts of
    private capital for infrastructure investment that I mentioned earlier.
        Another crucial benefit of a bank is that it would centralize and
    make more equitable the process for selecting infrastructure projects
    that receive scarce taxpayer dollars.
        Currently, the vast majority of Federal transportation funds are
    distributed through a variety of ``modal'' programs--the Federal Aid
    Highway Program, for example--that ensure the perpetuation of last
    century's transportation priorities.
        This approach doesn't allow us to evaluate projects across
    different modes in allocating Federal funds--comparing, say, the
    benefits of a proposed highway widening project with a rail investment.
        The problem is made worse by ``pork barrel'' politics in selecting
    which projects receive Federal funds.
        Some political earmarks are for worthy transportation projects, but
    many are not.
        As a result of this muddled approach, we have too much Federal
    investment in some places, inadequate Federal investment in others,
    and--worst of all--no Federal investment whatsoever in places it's
    crucially needed.
        Under the infrastructure bank concept, a non-partisan board could
    compare transportation projects across different modes based on
    criteria such as economic growth potential, environmental impacts and
    national or local significance.
        This would allow us to make more intelligent and nimble decisions
    about how to deploy infrastructure funds.
        In effect it would enable us to align transportation spending with
    our twenty-first century infrastructure needs.
                                   * * * * *
        Obviously, a lot of the details of an infrastructure bank still
    need to be worked out.
        Regardless of the final specifics, though, I believe the creation
    of such a bank--funded long-term, outside the political sphere--is
    critical for meeting our region's transportation needs in the years
    ahead.
        It would reprise the Federal government's role in financing
    America's most important transportation projects, like the mass transit
    systems essential to our region's future prosperity.
        And it would ensure that the bulk of Federal transportation funds
    are directed to metropolitan regions, like ours, that rely on
    infrastructure most and where such investments generate the highest
    economic return.
                                   * * * * *
        Today our region and our Nation stand at a crossroads.
        We can continue to defer investment in our region's transportation
    infrastructure and further undercut our economic growth, pollute the
    environment and endanger public health.
        Or, as the President says, we can invest again in our future.
        The challenges our region faces are vast.
        We'll need to summon the optimism, creativity, and discipline of
    those who built the region's past triumphs of infrastructure.
        And we'll need the Federal government's help in building our next
    generation of transformative projects.
        An infrastructure bank along the lines I described would be a step
    in the right direction.
        Through a federal-local partnership, I'm confident we can make the
    investments that will support our region's prosperity in the years
    ahead.
        Thank you for the opportunity to speak with you today.
                                     ______

      St. Peter's College Board of Regents 37th Annual Business Symposium
             ``Leadership and Accountability in Challenging Times''
                                November 7, 2008
        Good morning.
        Thank you, Pat [Sheehan], for that kind introduction.
        I want to thank the Board of Regents for inviting me to speak
    today, as well as John Wilson and Maiya Furgason and all of the other
    organizers who have worked tirelessly in putting together this year's
    Symposium.
                                   * * * * *
        The Symposium organizers demonstrated exemplary foresight in
    choosing today's topic.
        But even they couldn't have anticipated the magnitude of the
    economic crisis of recent weeks and months.
        The times--for our region and for our nation--are indeed
    challenging.
        Our financial markets are in turmoil, businesses are hemorrhaging
    jobs, home values are plummeting, and college and retirement savings
    are being wiped out.
        In the face of this bleak economic landscape, what should public
    agencies like the Port Authority do?
        Some feel that challenging times like these require belt-
    tightening; that we should just curtail spending and resist new
    initiatives until our economy recovers.
        I understand this sentiment. But I strongly disagree with it.
        A moment of this singular importance in our Nation's history calls
    for more than waiting out the tough times; it requires vigorous action
    and forward thinking.
        It requires an approach that reflects our ability as a nation to
    rise to the occasion, that gives people hope in a period of despair,
    and that recognizes that in every crisis lies an opportunity.
        What does this mean for the Port Authority?
        It means that, while we exercise caution in spending public funds,
    we also remain committed to building new transportation projects for
    our region.
        We continue to build for two reasons.
        The first reason, as a number of commentators have pointed out in
    recent weeks, is that infrastructure spending is one of the most
    effective forms of economic stimulus.
        For every $1 billion the Port Authority spends on infrastructure
    projects, we will create up to $6 billion in additional economic output
    and up to 47,000 new jobs.
        The main beneficiaries of these jobs will be workers who will be
    hurt most by the economic downturn.
        As building activity in our region declines in the months ahead, we
    can expect that the construction industry will be hit especially hard.
        These workers form a substantial labor force ready and eager to
    build important new projects for our region.
        And the wages they earn will circulate through the region's
    economy, multiplying the impact of the Port Authority's expenditure.
        The second reason the Port Authority will continue to build is that
    our region's economic future depends on it.
        Over the last century the region's transportation network--our
    bridges, tunnels, roads, seaports, and airports--has played a critical
    role in our economic prosperity.
        But our failure in recent decades to build new projects and expand
    that network has led to chronic congestion on our local roads and
    flight delays at our airports, billions of dollars in lost
    productivity, and environmental and health problems--problems that will
    only worsen as the region's population continues to grow.
        We must show the leadership of our predecessors by investing in new
    projects today that will carry our region forward in the twenty-first
    century.
                                   * * * * *
        Our nation's history offers a good blueprint for how public works
    can help stimulate the economy in the short-term and lay a foundation
    for future economic growth.
        The current economic crisis has brought many stark references to
    the Great Depression.
        I'm no historian like Michael Bechsloss . . . but it's worth
    remembering that in the middle of America's last great economic crisis,
    FDR launched a number of infrastructure projects that employed hundreds
    of thousands of Americans and helped the Nation's economy recover.
        It is striking how many of our Nation's most enduring landmarks
    were built during the Depression--the Golden Gate Bridge, the Hoover
    Dam, the Tennessee Valley Authority projects, among others.
        In our region too, the two States and the Port Authority built some
    of our most important infrastructure projects in the midst of the
    Nation's last great economic crisis.
        The George Washington and Bayonne Bridges, the Pulaski Skyway, the
    Triborough and Bronx-Whitestone bridges, the Queens-Midtown Tunnel and
    Lincoln Tunnel center tube--all and more were built in the Depression
    era, helping to stimulate our economy and contributing to our region's
    prosperity for generations.
                                   * * * * *
        Fair enough, you might say. We must continue to build, but what
    should we build? We should not just build more of the same.
        Above all we need to build modern projects attuned to twenty-first
    century realities like climate change and our over-reliance on foreign
    oil.
        The Port Authority 's 10-year capital plan features more than $8
    billion of investments in mass transit.
        This includes more than $3 billion for a modernized PATH rail
    system that will be used to buy a new fleet of railcars and a brand-new
    signal system, provide for 10-car service on the World Trade Center
    line; and improve commuting times by up to 25 percent.
        Our capital plan also includes a $3 billion commitment for the ARC
    rail tunnel project, which we're building along with NJ Transit.
        Building a new rail tunnel under the Hudson River will reduce
    commuting times and provide one-seat rides to tens of thousands of
    regional commuters.
        It will also reduce traffic congestion on our roads and improve
    local air quality.
        And it will revolutionize intercity rail service into and out of
    New York City, as a new tunnel will free up space for more Amtrak
    trains traveling between Washington, D.C. and Boston.
        Among elected officials and planners there is a growing recognition
    that the United States is in need of a vibrant intercity passenger rail
    system in order to remain globally competitive.
        Around the world, our competitors in Europe and Asia are investing
    billions of dollars in intercity and high-speed rail, which provides an
    alternative to short-haul flights and reduces their environmental
    footprint.
        Building ARC can be the first step in an infrastructure plan for
    America in the 21st century--one that recognizes the importance of
    intercity rail as an essential component of our Nation's transportation
    strategy.
                                   * * * * *
        Projects like a modernized PATH system and the ARC tunnel will be
    critical to our region's productivity and to our environment when the
    economy turns around.
        That turnaround will not happen next month, and many economists say
    it will not happen next year. . .
        But it will happen--and investing in mass transit today will ensure
    that our region remains competitive in the twenty-first century.
                                   * * * * *
        In addition to mass transit, the Port Authority will continue to
    invest in our region's future through major investments in our ports
    and our airports.
        Susan Bass Levin, our Deputy Executive Director, is spearheading an
    initiative to keep our region's goods distribution system competitive
    on a global basis.
        This initiative includes restructuring our port facilities in a
    manner that ensures substantial capital investment will continue for
    many years.
        Similarly, investment in our airports will help to insure our
    region's long term economic future.
        Last year the Port Authority purchased Stewart Airport--the
    region's most significant investment in aviation expansion since we
    began operating our three other major airports in the 1940s.
        Despite the economic downturn, the Port Authority remains committed
    to turning Stewart into the region's fourth major air facility--an
    investment that will alleviate congestion at our other airports,
    support economic growth, and provide travel alternatives to the people
    of our region.
                                   * * * * *
        Last month Governor Corzine called a special joint session of the
    Legislature to announce an economic stimulus plan for New Jersey.
        He asked state agencies and the Port Authority to speed up work on
    approved infrastructure projects to help spur the economy and create
    new jobs.
        The Port Authority welcomes the Governor's call to action.
        In recent weeks we have undertaken a comprehensive analysis of the
    agency's capital plan to identify projects that are shovel-ready and
    fully funded and will generate the most jobs for the region in the
    shortest possible timeframe.
        Once we identify those projects, we will move them ahead in our
    construction queue.
        While our analysis is not yet complete, I believe we can fast-track
    our capital spending and invest $3 billion in the regional economy in
    2009--projects that will spur economic growth and create new jobs in
    the months ahead, and will deliver benefits to the region for decades
    to come.
                                   * * * * *
        The Port Authority is doing whatever we can to help the region
    through these challenging times. But in order to maximize our capital
    spending--and do the most good for the region's economy--we also need a
    strong partner at the Federal level.
        Our capital plan also includes major projects that are ready to
    build but are waiting on Federal funding before we can proceed with
    construction.
        No project is more ready to go than the ARC rail tunnel. We've done
    a lot of the spadework in recent years.
        Governors Corzine and Paterson are solidly behind it. So is Mayor
    Bloomberg.
        So too are members of our region's Congressional delegation. Ditto
    for the area 's transportation planning groups.
        Hundreds of thousands of commuters will cheer easier and faster
    trips to and from midtown Manhattan.
        We've done a lot of planning and engineering analysis. The
    environmental review process is nearly complete.
        We've put up $5.75 billion in Port Authority, New Jersey Transit
    and New Jersey State funding--two-thirds of the project's estimated
    cost.
        And we're in a position to move quickly on issuing construction
    contracts. We want to start building ARC in 2009.
        What we need is Federal action--quickly.
        Federal officials agree that the project is not only important for
    our regional economy but is also a project of ``national
    significance.''
        Federal funding this massive project is pending.
        But the urgency of the economic crisis and the importance of ARC
    for our region and the Nation demand immediate action.
        A Federal economic stimulus package that includes ARC funding would
    allow us to get shovels in the ground in the first half of 2009 and get
    people to work as quickly as possible.
        And it would represent a bold step in rebuilding the infrastructure
    that will support our region's and our Nation's economic future.
                                   * * * * *
        As challenging as these times may be, the Port Authority will not
    lose sight of our fundamental mission.
        We do not build solely for the sake of building.
        We build in order to keep our region connected, to strengthen our
    economy, and to improve the lives of those who live here.
        The Port Authority will not waver in its responsibility to the
    people of this region. By rebuilding our region's infrastructure, we
    will help to build our region's future. Thank you for the opportunity
    to speak with you today.
                                     ______

                               Crains's New York
                            Business Breakfast Forum
                                 April 15, 2008
        Good morning.
        Before I get started I want to thank XXX and XXX of Crain's for
    inviting me back to this forum.
        I'd also like to recognize several of my Port Authority colleagues
    joining me here this morning. First, our Executive Director Tony
    Shorris, who has brought passion, dedication and intellect to the day-
    to day leadership of the agency. I'd also like to recognize Susan Bass
    Levin, the First Deputy Executive Director, who with her vast knowledge
    of the region based on many years of public service has helped set the
    agency on firmer footing since her arrival last year
        It's a pleasure to be here today, almost two years after the last
    time I stood before you, to outline the Port Authority's vision for the
    region's transportation network and our work in Lower Manhattan.
        I made a number of promises that day.
        So today, I'm here to report back on the results, and to say a
    little about what comes next.
        When I was here in June 2006, the most significant commitments I
    made involved the World Trade Center site.
        The Port Authority was pushing for a global agreement that would
    openly recognize the security, financial and engineering challenges of
    the project and, for the first time, would place the agency in charge
    of the major components of the rebuilding effort. The agreement
    established extremely aggressive timelines for the different components
    of the project--reflecting our desire to make up for close to five
    years since the tragic events of 9/11 with little to show for it.
        And the agreement set these timelines in a manner that protected
    public resources and held all parties accountable for results.
        In June 2006, many doubted the ability of any one party to
    jumpstart rebuilding at the site.
        The public mood was understandably grim and there was much
    uncertainty about what, if anything, would be built on the site.
        Today, eighteen months after we took control of the site, we can
    definitively say that our lead role in the rebuilding effort
    represented a historic turning point.
        It sometimes takes longer for the perception of progress to catch
    up with the reality--but the reality of our progress is now undeniable.
        It is among the most complex construction sites in the world and
    arguably in history. Sixteen billion dollars of construction taking
    place on only 16 acres--16 acres that includes the equivalent of 5
    landmark office towers, a soaring Transportation Hub, retail that will
    help Lower Manhattan become a vibrant, 24/7 community and, most
    important, a Memorial and Museum that will commemorate the lives lost
    at the site.
        Despite this complexity, I am pleased to report that all of the
    projects that the Port Authority is building are well underway.
        At the Memorial, more than 1,400 tons of structural steel have been
    fabricated. 94 percent of the foundation is complete and more than 70
    percent of the construction contracts are already out for bid.
        At the Freedom Tower, steel is rising every day and the building
    will be above street level this summer. 21,000 cubic yards of concrete
    have been poured to date and 90 percent of the Freedom Tower
    construction contracts have been bid or are ready to award.
        Earlier this year, we handed over to Silverstein Properties the
    parcels for Towers 3 and 4 after removing nearly 400,000 tons of
    concrete, soil and rock and constructing an entirely new foundation
    eighty feet deep.
        We are making progress on the foundations of the Transportation
    Hub, with 29,000 cubic yards of concrete poured and 900 tons of steel
    erected.
        The area is literally humming with activity, with more than 700
    workers and more than 100 pieces of heavy construction equipment on the
    site.
        I could recite numbers and statistics all day, but you get the
    point. The progress is real and it is significant.
        When I spoke to you last, I said that putting the Port Authority in
    the lead role would help us overcome the impasse to rebuilding, and it
    has.
        Of course there have been road bumps in the past eighteen months,
    and we should be prepared for more challenges as the rebuilding
    continues, an incredibly complex construction project, an economic
    downturn, and a myriad of partners and interests in the site, to name
    just few.
        You would be hard pressed, for example to find a construction site
    anywhere in the world--let alone one of this scale and significance--
    that has to contend with three active rail lines running right through
    the middle of the site's footprint.
        Given the multitude of challenges, and the uncompromising timetable
    we've set ourselves, making assurances that the road ahead will be
    trouble-free would be a fool's errand.
        The undeniable fact remains, however, that since the Port Authority
    took control of the site, the rebuilding effort has achieved a forward
    momentum that gives us comfort that the site will be fully rebuilt.
        I'm proud of the Port Authority's role in getting us this far, and
    I pledge our unwavering commitment to finishing the rebuilding effort
        I made a number of other promises two years ago. I said that the
    Port Authority would:

            --acquire a fourth regional airport and undertake efforts to
            expand capacity to meet the growing demand for air travel in
            our region;

            --expand PATH and transform it from the oldest commuter rail
            system in the country to the newest;

            --collaborate on a single regional transit card with the MTA
            and NJ Transit;

            --make further investments in our ports as an engine for the
            region's economic growth;

            --govern the Port Authority with more efficiency and more
            transparency; and

            --redevelop the bus terminal in midtown Manhattan.

        Quite a list.
        Much work remains to be done, but I'm proud to say we have either
    completed or are moving forward on fulfilling all of these promises.
        In November of last year, we acquired Stewart Airport in Newburgh,
    New York to be a regional aviation hub, relieve congestion at our
    airports, and spur development of the Hudson Valley economy. Already we
    have seen traffic at Stewart nearly triple, with new service and new
    routes, and we expect that growth to continue.
        We convened a flight delay task force, bringing together, for the
    first time, all major stakeholders in the aviation industry. The task
    force published more than 100 recommendations for expanding aviation
    capacity to handle the growing demand for air travel in the region and
    for improving customer service in the event of delays.
        We invested $34 million in customer service projects at our
    airports
        We announced a $3.3 billion program to overhaul the PATH rail
    system and expand its capacity by 25 percent.
        We advanced pilot testing for bank-based transportation cards that
    will eventually be used to move seamlessly between the three major
    transit systems in the region--MTA facilities, the PATH system and NJ
    Transit trains and buses.
        We have accelerated major dredging and rail projects at our ports
    that have allowed record levels of cargo and taken millions of trucks
    off our roads. Last year our ports handled over 160 billion in cargo
    and outperformed every other major port in the nation, even in
    difficult economic times.
        We reformed our corporate practices to ensure transparency and
    accountability in the governance of the agency, completing the first
    major overhaul of our by-laws since 1981 and opening up our Board
    meetings and budget process to the public we serve.
        And we entered into an agreement for a full makeover of the Port
    Authority bus terminal that will involve expanding the facility,
    building an office tower above it and recasting its image by, among
    other things, changing its name--a name that frankly evokes an era with
    the wrong associations for an agency that is focused now on modern,
    efficient, customer-friendly transportation facilities.
        When I was here two years ago, I spoke about one other regional
    transportation project that in my mind is as critical as any other
    project built in this region over the last century, and that is
    building another passenger rail tunnel between New York and New Jersey,
    the project known as Access to the Region's Core, or the ARC project.
        Just four days ago, we marked the 100th anniversary of the
    completion of the single passenger train tunnel between midtown
    Manhattan and New Jersey.
        That means that since 1908, the same tunnel--with one track in and
    one track out--has served thousands of trains and millions of commuters
    traveling between the two States and beyond.
        We simply cannot continue to rely on this archaic system if our
    region intends to maintain its standing as a global capital in commerce
    and culture.
        The fact is neither our regional nor the national economy heeds the
    political boundaries between the two States.
        Our region's economic prosperity is inextricably tied to our
    ability to move people across the Hudson River.
        The ARC project will transform transportation in the region by
    adding a new rail station at 34th Street, doubling the number of trains
    into midtown Manhattan from across the Hudson River, creating one seat
    rides from Orange and Rockland counties in New York and from northern
    counties in New Jersey and cutting commuting times by up to 25 percent.
        It would also remove thousands of automobiles from the congested
    roadways in New York City and the broader region.
        Two years ago I said the Port Authority would contribute $1 billion
    dollars to aid construction of the ARC project.
        I'm proud say we've not only honored that pledge but gone much
    further.
        Our commitment is now $3 billion and the Port Authority is no
    longer just a source of revenue for the project, but a full partner
    with New Jersey Transit in the design and construction effort.
        In keeping with its regional benefits, the project has strong
    support among public officials, businesses, and commuters on both sides
    of the Hudson River. In fact, there is now $4.5 billion in local
    commitments for the project.
        Working with our Congressional delegations, we have made the case
    that this is far more than a New York/New Jersey project. It's a
    project of national significance.
        Just last week FTA Administrator Simpson agreed in identifying ARC
    as one of only three projects of national significance in our region.
        We're grateful for the Administrator's support.
        Now it's time for the Federal government to back up this assessment
    with a full funding grant agreement, so we can have shovels in the
    ground in 2009.
        I would be remiss in talking about the ARC project without paying
    tribute to the person most responsible for bringing the project this
    far--George Warrington, the former President of Amtrak and Executive
    Director of New Jersey Transit.
        We were robbed of an irreplaceable public servant when George
    passed away in December, after he fought a courageous battle with
    cancer.
        It took a leader with George's unique talents and temperament to
    move ARC from the wish list to the project pipeline.
        ARC is the one major initiative George's passing did not allow him
    to see through to completion. Its construction would be the perfect
    final chapter to his life's work.
        For the Port Authority, it's been an important and productive two
    years since I spoke to you last.
        We've delivered on our promises, and we've made enormous progress
    on projects that will benefit the region for generations to come.
        Along the way, we've revived the Port Authority's standing as the
    region's master builder of transportation projects.
        It would be irresponsible of me to catalogue our successes of the
    last two years without setting new goals and holding ourselves
    accountable for achieving them.
        So the natural question is: What's next? For me, the answers are
    clear.
        Next is completing all that we've promised at the World Trade
    Center--a fully rebuilt site that represents hope over hate, and
    resilience over acrimony.
        Next is improving the experience in our region for the more than
    110 million passengers a year at our airports who depend on reliable
    flights--not through new government regulations that increase ticket
    prices and reduce choice, but through long overdue modernization of our
    national air traffic control system, more rational scheduling of
    flights, and improved customer service.
        We expect passenger numbers to rise to a staggering 150 million
    annual passengers by 2025. A critical component to meeting that
    increasing demand will be the modernization and expansion of passenger
    terminals at our airports.
        We've started this effort already by completing the new American
    Airlines terminal and moving forward with a new Jet Blue terminal, both
    at JFK, and modernizing Terminal B at Newark.
        But we need to go further by modernizing Terminal A at Newark and
    redeveloping the Central Terminal Building at LaGuardia.
        These projects will costs billions, but the benefits for our
    economy and those using our airports will be well worth the expense.
        Next is expanding our commitment to sustainability through major
    investments in mass transit.
        Our continued prosperity and well-being require shifting commuters
    from their cars to reliable rail, bus, subway and ferry systems.
        This is why the $29.5 billion ten year capital plan the Port
    Authority adopted last December includes $8 billion--more than \1/4\ of
    the entire capital plan--for regional mass transit projects--including
    our commitments to the ARC project and the PATH system that I talked
    about earlier.
        And last month the Port Authority's Board adopted a comprehensive
    sustainability policy that commits the agency to an 80 percent
    reduction of greenhouse gases from our operations by 2050, and carbon
    neutrality through the acquisition of offsets by 2010.
        Now it's time our partners joined with us. Over the next few
    months, we'll announce programs enabling users of our facilities--
    commuters using our bridges, tunnels, and PATH; shippers and terminal
    operators at our seaport; and airlines and tenants at our airports--to
    become partners with us in our efforts to become greener and reduce
    their own carbon footprints.
        Finally, what's next should include an important role for the Port
    Authority in helping realize the region's goals for the West Side of
    Manhattan. In particular, the Moynihan Station project presents an
    opportunity to dramatically expand the capacity of Penn Station and
    support transit oriented development in the surrounding area as well as
    the Far West Side.
        But we continue to argue over questions like who should be in
    charge; what exactly the project will look like; and on whose dime it
    should be built.
        Frankly, I'm not interested in turf battles between agencies over
    this project.
        What I'm interested in is getting the Moynihan project done and
    getting it done right.
        Governor Paterson has appropriately signaled support for these
    initiatives and will undoubtedly provide a careful review of the
    alternatives available.
        As to the Port Authority's role, that becomes a function of what is
    needed to bring these worthwhile initiatives to fruition. What is
    critical is not who builds it but what gets built. Like Grand Central
    on the East side, rebuilding Penn Station into a landmark transit hub
    on the West Side would spur development and provide the expanded
    transportation capacity critical to anchoring a 21st century mass
    transit system.
        We believe the Port Authority is well-positioned to help the
    Moynihan project move from architectural drawings to construction. We
    have the financial capacity and technical know-how, and we have a proud
    history of building major transportation projects in this region.
        But it's not the Port Authority's specific role that drives our
    interest in the Moynihan project. It's our agency's commitment to
    building the critical transportation projects the region needs.
        We are on the right track towards rebuilding this region for our
    children and for our grandchildren.
        The question will be whether we can follow through on our
    commitments and seize the current momentum to make the lasting changes
    we all know have been needed for so long.
        I believe we can and I know I'm not alone in that belief.
        As we build on our achievements, I look forward to working with you
    on delivering a transportation system that will support our region's
    continued growth and prosperity in the years ahead.
        Thank you.
                                     ______

                NATIONAL ASSOCIATION OF INDUSTRIAL OFFICE PARKS
                             INDUSTRIAL CONFERENCE
                                 APRIL 2, 2008
       Good afternoon.

       Thank you, Al [Beaudette], for your kind introduction.

       And thank you to NAIOP for inviting me here today.

       NAIOP and its member companies are an essential part of the
            Port's strategy for growth over the next decade, as I'll
            explain in my remarks, and I'm delighted to share with you my
            thoughts on the Port of New York and New Jersey and its
            prospects for growth.
                                   * * * * *
       The origins of the modern-day Port dates back to the early
            20th century, when a dispute arose between the two states over
            control of New York harbor.

       To resolve the dispute, the states entered into an
            interstate compact to create the Port of New York Authority,
            later renamed the Port Authority of New York and New Jersey.
            The Port Authority's founders envisioned that the bi-state
            agency would mediate harbor disputes between the two states and
            ensure that their local concerns didn't trump their shared
            interest in a vibrant and functioning Port.

       Since the Port Authority compact was signed by the two
            States 86 years ago, the Port has been a reliable and powerful
            engine for the region's economy, producing billions of dollars
            in annual benefits.

       It also gives consumers and businesses in our region access
            to an extraordinary variety of foreign goods--from clothing to
            furniture to beverages and everything in between--and provides
            an outlet for American exports, a trade that has seen an
            amazing growth in the last year.

       Over the last decade, the Port has achieved unprecedented
            success, averaging between 5-7 percent annual growth.

       Two weeks ago, Governor Corzine and the Port Authority
            announced that our Port enjoyed another pathbreaking year in
            2007.

       The Port set a new record for overall cargo volume,
            outperforming all other major ports in the United States.

       Nearly 5,500 ships called on the port.

       We handled more than 3 million containers loaded with more
            than $160 billion in cargo and processed nearly 1 million
            vehicles.

       More than 230,000 high-skilled jobs were linked to this port
            activity.

       In the years ahead we expect the Port to enjoy continued
            growth, even in the face of our Nation's overall economic
            slowdown.

       In fact we believe cargo volumes at our port will nearly
            double over the next decade.

       How has our Port achieved tremendous growth over a sustained
            period, and what is the basis for our confidence in its future?

       We are fortunate, to say the least, to serve as the gateway
            to the largest and most affluent consumer market in North
            America, with nearly 100 million consumers within a single
            day's travel.

       Shipping routes also give our Port a competitive advantage.
            We have more shipping routes to more places than any other port
            on the East Coast.

       And with the Panama Canal's expansion well underway, the
            number of ships traveling from Asia directly to our Port will
            continue to grow.

       But our geography alone doesn't explain the extraordinary
            success our Port has had, nor does it explain our optimism
            looking to the years ahead..

       A more complete accounting for our success has to include, I
            think, the far-sighted capital investments we've made in our
            Port over the last two decades, and which are now returning
            significant dividends.

       No matter the good fortune of our geography, large global
            container ships could not access our port without having deep
            channels.

       Once ships arrive at our port, the containers on those ships
            must be removed safely and efficiently.

       And the ability of our Port to accommodate large ships and
            to extract their goods is only meaningful if a robust off-port
            transportation system exists to move those goods from the Port
            to local stores and, ultimately, consumers.

       The point I'm trying to make is that the Port by itself is
            one link in an integrated goods movement network, and that its
            growth is tied to making sure that the other links in that
            network are as strong as possible.

       For this reason, since 2001, the Port Authority has spent
            $1.6 billion on infrastructure projects that improve the Port's
            overall capacity and competitiveness.

       This includes over $100 million on a 45-foot channel
            deepening project with the Army Corps of Engineers.

       It includes hundreds of millions in modernizing the
            container terminals at our Port. Private terminal operators
            have also invested additional hundreds of millions. [check;
            exact dollar amounts?]

       And it includes $300 million spent to date on our on-dock
            rail system, known as Express Rail, and various roadway
            improvement projects.

       Let me say a little more about Express Rail, because it
            reflects the sort of forward thinking that has driven the
            Port's success.

       In 1991, the first year of ExpressRail's operation, the
            system existed only at the Elizabeth Marine Terminal property
            and handled approximately 27,000 containers.

       Many people were skeptical about ExpressRail's future as a
            means to transport goods from the Port to the marketplace.

       But over time the Port Authority expanded the system to our
            other facilities and more shippers began to see the value of
            rail in transporting goods more than a few hundred miles from
            the Port--destinations such as Cleveland, Chicago and Detroit
            in the Midwest and Canada to the North.

       In 2005, to keep pace with increasing demand, the Port
            Authority accelerated the full build out of the ExpressRail
            system--to expand it to all of the Port Authority's major
            terminal facilities in Newark, Elizabeth and Staten Island.

       And today, the ExpressRail system is a vital component of
            the region's good movement system.

       Last year, ExpressRail set a new annual record, handling
            358,000 cargo containers.
                                   * * * * *
       So a combination of natural strengths and strategic
            thinking--our geographic endowment plus hundreds of millions of
            dollars in prudent capital investments over many years by the
            Port Authority and others--is the reason for the Port's
            impressive growth and exciting future.

       The people and businesses in New York and New Jersey are
            well aware of the Port's success and its importance to our
            regional economy.

       In the past year, however, the global investment community
            took notice of our Port's success.

       Three investment firms--AIG, Deutsche Bank and the Ontario
            Teachers Pension System--all purchased container terminal
            leases at our Port for extraordinary sums, validating the
            wisdom of our growth strategy and reflecting their judgment
            that our Port is a sound long-term investment.
                                   * * * * *
       Despite the Port's historic success and our optimistic
            prognosis for its future, the Port Authority is not in a
            position to become complacent.

       The strength of other ports on the East Coast and around the
            country, and the billions of dollars being invested in those
            ports by public and private entities, is ample reason for us to
            remain actively committed to ensuring the Port's continued
            growth.

       But we're also finding that our Port's success in attracting
            cargo volume is itself creating formidable challenges for our
            business that, left unaddressed, will begin to undercut our
            future growth.

       One of our biggest challenges is adding waterfront property
            on which we can build additional terminal facilities needed to
            handle the future growth in cargo volume.

       Thus, we have been vigorous in making such acquisitions when
            desirable properties become available.

       Last month, we acquired from the Northeast Marine Auto
            Terminal the lease it held on 119 acres on the eastern end of
            the Port Jersey peninsula and Greenville Yards in Bayonne and
            Jersey City for the potential redevelopment of new cargo
            container space.

       We believe this new property can provide additional
            container capacity in the Port, adding to our ability to handle
            the expected growth in export trade from our region.

       But waterfront land around our Port that can accommodate
            additional cargo handling facilities is scarce.

       Recognizing the formidable land constraints in our region,
            we've focused the bulk of our resources on ways to make our
            existing facilities more productive and efficient.

       Last year, the Port Authority adopted an historic $29.5
            billion, 10-year Capital Plan, which includes $2 billion for
            projects that will upgrade our Port facilities.

       This $2 billion dollars will be directed to a variety of
            capital investments that will enable the Port to accept growing
            volumes of cargo well into the future.

         $ Over $600 million for a 50-foot channel deepening
                project, which will enable the world's largest ships to
                enter and leave our Port. Including expenditures before the
                beginning of the Capital Plan period, the Port Authority
                will have spent more than $1 billion on this project by the
                time it is completed in 2012. Without this additional
                deepening work, many shipping lines may decide to call on
                other ports that can provide the channel depths that they
                require.

         $300 million for expansion of the ExpressRail system.
                When ExpressRail is fully built in 2011, it will be able to
                handle 1.5 million containers each year. The continued
                investments in ExpressRail will not only increase port
                productivity, but will fulfill our mission to be a good
                environmental steward. When ExpressRail reaches capacity,
                it will remove approximately 2.5 million truck trips from
                the region's highways annually, which will reduce
                congestion and improve air quality.

         Despite my focus on ExpressRail, the reality is that
                trucks will continue to be a principal means of
                transporting port cargo around this region. Currently, more
                than 80 percent of cargo is transported by truck, primarily
                to locations within 100 miles of the port. Given this
                enormous volume of truck shipments, congestion around port
                terminals and its associated impacts on our local roads is
                a major problem. Thus, our Capital Plan includes $400
                million to upgrade the on and off-port road network to
                provide a more efficient way for trucks to access the port
                terminals.

       In addition to the Port Authority's investments, we're
            confident that the new owners of terminal facilities at our
            Port will also make the investments they need to make sure
            their businesses continue to thrive and that the Port of New
            York and New Jersey maintains its standing as a premier global
            shipping destination.
                                   * * * * *
       Lastly, one of the major impediments to our Port's future
            growth is the lack of sufficient warehousing and distribution
            sites in close proximity to the Port. These facilities are an
            important link in the logistics chain, providing access to the
            region's market for major retailers and wholesalers. They are
            also an excellent source of well-paid, skilled and semi-skilled
            employment.

       And they are a significant magnet for cargo, increasing
            demand for the Port and its services.

       Currently, many of the warehousing and distribution sites in
            our region are located near Exit 8A on the New Jersey Turnpike
            or in Eastern Pennsylvania--almost an hour or more ride from
            the Port. And these facilities are nowhere near enough to
            handle the growth we've projected for the next decade.

       To address the lack of sufficient industrial properties, the
            Port Authority and the New Jersey Economic Development
            Authority have entered into a unique partnership called the New
            Jersey Portfields Initiative.

       The initiative provides financial incentives, access to
            affordable capital, planning and other technical expertise, and
            coordination with state agencies for expedited project
            permitting and approvals to accelerate development of underused
            or brownfield sites closer to the Port.

       So far we've identified 21 development sites that would be
            prime locations for warehousing and distribution facilities.

       And in the past few years, several of these sites have
            either been developed or are in construction. Some of the most
            notable include:

         The Port Reading Business Park in Woodbridge and
                Carteret. The first distribution center was completed last
                year, and the site will ultimately comprise eight
                buildings, ranging in size from 71,000 square feet to
                738,000 square feet.

         The iPort12 International Trade & Logistics Center in
                Carteret, just north of Exit 12 on the New Jersey Turnpike,
                is nearly complete. It consists of two building totaling
                1.2 million square feet.

         And the Amboy Corporate Center in Perth Amboy, which
                is currently under construction. It consists of two
                buildings totaling 1.1 million square feet on 64 acres.

       While these facilities are certainly a step in the right
            direction, they are not enough.

       Even including the warehousing and distribution centers
            farther away from our Port, there is nowhere near enough
            industrial property to handle the cargo growth we're projecting
            for the next decade.

       As large importers continue their shift to all-water
            services bringing their cargo directly to our Port instead of
            to the West Coast and then by rail or truck to the Northeast
            part of the country, we will see an increasing demand for
            modern facilities to meet their requirements--whether for a
            specific ceiling clearance or number of trailer parking slots.

       Moreover, as environmental concerns become more pressing,
            retailers are striving to reduce their environmental impact by
            reducing the trucking distance between their distribution
            centers and local stores. These means retailers will no longer
            be able to serve our region from facilities in Columbus,
            Virginia or the West Coast.

       Needless to say, the companies represented in this room are
            essential players in bridging our interest in a vibrant Port
            with the needs of large importers and retailers trying the
            reach the consumer population of the Northeast region.
                                   * * * * *
       To sum up, a potent mix of geographic good fortune and
            forward-thinking capital investments over the past decade have
            put the Port of New York and New Jersey in a remarkably strong
            position in the years ahead.

       This growth, however, gives rise to its own set of
            challenges in a land-constrained region like the Port District.

       The Port Authority is committed to doing everything in its
            power to building a fully integrated goods network and
            maximizing the Port's efficiency and productivity.

       Our $2 billion will go far in achieving these goals.

       But to fully realize our vision we will need the help of
            private industry--including those who can build warehousing and
            distribution facilities that our region needs to handle the
            expected growth in cargo volume.

       Through such a partnership I am convinced that we will
            sustain our Port's ranking as one of the most vibrant and
            successful ports in the country and in the world.
                                     ______

                       NEW JERSEY INSTITUTE OF TECHNOLOGY
                                  COMMENCEMENT
                                  MAY 17, 2007
        Thanks for your kind introduction, Kathleen.
        I am delighted to be here with you, along with [elected officials],
    my fellow honorees, distinguished guests, parents and friends, and of
    course the NJIT graduates whose achievements we're celebrating today.
        Commencements are, I think, mistakenly understood as recognizing
    years of hard work by the graduate culminating in today's ceremony.
        But as the parent of five children--and untold tuition payments--I
    know the real celebration is the one being planned by every parent
    after that last tuition payment is made.
        No one gets to this day without a lot of ups and downs, hard work,
    frustrations, joys and most importantly the tried and true support from
    family and friends.
        So, graduates. . .take a moment to reflect on all you have achieved
    to arrive here today. . ..
        but also take a moment to recognize the many people--especially
    your parents and loved ones who supported you along the way.
        I'm a little biased but, I think, they deserve their own round of
    applause.
                                   * * * * *
        When you invited me to speak at this year's commencement, I was
    both flattered and surprised.
        Flattered because, having lived in New Jersey for most of my life,
    I am well aware of the outstanding reputation of NJIT and the
    contributions this university and its graduates have made to this
    region.
        Surprised because, as someone who still can't quite manage to use
    the scroll wheel on my blackberry correctly, I didn't regard myself as
    being in the running for this honor.
                                   * * * * *
        A commencement speech is an interesting concept. Graduation day is
    a celebration. . .
        But before you get to celebrate they make you suffer through a
    speech that you likely have no interest in hearing, given by some
    person you've probably never heard of.
        Only an institution of higher education would think a speech is a
    fun way to kick off a party.
        So, knowing that my remarks are standing in the way of your well-
    deserved celebration, I will be brief.
                                   * * * * *
        There's a commercial out today--I'm not sure by whom--that says no
    one wakes up and decides to be ordinary.
        I doubt that any of you have worked hard to graduate from an
    institution of this caliber merely to go out in the world and be
    ``ordinary''.
        Most of us start out with visions of grandeur, not dreams of
    mediocrity.
        But life has a funny way of humbling our ambitions and pressing us
    into the safe embrace of the ordinary and conventional.
        Sustaining the drive to be something more than just another cog in
    the wheel isn't easy, it turns out.
        So if you take nothing else from my ten minutes today--take this.
    We need you to be afraid to fail.
        Don't work the next sixty years of your life simply to preserve the
    status quo.
        Wake up every day--or at least once a week--thinking about how you
    can push the envelope of greatness.
        Fight the urge to become complacent and dare to leave your mark on
    this world.
                                   * * * * *
        I realize that daring to leave a mark is hard in the world in which
    we now live. Our modern world presents us with huge challenges.
        We face enormous geopolitical dangers unlike anything since the
    middle of the twentieth century.
        We face hungry and smart competitors that didn't previously exist,
    certainly when I graduated from college, but not even five years ago.
        And we face unprecedented environmental threats that endanger our
    quality of life.
                                   * * * * *
        Fortunately, America has always been a land of dreamers who have
    shunned the ordinary and redefined what is achievable.
        Consider, for instance, a topic close to my heart at the Port
    Authority--our national infrastructure.
        I usually lose people's attention when I start talking about
    ``infrastructure.'' My typical audience thinks I'm talking about
    computer software, my kids think I'm talking about a rock band and most
    people in the media turn off their recorders or put down their pens.
        It's a rare treat for me to have almost 2000 graduates who not only
    understand what infrastructure is, but a good number of whom are
    expecting to earn a living from building it for the rest of their
    lives. As for the rest of you, the shear guilt of not paying attention
    at your loved one's college graduation will keep you with me for at
    least some period of time.
        The truth is that there is no more striking embodiment of our
    Nation's willingness to dream and try what many perceived to be
    impossible.
        Just take a look around our region.
        75 years ago, the Port Authority of New York and New Jersey
    planned, designed and built the George Washington Bridge.
        Over the next few decades, Port Authority engineers built the
    Goethals Bridge; the Lincoln Tunnel; one of the largest bus terminals
    in the world; the largest port on the East Coast; and three world class
    international airports that together serve more than 100 million
    travelers each year.
        And of course, in the 1960s and 1970s we built two magnificent
    towers in Lower Manhattan. Each of these projects was an engineering
    marvel of its time.
        Each was built to accommodate future growth as much as current
    need.
        Each was dreamed and conceived by a generation of leaders,
    engineers and planners who had no desire to be ordinary.
        They challenged themselves intellectually to build structures that
    would accommodate a growth in people and commerce that would occur long
    after their own lifetimes.
        And they succeeded.
        These projects fundamentally transformed the region's economy and
    redefined its physical landscape.
        But their impact went far beyond this region:
        The vision and intellectual courage of dreamers at the Port
    Authority served as a model for others throughout the country.
        And, together, a nation of dreamers built the infrastructure that
    has enabled the United States to achieve unprecedented economic growth
    and prosperity.

       The ports that led to the development of our coastal cities.

       The bridges that spanned large expanses of water.

       The railroads that connected our Nation's heartland to our
            industrial centers.

       The interstate highway system that enabled the transport of
            people and goods to all parts of the country.
                                   * * * * *
        But attitudes have changed over the past half-century.
        We as a nation have chosen to elevate short-term, fleeting
    priorities above our infrastructure.
        In 2005 the American Society of Civil Engineers assigned grades to
    fifteen categories of infrastructure based on review of hundreds of
    reports and a survey of more than two thousand engineers. It was not
    the kind of report card any of you would have wanted to send home to
    your parents. Four C's, ten D's and one incomplete. Moreover, it
    concluded that it is going to take well over a trillion dollars to fix
    the problem.
        And even where we've built new infrastructure, we've accepted the
    ordinary way too often.
        We've become overly concerned about price tags that seem too high
    and engineering challenges that seem too difficult.
        So we've settled for doing lots of little things instead of
    building the landmark projects that will set the stage for the next
    generation.
        And because of our neglect and timidity, the Nation today faces a
    number of vulnerabilities.
        Visit any metropolitan area in this country and you can bear
    witness to outmoded and heavily congested bridges, rails and tunnels;
    gaping sinkholes; blackouts caused by an overextended power grid;
    overtaxed and unreliable mass transit systems; and dysfunctional roads
    and highways.
        The impact of Hurricane Katrina and the blackout in NYC several
    years ago stand out as examples of this neglect.
                                   * * * * *
        I need look no further than my workplace, the Port Authority, to
    see how alluring the safety of the status quo has become.
        In my generation's time, the Port Authority has not built anything
    on the scale of the landmark projects it built in the first half-
    century of its existence.
        No bridges, no tunnels, no mass transit systems, no bus terminals,
    no airports.
                                   * * * * *
        But last December the Port Authority made a decision to reverse
    that trend and to commit $2 billion to the building of a second
    passenger rail tunnel under the Hudson River.
        This project will require indescribably complex hydro and tunnel
    engineering know-how. It will require billions of dollars in public
    investment and take years to build.
        It will inconvenience communities on both sides of the Hudson.
        But it is nothing less than the foundation upon which a modern
    urban mass transit system will be built to serve the NY metropolitan
    region for the next generation.
        This represents the first major investment in a rail system in the
    New York metropolitan region since the IND was built in1932.
        It is exactly the type of project we have wrongly avoided for too
    long.
        Likewise, the Port Authority has committed $2 billion for a state-
    of-the-art freight rail system that will increase our ability to move
    cargo entering our ports to distribution centers around the region and
    the nation, and remove 500,000 truck trips annually from our congested
    state and local roads.
        And earlier this year, the Port Authority agreed to purchase
    Stewart International Airport in upstate New York, part of a long-term
    plan to reduce congestion at our three major airports and in the skies.
    Thereby creating the first new major airport in the region since 1948.
        When completed, these projects--once unthinkable, until people
    dared to think differently--will sustain the region's economic growth
    and prosperity.
                                   * * * * *
        There are a lot of practical reasons why we all stopped attempting
    the great engineering feats--Building projects today is more
    challenging than ever.
        In a society that is largely built-out, engineering and design work
    is exceptionally complex.
        Every project faces unprecedented security concerns and some degree
    of public opposition to quality of life impacts.
        On top of that global warming and the related concerns about
    climate change are very real and serious problems that are becoming a
    factor in every project.
        We and our engineering dreams have too often gotten beaten down by
    the sheer magnitude and variety of obstacles, both real and perceived.
        So what does all this mean for each of you as you leave NJIT?
                                   * * * * *
        You must look beyond these obstacles, have the courage to dream
    great feats, and exercise the knowledge and skills you have learned in
    the past four years.
        You are the next generation of engineers and architects, computer
    scientists and IT managers. You will shape America's next generation of
    landmark infrastructure projects.
        But, unlike your predecessors, your major competition is not the
    graduates sitting next to you or at other universities across the
    Northeast.
        The companies you go to work for aren't competing with others based
    in New York or Pennsylvania.
        Your competitors are in countries like China and India and other
    emerging nations, which are greatly outmatching our investment in
    infrastructure. According to a recent study completed by the Urban Land
    Institute, China and India are spending 9 percent and 3.5 percent of
    their GDP, respectively, on their infrastructure. In the United States,
    we spend less than one percent of our national GDP on infrastructure.
        And they have been thinking grander dreams than we are. Last year,
    for example, China spent over $4 billion to build the world's highest
    railway, a 710-mile route that reaches more than 16,000 feet above sea
    level, higher than Mont Blanc in France.
        While we have become satisfied with maintaining what we have, our
    competitors are building mass transit systems, ports, bridges and
    infrastructure systems that are threatening to leapfrog us in
    technology and sophistication.
                                   * * * * *
        You will be the ones to decide whether we choose to be ordinary in
    what we build. . . . .
        . . . . . or whether we build projects that future generations will
    marvel at; projects that will keep the
        U.S. at the height of our economic power and competitiveness.
        And you enter your professional lives with an advantage--you
    understand how to leverage the power of technology.
        Technology, combined with imagination, and prudent risk-taking will
    put you in a position to solve problems, in ways we cannot even
    imagine.
        In the last few years alone, technology has transformed how we do
    business.
        Today, for example, the Port Authority is using biometric
    technology to control access to our port facilities.
        We have highly sophisticated detection systems that protect our
    region from the import of radiological devices.
        At our airports, we have installed various perimeter-intrusion
    systems and implemented in-line baggage screening.
        And, overlooked in all of the spirited discussion about what will
    be the tallest building in New York, the Freedom Tower, is that it is a
    world-class model of energy efficiency and environmental
    sustainability, featuring state-of-the-art conservation technology; use
    of non-toxic building materials; and reliance on fuel cells that will
    liberate the building from the power grid.
                                   * * * * *
        Technology can be used to overcome the great challenges of our
    time.
        But we are barely scratching the surface of our ability to harness
    technology's potential.
        In part, that's because the economics of certain technologies are
    not practical for widespread use.
        But it's also because we as a nation haven't intellectually
    embraced the true potential of technological enhancements.
        Let's just look at global warming.
        Imagine if the willpower existed to put a solar panel on every
    warehouse rooftop in New Jersey. . ..
        Or, as Governor Corzine urged us to do last year in his economic
    development plan, if unused land at our airport terminals were
    converted to solar grids and the unused land at our port facilities
    were converted into farms to harvest wind power.
        Or if future buildings were designed to be energy self-sufficient?
    Would there be a cost? Of course.
        Would there be engineering challenges? Of course.
        But instead of letting those issues drive us to reject the
    possibilities outright. . .
        . . . we should be pushing the envelope to find how far we can go.
    If we have the courage to try, we may just surprise ourselves.
        So today I am pleased to announce that the Port Authority will
    develop a comprehensive strategy over the next two years for
    implementing alternative energy solutions at our airports and ports--a
    combination of efficiency, renewable energy and renewable energy
    credits--with the ultimate goal of reducing carbon emissions, our so-
    called ``carbon footprint'', by 80 percent at these facilities.
        What does this mean in English? Think of it like the signs outside
    parks telling you take out what you bring in.
        We can't literally have zero carbon emissions at our facilities,
    but we can end up with a greatly reduced net impact from these
    structures. How?

       By efforts like geothermal heating and cooling of buildings,
            on-site generation through the use of fuel cells, use of
            renewable energy from wind and solar projects,

       having planes use docking stations to power up while they
            are at our facilities rather than idling with their engines on,
            using electrified tugs and other rampside equipment,

       moving to planes like the A380 that not only carry more
            passengers in one flight but are more environmentally
            efficient, and offsetting greenhouse gas emissions by
            purchasing renewable energy credits.

        Our strategy would also seek to offset emissions by tapping into
    the market of large-scale clean energy generation in our region. In
    this way the Port Authority would not only be helping to avert global
    warming, it would also be contributing to a promising sector of our
    regional economy.
        Port Authority staff are already putting together a series of near
    term targets for reducing green house gas emissions with the
    appropriate metrics to monitor our progress.
        As Chairman of the Port Authority, I expect the agency to reach the
    goals we set. But by just taking on this challenge, we'll achieve more
    than we ever thought possible today.
                                   * * * * *
        I have delayed your celebration long enough.
        Go out and enjoy your family, enjoy your friends--it only gets
    harder from here, but also infinitely more rewarding.
        The world will rely on the training and skills you have received
    here but it is your responsibility to make yourself heard.
        Advocate for your ideas--we need to hear them.
        You have too much to contribute to silently sit at a desk everyday.
    We, in the region and the nation, are counting on you.
        And with all that you have achieved already, I am confident that
    our region and the Nation are in able hands.
                                   * * * * *
                                     ______

                   CRAIN'S NEW YORK BUSINESS BREAKFAST FORUM
                                 JUNE 13, 2006
        Thanks Kathy, for that wonderful introduction.
        Good morning and let me also thank Alair Townsend and Crain's for
    hosting today's breakfast.
        I would also like to take a moment to recognize some of my
    colleagues from the Port Authority who are here today.
        This has been a remarkable time to be Chairman of the Port
    Authority.
        Even with its great history, you'd be hard pressed to find a time
    when so many generation-defining opportunities and challenges were at
    hand.
        Of course, the most complex and most publicly scrutinized is the
    post 9/11 rebuilding of the World Trade Center.
        Painful emotions, challenging finances, and the need to build
    consensus among a wide variety of stakeholders has combined to make
    this an especially difficult process.
        I am very proud of what the Port Authority has already accomplished
    in the re-building.
        We got PATH service back up and running faster than anyone thought
    possible. A nearly $600 million transportation project completed in 18
    months!!
        We met an ambitious goal of breaking ground on a new permanent PATH
    station and brought in Santiago Calatrava to design a transportation
    hub that will be a soaring symbol of renewal. What will one day be the
    Grand Central Terminal of Lower Manhattan, the facility will serve
    85,000 PATH commuters each day and provide a connection to the 13 NY
    City subway lines, as well as ferry service.
        We planned the development of an expansive retail complex at the
    site to help stimulate commercial office development and renew Lower
    Manhattan.
        It wasn't easy . . . but it was the Port Authority at its best,
    reflecting our commitment to be an independent voice for the region.
        The unified support of Governors Corzine and Pataki along with
    Mayor Bloomberg has allowed us to move ahead with an agreement to
    rebuild the World Trade Center site quickly and in a manner that
    protects public resources and holds all parties accountable for
    results.
        But even more than its substantive accomplishments, I believe the
    agreement represents a turning point for the Port Authority and the
    region.
        The great opportunity rising out of the agreement lies not as much
    in the agreement itself. . .. but in the level of regional cooperation
    and consensus that was forged in getting it done.
        The future holds monumental transportation and infrastructure
    challenges that will have to be undertaken if we hope to maintain our
    economic competitiveness.
        But with limited resources and limitless needs, any chance of
    meaningful progress hinges on our ability to capitalize on the power of
    regional cooperation we saw with the Lower Manhattan agreement.
        As we look forward, it is helpful to look back at why the Port
    Authority was created.
        We were established to plan for the long term . . . to be an
    independent entity with the vision to look beyond parochial political
    interests and build the transportation infrastructure that neither New
    York nor New Jersey could accomplish on their own.
        Our mission is not to be in the commercial real estate business! .
    . . It is to effectively move people and goods around this region.
        Let me be clear, we will not for one second back away from our
    commitment to rebuilding the World Trade Center.
        The restoration and preservation of Lower Manhattan as the City's
    second central business district is fundamental to the City, the State
    and the region. It was a priority forty years ago and it remains a
    priority today!!
        I realize that it has been nearly five years since the terrible
    attacks of 9/11 but, if we remain unified around the agreement we
    forged in April, over the next five years we will see a site that is
    fully rebuilt and a renewed Lower Manhattan.
        But while meeting these commitments the Port Authority has to use
    our scarce resources wisely. We owe that to people who rely on us every
    day.
        That's why we fought so hard to ensure the global agreement we
    reached with Silverstein Properties was a fair partnership that
    protected public resources.
        And that's why we look at everything that happens in the rebuilding
    process from the standpoint both of what moves the entire project
    forward quickly and what is financially responsible.
        Because the Port Authority is faced with extraordinary demands on
    our resources. The Port Authority is not funded by tax dollars.
        We are funded by the customers of our transportation system; the
    people who use our bridges, tunnels, and the PATH system; the airlines
    and port and bus operators.
        We have an obligation to our customers--both fiscally and morally--
    to reinvest those resources in a stronger and more secure
    transportation system.
        [PAUSE]
        While we must invest in the major infrastructure projects our
    region needs, we also have to spend substantial money on protecting the
    facilities we already have, and do so without much help from the
    Federal government.
        Since 9/11, the Agency has spent more than $2.2 billion in security
    improvements on everything from a greatly enhanced police presence to
    Intelligent Transportation Systems at our tunnels.
        Less than 10 percent of the money has come from the Federal
    government.
        There is no other agency in our Nation with responsibility for
    protecting such a diverse range of high-value, high-threat
    infrastructure.
        If the Federal Government wants to protect this nation, then this
    region's bridges, tunnels, ports, airports and commuter rails should be
    the first place it invests money.
        [PAUSE]
        The tremendous and competing demands of security and long-term
    capital investment underscore why we must make sure that every dime is
    going to the right priorities.
        Because if we fail to invest our resources wisely to meet the
    region's enormous transportation needs, then our entire regional
    economy will suffer . . . first in lost productivity, then in lost
    people.
        Through most of the 20th Century, the Port Authority had the
    foresight to build the generational transportation projects, the
    Lincoln Tunnel, the George Washington Bridge, JFK, Newark and LaGuardia
    airports, modern ports that facilitated the region's rapid growth and
    two magnificent towers that transformed a region.
        But since we completed the original World Trade Center in 1973, the
    Agency has frankly failed to live up to our role as the driving force
    behind major infrastructure projects.
        We've spent our time and resources on smaller initiatives to
    satisfy one State or the other.
        We've allowed ourselves to engage in a tug of war across the Hudson
    River while the world around us has evolved into a seamless, borderless
    global economy.
        And we've forgotten that it is the landmark regional projects that
    the Port Authority is uniquely suited . . . and in fact, was created to
    take on.
        It is time for the Agency to return to that original mission!!
        Right now we are at a critical point that will have a significant
    impact on the region's future.
        For generations New York City and regions that surround it have
    drawn people from around the world and with them has come an
    unprecedented level of creativity, hard work and passion.
        Those contributions have made New York the center of the world. To
    be part of this extraordinary human experience those people have been
    willing to endure almost anything. . .and if you commute into or around
    the City on most days you know I mean by almost anything!
        But in a 21st century global economy, fueled by technology and a
    changing economic, political and cultural environment, our place on the
    world stage is hardly assured. Interestingly enough, people want to
    move to cities again. The urban experience has again ignited the dreams
    and hopes of a broad cross-section of people who in past years fled to
    the suburbs.
        People want to move back into our population centers.
        [In the 1980s, former MTA Chairman Dick Ravitch and others in this
    room laid the groundwork for this reverse migration by literally saving
    the New York City subway system.
        And it's now time for all of us responsible for transportation to
    take the next step.]
        Right now we have an opportunity to turn the movement of people and
    goods from a source of frustration and complaints, into an asset that
    bolsters the region and supports continued growth.
        Imagine a mass transit system where someone can live close to a
    train station. . .
        . . . Where they can use one card to buy their ticket, coffee and
    newspaper, get on a clean, comfortable train (with no middle seats!)
    that arrives every 5 minutes to take them quickly to a central business
    district where they work.
        Think it's impossible? This kind of mass transit system already
    exists in Hong Kong and Singapore. And it ought to exist here.
        Our region loses an astonishing $7 billion a year in productivity
    to congestion on our roadways, airports and trains.
        The bottom line is if we continue to rely on an infrastructure that
    is groaning under the weight of its advancing age and the region's
    growth, the demand for this region will shrink and people and jobs will
    simply move somewhere else.
        [PAUSE]
        So how is the Port Authority preparing to prevent this tipping
    point from ever being reached? Frankly, we have to change how we think,
    operate and plan.
        First, we have to demand the highest level of financial management
    from ourselves. In the past two years we have undertaken an exhaustive
    review of our fiscal practices. We have instituted better auditing and
    corporate governance practices
        We are cutting operating costs by 10 percent for a savings of $150
    million.
        We are generating $100 million in new revenue through better
    marketing and advertising at our facilities.
        Taken together, that's $250 million a year that will be available
    to re-invest in our infrastructure.
        We have developed our first ten-year strategic plan to provide a
    vision for the Agency and guide future priorities and we expect this
    plan to serve as the blueprint for our next capital plan.
        We have recharged our current capital plan and in 2006 we expect to
    invest nearly $1.8 billion to expand our airport capacity, turn our
    fleet of PATH cars from the oldest to the newest in the nation, and
    continue to develop our ports into a growing engine of the national
    economy.
        Our next capital plan will benefit from two years of planning and
    hopefully represent the kind of comprehensive vision and bold
    initiative that does justice to our agency's proud past.
        But making the new landmark investments of our generation will
    require more than just one Agency's plan or money.
        They will require leaders on both sides of the Hudson to put aside
    parochial interests in favor of a consensus that understands we stand
    or fall as one region, not two states.
        As we did with the Lower Manhattan rebuilding effort, we must play
    a leading role in creating public accountability and fostering
    consensus and regional cooperation.
        So what are these generational investments?
        The cornerstone of the region's future growth is the Access to the
    Region's Core (ARC) project. With a second cross Hudson Tunnel as its
    centerpiece and a new flagship 34th Street Station under Macy's, ARC is
    our generation's George Washington Bridge.
        For a hundred years engineers have struggled to fit more and more
    trains through a tunnel built a hundred years ago.
        But over the next fifteen years demand will double.
        The only way to handle the increase is to build a second passenger
    rail tunnel.
        It will create 44,000 new high paying jobs on both sides of the
    Hudson, increase Gross Regional Product by $10 billion and generate
    6,000 construction jobs a year.
        The project is too big, too expensive and competing against too
    many parochial priorities for either New York or New Jersey to build on
    their own.
        It is the type of project that only the Port Authority can
    facilitate and I am committed to seeking a Port Authority investment of
    more than $1 billion towards its success.
        Already, the ARC project has generated strong support from leaders
    on both sides of the Hudson. Governors Corzine and Pataki, Senators
    Clinton, Lautenberg, Menendez and Schumer, Mayor Bloomberg and Eliot
    Spitzer have all endorsed it.
        But to make ARC truly successful, it must connect to robust mass
    transit within Manhattan itself.
        That's why we will continue to work with the MTA on critical
    projects like East Side Access and extending the #7 line. Projects I
    hope to also include in the next Port Authority Capital Plan.
        [PAUSE]
        At the same time, our region must increase our capacity for moving
    cargo from our ports.
        We and the Federal government have invested billions in dredging
    our ports, and it has paid off. Last year alone, cargo exceeded $132
    billion and the ports supported 232,000 jobs in the region.
        But to sustain this growth, roads cannot become clogged from over-
    reliance on trucks and our ports must be part of a comprehensive plan
    that moves goods via modern rail systems.
        The Port Authority is investing nearly $150 million in a state of
    the art rail system that will take half a million-truck trips off our
    highways.
        But if we can't partner with private rail operators to modernize
    our region's aging tracks, our investment will be like a new on-ramp to
    the same old two-lane highway. The region needs a modern intermodal
    goods movement system that is efficient and environmentally sensitive.
    A system that can accommodate the economic needs of our service economy
    yet address quality of life requirements by not adding further to
    congestion.
        [PAUSE]
        Moving goods is only part of our mission, moving people, especially
    national and international business leaders and travelers, is just as
    important.
        After years of under investment, the Agency embarked on a public-
    private partnership that has put billions into upgrading our airports.
    Since 2003 the Port Authority has initiated investments of over $6
    billion in our airports. And JFK, Newark and Laguardia will pass the
    one hundred million-passenger mark for the first time in 2006.
        But while these airports every year win awards for service, they
    are also at the top of the list for the biggest delays.
        Why? Because there are simply too many flights coming in and out of
    a crowded airspace. So while in the short term our capital expansions
    at the existing airports will allow us to serve 130 million passengers
    by 2015, the long term solution will be a 4th major airport in the
    region.
        There are many questions that must be answered as to where and when
    we open a 4th airport.
        But reality dictates that it will be further from Manhattan than
    the three we now have, and so it will require a high-speed rail link
    and adequate road transportation no matter where it is located.
        [PAUSE]
        Not every landmark investment requires billions of dollars in
    capital, however. A 21st Century infrastructure also presents
    opportunities for new solutions to old problems. Technology and
    innovation in many instances holds the key.
        For example, instead of riders paying different rates and using
    different tickets for NJ Transit, PATH, and the New York City subway,
    we are collaborating with the MTA and NJ Transit on a single card to
    make commuting faster and easier for millions of people.
        And technology also provides opportunities to make our facilities
    safer without skyrocketing costs.
        In recent months we've introduced electronic fencing at our
    airports, called the Perimeter Intrusion Detection System, which will
    be fully installed by early 2008, and we're developing new biometric
    technology to further tighten access to secure areas of these airports.
        [PAUSE]
                                   CONCLUSION
        I have laid out an ambitious standard for the Port Authority's
    future. A standard that recreates the mindset that built projects our
    region has come to rely upon.
        I am sure that those who first suggested building the George
    Washington Bridge were met with great skepticism. Too expensive, too
    complicated, let's build it somewhere else. But our predecessors got
    through it on that project and many more like it. It's our turn to get
    it done!
        I've shared with you one view of what should be our priorities over
    the next ten years. Hopefully these priorities are supported by
    substantive analysis and study that makes them not simply bold but
    smart.
        Having said that I realize that the time of Robert Moses has come
    and gone. That's not such a bad thing. Mistakes occur when ideas are
    not challenged. But regardless of how you feel about anything I have
    said I hope I've convinced you of two things.
        First, our region is vulnerable if we do not take action now to
    prepare for the growth that must occur. Modern transportation
    infrastructure anchored by a state of the art mass transit system that
    empowers not just Manhattan but places like Jersey City, Hoboken,
    Brooklyn and Jamaica, a modern freight movement system and a new
    airport may all be enormous projects but all necessary!
        Second, none of this is possible unless a new era of regional
    cooperation supported by strong leadership on both sides of the Hudson
    replaces decades of under achievement caused by the pursuit of short-
    term self interest.
        If there is a better plan, let's hear it! But let's agree and get
    to work.
                                     ______

                         NEW JERSEY ALLIANCE FOR ACTION
                                  May 10, 2006
                                       I.
        It has been a remarkable time to be Chairman of the Port Authority.
        Even with its great history, you'd be hard pressed to find a time
    when so many generational-defining opportunities were at hand.
        The challenges of the post 9/11 re-building have brought out the
    best in the Port Authority.
        Construction today isn't as easy as it was when Robert Moses was
    running around putting highways wherever he deemed appropriate.
        Today successful development and re development requires balancing
    many competing and complicated factors.
        Nowhere is this more true than the re building of lower Manhattan.
        Painful emotions, complex finances, and the need to build consensus
    among a wide variety of stakeholders has combined to make this an
    especially difficult process.
        But now, thanks to Governor Corzine's leadership and the unified
    effort of Governor Pataki and Mayor Bloomberg, we are moving ahead with
    an agreement to rebuild the World Trade Center site quickly,
    comprehensively and in a manner that protects public resources.
        It wasn't easy. . .but it was the Port Authority at its best,
    reflecting its true mission to rise above politics and be an
    independent voice for the region. The restoration of Lower Manhattan as
    the City's second central business district is fundamental to the City,
    the State and the region. It was a priority forty years ago and it
    remains a priority today!!
                                      II.
        But despite the success of this agreement and the Port Authority's
    pride in helping lead the rebirth of Lower Manhattan, it is important
    to remember why this Agency was created.
        Because were not created to be in real estate business.
        Instead, we were created to build the generational projects for
    this region that no one else is willing to or capable of building.
        And throughout the Port's history, that is what we did.
        We made the tough decisions that put the success of the region
    above parochial interests. We focused on the needs not simply of the
    current generation but the next one.
        We built the projects. . ..
        the Lincoln Tunnel, the GWB, the PATH, Staten Island crossings, the
    airports. . ..
        that made our economy the envy of the world.
                                      III.
        But frankly, the Port Authority has drifted from this historical
    role. We are not meeting the legacy of those that came before us.
        We've spent too much time focusing on too many little projects;
    We've tried to be everything to everyone.
        That was never our role; nor should it be.
        Our role is to take long-term positions that no one else can take.
    And our role is to approach issues from a regional perspective.
        If we don't fulfill this role, no one else will and ultimately the
    region will pay a terrible price for our failure.
        To regain our mission and meet our historical role, we have to
    change how we do business.
        Because our transportation system cannot keep pace with current
    growth and that is a huge threat to our future.
        In 2003, commuters lost 400 million hours and the equivalent of $7
    billion in income to regional congestion.
        The standard wait at bridges and tunnels during peak hours is
    fifteen to forty-five minutes. The airports are constantly ranked among
    the worse in delays.
        And at the docks, it is not unusual for trucks to idle for four,
    six, eight hours waiting to unload cargo.
                                      IV.
        In the next fifteen years, the region is conservatively expected to
    see.
        1.6 million more residents and 1.4 million more jobs. a 40 percent
    increase in air passenger growth.
        a 70 percent increase in air cargo growth a 40 percent increase in
    port cargo growth
        a 60 percent increase in PATH passenger growth
        a 20 percent increase in bus traffic and 16 percent increase in
    auto traffic at the Hudson River crossings Frankly, if we don't build,
    this region risks being crushed under the weight of our own success.
                                       V.
        Because what happens if one day, we simply cannot move any
    additional highly skilled labor to and from Manhattan?
        That scenario impacts the New Jersey economy as much as the New
    York economy. . .
        --it's the type of problem only the Port Authority can focus on.
        To keep these high paying salaries in our region, we need to
    increase our transit capacity and prepare regions outside of Manhattan
    for growth.
        If business travelers continue to complain about their inability to
    move to and from meetings. . .
        . . . or to and from the airport or the train station . . . they
    will eventually take their business elsewhere.
        Consumers in this region are increasing consumption at nearly 4
    percent a year.
        But if freight expansion means truck traffic that jams our roads
    and shipping traffic that blocks the harbor--
        --public opinion and the marketplace will move those benefits
    elsewhere.
                                      VI.
        So how is the Port Authority preparing to make sure this does not
    happen? We recently unveiled the first ten-year strategic plan in the
    Port's history.
        We expanded our planning horizon to force us to anticipate and plan
    the projects that lie out ahead of us, instead of immediately in front
    of us.
        In addition to restoring the World Trade Center site, our new
    strategic plan is focused on five areas that will drive future economic
    growth.
        Expanding our ability to move highly skilled workers in and out of
    Manhattan.
        Preparing new areas in downtowns like Hoboken, Newark, and Brooklyn
    to keep jobs and economic benefits from moving to other regions.
        Facilitating the movement of international cargo through our
    region.
        Moving commuters, travelers, and business leaders efficiently and
    safely via our airports, PATH system and bridges and tunnels.
        And streamlining the management of our resources. (OECM)
        The Port Authority has a history of sound financial practices and
    strong financial stability. Fiscal integrity is a priceless asset,
    paying dividends in our bond rating and our borrowing costs. In the
    past two years we have undertaken an exhaustive review of our fiscal
    practices.
        We are on pace to cut operating expenses by 10 percent.
        This translates into nearly $150 million in savings that we can re
    invest in capital projects.
        We have done this in the face of record increases in security costs
    and while approving the Port's first on time budget in eight years.
        Through the use of naming rights, increased advertising and better
    marketing of the Port Authority brand, we expect to raise an additional
    $100 million a year.
        These efforts, along with better corporate governance and stronger
    auditing, will put the Port in the best financial position to support
    our mission.
                                      VII.
        Let me share some of the specifics from our capital plan that will
    drive these objectives.
        The cornerstone of the region's future growth is the Access to the
    Region's Core (ARC) project
        The Access to the Region's Core program, with a second cross Hudson
    Tunnel as its centerpiece and a new flagship 34th Street Station under
    Macy's, is our generation's George Washington Bridge.
        According to the Regional Plan Association, workers originating
    west of the Hudson accounted for 74 percent of the growth in
    Manhattan's workforce from 1980 to 2000.
        Overall, trans-Hudson employees generate approximately $70 billion
    of Manhattan's economic output, a figure that totals 15 percent of New
    York City's Gross City product.
        Since 1910 engineers have struggled to fit more and more trains
    through a tunnel built a hundred years ago.
        In the last decade alone, we have more than doubled the number of
    trains going through the tunnel. But over the next fifteen years demand
    will double.
        Right now, we do not have the capability to handle that expected
    increase.
        The Port Authority has funded an initial 100 multi-level rail cars
    that will each increase NJ Transit's rail car capacity by 15 percent.
        But after that, there isn't a thing we can do to move any more
    people across the Hudson. . .
        . . . except build a second tunnel.
        It is critical to maintaining the region's competitiveness.
        [It will create 44,000 new high paying jobs on both sides of the
    Hudson, increase Gross Regional Product by $10 billion and generate
    6,000 construction jobs a year.]
        The project is too big, too expensive and competing against too
    many parochial priorities for either New York or New Jersey to build on
    their own.
        It is the type of project that only the Port Authority can
    facilitate and I am strongly committed to continuing to work with
    George Warrington and NJ Transit towards its success.
        I want to publicly thank Governor Corzine for the leadership he
    showed when he was in the Senate and now as Governor.
        We would not be as far along with the Federal government without
    the strong advocacy of Governor Corzine, Senator Lautenberg, Senator
    Menendez and our Congressional delegation.
        And we are making progress with our New York counterparts--Senators
    Schumer and Clinton and Mayor Bloomberg are supportive of our efforts.
    And just last week Gubernatorial front-runner Eliot Spitzer expressed
    his support as well.
        But we still have a lot of work ahead of us and we need the
    continued support and leadership of the people in this room.
        ARC represents the biggest but not the only strategic initiative in
    our capital plan.
        We are working hard to prepare the regions outside of Manhattan for
    future economic expansion.
        This type of smart growth planning is exactly the type of economic
    development that the Governor, George Warrington and Commissioner
    Kolurri have all strongly endorsed.
        For example, we are working with the New Jersey Economic
    Development Authority to study Newark Airport rail station as a hub for
    transit and economic development.
        We believe that businesses that support the airport, or rely on
    quick access to both the airport and the Jersey waterfront and
    Manhattan will find this location attractive.
        And we are working hard to increase our capacity for moving cargo,
    which increasingly is at the heart of our region and our Nation's
    economic supply chain.
        Port operations and port-related industries such as trucking and
    distribution support 232,000 jobs. Last year the volume of
    containerized cargo rose 7.6 percent, a historic high.
        The dollar value of all cargo exceeded $132 billion, a 15.6 percent
    increase to its highest level ever.
        Our capital budget is moving aggressively to maintain our
    competitive advantage by ensuring that growth does not swamp our roads
    and harbor with excess traffic.
        First, we are providing incentives to use the port and highways at
    night and on weekends. Second, we are prioritizing our investments to
    expand rail access and waterborne freight.
        Express Rail, our own network of rail terminals, handled 7 percent
    more containers last year than the year before.
        And our capital budget will allow us to do even more.
        We are spending $141 million to accelerate by several years the
    completion of ExpressRail projects.
        By the end of the year we will add the rail capacity to handle an
    additional one and half million container lifts per year.
        To reduce truck miles to the Exit 8A and Allentown warehouse areas,
    we are also working closely with Caren Franzini and the EDA to develop
    warehouse centers on brownfield sites close to the port.
        But cargo is only one half of the movement equation.
        Moving people--both commuters and international and national
    business leaders is a core piece of our mission.
        Our airports are competitive assets that we must constantly upgrade
    and expand. . .
        . . . or risk losing business to less congested locations.
        We have already opened a new concourse at Newark International
    Airport Terminal C, expanded parking, added dining and shopping space
    and constructed a new air control tower.
        We recently awarded the first contracts on a new $280 million
    modernization of Terminal B that will improve customer service and
    expand capacity.
        And we are beginning a $20 million modernization study at Terminal
    A to improve customer service and expand capacity.
        These improvements are part of a larger $4 billion redevelopment of
    Newark Liberty airport.
        As part of a $600 million effort throughout the Agency to
    strengthen security at our facilities, our $219 million airport
    security initiative involves:

       in-line baggage screening systems

       advanced baggage screening devices

       perimeter intrusion systems

       expanded closed circuit television

       and biometric identifiers will all be added.

        While we focus on these major expansions, we remain committed to
    the commuter enhancements we need to make on PATH and at our bridges
    and tunnels.
        We will replace the entire fleet of PATH cars in the next five
    years.
        We are aggressively exploring ways to expand the capacity of our
    express bus lanes at the Lincoln Tunnel.
        We are modernizing the Goethals Bridge, and plan to ultimately
    replace it with a new modern crossing that will improve traffic flow
    and security and accommodate growth for both New Jersey and New York.
                                VIII--CONCLUSION
        Moving highly skilled labor into and out of Manhattan. Preparing
    the region to absorb economic expansion Maximizing the economic
    potential of port commerce. Moving people around the region quickly and
    safely.
        These are precisely the boring, long-term needs the Port was
    created to address.
        If we do our job right, steadily and without fanfare, we will
    prepare the region for economic challenges that are at our doorstep.
        If we are able to do that, we will go a long way towards not just
    meeting our historical obligation to this region but in safeguarding
    its future.
        When our children and their children look back, what project or
    projects are they going to thank us for having the vision to undertake.
    . .
        What will future leaders look back at our generation of engineers
    and planners and say thank god they had the foresight to see this need.
        Those are the projects I want the Port to do because they are the
    projects the Port must do.
        And if we are able to do that, we will go a long way towards not
    just meeting our historical obligation to this region but in
    safeguarding its future economic growth.
                                     ______

                              URBAN LAND INSTITUTE
                               September 15, 2005
        With over 20,000 members around the globe, the Urban Land Institute
    represents a powerful voice in any discussion of the future of our
    cities, our communities and our neighborhoods.
        From CEOs to academics, from architects to contractors, the ULI
    consists of the individuals who outline the visions, make the
    decisions, design the plans and execute the projects that define the
    world we inhabit.
        The ULI members within our own region--the New York-New Jersey
    metropolitan region--have the opportunity, at this moment, to influence
    a period of development the scope of which we have not seen in
    generations.
        In approaching these present challenges, the ULI likely looks to
    the questions that always anchor the organization's dialogue. How do we
    use development to improve the quality of life? How do we mitigate
    traffic congestion? How do we fund proposed improvements?
        Clearly, the questions that occupy the attention of the ULI not
    only mirror some of the priorities that the Port Authority of New York
    and New Jersey addresses today, they also reflect the questions that
    have driven the bi-state agency since its inception over 80 years ago.
        By the second decade of the twentieth century, the elected leaders
    of New York and New Jersey recognized that they no longer could
    tolerate the radical inefficiencies involved in transporting goods and
    people across the boundaries dividing the two states. These
    inefficiencies, they realized, hindered the region's potential for
    growth.
        Geographic and economic forces had formed a region; the time had
    arrived to establish a body to harness the region's assets. Thus was
    born the Port Authority of New York and New Jersey.
        Rather than remain hostages to existing practices and ideas, the
    architects of the Port Authority designed a new-model agency to address
    the matters that stretched beyond the reach of either state. With this
    mandate, the Port Authority applied vision and leadership to transform
    our region over the past nine decades.
        Vision and leadership erected the George Washington Bridge and the
    Staten Island crossings, constructed the Lincoln Tunnel, took over the
    Holland Tunnel and laid the PATH system. Vision and leadership created
    two magnificent towers that energized Lower Manhattan and the entire
    region.
        For almost 85 years, the Port Authority has contributed
    significantly to our region's evolution into the financial capital of
    the globe. Today, we continue the mission envisioned by generations of
    leaders.
        The Port Authority's crossings serve more than125 million people
    each year. The George Washington Bridge is the world's busiest bridge;
    the Port Authority Bus Terminal experiences greater activity than any
    terminal in the Western Hemisphere. Over 50 million people annually use
    the PATH system.
        The Port Authority oversees one of the world's most impressive
    airport networks, with a capacity that will surpass 100 million
    passengers this year, translating into $14 billion in wages and $44
    billion in sales for the region. Since 1947, we have witnessed over $16
    billion in public and private investment in our airport system.
        With the third-largest port operation in the Nation and the 15th
    largest port on the globe the Port Authority reaches into virtually
    every home in the region. So many of the products we employ in our
    daily lives--from the clothes we wear to the food on our tables--travel
    through a port facility run by our agency.
        Our ports generate over $9.4 billion in wages for almost 230,000
    people in the region. Projections indicate that we will double the
    amount of cargo coming into our ports over the next ten years.
        As evidenced, the Port Authority functions with exceptional
    productivity; however, our success and the success of the region can
    prove deceiving, lulling us into a false sense of security as to our
    preeminence, challenging us to resist the complacency that often
    accompanies achievement.
        I have spent most of my professional life promoting regional
    development. I understand just how strong this region is, the
    opportunities it presents and the enormous amount that it offers the
    people who live and work here.
        Over 17 million people reside within the region. Almost 20 percent
    of the country's population lives within 250 miles of our region's
    center.
        We have over nine million jobs, contributing to a Gross Regional
    Product of $900 billion. If our region were a nation, this would rank
    us among the top ten economies in the world.
        There are 74 Fortune 500 companies headquartered in New York and
    New Jersey. Over 35 million visitors come to the region each year,
    ranking us as the number one destination in the country.
        These numbers are impressive; however, I have become increasingly
    convinced that our region has reached a critical point, not unlike
    where New York and New Jersey arrived 85 years ago when the Port
    Authority was created.
        We find ourselves in this position as a result of historic and
    sometimes tragic events, as well as decades of policy decisions.
        But it is now our responsibility to supply the vision and
    leadership. If we don't, our competitive advantage--that which
    distinguishes us not only from the rest of the country, but the rest of
    the world--will diminish.
        Just as the leaders at the turn of the last century could not
    ignore the inefficiencies that plagued the region then, we cannot do so
    now. Just as they set the stage for almost 100 years of regional
    development, we need to look to the future and plan for the surge in
    population and employment we face on the horizon.
        At the moment, all parts of the region are growing for the first
    time since the recent recession. The New York suburbs have reached new
    peak employment levels. Northern New Jersey will soon recover all of
    its lost jobs and New York City should recover all of its lost jobs by
    2008.
        By 2020, the region is expected to add 1.6 million more residents
    and 1.4 million more jobs, resulting in over $500 billion in additional
    GRP.
        The forecasted unrestrained regional growth will spark sharp
    increases in transportation demand: air passenger growth of nearly 40
    percent; air cargo growth of over 40 percent; PATH passenger growth of
    nearly 60 percent; and tunnel and bridge growth of 16 percent.
        This influx of goods and people will place an enormous strain on
    infrastructure assets that already operate at full capacity. Congestion
    delays currently cost the region millions of hours of lost time and
    billions of dollars of lost income each year. An overburdened
    transportation network threatens to constrain our projected growth.
        How do we begin to craft a strategy to respond to this scenario?
        We often turn to urban planners and policy analysts to guide us,
    but identifying our region's most apparent challenges requires no
    greater qualification than time spent living and working in the area.
        Ask a person who sits in traffic at one of our tunnels what she
    considers a priority. Ask a person who employs no fewer than three
    modes of transit, which require three separate fares, what most
    troubles him about his daily experience.
        If those of us charged with the stewardship of the region don't
    pose these questions to ourselves, residents most certainly will ask
    why they endure such conditions, why they choose to invest their time,
    resources and talent here as opposed to elsewhere.
        What the average citizen faces speaks only to our region's most
    visible difficulties. When we examine the situation closely, we see the
    more complicated questions at hand.
        Can we accommodate the growth necessary to sustain our competitive
    advantage?
        Can we enhance the mobility of people and goods to a point where it
    becomes one of our region's most identifiable assets?
        How do we find the money to pay for all of our ideas?
        Focusing on large-scale improvements to our transportation
    infrastructure entails wading into an entangled bureaucracy, sifting
    through the various mega projects advocated by different agencies and
    constituencies and prioritizing the projects according to their
    economic value for the region.
        The Port Authority has accepted this challenge. More importantly,
    we have developed a concrete plan to chart our future course.
        To address the short-term and long-term needs of the region, the
    agency recently recast the previous five-year planning framework into a
    ten-year strategic plan, titled ``A Vision for the Region.''
        The ten-year plan represents nearly two years of careful analysis
    and offers a broader context in which to make the investment decisions
    that benefit those who live, work and conduct business in our region.
        The plan assumes that little motor vehicle and highway crossing
    capacity will be added by 2020, but that overall capacity can increase
    through demand management policies and additional rail and other
    transit options.
        In addition, it is predicated on the idea that prosperity and
    competitiveness will demand a transportation system that is safe,
    secure, reliable and seamless, as well as one that promotes cleaner
    air, less congestion and more compact growth patterns.
        The Port Authority has organized ``A Vision for the Region'' into
    five strategic campaigns, with each speaking to a particular area of
    regional need.
        As a whole, the campaigns allow for the agency to work with
    interested stakeholders to set goals, design solutions, construct
    projects and implement policies, all of which will help the region
    fulfill its economic potential.
        Campaign One, ``Transportation for a Competitive Export Economy,''
    focuses on connecting people in the region with the world by ensuring a
    high level of air transportation services, airport access and inter-
    regional transit to support the increasingly critical role of trade in
    business services to retain and enhance the region's competitive
    position.
        Goods-producing jobs now represent only ten percent of the regional
    workforce, while professional services, such as finance, real estate,
    insurance and health care, will propel future job growth and generate
    45 percent of all employment in the near future.
        More than ever before, our economy relies on the capacity of our
    firms to derive income from consumers and businesses from beyond our
    region.
        Since the Port Authority operates the gateways of the region, such
    as the airports and the trans-Hudson crossings, it is essential that
    our agency enhance the overall travel experience.
        Our recent past displays progress on this front with the
    construction and operation of AirTrain Newark and AirTrain JFK, as well
    as the multi-million dollar overhaul of Terminal C at Newark Liberty.
        The Port Authority is in the midst of an even more ambitious,
    multi-billion dollar effort at airport terminals, including the $300-
    million modernization of Terminal B at Newark Liberty and the
    construction of a new $800-million terminal for JetBlue at JFK.
        Looking to the future, the agency has begun to study the
    possibility of creating a fourth major airport to account for the 40-
    percent growth in passenger volume by 2020.
        We also will explore improved rail connections between Manhattan
    and the region's airports, as well as establish ferry service to
    LaGuardia Airport. In addition, we will reinforce our runways to bring
    the latest and largest aircraft to the New York-New Jersey region.
        Campaign Two, ``Transit-Based Economic Growth,'' looks to promote
    growth centers by strengthening mass transit needed to encourage
    emerging high density, multi-purpose centers of growth, thus channeling
    the 2.4 million residents and 1.8 million new jobs into portions of the
    region that can most efficiently support them while reducing air
    pollution and preserving the region's remaining open space.
        Our traditional economic centers--Midtown and Downtown--will exceed
    capacity prior to the absorption of all new-market entrants. The
    inability to manage the infusion of people and jobs into these centers
    promises to elevate congestion and undermine productivity.
        We should set our sights beyond Manhattan, to locations like Jersey
    City, Jamaica, Hoboken, Newark and Brooklyn, which have existing
    transit infrastructure and potential for expansion.
        Spreading development throughout the region requires that we also
    make transportation investments that will complement our economic
    centers.
        We need look no further than the World Trade Center to witness this
    philosophy in practice.
        When they agreed on the original plans for the World Trade Center
    in the early 1960s, Governors Rockefeller, Meyner and Hughes positioned
    the site above the Manhattan terminus of the deteriorated Hudson and
    Manhattan Railroad line because they understood that building a world-
    class complex required the integration of transit access.
        Connecting our region made sense then; it underpins what we hope to
    achieve today.
        It is not insignificant to note that the Port Authority's first
    priority following September 11th was to return transit access to Lower
    Manhattan, which the agency accomplished rather impressively by opening
    the temporary World Trade Center PATH station only 26 months after the
    attacks.
        The largest project in the Port Authority's current portfolio is
    the construction of the permanent transportation center at the World
    Trade Center, which will interweave the various modes of transit
        currently available in that area--PATH, ferries, subway lines--to
    create a far more accessible network for Lower Manhattan.
        In addition to our work Downtown, the Port Authority is promoting
    transit-based economic growth with the purchase of a new fleet of PATH
    cars and our partnership with New Jersey Transit to build a rail link
    to the Meadowlands.
        The agency casts its eyes toward the future of transit-based
    economic growth with commitments to study and fund the Access to the
    Region's Core initiative and the redevelopment of the Moynihan Station,
    as well as with the possible expansion of Midtown-Bound Exclusive Bus
    Lanes at the Lincoln Tunnel.
        Campaign Three, ``Efficient Goods Movement Network,'' seeks to
    refine the logistics network and transportation facilities that deliver
    goods to the region's businesses, consumers and trading partners.
        Our ports handled over $110 billion in cargo and 4.5 million
    containers in 2004. Industry forecasts herald the tripling of container
    cargo and the doubling of port-related jobs over the next three to four
    decades.
        The Port Authority facilitated the astounding success through
    meaningful investments, such as the dredging of the harbor channels to
    depths of 45 feet.
        The agency also recently completed the first portion of Phase One
    of ExpressRail, the Port Authority's ship-to-rail terminal, which
    ultimately will accommodate 350,000 container lifts each year.
        To ensure that this growth and activity continues, the Port
    Authority has dedicated over $1 billion for port-related developments.
        Most notably, we have begun the 50-foot deepening project, which
    will create among the world's foremost shipping channels and
    accommodate ships that carry up to 10,000 containers, more than double
    the current capacity.
        The Port Authority also has launched the Portfield Initiative with
    the New Jersey Economic Development Authority to help redevelop
    brownfields in the Port District into commerce operations.
        Constructing new warehouses will not fortify our supply chain
    unless we also invest in roadways to connect distribution facilities to
    rail freight yards.
        For this reason, the Port Authority and the New Jersey Department
    of Transportation are collaborating to advance Portway, a series of
    dedicated port roadways that will enhance mobility in and around the
    ports.
        To secure the future of the port industry, our agency intends to
    explore the development of 24-hour operations facilities, the expansion
    of the Port Inland Distribution Network, the establishment of truck-
    ferry routes and the provision of real-time traffic and shipment
    information to allow for efficient pick-up and delivery decisions
        Campaign Four, ``Sound, Secure, State-of-the-Art Infrastructure,''
    reaffirms the Port Authority's commitment to upgrade our facilities and
    employ new technologies to reach even higher levels of service and
    safety.
        Having endured terrorist attacks in 1993 and 2001, the Port
    Authority obviously is uniquely attuned to the sophisticated needs of
    the present climate. In the five years following September 11th, our
    agency will have spent $500 million on protecting our facilities and
    our customers.
        In addition to security advances, the Port Authority spends nearly
    one billion dollars each year maintaining, repairing and upgrading our
    facilities.
        The Port Authority already has undertaken the strengthening and
    widening the runways at our airports, implementing in-line baggage
    screening at airport facilities and modernizing terminals, such as the
    overhaul of Terminal B at Newark Liberty and the construction of the
    JetBlue Terminal at JFK.
        While the agency is in the process of rehabilitating the Goethals
    Bridge, we also have committed to replacing this structure in the
    future.
        Other prospective enhancements include the modernization of PATH's
    signal system and the continued employment of Intelligent
    Transportation Systems.
        Campaign Five, ``Seamless Regional Travel,'' will focus on building
    the partnership with various transportation agencies to create seamless
    options throughout the region.
        While financial transactions and the communication of information
    occur in a matter of seconds, the transportation system struggles to
    keep pace.
        This places the burden on the customer, who must negotiate a
    fragmented system beset by poor connections, delays and confusion.
        The Port Authority has helped alleviate this burden with the
    system-wide implementation of E-ZPass and the targeted application of
    High-Speed E-ZPass.
        Our agency finds itself in the midst of expanding High-Speed E-
    ZPass and introducing Smart Card on our PATH system.
        The proliferation of Smart Card as a regional fare card represents
    the Port Authority's next bold step toward seamless regional travel.
        A regional fare card, universally accepted by all agencies and
    transportation companies in the region, would enable citizens to travel
    from origin to destination smoothly and efficiently.
        Realizing this innovation requires that we work together to apply
    our collective expertise and creativity. It also requires money, as do
    all of the projects that promise to heighten the region's competitive
    advantages.
        While our agency has committed substantial capital to ``A Vision
    for the Region,'' we only have scratched the surface.
        It appears clear that we cannot fund the transportation-related
    improvements the New York-New Jersey region demands to remain at the
    forefront of the world through traditional sources.
        Needs outdistance resources by a considerable margin. Fighting for
    individual shares of Federal dollars and counting on subsidies will
    leave too many of our priorities unfunded.
        Since present conditions do not serve the interests of mass-transit
    investment, we must arrive at new approaches. We must recast the
    underlying economics, focusing less on front-end costs and more on how
    to capitalize on the eventual benefits.
        In an era of declining resources, we must explore every financing
    strategy. We first should make our government operations more
    efficient, mirroring the practices implemented by the private sector in
    the past ten years.
        Over the last year at the Port Authority, we have reduced our costs
    by over $100 million, roughly seven percent. We aim to achieve similar
    savings by streamlining work processes and employing advanced
    technology.
        This reduction in operating costs has allowed us to apply a higher
    level of resources to capital projects, for our agency subscribes to
    the principle that economic activity, in the form of businesses,
    employees, residents and consumers, will follow transportation
    investment.
        As a region, we need to discover how we can capture the revenue
    created from our expenditures, so that we can sustain the
    transportation networks that drive our economy by connecting our
    resources.
        We also must view government through a more entrepreneurial lens,
    looking for opportunities to grow revenues from new and existing
    business lines.
        I again point to the potential Smart Card, not only as a tool of
    efficiency, but as an asset that would attract the sponsorship of
    financial institutions, who could transform it into a credit or debit
    card, with transportation agencies receiving a portion of this revenue.
        Once again, it follows logically that the more revenue we generate,
    the greater the capital available for the large-scale projects that
    will continue our regional prosperity.
        Historically, our region has never allowed funding obstacles to
    impede our progress. If we did, we would not have the George Washington
    Bridge, the Lincoln Tunnel or any of the other trans-Hudson crossings.
        Established over 80 years ago for the purpose of regional
    coordination, our agency again finds itself in a position to provide
    leadership.
        We built the bridges, tunnels, seaports and airports that spawned
    decades of prosperity and anchor our region today; we will play a role
    in leading the projects that will form the basis for the next century
    of regional development.
        The responsibility to script and enact a vision rests in our
    collective hands: officials, academics, experts, practitioners,
    developers and residents. The degree to which we can coordinate our
    ideas and efforts will contribute greatly to our success.
        We are the shareholders of the region; we must ensure that our
    region will continue to thrive for present and future generations.
                                     ______

                                  ATTACHMENT C
                                                  FOR IMMEDIATE RELEASE
                                                         March 21, 2018
                 Amtrak to Name Rochester Station in Honor of
                       Congresswoman Louise M. Slaughter
        WASHINGTON--In honor of the late Congresswoman Louise M. Slaughter,
    Amtrak will be naming the Rochester Station as a dedication to her
    career in public service and commitment to leading several projects in
    the Northern New York area, including the station's development.
        ``Congresswoman Louise M. Slaughter was an incredible public
    servant, and Amtrak and rail supporter, who was instrumental in leading
    numerous rail improvement projects across New York, including the
    development and funding of our new Rochester Station. To celebrate her
    legacy and impact on the station, City of Rochester, and State of New
    York, we are pleased to announce that we will be naming Rochester
    Station in her honor through a commemorative plaque at the station or
    other appropriate means,'' said Amtrak Board Chair Anthony R. Coscia.
        ``I applaud Amtrak for listening to our call to rename the new
    Rochester train station in honor of Congresswoman Slaughter.
    Congresswoman Slaughter was a larger than life figure who worked
    tirelessly to secure Federal funding and make this project a reality. I
    am proud that this shining beacon of Rochester's revitalization will
    bear the name of a leader who was integral to making it happen--
    Congresswoman Louise Slaughter,'' said New York Governor Andrew M.
    Cuomo.
        The intermodal Rochester Station opened in October 2017, the result
    of nearly 15 years of visioning and planning by several stakeholders,
    including Congresswoman Slaughter, who secured a $15 million
    Transportation Investment Generating Economic Recovery (TIGER) grant
    for the work.
        As requested by Senators Schumer and Gillibrand, Governor Cuomo,
    and former Mayor and Lieutenant Governor Duffy, Amtrak will work to
    name the station in the coming months. Amtrak will work with the City
    of Rochester and State of New York on the details of the naming,
    commemorative plaque and necessary funding for these efforts.
        The Rochester Station is one of the busiest Amtrak stops in the
    state, serving more than 127,000 passenger trips last year. The Empire
    Service, Lake Shore Limited and Maple Leaf trains all make stops at the
    station.
        The Rochester Station will be the second Amtrak Station named for a
    member of Congress. In 2014, legislation was passed to rename
    Philadelphia 30th Street Station after the late Congressman William H.
    Gray III, and Amtrak is actively working with Representative Gray's
    family and others on plans to implement this change in the coming
    months.
    About Amtrak
        Amtrak offers a more comfortable and convenient travel experience
    with free Wi-Fi on most trains, plenty of leg room and no middle seat.
    With our state and commuter partners, we move people, the economy and
    the Nation forward, carrying more than 30 million Amtrak customers.
        for each of the past seven years. Amtrak operates more than 300
    trains daily, connecting more than 500 destinations in 46 states, the
    District of Columbia and three Canadian Provinces, and reaches 400
    additional destinations via connecting bus routes. Learn more at
    Amtrak.com.
                                     # # #
        CONTACT: Amtrak Media Relations
        Jason Abrams 212.630.6933
        Jason.Abrams@Amtrak.com
        ATK-18-007
                      Amtrak Names Transportation Veteran
                       Richard Anderson President and CEO
        WASHINGTON--Amtrak announced that it has named Richard Anderson, a
    25-year veteran of the aviation industry, as its next president and
    chief executive officer. Anderson, former chief executive officer of
    both Delta and Northwest Airlines, will begin his role on July 12.
        To ensure a smooth transition, Anderson will serve in a co-CEO
    capacity with current CEO Wick Moorman through Dec. 31, 2017, at which
    time Moorman will become an advisor to the company. Moorman joined
    Amtrak in September 2016 as a transitional CEO tasked with improving
    the company's operations, streamlining the organizational structure,
    and helping recruit his successor.
        ``Richard brings to Amtrak his experience running one of the
    largest global commercial air carriers. The board believes he is the
    right leader at the right time to drive the quality of customer service
    that our passengers, partners and stakeholders expect and deserve while
    continuing our path towards operational and financial excellence,''
    said Amtrak Chairman of the Board Tony Coscia. ``The board also
    appreciates all that Wick continues to do to improve Amtrak's safety
    culture and strengthen our operating performance, including the
    important renewal work at New York Penn Station.''
        Anderson, 62, most recently was executive chairman of the Delta Air
    Lines board of directors after serving as the airline's CEO from 2007
    to 2016. He was executive vice president at United Healthcare from 2004
    to 2007 and CEO of Northwest Airlines from 2001 to 2004, which later
    merged with Delta. Anderson also served in the legal division at
    Continental Airlines and was a former county prosecutor.
        ``It is an honor to join Amtrak at time when passenger rail service
    is growing in importance in America. I look forward to working
    alongside Amtrak's dedicated employees to continue the improvements
    begun by Wick,'' said Anderson. ``Amtrak is a great company today, and
    I'm excited about using my experience and working with the board to
    make it even better. I'm passionate about building strong businesses
    that create the best travel experience possible for customers.''
        ``Richard is a best-in-class industry leader and isn't afraid to
    face challenges head-on. He has helped companies navigate bankruptcy, a
    recession, mergers and acquisitions, and 9/11,'' said Moorman. ``He's a
    leader with the strategic vision and tactical experience necessary to
    run a railroad that benefits our customers, partners and stakeholders
    nationwide.''
        Anderson earned a Bachelor of Arts degree at the University of
    Houston at Clear Lake City and a Juris Doctorate at South Texas College
    of Law. He is a native of Galveston, TX, where his father worked for
    the Atchison Topeka and Santa Fe Railway.
        Anderson was named Aviation Week's Person of the Year in 2015. In
    2014 he was recognized as one of the World's Best CEOs by Barron's
    magazine and was ranked among the Top 25 Most Influential Industry
    Executives by Business Travel News. In 2013, he was recognized in
    Fortune magazine's Top People in Business list.
    About Amtrak
        Amtrak--America's Railroad--is dedicated to safe and reliable
    mobility as the Nation's intercity passenger rail service provider and
    its high-speed rail operator. With our state and commuter partners, we
    move people, the economy and the Nation forward, carrying more than 30
    million Amtrak passengers for each of the past six years. Formally
    known as the National Railroad Passenger Corporation, Amtrak is
    governed by a 10 member board of directors, nine of whom are appointed
    by the President of the United States plus the Amtrak CEO. Anthony R.
    Coscia is board chairman and Jeffrey R. Moreland is vice chairman.
    Amtrak operates more than 300 trains daily--at speeds up to 150 mph
    (241 kph--connecting more than 500 destinations in 46 states, the
    District of Columbia and three Canadian Provinces. Learn more at
    Amtrak.com or call 800-USA-RAIL for schedules, fares and other
    information. Check us out at blog.Amtrak.com, Like us on Facebook.com
    and Follow us on Twitter @Amtrak.
                                       ##
        CONTACT:
        Amtrak Media Relations
        Christina Leeds
        202 906.3860
        Christina.Leeds@Amtrak.com
        ATK-17-041
                                     ______

                   AMTRAK WELCOMES ABOARD U.S. SECRETARY OF
                           TRANSPORTATION ELAINE CHAO
        WASHINGTON--Amtrak Board Chairman Tony Coscia and President and CEO
    Wick Moorman issued the following statements:

            ``Amtrak congratulates Elaine Chao on her confirmation as U.S.
            Secretary of Transportation. We also welcome Secretary Chao to
            the Amtrak Board of Directors where we look forward to working
            with her as we continue to strengthen Amtrak,'' said Amtrak
            Board Chairman Tony Coscia.

            ``As a former deputy secretary of transportation, Secretary
            Chao understands the importance of mobility and high-quality
            infrastructure to the American people and our economy. We are
            eager to work with Secretary Chao and the department on ways to
            advance these goals,'' said Amtrak President & CEO Wick
            Moorman.
    About Amtrak
        Amtrak--America's Railroad--is dedicated to safe and reliable
    mobility as the Nation's intercity passenger rail service provider and
    its high-speed rail operator. With our state and commuter partners, we
    move people, the economy and the Nation forward, carrying more than 30
    million Amtrak passengers for each of the past six years. Formally
    known as the National Railroad Passenger Corporation, Amtrak is
    governed by a nine member board of directors appointed by the President
    of the United States and confirmed by the U.S. Senate. Anthony R.
    Coscia is board chairman and Jeffrey R. Moreland is vice chairman.
    Amtrak operates more than 300 trains daily--at speeds up to 150 mph
    (241 kph)--connecting more than 500 destinations in 46 states, the
    District of Columbia and three Canadian Provinces. Learn more at
    Amtrak.com or call 800-USA-RAIL for schedules, fares and other
    information.
                                       ##
                                                  FOR IMMEDIATE RELEASE
                                                          Dec. 16, 2015
        ATK-15-069
        Contact: Christina Leeds
        202-906-3860
        Christina.Leeds@Amtrak.com
                   STATEMENT FROM AMTRAK BOARD OF DIRECTORS
                              CHAIRMAN TONY COSCIA
        WASHINGTON--Tony Coscia and Derek Kan were recently confirmed by
    the Senate to serve terms on the Amtrak board of directors. Coscia,
    currently the Chairman of the board of directors, was appointed to
    another five-year term. Coscia offered the following statement:

            ``I thank the Administration and Senate for the nomination and
            confirmation to continue to help guide the future of America's
            Railroad. We have made significant progress during my five
            years on the board, and I look forward to working with the
            other board members, executive leadership and the employees to
            continue to grow ridership, increase operational efficiencies
            and improve the company's financial position.

            ``Additionally, I want to welcome Derek Kan to the Amtrak board
            of directors. Derek brings a wealth of knowledge, including
            transportation experience to the board. As a California
            resident, Derek will join current board member Yvonne
            Brathwaite Burke as a representative of the state with the
            second-highest level of ridership in the Nation and three of
            the four most heavily traveled Amtrak routes outside of the
            Northeast.''
    About Amtrak
        Amtrak--America's Railroad--is dedicated to safe and reliable
    mobility as the Nation's intercity passenger rail service provider and
    its high-speed rail operator. With our state and commuter partners, we
    move people, the economy and the Nation forward, carrying more than 30
    million Amtrak passengers for each of the past five years. Formally
    known as the National Railroad Passenger Corporation, Amtrak is
    governed by a nine member board of directors appointed by the President
    of the United States and confirmed by the U.S. Senate. Anthony R.
    Coscia is board chairman and Jeffrey R. Moreland is vice chairman.
    Amtrak operates more than 300 trains daily--at speeds up to 150 mph
    (241 kph)--connecting more than 500 destinations in 46 states, the
    District of Columbia and three Canadian Provinces. Learn more at
    Amtrak.com or call 800-USA-RAIL for schedules, fares and other
    information. Check us out at blog.Amtrak.com, Like us on Facebook.com
    and Follow us on Twitter @Amtrak.
                                     # # #
                    STATEMENT FROM AMTRAK BOARD OF DIRECTORS
                            CHAIRMAN TONY COSCIA ON
                        FUNDING ANNOUNCEMENT TO PRESERVE
                     HUDSON FUTURE RAIL TUNNEL RIGHT-OF-WAY
        WASHINGTON--Tony Coscia, Chairman of the Amtrak Board of Directors,
    issued the following statement in response to U.S. Senator Charles E.
    Schumer, U.S. Senator Frank Lautenberg and U.S. Transportation
    Secretary Ray LaHood's announcement to provide the critical first step
    to pave the way for two desperately-needed, flood-resistant tunnels
    under the Hudson River:

            ``The Federal funding announced today makes it possible to
            Amtrak to begin construction this summer on a project to
            preserve a pathway for two new rail tunnels into New York that
            are critical for the future mobility and economic growth of the
            entire Northeast region. This project to build an 800-foot
            concrete casing through the Hudson Yards commercial development
            property will protect the only viable right-of-way for
            connecting the tunnels to the existing tracks and platforms at
            Penn Station, New York.

            ``The new tunnels are one element of the Amtrak Gateway Program
            to increase rail infrastructure capacity between Newark, N.J.,
            and Penn Station, New York. By eliminating this bottleneck into
            New York City, which today is the Northeast Corridor's most
            congested segment, the Gateway Program will increase resiliency
            against severe weather events, add redundancy and reliability
            for Amtrak and New Jersey Transit's shared operations, and
            provide additional capacity for the future increases in
            commuter, intercity and high-speed rail service.''
                                     # # #
                                                  FOR IMMEDIATE RELEASE
                                                         March 18, 2013
        ATK-13-026
        Contact: Media Relations
        202 906.3860
                                     ______

                    ANTHONY R. COSCIA ELECTED AS CHAIRMAN,
                           AMTRAK BOARD OF DIRECTORS
        WASHINGTON--The Amtrak Board of Directors has elected Anthony R.
    Coscia to be its next chairman to help guide the future of America's
    Railroad and carry out initiatives to increase ridership and improve
    operational and financial performance. In addition, the Amtrak board
    elected Jeffrey R. Moreland as vice-chairman.
        An Amtrak board member since June 2010, and current chairman of its
    Audit and Finance committee, Coscia succeeds departing board chairman
    Thomas C. Carper whose term on the board expires this month.
        ``During my five years on the board of directors, Amtrak has made
    undeniable progress and all board members have worked together
    successfully, and in bipartisan fashion, to improve our Nation's
    intercity passenger rail service,'' said Carper.
        ``I am confident Tony and Jeff will provide effective leadership,
    continue what is working while promoting new initiatives and work
    closely with President and CEO Joe Boardman to further transform Amtrak
    so it better delivers on its national mission to provide connectivity
    and mobility across the country,'' Carper added.
        ``It is an honor to serve as Amtrak's next chairman and I thank the
    Obama administration and many members from both houses of Congress
    whose support for Amtrak has been invaluable,'' Coscia said. ``On
    behalf of the Board and Amtrak's employees I also want to thank Tom
    Carper and Nancy Naples for their exemplary service as their terms as
    board members come to an end.''
        ``As chairman, I am committed to increasing ridership,
    strengthening Amtrak's operational performance and improving its
    financial position,'' he explained. ``Over the many years that I have
    been involved in infrastructure, and especially over my last three
    years on Amtrak's board, I have come to recognize that passenger rail
    is vital to America's economic growth and to addressing our Nation's
    growing need for mobility and connectivity.''
        Since joining Amtrak's board, Coscia has strongly supported
    investments in America's national rail network. In particular, he is a
    strong advocate for making improvements to rail corridors that link the
    Nation's urban centers, such as the Northeast Corridor, and that
    connect parts of the country underserved by other modes of transit. He
    also supports investments in rail infrastructure so it can handle more
    trains and carry more passengers at higher speeds.
        Coscia brings to the position an extensive background, including
    previously serving as chairman of the Board of Commissioners of the
    Port Authority of New York and New Jersey, and experience in
    redevelopment finance and corporate governance. Currently, he is a
    partner at the law firm of Windels Marx Lane & Mittendorf, LLP.
        Jeffrey Moreland also has been an Amtrak board member since June
    2010 and is the chairman of its Government Affairs and Legal &
    Corporate Affairs committee. He succeeds Nancy Naples as vice-chairman.
    He enjoyed a long career at BNSF Railway including several senior
    management positions in law and government affairs, and most recently
    as executive vice president for public affairs.
        ``I look forward to continuing to work with Tony, the other board
    members and Joe Boardman and his management team. I believe all of us
    working together will allow Amtrak to continue to make progress in
    achieving our goals,'' said Moreland.
        ``The success of Amtrak is, in part, a result of the strong and
    collaborative relationship between management and the board of
    directors,'' said President and CEO Joe Boardman. ``Tony and Jeff have
    always brought both passion and solutions to the discussion and their
    leadership will help carry Amtrak into the future and to continued
    improvements.''
    About Anthony R. Coscia
        Nominated by President Barack Obama as a Director of the Amtrak
    Board in November 2009, and confirmed by the U.S. Senate in June 2010.
    Mr. Coscia has served as Chairman of the Audit and Finance Committee
    since July 2011. Mr. Coscia was Chairman of the Board of Commissioners
    of the Port Authority of New York and New Jersey from 2003 through June
    2011. From February 1992 to March 2003, Mr. Coscia served as Chairman
    of the New Jersey Economic Development Authority. He is also a partner
    at Windels Marx Lane & Mittendorf, LLP. He has specific experience in
    the area of redevelopment finance and has worked extensively on
    corporate governance issues. He is a Phi Beta Kappa graduate of
    Georgetown University School of Foreign Service and received his
    Bachelor of Science degree in 1981 and in 1984 received his J.D. degree
    from Rutgers University School of Law.
    About Jeffrey R. Moreland
        Nominated by President Barack Obama as a Director of the Amtrak
    Board in January 2010, and confirmed by the U.S. Senate in June 2010.
    Mr. Moreland was recently an Executive Vice President for Public
    Affairs at Burlington Northern Santa Fe Railway Company (BNSF). Prior
    to assuming this position, he was an Executive Vice President, Law and
    Government Affairs and Secretary; Executive Vice President, Law and
    Chief of Staff; Senior Vice President Law and Chief of Staff; and
    Senior Vice President Law and General Counsel. From 1970 to 1978,
    Moreland was employed at the Securities and Exchange Commission. Mr.
    Moreland received his Bachelor of Science degree from Georgetown
    University, a J.D. from Catholic University School of Law, and a Master
    of Business Administration from the University of Chicago.
    About Amtrak
        Amtrak is America's Railroad, the nation's intercity passenger
    rail service and its high-speed rail operator. A record 31.2 million
    passengers traveled on Amtrak in FY 2012 on more than 300 daily
    trains--at speeds up to 150 mph (241 kph)--that connect 46 states, the
    District of Columbia and three Canadian Provinces. Amtrak operates
    intercity trains in partnership with 15 states and contracts with 13
    commuter rail agencies to provide a variety of services. Enjoy the
    journey at Amtrak.com or call 800-USA-RAIL for schedules, fares and
    more information. Join us on facebook.com/Amtrak and follow us at
    twitter.com/Amtrak.

        The Chair. Thank you, Mr. Coscia. I want to ask Senator
    Cruz if he would like to defer or give an opening statement,
    and----
        Senator Cruz. I will defer until each of the opening
    statements.
        The Chair. Great. Mr. Koos, you are batter up here.

    STATEMENT OF CHRISTOPHER KOOS, NOMINEE TO BE A DIRECTOR, AMTRAK
                           BOARD OF DIRECTORS

        Mr. Koos. Thank you. Chair Cantwell, Ranking Member Cruz,
    and members of the Committee, thank you for the opportunity to
    testify before you today. I am Chris Koos, the Mayor of Normal,
    Illinois, and I am deeply honored to be nominated to serve on
    Amtrak's Board of Directors. I would bring to the Board my
    experience as a Mayor, a small business owner, Vice Chair for
    Passenger Rail of the U.S. Conference of Mayors, and a frequent
    Amtrak customer.
        Perhaps most importantly, I would like to bring my
    firsthand knowledge of how improved Amtrak service can enhance
    mobility and economic development. I have been Normal's Mayor
    for 20 years. Normal, whose population is around 53,000 people,
    is the home of Illinois State University. It is adjacent to the
    City of Bloomington and about halfway between Chicago and St.
    Louis.
        Two Amtrak routes serve the multi-modal Bloomington-Normal
    station, known as Uptown Station, and located in downtown
    Normal. That is the Texas Eagle, a long distance route from
    Chicago to St. Louis and San Antonio, and the Lincoln Service,
    a State supported route between Chicago and St. Louis.
        When I became Mayor, less than 75,000 passengers a year
    used Amtrak's small Bloomington-Normal station. In 2010, Normal
    was award one of the first Tiger, now called Raise, grants to
    build Uptown Station. Its construction, which created hundreds
    of good paying jobs, was completed just 2 years later, on time,
    and within budget, thanks to a successful partnership among all
    levels of Government, local contractors, and unions.
        Uptown Station received a lead silver certification for its
    environmentally responsible construction and design. In
    addition to Amtrak, it is served by public transit and regional
    busses and contains town offices. Uptown Station is adjacent to
    the Constitution Trail, a bike and pedestrian trail that
    traverses Normal and Bloomington.
        Uptown Station is an incredible success in every respect,
    now the second busiest Amtrak station in Illinois, behind only
    Chicago Union Station. Ridership more than tripled since I
    became Mayor to nearly 230,000 passengers a year in pre-
    pandemic 2019. Private spinoff development spurred by Uptown
    Station included new housing totaled $175 million.
        Today, Uptown Station is the anchor of a vibrant mixed use
    downtown that includes a children's discovery museum, two
    hotels, a conference center, and attractive public places.
    Uptown Station's success is attributable to partnership and
    engagement among all levels of Government, the private sector,
    and the community, all of whom recognize the benefit that
    supporting and investing in passenger rail could provide.
        When faster schedules are implemented on the Chicago to St.
    Louis routes later this month as a result of the long planned
    increase in maximum speeds to 110 miles per hour, travel time
    from Bloomington, Normal's Uptown Station to Chicago will be
    reduced to approximately 2 hours, and St. Louis will be less
    than 3 hours away.
        As a member of Amtrak's Board, I will work to develop
    collaborative relationships among all inner city passenger rail
    stakeholders, like those that led to Uptown Station's success.
    I hope to see other cities and towns throughout the United
    States, including places not served by Amtrak today, replicate
    what Normal has done and enjoy the benefits it has realized.
        The Infrastructure and Jobs Act provided for the first time
    multi-year Federal funding that should attract State, local,
    and private investments. I hope it will be followed by a
    sustainable long-term funding source for intercity passenger
    rail, like those provided for other forms of passenger
    transportation.
        I admire what Amtrak has accomplished, but I also recognize
    its needs to improve. There are several areas I intend to focus
    on, if confirmed to serve on Amtrak's Board. One is improving
    long distance service.
        Long distance trains are even more important to travelers
    from rural communities, such as on the Texas Eagle, many who
    use the train because no other public transportation option is
    available and they provide a significant portion of Amtrak
    service on many short distance corridors, including the
    Chicago, St. Louis Corridor in which Normal is located.
        Amtrak also played a major role in the mobility and
    independence of the disability community. Providing its members
    with access and reliable services should be one of Amtrak's top
    priorities. Amtrak needs to go above and beyond the bare
    minimum for passengers with disabilities by acquiring new
    equipment that better suits their needs and upgrading station
    infrastructure.
        Enhancing safety is paramount. After years of effort,
    Normal secured Federal and State grants. It is matching that
    will fund a much needed underpass in Uptown Station that will
    provide a safer crossing of the tracks for Amtrak passengers,
    pedestrians, and trail users. I hope to encourage similar
    projects in other Amtrak served communities. Finally, as the
    longtime owner of two small retail businesses, I recognize how
    important it is to improve Amtrak's customer experience.
        Another priority is improving Amtrak's on time performance.
    The freight railroads over which Amtrak operates must be held
    accountable for meeting agreed upon timetables. I look forward
    to the opportunity to work closely with the members and staff
    of this committee and all Amtrak stakeholders to create a
    larger, more effective, and even safer passenger rail system,
    and I would be happy to answer whatever questions you might
    have. Thank you.
        [The prepared statement and biographical information of Mr.
    Koos follow:]

       Prepared Statement of Christopher Koos, Nominee to be a Director,
                           Amtrak Board of Directors
        Chair Cantwell, Ranking Member Cruz, and members of the Committee,
    thank you for the opportunity to testify before you today.
        I am Chris Koos, the Mayor of Normal, Illinois. I am deeply honored
    to be nominated to serve on Amtrak's Board of Directors. I would bring
    to the Board my experience as a mayor, small business owner, Vice Chair
    for Passenger Rail of the U.S. Conference of Mayors, and frequent
    Amtrak customer. Perhaps most importantly, I would also bring my first-
    hand knowledge of how improved Amtrak service can enhance mobility and
    economic development.
        I have been Normal's mayor for 20 years. Normal, whose population
    is around 53,000, is the home of Illinois State University. It is
    adjacent to the City of Bloomington and about half-way between Chicago
    and St. Louis. Two Amtrak routes serve the multimodal Bloomington-
    Normal station, known as Uptown Station, in downtown Normal: the Texas
    Eagle, a long-distance route from Chicago to St. Louis and San Antonio,
    and the Lincoln Service, a state-supported route between Chicago and
    St. Louis.
        When I became mayor, less than 75,000 passengers a year used
    Amtrak's small, unattractive Bloomington-Normal station. In 2010,
    Normal was awarded one of the first TIGER (now RAISE) grants to build
    Uptown Station. Its construction, which created hundreds of good-paying
    jobs, was completed just two years later, on time and within budget,
    thanks to a successful partnership among all levels of government,
    local contractors, and unions. Uptown Station received a LEED Silver
    certification for its environmentally responsible construction and
    design. In addition to Amtrak, it is served by public transit and
    regional buses and contains Town offices. Uptown Station is adjacent to
    the Constitution Trail, a bicycle and pedestrian trail that traverses
    Normal and Bloomington.
        Uptown Station is an incredible success in every respect, now the
    second busiest Amtrak station in Illinois, behind only Chicago Union
    Station. Ridership more than tripled since I became mayor, to nearly
    230,000 a year in pre-pandemic 2019. Private spinoff development
    spurred by Uptown Station, including new housing, totaled $175 million.
        Today, Uptown Station is the anchor of a vibrant, mixed-use
    downtown that includes a Children's Discovery Museum, two hotels, a
    conference center, and attractive public spaces. Uptown Station's
    success is attributable to partnership and engagement among all levels
    of government, the private sector, and the community, all of whom
    recognized the benefits that supporting and investing in passenger rail
    could provide. When faster schedules are implemented on the Chicago-to-
    St. Louis route later this month as a result of the long-planned
    increase in maximum speeds to 110 miles per hour, travel time from
    Bloomington-Normal's Uptown Station to Chicago will be reduced to
    approximately two hours and St. Louis will be less than three hours
    away.
        As a member of Amtrak's Board, I will work to develop collaborative
    relationships among all intercity passenger rail stakeholders, like
    those that led to Uptown Station's success. I hope to see other cities
    and towns throughout the United States, including places not served by
    Amtrak today, replicate what Normal has done and enjoy the benefits it
    has realized. The Infrastructure Investment and Jobs Act provides, for
    the first time, multi-year Federal funding that should attract state,
    local, and private sector investments. I hope it will be followed by a
    sustainable long-term funding source for intercity passenger rail, like
    those provided for other forms of passenger transportation.
        I admire what Amtrak has accomplished--but I also recognize it
    needs to improve. There are several areas I intend to focus on if
    confirmed to serve on Amtrak's Board. One is improving long-distance
    service. Long-distance trains are even more important to travelers from
    rural communities on the Texas Eagle, many of whom use the train
    because no other public transportation option is available, and they
    provide a significant portion of Amtrak's service on many short
    distance corridors, including the Chicago-to-St. Louis corridor on
    which Normal is located.
        Amtrak also plays a major role in the mobility and independence of
    the disability community. Providing its members with accessible and
    reliable service should be one of Amtrak's top priorities. Amtrak needs
    to go above and beyond the bare minimum for passengers with
    disabilities by acquiring new equipment that better suits their needs
    and upgrading station infrastructure.
        Enhancing safety is paramount. After years of effort, Normal
    secured Federal and state grants it is matching that will fund a much-
    needed underpass at Uptown Station that will provide a safer crossing
    of the tracks for Amtrak passengers, pedestrians and bike trail users.
    I hope to encourage similar projects in other Amtrak-served
    communities. Finally, as the longtime owner of two small retail
    businesses, I recognize how important it is to improve Amtrak's
    customer service.
        Another priority is improving Amtrak's on-time-performance. The
    freight railroads over which Amtrak operates must be held accountable
    for meeting agreed-upon timetables.
        I look forward to the opportunity to work closely with the Members
    and staff of this Committee and all Amtrak stakeholders to create a
    larger, more effective, and even safer passenger rail system. I will be
    happy to answer whatever questions you have.
                                     ______

                          a. biographical information
        1. Name (Include any former names or nicknames used):

            Christopher C. Koos
            Chris Koos

        2. Position to which nominated: Director of the Amtrak Board of
    Directors.
        3. Date of Nomination: 4/29/2022.
        4. Address (List current place of residence and office addresses):

            Residence: Information not released to the public.
            Office: 206 South Linden Street, Normal, IL 61761--work
            Office: 11 Uptown Circle, Normal, IL 61761--Mayor, City Hall
            address

        5. Date and Place of Birth: 07/06/1948; Bloomington, IL.
        6. Provide the name, position, and place of employment for your
    spouse (if married) and the names and ages of your children (including
    stepchildren and children by a previous marriage).
        N/A; Josh Favus (53)
        7. List all college and graduate schools attended, whether or not
    you were granted a degree by the institution. Provide the name of the
    institution, the dates attended, the degree received, and the date of
    the degree.
        No degree, Illinois State University, 1972
        8. List all post-undergraduate employment, including the job title,
    name of employer, and inclusive dates of employment, and highlight all
    management-level jobs held and any non-managerial jobs that relate to
    the position for which you are nominated.

            Owner--Draisine Limited, which is a Sub S corporation that owns
            and operates 2 retail sporting goods stores (1976 to present)
            Mayor--Town of Normal, Illinois (2003 to present)

        9. Attach a copy of your resume.
        Attached
        10. List any advisory, consultative, honorary, or other part-time
    service or positions with Federal, State, or local governments, other
    than those listed above after 18 years of age.
        N/A
        11. List all positions held as an officer, director, trustee,
    partner, proprietor, agent, representative, or consultant of any
    corporation, company, firm, partnership, or other business, enterprise,
    educational, or other institution.
        N/A
        12. Please list each membership you have had after 18 years of age
    or currently hold with any civic, social, charitable, educational,
    political, professional, fraternal, benevolent or religiously
    affiliated organization, private club, or other membership
    organization. (For this question, you do not have to list your
    religious affiliation or membership in a religious house of worship or
    institution.). Include dates of membership and any positions you have
    held with any organization. Please note whether any such club or
    organization restricts membership on the basis of sex, race, color,
    religion, national origin, age, or disability.

            Illinois Municipal League--Board Member (2016 to present)
            US Conference of Mayors--Vice Chair of Membership (2014 to
            present)

        13. Have you ever been a candidate for and/or held a public office
    (elected, non-elected, or appointed)? If so, indicate whether any
    campaign has any outstanding debt, the amount, and whether you are
    personally liable for that debt.

            Mayor--Town of Normal, Illinois, elected, no outstanding
            campaign debt

        14. List all memberships and offices held with and services
    rendered to, whether compensated or not, any political party or
    election committee within the past ten years. If you have held a paid
    position or served in a formal or official advisory position (whether
    compensated or not) in a political campaign within the past ten years,
    identify the particulars of the campaign, including the candidate, year
    of the campaign, and your title and responsibilities.
        N/A
        15. Itemize all political contributions to any individual, campaign
    organization, political party, political action committee, or similar
    entity of $200 or more for the past ten years.

            2021 Senator Richard Durbin--$250.00
            2021 Responsible Cities PAC--$500.00

        16. List all scholarships, fellowships, honorary degrees, honorary
    society memberships, military medals, and any other special recognition
    for outstanding service or achievements.
        N/A
        17. List each book, article, column, letter to the editor, Internet
    blog posting, or other publication you have authored, individually or
    with others. Include a link to each publication when possible. If a
    link is not available, provide a digital copy of the publication when
    available.
        N/A
        18. List all speeches, panel discussions, and presentations (e.g.,
    PowerPoint) that you have given on topics relevant to the position for
    which you have been nominated. Include a link to each publication when
    possible. If a link is not available, provide a digital copy of the
    speech or presentation when available.

            March 2006--Congress for the New Urbanism Presentation

            November 2021--Transportation 4 America presentation

            September 16, 2022--109th Illinois Municipal League Annual
            Conference, Amtrak Connects Illinois to the Nation Presentation

            January 20. 2023--US Conference of Mayors Expanding America's
            Intercity Passenger Rail System Forum

        *There may be more presentations that are not listed above but have
    provided what is available in search of files
        19. List all public statements you have made during the past ten
    years, including statements in news articles and radio and television
    appearances, which are on topics relevant to the position for which you
    have been nominated, including dates. Include a link to each statement
    when possible. If a link is not available, provide a digital copy of
    the statement when available.

            May 11, 2013--Train Day Speech, Normal, IL

            February 2014--Presentation to the House Committee on Ways and
            Means

            May 11, 2014--Amtrak Blog https://blog.amtrak.com/2013/05/
            normal-
            national-train-day/

            May 19, 2014--Streets Blog USA https://usa.streetsblog.org/
            2014/05/19/mayor-chris-koos-of-normal-illinois-gutting-tiger-
            hurts-small-towns/

            May 8, 2015--Testimony Re: Governor Rauner's proposal to reduce
            support for Amtrak passenger rail service

            July 14, 2016--Hearing Before Subcommittee on Transportation
            and Public Assets of the Committee on Oversight and Government
            Reform House of Representatives https://t4america.org/2016/07/
            19/t4a-advisory-board-member-testifies-before-congress-on-the-
            power-of-passenger-rail-as-an-economic-catalyst/

            April 29, 2022--The Trains Interview: Chris Koos https://
            www.trains.com/trn/news-reviews/news-wire/the-trains-interview-
            chris-koos/

            May 17, 2022--Mayor of Normal looks forward to service on
            Amtrak board https://www.wcbu.org/state-news/2022-05-17/mayor-
            of-normal-looks-forward-to-service-on-amtrak-board

            August 2, 2022--WGLT article Normal mayor advocates for Amtrak,
            Uptown, and industrial park https://www.wglt.org/local-news/
            2022-08-02/normal-mayor-advocates-for-amtrak-uptown-and-
            industrial-park

            September 8, 2022--WGLT article Normal Mayor Koos pushes more
            long-distance routes in his bid for Amtrak's board https://
            www.wglt.org/local-news/2022-09-08/normal-mayor-koos-pushes-
            more-long-distance-routes-in-his-bid-for-amtraks-board

        *There may be more statements that are not listed above but have
    provided what is available in search of files
        20. List all digital platforms (including social media and other
    digital content sites) on which you currently or have formerly operated
    an account, regardless of whether or not the account was held in your
    name or an alias. Include the full name of an ``alias'' or ``handle'',
    including the complete URL and username with hyperlinks, you have used
    on each of the named platforms. Indicate whether the account is active,
    deleted, or dormant. Include a link to each account if possible.

            Active: https://www.linkedin.com/in/chris-koos-45463a50

            Active: https://www.instagram.com/chriskoos/?hl=en

            Active: https://www.facebook.com/chris.koos.5/

            Active: https://www.facebook.com/mayorchriskoos

            Deleted: https://www.facebook.com/votemayorkoos/

        21. Please identify each instance in which you have testified
    orally or in writing before Congress in a governmental or non-
    governmental capacity and specify the date and subject matter of each
    testimony.

            July 14, 2016, House Committee on Oversight and Government
            Reform, Subcommittee on Transportation and Public Assets held a
            hearing entitled ``Lagging Behind: The State of High-Speed Rail
            in the United States.''

            September 9, 2022, confirmation hearing before this Committee
            in connection with prior nomination to Amtrak's Board of
            Directors.

        22. Given the current mission, major programs, and major
    operational objectives of the department/agency to which you have been
    nominated, what in your background or employment experience do you
    believe affirmatively qualifies you for appointment to the position for
    which you have been nominated, and why do you wish to serve in that
    position?
        As Mayor, I assisted with the construction of a multimodal
    transportation center as part of a Transit Oriented Development of our
    central business district. This project took significant coordination
    at the local, state, and Federal level.
        Given current funding opportunities, I wish to serve in this
    position to work towards engaging in significantly needed
    infrastructure upgrades (especially the Northeast corridor) as well
    working with the preliminary plans to expand service to major cities
    either not served or underserved by Amtrak.
        23. What do you believe are your responsibilities, if confirmed, to
    ensure that the department/agency has proper management and accounting
    controls, and what experience do you have in managing a large
    organization?
        If confirmed, I want to make sure my vision for the rail service
    aligns with those of fellow board members. If confirmed, I will bring
    to the table 44 years of retail experience as a business owner and 19
    years of leadership experience as Mayor of a town with a population of
    over 50,000 residents.
        24. What do you believe to be the top three challenges facing the
    department/agency, and why?
        Funding--Amtrak has been given significant funding to broaden and
    strengthen the national system. Managing and budgeting these dollars
    will require significant effort and oversight. Personnel. As most
    organizations, Amtrak will likely struggle to return to pre-COVID
    employment levels. In addition, with expanded funding, more people will
    be needed to effectively implement an expanded Amtrak
        Ridership--On time performance continues to be a problem. It is
    difficult to accommodate the business traveler without reliable and
    dependable performance. Also, the customer experience must improve, be
    it newer coaches, better meal options and amenities.
                       b. potential conflicts of interest
        1. Describe all financial arrangements, deferred compensation
    agreements, and other continuing dealings with business associates,
    clients, or customers. Please include information related to retirement
    accounts, such as a 401(k) or pension plan.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    designated Amtrak ethics representative to identify potential conflicts
    of interest. Any potential conflicts of interest will be resolved in
    accordance with the Amtrak Board of Directors' Code of Business Conduct
    and Ethics and the terms of Amtrak's Ethics Opinion Letter which has
    been provided to this Committee. I am not aware of any other potential
    conflicts of interest.
        2. Do you have any commitments or agreements, formal or informal,
    to maintain employment, affiliation, or practice with any business,
    association, or other organization during your appointment? If so,
    please explain.
        Yes. My arrangements are fully described in Part III of my
    Executive Branch Confidential Financial Disclosure Report (OGE Form
    450). In connection with the nomination process, I have consulted with
    the designated Amtrak ethics representative to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics and the terms of Amtrak's Ethics Opinion
    Letter which has been provided to this Committee. I am not aware of any
    other potential conflicts of interest.
        3. Indicate any investments, obligations, liabilities, or other
    relationships which could involve potential conflicts of interest in
    the position to which you have been nominated. Explain how you will
    resolve each potential conflict of interest.
        In connection with the nomination process, I have consulted with
    the designated Amtrak ethics representative to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics and the terms of Amtrak's Ethics Opinion
    Letter which has been provided to this Committee. I am not aware of any
    other potential conflicts of interest.
        4. Describe any business relationship, dealing, or financial
    transaction which you have had during the last ten years, whether for
    yourself, on behalf of a client, or acting as an agent, that could in
    any way constitute or result in a possible conflict of interest in the
    position to which you have been nominated. Explain how you will resolve
    each potential conflict of interest.
        In connection with the nomination process, I have consulted with
    the designated Amtrak ethics representative to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics and the terms of Amtrak's Ethics Opinion
    Letter which has been provided to this Committee. I am not aware of any
    other potential conflicts of interest.
        5. Identify any other potential conflicts of interest and explain
    how you will resolve each potential conflict of interest.
        In connection with the nomination process, I have consulted with
    the designated Amtrak ethics representative to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics and the terms of Amtrak's Ethics Opinion
    Letter which has been provided to this Committee. I am not aware of any
    other potential conflicts of interest.
        6. Describe any activity during the past ten years, including the
    names of clients represented, in which you have been engaged for the
    purpose of directly or indirectly influencing the passage, defeat, or
    modification of any legislation or affecting the administration and
    execution of law or public policy.
        None
                                c. legal matters
        1. Have you ever been disciplined or cited for a breach of ethics,
    professional misconduct, or retaliation by, or been the subject of a
    complaint to, any court, administrative agency, the Office of Special
    Counsel, an Inspector General, professional association, disciplinary
    committee, or other professional group? If yes:

      a.  Provide the name of court, agency, association, committee, or
            group;
      b.  Provide the date the citation, disciplinary action, complaint, or
            personnel action was issued or initiated;
      c.  Describe the citation, disciplinary action, complaint, or
            personnel action;
      d.  Provide the results of the citation, disciplinary action,
            complaint, or personnel action.

        No
        2. Have you ever been investigated, arrested, charged, or held by
    any Federal, State, or other law enforcement authority of any Federal,
    State, county, or municipal entity, other than for a minor traffic
    offense? If so, please explain. No
        3. Have you or any business or nonprofit of which you are or were
    an officer ever been involved as a party in an administrative agency
    proceeding, criminal proceeding, or civil litigation? If so, please
    explain.
        Lawsuit filed against me as mayor regarding a real estate
    transaction--dismissed. An LLC in a failed attempt to get a zoning
    change on a property sued the Town of Normal Illinois and me in my
    official capacity as mayor. The suit was dismissed in Federal Court
    (Central District of Illinois).
        Lawsuit as mayor/liquor commissioner (the mayor automatically
    serves, ex officio, as liquor commissioner), tortuous interference. As
    Liquor Commissioner for the Town of Normal, Illinois, I would not issue
    a liquor license to the buyer of an existing store until the contract
    for sale was executed. The contract was not executed by a drop-dead
    date between the parties. The lawsuit was dismissed by the Illinois
    Eleventh Circuit Judicial Court.
        Two suits in the late 1980s against the Sub S Corporation
    (Draisine), which I own and operate, for personal injury liability.
    These were lawsuits in which I and my business were named as were
    promoters and sponsors of these bike races. These suits were dismissed
    by the Illinois Tenth Circuit Judicial Court.
        4. Have you ever been convicted (including pleas of guilty or nolo
    contendere) of any criminal violation other than a minor traffic
    offense? If so, please explain. No
        5. Have you ever been accused, formally or informally, of sexual
    harassment or discrimination on the basis of sex, race, religion, or
    any other basis? If so, please explain. No
        6. Please advise the Committee of any additional information,
    favorable or unfavorable, which you feel should be disclosed in
    connection with your nomination. None
                         d. relationship with committee
        1. Will you ensure that your department/agency complies with
    deadlines for information set by congressional committees, and that
    your department/agency endeavors to timely comply with requests for
    information from individual Members of Congress, including requests
    from members in the minority? Yes
        2. Will you ensure that your department/agency does whatever it can
    to protect congressional witnesses and whistleblowers from reprisal for
    their testimony and disclosures? Yes
        3. Will you cooperate in providing the Committee with requested
    witnesses, including technical expe1ts and career employees, with
    firsthand knowledge of matters of interest to the Committee? Yes
        4. Are you willing to appear and testify before any duly
    constituted committee of the Congress on such occasions as you may be
    reasonably requested to do so? Yes
                                     ______

       GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT

        The Chair. Thank you, Mayor. Thank you so much. Mr. Szabat,
    welcome to the Committee. I look forward to your testimony.

      STATEMENT OF JOEL MATTHEW SZABAT, NOMINEE TO BE A DIRECTOR,
                       AMTRAK BOARD OF DIRECTORS

        Mr. Szabat. Chair Cantwell, Ranking Member Cruz,
    distinguished Senators, thank you for considering my nomination
    to the Board of Directors of the National Railroad Passenger
    Corporation. This committee has vetted me twice before.
        You generously forwarded my nomination to the floor without
    dissent as Assistant Secretary for Aviation and International
    Affairs, and then as Undersecretary of Transportation for
    Policy. I now count 38 years of military, U.S. Department of
    Transportation, and other public service.
        I hope my performance as Assistant Secretary, my experience
    as Acting Undersecretary representing Secretary Elaine L. Chao
    on the Amtrak Board from June 2019 to January 2021, and my
    overall background in transportation, particularly rail
    transportation, will earn you approval again.
        I have extensive experience overseeing rail capital
    projects. Starting in 2009, I was the designated Federal
    official responsible for implementing the first 3 years of the
    American Reinvestment and Recovery Act. We eventually built
    over 15,000 transportation projects, including signature rail
    projects at Moynihan Station, and the Uptown Station in Normal,
    Illinois, that Mayor Koos mentioned in his statement.
        Prior to that, I served in 2005 as the Transportation
    Counselor in the U.S. Embassy in Baghdad, responsible for
    directing U.S. Government efforts to rebuild the Iraq Republic
    Railroad. Before joining the U.S. Department of Transportation,
    I saw passenger rail from the State Government perspective.
        From 1994 to 2001, I was a principal transportation
    consultant in the California State Legislature and reviewed all
    proposed legislation affecting passenger rail and the State's
    cooperation with Amtrak. I have also had private sector
    experience with freight railroads. I interned in the Strategic
    Planning Office of one class I, one railroad while in business
    school and consulted for another following graduation.
        Many of my other transportation roles have involved
    extensive cooperation with freight railroads. This committee
    knows my familiarity with the transportation needs of rural
    America. At DOT, I managed the Essential Air Service Program,
    supporting over 170 small, rural communities, many of which are
    also served by Amtrak long distance routes.
        I appreciate how vital inner city public transportation is
    to the mobility of these communities and to their economic
    development. If confirmed, I am committed to maintain and
    enhance Amtrak as a nationwide rail passenger corporation. If
    confirmed to the Amtrak Board, my first priority would be the
    safety and security of the public and of the passengers and
    crew.
        This is second nature to me. I spent nearly 20 years in a
    variety of roles at the U.S. Department of Transportation,
    which is primarily a safety regulatory agency. Safety infused
    everything we did. For example, many of the projects that we
    selected for the ARRA funding included elimination of at grade
    rail crossings or safety improvements on rail lines and
    bridges.
        My second priority would be to continue to improve
    passenger service. To do so, strong relationships with the
    private railroads that host Amtrak services and with Amtrak's
    State and local partners are essential.
        If confirmed, I would leverage my past experience to push
    for Amtrak to expand the services it provides in partnership
    with these stakeholders. A third priority is rigorous financial
    stewardship, making the best use of taxpayers? dollars Amtrak
    receives.
        Amtrak's Board should ensure that the greatly increased
    funding Congress has provided in the Infrastructure Investment
    and Jobs Act is spent in a cost efficient manner that maximizes
    public benefits and minimizes the impact on the taxpayer.
        I have had several significant relevant past experiences
    managing sudden influx of Federal funds, including the Recovery
    Act in Iraq, at the Small Business Administration after
    Hurricane Katrina, and with Amtrak during the pandemic.
        I am joined today by my better half, the accomplished and
    wonderful Chiling Tong, who is also the President of the
    National Asian Pacific American Chamber of Commerce and
    Entrepreneurship, or National ACE. For the last 23 years, our
    passion project has been the foundation we established to
    promote civic awareness, involvement, and effectiveness among
    Asian Pacific American college students.
        This summer, the International Leadership Foundation has
    brought 34 fellows to Washington, D.C. to intern in Federal
    Government offices, including the White House and with the
    Senate Majority Leader.
        Several of our fellows are here today to witness today's
    confirmation hearing. I thank you again for your consideration.
    I am grateful to Senator McConnell for recommending me to the
    President, and to President Biden for nominating me. I look
    forward to answering any questions you may have.
        [The prepared statement and biographical information of Mr.
    Szabat follow:]

           Prepared Statement of Joel Szabat, Nominee be a Director,
                           Amtrak Board of Directors
        Chair Cantwell, Ranking Member Cruz, distinguished Senators;

        Thank you for considering my nomination to the Board of Directors
    of the National Railroad Passenger Corporation (Amtrak).
        This Committee has vetted me twice before. You generously forwarded
    my nominations to the floor, without dissent, as Assistant Secretary
    for Aviation and International Affairs in 2018 and as Under Secretary
    of Transportation for Policy in 2020. I now count 38 years of military,
    U.S. Department of Transportation, and other public service. I hope my
    performance as Assistant Secretary; my experience as Acting Under
    Secretary representing Secretary Elaine L. Chao on the Amtrak Board
    from June, 2019 through January, 2021; and my background in
    transportation, particularly rail transportation, will earn your
    approval again.
        I have extensive experience overseeing rail capital projects.
    Starting in 2009, I was the designated Federal official responsible for
    implementing the first three years of the American Reinvestment and
    Recovery Act (ARRA). We eventually built over 15,000 transportation
    projects nationwide, including signature rail projects such as Moynihan
    Station. Prior to that, I served during 2005 as the Transportation
    Counselor in the U.S. Embassy in Baghdad, responsible for directing
    U.S. government efforts to rebuild the Iraq Republic Railroad.
        Before joining the U.S. Department of Transportation (DOT), I saw
    passenger rail from the state government perspective. From 1994 to
    2001, I was a principal transportation consultant in the California
    State Legislature, and reviewed all proposed legislation affecting
    passenger rail and the state's cooperation with Amtrak.
        I have also had private sector experience with freight railroads. I
    interned in the strategic planning office of one Class I railroad while
    in business school and consulted for another following graduation. Many
    of my other transportation roles have involved extensive cooperation
    with freight railroads. For example, while serving as Executive
    Director of the Maritime Administration from 2012 to 2018, I worked
    extensively with the Military Surface Deployment and Distribution
    Command on rail-to-dock movement of military assets.
        The Committee knows my familiarity with the transportation needs of
    rural America. At DOT, I managed the Essential Air Service (EAS)
    program, supporting over 170 small, rural communities, many of which
    are also served by Amtrak long distance routes. Traveling the country
    to meet mayors and airport officials in their communities, I learned to
    appreciate how vital intercity public transportation is to their
    mobility and economic development. If confirmed, I am committed to
    maintain and enhance Amtrak as a nationwide rail passenger corporation.
        If confirmed to the Amtrak Board, my first priority would be the
    safety and security of Amtrak's passengers and crew. This is second
    nature to me. I spent nearly twenty years in a variety of roles at DOT,
    which is primarily a safety regulatory agency. Safety infused
    everything we did. For example, many of the projects we selected for
    ARRA funding involved elimination of at-grade rail crossings or safety
    improvements on rail lines and bridges.
        My second priority would be to continue to improve passenger
    service. To do so, strong relationships with the private railroads that
    host Amtrak services, and with Amtrak's state and local partners, are
    essential. If confirmed, I would leverage my past experience to push
    for Amtrak to expand the services it provides in partnership with these
    stakeholders.
        A third priority is rigorous financial stewardship: making the best
    use of the taxpayer dollars Amtrak receives. Amtrak's Board should
    ensure that the greatly increased funding Congress has provided in the
    Infrastructure Investment and Jobs Act is spent in a cost-efficient
    manner that maximizes public benefits. I have had several significant
    relevant past experiences managing an influx of Federal funds; during
    the Recovery Act, in Iraq, at the Small Business Administration after
    Hurricane Katrina, and with Amtrak during the pandemic.
        I am joined today by my better half . . . Chiling Tong, the
    President of the National Asian Pacific American Chamber of Commerce
    and Entrepreneurship (National ACE). For the last 23 years our passion
    project has been the foundation we established to promote civic
    awareness, involvement, and effectiveness among AANHPI college
    students. This summer, the International Leadership Foundation has
    brought 34 Fellows to Washington, DC to intern in federal government
    offices, including the White House and with the Senate Majority Leader.
    Several of our fellows are here to witness today's confirmation
    hearing.
        I thank you again for your consideration. I am also grateful to
    Senator McConnell for recommending me to the President, and to
    President Biden for nominating me. I look forward to answering any
    questions you may have today.
                                     ______

                          a. biographical information
        1. Name (Include any former names or nicknames used): Joel Matthew
    Szabat.
        2. Position to which nominated: AMTRAK Board of Directors.
        3. Date of Nomination: January 3, 2023.
        4. Address (List current place of residence and office addresses):

            Residence: Information not provided to the public.
            Office: Information not provided.

        5. Date and Place of Birth: 25 January, 1959; Fort Worth, TX.
        6. Provide the name, position, and place of employment for your
    spouse (if married) and the names and ages of your children (including
    stepchildren and children by a previous marriage).

            Spouse: Chiling Tong, Chief Executive Officer and President of
            the National Asian/Pacific Islander Chamber of Commerce and
            Entrepreneurship (National ACE); 1300 Pennsylvania Avenue NW,
            Suite 700; Washington, DC 20004
            No Children

        7. List all college and graduate schools attended, whether or not
    you were granted a degree by the institution. Provide the name of the
    institution, the dates attended, the degree received, and the date of
    the degree.

            Georgetown University, 1981 BA Economics & Public
            Administration
            Harvard University, 1988: MBA

        8. List all post-undergraduate employment, including the job title,
    name of employer, and inclusive dates of employment, and highlight all
    management-level jobs held and any non managerial jobs that relate to
    the position for which you are nominated.

            Captain, U.S. Army, 1981-86

            Intern, CSX Railroad, Strategic Planning, 1987

            Management Consultant, Strategic Planning Associates, 1988-90

            Executive Officer, U.S. EPA, 1990-93

            Principal Consultant (Transportation), California State
            Assembly, 1993-2001

            Principal, White Dragon Group (self-employed) 2001-02

            Deputy Assistant Secretary for Transportation Policy, USDOT,
            2002-03

            Deputy Assistant Secretary for Management & Budget, USDOT,
            2003-05

            Transportation Counselor, U.S. Embassy, Baghdad, Iraq, 2005

            Senior Counselor to the Secretary, USDOT, 2005-06

            Chief of Staff, Small Business Administration, 2006-08

            Deputy Assistant Secretary for Transportation Policy, USDOT,
            2008-11

            Executive Officer, Maritime Administration, USDOT, 2011-18

            Deputy Assistant Secretary for Aviation & International
            Affairs, USDOT, 2018-2019

            Assistant Secretary for Aviation & International Affairs,
            USDOT, January 2019-January 2021

            Acting Under Secretary of Transportation for Policy, USDOT
            (June, 2019-January, 2021)

            Deputy Assistant Secretary for Aviation & International Affairs
            January, USDOT, January, 2021-October, 2022)

            President, Aviation Strategies, Strong Port Strategies LLC
            (January, 2023 to present)

        9. Attach a copy of your resume.
        See Attachment #4
        10. List any advisory, consultative, honorary, or other part-time
    service or positions with Federal, State, or local governments, other
    than those listed above after 18 years of age.
        None
        11. List all positions held as an officer, director, trustee,
    partner, proprietor, agent, representative, or consultant of any
    corporation, company, firm, partnership, or other business, enterprise,
    educational, or other institution.

            Starting January, 2023, paid consultant for Delta Air Lines
            Inc., through Strong Port Strategies
            Unpaid advisor to the International Leadership Foundation
            (ILF), an educational non-profit my wife and I founded in 2000;
            2000 to present

        12. Please list each membership you have had after 18 years of age
    or currently hold with any civic, social, charitable, educational,
    political, professional, fraternal, benevolent or religiously
    affiliated organization, private club, or other membership
    organization. (For this question, you do not have to list your
    religious affiliation or membership in a religious house of worship or
    institution.). Include dates of membership and any positions you have
    held with any organization. Please note whether any such club or
    organization restricts membership on the basis of sex, race, color,
    religion, national origin, age, or disability.

            Georgetown University Hoya (student newspaper) (September 1977-
            May 1981) sports writer, sports editor, associate editor,
            managing editor, editor-in-chief

            Harvard Business School Japan Club (September 1986-September
            1987)

            Republicans of River City (Sacramento, CA) 1992-2001; Board
            Member, Treasurer

            Young Executives of America 1992-1993, member

            Federalist Society 1995 (approximate date)--2001, member

            Asian Pacific Islander American Public Affairs (APAPA)--2001,
            helped create

            International Leadership Foundation (ILF), (2000 to present)
            founder, unpaid advisor, board member

        None of these organizations restricted or restrict membership on
    the basis of sex, race, color, religion, national origin, age, or
    disability
        13. Have you ever been a candidate for and/or held a public office
    (elected, non-elected, or appointed)? If so, indicate whether any
    campaign has any outstanding debt, the amount, and whether you are
    personally liable for that debt.
        Unsuccessful candidate for the Sacramento, CA Municipal Utility
    District (SMUD) in 1998. No debts.
        14. List all memberships and offices held with and services
    rendered to, whether compensated or not, any political party or
    election committee within the past ten years. If you have held a paid
    position or served in a formal or official advisory position (whether
    compensated or not) in a political campaign within the past ten years,
    identify the particulars of the campaign, including the candidate, year
    of the campaign, and your title and responsibilities.
        N/A
        15. Itemize all political contributions to any individual, campaign
    organization, political party, political action committee, or similar
    entity of $200 or more for the past ten years.

            McConnell Senate Committee August 22, 2014 $2,100

            McConnell Senate Committee October 31, 2014 $2,100

        16. List all scholarships, fellowships, honorary degrees, honorary
    society memberships, military medals, and any other special recognition
    for outstanding service or achievements.

            Army Commendation Medal

            Army Meritorious Service Medal

            Presidential Rank Award (Meritorious Service)

            USDOT War on Terror Medal

            USDOT Gold Medal, several Silver Medals

            USDOT Inspirational Leader

            Ellis Island Foundation Medal of Honor

            Distinguished Visitor, Eisenhower School for National Security
            and Resource Strategy, National Defense University

        17. List each book, article, column, letter to the editor, Internet
    blog posting, or other publication you have authored, individually or
    with others. Include a link to each publication when possible. If a
    link is not available, provide a digital copy of the publication when
    available.
        See attachment #3 for articles and columns written while I was a
    reporter/editor for the Georgetown University Hoya (school newspaper)
    1977-1981. Each link connects with a weekly paper, I have noted the
    specific page in the paper where my article can be found. All articles
    on pages 8-12 are sports reporting/columns. I have not authored any
    other publications since then.
        18. List all speeches, panel discussions, and presentations (e.g.,
    PowerPoint) that you have given on topics relevant to the position for
    which you have been nominated. Include a link to each publication when
    possible. If a link is not available, provide a digital copy of the
    speech or presentation when available.
        N/A
        19. List all public statements you have made during the past ten
    years, including statements in news articles and radio and television
    appearances, which are on topics relevant to the position for which you
    have been nominated, including dates. Include a link to each statement
    when possible. If a link is not available, provide a digital copy of
    the statement when available.
        N/A
        20. List all digital platforms (including social media and other
    digital content sites) on which you currently or have formerly operated
    an account, regardless of whether or not the account was held in your
    name or an alias. Include the full name of an ``alias'' or ``handle'',
    including the complete URL and username with hyperlinks, you have used
    on each of the named platforms. Indicate whether the account is active,
    deleted, or dormant. Include a link to each account if possible.

            LinkedIn, Facebook (active), use my own name.
            Matrix games forums, https://www.matrixgames.com/forums/
            handle `Blackhorse'.
            No other current or former digital platform account.

        21. Please identify each instance in which you have testified
    orally or in writing before Congress in a governmental or non-
    governmental capacity and specify the date and subject matter of each
    testimony.

            (House) Committee on Small Business, March 12, 2009, Ensuring
            Stimulus Contracts for Small and Veteran-Owned Businesses

            (House) Committee on Transportation & Infrastructure, March 26,
            2009, DOT's Disadvantaged Business Enterprise Program

            (House) Transportation & Infrastructure Committee, Subcommittee
            on Coast Guard & Marine Transportation, April 4, 2017,
            Authorization of Coast Guard & Maritime Transportation Programs

            (Senate) Committee on Appropriations, Subcommittee on
            Transportation, Housing & Urban Development and Related
            Agencies, April 5, 2017, Preventing Sexual Assault & Sexual
            Harassment at the U.S. Merchant Marine Academy

            (Senate) Committee on Science, Commerce & Transportation, May
            9, 2017, Maritime Transportation

            (Senate) Committee on Science, Commerce & Transportation,
            August 23, 2018, Nominations Hearing

            (Senate) Committee on Science, Commerce & Transportation, June
            19, 2019, Reauthorization of the Fixing America's Surface
            Transportation (FAST) Act of 2015

            (House) Transportation & Infrastructure Committee, Subcommittee
            on Aviation, September 26, 2019, 2018 FAA Reauthorization

            (Senate) Committee on Commerce, Science, and Transportation,
            November 20, 2019, Highly Automated Vehicles: Federal
            Perspectives on the Deployment of Safety Technology

            (Senate) Commerce Committee, Subcommittee on Transportation &
            Safety, January 28, 2020, Overview of the Build America Bureau
            and the U.S. Department of Transportation Rural Transportation
            Initiatives

            (Senate) Senate Commerce Committee, Subcommittee on Aviation,
            March 4, 2020, Response to the Coronavirus Outbreak

            (Senate) Committee on Science, Commerce & Transportation, June
            16, 2020, Nominations Hearing

        22. Given the current mission, major programs, and major
    operational objectives of the department/agency to which you have been
    nominated, what in your background or employment experience do you
    believe affirmatively qualifies you for appointment to the position for
    which you have been nominated, and why do you wish to serve in that
    position?
        I have previous recent service on the Amtrak Board of Directors,
    representing the Secretary of Transportation on the board from June
    2019 through January 2021. I have had `eyes on' Federal rail policy
    issues in my multiple stints in the Department of Transportation's
    policy office (2002-2003, 2008-2012, 2019-2021). I have overseen the
    selection of rail projects, passenger and freight, for Federal funding
    while managing the American Recovery and Reinvestment Act (ARRA) (2009-
    2011), to include Moynihan Station (NY) and Colton Crossing (CA). I
    have had additional experience overseeing rail construction in Iraq
    (2005). I understand passenger rail issues from the state perspective,
    as a transportation analyst in the California State Legislature for
    most of the 1990s. Prior to that, I interned for one Class I railroad,
    and consulted for another for over a year.
        In late 2002, I concluded nearly 28 years of Federal service. I am
    interested in serving on the board after my departure as a way to
    continue to find ways to improve the service, viability and cost-
    effectiveness of this key mode of transportation.
        23. What do you believe are your responsibilities, if confirmed, to
    ensure that the department/agency has proper management and accounting
    controls, and what experience do you have in managing a large
    organization?
        The Board of Directors has an oversight responsibility to ensure
    that Amtrak's fiduciary officers are performing their duties.
        In the Department of Transportation's Office of the Secretary, I
    have been responsible for ensuring that the Office of the Under
    Secretary, with over 1,000 employees, and its component offices, have
    proper management controls, including the Office of Aviation &
    International Affairs, which concurrently led.
        During the transition between Presidents Obama and Trump, I was the
    senior official managing the Maritime Administration. As Executive
    Director of the Maritime Administration all the program and support
    offices reported to me, totaling over 700 Federal employees. As Chief
    of Staff of the Small Business Administration, I directly supervised
    numerous staff offices, including the CFO, procurement, human
    resources, administration, civil rights, and government affairs.
        In the Army, I was a Tank Platoon leader, and then the Executive
    Officer and Acting Troop Commander of a Cavalry Troop of 200 officers
    and soldiers.
        24. What do you believe to be the top three challenges facing the
    department/agency, and why?

      1.  Safety: The top priority of any mode of transportation should
            always be safe operations. In particular, addressing at-grade
            collisions and other derailments remain a challenge.

      2.  Service: Amtrak requires achievable plans for capital investment,
            maintenance, and coordination with private railroads and local
            governments to provide high-quality passenger rail service. An
            urgent priority is to address human capital--having enough
            qualified people to sustain operations.

      3.  Value: Insofar as is practicable, Amtrak ought to be self-
            sustaining. In early 2020, before the pandemic hit, Amtrak was
            on pace to operate 'in the black' for an entire year for the
            first time in its history.
                       b. potential conflicts of interest
        1. Describe all financial arrangements, deferred compensation
    agreements, and other continuing dealings with business associates,
    clients, or customers. Please include information related to retirement
    accounts, such as a 40l(k) or pension plan.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        2. Do you have any commitments or agreements, formal or informal,
    to maintain employment, affiliation, or practice with any business,
    association, or other organization during your appointment? If so,
    please explain.
        My arrangements are fully described in Part ID of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        3. Indicate any investments, obligations, liabilities, or other
    relationships which could involve potential conflicts of interest in
    the position to which you have been nominated. Explain how you will
    resolve each potential conflict of interest.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        4. Describe any business relationship, dealing, or financial
    transaction which you have had during the last ten years, whether for
    yourself, on behalf of a client, or acting as an agent, that could in
    any way constitute or result in a possible conflict of interest in the
    position to which you have been nominated. Explain how you will resolve
    each potential conflict of interest.
        My arrangements are fully described in Part Ill of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        5. Identify any other potential conflicts of interest, and explain
    how you will resolve each potential conflict of interest.
        My arrangements are fully described in Part III of my Executive
    Branch Confidential Financial Disclosure Report (OGE Form 450). In
    connection with the nomination process, I have consulted with the
    Amtrak Chief Ethics Officer and General Counsel to identify potential
    conflicts of interest. Any potential conflicts of interest will be
    resolved in accordance with the Amtrak Board of Directors' Code of
    Business Conduct and Ethics which has been provided to this Committee.
    I am not aware of any other potential conflicts of interest.
        6. Describe any activity during the past ten years, including the
    names of clients represented, in which you have been engaged for the
    purpose of directly or indirectly influencing the passage, defeat, or
    modification of any legislation or affecting the administration and
    execution of law or public policy.
        N/A. As a Federal government employee 2002-2022 I have only ever
    been involved in representing the administration's position on
    legislative matters. As a management consultant in the private sector,
    I have not engaged in efforts to influence legislation or the
    administration and execution of law or public policy. I am not (and
    will not be) a registered lobbyist.
                                c. legal matters
        1. Have you ever been disciplined or cited for a breach of ethics,
    professional misconduct, or retaliation by, or been the subject of a
    complaint to, any court, administrative agency, the Office of Special
    Counsel, an Inspector General, professional association, disciplinary
    committee, or other professional group? If yes:

      a.  Provide the name of court, agency, association, committee, or
            group;

      b.  Provide the date the citation, disciplinary action, complaint, or
            personnel action was issued or initiated;

      c.  Describe the citation, disciplinary action, complaint, or
            personnel action;

      d.  Provide the results of the citation, disciplinary action,
            complaint, or personnel action.

        No
        2. Have you ever been investigated, arrested, charged, or held by
    any Federal, State, or other law enforcement authority of any Federal,
    State, county, or municipal entity, other than for a minor traffic
    offense? If so, please explain. No.
        3. Have you or any business or nonprofit of which you are or were
    an officer ever been involved as a party in an administrative agency
    proceeding, criminal proceeding, or civil litigation? If so, please
    explain. No.
        4. Have you ever been convicted (including pleas of guilty or nolo
    contendere) of any criminal violation other than a minor traffic
    offense? If so, please explain. No.
        5. Have you ever been accused, formally or informally, of sexual
    harassment or discrimination on the basis of sex, race, religion, or
    any other basis? If so, please explain. No.
        6. Please advise the Committee of any additional information,
    favorable or unfavorable, which you feel should be disclosed in
    connection with your nomination. None.
                         d. relationship with committee
        1. Will you ensure that your department/agency complies with
    deadlines for information set by congressional committees, and that
    your department/agency endeavors to timely comply with requests for
    information from individual Members of Congress, including requests
    from members in the minority?
        Yes, insofar as it is in my power to do so.
        2. Will you ensure that your department/agency does whatever it can
    to protect congressional witnesses and whistleblowers from reprisal for
    their testimony and disclosures? Yes.
        3. Will you cooperate in providing the Committee with requested
    witnesses, including technical experts and career employees, with
    firsthand knowledge of matters of interest to the Committee? Yes.
        4. Are you willing to appear and testify before any duly
    constituted committee of the Congress on such occasions as you may be
    reasonably requested to do so? Yes.
                                     ______

                                   Attachment
    GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT

                                                       Attachment
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       Paper         Month      Day   Year    Page                                 Link
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    Hoya         April            7   1978       10  https://repository.library.georgetown.edu/bit
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    Hoya         March           10   1978       10  https://repository.library.georgetown.edu/bit
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    Hoya         February        10   1978        8  https://repository.library.georgetown.edu/bit
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    Hoya         September       15   1978        8  https://repository.library.georgetown.edu/bit
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    Hoya         October          6   1978       10  https://repository.library.georgetown.edu/bit
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    Hoya         February        16   1978        8  https://repository.library.georgetown.edu/bit
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                                                      15.pdf?sequence=1&isAllowed=y
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    ----------------------------------------------------------------------------------------------------------------

        The Chairman. Thank you, Mr. Szabat. Thank you for being
    here and for that statement today. I will now turn to the
    Ranking Member, Senator Cruz, for his statement.

                      STATEMENT OF HON. TED CRUZ,
                        U.S. SENATOR FROM TEXAS

        Senator Cruz. Thank you, Madam Chair. Welcome to all the
    nominees for being here today. First, we are here to consider
    Alvin Brown to be a member of the National Transportation
    Safety Board or NTSB.
        The NTSB serves the important function of thoroughly
    investigating transportation incidents to identify their causes
    and to make recommendations to prevent similar incidents. Both
    private sector and public sector transportation operators learn
    from the NTSB investigations and often voluntarily implement
    its recommendations.
        The NTSB also provides valuable information for Congress
    and for Federal agencies to consider when developing
    transportation policy. I believe that Mr. Brown can help the
    NTSB fulfill its mission. As the Mayor of Jacksonville,
    Florida, he oversaw 7,000 employees and implemented the city's
    transportation policy.
        During his tenure, he successfully built a coalition and
    led a campaign to address transportation safety. He also served
    as Vice Chairman of the U.S. Conference of Mayors
    Transportation Committee, which examined best practices for
    safety improvements across different transportation modes.
        On top of that, Mr. Brown has significant experience
    leading large, complex projects like the multi-million dollar
    project to deepen the port of Jacksonville. And since last
    year, he has been serving at the U.S. Department of
    Transportation. I look forward to hearing from Mr. Brown today,
    and I would note also that he has earned the respect of Senator
    Rick Scott, who is a good friend of mine and whose judgment I
    trust.
        And Senator Scott has personally commended to me just how
    capable he believes you are and what an excellent job you will
    do, and that carries great weight with me. Second, we are here
    to consider some of the President's nominees to serve as
    members of Amtrak's Board of director.
        The three nominees here are all experienced public
    servants. I want to thank Mr. Coscia, Mayor Koos, and Mr.
    Szabat for their willingness to oversee our national intercity
    passenger railroad that American taxpayers subsidize every year
    with billions of dollars. However, I do have an obligation to
    raise a concern with the legality of the entire slate of
    nominees that President Biden has placed before this committee.
        A bipartisan group of Commerce committee members has
    already raised this issue in multiple letters to the President.
    Unfortunately, he has yet to fix the problem. The Amtrak Board
    is comprised of eight Senate confirmed members in addition to
    its CEO and the Secretary of Transportation.
        In 2021, Congress passed bipartisan legislation to ensure
    that Amtrak's Board is geographically diverse and not dominated
    by Board members from the Northeast Corridor. As a result,
    Federal law now explicitly prohibits more than four of the
    eight Senate confirmed Board members from being from the
    Northeast Corridor.
        That means that a maximum of four Amtrak Board members can
    be from the eight states, plus the District of Columbia, that
    make up the Northeast Corridor. This limitation is important
    because Amtrak operates in 37 other states, including Texas,
    through its national network of long distance and State
    supported routes.
        The Americans who reside outside of the Northeast Corridor
    and whose taxes generously support Amtrak's operations must
    have their interests fairly represented on Amtrak's Board.
    Unfortunately, even with the two nominees yet to be submitted,
    five of the President's current slate of six nominees for the
    Amtrak Board reside in the Northeast Corridor. That is clearly
    in conflict with Federal law.
        The President needs to fix this legal defect by withdrawing
    one of the Democratic nominees from the Northeast Corridor. It
    is the President's decision which nominee to withdraw, but this
    slate needs to comply with the statute. Having said that, I am
    still eager to hear about the vision that each of the three
    nominees here has for Amtrak, for responsibly managing our
    country's national passenger railroad. In recent memory, Amtrak
    has had challenges. Amtrak has at times failed to operate
    responsibly and it has struggled to build partnerships with
    states that subsidize certain Amtrak services. And during the
    pandemic, Amtrak awarded large bonuses to executives even while
    service suffered from the effects of reduced employee numbers,
    which is unseemly for an entity dependent on taxpayer money.
        The railroad can and must do better. Amtrak received $22
    billion in the 2021 infrastructure law and will likely receive
    billions more in discretionary Federal funding, including for
    the spectacularly expensive Gateway Program between New Jersey
    and New York City.
        Having an Amtrak Board of Directors that provides effective
    management consistent with Congressional direction is more
    important now than ever. I look forward to hearing from each of
    these nominees what you would do to ensure such management.
    Thank you, Madam Chair.
        The Chair. Thank you, Senator Cruz. And now we will go to
    questions for the nominees. I will jump in right here with the
    Pacific Northwest Corridor that had service reestablished and
    to the pre-pandemic levels, but staffing was a major issue and
    so I really want to know from each of the nominees what you are
    doing, what you think we need to do to make sure that we are
    upgrading staffing?
        I want to understand, too, what we are doing to add more
    capacity to those Pacific Northwest routes between Seattle and
    Portland by the fall of this year. And on safety, I want to
    understand, you know, we basically, after the DuPont accident
    in Washington that killed 3 people and injured 60, Amtrak
    instituted a safety management system, very important for
    improving safety culture, but they were designed to ensure that
    they address the new risks.
        I am concerned about an Inspector General report from
    December that found Amtrak had lax security practices and led
    to former employees selling keys to sensitive areas on the
    internet. It is critical that Amtrak ensure the safety is the
    number one priority.
        So, if each of you could address those issues to the degree
    that you are involved or knowledgeable?
        Mr. Coscia. Chair Cantwell, I will begin for obvious
    reasons that my current tenure at Amtrak gives me, I guess, the
    ability to respond directly to some of the issues you raised.
    And frankly, those are all issues that are very important to
    the Board and to me personally, and for which we have spent a
    considerable amount of time.
        First, to sort of address your question about workforce,
    and in particular having the adequate staffing to create the
    increased levels of capacity in our Pacific Northwest Service.
    The need to hire qualified people to work in Amtrak and to
    operate the Nation's railroad system has been an absolute
    priority, and we have committed an enormous amount of effort to
    recruiting and training and finding people who can make a
    career, which we believe is a very promising basis for a
    career, as part of the national rail system.
        The Chair. Do you think this is key to getting services
    expanded or reestablished?
        Mr. Coscia. I think it is, but I guess I am here to report
    to you what I think is good news in the sense that in the last
    Fiscal Year, we were able to hire 3,700 new employees to Amtrak
    to restore much of what was lost as a result of the pandemic
    and normal attrition. And in this Fiscal Year, we have already
    hired 2,700 additional employees to give us the full complement
    to restore that service.
        Specific to the Northwest Service, we are very deeply into
    the specific training program to train people on that
    territory, to be able to put into effect the two additional
    frequencies that we expect to put into effect.
        And I am confident and want to commit to you today that we
    will meet the deadline to do that and that we have the adequate
    resources to do it because of the work we have done in the last
    12 months of recruiting and building a workforce.
        The Chair. Safety management systems.
        Mr. Coscia. We--you know, I will tell you that the lessons
    and the issues surrounding Train 501 are very deeply ingrained
    in my mind and in my heart. I know that nominee Brown is--has a
    very important task, and safety is our top priority.
        We have initiated a number of different issues relative to
    adopting an overall safety management system that is, you know,
    you are never done with developing a full safety management
    system.
        We have affected the training from the most senior
    executives to the people in the field, all of whom have helped
    us to create what we believe to be a safety culture where
    people are not afraid to speak up where there is an issue that
    they notice, where people are not punished for bringing up
    safety issues that need to be addressed, and we are adapting
    the use of modern technology to allow us to train people
    better.
        The use of simulators, the use of different training
    protocols, all of which I think have put us in a position of
    creating a much safer railroad. And the early indications are
    that our numbers are supporting that, including the very low
    number of incidents----
        The Chair. Mr. Szabat, do you--would you make workforce a
    priority and safety management system culture a priority in
    reestablishing service?
        Mr. Szabat. Senator Cantwell, yes, I would. I think
    staffing, both quantity and quality of employees, is key and
    essential to increased service, and I believe that increased
    service is essential if we want to get Amtrak back to operating
    in the black.
        So, all those things tied together. On the safety side, if
    confirmed, I and my colleagues here who will be on the Board of
    Directors will not be management, and so there is a distinction
    there when our roles are for culture--I mean, for safety. But I
    will echo what Chairman Coscia said about the culture.
        An appropriate role for the Board of Directors is to ensure
    that we have a culture of safety so that the experts that are
    brought on Board in Amtrak feel comfortable moving forward to
    say we have these challenges that need to be addressed and no
    one fears--no one is afraid for their career nor for their
    position if they are reporting safety challenges that need to
    be addressed.
        The Chair. Thank you. I will either come back to you, Mr.
    Brown, or in writing either way. But Senator Cruz.
        Senator Cruz. Thank you, Madam Chair. Mr. Coscia, you have
    been a staunch advocate of the Gateway Program between New
    Jersey and New York City. The price tag for this program has
    continually risen, with the current estimate at $37 billion. I
    remain concerned that this number reflects inflated labor costs
    at the expense of taxpayers all across the rest of the country.
        Nevertheless, given that the 2021 infrastructure law has
    already made tens of billions of dollars available for Gateway
    and other Northwest--Northeast Corridor programs, it is
    important to know that Amtrak can complete major capital
    projects in a timely and cost effective manner.
        Mr. Coscia, what steps has Amtrak taken, during your tenure
    as Amtrak Board Chairman, to improve its completion of capital
    projects in a timely and a cost effective manner?
        Mr. Coscia. Thank you, Ranking Member Cruz, for that
    question. And in fact, it goes to the very heart of what I know
    is a very top priority to the entire Board. And certainly, in
    my career I have had lots of exposures to large projects, and I
    have seen the difficulty, frankly, throughout the United States
    of being able to manage megaprojects.
        You know, the notion of being able to plan smart and then
    build quickly, the ability to sort of deploy resources in the
    most efficient way. What I would say to you is that we
    understand that there are methods that can be used.
        There are means and methods that can be used to advance
    megaprojects, which historically in Government sponsored
    projects have not been adequately deployed. Some of that
    involves the right level of oversight, the right level of
    planning. I would submit to you that a major reason for cost
    overruns is the desire to plan very quickly and then try to
    sort of develop solutions in the field.
        The reality is that until you have an absolute solid plan
    that has been vetted and reviewed from an engineering
    perspective and a planning perspective, where you have a
    certain amount of predictability about cost inputs, it is a
    very risky proposition to go out and build.
        I recognize that the Gateway Program will be a very
    significant challenge for any entity in the United States to
    build, let alone entities for whom, in some cases this is a new
    sort of endeavor for them. But we have to, as a nation, prove
    our ability to build large scale projects, and to do them on
    time, on mission, and safely and effectively on budget.
        And those are all things that we are now building through
    building the right kind of expertise internally, people who
    have the kind of project management expertise, much of which
    comes from the private sector that we have been able to borrow.
        People--instances where we can look at other megaprojects
    that have been done in the United States and around the world
    to find those means and methods that can work. And we are in
    fact, deploying those things in I think a very effective way.
        And I am hopeful that Gateway will actually be a
    demonstration of our Nation's ability to undertake a very large
    scale project of this nature where there is an absolute need
    for it to be built but do it in a responsible way.
        And we should agonize over every step of the process and
    hold people accountable for meeting benchmarks at different
    intervals to determine that we are keeping it on progress.
        Senator Cruz. $37 billion is a lot of money. Is Gateway
    going to come in on budget, or are we going to come back and
    discover that $37 billion has become $40, has become $50, has
    become $60 billion?
        Mr. Coscia. Senator, my experience, when people use a
    budget number before they have actually done the work, it is
    largely because they are trying to create optics around it and
    not because they necessarily know.
        The $37 billion number which you refer to, and I understand
    how that number and other numbers have been socialized around
    it, represent the full build out of the entire Gateway Program.
        I would submit to you respectfully that the full buildout
    of that program is important not just for the New York and New
    Jersey region, but for the Northeast Corridor and for the
    Nation's economy, as are many other projects around the
    country.
        But we are building it in phases where each phase that we
    build has an independent value that is meaningful. The first
    phase that we are building is----
        Senator Cruz. Let me try again with my question. Do you
    believe the total budget will come in under budget?
        Mr. Coscia. I believe that the first phase, which is the
    Hudson Tunnel project, which has been budgeted at $16.5
    billion, yes, I do believe that we must come in at that number.
        Senator Cruz. That is helpful. I would encourage all three
    of you as you are heading home to take a look. Next door to the
    Capitol is the Supreme Court building. It is a beautiful
    building in Washington, D.C. And if you go look at the history
    of the construction of the Supreme Court building, the Supreme
    Court building, Congress appropriated money to build the
    Supreme Court building.
        It was constructed as a gorgeous building. It actually has
    24 karat gold inlaid in the ceilings. And at the end of the
    construction, they had money left over that they returned to
    the taxpayers. That was a different era, to be sure, but that
    is a model to be aspired to. Thank you.
        The Chair. Thank you, Senator Cruz. As I suggested, Mr.
    Brown, I may--I have to run out, but I may come back to ask you
    about the same safety workforce culture needs at NTSB and the
    President's budget.
        So how do we have the right staffing, given the
    modernization of technology, and what other larger roles NTSB
    can be in commenting on both space issues and on the trend
    report that was part of our safety bill that we passed. But I
    am going to turn over the Committee to--oh, I see Senator
    Klobuchar is actually here, but I am turning the hearing over
    to Senator Tester, who will take it from here. But anyway,
    Senator Klobuchar.

                   STATEMENT OF HON. AMY KLOBUCHAR,
                      U.S. SENATOR FROM MINNESOTA

        Senator Klobuchar. Mr. Coscia, I will start with you. One
    of the things that we did in the bipartisan infrastructure law
    was to expand and add up to 39 corridor routes to serve some
    cities that are connected, say rural areas to urban areas.
        I have always been, of course, a big fan of the Empire
    Builder route that goes through the Twin Cities. Could you talk
    about those two issues? First of all, improving and maintaining
    passenger rail on routes that connect rural to urban, and then
    second, the Empire Builder, and specifically, which is Chicago,
    of course, Minnesota, and then on.
        But we have had issues with it being on time, performance
    issues. So, two somewhat related but unrelated as well.
        Mr. Coscia. Senator, thank you for that question. Yes, I
    don't have terms to express how strongly I feel about how there
    are so many places in the United States where we know there is
    demand for rail service and where that capacity doesn't exist.
    That is an absolute priority, and the IIJA gives us finally the
    capital and the facility and the resources to do something
    about that.
        We think there are many, many communities that are
    underserved from a rail standpoint. Some are major metropolitan
    areas that surprisingly have very little or no rail service
    on--from intercity passenger rail. And many, as you suggest,
    are rural communities where frankly, unless there is Amtrak
    service, there are really no other options for them. Aviation
    is not an option for many of these communities.
        These are population bases which may not have access to
    ability to move around in other forms. So, we believe that the
    map for Amtrak needs to be redrawn to reflect what the
    population of the United States looks like in 2023 and not what
    it looked like in 1971 when Amtrak inherited assets from
    defunct railroads.
        So, we think there is an enormous amount of opportunity
    that is driven by demand. In order to achieve that level of
    service, we will need a number of things to happen. First and
    foremost--and I fully expect everyone should hold Amtrak
    accountable for using the resources that we have, for being
    intelligent about the decisions we make, for doing our homework
    and making sure that we are planning these routes in a way that
    intelligently captures where demand is and what the best
    service frequencies are.
        But we are also going to need help from others. Our State
    partners are going to play a vital role in this. We can't do
    this without them. It is a partnership, and we have to learn to
    be good partners as today, and we all have to work together.
    And there are many instances where we have already done that.
        We also need a lot of cooperation from the host railroads.
    As you know, once we are off the Northeast Corridor and certain
    other limited parts of the country, we are tenants on railroads
    that are owned by the class I railroads. It is entirely
    possible to operate an efficient supply chain freight capacity
    and passenger rail at the same time. We can do both of those
    things----
        Senator Klobuchar. OK. Thank you.
        Mr. Coscia.--and that is something we have to do.
        Senator Klobuchar. Is there another point you want to make,
    because I wanted to turn to something else.
        Mr. Coscia. I am done. Thank you.
        Senator Klobuchar. OK, great. I really appreciate it. Mr.
    Brown, NTSB. Thank you. I know that your grandparents were
    killed in a car accident. I have made distracted driving a
    major priority of mine in the Senate. And I think you know the
    numbers, which are incredibly scary. Could you talk about the
    importance of continuing a focus on distracted driving?
        Mr. Brown. Yes. Thank you, Senator, for that question. I
    think one of the things we need to do is just eliminate
    distracted driving. You know, part of it is distracted driving
    is those drivers who aren't paying attention to their tasks.
        The issue is using--continue to use cell phones, iPads, and
    so I think part of it is just eliminate it. Don't use those
    electronics. If you get all States to agree to do away with
    those electronics, I think that would be a big help.
        The NTSB, as you know, is big on focusing on safety, and I
    think that is one of the things they talked about in their
    recommendation.
        Senator Klobuchar. OK. One last thing. As you may have
    heard, we have had a couple of close calls with train
    derailments. In Minnesota, we have had derailments. One was
    very close by a town and 20 cars down, and I have to say that
    not only did the rail company get their people there the next
    morning to clean up.
        Unlike like Ohio, our--the substance was ethanol and it
    burned off in the fire as well as didn't get into the ground.
    But I will say NTSB investigators were some of the first on the
    scene and did an incredible job. Could you--just quickly tell
    me how Congress can help ensure NTSB is able to more
    effectively determine the causes of accidents and recommend
    safety improvements that could prevent such accidents from
    occurring in the future?
        Mr. Brown. Well, I think the safety management system would
    be a great way to continue to do that. But also, resources. I
    think one of the things that the Board is really focused on is
    really having a robust 21st century staff that is fully staffed
    and have the resources so they can compete with the challenging
    technologies that are out there to continue to help make
    America safe.
        Senator Klobuchar. Thank you very much. Thank you, Mr.
    Chair.
        Senator Tester [presiding]. Senator Blackburn.

                  STATEMENT OF HON. MARSHA BLACKBURN,
                      U.S. SENATOR FROM TENNESSEE

        Senator Blackburn. Thank you, Mr. Chairman. And to our
    witnesses, thank you so much for being with us today. Mr.
    Coscia, I want to come to you, and congratulations on your
    nomination to be the Director of the Amtrak Board of Directors.
        And I want to talk with you a little bit about the supply
    chain and some of the issues that have come up around the
    supply chain recently. And of course, we recognize that
    Tennessee, and Memphis in particular, is along many of those
    key routes, and those class I railroads all going through
    Memphis.
        So, what are you doing to balance efforts to expand
    passenger rail over existing freight lines that are at capacity
    in our state?
        Mr. Coscia. Thank you, Senator, for that question. And you
    raise a very important topic. The only way we could really
    expand passenger service through most of the country is to
    develop the right partnership with the host railroads, who have
    an equally important task of keeping the supply chains open and
    operating effectively.
        We believe there are a number of effective ways to manage
    that. Amtrak trains actually use up very little capacity on
    those railroads. But the railroad--the freight railroad trains,
    as you know, the consist is very long, so therefore, there are
    many sidings where they don't fit----
        Senator Blackburn. Let me ask you this. Are you involving
    the freight lines at the front end of this discussion,
    recognizing that those Amtrak lines may be just sitting there
    fallow, unused for the bulk of the time?
        Mr. Coscia. Yes, we are, Senator. We are--at the very
    outset of any discussions around increased rail usage on any of
    the host railroads, they are among the very first conversations
    that we have. And some of the freight railroads that we work
    with, we have developed a very good dialog to be able to work
    through these issues together, and frankly look for funding
    mechanisms to make improvements where necessary to accommodate
    both of our needs.
        Senator Blackburn. OK, wonderful. I have got another
    question for you. I had read a New York Post article from
    October 22, and it referenced that the ten highest paid Amtrak
    executives raked in six figure bonuses in 2021 despite a rail
    network struggling with low ridership and plummeting revenues.
        The top earning employees received earned incentive bonuses
    of more than $200,000 each. The bonuses enraged the
    Transportation Workers Union that represents more than 1,000
    Amtrak employees, which noted in the statement that taxpayers
    are in part footing the bill for these extravagant bonuses.
        So, what was your role in giving Amtrak execs bonuses of
    more than $200,000 each? And please provide me a detailed
    description of this decisionmaking process.
        Mr. Coscia. Thank you, Senator, for that question. And I
    recognize the concerns raised by compensation levels at any
    entity where the Federal Government plays a significant role in
    providing financing and funding to it.
        And Amtrak certainly is in such a position and should be
    held accountable for that. I need to add some context, though,
    to how that result actually occurred, which is that in the 2013
    timeframe, as most of us who are currently on the Board joined,
    it was incredibly clear to us that Amtrak suffered from a
    number of issues that had impeded the first 40 years of its
    history.
        Certainly, a lack of capitalization was one, but the other
    was management that was not frankly capable of operating the
    railroad at the highest level that it possibly could. And to
    that effect, Amtrak began to recruit very experienced people
    who were almost without exception, coming from the private
    sector, because people who are going to operate in those
    positions at Amtrak are either going to come from the class I
    railroads or----
        Senator Blackburn. So, what you are telling me is you felt
    justified in giving these top executives bonuses of $200,000
    each?
        Mr. Coscia. Senator, as part of that restructure of Amtrak,
    we essentially terminated what was a very expensive benefit
    program that was not tied to the performance of the company.
    And in its place, we put in an incentive compensation----
        Senator Blackburn. But ridership was down, utilization was
    down, and you still chose to give them bonuses of $200,000.
        Mr. Coscia. Senator, the employees----
        Senator Blackburn. But are you planning to give them
    bonuses this year, or what were the bonuses that you let in
    2022? Will you provide that for me in writing?
        Mr. Coscia. I will, Senator. And all of the compensation
    issues are a matter of record. But I will tell you that the
    group that was entitled to these incentives is the same group
    that was able to eliminate over $300 million a year in
    operating losses, which for the first time in Amtrak's 50 year
    history, it essentially was broke even. The pandemic created an
    enormous amount of dislocation to the company.
        Senator Blackburn. But sir, if Amtrak was able to sustain
    themselves, they would not be needing money from the Federal
    Government. My time has expired. Thank you.

                     STATEMENT OF HON. JON TESTER,
                       U.S. SENATOR FROM MONTANA

        Senator Tester. Thank you. It is my turn. I want to thank
    you guys for being here. I appreciate your willingness to serve
    the Nation. And I appreciate you being able to appear before
    this committee today. Look, I have made my position on nominees
    clear as it applies to the Amtrak Board.
        I was one of 10 people, 5 Republicans and 5 Democrats, that
    negotiated the bipartisan infrastructure law. It did not happen
    by accident. We intentionally put language in that would have
    the Amtrak Board Members reflect our Nation's geography, with
    specific requirements on how many members could come from
    Northeast Corridor states relative to the other parts of the
    country.
        The Administration put forward a list of very good
    nominees, incredibly good nominees, but they did not comply
    with the geographic requirements. I made my concerns known when
    some of these folks appeared before the Committee, some of you
    guys.
        The President then renominated the same slate in the new
    Congress, despite the issues which I believe are serious that I
    raised, and I am frustrated the Administration did not make the
    adjustments that the law requires, and they could have.
        As I announced in April, the slate of Amtrak Board nominees
    must comply with the law before I am going to vote for any of
    them. And as I said earlier, that doesn't mean that I think
    they are unqualified. It means that I think they need--the
    President needs to follow the law.
        There is still work to be done to get resolution on this,
    but I am confident the Administration will do what it needs to
    do that based on the progress so far. I think this hearing is a
    good thing to have.
        And I want to start with you, Chairman Coscia. Good to see
    you again. It is good to see you in person, in fact. Over the
    Zoom is good, but this is much better.
        Mr. Coscia. Agreed.
        Senator Tester. At the hearing last year, I asked you and
    some of the other nominees if you had ever been to Montana. You
    had indicated that you hadn't. In a follow up conversation, I
    believe you committed to riding the Empire Builder, which is a
    long distance train that goes through our great state. I
    understand you made that trip recently. Is that correct?
        Mr. Coscia. That is correct, Senator.
        Senator Tester. I appreciate you doing that. I think there
    is no better way to understand a long distance passenger rail
    than to ride the train yourself. Now, I understand that you are
    going to meet a member of my staff in a great little town
    called Havre, Montana, which is only 50 miles from my farm. But
    that meeting didn't work out. I am told that was because the
    train was running four and a half hours late. Is that correct?
        Mr. Coscia. I think it was two and a half hours late, but
    nonetheless, it definitely was----
        Senator Tester. Two and a half is better than four but is
    still unacceptable. I wished I could say that I was surprised,
    but the truth is those kinds of delays are way too common in
    long distance routes. And I will tell you that I want our rail
    system to work. I want it to be good. I want it to be the best
    in the world, OK.
        Never going to happen as long as that is--in fact, I got to
    thinking, if the--what would the passengers ridership be on the
    Acela from New York to Washington, D.C. if it was two and a
    half hours late? There wouldn't be many folks on that.
        And so, the question I have is, what is Amtrak doing to
    perform--to improve performance, to make sure that we have a
    reliable service table?
        Mr. Coscia. Senator, thank you for that question. And I
    just want to quickly say a couple of things. One is that my
    trip on the Empire Builder was not only something that was
    overdue, but the reality is that it is what I and other members
    of the Board should do.
        I have ridden many of our long distance trains. It would--
    took me too long to ride that particular train for a variety of
    reasons, but it is clear to me how vital that service is to so
    many people and so many different levels.
        What I learned on the trip is sort of an immeasurable, you
    know, kind of experience that I completely understand why it is
    so important to so many people, which gets to the point of
    being able to provide safe, reliable service that people can
    count on.
        The reason the train was delayed, and I unfortunately could
    not meet with your staff members is that there was actually an
    accident with a freight train ahead of us. And, you know,
    because I am the Chairman of Amtrak, I heard from pretty much
    everyone at the host railroad, frankly, apologizing for the
    delay.
        And my response to that was, I am actually not a paying
    customer. There are paying customers on there. That is who we
    all should really be apologizing to. And the solution to the
    issue is in large part on creating the right framework where
    host railroads are, in fact, providing those preference rights.
        But there are things that are going to happen to both
    Amtrak and the hosts that are beyond our control. In fact, that
    instance was one of them. But there are many things that we can
    control, and there are many ways for us to work better
    together.
        And we have done this. And with some of the hosts, we have
    actually made market improvements on it. But to respond to your
    question, it is both enhancing our own operating performance
    and enhancing our relationship with the host railroads that I
    think will bring us more reliable service and more frequencies
    that will allow people to get more from the railroad usage.
        Senator Tester. Thank you. I am out of time, but I just
    have to ask this one question since you got the gavel. I will.
    Mr. Brown, you are not on the NTSB now currently, are you?
        Mr. Brown. Repeat that question again.
        Senator Tester. You are not on the NTSB currently?
        Mr. Brown. No, sir.
        Senator Tester. OK. So, we had a plane--we had a train
    accident on a job from Montana. Coming on 2 years, we still
    don't have NTSB's report on that. I have just got to tell you,
    if you are confirmed, I hope you crack the whip and get some
    folks to get a little more timely. This is nothing short of
    unacceptable, OK. Thank you.
        Mr. Brown. Yes, sir.
        Senator Tester. Next up, we have got Senator Moran.

                    STATEMENT OF HON. JERRY MORAN,
                        U.S. SENATOR FROM KANSAS

        Senator Moran. Mr. Chairman, thank you very much. I
    appreciate all of you being here and your willingness to serve
    in the capacities for which you have been nominated. Two of the
    four of you, we have had conversations on numerous occasions in
    this setting and elsewhere, and it would not surprise you that
    I am going to ask Mr. Szabat the same thing that I asked the
    two of you and others.
        I have had a long time interest in making certain that long
    distance Amtrak service is a priority of the Board. We have
    worked to change the legislation that creates the purpose for
    which Amtrak exists to make clear or to make clearer the value
    of long distance Amtrak service.
        And without exception, Mr. Szabat, the individuals that I
    voted for, which has generally been every nominee, has made a
    commitment to me and to this committee, to Congress that they
    will be a supporter of long distance passenger service.
        I would be interested in hearing you frame, in the words
    that you use, what that means to you?
        Mr. Szabat. Senator, first, thank you for the question, and
    far be it for me to be the first witness before you to break
    that tradition of committing to----
        Senator Moran. I always worry they are just saying it
    because I am asking it. It seems to me that the nominees that
    we have had these conversations with have actually meant it.
        Mr. Szabat. As do I. And to drive home that point, if I
    may. Chairman Coscia, in answer to a previous question,
    referenced back in 2019 when Amtrak was in fact on track for
    the--pardon, the rail pun, was on target to meet its--for the
    first ever period of time to be--to operate in the black for
    the year.
        And then COVID hit, and we were unable to do so. That was
    when I was representing the Department on the Board of
    Directors. During that same period of time, I think it was
    around October, the Inspector General issued a report, and the
    Inspector General's report drove home the importance of the
    national network, the long distance trains, and said, in order
    for Amtrak to be consistently profitable in the future, what
    was required was more frequent, on time, long distance network.
        I believe that when the Inspector General's report came out
    in 2019. I believe that today. And if confirmed to the Board of
    Directors, that would be one of the torches that I would carry
    on the Board for an improved national network in long distance
    service.
        Senator Moran. As I believed your two colleagues
    previously, I believe you. You and I know each other. And I
    think the last time we may have been together was in
    Farnborough, dealing with airports and airplanes and aviation
    and aerospace.
        And I wish you well. I, too, have to share the same problem
    that Senator Tester outlined in his commentary to you. I would
    guess that both of us are speaking to the Biden Administration,
    not to you specifically, but the law has been changed in 2021
    to ensure that there is a geographically diverse and non-
    dominated Board, a Board not dominated by the Northwest--excuse
    me, the Northeast Corridor.
        And at least four of the eight Amtrak Board members
    appointed by the President shall, ``reside in or near the
    regions of the United States that are geographically
    distributed outside the Northeast Corridor. Under Federal law,
    the Northeast Corridor means Connecticut, Delaware, the
    District of Columbia, Maryland, Massachusetts, New Jersey, New
    York, Pennsylvania, and Rhode Island.''
        And that is not the case with the Administration's
    nominees. And I use this opportunity to reiterate to the
    Administration a letter that seven Senators, later joined by
    Senator Tester in his own letter, in our case, to the
    President, outlining the insistence that those provisions be
    complied with.
        And so, I hope that you will help me get the attention of--
    I don't know who wants to flip a coin. I am sorry you come from
    New Jersey, Mr. Coscia, but we need to figure out how this law
    can be complied with. And it is important to me that
    legislation passed on behalf of the American people is complied
    with by an executive branch.
        So, there is a philosophical issue here, and there is a
    practical issue here as I try to make certain that the
    Southwest Chief and the potential heartland, increasing role of
    the Heartland Flier is protected. Mr. Coscia, anything you
    would like to add?
        Mr. Coscia. Only to say, Senator, that I totally understand
    and recognize your very appropriate concerns about that issue.
    Board nominations are, as you know, way above my pay grade.
        But I will tell you, as a, you know, a humble resident of
    the great State of New Jersey that I completely understand,
    probably better than most people would, just how important the
    national system is and what it means to so many people.
        And I am committed, notwithstanding me, my wife and my five
    children, all being New Jerseyans, but still having that same--
    --
        Senator Moran. We can find you a home in Kansas.
        Mr. Coscia. Yes, you are right. If you are interested in
    serving on the Amtrak Board. There are days that that would
    actually be very well----
        Senator Moran. I understand----
        Mr. Coscia. I understand.
        Senator Moran. And I suppose based upon Senator Tester's
    question I should ask, have you ever ridden the Southwest
    Chief?
        Mr. Coscia. I have.
        Senator Moran. That was my expectation. And Mr. Koos, and
    Mr. Coscia, you have demonstrated your commitment to what you--
    to living up to your commitment that you made to me, and I am
    grateful for that.
        And, Mr. Szabat, I thank you for what you said. I--this
    issue became prominent for me when visiting with a previous CEO
    of Amtrak. The solution to Amtrak's problems in the Southwest
    Chief was to provide bus service between Kansas and New Mexico.
    And it occurred to me that there is a philosophy here that is
    contrary to what I think.
        To replace bus service, to replace train service, freight--
    excuse me, to replace passenger service with a bus between
    destinations along Amtrak is not a satisfactory solution from
    my perspective, and it has caused me to make certain that I
    have a different attitude and approach toward those long
    distance routes.
        So, thank you. Thank you, Mr. Chairman.
        Senator Tester. Senator Rosen.

                    STATEMENT OF HON. JACKY ROSEN,
                        U.S. SENATOR FROM NEVADA

        Senator Rosen. Well, thank you, Senator Tester and anybody.
    We have a lot of room. And in Nevada, you come way out West,
    and I will come there, and I am sure Montana, you got some room
    there, too. So, if you get feeling too crowded in New Jersey,
    come on out West or the Midwest.
        But I want to thank you all for being here today for this
    really important hearing. And I am going to talk a little bit
    about Northern Nevada today, because Northern Nevada really has
    some beautifully vibrant rural communities and they rely on
    Amtrak's California Zephyr Line, which is a long distance route
    that travels through Reno, Winnemucca, and on to Elko.
        And for many hardworking Nevadans, Amtrak passenger rail is
    the only affordable and accessible means of transportation to
    get from our rural parts of the state to the Reno-Sparks metro
    area, which is where many of the Northern Nevada jobs are,
    where our main major hospitals are, where our medical services
    are located, our veterans service is located there.
        And before the pandemic, an average of 84,000 Nevadans
    annually rode long distance passenger rail through the state,
    like I said, including our veterans in rural areas who have to
    get to the VA, Sierra Nevada health care system facilities in
    Reno.
        So, in June 2020, I sent a letter, along with Senator
    Cortez Masto, Senator Tester, and Senator Manchin, that
    expressed our concerns with Amtrak's proposal at the time to
    significantly reduce long distance service because of really
    this devastating impact it would have on our rural communities,
    including mine in Nevada.
        So, I am therefore pleased to see despite temporary service
    reductions during the pandemic, the Zephyr now runs again daily
    and is providing those essential services. So, thank you. But
    Mr. Coscia, Amtrak previously approved expanding service to a
    new station of the California Zephyr Line in West Wendover.
        It is on the Utah, Nevada border. And I understand the
    pandemic changed Amtrak's budget priorities, but can you please
    provide my constituents with an update of any potential plans
    to add an Amtrak stop in West Wendover, please?
        Mr. Coscia. Thank you, Senator, for that question. And
    obviously, I share your view on how important the California
    Zephyr is to so many communities. And it underscores, frankly,
    all of our long distance lines, which are used for so many
    different purposes, including those who are traveling between
    two spots and do not have another option.
        And so, therefore, Amtrak provides a very vital service,
    and we owe it to them for that frequency to be reliable, and
    safe, and efficient, and affordable. So, we completely
    understand that, and I understand that.
        West Wendover represents an opportunity, as do a number of
    different municipalities that are along the long distance
    lines. In my opening statement, I mentioned that I view the
    long distance service as the connective tissue for Amtrak's
    national system. It is basically what binds us together and
    creates all sorts of service opportunities.
        And this is a perfect example. We are in active discussions
    with municipal leaders in West Wendover in order to be able to
    try to come up with a service plan that would work, and
    resources, et cetera, for it. So, I am optimistic that we will
    find a way to develop a plan that we can jointly pursue in
    order to provide that level of service to that community.
        There are many communities, Senator, that would benefit
    from Amtrak service. We know there is demand out there. We have
    to find the right way to sort of reach those different
    communities and provide the resources to do that.
        Senator Rosen. Well, in large states like Senator Tester's
    and mine, these long distances for these rural communities, it
    can be lifesaving for them to get treatment, particularly when
    they are going to the hospital.
        So, I am going to just ask Mr. Koos and Mr. Szabat, can I
    get a commitment from each of you to maintain Amtrak long
    distance service, if confirmed? And what do you think about the
    benefits of adding more lines along the Zephyr? Mr. Koos, we
    can start with you.
        Mr. Koos. Thank you for that question. And I am very much
    committed to the long distance route. We have one that comes
    through my community. I have ridden it from my community to San
    Antonio and was--quickly learned how important it was to the
    smaller communities along that route.
        Not for travel to San Antonio, but for localized travel.
    And I think a lot of people overlook the fact that those long
    distance routes support shorter distance trips to a great
    extent.
        So, it is very, very important to me being in the Midwest
    that those long distance systems are vital and grow. I
    understand some of the challenges that are faced in growing
    those systems but look forward to working on that if I am
    appointed.
        Senator Rosen. Thank you.
        Mr. Szabat. Senator, thank you for the question. As with
    Mayor Koos, I am also committed to seeing the growth and
    development of the long distance routes, both in Nevada and
    elsewhere into California.
        I would look back on my last position within the Department
    of Transportation, where I oversaw the Essential Air Service
    Program, 170 rural communities across the country. And the
    message that you would get from working with the Mayors, the
    leaders of each of them is the two things that matter the most
    are reliability and frequency.
        And so, if we are going to have a long distance network, if
    we are going to have a national network, then you need to have
    a network where the routes are--it is not just a, you know,
    once a day, you know, or three times a week service, but a
    frequent service.
        Because with a frequent service and a reliable service, you
    will buildup the customer base that we need in order to make
    this a service that both works for the community but is also
    less of a burden on the taxpayer.
        Senator Rosen. Thank you. Thank you, Mr. Chair.
        Senator Tester. Senator Welch.

                    STATEMENT OF HON. PETER WELCH,
                       U.S. SENATOR FROM VERMONT

        Senator Welch. Thank you, Mr. Chairman. Appreciate it.
    Welcome. How many of you been to Vermont? Well, you have got a
    prayer. That is great. I am glad to hear that. Well, we are
    really excited in Vermont about Amtrak and the Ethan Allen
    route that has made its long anticipated return through
    Vergennes in Middlebury and in Burlington. It has been 7 years
    since we had that rail service return to Burlington.
        Last time it was there was 1953, and that route is already
    overperforming. So, folks in Vermont are quite excited about
    that. In fact, it is going to exceed expectations by the end of
    the year. And it is a really big deal. It is bringing about
    33,000 people into Vermont, right into the heart of downtown
    Burlington, our largest city.
        I am going to ask you, Mr. Koos, we want to keep that
    going. But if confirmed, what steps would you take to help
    support extending and expanding Amtrak services to small and
    rural states like Vermont?
        Mr. Koos. Let me just reference my time at U.S. Conference
    of Mayors. And I say there are two types of Mayors in the
    United States, and those are Mayors that have Amtrak service
    and want more of it, and those that don't and would like to
    have it.
        The demand is huge, and it is going to be an incredible
    challenge for Amtrak to step up and answer those issues.
    Fortunately, there is robust funding to address those issues.
    And, you know, I would work on that, if appointed to the Board,
    as a high priority, I understand how that form of passenger
    service is vital to small communities throughout the United
    States. And the ability to maintain it and improve it is going
    to be a high priority.
        Senator Welch. Thank you. Thank you. And Mr. Coscia, I
    wanted to ask you, we want to extend the rail service to
    Montreal. It really would be incredibly good for Quebec. It
    would be incredibly good for Vermont, and actually point South
    of Vermont as well.
        But we need a pre-clearance facility, and it is in the
    books. I mean, it has been studied and there are expenses
    obviously associated with it, but it is a real critical element
    of making this Ethan Allen train workable and beneficial for
    Quebec and really all in New England and even down South to New
    York.
        So, what steps can we take to finally get off the drawing
    Boards on that and have that secure, sanitary, corridor, I
    guess is the term to make this a reality?
        Mr. Coscia. Thank you, Senator, for the question. And yes,
    that is an important issue. In fact, we have it on both ends of
    the country. Chair Cantwell would share the fact that we have
    similar levels of sort of challenges relative to service
    between Vancouver and Seattle, and equally the Ethan Allen's
    ability to get to Montreal and be able to process people from
    an immigration standpoint correctly is important.
        As you know, the U.S. Government and the Canadian
    Government are in active discussions about the development of a
    facility there. We have been very encouraging, and our sort of
    effort here has been to frankly push both sides, and we have
    been very aggressive about we need to do this, and we need to
    get it done.
        In the interim, we have already scheduled sessions with
    the--with CBP to see if there are other methods we can use that
    don't involve significant over--significant construction of new
    facilities, that might provide for an expedited processing.
        So, we--you should rest assured that we share your view
    that it is important for us to create that kind of streamlined
    processing to cross the border. And we are looking at not just
    capital solutions but also operating solutions between----
        Senator Welch. That would be terrific. We would like to be
    kept informed about how you are doing on some of these
    operating practical solutions that can be a method by which we
    make this happen sooner than we might be able to build a whole
    facility.
        Mr. Coscia. We would be happy to spend time with you and
    your staff sort of on all the efforts we have been making with
    the various agencies that have jurisdiction over this to try to
    find out, come up with a measure----
        Senator Welch. Well, and also to ask me to be of assistance
    in any way that I possibly can. This is a very, very important
    issue for Vermont. Well, thank you very much. And I am going to
    yield back to myself. And this is the closing of the hearing,
    but before we close today's hearing, I have one more question
    which we ask of all nominees.
        If confirmed, will you pledge to work collaboratively with
    this committee, provide thorough and timely responses to our
    request for information as we put together and address
    important policy issues, and appear before the Committee when
    requested?
        Mr. Brown. Yes.
        Mr. Coscia. Yes, Senator.
        Mr. Koos. Yes.
        Senator Welch. Thank you for that commitment.
        Mr. Szabat. Yes, Senator.
        Senator Welch. Oh, I am sorry. Thank you very much.
    Senators will have until the close of business Monday, June 26,
    to submit questions for the record to the Committee.
        And witnesses will have until the close of business Monday,
    July 3, to respond to those questions. And I want to thank you
    on behalf of the entire Committee for your appearance today.
    And that concludes today's hearing.
        [Whereupon, at 11:26 a.m., the hearing was adjourned.]

                                A P P E N D I X

       Response to Written Question Submitted by Hon. Tammy Duckworth to
                                  Alvin Brown
    Topic: NTSB's Open Recommendation on Carry-on Bags: Mayor Brown
        The National Transportation Safety Board (NTSB) has repeatedly
    cited carry-on baggage as a potential hazard in aircraft evacuation.
    Following a dangerous aircraft evacuation at O'Hare back in 2016 after
    an aborted takeoff due to an uncontained engine fire, NTSB recommended
    FAA conduct further research on the effects of carry-on baggage on
    aircraft evacuation procedures. One person was seriously injured in
    that evacuation and 20 others received minor injuries. At all three
    usable exits passengers were seen taking carry-on bags with them,
    against explicit crew instruction to leave them behind.
        Frustratingly, the NTSB's recommendation remains open.
    Additionally, when FAA conducted its own most recent evacuation
    simulation, there were no carry-on bags involved--despite NTSB's very
    specific recommendation for FAA to study the impact of carry-on bags.

        Question. Can you explain why further study on the impact of carry-
    on bags on aircraft evacuations is so critical for passenger safety?
        Answer. It is important for the FAA to understand the impact of
    passengers retrieving carry-on bags during evacuations and what the
    risks are and how flight attendants should address this behavior.
        If confirmed, I would be happy to work with you on this issue.
                                     ______

       Response to Written Questions Submitted by Hon. Ben Ray Lujan to
                                  Alvin Brown
        The National Transportation Safety Board does vital work by
    investigating accidents in pursuit of answers for victims and their
    families, and by making recommendations to other agencies on how we can
    improve safety.
        Over the past five decades, the NTSB has issued more than 150
    safety recommendations to prevent alcohol-and other drug-impaired
    driving.
        This includes NTSB's recommendation to require that new cars be
    equipped with alcohol impairment prevention technology. NTSB's
    recommendation is a big reason why my bill, the HALT/RIDE Act was
    enacted in the Bipartisan Infrastructure Law.
        I urge NHTSA to urgently publish the advanced notice of proposed
    rulemaking for the HALT/RIDE Act. Every day that we wait means another
    30 people in America lost to drunk and impaired driving. NHTSA and the
    Department of Transportation need to act to enforce the law.

        Question 1. Mr. Brown, is impaired driving an urgent traffic safety
    problem?
        Answer. Yes, impaired driving causes more than 30 percent of motor
    vehicle fatalities annually.

        Question 2. Mr. Brown, would implementing the NTSB's alcohol-and
    drug-impaired driving recommendations have a demonstrable impact on
    safety outcomes?
        Answer. Yes, these NTSB recommendations would save lives. When all
    new cars are equipped with alcohol impairment detection technology,
    over 9,000 of lives could be saved annually. Other NTSB recommendations
    to prevent alcohol-and other drug-impaired driving would also save
    lives. If confirmed, I look forward to working with you on this issue.
                                     ______

      Response to Written Questions Submitted by Hon. Raphael Warnock to
                                  Alvin Brown
    Topic: Blocked Rail Crossings
        According to blocked crossing data from the Federal Railroad
    Administration, there have been over 25,000 reported blocked rail
    crossings in the past year.\1\ Nearly 1,200 of these crossings are in
    Georgia, which puts the state in the top ten for blocked crossings in
    the United States. I am particularly appalled by reports of children
    having to climb over and under stalled trains at rail crossings to get
    to school. These stopped trains also prevent emergency services from
    getting to people in need. I was pleased to see two of my amendments
    concerning additional assistance for blocked crossing elimination and
    mitigation, especially around schools, be incorporated into the Railway
    Safety Act, but there is still more to do to protect our communities
    from the safety issues of blocked rail crossings.
    ---------------------------------------------------------------------------
        \1\ https://www.fra.dot.gov/blockedcrossings/incidents

        Question 1. What actions does the National Transportation Safety
    Board (NTSB) recommend, for both Congress and railroad companies, that
    would help reduce or eliminate blocked crossing incidents?
        Answer. The NTSB does not have any recommendations specifically
    addressing blocked crossing incidents, but the safest grade grossing is
    no grade crossing.

        Question 2. What more can Congress do to work with private railroad
    companies to address the concerns of communities regarding the high
    frequency of blocked rail crossings?
        Answer. Senator Warnock, if confirmed I would look forward to
    working with you on this issue. The NTSB does not have any
    recommendations specific to blocked rail crossings, but the highway and
    rail investigative teams work closely together when rail crossing
    accidents occur as both modes are part of the same system. The issue
    needs a holistic, system wide approach to safety.
                                     ______

          Response to Written Questions Submitted by Hon. Ted Cruz to
                                  Alvin Brown
        Question 1. Last year the NTSB and FAA updated their Memorandum of
    Agreement (MOA) concerning commercial space mishap investigations. That
    MOA clarifies that NTSB will be the lead agency for such investigations
    only when there is a fatality or serious injury, or when there is
    damage to property that could reasonably be expected to cause death or
    serious injury, as a result of commercial space activity. However,
    some, including the NTSB, have proposed much greater and more far-
    reaching regulations, which could see the NTSB investigating any
    commercial space-related incident, even when that incident did not
    result in death, serious injury, or damage to non-space related
    property.

        a. What is your view on NTSB's current role in the investigation of
    commercial space mishaps?
        Answer. Senator, should I be confirmed--I would be happy to look at
    this topic in more detail and discuss further with you and your staff.

        b. Do you think the recently-updated MOA strikes the appropriate
    balance between the NTSB and FAA?
        Answer. I think the newly updated MOA is sufficient for now. The
    new MOA refreshes the 22-year-old prior agreement between the NTSB and
    the FAA. It appropriately balances the role of the NTSB, particularly
    given the substantial increase in commercial space activity over the
    last two decades.

        Question 2. One of the issues we hear is that NTSB takes a long
    time to complete its incident investigations. NTSB's own website says
    the agency ``tries to complete an investigation within 12 to 24
    months.'' I understand that transportation investigations can be very
    complicated and time consuming, but the victims and their family
    members, the public, and members of Congress do expect the NTSB to
    complete investigations in less than two years in most cases.

        a. Do you commit to identifying ways to expedite NTSB
    investigations without compromising the integrity of the investigation
    process, if you are confirmed?
        Answer. Yes, I commit to this.

        b. Do you have ideas for how to expedite NTSB investigations
    without compromising the integrity of the investigation process? If so,
    please describe them.
        Answer. Yes, one of the things that we need to look at is workforce
    development. At the present time, approximately 20 percent of the
    workforce is eligible for retirement. There is a need to make an
    investment in attracting, recruiting, hiring, and training the best and
    the brightest skilled workforce. This will allow for a resilient
    workforce.

        Question 3. A NTSB recommendation to extend the length of cockpit
    voice and flight data recorders to 25 hours has been open since 2017.
    Cockpit video recorders were first recommended by the NTSB more than
    ten years ago, and were included in the 2021-2022 list of ``most
    wanted'' safety improvements.

        a. Do you agree with the open recommendations regarding cockpit
    safety?
        Answer. Yes, I agree with the open recommendations regarding
    cockpit safety.

        b. If confirmed, how would you work with the airline industry to
    improve adoption of cockpit video recorders?
        Answer. If confirmed, I commit to working with the airline industry
    to improve the adoption of cockpit recorders, including by convening a
    safety summit to focus on the issue.
                                     ______

    Response to Written Questions Submitted by Hon. Shelley Moore Capito to

                                  Alvin Brown
    Topic: Investigations
        Mr. Brown, the NTSB is a critical safety agency that makes safety
    recommendations that all too often go unaddressed. Investigations often
    take 18 months. While I believe that a cost/benefit analysis should be
    included with recommendations, I also acknowledge that safety is the
    sole focus of the NTSB.

        Question 1. Do you have thoughts on improving the recommendation
    process?
        Answer. Senator, if confirmed, I would work with you on improving
    the process. However, I think there is a need to invest in workforce
    development so that the NTSB can have a resilient workforce. As it
    stands now, 20 percent of the workforce is eligible for retirement. We
    need to attract, recruit, hire, and train the best skilled employees in
    the industry.
    Topic: Field Hearings
        Mr. Brown, the NTSB held a 2-day field hearing in East Palestine.
    Clearly that derailment and the response to it was highly unusual, but
    this is the first field hearing in over a decade.

        Question 1. Do you believe that the NTSB should conduct more field
    hearings?
        Answer. Yes, when appropriate the NTSB should conduct more field
    hearings and possibly look for other opportunities to engage impacted
    communities during the investigative process when field hearings are
    not feasible. The field hearing in East Palestine shows that it is
    important to be transparent and engage with communities.
                                     ______

       Response to Written Question Submitted by Hon. Tammy Duckworth to
                             Anthony Rosario Coscia
    Topic: Chicago Hub Improvement Project
        Amtrak recently applied for Federal-State Partnership for Intercity
    Passenger Rail funding for the Chicago Hub Improvement Program or
    ``CHIP.'' The full scope of this application is more than $1 billion.
        Funding the CHIP would benefit States across the Midwest,
    including:

       Indiana, where it would improve service between Chicago and
            Indianapolis.

       Michigan, where it would improve travel time on routes to
            Detroit, Port Huron and Grand Rapids.

       Missouri, where it would improve service between Kansas City
            and St. Louis.

       Wisconsin, where it would expand service between Milwaukee
            and Chicago as well as service to Madison, Eau Claire and
            establish new service to Green Bay.

        Question. If confirmed, will you commit to visiting Chicago to see
    the proposed hub improvements?
        Answer. I will commit to doing so. In the past year, I have
    traveled to Chicago twice and discussed CHIP when I met with Illinois
    Transportation Secretary Omer Osman in Chicago earlier this month. I
    look forward to meeting you and your staff in Chicago to further
    discuss CHIP.
                                     ______

       Response to Written Questions Submitted by Hon. Ben Ray Lujan to
                             Anthony Rosario Coscia
        Last year, in a hearing with several of the same nominees before us
    today, I joined several of my Commerce Committee colleagues in pushing
    for robust funding for Amtrak to improve and expand our Nation's long
    distance rail network.
        Over the past year, I have continued to hear horror stories about
    hours-long delays, cancellations, and mechanical issues caused by
    outdated and broken equipment.

        Question 1. Mr. Coscia, can you confirm that Amtrak is committed to
    replacing and improving outdated equipment across all of Amtrak's
    network, including on the Southwest Chief serving New Mexico?
        Answer. Amtrak is absolutely committed to replacing the outdated
    equipment in our long-distance fleet, including the Superliner cars
    that operate on the Southwest Chief, most of which are more than 40
    years old. The Infrastructure Investment and Jobs Act (IIJA) provided
    the funding we have long sought for this investment. Following its
    enactment, Amtrak began a procurement for new long-distance equipment,
    and we expect to issue a Request for Proposals (RFP) to equipment
    manufacturers later this year.
        I was glad to see that Amtrak requested robust funding during the
    Fiscal Year 2024 funding cycle, and am happy to support strong
    investments in our country's rail network. However, I was concerned to
    see that Amtrak's requested increases for the Northeast Corridor far
    outpaced Amtrak's requested increases for the National Network.
    Amtrak's budget request document states that increases specifically for
    the Northeast Corridor are necessary ``to improve (rather than simply
    sustain) service.'' The National Network is in desperate need of
    investment, and my constituents deserve to be just as reliably
    connected to the world as the people who live here on the East Coast.

        Question 2. Mr. Coscia, is Amtrak committed to improving service
    across ALL lines, not exclusively on the Northeast Corridor?
        Answer. You are correct that Amtrak's National Network is in urgent
    need of investment. The enactment of IIJA provides at last the funding
    needed to begin making those investments. In fact, of the $22 billion
    in IIJA funding provided directly to Amtrak, the vast majority of it--
    $16 billion--is for the National Network. In addition to the long-
    distance equipment procurement and the CHIP program to improve
    infrastructure and facilities in Chicago, the hub of our National
    Network, we are making billions of dollars in investments throughout
    our National Network. Among many other things, we plan to bring all
    stations into compliance with the Americans with Disabilities Act and
    construct and improve mechanical facilities where National Network
    trains are maintained.
        While Amtrak's ownership of Northeast Corridor infrastructure and
    stations makes us responsible for making the capital investments those
    assets require (for which costs are shared with other users), we are
    committed to improving service on all of our routes, and to adding new
    routes in regions underserved by Amtrak, as I have described above. You
    can also see this in the funding we have provided to maintain and
    upgrade infrastructure along the Southwest Chief route (even though we
    do not own it), and in the seven applications we recently submitted for
    Federal-State Partnership grants to improve long-distance routes,
    including upgrading the signal system along the Southwest Chief route
    in New Mexico and Colorado.
        Our FY24 grant request identified a number of opportunities to
    invest in the National Network, not just to operate and maintain the
    status quo, but also to improve and modernize our services. For
    example, we requested more than $200 million for a long-distance
    improvement program, $175 million for CHIP, $50 million to improve
    stations across the National Network, and $50 million for customer
    enhancements on the National Network. Amtrak is committed to these
    important services, but such modernization will require investment from
    the Federal government.
                                     ______

      Response to Written Questions Submitted by Hon. Raphael Warnock to
                             Anthony Rosario Coscia
    Topic: Amtrak Expansion and Safety in the Southeast
        I am concerned by reports of delays and stoppages on Amtrak routes,
    and the general lack of expansion of passenger rail service beyond the
    Northeast Corridor. For example, last year, passengers on the Crescent
    train, which has three stops in Georgia, were stuck on the train for
    hours due to winter storms without food, functioning toilets, and
    information about what was to come.\1\ This March, an Amtrak train from
    New Orleans to Atlanta was delayed after the train struck a car at a
    train crossing.\2\ The Bipartisan Infrastructure Law, which I was proud
    to support, includes nearly $13 billion for Amtrak grants for
    activities associated with the National Network and over $1.3 billion
    in funding for the Federal Railroad Administration to carry out
    railroad safety activities. This support is a good starting point, but
    there is clearly more work to be done to expand rail access in Georgia
    and the greater southeast.
    ---------------------------------------------------------------------------
        \1\ https://www.ajc.com/neighborhoods/north-fulton/atlanta-amtrak-
    passengers-trapped-30-plus-hours-on-train/77QSQTWQDNEW5F7WEC6KCIDR6M/
        \2\ https://www.fox5atlanta.com/news/amtrak-train-strikes-suv-
    douglas-county

        Question 1. What actions can or should Congress take to support the
    expansion of Amtrak service in the Southeast, particularly in Georgia?
        Answer. Congress already took the vital first step: enactment of
    the Infrastructure Investment and Jobs Act (IIJA). For the first time
    in Amtrak's half century history, the bill provides significant, multi-
    year funding to Amtrak and competitive grant programs administered by
    the Federal Railroad Administration to improve and expand service
    throughout our National Network. The most important actions Congress
    should take to enable Amtrak to achieve the IIJA's objectives and
    continue to improve and expand service beyond the IIJA's five-year time
    frame are providing Amtrak with adequate annual appropriations for its
    National Network and establishing a funding mechanism to provide
    dedicated and predictable funding for intercity passenger rail, such as
    the trust funds Congress provides for other transportation modes.

        Question 2. What steps can Congress take to ensure that Amtrak
    trains operating on the National Network are safe and on time for
    passengers?
        Answer. With regard to safety, maintaining Amtrak's eligibility for
    Consolidated Rail Infrastructure and Safety Improvements (CRISI)
    grants, a vital source of funding for safety improvements not eligible
    for other IIJA-funded programs, and providing adequate annual
    appropriations that allow Amtrak to fund all planned safety projects
    are of the greatest importance. As for improving on-time performance,
    Amtrak needs an effective, expeditious remedy, such as meaningful
    enforcement, when host freight railroads violate the law by failing to
    give Amtrak trains preference over freight trains. (During May, the New
    York-Atlanta-New Orleans Crescent route that serves Georgia had the
    highest level of freight train interference delays on host railroads of
    any Amtrak route.) For our part,
        Amtrak has made significant improvements to its management of train
    operations to ensure that everything possible is being done to limit
    delays and that the resources necessary are available for deployment to
    respond when delays occur.
                                     ______

          Response to Written Questions Submitted by Hon. Ted Cruz to
                             Anthony Rosario Coscia
        Question 1. The new high-speed trainsets intended to replace the
    current Acela trainsets cost $2.5 billion and were supposed to enter
    service in 2021. After multiple compliance issues, the latest timeline
    is 2024. Will you commit to working with my staff to provide full and
    complete information on the Acela replacement procurement process, such
    as the alternative bids not selected?
        Answer. As discussed during the briefings Amtrak has been providing
    to your staff, deliveries of the new Acela trainsets were delayed by
    workforce and supply chain challenges the manufacturer attributed to
    the pandemic, and initiation of revenue service is dependent upon the
    manufacturer's completion of testing and modeling required to
    demonstrate that the new trainsets will perform safely and
    satisfactorily on the Northeast Corridor. Needless to say, we are eager
    to be able to place the new trainsets in service as soon as possible.
    Amtrak has already shared with your staff, on a confidential basis
    given the proprietary nature of the information, the alternative bids
    received during the Acela trainset procurement, and I will commit that
    Amtrak will continue to work closely with your staff to keep them
    apprised on the remaining progress of the procurement. We greatly
    appreciate your continued interest in this topic and share your desire
    to ensure that everything possible is being done both at Amtrak and
    with our vendor to provide full accountability in the delivery of the
    new Acela system. These efforts are important as we begin to invest in
    new rolling stock on a significant level for the first time in decades
    and are committed to developing best in class standards for managing
    these acquisition programs in the best interest of our stakeholders.

        Question 2. You mentioned riding some of Amtrak's long-distance
    services recently. When you ride on Amtrak do you pay the standard
    fare? Do Amtrak executives pay the standard fare when they ride on
    Amtrak?
        Answer. Amtrak executives and Board members can generally travel on
    Amtrak without charge. We expect them to ride our trains whenever
    possible to observe our operations and interact with employees. I have
    chosen to use these privileges only for Amtrak business travel.

        Question 3. California recently passed a law that imposes stringent
    pollution emission limits on locomotives. These limits are even more
    aggressive than current Federal standards that are already deterring
    freight railroads from investing in new locomotives. If California or
    another state's environmental laws were to require Amtrak to incur
    additional expenses, do you believe it would be right for Amtrak to use
    Federal taxpayer funds to cover those expenses?
        Answer. As a rail company, Amtrak already produces significantly
    reduced carbon emissions compared to other modes of transportation,
    particularly on the Northeast Corridor where our locomotives run on
    electric power. Amtrak does, of course, comply with all applicable
    Federal and state laws and regulations. State-supported trains account
    for the vast majority of our operations in California: these trains are
    primarily funded by California and nearly all of the locomotives they
    use were purchased by the state and are maintained at its expense.

        Question 4. Amtrak has repeatedly made known that the COVID-19
    pandemic and government-imposed business shutdowns led to sharp
    decreases in Amtrak's ridership and revenues. Amtrak received billions
    in additional Federal taxpayer funding to cover the shortfall.
    Nevertheless, nine of Amtrak's top executives received bonuses in
    excess of $200,000 for Fiscal Year 2021. Responsibility for these
    bonuses rests with the Amtrak board.
        a. Will you commit to personally examine all bonus compensation
    packages to make sure they are based on appropriate metrics, including
    ridership and revenues on Amtrak's National Network?
        Answer. Yes. Our current incentive programs for management
    employees (including executives) were adopted by the Amtrak's Board and
    use metrics that reflect the performance of our National Network. The
    Board is also undertaking a thorough review of Amtrak's compensation
    policy. We are working with an independent consultant to ensure that it
    reflects market conditions and best practices of other companies, while
    recognizing that our executive compensation levels will continue to be
    considerably below comparable private companies such as freight
    railroads and airlines.

        b. Will you also commit to examining other aspects of Amtrak
    executive compensation, such as benefits, for appropriateness?
        Answer. Yes.
                                     ______

    Response to Written Question Submitted by Hon. Shelley Moore Capito to
                             Anthony Rosario Coscia
    Topic: Daily Cardinal Service
        Chairman Coscia, I was pleased to see that Amtrak is applying for
    grants that would improve long distance service and reliability. The
    Cardinal line goes across West Virginia and is critical in connecting
    my state to Chicago, Washington, New York, and other major cities.
    Daily service is critical for my constituents and for visitors to my
    state, and I have long advocated for daily service on this route.
        Question. Can you tell me how this kind of development project is
    prioritized at Amtrak and how you have viewed Cardinal line service
    over the course of your tenure on the Amtrak board?
        Answer. In accord with Section 22214 of the Infrastructure
    Investment and Jobs Act (IIJA), the Federal Railroad Administration
    (FRA) is currently conducting a study, in which Amtrak is actively
    participating, of increasing Amtrak long-distance service, including
    providing daily service on the Cardinal and the Sunset Limited,
    Amtrak's other tri-weekly long-distance route. I look forward to
    reviewing FRA's report to Congress, which is due later this year.
        As your question indicates, Amtrak also recently submitted
    applications for inclusion of daily service on the Cardinal and the
    Sunset Limited in FRA's Corridor ID program and for grants to initiate
    planning for daily service. Increasing Amtrak service in places where
    Amtrak service is limited, and in some cases non-existent, is one of
    our highest priorities. Amtrak's ability to increase long-distance
    service is dependent upon whether we receive sufficient Federal funding
    to cover initial capital and increased operating costs for additional
    services; on the availability of equipment which is currently very
    constrained; and on obtaining access to host railroad lines for
    additional trains on reasonable terms.
                                     ______

      Response to Written Questions Submitted by Hon. Tammy Duckworth to
                                Christopher Koos
    Topic: Chicago Hub Improvement Project
        Amtrak recently applied for Federal-State Partnership for Intercity
    Passenger Rail funding for the Chicago Hub Improvement Program or
    ``CHIP.'' The full scope of this application is more than $1 billion.
        Funding the CHIP would benefit States across the Midwest,
    including:

       Indiana, where it would improve service between Chicago and
            Indianapolis.

       Michigan, where it would improve travel time on routes to
            Detroit, Port Huron and Grand Rapids.

       Missouri, where it would improve service between Kansas City
            and St. Louis.

       Wisconsin, where it would expand service between Milwaukee
            and Chicago as well as service to Madison, Eau Claire and
            establish new service to Green Bay.

        Question 1. Please explain why these kinds of improvements are so
    critical for the future of intercity passenger rail across the Midwest,
    and what the consequences will be in the coming years if we don't make
    this investment?
        Answer. Chicago is clearly the most important hub in Amtrak's
    National Network. Modernization of the infrastructure there is critical
    to improved service nationwide.

        Question 2. If confirmed, will you commit to visiting Chicago to
    see the proposed hub improvements?
        Answer. I am frequently in Chicago via Amtrak, so yes.
                                     ______

      Response to Written Questions Submitted by Hon. Raphael Warnock to
                                Christopher Koos
    Topic: Amtrak Expansion and Safety in the Southeast
        I am concerned by reports of delays and stoppages on Amtrak routes,
    and the general lack of expansion of passenger rail service beyond the
    Northeast Corridor. For example, last year, passengers on the Crescent
    train, which has three stops in Georgia, were stuck on the train for
    hours due to winter storms without food, functioning toilets, and
    information about what was to come.\1\ This March, an Amtrak train from
    New Orleans to Atlanta was delayed after the train struck a car at a
    train crossing.\2\ The Bipartisan Infrastructure Law, which I was proud
    to support, includes nearly $13 billion for Amtrak grants for
    activities associated with the National Network and over $1.3 billion
    in funding for the Federal Railroad Administration to carry out
    railroad safety activities. This support is a good starting point, but
    there is clearly more work to be done to expand rail access in Georgia
    and the greater southeast.
    ---------------------------------------------------------------------------
        \1\ https://www.ajc.com/neighborhoods/north-fulton/atlanta-amtrak-
    passengers-trapped-30-plus-hours-on-train/77QSQTWQDNEW5F7WEC6KCIDR6M/
        \2\ https://www.fox5atlanta.com/news/amtrak-train-strikes-suv-
    douglas-county

        Question 1. What actions can or should Congress take to support the
    expansion of Amtrak service in the Southeast, particularly in Georgia?
        Answer. As a potential Amtrak Board Member, I support Amtrak's
    current vision to improve existing routes and working with States and
    their Departments of Transportation to expand service to currently
    unserved key corridors.

        Question 2. What steps can Congress take to ensure that Amtrak
    trains operating on the National Network are safe and on time for
    passengers?
        Answer. I realize the top priorities for Congress are safety and
    on-time performance. The freight railroads over which Amtrak operates
    must be held accountable for meeting agreed-upon timetables. As an
    Amtrak Board Member these would also be top priorities for me and I
    look forward to working with you on them, if confirmed.
                                     ______

          Response to Written Questions Submitted by Hon. Ted Cruz to
                                Christopher Koos
        Question 1. California recently passed a law that imposes stringent
    pollution emission limits on locomotives. These limits are even more
    aggressive than current Federal standards that are already deterring
    freight railroads from investing in new locomotives. If California or
    another state's environmental laws were to require Amtrak to incur
    additional expenses, do you believe it would be right for Amtrak to use
    Federal taxpayer funds to cover those expenses?
        Answer. If confirmed to be a member of the Amtrak board, I will
    have a better understanding of Amtrak's expenses as it pertains to
    reducing emissions and will make a fiscally responsible decision based
    on that information. However, in general, Amtrak should always be
    compliant with the laws that apply to the actions they take as a
    corporate entity.
        Question 2. Amtrak has repeatedly made known that the COVID-19
    pandemic and government-imposed business shutdowns led to sharp
    decreases in Amtrak's ridership and revenues. Amtrak received billions
    in additional Federal taxpayer funding to cover the shortfall.
    Nevertheless, nine of Amtrak's top executives received bonuses in
    excess of $200,000 for Fiscal Year 2021. Responsibility for these
    bonuses rests with the Amtrak board.

        a. Will you commit to personally examine all bonus compensation
    packages to make sure they are based on appropriate metrics, including
    ridership and revenues on Amtrak's National Network?
        Answer. As a sitting mayor, I have oversight of compensation
    measured by objectives and outcomes. I will bring this experience to
    the Board, if appointed.

        b. Will you also commit to examining other aspects of Amtrak
    executive compensation, such as benefits, for appropriateness?
        Answer. As stated similarly above, yes. In a highly competitive
    employment market such as the one we are currently in, compensation,
    bonuses and benefits should be measured by talent, experience, and
    performance.
                                     ______

    Response to Written Question Submitted by Hon. Shelley Moore Capito to
                                Christopher Koos
    Topic: Amtrak Finances
        Mr. Koos, thank you for your service to our country. Since the
    pandemic and the bipartisan infrastructure law, we have given tens of
    billions of dollars to Amtrak. While ridership has not yet fully
    recovered and there are still supply chain issues with rolling stock,

        Question. How sustainable will Amtrak be when these dollars run
    out?
        Answer. As a potential board member, I believe it is incumbent on
    us to use these dollars to build Amtrak into an even more reliable and
    sustainable part of a long-term national transportation strategy.
                                     ______

       Response to Written Question Submitted by Hon. Tammy Duckworth to
                              Joel Matthew Szabat
    Topic: Chicago Hub Improvement Project
        Amtrak recently applied for Federal-State Partnership for Intercity
    Passenger Rail funding for the Chicago Hub Improvement Program or
    ``CHIP.'' The full scope of this application is more than $1 billion.
        Funding the CHIP would benefit States across the Midwest,
    including:

       Indiana, where it would improve service between Chicago and
            Indianapolis.

       Michigan, where it would improve travel time on routes to
            Detroit, Port Huron and Grand Rapids.

       Missouri, where it would improve service between Kansas City
            and St. Louis.

       Wisconsin, where it would expand service between Milwaukee
            and Chicago as well as service to Madison, Eau Claire and
            establish new service to Green Bay.

        Question. If confirmed, will you commit to visiting Chicago to see
    the proposed hub improvements?
        Answer. Absolutely, yes. I grew up around Boston, colloquially
    known as `the Hub.' But, Chicago has been the actual hub of American
    railroading for over 150 years. More railroads serve Chicago than
    anywhere else in the country. If confirmed, I hope to help direct
    Amtrak towards increasing the reliability and quantity of its services
    on the National Network. As history, geography, and the background to
    your question all indicate, Amtrak can only succeed nationally if it
    succeeds on the routes emanating from Chicago.
                                     ______

      Response to Written Questions submitted by Hon. Raphael Warnock to
                              Joel Matthew Szabat
    Topic: Amtrak Expansion and Safety in the Southeast.
        I am concerned by reports of delays and stoppages on Amtrak routes,
    and the general lack of expansion of passenger rail service beyond the
    Northeast Corridor. For example, last year, passengers on the Crescent
    train, which has three stops in Georgia, were stuck on the train for
    hours due to winter storms without food, functioning toilets, and
    information about what was to come.\1\ This March, an Amtrak train from
    New Orleans to Atlanta was delayed after the train struck a car at a
    train crossing.\2\ The Bipartisan Infrastructure Law, which I was proud
    to support, includes nearly $13 billion for Amtrak grants for
    activities associated with the National Network and over $1.3 billion
    in funding for the Federal Railroad Administration to carry out
    railroad safety activities. This support is a good starting point, but
    there is clearly more work to be done to expand rail access in Georgia
    and the greater southeast.
    ---------------------------------------------------------------------------
        \1\ https://www.ajc.com/neighborhoods/north-fulton/atlanta-amtrak-
    passengers-trapped-30-plus-hours-on-train/77QSQTWQDNEW5F7WEC6KCIDR6M/
        \2\ https://www.fox5atlanta.com/news/amtrak-train-strikes-suv-
    douglas-county

        Question 1. What actions can or should Congress take to support the
    expansion of Amtrak service in the Southeast, particularly in Georgia?
        Answer. As recent negotiations with host railroads in the southeast
    have shown, agreement on how much to spend on capital improvements is
    perhaps the hardest nut to crack in order to reach agreement on
    expanded and improved passenger service. To that end, the actions that
    Congress has already taken in the BIL to provide more capital funding
    were enormously helpful.

        Question 2. What steps can Congress take to ensure that Amtrak
    trains operating on the National Network are safe and on time for
    passengers?
        Answer. From my prior experience overseeing the United States
    Department of Transportation's Recovery Act programs, I learned the
    value of multimodal discretionary grant programs that enabled the
    Department to tackle the most urgent grade-crossing and other rail
    safety and service issues nationwide. I commend that continued approach
    to Congress. Safety was my top priority in the Department and would
    continue to be at Amtrak. If confirmed, I commit to learning more about
    Amtrak's evolving safety management system; to ensuring that Amtrak is
    focused on improving the performance of its host railroads and to
    taking actions to reduce delays that are within its control; and to
    working with your office if and as I find additional areas where
    Congressional action is necessary for Amtrak to improve safety or
    increase passenger service and reliability in the southeast.
                                     ______

          Response to Written Question Submitted by Hon. Ted Cruz to
                              Joel Matthew Szabat
        Question 1. Amtrak has repeatedly made known that the COVID-19
    pandemic and government-imposed business shutdowns led to sharp
    decreases in Amtrak's ridership and revenues. Amtrak received billions
    in additional Federal taxpayer funding to cover the shortfall.
    Nevertheless, nine of Amtrak's top executives received bonuses in
    excess of $200,000 for Fiscal Year 2021. Responsibility for these
    bonuses rests with the Amtrak board.

        a. Will you commit to personally examine all bonus compensation
    packages to make sure they are based on appropriate metrics, including
    ridership and revenues on Amtrak's National Network?
        Answer. Emphatically, yes. A primary function of a corporate board
    is to determine the appropriate compensation for senior management, and
    to establish metrics that drive actions towards desired goals. I
    believe that both increased ridership and revenue (specifically,
    bringing total revenue above operating costs) should be among Amtrak's
    goals. If confirmed, I would work with my colleagues to align Amtrak's
    corporate compensation with these goals.

        b. Will you also commit to examining other aspects of Amtrak
    executive compensation, such as benefits, for appropriateness?
        Answer. Yes.
                                     ______

    Response to Written Question Submitted by Hon. Shelley Moore Capito to
                              Joel Matthew Szabat
    Topic: WV Lines
        Mr. Szabat, the Northeast Corridor receives a bulk of Amtrak's
    attention. Yet the vast majority of routes are not within the NEC and
    some others connect to it.

        Question. How would you ensure that other Amtrak lines like the two
    that run through West Virginia--the Cardinal and the Capitol Limited
    would not be put on the backburner if you are confirmed?
        Answer. I represented the United States Department of
    Transportation on the Amtrak Board from June 2019 through January 2021.
    During that time, Amtrak's Inspector General released a report that
    highlighted the need for increased reliability on the National
    Network--lines such as the Cardinal and Capitol Limited--in order for
    Amtrak to be a truly nationwide service. If confirmed, I would work
    with my colleagues to ensure that Amtrak management is focused on
    achieving the goals laid out in the IG report by taking actions to
    improve the performance of Amtrak's host railroads and to address
    causes of delay that are within Amtrak's control.