George Hamlin reflects on the state of the US passenger rail system before the formation of Amtrak in 1971:
… non-commuter U.S. passenger trains can be said to have been under siege essentially for my entire lifetime, beginning not long after the end of World War II. Many railroads spent large sums to re-equip with streamlined lightweight equipment after the war, only to see what was originally couched as an investment turn into essentially a drain on their companies’ treasuries.
And the “rewards” for this? Passengers decamped to the rapidly-expanding airlines, and their personal automobiles. The decisive blow came in 1956, with the passage of the Federal Aid Highway Act, which led to the Interstate Highway System.
Quoting from Joe Welsh’s Pennsy Streamliners, The Blue Ribbon Fleet (page 138), “Referring to the challenge, [PRR President] Symes wrote ‘There is such a thing as planning an orderly retreat in the face of superior forces.’ Clearly, the bugle had been sounded.”
In 1958, an Interstate Commerce Commission Hearing Examiner predicted that there would be no intercity passenger trains by 1970; he only missed by four months, effectively (and didn’t count on the Southern Railway, Rio Grande and Rock Island shying away from the government’s largesse). In 1959, TRAINS magazine devoted an entire issue to what was now clearly a crisis; the cover bore the legend “Who Shot the Passenger Train?”, complete with simulated bullet hole.
The 1960s in the U.S. could well be described as the “train-off” decade from a transportation history perspective; get, and read, Fred Frailey’s Twilight of the Great Trains, for a blow-by-blow analysis. The 1970s quickly produced the Penn Central bankruptcy, which proved to be the catalyst for government intervention; less than a year later, Amtrak was on the scene.
And since, it has frequently found itself in a “Perils of Pauline” existence, ranging from lack of funding to buy equipment, in many cases, to several bouts of route eliminations, to micro-management by politicians that don’t seem to be willing to provide consistent operational funding so that the company can make reasonable plans.