Justice Prisoner and Alien Transportation System

United States Marshals Service

FY 2025 Performance Budget

President’s Budget

Revolving Fund

March 2024

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Table of Contents

I. Overview ................................................................................................................................1

A. Budget Assumptions ..................................................................................................................... 2

B. Efficiencies, Savings, and Increased Value .................................................................................. 2

C. Budget Summary .......................................................................................................................... 5

D. Revenues and Expenses ................................................................................................................ 5

II. JPATS Performance Challenges..........................................................................................6

A. Invest in Our Workforce: .............................................................................................................. 6

B. Safe and Efficient Prisoner Transport: ......................................................................................... 7

C. Sustainable Infrastructure, Assets and Resources: ....................................................................... 9

III. Performance Tables ............................................................................................................10

1. Performance and Resources Table .............................................................................................. 10

2. Performance, Resources, and Strategies ..................................................................................... 12

IV. JPATS Operating Budget ...................................................................................................13

Chart 1: Changes in the Cost of Operations, FY 2023 – 2025 ......................................................... 13

Chart 2: Sources of New Orders and Revenue, FY 2023 – 2025 ..................................................... 13

Chart 3: Revenues and Expenses ..................................................................................................... 14

V. Exhibits

A. Organizational Chart

B. Summary of Requirements

C. FY 2024 Program Increases / Offsets by Decision Unit (Not Applicable)

D. Resources by DOJ Strategic Goals and Strategic Objective

E. Justification for Technical and Base Adjustments (Not Applicable)

F. Crosswalk of 2023 Availability

G. Crosswalk of 2024 Availability

H. Summary of Reimbursable Resources

I. Detail of Permanent Positions by Category

J. Financial Analysis of Program Changes (Not Applicable)

K. Summary of Requirements by Object Class

N. Schedule of Aircraft

Q. Awards

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I. Overview

The Justice Prisoner and Alien Transportation System (JPATS) coordinates and executes

prisoner and detainee movements safely, securely, and humanely in a timely and economical

manner. JPATS operates as a revolving fund with total operating costs reimbursed by its

customer agencies, the U.S. Marshals Service (USMS) and the Federal Bureau of Prisons (BOP).

JPATS also transports prisoners from other Federal agencies such as the Department of Defense

as well as state and local agencies on a reimbursable, space-available basis.

Using USMS and BOP projected prisoner movement requirements, JPATS develops total

projected costs associated with air transportation. JPATS uses OMB Circular A-126 guidelines

to identify fixed and variable cost categories and applies activity-based costing to develop flight

hour rates. JPATS bills its customers based on the number of flight hours and the number of

seats used to move prisoners/detainees.

As a revolving fund, JPATS operates with numerous benefits, including but not limited to:

• the no-year account provides a consistent funding stream that mitigates risks of funding

shortfalls when unanticipated customer program changes or cost variances occur;

• the concept of full-cost recovery achieves program goals for transparency, equitable

distribution of costs, and adherence to industry best practices;

• the revolving fund allows for multi-year funding and leasing authority for capital

acquisitions; and

• the authority to retain proceeds from disposal of aircraft, support equipment, and parts

encourages good stewardship and disciplined asset management.

The JPATS revolving fund stabilizes costs for customer agencies because it can absorb

fluctuations in operating expenses such as fuel and aircraft maintenance on a short-term basis.

JPATS sets aside funds to replace aging aircraft, major aircraft parts, aircraft Ground Support

Equipment (GSE), and hangar/facility improvements over time. JPATS also plans procurement

of equipment, maintenance, and operational facility lease agreements when needed.

JPATS is committed to ensuring each scheduled mission is properly staffed with a well-trained,

professional crew. Each mission includes qualified pilots and aircraft maintenance personnel to

safely operate the aircraft. Experienced law enforcement and security officers ensure crew and

airlift site safety and the safe, secure transfer of prisoners. Each flight is also staffed by a

certified medical specialist who validates required screenings and medical records ensuring all

prisoners are medically stable and fit to fly.

JPATS continually strives to improve the quality of prisoner movement services, optimize the

transportation network, and produce efficiencies for the customer.

A. Budget Assumptions

Key assumptions for this budget formulation include:

• Costs associated with operating and maintaining complex, advanced aircraft continue to

increase. The FY 2025 Budget reflects the planned cyclical replacement of JPATS-

owned B-737-400 “Classic Series” aircraft. Classic series asset replacement will

continue as these aging aircraft are replaced with Next Generation (Next Gen) 737s from

the aviation industry. Next Gen aircraft offer JPATS employees, customers, and

stakeholders greater capabilities and more value in the form of reliability, fuel efficiency,

and operational safety. Next Gen aircraft provide improved technologies and greater

capabilities, but at increased transportation unit costs. JPATS completed Cyclical

Replacement Phase I (of III) in FY 2022 with the purchase of a B737-800 and sold the

replaced legacy B737-400 in FY 2023. JPATS anticipates completion of Cyclical

Replacement Phase II in FY 2024. JPATS will start actively working toward

implementation of Phase III as soon as Phase II is completed.

• The price per gallon of jet fuel continues to fluctuate. Less expensive contract fuel is

purchased wherever possible but is not always available at mission critical airlift stops.

• Ownership of large aircraft, including a contingency aircraft, ensures greater availability

for missions, affords surge capability, and is more cost-effective than leasing aircraft.

B. Efficiencies, Savings, and Increased Value

JPATS continually examines its operational areas to provide reliable and safe, quality services

while seeking to increase efficiencies and generate savings for the customer agencies.

JPATS Efficiencies

JPATS continues to lead optimization efforts to improve performance and increase efficiency.

The data and analysis made possible by the JPATS Management Information System (JMIS) are

central to current and planned program initiatives. More accurate and timely data is now

available to help management analyze program areas, and JPATS is using performance data to

identify potential problems, create solutions, and drive program improvements.

JPATS Savings

The JPATS Large Aircraft Contingency initiative creates increased operational stability and

sustained program savings for its partners as expected. Maintaining three JPATS-owned 737

aircraft, in support of Oklahoma City-based operations, ensures optimal availability by providing

a contingency aircraft for use when primary aircraft are undergoing maintenance or when surge

missions are required. With the additional 737, JPATS sustained a 99 percent aircraft

availability rate in Q4 FY 2023, allowing for an additional 53 missions to occur without the need

for procuring charters or flying extra missions using the contingency aircraft. JPATS completed

233,825 prisoner movements through Q4 in FY 2023. The Federal Prisoner Detention

appropriation would have incurred an estimated $1,600,000 in additional housing costs if the

contingency aircraft was not in place. This is based on an average detention cost of $107.63 per

day, while detainees await transfer to the BOP. Ownership of the 737-800 and 737-700 aircraft

have proven to provide JPATS greater operational flexibility, fewer logistical concerns due to a

common platform for all large aircraft, and a reduced security risk. With this additional asset,

JPATS is now able to readily conduct on-demand flights for its partners to overseas locations

such as the District of Hawaii without external resources. JPATS conducted its first mission of

the newly purchased 737-800 in February 2022, and regularly conducts flights as required by

JPATS’ customers.

JPATS Increased Value

JPATS provides value and meets customer expectations by continually reviewing program

performance metrics and accommodating customer requirements. JPATS monitors weekly,

monthly, and quarterly performance, and provides reports to the USMS Director and the JPATS

Executive Committee through the JPATS Working Group. JPATS continues to seek solutions

that add value to the program. For example, JPATS is working toward executing Phase II of the

Cyclical Replacement plan. The solicitation to acquire another Next Gen aircraft was posted in

late FY 2023 and awarded in the first quarter of FY 2024. The delivery of the new aircraft is

expected in early second quarter of FY 2024.

For the contract period of FY 2019 through FY 2023, JPATS transitioned its aircraft

maintenance provider from the Federal Aviation Administration (FAA) Universal Service

Agreement to an industry leading commercial aircraft maintenance vendor. This transition

increased value to JPATS customers by reducing maintenance costs and minimizing aircraft

downtime. Given this success, JPATS re-competed the contract and the same commercial

vendor won the contract for the period FY 2024 through FY 2028. The vendor is a proven

experienced maintainer that provides exceptional maintenance and repair capabilities, quality

aircraft parts service, and contributed to sustaining a 99 percent Boeing 737 mission reliability

rate in FY 2023.

Based upon the Executive Order 14006’s requirement to eliminate the use of private prison

facilities, BOP and the USMS deactivated many private facilities across the United States from

FY 2021 through FY 2023. With Nevada Southern Detention Facility near Las Vegas planned

deactivation and no other housing options available for the JPATS Las Vegas hub, JPATS

assessed future stationing options for its Boeing 737-700 in Las Vegas, Nevada. Based upon an

analysis of national prisoner demands, the Executive Order, and notification of BOP mission

changes at United States Penitentiary (USP) Leavenworth, JPATS recommended a relocation to

Kansas City, Missouri.

In September of 2023, JPATS relocated its Las Vegas aircraft to Kansas City. At the same time,

JPATS completed a Transfer of Function for the 11 positions based in Las Vegas to the Kansas City

site and closed out the General Services Administration (GSA) lease for the operational site at the

Harry Reid International Airport in Las Vegas. Currently, hub beds in USP Leavenworth have not

become available to JPATS. However, JPATS worked with the USMS Prisoner Operations

Division to obtain alternative prisoner housing. This location, along with the primary Oklahoma

City operational site, will optimize route effectiveness and provide higher seat utilization in the

national prisoner transportation network. Stationing aircraft closer to USMS detainee housing and

BOP facilities reduces the need for low-volume flights that increase operating costs. This will also

lower the overall in-transit time by allowing designated prisoners to arrive at their final BOP

destinations sooner. Consolidating the Las Vegas JPATS location into the larger Kansas City

headquarters will reduce the JPATS footprint from three sites to two and drive further operational

efficiencies.

C. Budget Summary

JPATS Revolving Fund program estimates for Obligation Authority (OA) and Personnel Data

are based upon customers’ projected requirements and estimated carry forward authority.

Financial Operations, FY 2023 – 2025

($ in thousands)

FY 2023

Actual

FY 2024

Estimate

FY 2025

Estimate

Operating

59,497

78,617

79,974

Less Depreciation

(2,518)

(7,289)

(7,197)

Operating Authority

56,979

71,328

72,777

Unobligated Balance End-of-Year*

58,527

67,816

75,013

Total Authority

115,506

139,144

147,790

Civilian Positions

123

Civilian End Strength

113

114

Personal Contract Guards

104

135

Average GE Salary

$104,449

$106,652

$110,455

Average SES Salary**

$155,037

$216,016

$216,830

* From SF-133, “Report on Budget Execution and Budgetary Resources,” dated November 30, 2023.

Unobligated balance is updated from the FY 2025 President’s Budget Appendix to correct a USMS error.

** SES position was filled by Acting Assistant Director during FY 2023.

D. Revenues and Expenses

Estimated Accumulated Operation Results (AOR) for FY 2023, FY 2024, and FY 2025 are

shown below. The Revenue and Expenses chart on page 14 provides corollary details.

Revenues and Expenses, FY 2023 – 2025

($ in thousands)

FY 2023

Actual

FY 2024

Estimate

FY 2025

Estimate

Revenue* 63,481 78,617 79,974

Cost Of Operations (includes depreciation) (53,592) (78,617) (79,974)

Operating Results 9,889

Non-Operating Adjustment – Other (4,764) 0 0

Net Operating Results (NOR) 5,125 0 0

Prior Year AOR 66,617 71,742 71,742

AOR Adjustments 0 0 0

Net Accumulated Operating Results (AOR) 71,742 71,742 71,742

FY 2024 and FY 2025 revenue estimates are updated from the FY 2025 President’s Budget Appendix to correct

a USMS error.

II. JPATS Performance Challenges

Transporting Federal Prisoners in Support of the American Justice System

Challenge: JPATS must transport prisoners safely, timely, and economically within limited

resources to provide the best value to its customers. JPATS must look for innovative solutions to

create greater efficiency and sustain optimum program performance within the current

transportation infrastructure.

A. Invest in Our Workforce:

Invest in the development of our workforce to ensure a highly skilled, cohesive, and high-

performing team culture.

Strategy: Core Values: Incorporate our core values of integrity, professionalism,

teamwork, and service into everything we do.

JPATS completed improvements to its security program to increase its protective posture, raise

threat awareness, and reduce risk. Starting with operational security, JPATS continues to ensure

professional and competent airlift perimeter and hangar security procedures by committing to

monthly, quarterly, and annual weapons and tactics training. Additionally, JPATS procured

improved tactical gear, radios, tasers, and firearms to align with USMS and DOJ policies.

JPATS continues to improve intelligence capabilities by providing analysts with additional

database access allowing for more robust risk assessments. JPATS analysts also enhance their

capabilities through partnership with local, regional, and national law enforcement intelligence

centers to provide operational personnel the current risk data. These enhancements heighten

threat awareness while providing an enhanced security posture, thus improving officer, crew, and

public safety.

During FY 2023 and into FY 2024, JPATS’ operational staff continued to experience numerous

vacancies, due to retirements, resignations, and promotions. JPATS therefore sought to hire

operational personnel with the experience and skill sets necessary for smooth integration and

minimal impact to the mission. During the first quarter of FY 2024, JPATS identified,

interviewed, and selected five diverse and highly qualified individuals for the positions of

Aviation Enforcement Officer (three positions) and Paramedic (two positions). On arrival to

JPATS, new Aviation Enforcement Officers (AEO) complete the USMS Training Division-

approved AEO induction program and a rigorous Enforcement Officer Training Program

(EOTP) curriculum at the Federal Law Enforcement Training Center. This program reduces risk

and standardizes weapons, tactics, and aviation safety training for JPATS operational personnel,

enabling JPATS to sustain its superior aviation safety and enforcement posture. New JPATS

Paramedics will complete a meticulous JPATS internal training program, where they will be

instructed on medical protocols, equipment, procedures, and reviews of previous medical

emergencies.

In the first quarter of FY 2024, JPATS also internally promoted five experienced AEOs to fill

vacant AEO leadership positions due to retirements. These promotions created open positions

for new entry-level AEO positions that will now need to be filled to complete JPATS operational

staffing needs.

In FY 2024, JPATS continued coordinating hangar security improvements through the USMS

Judicial Security Division (JSD), Office of Security Systems (OSS). JPATS and JSD are

working together in a joint effort in the design, procurement, and installation of a motor vehicle

access-controlled gate. This security enhancement will provide for greater security at the JPATS

hangar to protect employees and government assets from adversaries. Additionally, this access-

controlled gate will improve vehicle traffic and deliveries at the hangar.

B. Safe and Efficient Prisoner Transport:

Maximize safety and efficiencies in prisoner transport through excellence in law

enforcement, aviation, and business environments.

Strategy: Customer Service and Engagement – Improve our services to meet evolving

customer needs.

In concert with USMS and BOP, JPATS continues to implement a project to automate processes

and documents required for prisoner movement into an electronic Movement Packet (MPAC)

system. A paper prisoner movement packet is currently required to accompany the

prisoner. The new system, which uses secure technology, facilitates the transfer of prisoners

from one transport officer or facility to another across DOJ partners by incorporating electronic

movement requests from data provided by USMS and BOP systems. MPAC will increase

efficiency and accuracy by enabling facilities and transport staff to review the documents prior to

movement on a desktop, laptop, or mobile device. Most notably, the review prior to or “just in

time” at airlift sites will reduce errors produced from rekeying data across systems and eliminate

prisoner transfer denials that arise from missing paperwork.

In Phase 1, the USMS completed the design for the electronic MPAC. In Phase 2, the agency

successfully deployed the electronic MPAC to USMS districts, USMS intergovernmental (IGA)

facilities, and BOP institutions. As this application becomes fully utilized by the USMS and

BOP, it will greatly reduce the amount of paper and workload of staff required to manually print,

copy, and assemble require paperwork for every prisoner movement. Additionally, it will

streamline the exchange of custody during transport and eliminate the verification of paperwork

during the process. Prisoner documents are now automatically retrieved from Capture and

BOP's Electronic Inmate's Central File (EICF) and centrally accessed in MPAC by USMS

districts, USMS IGA facilities, and BOP institutions involved in prisoner transport. A notable

feature of the application is the use of biometric identification and verification to validate

prisoner movements.

Strategy: Administration/Scheduling/Communications – Optimize the management of air

and ground movements.

JPATS’ goal is to automate 80% of planned prisoner movements requests. Automated planning

without human intervention, allows transportation specialists to focus on high priority, complex

prisoner transportation scheduling. For over 10 years JPATS utilized a commercial off the shelf

(COTS) shipping software product to perform automated planning. The current system has

successfully performed prisoner movement planning, but the configuration of the software is

labor intensive and costly to maintain to fulfill JPATS requirements. A customized solution is

currently in development that will utilize historic movement data and business intelligence to

provide more accurate prisoner movement planning and require much less maintenance with a

lower cost of ownership. JPATS expects this new product will be deployed to production and

replace the current COTS product by the end of the second quarter in FY 2024.

Strategy: Aviation Safety - Ensure a predictive zero-incident aviation safety program.

JPATS leverages the extensive aviation professional experience of its staff with established

practices and proven technologies to maximize safety, reliably perform to standards, and

minimize risks. The organization continues to enhance its comprehensive aviation Safety

Management System. JPATS has been recognized by the Federal community for its program

that defines and documents operations and adheres to the International Standards-Business

Aviation Organization (IS-BAO) and Federal Aviation Interagency Committee for Aviation

Policy best practices. JPATS continues to maintain an IS-BAO Stage III Certification, which is

considered the gold standard for safe and effective operations in Federal Aviation and

International Commercial Aviation organizations. JPATS’ most recent IS-BAO audit occurred

in November 2022, which is a requirement of the International Civil Aviation Organization for

aviation operations outside the United States. In FY 2023 like prior years, JPATS achieved its

mission with zero accidents or incidents.

In FY 2023, JPATS aviation managers continued to expand aviation training methods and

ensured documentation complied with FAA standards. Their review identified best practices for

maintenance and scheduling personnel, resulting in development of a formal training program

within the aviation department. JPATS continues to transform aviation support functions and

train its personnel for optimal aviation operations. JPATS leveraged local airport support and

cross training by being a major player in an airport accident exercise using JPATS’ aircraft and

staff at the Oklahoma City airport. Simultaneously, JPATS continues to explore new

technologies such as predictive analysis tools, enabling the organization to foresee and mitigate

risks of potential incidents or accidents. Due to in-house safety expertise, JPATS is often invited

to send auditors to participate in other Federal agencies’ IS-BAO or other aviation safety audits.

Strategy: Intelligence Research Specialist and Intelligence - Ensure known and emerging

threats to security and aviation are effectively countered.

JPATS continues to improve its capability to produce quality and timely intelligence on

prisoners and operational sites to maintain safe and secure missions. JPATS maintains an

Intelligence Research Specialist program that ties into intelligence assets across the USMS, BOP,

and other Federal agencies to develop and share prisoner attributes and threat information

relevant to prisoner operations and transportation. Throughout FY 2023, daily actionable

intelligence reports continue to mitigate risks associated with potential threats during

transportation operations. The program incorporated additional training and access to additional

national databases, furthering its ability to develop and share prisoner attributes and threat

information. JPATS continues to increase the acquisition of prisoner attribute data using JMIS

and Capture and to develop daily intelligence products for its crews to access through mobile

devices. These capabilities and ease of this technology allows operational personnel to quickly

address, manage, and mitigate emerging intelligence issues to ensure the safe transportation of

prisoner from both ground and air.

C. Sustainable Infrastructure, Assets and Resources:

Maintain a sustainable infrastructure ensuring available and reliable assets to support service

delivery and customer requirements.

Strategy: Business Intelligence and Reporting – Leverage technology to optimize business

intelligence and reporting.

In FY 2023, JPATS began using business intelligence tools to enhance its system development

cycle by allowing easier comparison between the performance of new and existing prisoner

movement planning systems. This allows for more quickly and precisely identifying areas of

opportunity to get the most out of the development lifecycle. Additionally, JPATS began

developing basic machine learning tools to enhance the prisoner movement planning and

scheduling process. Expected to come online in FY 2024, the new planning and scheduling

system will greatly improve prisoner planning performance by moving prisoners out of paid

housing quicker and getting them to their destination expeditiously saving time and money.

III. Performance Tables

1. Performance and Resources Table

PERFORMANCE AND RESOURCES TABLE

Decision Unit: Justice Prisoner and Alien Transportation System

RESOURCES ($ in thousands)

Target

Actual

Projected

Changes

Requested (Total)

FY 2023 FY 2023 FY 2024

Current Services

Adjustments and FY

2025

Program Changes

FY 2025

Request

Total Costs and FTE

(reimbursable FTE are included, but reimbursable costs are bracketed and

not included in the total)

FTE

$000

FTE

$000

FTE

$000

FTE

$000

FTE

$000

113 $68,739 98 $56,979 113 $71,328 1 $1,449 114 $72,777

Strategic

Objective

Type Performance FY 2023 FY 2023 FY 2024

Current Services

Adjustments and FY

2025 Program Changes

FY 2025

Request

Program

Activity

Prisoner Movement

FTE Amount FTE Amount

FTE Amount

FTE Amount FTE Amount

113 $68,739 98 $56,979

113 $71,328 1 $1,449 114 $72,777

5.2

Perf. Measure:

Output Workload

Number of requests for air and

ground transportation of prisoners

98,200 90,376 92,600 2,700 95,300

5.2

Perf. Measure:

Output Unit Cost

Transportation unit cost $1,900

$1,931 $1,750 $200 $1,950

PERFORMANCE MEASURE TABLE

Decision Unit: Justice Prisoner and Alien Transportation System

Strategic

Objective

Performance Measure

FY 2023 FY 2024 FY 2025 FY 2026

Target Actual Target Target Target

5.2 Workload

Number of requests for air and ground

transportation of prisoners

98,200

90,376 92,600 95,300 98,500

5.2 Output Transportation unit cost* $1,900 $1,931 $1,750 $1,950 $2,000

* The FY 2025 target was updated from $1,800 per rate-based prisoner (as reported on the FY 2024 President’s Budget) to $1,950. Target

Workload estimates for FY 2023, FY 2024, and FY 2025 were also reduced compared to the previously reported FY 2023 President’s

Budget projections. Historical transportation unit cost is depicted in the graph below.

Transportation Unit Cost by Fiscal Year

$1,450

$1,900

$1,750

$2,580

$1,931

$500

$1,000

$1,500

$2,000

$2,500

$3,000

FY 2022 FY 2023 FY 2024

Target Actual

2. Performance, Resources, and Strategies

a. Performance Plan and Report for Outcomes

JPATS routinely builds on partnerships with the USMS and BOP. JPATS’ goals and

objectives are designed to maintain financial and operational responsibilities for transporting

prisoners, conduct effective daily operations, and promote problem resolution and process

improvement at the national level. JPATS leverages technology, participates with the USMS

in implementing Capture, and partners with the BOP to integrate and advance data-sharing

solutions focused on providing more efficient management decision data and reporting

capabilities across the agencies.

JPATS assesses current and potential airlift sites and routes to validate site and route

selection and to develop a standardized process to initiate and complete airlift site

assessments. This process ensures that JPATS regularly revalidates aviation, security, and

business considerations, but also provides its partners a mechanism to request changes that

emphasizes transparency, information sharing, and documentation.

b. Strategies to Accomplish Outcomes

Efficient scheduling and execution of prisoner transfers are the most effective ways JPATS

can reduce bed-space expenses. JPATS achieves this by using automation to create dynamic

scheduling that is responsive to facility capacity constraints and to replace paper-based

processes. JPATS automation reduces errors and ensures better scheduling information.

These benefits reduce refusals during transport and facility exchanges, which subsequently

results in fewer delays and lower contracted bed-space costs.

JPATS supports transportation services through mobile technology. The use of mobile

devices serves to expedite operations, improve data collection and reporting, and reduce risk.

Risk reduction activities with mobile technology components include the provision of

electronic prisoner manifests with prisoner photos and key information to aviation

enforcement officers; real-time weather updates and airport information to JPATS

dispatchers and pilots; and in-flight prisoner medical information to mission paramedics for

communication to medical practitioners during immediate care.

To provide safe, secure, and economical prisoner transportation, JPATS focuses on the safety

of its staff. JPATS applies a two-pronged strategy to maintain its safety culture. First,

JPATS continuously assesses staffing requirements and utilizes employee scheduling

alternatives to ensure personnel with special skills are available on each mission.

Additionally, JPATS consistently conducts specialized aviation law enforcement training for

both employees and contractors to enhance officer safety and standardization.

IV. JPATS Operating Budget

Due to timing of the budget submission, Estimated Revenue amounts shown in the charts below

deviate from amounts shown in the Budget Appendix.

Chart 1: Changes in the Cost of Operations, FY 2023 – 2025

($ in thousands)

Chart 2: Sources of New Orders and Revenue, FY 2023 – 2025

($ in thousands)

New Orders

2023

2024

2025

a. Operating Orders From Customers

USMS $35,695 $50,633 $51,929

BOP $27,420 $27,984 $28,045

Other 315 0 0

b. Non-Operating Orders

USMS 0 0 0

BOP 0 0 0

Other – Proceeds from Sale of Aircraft 1,920

Total Orders from Customers $65,350 $78,617 $79,974

* FY 2024 and FY 2025 revenue estimates updated and differ from the FY 2025 Budget Appendix.

FY 2023 Actual*

$65,350

FY 2024 Estimate*

$78,617

Pricing Adjustments:

Aircraft Fuel

2,048

Aircraft Fuel

882

Aircraft Maintenance

8,679

Aircraft Maintenance

(988)

Aircraft Leases

1,047

Aircraft Leases

201

Civilian Labor

3,552

Civilian Labor

288

Guards, Contract Services

1,180

Guards, Contract Services

2,479

Employee Training

621

Aircraft Ground Support

(149)

Medical Expenses

261

Facilities Expense

(241)

Administrative Expenses

1,084

Administrative Expenses

Depreciation

(93)

Equipment

1,179

Equipment

(884)

Other

Loss on sale of aircraft

(1,620)

(4,764)

Other

(228)

Subtotal

$13,267

Subtotal

$1,357

FY 2024 Estimate* $78,617

FY 2025 Estimate* $79,974

* Includes depreciation.

Chart 3: Revenues and Expenses

Revenues and Expenses, FY 2023 – 2025

($ in thousands)

Description FY 2023 FY 2024 F

Y 2025

REVENUE (Actual) (Estimate) (Estimate)

Operations

$63,481 $78,617 $79,974

Other Income

0 0

Total Revenue

63,481 78,617 79,974

EXP ENS ES

Aircraft Operating Expenses

Aircraft Fuel

11,977 14,025 14,907

Aircraft Maintenance

8,316 16,995 16,007

Aircraft Leases

3,692 4,739 4,940

Aircraft Operating Expenses Total

23,985 35,759 35,854

Labor Related Expenses

Civilian Labor

15,277 18,829 19,117

Employee Training

174 795 753

Guards, Contract Services

3,774 4,954 7,432

Labor Related Expenses Total

19,225 24,578 27,302

Mission Support Expenses

Contract Crew

- - -

Aircraft Ground Support Expenses

366 527 378

Navigation Data, Tech Periodicals

357 395 379

Medical Expense

231 492 337

Mission Travel

290 495 498

Mis s ion Support Expens es Total

1,244 1,909 1,592

Non-Mission Support Expenses

Facilities Expenses

2,298 2,311 2,070

Admin & Support Expenses (incl. IGAs)

3,321 4,405 4,495

Equipment Purchase/Rental

634 1,813 929

Non-Mission Travel

209 553 535

Other Expenses

158 0 0

Non-Mis s ion Support Exp Total

6,620 9,082 8,029

Total Expens es

51,074 71,328 72,777

Operating Results

12,407 7,289 7,197

Depreciation

(2,518) (7,289) (7,197)

Net Operating Results

9,889 0 0

Net Loss on Sale of Aircraft/Equipment

(4,764) 0 0

Prior Year Accumulated Operating Results

66,617 $71,742 71,742

Accum. Operating Result Adjustments

0 0 0

Net Accumulated Operating Results

$71,742 $71,742 $71,742