Regarding deleting the agents, it reminded me of what transit system boards of directors do when they panic. They'll make up a rule, say "no trip should operate that carries less than seven passengers", and staff will roll their eyes and turn reverse peak trips into deadheads that may or may not make real savings. The excuse is that till this century transit systems had limited information. Amtrak should have been able to cut agents based on revenue inbound and outbound for each station, not on boardings.
Regarding the PPC, dining car capacity on the CS has been an issue since the beginning, when dinners were wrapping up at 10:30 p.m. When Amtrak developed a staff in LA, they discovered that they had Santa Fe cafe cars sitting around. They had been used on secondary transcons. They were inserted between the coaches and the diners and coach passengers loved their plain, but good, menus. So I started to write up a commendation, until I was told that Washington, DC was not in the decision-making process and would kill the improvement if they learned of it before it was well-established. If a second server had been added in the CS Superliner lounge, for example, the end of the PPC might have been less harsh.
Regarding the PPC, dining car capacity on the CS has been an issue since the beginning, when dinners were wrapping up at 10:30 p.m. When Amtrak developed a staff in LA, they discovered that they had Santa Fe cafe cars sitting around. They had been used on secondary transcons. They were inserted between the coaches and the diners and coach passengers loved their plain, but good, menus. So I started to write up a commendation, until I was told that Washington, DC was not in the decision-making process and would kill the improvement if they learned of it before it was well-established. If a second server had been added in the CS Superliner lounge, for example, the end of the PPC might have been less harsh.