MTA Transportation Reinvention Commission: Report / November 2014

Home , B15 (New York City bus), B25 (New York City bus), B41 (New York City bus), B45 (New York City bus), B63 (New York City bus), B65 (New York City bus)

Contents

Contents ...... 2 Letter from Governor Cuomo...... 4 Transmittal Letter from the Co-Chairs ...... 6 Commission Members...... 9 Executive Summary...... 10 Introduction...... 16 Recommendations...... 23 Conclusion...... 64 Acknowledgements...... 66 Appendices...... 68

2 A Bold Direction for Leading Transportation in the Next 100 Years

k a r ORCHARD Wakefield PELHAM t m BEACH Wakefield BAY A 241 St PARK WESTCHESTER B A 2 Y C EASTCHESTER THE BRONX H P ES O T T R ER S Eastchester T B Nereid Av A 33 W R V 2 Dyre Av O 2•5 A A S D 5 H Riverdale I W Woodlawn N A 233 St G Y T

2•5 Baychester O N

Av New York City Subway B CO-OP L V M 5 225 St 222 ST CITY D O h t S r • o 2 5 H

N with bus and railroad connections O - L o U r t Van Cortlandt Park e 219 St BAYCHESTER

M • THE 242 St

VAN Woodlawn 2 5 Y

1 A CORTLANDT P Key I K 4

N W W

Y CITY P D D RIVERDALE PARK Gun Hill Rd Gun Hill Rd BRONX Y

A Williams E A W O BURKE AV ISLAND L S

P • O 5 d K RK 2 5 The subway operates 24 hours a Local service only I Bridge E A S P R P W

N A B H n Rush hour line N E day, but not all lines operate at all D D VAN CORTLANDT Mosholu Pkwy E Norwood I All trains stop (local O T D PELHAM PKWY

E G E ALLERTON AV S D E 238 St A N I u times. Call our Travel Information extension 4 A 205 St D R

231 ST P N and express service) C V U B L

1 A E Pelham Bay Park V N A Center at 511 for more information o H A I D L

A N KINGSBRIDGE I A N P

Y Burke Av 6 V W

B S S in English or Spanish (24 hours) or Normal service R IR

S • R E N 2 5 D D E 231 St R ask an agent for help in all other Bedford Pk Blvd Bedford Pk Blvd N Additional express H

W Albany, points

A 1 • Buhre Av O Accessible north & west Lehman College B D T languages (6AM to 10PM). m Wassaic Spuyten LE d Station service 22 t 5 S Allerton Av 6 D station r T New a Marble 4 ID Name Pelham Pkwy k Duyvil Metro-North Marble Hill M R • Free subway transfer Paltz n T 2 5 • t

o Verbank Hill 5 A B E 225 St Botanical Garden H 44 Tenmile River 7 JAMES 2 E U a S DG 1 T Free out-of-system U BAIRD RI Kingsbridge Rd Middletown Rd C Bus or AIRTRAIN B H l STATE

subway transfer Poughkeepsie C Y • IN PARK V A Kingsbridge Rd B D 6 Kent Warren O W S to airport US 44 - RTE 55 MID-HUDSON Bristol A D Morris Park N Pelham Pkwy O (excluding single-ride BRIDGE A s visit www.mta.info Dover Plains N N 4 E BRIDGE O V Bantam R 8 • 5 A Police Y M 2 5 A B I ticket) HENRY HUDSON W O R RU E H R T Fordham Rd T Full time service 2 ND E S M60 W 0 A 9 L J 2 • Fordham INWOOD 215 St B D WHITE E Westchester Sq MTA Bridges and Tunnels G

Fordham Rd P S S H U 87 N K Part time service U N 4 HILL PARK Bronx Park V C g E D BRONX East Tremont Av Y 8 Y R A W 1 T Bus to airport 55 M 4 FORDHAM T Terminal 55 Y I Henry A N S Y N W Y H West FarmsZOO Sq P Amtrak W

D O E

East 6 K R L DUTCHESS )

O M LITCHFIELD E F W n La Grangeville W To show service more clearly, geography Y A E P Hudson

ERSITY HT S BR Y UNIV R S N • IN K Inwood 2 5 T I A E Tremont Av E W 183 St E 6 E P 207 St C S on this map has been modified. 91 Bridge SM University R Commuter rail service Middletown D T W K 207 St 182–183 Sts R R R Y Zerega Av Bethlehem A A U o P M THROGS 4 D T E A 1 O E S T R • 2 I V Railroads R Heights S I e B D T H A W 180 ST ST LAWRENCE AV 6 1 8 Beekman Harlem Valley–Wingdale L E R 7 E t NECK Poughquog R T D O 80 A r Y V E I V

A o P L S I N Burnside Av N N Meriden T R O - BRIDGE SYLVAN 6 Castle Hill Av Y R O A N R N This map depicts weekday service. I D GRAND CONCOURSE E 180 St S Z LAKE N S with bus, subway, and other rail connections

X B o 4 U PARKCHESTER ER DUTCHESS MTA Bridges and Port Authority R Dyckman St N 6 THE BRONX r 2 Dyckman St • O N I Tremont Av • E t 5 Appalachian Trail 2 Waterbury E COUNTY T h 5 V ( Tremont O H G On weekends and late nights, these routes change: Tunnels Facility Facility I

V A • R AIRPORT R 1 T CRO A BRUCKNER EXPWY C FORT TRYON southbound only B D REM SS BRON R A A ON X EXP T ULSTER Y T W T 95 Y B AV A E T R PARK V C STORMVILLE Free emergency road service available M S V W

T U H 3 AS George 176 St TREMONT Parkchester E

A Morris SULLIVAN AIRPORT E P 0 H 8 191 St I CR 5 L O 0 X L R T S 0 2 S B L 2 Washington R 4 2 R E O D 6 Weekends 0 190 St O Heights Roxbury HIGHBRIDGE E 0 CHADWICK 95 N R X 1 Sherman 1 A 174–175 Sts E 3 E H H Bridge N T X A LAKE BRONX-WHITESTONE T P H St Lawrence Av E E W I E A C PARK 174 St WHALEY A L R Y • V T Wappingers T I

Walden F B D L Pawling EL WHITE PLAINS RD R 6 R G LAKE U E N O Mt Eden Av • 6 A Falls S Woodbury 9 K

2 5 Hopewell DL: E I E D V WHITMORE 895 R R 7 P T E T E B WASHINGTON BRIDGE Wurtsboro E Junction N T S 4 R GLEN Bloomingburgh 5 New Hamburg Y HUDSON PKWY D

R R BRIDGE

181 St 181 St 2 WY W STATE U 95 P 278 O X R rush D Morrison Av Dutchess Rail Link E PARK T ER

A A V HAMILTON BRIDGE . O N

GEO. WASHINGTON A 1 No service- Delancey St/ Jamaica Center– 57 St/7 Av– Dyre Av– J K L S hours ORANGE J D East . C 170 St AV Soundview HENR U

H 4 A H B HARLEM LINE R N W S LAKE 8 R BRIDGE 170 St O R Fishkill I

h use Essex St– Chambers St Coney Island Bowling Green T I CDQ E R T NEW B M N t U 1 T E A 4 N 6 7K • r N E N a G B D D Y Y WE

o Freeman St R 2 HIGH- V Metropolitan Av LIRR 32 N 5 Bridgewater Throgs T I Fishkill Y 52 2 2

E E JERSEY N

Elder Av W O r • 4 - 8 MORRISANIA 2 1 2 5 H I 4 BRIDGE BS A

N o E Neck V WATERBURY- T 9

T R Bronx- l r NEWBURGH Naugatuck 6 I 175 St A t 169 ST OXFORD 9A E U RTE 17K T D e BEACON V e V CT-W: N1, N2, T74 Bridge L Montgomery E SOUNDVIEW Whitestone O AIRPORT AMSTERDAM AV B 9 BRIDGE A M Late nights (midnight to 6am, daily) Forestboro R 3 0 167 161 St St S Whitlock Av N m 167 St R 2 CANDLEWOOD E Bridge Yankee Stadium A H 4 • 6 T S Newburgh POOTATUCK LAKE Southbury SOUTHFORD Wallingford Robert F Kennedy CROSS ISLAND B D V R Kent Patterson WASHINGTON Simpson St P O U STATE P N FALLS K B A PART: 3 NAUGATUCK Y W R 4 Beacon Bridge HEIGHTS 168 St • W R 42 St 8 YORK NEW FOREST STATE W I I h STATE FOREST Y 2 5 S Dutchess Rail Link 8 LaGuardia P c

• • H O STEWART 4 CONNECTICUT PARK X • i n LAKE 5 E A C 1 I N Amtrak A C Newburgh Beacon Stewart Airport Shuttle T 8 AIRPORT Newburgh- a V r S v S 0 WASHINGTON Airport E E Auburndale 1 B 2 U A Little N FT WASH AV S B Local, 207 St– No service- Local No service- Local in Myrtle Av– No service- Beacon 1 E R e Melrose 3 y E UT

L Great O 295 T HIGHLAND 1 BOYD CORNERS NINHAM Y r IK I Intervale Av R V T

O 1 Ferry- u MANHATTAN T V Neck N P 163 St–Amsterdam Av r D Far Rockaway. use service use Brooklyn Metropolitan Av LAKE 2 R 2 R CE use b N RIVERSIDE PARK E Douglaston Lake PUTNAM D TR A ADQ R RESERVOIR MOUNTAIN N CLEARVIEW EXPWY 7 R A OPIA PKWY N A S E N L Neck 3 r E T R • • Bayside T 278 G P 163 ST T Auburndale T STATE T Rail Link R K e 5 LAKE E E R 2 Hunts Point Av E LIRR E MULTIPLE USE E Kent Carmel

D E R 7 HUDSON t U W R

C S • Euclid Av-Lefferts Shuttle 0 T T Lincoln 3 a T S Yankees- PARK Maybrook 2 6 Y

E 1 AREA D T . 4 E E 0 R HIGHLANDS Cliffs I 9 J FDR DR I rush

7 T W 6 X E V 0 . D R R SILVER Tunnel H T N H

E153 St P Blvd Shuttle E STATE L Putnam

Prospect Av KETTLETOWN 6

E C W 2 STREAM 34 ST hours 3 • D B 1 PARK H NORTHERN BLVD W 1 1 Carmel New Fairfield o STATE PARK T Longwood Av Lake u D • RESERVOIR 2 5 S Y 30 WEST BRANCH NY 3 s N Y CLARENCE FAHNESTOCK LAKE 12 a R N t 157 St 155 St E RESERVOIR o NEW HAVEN V PROSPECT AV R 6 Otisville Breakneck Ridge GLENEIDA n 155 St W MEMORIAL STATE PARK I 84 7 A B Jackson Av E i 1 149 St–Grand ShortLine c N 1 E C • 5 H S 6 QUEENS BLVD • U R T Concourse 5 T Campbell Hall R 2 W • 4 THE HUB R Nelsonville iv Queens 2 U C Middletown/ TE 218 PAUGUSSET QUEENS Y L e 495 O E E 149 St r 7 C S Broadway A STATE FOREST Midtown BOG BROOK 7 R Town of Wallkill BEAVERDAM Beacon Falls D Cold Spring MIDDLE K DOUGLASS BLVD HUNTS V V STORM 5 PORT JERVIS LINE Hamden E 6 L IE ShortLine LAKE RESERVOIR 1 B Salisbury Mills– BRANCH T Tunnel E RIVERBANK MOTT HAVEN POINT W Washingtonville KING N North Holland N R X FREDERICK 3 Av–149 St R Local via Lower 57 St/7 Av– 36 St–95 St, Local 148 E St– Local, Woodlawn– Dyre Av– LAKE Newtown N 9 STATE PARK PUTNAM RESERVOIR E 4 P RT O STATE PARK H X 0 E 2 9 Cornwall Haven PULASKI SKYW Y E 143 St 0 Southeast AY R Tunnel L P 8 E GILEAD CANAL ST W Harlem • T 2 W C O W T TE 9 N 2 5 R Manhattan Coney Island Brooklyn service Times Sq/42W St New Lots Av E180 St ORANGE R 7 HART: New Fairfield Shuttle Danbury 1-9 G IS Y W PK 145 St S 8 L St Mary’s St O 4 A PW Y 145 ST 145 St Y 2 ND EX L N I O A 145 St U UNION TPKE R 148 St Shuttle Skips Hoyt St Shuttle E - T 1 138 St–Grand 6 T Oscawana Seymour WEST 278 O EN M Y KIRK • • • 3 R EAST C V A D D A

POWELL BLVD (7AV) A B C D - 2 N 3 LAKE CT-N: F, B3 ROCK RA E A D 1 7 W Corners BRANCH 2 H G I Concourse 2 Brewster 2 LS ADAM CLAYTON 1 0 U CROTON FALLS 0 RIDGE IL L 3 3 HARVARD NN E A H ST NICHOLAS AV AV NICHOLAS ST E 2 R PART: 1 RESERVOIR CO C Cypress Av E T COCKAPONSET • TOMAHAWK H RESERVOIR STATE V T E T BLACK ROCK LAKE 137 St 4 5 R T E O R HART: Danbury Shuttle STATE 6 r R T LAKE FOREST PARK © 2014 Metropolitan Transportation Authority September 2014 E Garrison MAHOPAC R R N L E 138 ST Brook Av e TE T U.S. MILITARY FOREST METROPOLITAN AV B v 1 A D City M 7 DANBURY Y i 4 M T 8 R 6 I ACADEMY R d 3 Av R S W 135 ST R AIRPORT l Murray O X C W Bethel Hugh L 678 College BR Goshen Y WEST POINT T e LAKE P Y UCK t N PUTNAM NER EXPWY CROTON FALLS i W

4 E O

135 St O V f K A X 135 St R A HART: 5 9 N C s P B 138 St S L 1 GAILLARD N A Hill R R RESERVOIR MEMORIAL N g E N

D E L

S HUDSON LINE 2 Carey O O M L a QUEENS Q N O N 1 n • O S • A T T Mahopac 1 WOOSTER N i 8 O I Y S 2 3 U 6 T STATE L N N

W B C RIKERS U E K I

V r B B R N 6

E E 0 H O S B E B E 2 Q S MOUNTAIN UE W VILLAGE E 1 p

D O

2 PARK Tunnel

B L N N L E A N 7 5 R 6 U R R ISLAND 3 S S R L North E V Y

E D I

9 F STATE R E R T - T Y E R

( V R 2 A FAIRFIELD T I C 9 T K D E & L U T

125 St A L 1 X K I

I T S PARK 4 E E Salem Ansonia

Y L K C D S R E 1 125 ST E E T 1 E C

125 St W 8 A K S d K

125 St M60 SBS P T r X R 1 A

D R 9 E 2 CT-N: F

F E 2 7 D OSBORN-DALE E

N I 6 D E

G CUNNINGHAM J R B E 4 o 1 R

S 1 0 K A L I V M60 SBS E f • • L E P 8 V X D

O STATE PARK P E 125 St K E • • • Jefferson ATLANTIC A t North L 2 3 M60 SBS T

A B C D FLUSHING L T E Baldwin Croton Falls E N N V P

PARK I h r T .J. TUR U T O X

E H R R R B c a

• • Q47 Port Jervis Valley Mahopac-Croton Falls Shuttle Branford W Harlem R

Highland 4 5 6 N Place n LGA Airport INDIAN WELL H A ShortLine R N M60 SBS M60 SBS KISSENA 6 a E

HARLEM W 1 T D Y N Putnam r 116 St 1 C o N

V Mills STATE PARK I

Q48 9 E t L 125 St E B Flushing

O 278 E ) ) EAST RANDALLS PARK T LGA Airport Valley 1 E R TITICUS y N Derby–Shelton k T U

D E 1 r S Columbia 116 ST Q70 Ltd 4 Manitou N a 1

9 6 u r K QUEENS K R T

HARLEM Main St I I RESERVOIR CT-N: F Y ISLAND S E Monroe Flushing Central t S T b 116 St 116 St EN P R A Redding 5 116 St A n 8

C Shelton GB: 15, 23 N University Q72 BL FRESH N a m A

VD R Valley S 7 1 S 7 O S 0 A • • D Chester U Shrub D 9 P A B C N U 1 U

2 3 I 6 R N Purdy's M60 SBS 1 LA MEADOWS T HOLLIS T R E S BEAR MTN D Mohegan Oak E I N E I T I 95 O X GLENMERE R C P U Y LAGUARDIA NG O 1 Florida S BRIDGE R R S W UTOPIA PKWY I N Lake MOUNTAIN T

LGA Airport O S P Y L N LAKE 6 CAMP SMITH 5 E O MUSCOOT 3 W E T New Haven- AIRPORT Q48 U LAKES 3 4 Monroe G MOHEGAN C NY NATIONAL A P Central Park E RESERVOIR T BROOKLYN T N Y Cathedral Pkwy ROUND R LAKE CAMP X Cathedral AV AMSTERDAM GUARD R E Y 110 St E N X O State Street E T W S Guilford SECOND AV AV SECOND North (110 St) LAKE E h P W P O JFK AR K o W U THIRD AV AV THIRD BE M (110 St) AV FIRST TN r P TE 138 e S K K 5 Pkwy KWY R C P L Y 6 S CROSS BAY BLVD • 3 in P Mets–Willets Point W AMAWALK e U • 2 3 Q72 3 S E Airport 7 8 a T B C 1 st S N Y t on, o d Hollis RESERVOIR A N on L Q47 BEAR ew L (110 St ) N m WY • SAUGATUCK O E t K A E 7 Q48 LGA Airport 4 WALTON r JAMAICA MOUNTAIN N a P T New Haven- MAIN ST R k 8 Harriman 02 Goldens Bridge RESERVOIR to B US 2 O Bost E W R o 1 2 LAKE C n

STATE East ESTATES ShortLine C R FLATB Peekskill 35 O E RTE R DITMARS BLVD Mets–Willets Point Union Station BEDFORD AV PARK O OCEAN PKWY

CORONA T Haven BL: 14, 16, 18, 31 Huntington U G

Astoria R H Waccabuc B L Ridgefield I S T R 103 St 103 St Q3 W USH AV Ditmars Blvd ASTORIA D 111 St Pine Buchanan TRAP FALLS S

I 103 St V 3 L 4

V B • AV MADISON A MOMBASHA I Y 9 • 1 R 6 Island ROOSEVELT RESERVOIR O E 1 B C 82 ST • Branchville N Q ST 2 Trumbull A A 7 Q48 LGA Airport LAKE BLUE 6 E

R STATEN FIFTH AV AV FIFTH 1 STATE PARK AV AV PARK NO/HART: Route 7 Link E T 1 MOUNTAIN N B Verrazano- T Y T S 1 FLUSHING R PARK 35 West Haven S 8 R R Yorktown I T 7 RESERVATION 1

D ISLAND M60 SBS T MEADOWS Jamaica 1 1 Narrows Y E Heights MUSCOOT Katonah R EASTON 1 E LIRR E E South C W T S 5 18 AV 96 ST 1 T T STATE PARK CROSS RIVER RESERVOIR 5 BL: 19 POUND RIDGE E O 9 TWEED- CORONA P 7 U D Salem Bridge Astoria Blvd ST STEINWAY JACKSON 179 St R R N I 96 St 82 St–Jackson Hts X KEW A E RESERVOIR

E R RESERVATION 5 N NEW HAVEN R HART: Ridgefield T R 7 S 96 St HEIGHTS 103 St–Corona Plaza PARK R D

96 St • G T 2 H Cross Bay M60 SBS N Q GARDENS F Shuttle AIRPORT 278

5 O 6 E N S SI

36 ST ST 36 I E

• • P XPWY R Easton

• Q70 Ltd P Warwick E 1 2 3 7 D 1 E A WEST END AV AV END WEST B C HILLS A V MARINE PKWY Veterans HILLCREST K R

LGA Airport R 2

A R A L T S A Cortlandt E 4 0 I NEW HAVEN LINE P

21 ST ST 21 74 St–Broadway O 1 S R H 169 St A 2 L 1 R K N E 3 Memorial C T A BL: 14 T W Junction Blvd 112 ST E S I R NEW CROTON RESERVOIR 7 T N Y E C B D E LGA Airport E

A V E L F MA 3 1 River Bedford Hills Bridge

• R V V R MANHATTAN S A M Q 7 Q72 LGA Airport D A 3 1 86 ST O J E T 1

30 Av Northern Blvd7 E BL: 19 I E V S

B 30 A 0

H N T 1

CE 86 St HEMLOCK VERNON BLVD D R

L I PORT JERVIS LINE A 2 5 86 St R 86 St • T t 1 N T 9

Hudson N Q d S RESERVOIR Steinway St 90 St–Elmhurst Av E Kitchawan R • • E COLUMBUS AV AV COLUMBUS

O JUN L Parsons Blvd CROTON DAM E Y D UPPER R O N Unionville • XINGT 4 5 6 T L

L R Milford

B C I 9 E

1 A 1 S UPPER PLAZA N Cannondale N T JEWEL AV 7 W Croton- Pound E-ZPass Information

V C H 2 N EAST T D F 5 I A R 3 NO/HART: Route 7 Link

TION C A 1 H

WEST 65 St 7 on- Ridge C

W 46 St

T A • N H SIDE M LT A Greenwood S METROPOLITAN JAMAICA E N C

L E A • Hudson T A

SIDE BL O E

ON AV AV ON • P

A R Lake C B Y 81 St–Museum EV Mount Kisco Marine Parkway- P R 7 V T

MUSEUM M S D Sutphin Blvd STERLING K TEATOWN LAKE Bedford Weston - 800-333-TOLL

A BL: 19 79 ST • O ROCKL AND W Y

79 St M LAKE RESERVATION Village W SILVER R

of Natural OF ART R O Wantage Tuxedo P Gil Hodges Y Amtrak • R LGA Airport K

Broadway F ShortLine K P SANDS

K R HARRIMAN STATE PARK N Wilton T

W Millwood 1 • R IT Y STATE (800-333-8655) Memorial Bridge History • NO/HART: Route 7 Link R C W • Q72 • R

Forest Hills TUXEDO Y R Stratford N Q BROADWAY • F Croton–Harmon E O • M • F 7 H 2 PARK Jamaica Center 1 a M N

E • R 2 v • 2 B 77 St • R 71 Av • F Kew Gardens BriarwoodE 5 LAKE 20 e BL: 10, 11, 14 WESTCHESTER NEW YORK N GB: 16, 23; C 67 Av F r • S s ST ST 75 Av EENS BLVD E U t 58 ) LONG Elmhurst Av • R 63 Dr–Rego Park QU Van Wyck Blvd Parsons/Archer T 4 ra Amtrak Coastal Link . E Union Tpke R 6 36 Av M R 9 w CROTON n • R E M Haverstraw 0 t M E - 0 T n 72 ST ISLAND Woodhaven Blvd M E V O 1 I CONNECTICUT y e T R E YORK AV AV YORK • • E o Grand Av s POINT 7 r A E J Z R a Y 6 e R N l 72 St s 1 r C GREENWOOD i 8 72 St l i 1 CITY M R R n PARK 1 Bridgeport e , F 4 36 St Newtown WAYWAYANDA L 2 N E I A.S. LAKE i in 33 E F n I ) Jackson Hts C g • • • n 1 4 1 2 3 • CENTRAL H STATE PARK Sloatsburg k g TE T o . R d B C Q 69 St M K Vernon R n C HEWITT F R d n i , Lexington Roosevelt Av TR: 93 e n B BYRAM LAUREL k d Av/63 St 21 St Q70 Ltd R r n n u i PARK M 7 L STATE r n o o Kew t A y o V 68 St • E V ShortLine - LAKE RESERVOIR IGOR SIKORSKY L a e REGO PARK C • l 39 Av Jamaica D FOREST 6 S R D LV e , B s Queens- F S 0 MEMORIAL EN l • QUE Gardens s w I

n 3 Hunter College R 61 St Ossining F s e R M I Forest Fairfield Metro AIRPORT o L Woodside Chappaqua k o

E N 66 ST • g E d c F 66 ST bridge Woodside BL: 13, 14, 19 GB: 5, 7 r N -

66 St T R

R n n R o 6 R C • KEW i

• Q10 BL: 19 T I l Hills R

Congers o T T BARGH

Q k Sutphin Blvd L RooseveltF 7 Q70 Ltd LGA Airport E B

i L 63 ST 41 AV F • E E , Lincoln Center GARDENS SUSSEX RESERVOIR 1 t V 52 StQ70 Ltd Jamaica H –

9 Island w 0 Merritt 7 n D Q47 LGA Airport (Marine Air Term only) I A i

V Archer Av Ringwood 4 e L L Fairfield o 7 NO: 3, Merritt 7 Shuttle, 1 B Van Wyck 46 St FOREST Thornwood New Canaan N , P S GB: 7; Coastal Link N NO/HART: Route 7 Link k

E JFK Airport t – U ROOSEVELT E u

Bliss St R HILLS I U LGA Airport Scarborough n

Queensboro Q N Orient a Pleasantville T e L Lexington Av/59 St • • • t

Y Southport i

ISLAND E J Z LIRR BL: 13 E , n 7 West d r

BL: 6, 15, 19 1 Point k • • o 2 1 O

60 ST T R A M W A Y RAND AV N Q R Plaza ( u 40 St D Briarcliff 3 n Milford 0 M

7 a

G JUNIPER t 59 St • • 33 St-RawsonLowery St St Manor u

Q VAN WYCK EXPWY n

N 7 METROPOLITAN AV h CENTRAL PARK SOUTH 7 Armonk o 59 ST 7 7 VALLEY E 11 HARLEM LINE c o N Queens 121 St Suffern, NY RT n S NEW HAVEN LINE

Columbus Circle Valley Green’s Farms M 5 Av/ RICHMOND ( 59 St QUEENSBO RO BRIDG E PARK a Westport S Spring Valley r ORIENT BEACH • • • • B Plaza Z rush hours, Cottage Talmadge Hill NO: G1, G2 57 St-7 Av HILL B SHERWOOD ISLAND A B C D 1 • 7 Av 57 St 59 St • • Tallman NY S 5 STATE PARK E FOREST T O 2 D 4 5 6 ATE n 9 WEST • • Court Sq-23 St • THR HUDSON LINE 2 I STATE PARK • UW Y a d N Q R • • M J other times AY Hawthorne Y - F W E a N Q R • • • PARK RINGWOOD Monsey N K E SIDE Lexington Av/53 St E M E M R WANAQUE BL: 15 4 T P n K 53 ST 8 T East Norwalk n LEFFERTS BLVD STATE PARK NEW YORK RI a P 6 T

53 ST RESERVOIR Nyack N R C 111 St D ME NO: 8, 11 Greenport 59 I T V Locust RTE U a MIDDLE NEW JERSEY PASCACK VALLEY LINE w

SUTPHI L C S92, Ferry B B Philipse e I

R J R Mt. Pleasant T 1 l N VILLAGE N Mahwah, NJ West T Manor S

O AV 1 Springdale C B Gardiners E E North Ferry Co. 5 Av/53 St 1 Nanuet Manor E U South Norwalk

50 St A 51 St Court Sq D R r

s 1 Nyack CT-S: 34 N i Gardiners 3 50 ST T D 49 St AV SIXTH N MIANU d

50 ST I 5 RT: 11A, 11C, 20, 47 BL: 13 N (Greenport-Shelter Island) PUTNA • Ozone Park 0 N BLVD • W E M • V L E O g I Bay Island

50 St 3 E e C E • • 6 G 7 A 104 St 5 CM: D M LAKE S RIVER C 1 R

A 111 ST KENSICO DAM T p N Q R 7 0 T 2 Y AV A Lefferts Blvd STATE o

R TR: 59, 93 E 1 C 7 PARK r southbound only 47–50 Sts 4 Tarrytown AV 2 I Z rush hours, TAPPAN ZEE t A

n-bound 0 1 PARK Shelter

3 AV AV 3 A Glenbrook

NT 3 2 & A BL: 1T, 13; TR: TZX V WESTCHESTER g BRIDGE 0

Rockefeller Ctr M LIRR Valhalla CT-S: 42 Rowayton E P A Island UNITED OI A J other times COUNTY BERGEN T BL: 6 Darien o MONTAUK 5

J NO: 12 R r

42 St • • • 21 St 4 2 AIRPORT t n C CT-S: 41, 42 B D F M NATIONS 111 St POINT Middle Village 0 R AIRTRAIN JFK O Noroton J E

Woodhaven Blvd W Pearl River, NY S TC 2 S 42 ST WOODHAVEN S E H e STATE PARK O Q10 T Port Authority G EENP ODHAVEN Ramsey- W E f A S RT: 11A, 11C, 20, 47 f R o

S Metropolitan Av • Orangeburg R e LINCOLN TUNNEL R U Heights INLET Hunterspoint Av GLENDALE J Z TR: 92, 93 T r H RD Southold G PWY V Route 17 E CT-S: 42 s T Bus Terminal D EX A R North White Plains o POINT Times Sq-42 St Grand Central LAN M B n L R S92 5 Av Vernon Blvd IS Y BL: 6 42 St G LVD PARKLAND O • • N PASSAIC E S

• • • • • • • Hunters Point Av LO T 104 St I X A C E N Q R S 1 2 3 7 85 St–Forest Pkwy R Montvale, NJ Piermont P t N CEDAR 7 42 St exceptS E CAMPGRAW WY Purchase e Peconic

JAVITS Bryant Pk Jackson Av • Fresh Pond Rd B Stamford a South Ferry Co. POINT 7 LIRR V I A Ramsey V m QUEENS L MOUNTAIN Irvington exceptS • • • • • A J b CENTER • • • S 4 5 6 7 Metro-North 7 E Y RESERVATION (North Haven-Shelter Island) COUNTY B D F M M L R R o MIDTOWN FOREST AV A I T a PARK Rockaway Blvd T Sparkill T North Montauk R 6 1 t RONKONKOMA BRANCH

E E W E S TUNNEL Y Tappan 8 U Old Greenwich C 10C 34 St 34 St 75 St–Elderts Ln 4 34 St E Long M Haven K 1 1 o • AV MADISON A V. EVERETT HITHER White . NJTransit Amtrak 7 2 CT-S: 24B I 33 St R

G Riverside MASPETH Y Penn Island Forest Av Z rush hours, Park Ridge MACY PARK 0 HILLS

Herald Sq P Penn M A

5 AV AV 5 LITAN AV R Oakland R H T W RIDGE Plains STATE A 6 A P E Cos Cob MORTON Y PO K T • • N M 2 Ardsley-on ROAD

R City

Station B D F J other times 3 P NATIONAL PARK W Station E H N NORTHWEST H RIDGEWOOD 88 St H 33 St K A 28 St K PARK Greenwich, Conn QUEENS O Allendale WILDLIFE • • • • • • • • • 28 St T METRO -Hudson HARBOR PARK E 1 A 1 2 3 LIRR M T O Cutchogue S 28 St N Q R a A C E LIRR S A Commuter Connection: T 2 AV • A A Hartsdale REFUGE V Cypress Hills O A

E N R R N T S V N Seneca Av Woodcliff E 120 A T BROOKLYN I R A Central and West Loops; 6 A BL: 20, 34, 38, 39 Sag G S V s 1 H GREENPOINT CROSS BAY BLVD B . B B A S V Greenpoint Av T CHELSEA E R J Franklin R CT-S: 11, I-BUS Harbor RB P M N t O T Lake I O K N O I 2 23 ST 23 ST G Lakes E Dobbs Ferry R AU A R A 8 T T T 23 St R Bedford Av 80 St 2 Y 7 Port Chester, NY S P ON 23 St 23 St 23 St 23 St D 23 St 0 BL: 1C, 1T, 1W, 6, 66 R Mattituck M A H E K

8 W Northville NASSAU AV I P

W S92 G E

K E - • • • 6 i Crescent St A Waldwick S 11 AV • K AV A D G

10 AV

C E F M P SAXON Centerville UN K 9 AV 1 N R A 6 N O Amagansett

• 5 L S V v C P Y • R R Jefferson St SPRAIN Scarsdale WOODS O

6 Av DeKalb Av J Z Hillsdale T 10C

• 4 A E WILDWOOD D

Nassau Av BL: 63, 64, 65, 66 Y T

e J RIDGE V R P

• R • L L Halsey St OZONE I W Rye Sound STATE PARK R

Butler R

18 St G K O

• Q r Aqueduct PARK P M East Hampton

• Q e BL: 61, 75 Beach Wading Laurel X B

WYCKOFF AV L PARK R COUNTY A

n Hastings- E S92, 10B, 10C

i N 8 Av • N R

1 L • N GrahamL Norwood Av IV RYE BEACH H

L R PARK River

14 St–Union Sq O A Grant Av Racetrack E

L 14 ST L 3 AvL 1 AvL N 7 ST Myrtle Ho-Ho-Kus N

14 St L Lorimer St Grand St y R H 3 AV AV 3 O TRY RD -

Av on-Hudson PLAYLAND H COUN RTE 25A G

Z rush hrs, J other times S Setauket RT 7 e O

L B N N 2

l I D 2 AV AV 2 1 AV AV 1 l G L Wyckoff Avs A A BL: 1C, 1T, H I E

W B C T

U Morgan Av a Westwood Aquebogue A

SH T Q3 T Harrison Peconic R R 14 St Montrose Av S V 1W, 6 U

WILSON AV Knickerbocker Av S

W B

• Cleveland St H Y 14 St 14 St IC L L M Wilson Av A BL: 5, 61 R

S • • K L N Aqueduct Ridgewood k D A Y T c E T A C E • • A O W R 5 Port Jefferson

• V M L J U 2 W 2 Bay 1 2 3 Chauncey St T a T 5 F M Metropolitan Av A Astor Pl L S K

S J other times R S60 S61 S62 S69 Bridgehampton 9 St E 8 ST North Conduit Av B15 c Greystone E

EAST U H O T P s Crestwood T P FDR DR Euclid Av 7 W

L BUSHWICK Z rush hours, F BL: 1C, 1T, 1W T CAUMSETT R S92, 10B 8 St-NYU a MONTAUK BRANCH G Van Siclen Av D A 6 G B VILLAGE Bushwick Av • Z D A

R • A Glen Rock- P

E Glen Rock- N STATE PARK Y Q10 BROOKHAVEN E Central Av Mamaroneck D N • F O A C

W BUSHWICK AV • L t A Aberdeen St O

I N R W i I PATH A Z rush hrs, L BL: 60, 61, 70 BLEECKER ST C N Y STATE N H Emerson Tuckahoe Stony Brook L E • J Main Line Boro Hall s G PORT JEFFERSON BRANCH Riverhead Y O W G HUDSON RIVER PARK WASHINGTON M L N F PARK Calverton

A R WILLIAMSBURG 5 n BL: 8 T H S62 S90 S92 8A

V E V • C E S R Y J other times a A N M V r W 4 ST T O SQUARE PARK Broadway W SUNKEN MEADOW R I CRANBERRY A O V E T B Southampton Shepherd Av Glenwood E W T L LIBERTY AV S T Alabama Av IN 8 MORRIS Bronxville N E 5 E BOG Flanders T J STATE PARK R E Junction AIRTRAIN JFK BL: 1C, 1T, 1W R 2 R T NOHO R TK Oradell 5 Nissequogue E 1 E E Squiretown S92, 10A E 4 ST I N Lloyd Y EAST BL: 26, 30, 52 T PRESERVE W 4 St Y AY • P C 9 Larchmont F 1 Middle R 24 S ADW A R W • M M BRO Gates Av J Z I F 2 - H Broadway • M E PECONIC D Christopher St T Flushing Av BL: 60, 61, 66, Harbor D RIVER Lorimer St Howard Beach DAVIES J Island R K U Wash Sq Z rush hours, Halsey St Y G J 87 70, 71 POINT T TR RIVER SUFFOLK SEARS TA PARK J I 2 Hawthorne Fleetwood ark R N BELLOWS Shinnecock MON • • • • • • KosciuszkoJ other St times J Van Siclen Av JFK Airport Radburn- Yonkers O OU PARK HILLS PARK A B C D E F M LOWER Myrtle Av PARK P C Hills • M JFK TIBBETTS BL: 26, 52, 55 E Manorville D COUNTY J Locust Valley - L Christopher St 1 BLEECKER ST Bleecker St J Liberty A 7 DD R • F E • Atlantic Av C Fair Lawn BROOK 8 T I PARK S EAST SIDE G M D M INTERNATIONAL I D Sheridan Sq 6 RI River Edge Mt Vernon West SE Hampton Bays I • D B • PARK A X Av BL: 7, 26, 91 seasonal NorthportH4 H6 H10 Kings P N

B’way–Lafayette2 AvStF G New Rochelle S S56 E HOUSTON ST B R Z L AIRPORT O S92 10D 10E

T U PORT JEFFERSON- 4 U V H GREENWICH SB East NY HOWARD BEACH Ludlow St. James C H • Z A EAST Glen Co AM • M Rockaway C New Lots Av Broadway- BL: 8, 32 N S WEST HAMPTON RD R

I N E E 7 K 2 L D VILLAGE Z L J OYSTER BAY BRANCH P Tiana A • I • M US 20 V E ALLEN ST ST ALLEN Av S NEW 2 N

V W Pelham E R I T W U I 1 Fair Lawn RT Wakefield A R V 9

Houston St A J E R N R N 3 Paterson N • M G NION 4 BL: 7, 53 R D C K -

YORK Prince St D R J Mount A SUFFOLK S Bx39 BL: 26 40 42 H ST J T M Coram T • E Boonton A A E S A I Marcy Av L P 1 Delancey St REN T U ve 5 E COUNTY

C Denville V E R New Bridge Landing • H r A E N R A Van Siclen Av Riverdale 2 1 Greenlawn N HOUSTON a Vernon East Oyster Bay A

Spring St T R K Hewes St Myrtle T AirTrain stops/ VAN 1 H AIRPORT N South V n I Essex St S HRL: A, B, C, D E 0 H4 H6 D

Spring St E Smithtown C Ralph Av Sutter K C T 2 s A I A T I O S S N 0 CORTLANDT S45 S56 S58 O

8 F 3 i 1 LITTLE ITALY F Y V I R Manor R 6 terminal numbers t Woodlawn • O D L E W

T SOHO PLANTING FIELDS I Willoughby Avs C Av 7 Eastport N B PARK C T C E C T E

S FlushingBE Av B PULASKI L O

D N N F U A O L Bx16 Bx31 M 6 I J E L S ING GRAND ST L R e I ARBORETUM B E U P M R D D L PELHAM D 0 R A Pennsylvania Av D Y SP A G F r D 7 R

T 1 K V V g R H W L 4 A

r BAY E Y I D I R W P N e Huntington L 3

AL ST PENNSYLVANIA AV a 8 N Glen Street E East H PORT JEFFERSON BRANCH L NISSEQUOGUE X CAN S

Nostrand Avs 3 n Anderson St- D E E

n T I 0 Williams Bridge PARK E I Y S SUFFOLK Canal St YCanal St Grand St Canal St • Z CLEN Spuyten Duyvil L S1 H9A H9B H:Blue,Red R T D Westhampton D TUNNEL C

s N27 L RIVER STATE M

6 R Hauppauge C N Y HOLLAN W OCEAN HILL- 4 R K Norwich D R A J US i Plauderville U HRL: J, K, L, M Bx28 Bx30 Bx38 Bx41SBS R N IT LA W

V T t o S90 • • • Hackensack R Y PARK H IS H B D A ASH Bedford Utica Av AV E S D T LOCK RD A C E u D E B G E M S YAPHANK AV 1 W NAVY BROWNSVILLE 4 O OR ON S G BEDFORD- Livonia Av 3 4 5 W H L Yaphank I • • Junius St n 6 4 N R CA A a TRIBECA D BoweryNA East N - N J N Q L ST I I • t Marble Hill Botanical Garden Sea Cliff V B Speonk YARD H NGTON i y R E L U A n T S STUYVESANT T Cold Spring Harbor E V SOUTH S C L Bx7 Bx9 Bx20 Bx26 Bx41SBS N27 R WY R L BRONX PORT WASHINGTON BRANCH E ANS H D S90 • • U

3 L Essex St- D O U 1 C R Z 6 Broadway L i HAVEN 0

T i n Amtrak E NORT

Y Franklin St F 7 R K CHINATOWN G n ZOO H R D P 5

E Classon Av P T E 9 H e V R I 4

RS S e Clifton T L O N Y - COUNTY T Y H University Hts W W B Hackensack B IC S EXP U F Rockaway Av Woodbury D 1 6 New Lots Av Fordham THE N A R T AN Medford PARK York St Bx12 P Glen Head ER C JE AT G ISL

W R GE Bx9 Bx12 Bx15 Bx17 B E Y ON S61 X P L RID FORT GREENE Washington Avs V TH E KW N B F G 7 Port Washington D C A 3 E W R

Chambers St E BWAY TT A R Syosset E NHA L B15 JFK Airport 1 Bx22 Bx41SBS; O A A

M Teterboro-Williams Av Morris Hts BRONX N23 N R E S H Far Garfield A Kingston A E N • MYRTLE AV I BL: 60 61 62 S S T

T U N T Bx18 Bx40 Bx42 A H S A C N S W Chambers St F LIRR Inwood R R GW BRIDGE

Throop Avs O 2 G Ronkonkoma Mastic-Shirley T TICA AV Y S Rockaway J A Park Chambers St L D T A S V 0 T Passaic E Tremont RONKONKOMA BRANCH

Saratoga Av I I-95 M S57 S59 6A 7A T O 2 E ST E S66 7D 7E FORT GREENE C T E N AT • • T Clinton L P ER E PK 95 r City • B Bx36 Bx40 Plandome 1 2 3 V E S D B Greenvale H W 4 LONG ISLAND G 2 G Y I J Z a T Place U A GEN I R R L R

High St U 3 3 n R N27 O S S PARK L

J R 2 Bx41SBS Bx42 V D N N MACARTHUR AIRPORT Y H E E 4 Nostrand Av 8 s Mastic A Amtrak O D A 54 BATTERY 2•3 DUMBO T BE East 105 St CROSS BAY BLVD P - VE Hall Wood- J Far Rockaway i T • A 0 N E A G R Y T t Y AN A C V 7 A S

A NASSAU W Beach Brooklyn Bridge M E R T E 8 M Melrose C P M BR • PARK CITY OOKLYN DeKalb Av Fulton St L M Old X O R B S Y Nostrand Av 2 Ridge E K I RI RIDGE C O Mott Av K A A Franklin Av I o Bx6 Bx32 Bx41SBS D Central Islip L • • T N H O n A City Hall 4 5 6 • • F Crown Hts Sutter Av–Rutland Rd Yankees- V Westbury SL A S42 S45 3C 3D WY MONTAUK BRANCH I Bohemia B Q R t Delawanna E V A G S L World Trade G A c Plainview N L LO A

C K 3 a k Bellport

Utica Av E153 St Manhasset • CROWN Rutherford a 5 E

i r CONNETQUOT t 9 Brentwood

Center C r 4 S L S m Clinton - Roslyn I S68 7B T Beach 25 St Bx6 Bx13 A - S27 S41 S45 3A 3B 3D A • T RIVER STATE B S HEIGHTS Y R N 3 4 W A N P o X V Jay St WashingtonO Avs N23 N27 LO ND E T PRESERVE D E NG A T BEDF ISL PATH T R o WTC Site BROOKLYN L A Meadow- A E Patchogue E A

U D Fulton St n F 1 V

Y H Harlem – G t Great 1 HEIGHTS Y MetroTech o E T A W lands K 1 9/11 Memorial Cortlandt St Court St UTICA AV n Caldwell Lyndhurst F K P P W T I Y WTC • • • • • • OR Deer Park D

T K K W L P 125 Street A C J Z • S D Neck F

4 5 S A C F R R Canarsie JAMAICA EA LV Sports O PK a B i W Beach 36 St G H POST AV S27 R R A IRT E E Oakdale v Cortlandt St n IC T i H D P T A s e

• • • Q15 R Hicksville PINELAWN Y T S40 2 3 4 5 south- T N BAY Montclair A Q12 Q13 Q28 Albertson E S P

Kingston Av Lafayette Av Rockaway Pkwy Complex J 1 FINANCIAL A R A T Wyandanch N a U E R S CEMETERY R r bound O T Kingsland Little Neck E Great River M k • 3 V S WILDLIFE D 5 S23 S33 2A 2B H BAYARD O Wall St S C 3 L N T 3C F DISTRICT A L 9 Q12 U N e T 2 E CANARSIE E T

E R I O CUTTING A Sayville r Nevins St Atlantic Av–Barclays Ctr REFUGE T S r S REM Beach E 10 D - LAGUARDIA Q28 Q76 Y U

• BROOKLYN N East W K y

R Wall St 5 4 5 R OLD COUNTRY RD H ARBORETUM S40 S57 S59 R S N 7 E Douglaston H C

EN AV Florham Park Auburndale 3 T E W S • • • • • • • • • A ESSEX 1 AIRPORT BETHPAGE S Y

• 5 • 5 A K Y Pinelawn I o E Clark St 3 4 5 1 2

• BRIDGE B Q 2 3 4 5 LIRR Broadway E R a Broad . 44 St G 2 3 T Park E P Williston STATE PARK N Islip y Nostrand Av H S31

4 • 4 Murray Hill W • T Westbury E 2 U v Rector St Rector St A T 5 70 Ltd (starts REPUBLIC S i Franklin Av C Q Se Bayside K N22A 3 l PARK 9 J p T S42 l Y • 3 • 3 Livingston R 8) Merillon N22 N35 e W Channel A I P AIRPORT 1 Pl 3 H N ALLEY R F FLATBUSH AV Q13 Q31 6 A - R 2 2 N e 1 Metro-North New HydeAvenue Bethpage Carle 0 • C J E POND r R Farmingdale r W 7 Av EAST Beach 1 Broad St Hoyt • Q A S T N81 y A K L S r T Park a E 2 R P PARK A Floral Park BELMONT LAKE Bay Shore S E HECKSCHER D E N70 N72 Hoyt St B n T e Place • S FLATBUSH s E T Flushing–Main St R T Borough Hall B 7 r A J Z 60 St i 4 STATE PARK S41 S42 S45 2A 2B Schermerhorn T Y STATE PARK v M t J Q70 Ltd (starts Sep 8) N22 EISENHOWER President St WINTHROP ST M KISSENA PARK Mineola R E i K • N TP A c O N 2 3 o Bellerose RTE 109 e

I E COUNTY PARK D - NEW YORK • • r EA B East

T • , Grand Central R A ri CUNNINGHAM C T A C G • 3 2 5 Mets–Willets Point S I • s oodside P STRAIGHT PATH n 2 3 and north- H 7 M R B t 2 D D TRANSIT MUSEUM 2 o 5 Orange W PARK E c EN ST N E

w Q18 Q32 Q53 H . BERG Botanic Kearny Terminal HEMPSTEAD BRANCH R E Secaucus

• n T Q70 Ltd AQueens T

bound 4 5 • LIRR F R

Sterling St CROSS BAY E S Beach R 5 L 9 R Great South Bay 4

i G O VETERANS’ n 9 I

FLUSHING Y G CARROLL Bowling Green Q83 Q88 N24 T Whitehall St R Garden Jamaica Junction / • CHURCH AV MEMORIAL e

Penn Station QUEENS Village

3 •

• 1 E

D U O Q Q1 Q27 Q36 Babylon R

• 3 2 5 MEADOWS I S 67 St U - • S Hunterspoint Av GARDENS N Bergen St E • 2 M 1 O

R Hoboken E Fire Island Ferries, Inc.

4 5 • G BRIDGE U R S N D HICKS ST South Ferry T 2 PARK

UNION ST Plaza FLATLANDS AV S - 1 B Q67 B E B D T R F A L 0 E PATH VD R R

H Hollis

Bay Terminal N25 Hempstead M W Y O R

R Blvd R W T

F BROOKLYN LIRR L Press E O Q2 Q3 K E T

South Ferry NG Y E I P

Bergen St A W C A Winthrop St I N E Chatham SL XP RTE 24 A M R Grand Army • 5 AND E AT 1 Bay Point Navigaton Key K E

V BOTANIC D T S 0 O Prospect 2 Forest Hills S 1 PARK Y 7 Newark B Life A O N 25 R S Eastern Pkwy PATH W Q23 Q60 Q64 5 Garden City V BABYLON BRANCH Lindenhurst HENRY ST GARDEN E 2 y West W E E • G Union St P T H SLOPE BROOKLYN R TE Nassau T S20 S35 1B S (Bay Shore – Point O'Woods) Park X C B F Kew Gardens R U K HUDSON E C R O Q10 R Copiague Rail Station MTA New York City Transit Subway in four boroughs, buses in five Atlantic Av–Barclays Ctr Church Av S Stewart Manor Hempstead S • • • 5 I O A s O Amityville N AIRTRAIN S20 S31 S33 1B y 9 ST B Q S Q103 Ferry N ELLIS e E N15 N31 N32 O U S r H 2 Countr UGH G n Jersey E S r L Brooklyn Museum i K . CA Carroll St NINTH ST NEWARK S Massapequa Park Major transit hub boroughs, and the MTA Staten Island Railway (see reverse side). ISLAND REY PROSPECT GATEWAY I 78 U Belmont Park E TU L Long Island City Elmont Subway NNEL S Massapequa

e RED P N54 N55 N80 N81 AV FIFTH Hempstead W Beverly Rd Beach 90 St City Q Jamaica I Rail Station x S NOSTRAND AV • 5 - K SeafordN54 N55 N80 N81 F s PARK H NATIONAL e A L u HOOK • R • G Summit s N FOREST W 2 • N54 Y m • G s Y A Smith 7 Av W A S E L V WEST HEMPSTEAD BRANCH Gardens Full-time service (bold type) Bus Connections d m AIRTRAIN JFK Y Wantagh 9 Sts • G F RECREATION K PARK A N e F & O St. Albans N15 Seven bridges and two tunnels in New York O MTA Bridges and Tunnels Y 2 R M n s r F ri 2 B N D N73 N74 B41, B45, B63, B65, B67 on or US FLATBUSH AV D A Newkirk Av M a l t y 5 AREA– si W Q4 V P Bellmore l • n G I FIRE ISLAND NATIONAL SEASHORE Tra L N 4 Av–9 St J K Y City (see inset map above). s 2 N B W Lakeview R N45 N46 N50

Parkside Av W I JAMAICA BAY K Y S Seasonal service (light type) D C P A

D E N15 T CAPTREE 15 St FLATBUSH Y Beach 98 St V CITY TERMINAL ZONE K N

LIBERTY n • G L T HEMPSTEAD LAKE A Q L NEWARK E T D Merrick STATE PARK e PROSPECT AV F HIGHLAND E I N S Rail Station ISLAND t • B X F SOUTHER STATE PARK N51 GOVERNORS A S UNION LIBERTY A Abbreviations of Other Transit Services Prospect Av PARK N1 N2 a V P V Bus and other transit connections t A H ROBERT MOSES F Y INTERNATIONAL W G Malverne ISLAND LAT C JONES BEACH S R B W Y N N31 N32 US Flatbush Av AIRPORT I Freeport STATE PARK M NYC Transit Bus-Manhattan H A A K AD Adirondack Trailways IDE V R W STATE PARK E P 9 S Brooklyn College / P A Church• Q Av • 5 B E 1 Wheelchair Accessible station B NYC Transit Bus-Brooklyn MT Milford Transit District S Baldwin K Beach 105 St N Westwood T 2 FLATLANDS S Prospect Park R B Y A N35 T U D A • T R A N Nassau Inter-County Express A S A S N2 BL Bee-Line System P v Q3 Q85 Valley Stream G ATLANTIC AV Y RO Rockville Beverley Rd W N C RICK H NO Norwalk Transit District W K MER Connecting rail service Bx NYC Transit Bus-Bronx A E 5 K A Fort Hamilton Rockaway Park P W V S Q AV H D 9 A K I N Y A T 25 St R R Locust Manor Lynbrook PT Poughkeepsie Transit E B A F CM Clarkstown Mini-Trans C A - Elizabeth ST LV IC St. George Beach 116 St EA D N4 N25 N31 N32 N36 T T O Pkwy E Brooklyn Cortelyou Rd O G N E R K Q5 Q85 LA PART Putnam Area Rapid Transit MTA Police U Gibson T CRX Cross Rockland Express • R AIRTRAIN A P • Q A S P Q77 Q85 Centre Av Centre B25 B44 K RT NOSTRAND T Nostrand A N1 F G BE East New York JFK Q NYC Transit Bus-Queens E J Rosedale W CT-N Connecticut Transit-Norwalk 8 Atlantic Terminal SPRING Laurelton GREEN-WOOD C R e 2 N PROSPECT B12 B20 B83 Q24 Q56 1 E Y Tompkinsville H D T Y O 5 in R RT Red & Tan Lines Newkirk Plaza FORD AV D L CREEK CT-S Connecticut Transit-Stamford WEST NEW N S • Q PARK Hewlett E. Rockaway A CEMETERY y E L PARK T B e y JOHN F. KENNEDY N31 N32 Rail lines in Westchester, Putnam, Dutchess, V l MTA Metro-North Railroad BRIGHTON Y E l r N36 S Suffolk Transit I a r LINDEN BLVD CT-W Connecticut Transit-Waterbury M OCEAN PKWY southbound INTERNATIONAL SNUG HARBOR Stapleton S N V e C A F SV Spring Valley Jitney L Avenue H V N n 7 AIRPORT Woodmere Oceanside Orange, and Rockland counties (New York); Fairfield and New Haven counties DL Dutchess County Loop Bus System PORT CULTURAL CENTER TON PKW D A a 2 d C A t L O N i E n R N31 N32 E • G Q T TR Transport of Rockland FLOYD r a BROOKLYN D AC RICHMOND N D H R l O V GB Greater Bridgeport Transit Authority R RR a Bayonne Y (Connecticut); and in New York City. F A s R ICH D TE SILVER A MIDWOOD C R I A S A M ON Clifton AMI 36 St L BENNETT t S L TZX Tappan Zee Express V 2 n D i W H H Huntington Area Rapid Transit LAKE H 2 OCEAN PKWY A V OCEAN AV s e Cedarhurst H B FAR ROCKAWAY BRANCH MARINERS S51 t R C V PARK A • • A AV M FIELD C E n LONG BEACH BRANCH A D N R T H a G A N32 T VA Valley Transit District T V T a t I A summer only HRL Hudson Rail Link HARBOR S T A ROCKAWAY r Y N Harlem Line New Haven Line Port Jervis Line E R Church Av S H E L R T R I 39 ST E E FO J S Y B C B B O Lawrence Avenue J B PARK N G L HART Housatonic Area Regional Transit R F GOETHALS BRIDGE W Jamaica Island Park W N V G E FOX E T EN N N31 N32 Q113 CLOVE S D L I K D INE O FLATBUSH AV N15 N Hudson Line D C Q Y BRIDGE FT HAMILTON PKWY K Pascack Valley Line F B STR P LAKES N HILLS BAYONNE O n WESTERLEIGH U R A Bay ROSEBANK T L A 45 St L MARINE PARKWAY- Inwood PARK IG L V V W A MARINE St George Upper SWAY VE D ER H E N31 N32 Q113 RES RRAZ H N 4 AVENUE XP ANO R SUNSET 9 Av B Long Beach This map of the MTA service area shows the entire Long Island Rail Road and Metro-North Railroad systems. E -NA F T G D PARK GIL HODGES AV a CASTLETON D RRO O I CROSS BAY ARK N WS L New York P MTA Long Island Rail Road Rail lines in Nassau and Suffolk counties and in LA BRI PARK IN N H MEMORIAL Far Rockaway Because of space constraints, some geographic elements have been modified. The map highlights all connections STATEN CORNERS BLVD S DG Ditmas Av18 Av Mariners VETERANS TORY I E Avenue M JACOB VIC N E L S Amtrak to Washington • NJ Transit Northeast Corridor, North Jersey Coast Line R E D IN A BRIDGE Bay MEMORIAL EL D e T Harbor NN A Q G V RIIS BRIDGE CHA New York City. between MTA railroads and MTA buses and subways as well as connections to selected other transit services. To T Grasmere Pkwy F E N M CH S I BEA T DYKER get travel information see MTA Service Information at right. 53 St BOROUGH K PARK A c BEACH BAY PKWY ISLAND S Babylon Branch Long Beach Branch Port Washington Branch D PARK t PARK GATEWAY TODT R a Avenue I t COLLEGE OF 9

BULLS HILL Old Town Fort Hamilton 50 St AV U e MARINE NATIONAL O Note: All non-MTA connecting links are subject to change at any time. The MTA assumes no responsibility for the AV n R STATEN ISLAND Bay I PARK SEASHORE

27 VERRAZANO- HEAD I City Terminal Zone

I F Kings Hwy 8 NARROWS Montauk Branch Ronkonkoma Branch • Q s

C BRIDGE scheduling and services of other transportation providers. H l

Pkwy B a WY M PK 59 St D n Lower ORE O E H V d S MARINE PARKWAY– c CHELSEA Dongan Hills 55 St AV Z Far Rockaway Branch Oyster Bay Branch West Hempstead NEW N • 1 A SEA 6 R GIL HODGES D N R New York SPRINGVILLE a i 61 ST SEA BEACH LINE 63 ST Avenue N NS MEMORIAL VIEW D S A i PARK V T O STATEN l w JACOB V STATEN HOSPITAL L F BRIDGE t Hempstead Branch Port Jefferson Branch B Bay a RIIS ISLAND Jefferson Av Avenue P R EMM y

T ISL AND

MALL PARK n Avenue U E F 2013 Metropolitan Transportation Authority August 2013 N

Grant City E N 4 N N N N Q 4 a A 8 Av W 0 visit www.mta.info S51/81 L N 18 Av Kings Hwy y Y 20 Av l a D U LA TOURETTE H Bay Ridge Av Pkwy F 62 St T N MC t w il R Neck Rd PARK New Dorp SHEEPSHEAD a E DONA Y R Q A R C BAY W H P d NEW Fort Hamilton X n T Bay Pkwy LD AV Sheepshead• Q Bay E a W l DORP A F New Utrecht Av E B E Oakwood Heights Is V BEACH O N S R D Kings Avenue U LA TOURETTE 77 St Hwy T O n U S57 71 St 8 F H e PARK t R S BAY RIDGE S R BENSONHURST a T T D T RICHMONDTOWN t FRESH S ARDEN S VERRAZANO-NARROWS H Brighton Beach V E L KILLS HEIGHTS A W A B• B D Bay Terrace T V Q L R Avenue U Avenue X T A KIL D BRIGHTON RTHUR M GREAT BRIDG E P KILLS 86 ST 79 St 86 ST F 86 St N BEACH Y Great Kills PARK D A R Neptune Av W S54 X7 X8 18 Av 86 St A D 25 Av F Ocean Pkwy K D N C D Q O Bay Ridge 20 Av R D R DYKER L 95 St Bay 50 St L I Eltingville BEACH Bay Pkwy BREEZY K R D R PARK POINT U West 8 St H Annadale T

R NY Aquarium A S55 WOODROW • ROSSVILLE D Coney Island F Q LV B Huguenot N LA Stillwell Av Y S55 X17 X19 H D•F•N•Q CHARLESTON Prince's Bay CONEY ISLAND S56 Pleasant Plains

Nassau Richmond Valley S78 TOTTENVILLE Atlantic BEACH S78 Tottenville S78

3 MTA Transportation Reinvention Commission: Report / November 2014

Letter from Governor Cuomo

Transmittal Letter from the Co-Chairs

Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

4 A Bold Direction for Leading Transportation in the Next 100 Years

5 MTA Transportation Reinvention Commission: Report / November 2014

Transmittal Letter from the Co-Chairs Dear Chairman Prendergast:

The future of this great region is tied to the MTA’s ability to continue Stakeholders in the region, including federal, state, regional, and to deliver a fully functioning, resilient, world-class regional mass city governments, road users, riders, businesses, developers, and transit system. This system and its recent successes are in jeopardy the public, must seize the opportunity and make the investments unless the MTA reinvents itself and those who benefit from this necessary to enable the MTA to carry the region into its next century regional asset invest more in this reinvented MTA. Over the past of prosperity. The MTA must evolve to reflect the changing needs of century, the MTA system has been a catalyst for the economic the region and characteristics of a world-class institution, including a growth that has made New York the center of the regional, national, growing population, shifting travel patterns and needs, and stresses and global economy. The sheer volume of MTA services — which from unforeseen emergency events, particularly extreme weather. Letter from Governor Cuomo carry 70 percent of all subway riders in the nation, 40 percent of Throughout this report, the MTA Transportation Reinvention all commuter rail trips, 20 percent of all bus riders, and have nearly Commission (“the Commission”) has provided a range of strategies Transmittal Letter from the Co-Chairs as many stations as all other systems in the country combined and actions to help meet the challenges the transportation system — illustrates MTA’s leadership role in moving people and driving will face over the next 100 years. These strategies and actions are Commission Members economic growth.1 presented with particular attention to strengthening the system’s resiliency, ensuring that it can withstand whatever stresses it New York’s economic well-being is inextricably linked to the MTA’s Executive Summary confronts. The region’s stakeholders can choose to implement ability to continue to deliver a fully functioning, resilient, world- some or all of these strategies and investments, which in turn will Introduction class regional mass transit system. Its rise to preeminence as one determine what sort of transportation system the region will have of a handful of true global cities — with very few peers outside of Recommendations in the future. The region’s peers around the world, when faced with London, Hong Kong, and Tokyo — was made possible by the MTA these same issues, have chosen to invest aggressively in transit, Conclusion and its predecessor agencies. It is the headquarters for a large seeing it as the path to their most prosperous futures. and significant concentration of multinational corporations. It is Acknowledgements a dominant international, financial, trade, technology, and media Over the next 100 years, the New York region will face challenges center. And it is an epicenter of ideas, economics, culture, and that will test its transportation system. Paramount among these Appendices politics. The New York region’s growth and its economic prosperity will be more frequent extreme weather events like Superstorm were not inevitable but are attributable — in large part — to the Sandy, significant population growth and demographic shifts, decisions that generations of political, business, and civic leaders changing travel patterns, the evolution of the 24/7 economy, have made to build and then revive a world-class transportation customer demand for more and higher quality service, and growing system. That same vision and bold decision-making is needed now. expectations for greater connectivity and real-time passenger information. Understanding these challenges and how they can be met will allow the MTA to be proactive in leading change, instead of reacting to internal and external forces.

1 Based on 2013 National Transit Database data of passenger trips for national systems with common modes.

6 A Bold Direction for Leading Transportation in the Next 100 Years

At the urging of Governor Andrew Cuomo, the Commission was seeded with relevant national and international examples of how empanelled to assess these challenges and we have worked these strategies have been implemented successfully by New collaboratively to craft a menu of bold actions to address them. York’s competitors on the world scene, particularly funding and Our recommendations call for the MTA to: financing approaches for implementing the vision and actions outlined in this report. • Commit to reengineering how it does business to create a more efficient, integrated, transparent, and accountable MTA — one that By adopting an ambitious vision for the future of transit and working gets the right work done, and does it faster and cheaper. collaboratively with city, state, and regional leaders to achieve it, the MTA can continue to fulfill its central role in sustaining the • Accelerate and sustain core infrastructure investments to optimize region’s economic competitiveness and enhancing the quality of reliability, expand capacity, and maximize resiliency. life of all its citizens.

• Deliver a high-quality customer experience consistent with and We look forward to working with and supporting you as you take reflecting New York’s stature as a world-class city and region. the next steps to keep New York moving.

• Make the critical investments necessary to accommodate ridership Sincerely, growth and to serve existing and emerging centers underserved by the existing system.

• Reach out to and actively engage with the wide range of stakeholders who benefit from this robust transit system, both directly and indirectly, to seek their help and support. Ray LaHood, Co-Chair Jane Garvey, Co-Chair

This report responds to the Governor’s charge that the Commission consider the challenges facing the MTA over the next century and develops recommended strategies to address those challenges to ensure the success of the MTA — and the region. A goal of this report is to identify and explore the key challenges facing the region and outline a strategic vision for the MTA through a number of actionable recommendations. It is the hope of the Commission that these recommendations will inform the dialogue that the MTA will have with its various stakeholders in coming months about the content and size of the MTA’s next Capital Program. The report is

7 MTA Transportation Reinvention Commission: Report / November 2014

Letter from Governor Cuomo

Transmittal Letter from the Co-Chairs

Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

8 A Bold Direction for Leading Transportation in the Next 100 Years

Commission Members

Co-Chairs Ray LaHood, Former Secretary, US Department of Transportation

Jane Garvey, Former Administrator, Federal Aviation Administration

Members Rohit T. Aggarwala, Professor of Professional Practice in International Kevin Law, President and Chief Executive Officer, Long Island and Public Affairs, Columbia University Association

Richard T. Anderson, President, New York Building Congress Robert Lieber, Chairman, Urban Land Institute, New York Kate Ascher, Milstein Chair of Urban Development, Columbia Enrique Peñalosa, Former Mayor of Bogotá, Colombia Graduate School of Architecture, Planning and Preservation Robert Puentes, Director, Metropolitan Infrastructure Initiative Andy Byford, Chief Executive Officer, Toronto Transit Commission and Senior Fellow, The Brookings Institution

Frank Chin, Managing Director and Chairman of Public Finance, Denise Richardson, Managing Director, General Contractors Citigroup Association of New York

Isabel Dedring, Deputy Mayor for Transport, London, England Gene Russianoff, Senior Attorney, NYPIRG Straphangers Campaign Alain Flausch, Secretary-General, International Association of Veronica Vanterpool, Executive Director, Tri-State Transportation Public Transport Campaign

Dall Forsythe, Senior Fellow and Adjunct Professor of Finance, David Waboso, Director, Capital Programmes, London Underground NYU Wagner Mark Willis, Executive Director, NYU Furman Center for Real Estate Craig Gotsman, Professor, Jacobs Technion-Cornell Innovation and Urban Policy Institute, New York City Larry Wolinsky, Chair, Hudson Valley Pattern for Progress Gary LaBarbera, President, Building and Construction Trades Council Kathryn Wylde, President and Chief Executive Officer, of Greater New Yo Partnership for New York City

Robert D. Yaro, President, Regional Plan Association

9 MTA Transportation Reinvention Commission: Report / November 2014

Executive Summary

The Challenge and Opportunity In many ways, the history of the success of the New York region While no one can predict all of the challenges the MTA will face over over the last 100 years is linked to the history of its subway, bus, the next 100 years, in order to continue to drive the region’s economy, and commuter rail systems, which have been one of its greatest the MTA must reinvent itself to tackle two distinct external forces that economic drivers. In particular, the past 30 years of dramatic growth are reshaping the region’s landscape at a pace more rapid than ever and vitality of the region was not inevitable. It was based on bold before. An emphasis on resiliency — the MTA’s ability to withstand decisions to invest in order to secure that future. The development shock and stresses while maintaining its essential functions — will be of the region followed the construction of its transit infrastructure, critical to addressing these two forces. and the region’s recent renaissance has depended on reinvestments The first force — climate change — was made powerfully clear Letter from Governor Cuomo in the reliability of that system. by Superstorm Sandy, which was seen in real-time coverage Transmittal Letter from Today, the New York metropolitan region accounts for 60 percent around the world. The approximately $5 billion of unprecedented the Co-Chairs of the population of New York State and 80 percent of its tax base, damage wrought by Sandy drove home as never before the unique contributing to nearly 10 percent of the nation’s gross domestic vulnerabilities of a coastal transportation system in an era of extreme Commission Members product (GDP). Yet despite the value of the system that enables this weather events. This event also brought into sharp focus — to the Executive Summary success, even a cursory glance at peer regions around the world people who live here and to city, regional, state, and national leaders — makes it clear that New York is significantly under-investing in its public that New York’s public transport system is vital not just to the regional Introduction transportation infrastructure. The past is not the prologue to the future; economy, but also to the nation’s economic well-being, and that both if New Yorkers want to continue to live in a world-class city and region, were significantly impacted when the region shut down. Recommendations they must envision and develop a world-class transit system. That The second force is more subtle, yet equally far-reaching in its impact. means reinventing the Metropolitan Transportation Authority (MTA) as Conclusion Changes in population, demographics (the growth in Millennials and guided by the strategies in this report and aggressively investing in the aging of Baby Boomers), and the consequent shifts in ridership all Acknowledgements that reinvention. That is the path to New York’s future prosperity. threaten to swamp America’s largest transit system and stall economic Appendices The MTA Transportation Reinvention Commission (“the Commission”) growth and quality of life for the region. This force is underscored by is a broad-ranging 24-member group of international, national, and the MTA’s recent record ridership, changing travel patterns, 24/7/365 regional experts representing diverse viewpoints, co-chaired by customer expectations, and the prospect of up to two million additional former United States Transportation Secretary Ray LaHood and people projected to live in the greater New York region by 2040. former Federal Aviation Administrator Jane Garvey. The Commission The Commission has identified seven strategies that are fundamental was convened last summer upon the recommendation of Governor to creating a resilient system that can meet the challenges of the next Andrew Cuomo. Governor Cuomo called upon the MTA to create the century. The change in existing weather patterns is leading to higher Commission to help it develop a plan for its future that prepares it to and more volatile temperatures, rising sea levels, and increasing face the challenges of a changing world, a changing state, a changing severe precipitation. The changes in these day-to-day conditions, along region, and a changing climate. with the heightened frequency of extreme weather events, put the This report outlines the strategies and actions the MTA should take to New York regional economy, its assets, residents, and visitors at risk. ensure a prosperous future. It includes an in-depth focus on successful We must develop resilient systems that can quickly respond to, and national and international examples of recommended strategies, rebound more effectively from, these extreme weather events and other particularly examples of funding and financing approaches for emergencies. The seven strategies outlined in this report are essential implementing the vision and actions outlined in this report. to achieving that goal.

10 A Bold Direction for Leading Transportation in the Next 100 Years

By implementing these strategies, the MTA will reinvent itself into a more priority; they inter-relate and all are important elements of an MTA resilient system as defined by these critical characteristics:1 reinvention. The implementation actions provided for each strategy are the priorities identified from many more actions considered by • Spare capacity and redundancy, which will ensure that when the Commission. These actions reflect the concurrence of the group the MTA system is under stress, from sudden or severe weather as a whole; while there was not complete unanimity on all actions, events for instance, there are adequate and effective back-ups, those included in the report reflect the consensus of the group at alternatives, or reserves to respond; large. The seventh strategy, which addresses funding, draws on • Flexibility and responsiveness, which will allow the MTA to readily national and international approaches for funding transportation adopt alternative approaches in response to changing conditions, infrastructure. particularly during emergencies; Actions are divided into short-, medium-, long-term, and ongoing, • Managing for safe failure, which will ensure that emergencies do recognizing that the tasks are substantial and continuous, and not take down the whole system and that service disruptions are sustained improvement will be essential. The strategies, described minimized; and below, include: • , Recovering quickly from emergencies and evolving over time 1. The MTA must reengineer its way of doing business by which will allow MTA to thrive, not just survive major disruptions. creating a “new MTA,” that gets the right work done faster The recommendations of the Commission reflect the breadth and and cheaper and that is more efficient, transparent, and This will allow the MTA to accelerate complexity of creating a resilient system, with some aimed at MTA’s accountable to the public. the resiliency investments recommended in this report and physical infrastructure, some designed to improve the quality and to expedite recovery from emergencies. The MTA should availability of information — both for planning and in times of crisis look for opportunities to expand the use of design-build — and others directed towards the policy and regulatory reforms (DB), public-private partnerships (P3), and other innovative needed to encourage and empower institutions to act in ways that project delivery tools across a multitude of projects and apply reduce vulnerability. best practice in their implementation. These options, while Finally, MTA’s resiliency is founded on its ability to mobilize assets, not a panacea, provide the opportunity to transfer risk and including financial, physical, regional, organizational, technological, optimize the expertise of the private sector to expedite project information, and human resources, in flexible ways to find new implementation and reduce costs. The MTA must immediately solutions as conditions change. The strategies of the Commission empower and deploy a center of excellence within the MTA, are designed to help the MTA do so. armed with broad executive authority and access to senior executive leadership to reform project delivery by reengineering The Commission has developed seven key strategies and a broad procurement procedures, to ensure contract provisions and range of implementing actions that reflect its vision for how the project execution practices are best-in-class, and to use more MTA can reinvent itself into a more resilient system to best meet its alternative delivery and non-traditional project, financial, challenges with the highest standards of customer service, safety, and organizational structures. The leaders of this center of and reliability. These strategies and actions reflect a number of excellence should develop and MTA should adopt common choices that the MTA, the Governor, the State Legislature, the City practices for procurement, contract provisions, and project of New York, the federal government and indeed all stakeholders management across all MTA agencies. Every project must be in the system should consider. These strategies are not ordered by evaluated to identify the most cost-effective delivery option, such as alternative delivery methods and other risk-sharing 1 NYC 2100 Commission, “Recommendations to Improve the Strength and Resilience of the Empire State’s Infrastructure,” http://www.governor.ny.gov/assets/documents/ mechanisms where appropriate. To the extent practicable, large NYS2100.pdf; NYC Special Initiative for Rebuilding and Resiliency, “A Stronger, More projects should be sequenced across the MTA to maximize Resilient New York” http://www.nyc.gov/html/sirr/html/report/report.shtml

11 MTA Transportation Reinvention Commission: Report / November 2014

private sector competition. MTA should apply these reforms much higher standard of safe and reliable service, much more to early action “proof of concept” projects. The new center of remains to be done. Depreciation of the MTA’s nearly trillion excellence must take a leadership role in coordinating among dollar asset base is far outpacing investment in maintaining its internal delivery partners and work with regional partners to core infrastructure, putting the MTA at best on a path of continual overcome cross-jurisdictional and regulatory delays as well as catch-up, struggling to balance between critical maintenance statutory and regulatory impediments to necessary reforms. And needs and meeting demand for more service. Accelerating it should work with external and legislative oversight entities to core infrastructure investment and providing for sustained reduce duplicative, time-consuming, and conflicting oversight of investment should be the foundation of an ongoing and resilient the Capital Program. To accomplish these changes, this group capital program. This objective will require the commitment of all must improve communication with all partners to project delivery, stakeholders to ensure that funding and investment priorities do including the design, engineering, and construction community, not deviate from this fundamental objective. and embrace private sector expertise and involvement. These reforms will enable the MTA to more effectively manage its 3. The MTA must create a 21st century customer experience system, deliver service, and enhance the trust of its riders and for all riders by implementing the responsiveness and ease stakeholders, particularly during times of emergency. They of access characteristic of a resilient system. This starts with will also allow MTA to attain a position on a global stage as a customer charter that will form the backbone of the MTA’s the “Public Partner of Choice.” MTA must review and update commitment to its customers, focusing on their basic needs its work practices and internal processes, preserve and secure for safety, security, communications, connectivity, accessibility, internal capability through workforce development programs, and resiliency throughout the system. Through such a charter, and use such programs to foster a customer-centric culture, and the MTA can begin to develop an accelerated action plan for bring its human resources and business processes to world- immediate, tangible improvements to stations. Well-maintained, class standards. Partnering with local firms and universities information-rich, accessible, safe, and secure stations as well as and transforming data and information sharing by making MTA reliable, frequent, and easy-to-use services are fundamental to a information more accessible to third-party developers and more resilient system and the quality of life New Yorkers, as residents timely, accurate, and customer-friendly will unlock efficiencies of a world-class city and region, should expect. The shifting in the way the MTA does business, both on the capital and needs of a diverse ridership base, including both Millennials operating sides. and Baby Boomers, combined with the ubiquity of technology — including engaging more efficiently with customers through 2. The MTA must accelerate core capital investment in good instant feedback — present an opportunity for the MTA to usher repair and sustain investment in the future to maximize the in a new era of quality service and responsiveness. Meeting such system’s safety, reliability, and resiliency. Indeed, the state a standard will require systematically identifying and promoting and federal governments have made investments in core future technological and digital data enhancements through infrastructure an imperative as well. The MTA can achieve this a new Office of Technological Opportunity; implementing by building a substantially more aggressive and sustained core technological solutions to climate events; advancing a universal capital investment program. As investments are made, they must fare payment system compatible with other systems in the reinforce the importance of dealing with extreme weather events region; and increasing ADA 2 accessibility throughout the system. using improved design and resiliency standards to ensure that Improvements that will enhance the customer experience, such the region is prepared for those events over the next 100 years. as temperature control and platform doors, should be pursued. While the prior five-year Capital Program investments have largely lifted the MTA from its nadir in the 1970s and ’80s to a 2 ADA refers to Americans with Disabilities Act.

12 A Bold Direction for Leading Transportation in the Next 100 Years

4. The MTA must aggressively expand the capacity of the existing network, especially for the population that isn’t necessarily system both to alleviate constraints and to meet the needs travelling to and from the Manhattan CBD every day. The MTA, in of growing ridership, thereby providing greater redundancy partnership with the City of New York, should implement a true, and limiting service disruptions, which are key to resilient dedicated BRT route within the next three years. The dramatic service. This strategy includes targeting expansion investments growth of inter- and intra-borough trips, suburb-to-suburb, to growth areas throughout the region that challenge the state-to-state, and reverse-commutes, and the emergence of capacity of the existing system. Through this strategy, the MTA employment centers in new locations are straining a system will create reserves in emergencies and ensure that the region originally designed for trips to and from the Manhattan CBD. leverages that investment to maximize economic development. Experimenting with creative and bold surface rapid transit More capacity is essential in order to continue to serve the concepts such as BRT or LRT, exploring international examples extraordinarily large central business district (CBD) bound of agencies that have leveraged existing rail lines and unused market, to accommodate projected ridership growth, and to rights-of-way to add new rail services, implementing run-through maximize system resiliency and service flexibility. The region’s service between different regional systems, improving bus success in weathering emergencies and its continued economic routes by standardizing Select Bus Service (SBS)3 features, growth and prosperity depend on investing in and developing forming results-oriented partnerships with private on-demand/ additional capacity and providing for new and flexible types shared car services, better leveraging water-borne transit, of services. This will involve working with other regional rail and supporting the expansion of airport access should be the providers (such as Amtrak and the Port Authority of New York hallmarks of MTA’s resilient service vision for the future. and New Jersey) to increase overall system capacity. The MTA must also prioritize capital investments to address significant 6. To drive the region’s economic growth and maximize its CBD-bound growth (like the Far West Side) and identify capacity to respond to and recover rapidly from emergencies locations where other types of transit (light rail transit (LRT), now and into the future, the MTA must forge partnerships that bus rapid transit (BRT)), or partnerships (ferries) can alleviate will (1) bring together economic development and planning capacity constraints on existing lines. These improvements partners, as well as the private sector; and (2) establish more must not only eliminate single points of failure but also provide collaborative working relationships with other transit agencies. seamless connections throughout the region’s transportation In partnership with the appropriate regional players, over the network. Making investments to increase core capacity through next three years the MTA should implement a showcase project Communications-Based Train Control, expanding track capacity, in each of its service territories that ties an improvement in and leveraging available off-peak commuter rail line capacity transportation to local economic development plans, ensuring will increase the MTA’s ability to effectively serve the region’s that growth areas have access to transit, particularly during growing populations that rely on the core system and to respond emergencies. The Commission recommends reforms that will better in emergencies. seamlessly knit all of the MTA agencies into a more unified and cohesive whole. This MTA, as one of the few agencies with a 5. The MTA must make investments designed to serve existing regional view, must then work with its partners to strengthen and emerging population and employment centers not well regional coordination, eliminate institutional silos, identify growth served by the existing system in order to ensure service areas, increase transit-oriented development and determine alternatives and flexibility characteristic of a resilient system. transportation priorities, essential to evolving regional resiliency This includes investing in circumferential-transit, reverse-peak, plans. The MTA needs to foster a decision-making culture that through-running service, and non-rail modes. These new 3 Select Bus Service is the brand used by New York City Transit to describe bus rapid services are essential to making the best use of the existing transit-like services in New York City. It has been implemented along busy limited- stop corridors, often with a dedicated lane and a proof-of-payment fare system.

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is regional in focus. Fully linking transportation investments to fund the investment plan. These options include maximizing to the region’s goals for economic growth ensures that those existing revenue streams, including making the case for more investments deliver their optimal value, both by implementing proportionate federal funding, reviewing MTA’s existing capital the transportation needed to support the planned growth and by financing paradigm, and strengthening existing tax structures. creating a value-added revenue stream to fund them. A baseline New revenue sources should also be considered, including regional plan, co-locating staff across the MTA and partner value capture, cap-and-trade programs, and vehicle user fees agencies, working closely with the Governor’s regional economic such as parking fees and congestion pricing. The report includes development councils, including public input into the capital examples of systems, both domestic and international, that have planning process, integrated regional data sharing, and more been faced with similar challenges and employed a range of frequent review of interagency operating agreements are also these options to meet their investment needs. important elements to delivering these ambitious but essential recommendations. A Call to Action The Commission recognizes that this report is only the first step in 7. Finally, a resilient, world-class, 21st century system depends a long journey. The hard work of choosing among these strategies, on having the funding to pay for on-going investments and and developing the institutional and financial underpinnings crucial improvements. The MTA must have a balanced, stable, reliable to their success, begins now. An ongoing and durable commitment long-term funding plan that includes dedicated revenues and to relentless improvement by the MTA has to be paired with the contributions from all who benefit — directly or indirectly — political and financial support that will make it possible. even as the MTA implements a comprehensive program to cut The beneficiaries of New York’s prosperous future promised by costs and generate more revenue. This means creating a plan these investments have a choice to make as they read this report that recognizes the close relationship between both operating as to which investments they are ready to embrace and willing and capital needs, and seeks to maximize efficiencies on both to pay for. Those strategic decisions will determine the extent to sides of the budget as part of a comprehensive funding program. which the MTA will be able to serve the future needs of the region The MTA must embrace a more entrepreneurial approach to and overcome the challenges to come. As other world-class cities revenue generation through optimization of all authority assets face those choices, they have decided that sound, resilient transit such as real estate and advertising while accelerating efforts to infrastructure reinforces their prosperity. Hopefully, the New York reduce costs and enhance public understanding of its budget. region will do the same. Stable funding for the MTA must include long-term revenue When the system opened 110 years ago, it underscored the value of streams that are sized to meet the system’s investment needs investing in the region’s transportation system for a better tomorrow and provide consistent, predictable revenue sources. All those — and this investment was made at considerable cost, through much who benefit from the system — federal, state, regional, and city more difficult economic times than we are experiencing today. Now governmental partners, riders, road users, businesses, property it’s our turn to pay it forward, to do the same for our children and owners, developers, and the public — must take responsibility the generations to follow. The members of the MTA Transportation for its financial support, and, in turn, have input on priorities Reinvention Commission accept this challenge, and urge you to do included in the Capital Program. A menu of funding options is the same. available for the MTA and stakeholders in the region to consider

14 A Bold Direction for Leading Transportation in the Next 100 Years

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Introduction MTA’s Vast Reach As the largest public transportation network in the nation, the Seventy-one percent of New York City’s population lives within 1/2 Metropolitan Transportation Authority (MTA) system not only drives mile of a subway station and 97 percent within a 1/4 mile of a bus the regional economy, it is also vital to the nation’s economy. It serves stop. For commuter rail, 73 percent of the suburban population the over 15 million people who live, work, and do business in the in Long Island Rail Road’s service area lives within 2 miles of a 5,000-square-mile area fanning out from New York City through Long station, while 51 percent of the suburban population in the Metro- Island, southeastern New York State, and Connecticut. North Railroad service area lives within 2 miles of a station. When New York’s first subway opened to the public on October 27, 1904, Data Sources: Caliper, US Census 2010, MTA it was an innovative marvel. Thousands of people lined up at stations across the city to witness a mass transit advancement that for years New York State and 80 percent of its tax base, contributing to nearly Letter from Governor Cuomo had been dismissed as merely a dream. The way that the public and 10 percent to the nation’s gross domestic product (GDP). And MTA has private sectors came together to invest in the system was the impetus Transmittal Letter from enabled that success; every dollar invested in the MTA system is a dollar for much of the development around the region as we know it today. The the Co-Chairs invested in the health of the economy. development of New York’s five boroughs and the economic reach of Commission Members the region would not have occurred without the transit system. It is the The MTA provides other economic benefits as well. Its Capital Program region’s most powerful economic tool. creates jobs throughout New York State and the nation. For example, Executive Summary much of its rail rolling stock rehabilitation, new rail vehicle assembly, and No other transportation system in the world has the breadth of the MTA new bus manufacture has taken place in Upstate and Western New York Introduction system. It has 738 stations — across two states and twelve counties — communities such as Plattsburgh and Hornell, providing thousands of with 529 stations in New York City alone. The diversity of service types Recommendations jobs in these areas. The MTA’s investments also yield environmental it offers, from commuter rail to urban bus and subway, with both express benefits, creating a healthier, more livable and inclusive region and Conclusion and local service, is unparalleled in the world. No other system in the advancing New York’s stature as a world-class region. nation serves as many people — roughly one in sixteen Americans. Acknowledgements The people who work and live in New York — and those who own and Continued and sustained investment is vital to building critically needed operate businesses here — rely on it 24 hours per day, 7 days per week, capacity projects that will meet the needs of a rapidly growing and shifting Appendices and 365 days per year. It is the city’s great equalizer, a truly democratic demographic and economic base. The MTA must continue to evolve to shared space. . It helps to offset the high cost of housing in the city meet the needs and ambitions of the region by providing 21st century by providing residents with a more affordable transportation option service, ensuring customer comfort, and creating and maintaining assets — allowing for a more diversified socioeconomic fabric.1 It is a critical that are resilient to a range of challenges facing the region. regional asset that yields dividends to every person who lives here and The MTA Capital Program has been and must continue to be a crucial every company and corporation, large and small, that conducts business element for turning that vision into a reality. Since the advent of the here. It is the region’s most powerful social tool. Capital Program in the 1980s, the MTA has fundamentally transformed Clearly, those who use the system benefit directly, but so do many the transit system, making investments that took the system from one others. Motorists, businesses large and small, property developers, that was graffiti-scarred, unreliable, unsafe, and avoided by many, to landowners in the region, and citizens of New York State and the nation today’s system that is widely-used and breaking decades old ridership all benefit from New York’s prosperity and success. Today, the New records.2 The Capital Program has renewed the rail and bus fleet, rebuilt York metropolitan region accounts for 60 percent of the population of track, improved stations, and invested in the core system to restore

1 New York City has the lowest annual transportation costs ($5,752). http://www.cbcny. 2 http://www.mta.info/news-subway-ridership-l-r-g-b-d-4-7/2014/03/24/2013- org/sites/default/files/REPORT_HousingAffordabilityVsLocation_08122014.pdf ridership-reaches-65-year-high 16 A Bold Direction for Leading Transportation in the Next 100 Years A Bold Vision for Transforming Since the Capital Program began: the MTA in the Next 100 Years 94% delays ridership up time 100% crime System ridership Mean distance Subway delays The MTA’s bus A safer environment VISION: has nearly between failures have been fleet is now 100 has been created doubled . has increased reduced by percent ADA and serious The MTA will provide a world-class, resilient, 21st century metropolitan 94 percent . accessible to crime has fallen transportation system for a world-class city and region. 20x - The subway the disabled . dramatically . 10x - Long Island Railroad 5x - Metro North A world-class, resilient, 21st century system will reliably, comfortably, and Rail seamlessly take customers where they want to go. It is accessible, provides customers with service information when and where they need it. It is resilient to extreme weather events and meets the needs of ever-growing ridership. reliability and create the foundation for the region’s economic renaissance. Since the Capital Program began: The region will never have this world-class, resilient system or be able to • System ridership has nearly doubled. maintain its world-class status unless the MTA reinvents itself and its many beneficiaries invest dramatically in this reinvention. • Mean distance between failures has increased twentyfold on the subway, tenfold on Long Island Rail Road (LIRR), and fivefold on Metro-North Railroad (MNR). STRATEGY: • Subway delays have been reduced by 94 percent. To reinvent itself into this world-class, resilient system, the MTA must: • The MTA’s bus fleet is now 100 percent Americans with Disabilities Act • Reengineer its way of doing business by creating “a new MTA,” that is more (ADA) accessible to the disabled. efficient, transparent, and accountable to the public and that gets the right work done faster and cheaper. • A safer environment has been created and serious crime has fallen dramatically. • Accelerate core capital investment in good repair and sustain investment in the future to maximize safety, reliability, and resiliency. Over the next 100 years, MTA must reinvent itself and its system by leveraging this strong history of success. It must challenge itself and the region to rethink • Create a 21st century customer experience for all riders. how transit service is provided and how it is funded — and it must drive growth • Aggressively expand the capacity of the existing system both to alleviate and change. Its goal must be to provide high-quality service to the millions constraints and to meet the needs of growing ridership. of people who rely on it daily. In order for New York to succeed and remain • Make investments designed to serve the existing and emerging population competitive in a rapidly evolving global economy, it must invest in this and employment centers not well served by the existing system. future vision. • Forge partnerships with local, state, and federal economic development A bold vision is required. This report outlines a large-scale strategic vision and planning partners, as well the private sector to maximize the power for the MTA, the external challenges it faces, and the steps it can take to of the transit system to drive the region’s economic growth and resiliency, overcome these challenges and advance this vision. The region has changed and establish more collaborative working relationships with other transit in unprecedented ways over the past century and will continue to transform agencies to better integrate regional transit operations. in the next 100 years. Hence, this is a strategic and policy-oriented document that presents a range of choices for the MTA and its national, state, and • Establish a balanced, stable, reliable long-term funding plan that includes regional partners, as well as all other stakeholders to consider in addressing dedicated revenues and contributions from all who benefit — directly or these future challenges. indirectly — even as the MTA implements a comprehensive program to cut costs and generate more revenue.

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Challenges The MTA has had to address a number of significant challenges at the responsive during events, isolate failures to limit their impact on start of the 21st century: the system, quickly recover service, and effectively mobilize assets around the region to respond to challenges. • Climate change. Superstorm Sandy manifested the real and present threat of extreme weather events and exposed critical • Population growth, record ridership, and demographic change. shortcomings in the capability of the MTA network to withstand The MTA system has reached record ridership levels, carrying over these events, which are likely to recur more frequently in the two-thirds of the nation’s heavy rail riders, more than 802 million future. The MTA system is an essential public facility that, as annual bus trips, and 1.7 billion subway trips. More than two million Sandy illustrated, is the region’s lifeline. It is critical to ensuring additional people are expected to live in the region by 2040, that the New York metropolitan economy — and by extension, the putting increasing pressure on a system that is already at capacity national economy — functions. In the aftermath of Sandy, the MTA on many of its existing lines. Along with that growth, the MTA also immediately made it a high priority to identify the investments needs to adapt to fundamental demographic shifts and changing and strategies necessary to protect the system and ensure its travel patterns. At opposite ends of the demographic spectrum, resiliency to the effects of extreme weather events and other Millennials (those born between 1980 and 1991) and Baby Boomers events that might threaten the system in the future. (those born between 1946 and 1964) each have new and evolving expectations, service needs, and accessibility requirements that The risks of projected climate change to the MTA system are the current system is simply not fully equipped to meet. Amenities profound and severe. Increased flooding could damage assets and services that were once regarded as luxuries — like reliable throughout the system, as parts of the region served by the MTA real-time information and access to transit throughout the region — lie within the Federal Emergency Management Agency’s (FEMA) are the new norm that riders demand from transit services around 100-year coastal flood zone. Flooding not only affects low-lying the world and expect from the MTA. subway tunnels, rail and bus storage yards, and maintenance facilities, but also leads to flooded roadways and increased Record Ridership congestion, compromising the ability of personnel to access and protect valuable assets within the system. The corrosive effects of seawater on MTA’s complex infrastructure are devastating, requiring extensive rehabilitation work over many years with ongoing impacts on service.

Flooding is not the only climate change risk to the system. Extreme temperatures, particularly rising temperatures in the summer months, can stress the MTA system. At higher temperatures, expansion joints on bridges and highways are stressed, and 802 million instances of rail track stresses and track buckling increase.3 Already hot underground subway platforms and stations could become even hotter. The MTA has made resiliency a key priority in its planning and investment strategies and the Commission’s recommendations affirm the need to continue to shape future 1.7 billion investments through this lens. These recommendations will call on the MTA to increase capacity and redundancy, be flexible and Two-thirds of the nation’s rail riders use the MTA system, more than 802 million annual bus trips, and 1.7 billion subway trips. 3 http://nca2014.globalchange.gov/report/sectors/ transportation#fn:c41596dd-67b3-460a-8e7c-5b9e5c2a986a. 18 A Bold Direction for Leading Transportation in the Next 100 Years

As the type of riders using the system is changing, so are the • Retrofitting the MTA system to incorporate technological innovation. economy and land use patterns. New centers of employment Technological innovation has grown exponentially in the past 20 years throughout the region are joining the traditional Manhattan central and the pace of change is accelerating. This has dramatically altered business districts (CBD), Lower and Midtown Manhattan, as major the MTA customers’ expectations about service provision, leading to destinations for the MTA’s riders. The demand for off-peak travel is demands for access to real-time information across a variety of devices nearly as high as the demand for peak travel, leading to crowded and connectivity to facilitate better decision-making about travel and trains all day long, on the weekends, and even late at night. These ease of interaction with their devices while using the system.

changing travel patterns are fundamentally altering the premise Equally important is the availability of technology that can help the MTA underlying where, when, and how the MTA provides service to its not only increase capacity but also better manage its business, assets, customers. and operations. Just as technology can help customers make better As ridership surges and the traditional rider profile and travel decisions about travel, new tools at the system level will help the MTA patterns shift, the MTA’s challenge will be its ability to safely and make and implement better strategic and investment decisions about reliably serve and meet customer needs. Increasing demand system performance that may save time and money. The challenge for non-peak, 24/7 travel leaves the MTA with less time in facing the MTA is to systematically develop and introduce these new which it can perform maintenance and repairs without causing tools, both at the customer and business levels, while not falling behind significant customer inconvenience. The predominantly hub the pace at which these tools are changing. Failure to implement new and spoke network of rail lines designed decades ago to move technologies, or remaining behind in deploying them, will reduce the customers into and out of the traditional Manhattan CBD is no MTA’s ability to provide effective and reliable service at the standard longer sufficient to meet demand. These changes shaped the that customers expect of a world-class system. Many Commission Public Commentary: Commission’s recommendations for how to meet capacity and recommendations address this challenge. Twitter offer a quality customer experience in the future. These challenges are discussed in greater detail in the Appendix. • Institutional barriers. Internal and external institutional and Tackling these challenges depends on the MTA’s ability to build and “4 Problems the MTA jurisdictional barriers, a legacy of how the system has evolved over maintain a more resilient system, one that is sufficiently safeguarded @ReinventTranspo the last century, have led to redundancies and disconnects that from the shock and stresses of unforeseen events so that it can continue Commission Must Tackle: impede the MTA’s ability to deliver projects and services as efficiently to provide basic service to all of its customers. This objective is complex debt, construction costs, as possible. Lack of full integration within the MTA is simply inefficient and requires more than just hardening of physical equipment to protect regional integration, buses” and ineffective. And the region’s complex and multi-faceted the system. It will require the coordination of regional partner agencies, jurisdictional arrangements make it challenging not just to establish the use of information technology and planning resources, and strategic regional priorities but to collaborate on them as well. The MTA must decision-making to create and implement quick acting and effective have a seat at the table in land use and economic development recovery plans. The characteristics of a resilient system include:5 planning and decision-making in order for regional developments to • Spare capacity or redundancy, which provides adequate and be successful. effective back-ups, alternatives, and reserves to respond to situations As many have said, “customers don’t care whether they’re using the like extreme weather events, security threats, and unforeseen service of one agency or another.” Riders want to travel between failures in the system. This means expanding capacity and creating their origin and destination as efficiently and effectively as possible.4 redundancies across multiple modes, eliminating single points of The Commission’s recommendations recognize that breaking failure in the system, and providing alternatives for customers and down institutional and jurisdictional barriers is critical for increasing response personnel during emergencies. the effectiveness and geographic reach of the MTA’s capital plan, realizing efficiencies, and improving operations and service. 5 NYC 2100 Commission, “Recommendations to Improve the Strength and Resilience of the Empire State’s Infrastructure,” http://www.governor.ny.gov/assets/documents/ 4 Taken from several comments through MTA Transportation Reinvention Commission NYS2100.pdf; NYC Special Initiative for Rebuilding and Resiliency, “A Stronger, More public listening sessions. Resilient New York” http://www.nyc.gov/html/sirr/html/report/report.shtml 19 MTA Transportation Reinvention Commission: Report / November 2014

Approach • Flexibility and responsiveness, which allow the MTA to be nimble to The Transportation Reinvention Commission, under the leadership changing needs and adopt alternative approaches for responding of its co-chairs – Ray LaHood, former United States Secretary of the to challenges. This means creating systems that allow the MTA to Department of Transportation, and Jane Garvey, former Administrator communicate with partner agencies and customers quickly and of the Federal Aviation Administration – led the Commission to fulfill this effectively by investing in more flexible transportation alternatives mission through five subcommittees: and utilizing alternate systems and modes to ensure the network’s • Operating and Maintaining the Existing System resiliency during times of stress. • Meeting and Exceeding Customer Needs • Managing for safe failure, which ensures that even in the most stressful scenarios, the entire system does not go down, and failures • Spurring the Continued Growth of the New York Economy are contained and limited. This requires that the MTA have plans and • Expediting Processes, Procedures, and Project Delivery of Capital alternatives to identify and mitigate instances of failure. This means Infrastructure understanding where failures might occur in the system, planning for quicker, targeted, and more effective responses, and making • Funding Investments into the Future investments to overcome these potential failure points. In addition to the many working sessions of the Commission and the • Recovering quickly from emergencies and evolving over time, subcommittees, this effort was also informed by significant public input. which requires the MTA to have robust transportation alternatives for Feedback was garnered both in-person and online and consisted of the customers and operating procedures for how to quickly recover from following elements: unforeseen shocks and stresses in the region. This means ongoing • Three public sessions featuring over 25 invited speakers, planning and decision-making with regional partners to best utilize representing regional and city agencies, the regional business resources to help everyone bounce back from stresses quicker. community, and regional transportation advocates. Creating a world-class, resilient system requires mobilizing assets, • Three sessions held exclusively for the Commission to hear the including financial, physical, regional, organizational, technological, perspectives of the general public. information, and human resources. These assets must all be brought to bear to accomplish this goal. This means making investments and • Additional feedback was gathered via social media, including the decisions that will continually make the system more resilient and MTA’s website, conversations over Facebook and Twitter, and building strong partnerships across public and private sectors in the opinions and ideas collected via online surveys. region to implement these strategies. A review of relevant literature and MTA studies, as well as frontline In light of these challenges, on May 7, 2014, Governor Andrew Cuomo perspectives from MTA staff were also key inputs to this report. requested that the MTA empanel a Transportation Reinvention Illustrative examples of successful national and international actions Commission to examine its existing network and develop a plan to similar to those recommended by the Commission populate the report address the challenges the MTA will face over the next 100 years. To and specifically inform the funding strategy. that end, the MTA selected a panel of 24 international, national, and regional experts, led by two nationally prominent co-chairs. Although diverse in background — spanning academia, business, the not-for-profit community, transit agency management, advocacy, and engineering — Commission members were united in their commitment to proactively rethink how the MTA can best serve its customers and fulfill its mission.

20 A Bold Direction for Leading Transportation in the Next 100 Years

21 MTA Transportation Reinvention Commission: Report / November 2014

Letter from Governor Cuomo

Transmittal Letter from the Co-Chairs

Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

22 A Bold Direction for Leading Transportation in the Next 100 Years

Recommendations Legend Short-term: Implement recommendation within 0 to 5 years Overcoming the challenges facing the MTA requires a bold vision for change and a targeted and sustained effort to implement it. To help Medium-term: Implement recommendation within 5 to 10 years the MTA meet these challenges, the Commission has developed a Long-term: Implement recommendation beyond 10 years Bold Direction for Leading Transportation in the Next 100 Years, as articulated in the Introduction. Supporting the seven strategies, Ongoing: Phased/multi-stage implementation within we are recommending a menu of actions that can be undertaken 0 to 5 years to beyond 10 years over three time periods: 0 to 5 years, 5 to 10 years, and more than Study: Conduct a study on recommendation options 10 years. Each strategy and supporting action is outlined on the to explore viability following pages. Options for the funding strategy were gleaned from national and international entities. Planning: Evaluate through planning process prior to implementation

Implementation: Implement final result of planning

23 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY Reengineer the MTA’s way of doing business by creating “a new MTA” that is more efficient, ONE transparent, and accountable to the public and that gets the right work done faster and cheaper.

To more effectively build and manage a resilient system, deliver The MTA has also undertaken a number of initiatives to reengineer service, preserve the trust of its riders and stakeholders, and maintain its budget and financial process for greater transparency and to its position on a global stage, the MTA must first ensure that its house rethink how it implements its Capital Program. New strategies include is in order. This means implementing business process improvements the component repair program, post-Sandy “on-call” procurement and organizational efficiencies, large and small, with a focus on strategies, the “FASTRACK” approach of targeted shutdowns to gain Recommendations: continuous improvement in all areas from internal business processes time for key maintenance while minimizing customer inconvenience, to operations and capital improvements. This work on the back line closures, and piggybacking capital projects to get more done STRATEGY ONE office of the system will translate to better planning and investment at once. Through its “Gates” strategy, the MTA now reviews every decisions, more expeditious project delivery, more effective provision capital project at each stage of development to ensure that the STRATEGY TWO of service, and consequent benefits to the customer. More effective project is on track to deliver intended benefits at the lowest cost and and efficient investments will lead to a more resilient system that is to avoid delays and cost overruns. The MTA has moved to reliability- STRATEGY THREE flexible and responsive to implementing projects, uses alternative centered maintenance programs throughout the agencies to ensure STRATEGY FOUR approaches during unforeseen events, and is able to recover quickly that assets continue to perform to their full value before they are from stresses on the system. Better spent dollars across all areas replaced, while the ongoing project to install an Enterprise Asset STRATEGY FIVE means the ability to allocate resources toward increasing capacity Management system across the MTA will ensure that integrated and more reliable and resilient service. decision-making and priority investments continue to be made. STRATEGY FIVE Building upon these efforts, the MTA must remain diligent in wringing To this end, the MTA has been actively working to reduce costs, efficiencies from its operations and capital program, while its capital STRATEGY SIX integrate services, and adhere to project budgets and schedules. programs must become more externally responsive. STRATEGY SEVEN To provide better transparency to the public on the status of its efforts, the MTA implemented the Capital Program Online Dashboard and Performance Management Program. The creation of the Small Business Mentoring Program (SBMP) and Small Business Federal Program (SBFP) have brought in more contractors and increased competition for the Capital Program.

FASTRACK Brochures Source: MTA

24 A Bold Direction for Leading Transportation in the Next 100 Years

This first strategy focuses on further ways to improve how the spectrum, from selecting the project through to the project’s delivery. MTA delivers projects and provides customers with measurable The MTA’s goal should be to become the “Public Partner of Choice,” value. To achieve this objective, the MTA must continue to employ by all those competing for MTA projects in order to maximize more alternative delivery and non-traditional project, financial, and competition and reduce costs. It will do so by addressing barriers organizational structures to maximize the use of private sector to success in procurement, contracts, regulations, and project expertise and implement more efficient procedures where they execution. A key component of this strategy is investing in the MTA’s are most appropriate. To assist with implementing more efficient workforce for the future, partnering with local firms and universities, procedures, the MTA should empower a center for excellence within and making information more accessible and customer-friendly. the MTA that is armed with broad executive authority and access to Strategy One addresses key challenges facing MTA’s future by: senior executive leadership to reform business processes across the

Challenge Response

Improving the MTA’s ability to deliver capital projects that will increase the resiliency of the system against Climate Change the effects of climate change.

Growth Improving business processes to increase the MTA’s ability to deliver expansion projects.

Reviewing regulations and processes across the operating agencies and with local agencies to reduce Institutional Barriers redundancies and improve the ability to effectively and efficiently deliver projects.

Retrofitting the System for Relying on the expertise of project delivery partners to increase knowledge-sharing and incorporation of Technological Innovations efficient technologies for project execution and operation.

25 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY ONE Strategy One Implementing Actions • Establish a dedicated center for excellence for innovative project delivery with broad executive authority to make change and access to senior executive leadership, which will enable the MTA to more efficiently and effectively implement investments in its system, accelerate resiliency, and enhance the trust of its riders and stakeholders. The center of excellence will be empowered to enact reforms across the MTA. – Reform project delivery by reengineering procurement, Denver Regional Transportation District (RTD) contract provisions, and project execution to be best-in-class. Alternative Project Delivery (Medium-term) – Adopt common practices for procurement, contract provisions, Eagle P3 Project: RTD is in the process of delivering one of the most Recommendations: and project management across all MTA agencies to uniformly ambitious expansions of public transit in the United States in recent provide the most cost-effective approach. (Short-term) history. The Eagle P3 project is the first transit-related P3 project in the United States and is considered the national model for transit- STRATEGY ONE – Identify opportunities to use more alternative delivery and related P3s. In 2010, RTD entered into a 34-year design-build-finance- non-traditional project, financial, and organizational structures operate-maintain (DBFOM) concessionaire agreement to deliver the STRATEGY TWO and apply best practices in their implementation. (Short-term) entire Eagle P3 project, including 36 miles of new commuter rail lines, STRATEGY THREE – Every project must be evaluated to identify the most cost- by 2016. Under this agreement, RTD was able to retain all assets and effective delivery option, such as design-build (DB), public-private transfer the risk for construction delays and cost overruns and the STRATEGY FOUR partnerships (P3), or other risk-sharing mechanisms where costs of long-term operations to the private sector, which accelerated appropriate. (Short-term) project delivery and lowered project costs. During construction, the STRATEGY FIVE – While encouraging risk-sharing with the private sector and Eagle P3 project incurred substantial cost overruns. Based on the STRATEGY FIVE private investment, the MTA must improve its approval processes arrangement, the concessionaire covered the cost overruns without on private development projects and private construction any additional financial commitments from RTD. RTD will be able to STRATEGY SIX of improvements to MTA facilities. The MTA should consider deliver the massive commuter rail project by 2016, within 8 years of including mechanisms such as seeking additional fees for issuing the RFP, and at a total cost of at least $300 million less than STRATEGY SEVEN expedited reviews. (Short-term) original agency estimates. In addition, the private concessionaire arranged around $450 million of private financing for the project, – Establish integrated project teams to coordinate among allowing RTD to spread out large upfront costs over 30 years. internal delivery partners, optimize the contractual and working relationships between MTA agencies, its contractors, and T-REX Project: In addition to this experience, RTD had previously Public Commentary: involved local agencies, overcome cross-jurisdictional and formed a unique partnership with the Colorado Department of Twitter regulatory delays, and foster knowledge-sharing and innovation. Transportation to deliver the Transportation Expansion Project Provide incentives for achieving goals and reducing risks and (T-REX), a multimodal project that included light rail and interstate “@Reinvent costs. (Short-term) widening on the I-25 corridor. The project was the largest multi-modal Transpo/#MTAreinvention: – To the extent practicable, coordinate and sequence schedules for transportation infrastructure project in the history of Colorado, the @MTA should adopt major projects among MTA operating agencies and other large, first occurrence of a partnership between a regional transit agency #Transparency as core capital project intensive city agencies to maximize private sector and a state department of transportation, and one of the largest value. Financials, bonds, competition. (Ongoing) design-build transportation projects in the nation at the time. The contracts, real estate as T-REX project was completed in 2006, a total of 22 months ahead of open data.” – Update standards, by providing a mechanism for both internal staff and industry to review and challenge historical standards schedule and 3.2 percent under budget, which was 2 years earlier that are not relevant to modern capital programs. (Short-term) and $39 million less than original agency estimates.

26 A Bold Direction for Leading Transportation in the Next 100 Years

– Work with external and legislative oversight entities to reduce duplicative, time-consuming, and conflicting oversight of the Capital Program. (Ongoing). – To accomplish these changes, the center of excellence must improve communication with all partners to project delivery, including the design, engineering, and construction community, and embrace private sector expertise and involvement. • Create early actionable improvements. Pilot improvements through capital projects as “proof of concept,” and use results to reengineer processes throughout the agencies. Engage customers and industry Vancouver TransLink Evergreen Line DBF Project for regular feedback for recommendations and impact of changes. (Short-term) DB project delivery (i.e., DB, DBB, DBOM, and DBFOM) has been identified as the Province’s “traditional” project delivery method – Spur MTA’s emphasis on innovation and collaboration with an because it consistently ensures a greater level of cost and schedule innovative infrastructure global competition. (Short-term) certainty when compared to multiple contract scenarios. Under a DB • Hold a global competition that employs new procurement contract, a single partner assumes greater project risk throughout methods and seeks new technologies for transit systems. Hold a global competition the process and is incentivized to deliver the project faster and Build on this opportunity for a fresh look at innovative solutions. that employs new cheaper. One of the Province’s most successful DB projects to date (Short-term) is the Evergreen Line, an 11-kilometer extension of the existing procurement methods • Preserve and secure the ability of existing employees, now retiring SkyTrain light rail transit system in Metro Vancouver, currently under and seeks new in record numbers, to deliver the MTA’s vast and complex Capital construction and estimated to open to revenue service in 2016. In technologies for transit Program through workforce development. (Ongoing) 2012, the Province entered into a performance-based, fixed-price systems. Build on this design-build-finance (DBF) agreement with a single partner. The – Develop an internal “MTA Academy” focusing on skills that will opportunity for a fresh agreement allowed for optimal risk transfer to the partner and the be lost due to retirement (e.g., signal maintenance) and skills look at innovative implementation of a partner-led innovative tunnel boring technique that present a significant challenge to MTA (e.g., information solutions. that reduced construction costs, reduced schedule risk, and allowed technology). Bring in the appropriate expertise to develop these for an accelerated 3.5-year timeframe for project delivery. The skills among professional and semi-skilled staff. Review internal agreement included performance-contingent funding, which will be processes to bring human resources and business processes up awarded to the partner only if various performance measures such to date. (Short-term and ongoing) as traffic management and environmental protection requirements • Ensure that the MTA has the best transit professionals in the are achieved. The partner also agreed to cover the additional risk world by creating an MTA Review Group to conduct market of geotechnical conditions in the tunnel as part of its fixed-price reviews of positions that are hard to fill due to private sector contract. The $889 million fixed-price agreement includes a $255 competition (i.e., Program Managers), or that require highly million private financing component, which achieved additional specialized skills. The group would also identify ways to foster savings of $134 million by matching cash flows during construction, a customer-centric culture within the organization, keep staff reducing interest payments, and decreasing interest costs. engaged and motivated, and establish recruitment and retention mechanisms geared to attract and retain professional staff at all levels. (Short-term) • Conduct a top-to-bottom review, revision, and modernization of job descriptions, operating regulations, union contracts, union boundaries, and any other related business practices and processes in order to promote a human resources process that is world-class, effective, efficient, and creates an integrated service that allows operations to be flexible across jurisdictional boundaries. (Short-term) 27 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY • Leverage transparency and data sharing to unleash the innovative ONE capability and process enhancements available from third-party technology partners. (Short-term) – Build on hugely successful data sharing to improve real-time rider information and trip planning, and other innovative, online, customer services by third-party developers. (Short-term) – Conduct an MTA-wide review of available databases with the aim of encouraging creativity, accountability, and efficiency. (Short- term) • Make MTA information timelier, more accurate, and more customer friendly. (Short-term) Achieving Efficiency: London TfL

Recommendations: – Make it much easier to track the progress of capital projects by In 2009, TfL launched the Savings and Efficiencies program, which providing accurate budgets, timetables, and the ability to sign up has committed to savings of £16 billion (25 billion USD) by 2021. for electronic project updates. Utilize these data to anticipate and STRATEGY ONE The program emphasizes the importance of reducing the bottom predict problems. (Short-term) line by primarily focusing on cash savings. According to the 2013 STRATEGY TWO • Optimize internal spending by partnering with universities and Business Plan, TfL has already secured nearly £12 billion (18 billion technology firms to perform optimization studies and explore and USD) in cash efficiency savings, effectively freeing up cash for the STRATEGY THREE develop future technologies (R&D). (Medium-term) agency to make future strategic decisions to expand existing service STRATEGY FOUR or improve upon its core infrastructure. The remaining £4 billion (6 billion USD) in savings will be achieved by reducing back-office STRATEGY FIVE expenditures and driving out inefficiencies in frontline services and STRATEGY FIVE Data Sharing: London TfL capital investment programs over the next seven years. One of the program’s most notable successes includes a number STRATEGY SIX TfL publishes all board papers, contracts, consultations, of secured efficiencies related to the phased implementation of the complaint reports, internal audits, performance data, Oyster card payment system. The contactless smart card technology STRATEGY SEVEN and common Freedom of Information requests on its “Transparency” website. The TfL Rail and Underground began phased implementation in 2003. Today, customers can use Annual Benchmarking Report identifies best practices the Oyster card to purchase fares on the TfL’s transit system as well and compares TfL’s performance measures with other as most National Rail services in London. The technology was widely international metros. This annual report is designed to successful, sparking a number of efficiencies savings for the agency. increase efficiency, transparency, and accountability. Wide use of the Oyster card altered customer purchasing patterns, According to its 2012 report, recommendations from drastically reducing the need for ticket offices. In an effort to address detailed benchmarking studies over the past year this inefficiency and improve customer service in the stations, are expected to create £90 million (141 million USD) in TfL advanced frontline staff to more visible roles and removed additional efficiencies. unnecessary operational roles primarily in the London Underground network. In addition, the agency implemented direct Oyster card procurement, terminated a large private fare collection and ticketing contract for the London Underground and London bus services, and removed cash fare payments on buses.

28 A Bold Direction for Leading Transportation in the Next 100 Years

29 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY Accelerate core capital investment in good repair and sustain investment in the future to TWO maximize the system’s safety, reliability, and resiliency.

Transit infrastructure — much like a house as it ages — requires the system — and making that investment the number one priority — constant attention, maintenance, and investment to ensure that is fundamental to ensuring that current and new riders can reliably it is resilient against unforeseen events and that it is safe, secure, use the system on a daily basis as well as during emergencies. reliable, and equipped to handle the next wave of innovations and Since the establishment of MTA’s capital program in the 1980s, improvements. The MTA Capital Program — the set of investment bringing its core infrastructure into a state of good repair has been projects that the MTA undertakes in each five-year cycle — consists Recommendations: a primary objective. The graffiti-filled, unreliable system of the 1970s primarily of these types of investments, which are designed to was transformed into what it is today, made possible by investments ensure that the system is resilient and is maintained at a level STRATEGY ONE made through the Capital Program. Due to those investments, key that allows the system to perform its basic operations. Staying assets, such as subway cars, mainline tracks, and switches, are STRATEGY TWO ahead of the continuing need for core investment in the system is in good repair. These complex infrastructure rehabilitation and fundamental to keeping the system running on a day-to-day basis replacement projects have been implemented while maintaining STRATEGY THREE and providing sufficient capacity and redundancy to ensure that service, as exemplified by the complete rehabilitation of the LIRR’s the system can be flexible during emergencies and recover quickly. STRATEGY FOUR Atlantic Avenue Viaduct. Because of this investment, the existing Knowing the challenges the region faces, including the physical system has been able to accommodate significant increases in STRATEGY FIVE threat of climate change, preserving a steady level of investment in ridership and changing patterns of travel. STRATEGY FIVE

STRATEGY SIX

STRATEGY SEVEN Atlantic Avenue Viaduct Rehabilitation

This viaduct has carried Long Island Rail Road (LIRR) trains and customers between downtown Brooklyn and Jamaica since 1901. The three-year rehabilitation project, completed in 2011, strengthened and repaired the existing 199 steel spans supporting the track over Atlantic Avenue and installed new and improved track structure and lighting along the viaduct. To ensure that minimum disruption was felt by the busy neighborhoods near the project, much of the construction was conducted on the weekends. The LIRR maintained full service during the duration of the project, single tracking trains to guarantee that customers had access to LIRR service throughout construction.

30 A Bold Direction for Leading Transportation in the Next 100 Years

But even as assets are brought into good repair, ongoing investment MTA’s available funding. The MTA, like all urban rail systems, has must be sustained to keep them healthy and to maintain a resilient assets that are operating well beyond their useful life. This can system. Unfortunately, Superstorm Sandy destroyed many assets compromise the reliability of the system, increase daily delays, and that had previously been replaced. However, repairs to these prevent the system from realizing its full capacity. These assets and other core assets are now being made to enable them to often require ever more frequent maintenance to ensure safety and withstand future severe weather events. (MTA has already begun ongoing functionality, placing a growing burden on the operating implementing its Sandy repair projects, incorporating many of the budget. Ultimately, the customers bear the consequences of this recommendations from Governor Cuomo’s 2100 Commission.) As underfunding of investment needs. assets are replaced, the MTA has been enhancing the system’s CAPITAL PROGRAM With its implementation of an Enterprise Asset Management system, resiliency through increased design standards in order to address BENEFITS IN THE the MTA will be better able to prioritize among the thousands future extreme weather events. Investments are made to optimize STATE of assets needing replacement, but investment in these assets capacity and redundancy in the system, to ensure that operators must accelerate. This second strategy focuses on prioritizing a Dollars spent on core can respond flexibly during emergencies and avoid failure points, substantially more aggressive and sustained program of core capital investment and to provide riders with adequate and effective alternatives. infrastructure investments and making those priorities the ironclad projects benefit not Through the introduction of new technologies like Communications- just the MTA region, foundation of the MTA’s Capital Program. This can be accomplished Based Train Control (CBTC) and Positive Train Control (PTC), which but the entire state of only by accelerating capital investment to bring and maintain all improve capacity, reliability, and safety, the MTA is replacing New York. Much of the assets in good repair, ensuring ongoing annual investment levels older, mechanical systems, resulting in increased flexibility and MTA’s rail rolling stock to maintain core infrastructure, and ensuring that investments are responsiveness across the system. rehabilitation, new rail designed to withstand expected extreme weather and to serve vehicle assembly, and Despite this regular investment, the core repair needs of the MTA’s the public in emergency situations. Strategy Two addresses key new bus manufacture trillion dollar asset base are currently estimated to cost between challenges facing the MTA’s future by: has taken place in $5–$8 billion per year, a figure that has always exceeded the upstate communities such as Plattsburgh and Hornell, providing thousands of jobs in Challenge Response these areas.

Adopting resiliency standards into accelerated and sustained core infrastructure investments so the Climate Change system can withstand climate change impacts.

Ensuring the ongoing reliability of the existing system to handle existing ridership, freeing up capital Growth investment for expanding system capacity.

Institutional Barriers Fostering interagency consistency and priority setting through Enterprise Asset Management.

Retrofitting the System for Replacing core assets with ones that offer technological benefits that increase operational and Technological Innovations maintenance efficiencies and improve communications.

31 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY TWO Strategy Two Implementing Actions • Accelerate implementation of capital investments to bring all assets into good repair and sustain that investment to ensure safety, reliability, and resiliency by annually meeting core capital investment needs. (Ongoing) – Improve the process of selecting, prioritizing, and delivering capital and core infrastructure investment projects to address asset conditions as well as meet customer expectations and save time, especially by using line closures and similar techniques. (Ongoing) • Continue to apply improved design and resiliency standards to investments to strengthen the system’s ability to withstand extreme weather events. (Ongoing) • Subway line closures should be undertaken where the MTA can ensure adequate, reasonable, reliable, and alternative means of transportation. Given the challenges of line closures (identifying Washington Metrorail’s State of Good Repair sufficient alternate service and customer impacts), New York City Select 2100 Commission Transit (NYCT) must take full advantage of closures by planning Years of underfunding and tremendous regional growth have Recommendations: and scheduling all capital work required in the area of the closure. resulted in underinvestment and significant deterioration of the (Ongoing) Washington Metrorail’s core transit infrastructure and assets, • Relocate sensitive • Conduct a survey or a referendum of riders to confirm their creating substantial obstacles to consistently delivering safe, equipment in subway reliable, and resilient service to its customers. In an effort to tunnels preference for shorter-term line closures versus longer-term, off– peak, and weekend disruptions to gain regional support for such bring the system up to a state of good repair, the Washington • Reinforce water closures. (Short-term) Metropolitan Area Transit Authority (WMATA) created the penetration points in Momentum, a strategic 10-year plan that has set short-term and stations – Communicate the benefits of core capital investment projects to long-term actions to accelerate core capital investment in state riders, the public, elected officials, and other stakeholders. (Short- of good repair and sustain investment into the future. Momentum • Seal electrical equipment term) identifies seven immediate and critical capital investments, called against water infiltration • Design infrastructure improvements to withstand expected climate Metro 2025, aimed at (1) maximizing the existing rail system by • Install mechanical below- change, as discussed in the Introduction and Appendix of this report, operating all 8-car trains during rush hour, (2) improvements in grade vent closures and to serve the public in emergency and other situations. (Ongoing) high-volume rail transfer stations and underground pedestrian to prevent water from connections, (3) enhancing bus service, (4) restoring peak service – Build system resiliency and protect transit assets against severe entering ventilation shafts connections, (5) integrating fare technology across the region’s weather events by adopting and implementing worldwide best multiple transit operators and upgrading communication systems, • Ensure the availability practices to target investments to improve resiliency of the MTA (6) expanding the bus fleet and storage and maintenance facilities, of high-capacity mobile network. (Ongoing) and (7) improving the flexibility of the transit infrastructure. With pumps to respond to – Continue adoption of specific 2100 Commission recommendations the first capital investment alone, WMATA estimates a capacity unpredictable flooding and report regularly to the public on status of those efforts. increase of 35,000 more passengers per hour during rush hour, situations (Short-term and ongoing) which is the equivalent of building 18 new lanes of highway in • Incorporate information about the level of investment required to Washington, DC. The second investment is a “quick win” to relieve maintain and replace the MTA’s core infrastructure into the annual crowding in the system’s largest bottlenecks and bring its most discussion of the MTA’s Financial Plan so that all stakeholders have an valuable core infrastructure up to a state of good repair. understanding and appreciation of the system’s requirements. Currently, it is the MTA’s practice not to anticipate the cost and impact of capital expenses until there is an approved capital plan. (Short-term) 32 A Bold Direction for Leading Transportation in the Next 100 Years

Improving the System: Régie Autonome des Assets and Infrastructure: As part of the Métro2030 program, RATP is renovating or replacing assets and infrastructure such as platforms, Transports Parisiens (RATP) and Transport for engineering structures, tracks, platforms, networks, and technical London (TfL) equipment. The Infrastructure Management department dedicated around €700 million (875 million USD) to these activities in 2013. In Major cities around the world, notably London and Paris, are 2016, 112 ventilation facilities will be renovated or replaced and an investing in their core system by maintaining and renewing their additional 18 ventilators will enter service with an overall investment assets. RATP implemented a massive renovation and renewal of approximately €85 million (105 million USD). program known as Métro2030, which includes the renewal and renovation of stations, rolling stock, tracks, and facilities to improve System Automation: Three lines will be fully automated with CBTC timeliness, reliability, comfort, and service to passengers. Since from 2022 onwards. The new automated systems will increase its creation in 2000, TfL has implemented a series of programs capacity, reliability, security, and comfort. New platform screen doors focused on modernization of assets and state of good repair. These were installed in all stations on fully-automated lines (2 existing; 1 systems realize the importance of making a continuing investment planned) to improve safety on platforms. in their core infrastructure. TfL RATP State of Good Repair: With its creation in 2000, TfL inherited a Stations: Through a sub-program known as “un metro plus beau” transportation system with significant backlog in state of good repair. (English translation: a more beautiful metro), RATP is modernizing TfL estimates a total of £1.5 billion (2 billion USD) in deferred state 273 of its 303 stations by improving access, fluidity, functionality, of good repair and hopes to reach satisfactory state of good repair connections, infrastructure, signage, seating, lighting, and within the next 22 years. To meet this goal, the agency established replacing tiles. The purpose of the program, discussed in detail a three-step, structured methodology for determining state of good in Strategy Three, is to enhance the customer experience and repair for all assets: preserve the network’s historical heritage. 1. Conditional Assessment determines the residual life of the asset. Rolling Stock: By 2020, RATP will complete renovation and 2. Life Costing determines the cost for the remaining life of the renewal of 55 percent of its rolling stock. Three lines already asset and its individual components. feature new trains, and deployment has begun on an additional line. By 2030, 85 percent of rolling stock will be replaced and 3. Risk Analysis determines the resulting action for the component, renewed. New rolling stock will be eco-friendly and designed which includes maintenance, replacement, or upgrade. to reduce energy emissions while offering greater comfort to The methodology has successfully identified cost savings and guided passengers. For example, the RER A line is gradually being agency state of good repair policies. For instance, the risk analysis replaced with innovative two-level trains that offer energy savings found that the agency would incur less costs if buses were replaced ranging 20 to 55 percent and a colorful design, softer lighting, and at 3 years of age instead of maintaining them for their 9 to 12 year cool air ventilation. New stock on metro lines 14 and 1 and tram lines useful lives. As a result, TfL implemented a policy to sell buses after 3 T7 and T8 include energy-efficient braking systems. According years of age. The replacement cycle provides the added benefits of to the 2013 Activity Report, RATP will dedicate €793 million (990 maintaining a clean, safe, and updated bus fleet that attracts ridership million USD) to the renewal of rolling stock in 2014. and improves customer experience.

33 MTA Transportation Reinvention Commission: Report / November 2014 MTA TM

STRATEGY Create a 21st century customer experience for all riders with investments designed to increase MTA THREE responsiveness and ease of access characteristic of a more resilient system. ®

Creating a world-class system is fundamentally about creating a The MTA’s Capital Program has made many strides in bringing 21st high-standard customer experience that is, at a minimum, on par century customer improvements to a system designed for the 20th with the best systems in the world. While difficult to achieve, this century. Over 200 subway stations now have real-time countdown

standard should prioritize a resilient system that embraces well- clocks. All 121 LIRR branchMTA line stations have real-time information maintained, information-rich, accessible, and safe stations, reliable, displays, and by 2019, every MNR station in NewTM York will have them frequent and easy to use services, and a workforce fully committed as well. MTA Bus Time gives real-time information on every bus in to the customer, all consistent with the quality of life New Yorkers, New York City. The MTA’s franchise with Transit Wireless will deliver Recommendations: as residents of a world-class city and region, expect. The first Wi-Fi connectivity to all the MTA’s underground stations, as well as step in creating a 21st century customer experience is reaffirming support for MTA operations and increased revenue. Starting in 2011, STRATEGY ONE MTA Metro-North

MTA’s partnership with its riders and building trust that their needs the MTA began rolling out “Help Point” communication® systems STRATEGY TWO and expectations are being considered and met through the throughout subway stations to provide riders with well-lit, easy improvements and investments that are being made. It also means to use, quick access to emergency response and other customer STRATEGY THREE creating a culture at every level within the MTA that is customer- information. All of this information is supplemented with new real- focused. time applications,MTA LIRR text message alerts, and station information STRATEGY FOUR TM displays, with the upcoming Capital Program promising to deliver Customer expectations are evolving with a shift in riders’ profiles, STRATEGY FIVE even more information to customers. travel patterns, environmental conditions, and needs. Millennials STRATEGY FIVE — those born between 1980 and 1991 — represent a fast-growing demographic in the New York region and are characterized by a MTA TM STRATEGY SIX MTA reliance on technology and transit to meet their mobility needs. TM STRATEGY SEVEN Meeting their needs means providing customers with access to information, ensuring connectivity with devices throughout the MTA TM system, employing the technological innovations that have become

the norm in their public and private lives — as well as being nimble MTA to embrace cultural and technological changes in the future. Baby ® Boomers born between 1946 and 1964 will increasingly be more

dependent on accessibility features such as elevators, escalators, MTA ® bus lifts, and information services for the vision or hearing impaired. MTA TM These expectations, no longer seen as luxuries, but requirements MTA TM for a basic trip on the MTA system, will require upgrades to the system and service and will require an organizational culture that

puts customer needs first. To ensure a resilient system, technology MTA and information networks should be put in place that give riders and TM MTAMTA Metro-North ® the MTA the tools to communicate with one another, to guarantee ® flexibility and responsiveness, and to quickly implement alternative plans and recover from stresses on the system. MTA Metro-North MTA LIRR ® TM 34 MTA TM

MTA LIRR

MTA TM MTA Metro-North

MTA TM

MTA LIRR

MTA TM A Bold Direction for Leading Transportation in the Next 100 Years

New fleets of equipment bring better customer amenities with that outlines the MTA’s commitment to all its users and to the high-quality audio and visual information. Today’s bus fleet is 100 community it serves. Actions to improve customer service include percent ADA accessible, and elevator and escalator reliability has improving communication tools and flow of information to ensure improved significantly, increasing access to subway and commuter flexibility, responsiveness, and quick recovery in the event of an rail services for riders in need. The MTA has begun to develop a emergency; fostering a sense of comfort and safety in the system; new agency-wide technology fare payment system. While these prioritizing station improvements that increase safety and comfort steps toward improvement are closing the gaps in meeting customer and offer more amenities; making the system more accessible for needs, the challenge of achieving the 21st century customer all users; identifying and promoting technological enhancements experience is far greater and far from done. throughout the system; and making seamless travel throughout the region possible by implementing integrated fare policies supported This third strategy emphasizes MTA’s role as a customer service by a modern fare payment system. Strategy Three addresses key agency with a focus on meeting and exceeding customer challenges facing MTA’s future by: expectations for an accessible, safe, secure, reliable, and resilient system. This presents the MTA with an opportunity to usher in a new era of high-quality service, starting with a customer charter

Challenge Response

Addressing environmental impacts of climate change and helping customers navigate the system during Climate Change disruptions or times of extreme weather.

Incorporating investments to meet the needs of new demographic trends and optimizing access to the Growth system to better manage growth.

Fostering interagency consistency in meeting customer expectations and mitigating the challenge of Institutional Barriers navigating the system that is delineated by separate operating agencies.

Retrofitting the System for Increasing focus on connectivity and access to real-time information to improve technological capabilities Technological Innovations and operations throughout the system.

35 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY THREE Strategy Three Implementing Actions • Establish a permanent customer charter that addresses customer expectations, establishes performance timelines, commitments, and standards, and reconfirms the MTA’s commitment to customer service by meeting yearly service goals. The charter must be centered around the provision of customer comfort, service reliability, safety, security, real-time service information, system connectivity, accessibility, and resiliency throughout the system. The charter should be created and updated with public input and reported in a transparent manner to ensure public feedback is incorporated and that the public has a sense of ownership in it. (Short-term) Toronto Transit Commission (TTC) Customer Recommendations: Charter • Implement early and visible infrastructure improvements that demonstrate tangible actions to the public, such as station The TTC annually publishes a Customer Charter that outlines the STRATEGY ONE agency’s commitment to and completion of quarterly initiatives improvements like painting, improved lighting, and more frequent to improve the customer experience. The Customer Charter STRATEGY TWO cleaning. (Short-term) is the focal point of the TTC’s Five-Year Corporate Plan, which features strategic objectives geared toward transformation STRATEGY THREE • Create an MTA Office of Technological Opportunity led by a Chief and modernization of the agency. The first Customer Charter, Innovation Officer, responsible for identifying and promoting future published in 2013, focused on five themes: “cleanliness, better STRATEGY FOUR technological and digital data enhancements to the MTA system. information, improved responsiveness, more accessible and (Short-term) modern, and the renewal of vehicles.” The charter successfully STRATEGY FIVE bound TTC to a new minimum standard of performance, set and • Improve and expand availability of real-time information on expected STRATEGY FIVE met realistic incremental goals, and fostered the development arrival times for all modes of transportation. (Short-term) of a more customer-focused agency. Quarterly progress reports STRATEGY SIX – Provide Wi-Fi access and digital display screens that, where define interim commitments and describe actions taken to appropriate, are located both before and after the fare collection accomplish those commitments. If a commitment is not met, the quarterly report gives a detailed explanation of why TTC was STRATEGY SEVEN array. (Short-term) unable to accomplish its objective. In its first year, TTC focused on – Provide system-wide real-time information at rail stations, on creating quick wins, communicated through an online dashboard, buses, and on subway/rail vehicles. (Short-term) to show that it was serious about modernizing the agency and improving customer service. • Increase accessibility of the entire system. (Long-term)

– Develop an ADA station accessibility program to include all The Customer Charter is now in its second iteration, continuing subway and commuter rail stations. (Short-term: planning) initiatives from the first charter such as holding frequent town – Incorporate accessibility as a requirement of development hall meetings, public forums, and “meet the manager” sessions, adjacent to or near inaccessible stations. (Short-term: planning) publishing performance data of surface routes and subway on its website, and conducting customer surveys and mystery shopper surveys. In total, the second Customer Charter details 39 initiatives designed to transform the TTC into “a transit system that makes Toronto proud.” Early benefits of the Customer Charter include positive media coverage and improved customer satisfaction scores.

36 A Bold Direction for Leading Transportation in the Next 100 Years

• Improve operational efficiency, enhance the customer experience, and foster safety and resiliency by investing in system technology, (e.g., flood control technologies, intrusion detection, platform door systems, etc.). (Medium-term) • Make implementing a new, open fare system (i.e., single fare media) to facilitate seamless travel across the region a high priority. (Short-term)

A single-fare medium would enhance regional mobility and connectivity. The MTA’s effort could be expedited through exploring the use of existing fare technologies. The next evolution of fare media would allow integration with other operating agencies and transit providers in the region and ultimately integration of fare pricing.

• Explore and test energy efficient technology to control temperature fluctuations within stations and create a comfortable atmosphere throughout the system, particularly in the face of longer heat waves from climate change. (Long-term) – In the interim, adopt London’s approach and treat heat production as a form of pollution that needs to be controlled and minimized in everything the MTA does or purchases (e.g., rail cars, train acceleration, lighting fixtures, etc.). (Short-term) • Develop new methods for customers to provide feedback that exceed current efforts, allowing for quick, but detailed, complaint filing in order to complement current survey methods. (Short-term) – Capture instant feedback from customers by encouraging them to file comments, suggestions, or complaints directly through a multi-purpose MTA app with both ticketing and scheduling that will also be able to “crowd source” complaints and responses. (Short-term)

The MTA manages customer complaints through an all-agency Customer Relationship Management System, which provides customers with a tracking number to monitor the status of a complaint and comply with recording requirements

37 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY THREE

Recommendations:

STRATEGY ONE RATP Customer Service Improvements In 1998, RATP began a 25-year sub-program to the Métro2030 Real-Time Information: RATP is in the trial period for the IMAGE STRATEGY TWO program, known as the “Un métro plus beau” (English translation: project: the deployment of 3,000 new passenger information a more beautiful metro) program. The station beautification STRATEGY THREE screens that provide multi-modal and real-time travel information on program focuses on the modernization of 273 of its 303 stations the RATP network. The project also includes a data management STRATEGY FOUR with an annual budget of nearly €500 million (623 million USD), system to centralize and share this information. In addition to entirely financed by the RATP. The program has invested a total providing waiting times, traffic conditions, and safety advice, screens STRATEGY FIVE of €3.6 billion (4.48 billion USD) into the RATP system since 2007. will display commercial information. Since 2012, 155 stations have The program focuses on the oldest stations in the system, some been equipped and 850 displays have been installed. Screens will STRATEGY FIVE that have not been refurbished since the 1930s. Through the be linked to existing information systems until the multi-modal, real- program, station platforms, corridors, and concourse areas are time information system is rolled out in 2015. STRATEGY SIX being renovated with new flooring, wall coverings, tiles, lighting, seating, and signage. The program also takes into account Mobile Coverage: By the end of 2016, all RATP lines will have at STRATEGY SEVEN interior design, historical heritage, and improving the customer least 3G (and some 4G) mobile coverage. This project is a three-year, experience. Signage is designed to be easier to understand, complex operation that will ensure interoperability between four intermodal, and tourist-friendly. New tiles mimic past tile work in French operators (i.e., Orange, SFR, Bouygues Telecom, and Free) color and design, reflect and diffuse artificial light, are easier to and the upgrade of a fleet of 2,500 antennae within confined areas maintain, and are designed with a greater life span; Paris RATP that were not originally designed for internet connections. estimates that nearly 23 million tiles will be required to cover the 272,000m2 of the 273 stations in the program. Renovated Cleaning Contract: RATP has a stringent €70 million (87.2 million stations are cleaner, brighter, and more accommodating due to USD) annual cleaning contract between four professional contractors an increased emphasis on improving the customer experience. and RATP, including over 1,800 cleaning staff and 6,000 RATP staff As of March 2014, 249 stations have been renovated. improving cleanliness and customer comfort. The contract ensures daily cleaning services, periodic property maintenance, and deep As part of the larger Métro2030 program, RATP is implementing cleaning services such as ceiling, lighting, and painting maintenance the following: and incrustation removal across the RATP network (including stations, track, and rolling stock). RATP implemented station cleaning during daytime operations to maintain cleanliness throughout the day and to increase visibility of the extensive cleaning contract.

38 A Bold Direction for Leading Transportation in the Next 100 Years

TfL Customer Service Improvements Cooling the Tube Program: In 2005, TfL established the Rolling Stock Improvements: TfL introduced new walk- Cooling the Tube program to address steadily increasing through trains (i.e., no barriers or doors between train cars) temperatures in the London Underground network. The featuring, improved ventilation, wider doors, and Wi-Fi. Audio- program created several quick wins across the London visual technology displays real-time information on new and Underground network by upgrading out-of-service ventilation refurbished trains and all 8,600 buses. shafts and strategically installing fans and cooling units in stations and tunnels. The agency established a comprehensive Real-time information: In addition to signage in stations, database of temperature and humidity measurements real-time information is available on mobile phones and other to aid decision-making and strategically prioritize capital devices, roadside signs, schools, and shopping centers. Over improvements for the program. 2,500 bus stops feature real-time arrival boards.

Prior to establishing the program, train braking was the single Contactless Payment: Contactless payment is now available largest source of heat emissions, contributing to 50 percent on all busses and will be implemented across the TfL system by of total heat emissions in the London Underground network. 2014. Customers will be able to use credit cards in addition to TfL significantly reduced train braking heat emissions from Oyster cards for fare payment. 50 percent to 18 percent by installing regenerative braking technology on the majority of the London Underground’s rolling stock. This advancement alone achieved a 32 percent reduction in overall heat emissions in the London Underground network. Approximately 80 percent of the London Underground network will operate regenerative braking technology by 2016. The program was well-received by the media and the public, shining a positive light on TfL’s proactive measures to address customers concerns and improve customer comfort across the network.

39 MTA Transportation Reinvention Commission: Report / November 2014

Aggressively expand the capacity of the existing system both to alleviate constraints and STRATEGY FOUR to meet the needs of growing ridership, thereby providing greater redundancy and limiting disruptions, which are key to resilient service.

Like many older transit systems across the country, the MTA Significant progress has been made in this area. As new CBTC signal operates a traditional hub and spoke system focused on moving systems have been installed as part of system renewal, they have people from residential communities to high-density employment boosted capacity, for example, with installation on the Canarsie (L) centers, typically what is known as central business districts (CBD). line, serving one of the fastest growing areas in New York City. The This approach reflected historic land use and employment patterns LIRR added late-night and weekend service from Atlantic Terminal Recommendations: and was quite effective in meeting the region’s needs. Riders to serve 3,300 new customers on game/event nights at Barclays traveling to and from jobs in Manhattan remain one of the MTA’s Center. The MTA has made investments in stations to accommodate STRATEGY ONE largest customer markets, and CBD-bound travel is expected to this increase in riders, with new and improved station access like grow by 26 percent by 2040. An increase in capacity is required to the new Fulton Center, station capacity improvements at Times STRATEGY TWO meet this growth and growth in other areas that burden the existing Square, and upgrades to allow fare control areas to meet increased core system. demand. The MTA has also invested in bus service to accommodate STRATEGY THREE capacity problems caused by increases in travel, with expansion of Expanding service to bring more riders onto the existing system STRATEGY FOUR Select Bus Service (SBS) and the use of articulated buses to carry requires improving capacity and reliability and increasing the additional passengers on well-traveled bus corridors. STRATEGY FIVE resiliency of the system. Increasing capacity creates redundancies in the system that are critical during emergency events by providing Over the next two years, two new subway links — to the burgeoning STRATEGY FIVE alternative travel options for riders and limiting stresses and failures Midtown West and to the densely populated Upper East Side — will during these events to isolated parts of the system. It also requires be in operation, extending the subway’s reach for the first time in STRATEGY SIX better serving new markets (e.g., former industrial sites along over 50 years. And the region is 8 years away from the first addition STRATEGY SEVEN the waterfront now emerging as residential centers). It requires to the LIRR network since the Pennsylvania Railroad opened Penn partnerships between local constituencies within greater New York, Station and the East River Tunnels in 1910, linking the LIRR to East New Jersey, Connecticut, as well as among operating agencies to Midtown Manhattan. The proposed MNR Penn Station Access project provide seamless service within, to, and from the CBD. would expand rail access for those in the Bronx, Westchester County, and Connecticut, add redundancy to MNR’s service, and eliminate the single point of failure posed by the Harlem River Lift Bridge.

40 A Bold Direction for Leading Transportation in the Next 100 Years

This fourth strategy focuses on making additional investments to increase the core capacity of the existing system to accommodate the extraordinarily large CBD-bound market and its projected ridership growth; maximize economic development in emerging employment and residential centers reliant on the existing system; and create system redundancies that will maximize resiliency of the system by providing additional capacity and mitigating the risk of complete failure of critical portions of the system. It will also provide seamless connections through the regional network. This strategy can be achieved by accelerating signal upgrades, expanding track capacity, and adding flexibility via waterborne, bus, and other means of surface transit in constrained areas. Other investments that focus on bringing world-class bus rapid transit (BRT) to dense corridors leverage off- peak capacity on available commuter lines. Working with regional transportation agencies such as Amtrak and the Port Authority of New York and New Jersey to provide more efficient and frequent trans-Hudson service can increase core capacity in the system as well. Strategy Four addresses key challenges facing MTA’s future by:

Challenge Response

Creating additional capacity and redundancies in the system that will increase resiliency and mitigate Climate Change failure points in the event of extreme weather.

Increasing operational capacity on the existing system and creating new opportunities for transit service Growth that will address future growth needs.

Negotiating agreements between operating agencies and other jurisdictions in the region in order to Institutional Barriers provide seamless service.

Retrofitting the System for Implementing expansion projects using current and future technological standards and innovations. Technological Innovations

41 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY FOUR Strategy Four Implementing Actions • Prioritize capital investments in areas where the region has significant density or is experiencing significant growth that overburdens the existing system (e.g., Far West and East Sides of Manhattan, western Queens). Maximize system redundancy, service flexibility, and resiliency, especially where value capture strategies can help fund the project. (Value capture refers to funding mechanisms where landowners who benefit financially from transit improvements contribute to financing the improvements.) (Short-term) • Use expansion opportunities to support economic development objectives and improve quality of life, as well as create additional options during emergencies and eliminate single points of failure. Berlin BVG Spiderweb Strategy Recommendations: (Short-term: study) • Identify locations where flexible modes (e.g., true BRT and ferries) The Berlin BVG has succeeded in optimizing the existing system STRATEGY ONE could alleviate capacity constraints and redundant services are to increase capacity through a network restructuring strategy needed to address single points of failure on existing lines called the “Spiderweb.” In 2003, BVG undertook a comprehensive, STRATEGY TWO (e.g., BRT on Queens Boulevard). (Short-term: planning) corridor-by-corridor analysis of all traffic patterns in the City of Berlin. The analysis identified strengths and weaknesses of the STRATEGY THREE • Increase connectivity between MTA and other regional transportation public transportation system, with the goal of increasing customers providers to increase overall system capacity and flexibility, and by 2 percent while simultaneously cutting operations by 3 percent. STRATEGY FOUR enhance opportunities to respond in emergencies. The objective of this strategy was to make better use of the existing (Short- to Medium-term) system in a way that was efficient and cost-effective. The result of STRATEGY FIVE – Work with Amtrak, the Port Authority, and New Jersey Transit this effort was to support the core network of the commuter rail STRATEGY FIVE (NJ TRANSIT) to create new trans-Hudson rail capacity and (S-Bahn) and metro (U-Bahn) systems through the development of improvements at both the current Penn Station and its planned newly created MetroLines, including trams and buses that connect STRATEGY SIX expansions. (Short-term: planning; Long-term: implementation) major axes and rapid transit corridors. These MetroLines, which – Work with New York City, other interested municipalities, and provide 24-hours services at daytime frequencies of 10 minutes STRATEGY SEVEN private ferry providers to bolster ferry service that can expand or less, represent a spatial expansion of the core network by capacity, serve new waterfront markets, and create redundancies “filling in” previously under-served areas between major transit to avoid single points of failure. corridors. This transit system, taken in its entirety, is known as the (Short-term: planning) “Spiderweb.” • Make investments to increase core capacity on existing subway Expansion opportunities The ”Spiderweb” strategy achieved an operations savings of €9.5 include Penn Station lines through accelerating CBTC signal system upgrades (and the associated investments in power and station capacity necessary to million (12 million USD) and an increase of 24 million new trips per Access, long-term year. Its ancillary benefits include greater revenues for the S-Bahn completion of full Second capture the service benefits of CBTC); expanding track capacity on commuter rail; adding travel options in constrained areas like that which, without changing its own services, has benefitted from Avenue Subway network, improved feeder lines and the elimination of parallel bus lines. and BRT lines. For more provided by a completed Second Avenue Subway and the Main Line information about BRT, Second Track and Third Track projects on Long Island; and eliminating see Strategy Five. single points of failure like the Harlem River Lift Bridge, which will be addressed by the Penn Access project. (Medium- to Long-term) • Where feasible, leverage available off-peak commuter rail line capacity for more frequent, rapid transit-like service. (Medium-term to Long-term)

42 A Bold Direction for Leading Transportation in the Next 100 Years

London Underground System Capacity TfL System Capacity Enhancements RATP System Capacity Enhancements Enhancements Rolling Stock: In 2012, RATP launched OCTYS, a new automation Signaling Improvements: • An extra carriage will be added to London technology on Line 3. OCTYS is a semi-automated system that maintains train acceleration and braking, while still • A new automatic signaling system will transform all Overground trains by 2014, increasing capacity of requiring the presence of an operator to close and open four subsurface London Underground lines to semi- the network by 25 percent. doors and to operate the train in the event of a disruption. automated CBTC, which allows trains to run closer • New fleet on the London Underground’s Circle The semi-automated system allows trains to operate together at greater frequencies. The system will be and Hammersmith & City lines that are longer than at closer distances, improving efficiency, reliability, and phased in by 2018, increasing capacity by 33 percent. outgoing fleet will increase capacity by 17 percent. increasing overall system capacity. Together, with the use of a single central control room, OCTYS has already • Recent signaling system improvements on the Victoria • The introduction of new fleets in 2011 and 2012 increased the reliability of trains on Line 3 during peak line have already delivered an increase in capacity of decreased train-related delays on the London hours. OCTYS is currently being deployed on lines 5 and 21 percent. By installing a new signaling system, TfL will Underground’s Victoria and Metropolitan lines by 9. RATP plans to deploy OCTYS on two more lines in the increase peak trains from 33 per hour to 36 per hour on 50 percent. the Victoria and Jubilee lines. Once work is complete near future, with staged network-wide deployment by on the upgrade of the Northern line’s signaling • The introduction of 191 walk-through trains (i.e., no 2030. system, capacity on the busiest line on the London barriers between cars), covering 40 percent of the Underground network will be increased by 20 percent. London Underground network on four sub-surface In 1998, RATP became the international leader in lines (Metropolitan, Hammersmith & City, Circle, automation technology, equipping the first wide-gauge Reducing Service Disruptions: and District) by 2016 will result in a 17 percent metro line in the world with fully automated, driverless increase in capacity. • TfL has adopted a “predict and prevent” approach technology. Today, Line 14 can operate at 85-second to maintenance in an effort to reduce the likelihood New Service: headways compared to its previous maximum of 105 of service disruptions in the London Underground. seconds. RATP has full-automation (i.e., no operator) • Crossrail, discussed in detail in Strategy Seven, is The program includes the installation of condition on two lines and has approved a plan to implement a new rail line running east-west through central monitoring equipment on board trains and at key similar automation on another busy line by 2022. Fully London opening in 2018. It will increase London’s locations in the London Underground. The new automated technology has the potential to significantly rail capacity by 10 percent, reduce congestion monitoring equipment has improved service reliability increase the capacity of an existing line; however, the at many London Underground stations, and and enhanced existing capacity by predicting technology is costly to implement, requiring more reduce travel times across the City of London. TfL maintenance issues in real-time and dispatching staff advanced rolling stock technology and full installation of estimates that Crossrail will reduce congestion by before a service disruption occurs. The approach has platform screen doors. For these reasons, RATP’s busiest up to 60 percent on many Underground lines. also improved incidence response times by strategically lines have been targeted for full-automation and all others dispatching staff with the required skill sets that are have been identified for semi-automation deployment. closest to the disruption.

43 MTA Transportation Reinvention Commission: Report / November 2014

Make investments designed to serve existing and emerging population and employment centers STRATEGY FIVE not well served by the existing system in order to ensure service alternatives and flexibility characteristic of a resilient system.

The traditional hub and spoke pattern of today’s system does not Many of the investments that the MTA is making to serve the address all of the new and still-evolving live-and-work patterns in CBD market, described in the previous strategy, are also critical the New York region. To be sure, Manhattan remains an important to serving these new and emerging markets that are not focused regional employment hub, but job centers are continuing to crop around the traditional CBD, including optimizing capacity and up in the outer boroughs and outside of the city, from Downtown creating even more redundancies throughout all parts of the Recommendations: Brooklyn to Long Island City in Queens, to the Route 110 corridor system. The installation of CBTC promises to help provide additional in Long Island and biotech sector in Westchester County. These capacity where needed. Recently completed improved passenger STRATEGY ONE changes are producing new patterns of business and travel connections, including the Jay Street – MetroTech station and across the system. For example, reverse-peak service linking complete station reconstructions, such as Stillwell Avenue Terminal STRATEGY TWO people who live in New York City to suburban jobs in Westchester in Coney Island and Atlantic Terminal in Downtown Brooklyn, serve and Connecticut continues to be MNR’s fastest growing market. areas of growing demand outside of the Manhattan CBD. Going STRATEGY THREE These new travel patterns reflect new residential centers, zoning forward, partnering with ferry operators to support ferry service STRATEGY FOUR practices, emerging economic centers, employer types, and and feeder service to ferry terminals between outer boroughs (e.g., employee preferences. To respond to these shifts, the MTA will transporting passengers between hubs in Brooklyn and Queens) are STRATEGY FIVE need to transform into a dynamic system that accommodates a other ways to serve these new and emerging markets. range of new travel patterns (e.g., circumferential and reverse-peak), STRATEGY FIVE Where capacity has allowed, the MTA has expanded service to meeting the needs of employees and employers in the new global address new ridership patterns, including all-day NYCT No. 5 train STRATEGY SIX 24/7 economy and knitting these new investments into its existing service to Brooklyn, expanded bus service routes such as the NYCT services. Accommodating these new dynamic patterns of travel Q8 extended to serve Gateway Mall, and new SBS across 125th STRATEGY SEVEN will strengthen the system’s resiliency by providing flexible service street in Harlem to LaGuardia Airport. Similarly, the Third Track alternatives to all riders. project on MNR has increased access for intermediary markets along the Harlem Line. In 2009, commuter rail “through-running” was introduced as a pilot in the form of MNR–NJ TRANSIT service to Secaucus Junction and the New Jersey Meadowlands accessing National Football League games on selected Sundays. “Through-running” refers to service that carries people into a downtown and out the other side, creating a “single-seat” trip with fewer transfers across multiple systems. The MTA has been leading a collaborative effort among

44 A Bold Direction for Leading Transportation in the Next 100 Years

the MTA railroads, NJ TRANSIT, and Amtrak to perform a computer- compared to adding new heavy rail capacity. In addition, outfitting based simulation evaluation of through-running, regular commuter local bus routes with SBS features will improve service to these service during weekday peak periods to understand if additional markets. Opportunities may exist to leverage existing commuter service and benefits can be generated. This will serve the additional lines and unused rights-of-way to add new rail service more purpose of creating service redundancies in the region, which is a expeditiously. Creating through-running service between different critical quality of a resilient system. regional systems such as the MTA railroads and NJ TRANSIT will create new links in services between outlying localities in the region More must be done to build on this progress and continue to and could allow more efficient use of current network capacity. respond to these emerging travel patterns and markets, and to Finally, forming results-oriented partnerships with private on- ensure that they are part of the resilient transportation network. This demand/shared car services and expanding airport access through fifth strategy focuses on meeting the needs of these existing and surface transit options are additional methods for filling gaps to emerging markets not well served by the existing system. Using regional hubs. Strategy Five addresses key challenges facing MTA’s this strategy, surface rapid transit (e.g., BRT, light rail transit (LRT), future by: etc.) in underserved areas can be implemented much more quickly

Challenge Response

Creating new service alternatives, particularly more nimble modes like BRT, to improve access across the Climate Change system, a key resiliency feature.

Focusing analysis and investments on outlying localities in the region to address changing demographics Growth and new patterns of population and ridership growth throughout the MTA region.

Institutional Barriers Focusing on collaboration with other regional agencies to better serve emerging markets.

Retrofitting the System for Investing in new signal and operating technologies to increase efficiency throughout the system. Technological Innovations

45 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY FIVE Strategy Five Implementing Actions • Study the viability of aboveground surface rapid transit concepts • Improve bus service through a line-by-line review of bus routes and that maximize available, underutilized rights-of-way in the city to their particular constraints, with a goal of making certain SBS features offer a new service that could run on a frequency that is comparable the standard for all local bus routes, including faster fare payment, to a subway line. This service would be integrated into the existing priority lanes, and transit-priority signals. Priority review should be subway system at feasible connection points and provide additional given to routes in existing and emerging markets that are not well flexibility to enhance resiliency in the system. (Short-term: planning; served by the existing system and that will increase the system’s Medium-term: implementation) resiliency. (Short-term) • Implement through service between the MTA railroads (LIRR and • Implement BRT in emerging (non-CBD) markets, which can be MNR) and between MTA railroads and NJ TRANSIT. (Long-term) implemented relatively quickly and at a lower capital cost than • Explore partnerships with private on-demand/shared car and van rail services. Consider LRT or tramways when demand warrants services to connect major activity centers and fill service gaps. higher capacity than can be served by BRT. In all cases, cost/benefit (Short-term) analyses should be used to determine the most cost-effective means Recommendations: • Explore options to better connect with ferries as an option to connect for meeting the anticipated demand. (Medium-term) emerging residential and employment centers. (Ongoing) STRATEGY ONE – Work with New York City Department of Transportation (NYC • Partner with the Port Authority of New York and New Jersey and New DOT) and other relevant agencies to implement and showcase York City to improve transit access to and from the airports. (Ongoing) STRATEGY TWO true, dedicated BRT. True BRT is defined as a high-performance transit system that combines the speed, reliability, and amenities – Explore options (BRT, LRT, etc.) to provide more convenient and STRATEGY THREE of rail-based transit systems with the flexibility of buses. To meet direct transit options between major regional airports and key activity nodes to further bolster the region’s leading competitive STRATEGY FOUR high-performance standards, true BRT incorporates certain features, including dedicated and/or physically separated lanes, priority position in the global economy and enhance system resiliency. STRATEGY FIVE signaling at traffic lights, off-board fare collection, level boarding (Medium-term) at multiple doors, real-time bus arrival information, and distinctive STRATEGY FIVE branding. – Develop a unique brand for the service that builds on lessons STRATEGY SIX learned from SBS implementation and international experiences. STRATEGY SEVEN Branding should distinguish this as a rapid alternative to existing services by highlighting its unique elements. (Short-term: planning; Medium-term: implementation) – Build a network of 20 SBS/BRT routes by 2020. (Medium-term)

46 A Bold Direction for Leading Transportation in the Next 100 Years

BRT in Cleveland Cleveland’s HealthLine is widely considered to be one of the most advanced BRT systems in the country. The HealthLine BRT runs along 6.8 miles of Euclid Avenue, a thoroughfare that connects two of Cleveland’s largest commercial districts – Public Square, the CBD in downtown Cleveland, and University Circle, a hub of education, medical facilities, arts, and cultural amenities. The HealthLine line has had a major impact on fostering equity in the area by linking the city’s largest employment centers to one of the poorest areas in East Cleveland; roughly 80 percent of riders on the line are transit- BRT in South America dependent. According to research conducted by the Institute for Transportation & Development Policy, the HealthLine has generated In Latin America, BRT is a popular, highly efficient mode of $114.54 in economic development for every dollar spent on the BRT transit in some of the region’s largest metropolitan areas. corridor. Curitiba, Brazil’s BRT system, known as Rede Integrada de Transporte [RIT/Integrated Transportation Network], was The $200 million project was the result of an extensive collaborative implemented in 1974, and is seen as the gold standard for BRT effort among the Greater Cleveland Regional Transit Authority systems in the world. Curitiba’s BRT system is so successful (GCRTA), local and state governments, two anchor institutions (the in part because of the operational and capital investments Cleveland Clinic hospital and Cleveland State University), business, made in the system – preferred signaling for buses that cuts and community members. The project’s design and construction down on delays, real-time information that allows riders to phase spanned the terms of four different mayors. The GCRTA know exactly when the next bus is arriving, design elements was critical in educating each new administration on the value of like off-bus payment and median-separated, and dedicated BRT and the GCRTA CEO worked with each mayor on aligning the lanes that guarantee the free flow of bus traffic. RIT has also project with their broader political goals. While each mayor tweaked been successful because planning for the system goes the project’s scope, the vision of the BRT line remained intact largely beyond placement of buses and stations; RIT is also an due to the GCRTA’s successful outreach efforts. The BRT opened initiative that integrates long-term land use, transportation, to the public in 2008. Within three years, the HealthLine operated and sustainability, matching transportation with residential, at speeds that were 34 percent faster than buses; its ridership, commercial, and environmental needs. at 15,000 passengers per day, exceeded that of Cleveland’s LRT system (11,000 passengers per day). An estimated $4.3 billion in new real estate investments have lined the Euclid corridor and its environs since the system opened, placing the HealthLine at the center of a significant urban renewal project.

47 MTA Transportation Reinvention Commission: Report / November 2014

Connecting Outer Ring Hubs via Circumferential The Greater Paris Express Project Transit: London Overground The Greater Paris Express project is an effort to rethink connections London has been overhauling its transit system and allowing among the major economic hubs in the Greater Paris region in travelers to circumnavigate the city without passing through its part because of the growth of cross-suburban journeys, which congested core by stitching together previously underutilized now represent 70 percent of daily trips in the region. The project track along the outer rings of the city. This ambitious project includes the construction of about 93 miles of automated metro is known as the London Overground. In 2007, after suffering rail – an orbital system with 57 stations, and four additional years of underinvestment and neglect, the railways of north and lines serving the Greater Paris region. The project will improve west London were integrated with new routes in east and south connections between existing services, and use multiple modes London to create this new orbital, suburban rail network. to connect passengers across the Île-de-France region. The blueprint was approved unanimously by the supervisory board The London Overground has succeeded in connecting of the Société du Grand Paris, the organization created in 2010 to historically isolated parts of London, specifically in the south oversee the project, and has representation from the state, and the and east, while helping to facilitate the eastward shift of the region through its eight departments. RATP played a major role in city’s center of gravity. Between 2010 and 2012, the network the planning of the project and will bid to operate components of was expanded to include four rail lines that connect 21 London the new framework. boroughs and South Hertfordshire all located outside of the city center. To date, 30 percent of all Londoners are within walking The orbital footprint will provide better suburb-to-suburb travel distance of one of London Overground’s 83 stations and over options, taking pressure off of public transit connections through 136 million customers per year use the network. The London inner city Paris, and reducing congestion on roadways in the Overground, coupled with the opening of Crossrail later this region. The project will also include the extension of existing decade, discussed in detail in Strategy Seven, are quickly metro lines, the first of which is expected to open in 2017. The first transforming London’s emerging population and employment sections of the orbital metro are expected to open in 2018, with full centers outside of the CBD. project completion by 2025.

48 A Bold Direction for Leading Transportation in the Next 100 Years

Serving London’s New Employment Centers with Docklands Light Railways (DLR) and the Jubilee Line Extension London’s CBD has historically covered an area of approximately 10 square miles, bordered by Kensington in the west, Aldgate in the east, King’s Cross and Euston in the north, and Elephant and Castle in the south. Fringes outside of the city center have been emerging as new employment hubs. Canary Wharf, in the eastern borough of Tower Hamlets, is a prime example of this, resulting from the re-activation of the London Docklands, formerly derelict industrial land along the Thames River that has been transformed as a hub for financial and business services.

Two examples of rapid transit that have been implemented to support and provide better access to Canary Wharf are the Docklands Light Railways (DLR), an automated LRT network built in 1987, and the Jubilee Line Extension, built in 2000. Employment in Canary Wharf has multiplied as a direct result of the Jubilee Line Extension. In 1999, employment in Canary Wharf was 40,000, of which 9,000 was in the financial sector. By 2001, Canary Wharf financial sector employment surged to 24,000 with total employment up to 62,000. Today, Tower Hamlets, the London borough in which Canary Wharf resides, is the fastest growing borough in London and is attracting a number of residents who are consciously choosing to live outside the city center.

49 MTA Transportation Reinvention Commission: Report / November 2014

To drive the region’s economic growth and maximize its capacity to respond to and recover STRATEGY rapidly from emergencies now and into the future, forge partnerships that will (1) bring together SIX economic development and planning partners, as well as the private sector; and (2) establish more collaborative working relationships with other transit agencies.

To drive the region’s economic growth and maximize its capacity to MTA to make better use of existing assets, be more efficient and cost respond to and recover rapidly from emergencies now and into the effective, and be a proactive driver of growth. Through more effective future, the MTA must forge partnerships that will (1) bring together working relationships with regional transit agencies, the MTA can economic development and planning partners, as well as the private better meet its customers’ needs. sector; and (2) establish more collaborative working relationships Some of the MTA system is at or over capacity, such as the Queens Recommendations: with other transit agencies. The MTA is a key player in the regional Boulevard or Lexington Avenue lines. Conversely, other parts of the economy by providing the network that facilitates connections and system have the capacity to accommodate more users. Coordinating STRATEGY ONE drives economic growth. The location of an MTA transportation asset — planning and actively expanding regional partnerships will allow be it a subway station, bus stop, or commuter rail station — influences the MTA to maximize the reach and effectiveness of its services. STRATEGY TWO the decisions people make about where to work, what apartment or An example of effective regional coordination is Transcom, which house to buy, what shop to visit, or show to see. Although the MTA STRATEGY THREE is a coalition of 16 transportation and public safety agencies in the provides this regional backbone, it is rarely involved or consulted New York-New Jersey-Connecticut metropolitan region (MTA was STRATEGY FOUR when economic development and land use decisions are made by a founding member). Transcom is dedicated to ensuring effective local authorities. The MTA must have a seat at the regional decision- STRATEGY FIVE and coordinated communication by integrating traffic and service making table so that it can identify and leverage opportunities to information across the region. This proved to be a critical resource drive growth in areas where the system is not operating at capacity or STRATEGY FIVE during Superstorm Sandy and other emergency events. so it can identify expansion solutions where capacity is constrained. STRATEGY SIX This will also facilitate emergency response and recovery planning The MTA has worked with other local partners in New York City to across stakeholders in the region and maximize the resiliency of the coordinate planning with success. The MTA’s partnership with NYC STRATEGY SEVEN transportation system. DOT was critical to the creation of the SBS program, which has brought increased capacity and speed of service to congested corridors in By partnering with the City of New York, NJ TRANSIT, the Port four of the five boroughs in the city. The two agencies’ partnership was Authority of New York and New Jersey, and private ferry operators, also key to the creation of MTA Bus in 2004, which consolidated the the MTA could expand capacity through ferry service and strengthen operation of seven private bus franchises formerly overseen by the intermodal connections to the region’s airports. Strategies such as city. Such partnerships also enabled the application of MetroCard to upzoning and coordinated planning (e.g., aligning plans with New York regional transit providers and will be critical to the region’s adoption of City Mayor Bill de Blasio’s goals for affordable housing) will allow the the new fare payment system.

Public Commentary: Facebook

“City Hall, in conjunction with the MTA, Albany, and Washington, D.C. needs to get this done together, put politics, community opposition, and strings aside to build it up. It’s for the sake of the city, the state, the nation, and for the infrastructure.”

50 A Bold Direction for Leading Transportation in the Next 100 Years

The most recent partnership, making creative use of the city’s Drawing on the positive results of these previous collaborations, developmental and financial powers and the MTA’s transportation this sixth strategy emphasizes the opportunity to support resiliency capabilities, has been on the Hudson Yards project, in which the planning, economic growth, and regional development by development of a new community on the Far West Side of Manhattan strengthening the relationship between the MTA and the localities’ is being coordinated with the creation of new subway access. The land use, housing, transportation, and economic planning departments. project not only tied together transportation planning with land use This strategy also improves collaboration across transportation planning, but also created a strategy for all stakeholders — including providers in the region, which will facilitate responses to and recovery private developers — to contribute their fair share of the project costs from emergencies, better integrate customer service and data and to later share in the economic and financial benefits of the project. sharing, as well as TOD development and the identification of growth opportunities. Furthermore, a more frequent review of interagency Transit-oriented development (TOD) is an important strategy for operating agreements will help optimize regional service provisions. coordinating housing development with the availability of transportation Strategy Six addresses key challenges facing MTA’s future by: resources. In the coming years, as the city deploys its affordable housing initiative, transportation must be at the table to ensure there are sufficient resources to support new residential centers.

Challenge Response

Coordinating planning to improve the region’s risk mitigation and recovery in the event of extreme Climate Change weather events by strengthening inter-jurisdictional responses across entities throughout the region and investing in redundancy and expansion to drive economic development and enhance resiliency.

Improving regional coordination to better match growth, land use development, and transportation Growth services in the region.

Coordinating planning in order to break down silos among entities in the region, provide seamless service Institutional Barriers and align goal-setting among the agencies and jurisdictions in the system.

Improving coordination among entities in the region to integrate data generated by different agencies, Retrofitting the System for and provide a platform or dashboard of information that will allow individuals and agencies to assess and Technological Innovations operate the system and region more effectively.

51 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY SIX Strategy Six Implementing Actions • Strengthen regional cooperation and integration in order to reconcile the status of the MTA as a state public authority with the need for more integrated regional planning and cross-jurisdictional funding, which is essential to evolving regional economic development and resiliency plans. (Medium-term) – In partnership with the appropriate regional players, the MTA should implement a showcase project in each of its service territories that ties an improvement in transportation to local economic development, ensuring that growth areas have access to transit. (Short-term: study) – Ensure that the MTA has a seat at the regional economic Recommendations: development decision-making table, including the Regional Economic Development Councils, so it can identify and leverage STRATEGY ONE opportunities to drive growth in areas where the system is not operating at capacity or so it can identify expansion solutions STRATEGY TWO where capacity is constrained. In suburban areas, this will require sitting with local towns, villages, and cities. STRATEGY THREE (Medium-term) Regional Partnership through TfL

STRATEGY FOUR – Facilitate interagency capital planning and decision-making by TfL secured full funding for London Underground’s Northern Line establishing senior level commitment from regional economic Extension to Battersea Power Station by facilitating a beneficial STRATEGY FIVE development, city planning, and transportation agencies. In areas funding partnership with the business community, the boroughs, and where land use and zoning are handled at the local level, develop the central government. The £1 billion (1.57 billion USD) extension, STRATEGY FIVE a customized approach for each locality with support from expected to open to revenue service in 2021, will improve access to experts within the MTA agencies who are knowledgeable about the London Underground network and generate an estimated 18,000 STRATEGY SIX the localities. Consider both co-locating and embedding staff new homes and 20–25,000 new jobs in the Vauxhall, Nine Elms, and in similar functions across agencies or creating an interagency Battersea improvement area. In a spirit of regional collaboration, the STRATEGY SEVEN planning and policy task force that meets regularly to develop a boroughs agreed to authorize a new Community Infrastructure Levy cohesive regional agenda and align policy objectives, including (CIL) on new developments in the area, dedicating approximately coordinated emergency planning. £300 million (471 million USD) in development contributions to the (Short-term: study) extension. The developers agreed to pay the resulting development • With respect to New York City, establish a mechanism or contributions in support of the Northern Line Extension, which was office whereby the planning staffs of the MTA, the New included as an essential piece of a major development of office, retail, The MTA prepares a York City Departments of Planning, Housing, and Economic and luxury residential properties on the Battersea Power Station Twenty-Year Capital Needs Development Corporation can work together to identify site. Over £250 million (391.2 million USD) alone was secured from Assessment in advance and implement opportunities to marry transit expansion the major development at the Battersea Power Station site and the remaining was secured from a number of smaller developments in the of the Five-Year Capital and investment with economic development and resiliency area. To cover the remaining project costs, the central government Program to identify its core planning. (Short-term: planning) capital investment needs created a tax increment financing zone to capture value generated • Building on the MTA’s existing Twenty-Year Needs Assessment process, as well as opportunities for from future business rate growth in the area. develop a baseline regional plan that identifies growth areas and system improvement and transportation options to address gaps. Include analysis of forecasted expansion. population and employment growth based on active planning and feedback between MTA and local jurisdictions to identify service gaps and the most appropriate investments for filling those gaps. (Short-term) 52 A Bold Direction for Leading Transportation in the Next 100 Years

– Plan should identify where new or additional services will enhance the resiliency of the system. – Plan should incorporate a process to ensure that transportation investments are not playing catch up to land use development and that MTA stays abreast of development decisions. (Short-term) • Increase TOD development throughout the region by institutionalizing planning and funding mechanisms (e.g., value capture). (Medium-term) – Create a new interagency task force to develop TOD guidelines and processes. Evaluate any barriers created by city, regional, state, or federal laws and regulations, suggesting changes where needed. (Short-term) – In partnership with the appropriate regional players, over the next three years the MTA should implement a showcase TOD project in each of its service territories -- the City of New York Revisions to interagency (e.g., Broadway Junction in Brooklyn or 125th Street in Harlem) operating agreements and suburban municipalities -- that ties an improvement in should reflect public transportation to local economic development plans with benefits input and review of for both players. (Short-term) This initiative should also identify inter-jurisdictional Dallas Area Rapid Transit (DART) as a Regional longer-term projects that provide obvious opportunities for service needs and help Collaborator and Economic Driver private development and funding. (Ongoing) to facilitate operational efficiencies, capacity DART is a major catalyst for economic development in the Dallas – Recommend that the Governor prioritize TOD in the next round of enhancements region and is a national model of regional cooperation through REDC grants. (Medium-term) (particularly at partnerships with agencies such as the Fort Worth Transportation – MTA should concurrently pursue TOD throughout its service major transit nodes), Authority (The T) and the Denton County Transportation Authority territory by empowering those within its operating agencies who emergency response, (DCTA). As one example of collaboration, DART worked closely with best understand the intricacies of each area to identify and drive and more effective use DCTA on the A-train commuter rail by sharing its rail development such efforts within an MTA-wide development initiative. This of capital assets such as expertise and leasing its right-of-way and rail diesel cars until the approach maximizes opportunities while ensuring the consistent buses and rail vehicles DCTA’s own permanent vehicles were launched. The Trinity Railway application of best practices. (Short-term) to support the overall Express (TRE), a 34-mile commuter rail service that is jointly owned by • Facilitate data sharing for better service and regional transportation economic health of the the DART and the T, currently operates the A-train through a contract planning. (Short-term) region. This will reduce agreement. Collaboration between DART and its partner agencies barriers to operational – Create a regional land use and transportation planning database have resulted in cost savings on shared management, dispatch, integration across MTA that cross-cuts all agencies and could be a tool for regional liability insurance, and maintenance. agencies and between decision-making and resiliency planning based on common other regional transit Two recent studies examining DART’s impact on regional development datasets, inform capital investment planning and value-capture systems to improve and the economy found that $4.7 billion invested in the LRT system opportunities, and quantify benefits resulting from a regional mobility and resiliency. expansion between 2002 and 2013 has generated $7.4 billion in approach to providing service and implementing improvements. economic activity, including the creation of approximately 700 new (Short-term) jobs within the agency. Much of this economic development is due • Require more frequent review of interagency operating agreements to the increase in land value around stations (including $1.5 billion in (e.g., with the Connecticut Department of Transportation and NJ developments around DART stations), higher commercial rents, and TRANSIT) to facilitate regional mobility and inter-state coordination. increases in taxable contributions ($36.4 million in property taxes). (Short-term: study)

53 MTA Transportation Reinvention Commission: Report / November 2014

Establish a balanced, stable, and reliable long-term funding plan that includes dedicated STRATEGY revenues and contributions from all who benefit—directly or indirectly— even as the MTA SEVEN implements a comprehensive program to cut costs and generate more revenue.

The MTA must have a balanced, stable, and reliable long-term Funding for the 2010–2014 Capital Program has relied more heavily funding plan that includes dedicated revenues and contributions on bonding than previous programs. Taking advantage of historically from all who benefit — whether directly or indirectly — even as low interest rates, the MTA has been able to realize significant the MTA implements a comprehensive program to cut costs and savings in debt service expenses, but new revenue sources must be generate more revenue. A world-class, resilient, 21st century system identified to support future capital programs. Recommendations: requires adequate and predictable funding to pay for ongoing The MTA has a program in place to achieve significant recurring investment and improvements. A combination of federal, state, savings in its operating budget. In 2014, the MTA expects to achieve STRATEGY ONE regional, and city funding, as well as MTA bonds and revenues $1.1 billion in annual recurring savings and the Financial Plan calls generated by the MTA, has allowed the MTA to bring the regional STRATEGY TWO for these savings to grow to $1.5 billion annually by 2017. The MTA transit system into its current state of improved service and reliability. Board has adopted a policy that nonrecurring revenues, such as tax Most funding sources for its Capital Program, including both system STRATEGY THREE revenues from large real estate transactions, are to be used to pay expansion and maintenance, are discretionary, making it difficult to down long-term liabilities, such as underfunded pensions, in order to STRATEGY FOUR carry out effective long-term planning and efficient project delivery generate more recurring savings. — a situation that is only becoming worse as public budgets tighten. STRATEGY FIVE Today, the federal government funds about 26 percent of the MTA Non-fare operating revenues generated by the MTA currently STRATEGY FIVE Capital Program, down from a 34 percent share in the past. Since account for 5 percent of the operating budget. This includes 1991, the MTA has received a diminishing share of federal transit annual advertising income of $132 million and other rental income. STRATEGY SIX formula funds, despite the fact that the MTA carries 70 percent of the Advertising revenues have increased 70 percent since 2003 and subways riders in the country and 40 percent of the commuter rail digital advertising shows promise for further growth. Retail revenues STRATEGY SEVEN riders, and serves a region responsible for nearly 10 percent of the have also increased. In Grand Central Terminal, new leases are 50 nation’s GDP. Ensuring secure and adequate funding is crucial to the to 200 percent higher than expiring leases. The MTA has been able resiliency and economic well-being of the region and the nation. to leverage significant benefits from actions like New York City’s upzoning of the Far West Side of Manhattan, where redevelopment While this report is largely focused on the Capital Program, the of the Hudson Yards and creation of a new tax district will pay for the operating and capital budgets of the MTA (shown on the following extension of the NYCT No. 7 subway line. This area redevelopment page) are closely linked. Pressures on the operating budget can also enabled the MTA to maximize the returns from sale of the LIRR’s often lay claim to funding that might otherwise have gone to the West Side rail yards, providing $1.2 billion to support the Capital capital budget. While the MTA is exploring savings and efficiencies Program. The MTA plans to relinquish its headquarters buildings described in the report, a long-term comprehensive funding plan on Madison Avenue through a long-term ground lease that will that takes into account both operating and capital needs is essential capitalize on the proposed rezoning of Vanderbilt Avenue. The to creating a resilient, 21st century system. MTA and New York City Economic Development Corporation have instituted a partnership to dispose of jointly controlled property no longer needed for transportation purposes. Zoning requirements and bonuses in New York City have also provided important improvements to subway stations in the CBD.

54 A Bold Direction for Leading Transportation in the Next 100 Years

In sum, a combination of self-generated revenues and savings, riders, road users, businesses, property owners, developers, biennial fare and toll increases, the Payroll Mobility Tax (a new and the public. Expanded contributions will be required from revenue source that went to effect in 2009), dedicated taxes, bonds, all these sources if the region is to have the robust and resilient and federal grants have all contributed to financing the 2010–2014 transportation system it needs and deserves and, in turn, they program. But these existing sources fall short of what will be needed should have input on priorities included in the Capital Program. for sustaining a truly great regional transportation system in the Numerous examples of creative funding techniques to generate years ahead. The MTA and its various divisions can be incentivized additional resources from each of these sources abound, both to undertake more aggressive entrepreneurial efforts and leverage on the domestic scene and around the globe. It was beyond the public-private partnership initiatives to optimize value capture from scope of this Commission to recommend a specific set of revenue- its many assets. At the same time, projected revenues from all these raisers, but as the five-year capital plan for 2015–2019 is reviewed sources will be inadequate to achieve the objectives identified by and debated, there is no question that these potential funding the Commission as essential to the continued growth and prosperity opportunities will need to be considered and a formula for balanced of the region. and stable funding will need to be put in place. This report seeks to set the stage for those very important deliberations. Funding actions As outlined in the following recommendations, there are structural gleaned from national and international experiences can inform and policy changes and new initiatives that can give the MTA the those critical deliberations. flexibility it needs to reduce costs and increase revenues, but the MTA will still be heavily dependent for the bulk of its funding on Strategy Seven addresses key challenges facing MTA’s future by: expanded support from all those who benefit from a robust transit system — federal, state, regional, and city governmental partners,

Challenge Response

Funding the recommendations discussed above furthers the mitigation of climate change and provides Climate Change additional revenue to continue investing in the resiliency of the system.

Identifying potential revenue sources that will allow the MTA to implement a balanced, predictable Growth funding plan for a full framework of investments in the Capital Program to meet projected growth.

Coordinating an approach for generating fair returns to the transit system for the value it adds to real Institutional Barriers estate will require partnerships with regional entities. That will be a key enhancement to coordinated planning and ongoing relationships among municipal actors.

Retrofitting the System for Implementing technological innovations that in turn will increase operational efficiency and effectiveness Technological Innovations and also enhance revenue opportunities.

55 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY SEVEN Operating Budget and Capital Plan

2015 Operating Budget – Sources of Revenue 2010-14 Capital Plan Sources

State and Local Subsidies 7%

Federal 27% State and City 6% Farebox Other MTA Dedicated Revenue Funds 15% Recommendations: Taxes 40% 36%

STRATEGY ONE MTA Bonds STRATEGY TWO Toll 52% Revenue 12% STRATEGY THREE (excludes sandy recovery funds) STRATEGY FOUR Other Revenue 5% Federal Funding STRATEGY FIVE Payroll Mobility Tax (PMT) Title III – Transit Section 3 (5309) and Section 9 (5337) formula grants. Five-year forecasts based on recent annual appropriations and expectations for STRATEGY FIVE Regional Franchise Tax Surcharge on Certain Businesses Transportation Bill Reauthorization 3/8 Percent Regional Sales Tax STRATEGY SIX Title I – Highway grants (CMAQ and STP) are competitive and flow through NYS DOT Mortgage Recording Taxes (MRT) New Starts, Earmarks, and Discretionary – Project-specific appropriations. STRATEGY SEVEN Real Property Transfer Tax (RPTT) Included in funding forecasts only if project has funding agreements

Petroleum Business Taxes (PBT) State Funding Certain Motor Vehicle Fees Direct NYS Contributions – Estimates dependent on discussion/agreement with Supplemental Vehicle Registration Fee Governor, NYS DOT, NYS Legislature

Portion of Motor Fuel Tax on Gasoline/Diesel Fuel City of New York Funding Taxicab Tax Five-Year Contributions to NYCT Program – per prior agreement with NYC OMB and Mayor’s Executive Budget Supplemental Auto Rental Fee

Taxes on Certain Transportation and Transmission Companies MTA Bus Local Match – The City provides the 20% match to MTA Bus’ federal grants MTA develops estimates based on forecasts of federal appropriations Supplemental License Fee (actual grant amount requires annual negotiation with NYC DOT)

Investment Income MTA and Other Local Funding MTA Bonds – Backed by operating sources, including fare/toll revenues, taxes and 2015 Dedicated Taxes subsidies. Five-year projections based on MTA Financial Plan forecast of available sources Other MTA – Forecasts of capital asset sales, investment income, pay-as-you-go contributions from the operating budget and other misc sources

Other Local – Direct local contributions. Estimates dependent on discussion/ agreement with other localities and other governmental entities 56 A Bold Direction for Leading Transportation in the Next 100 Years

STRATEGY Strategy Seven Options SEVEN • A new funding formula for the MTA starts with cost reductions and These documents must be machine readable to permit historical a more entrepreneurial approach to revenue generation through comparisons. (Ongoing) optimization of all authority assets, such as MTA real estate and • Beyond these MTA driven efforts, to secure the level of investment advertising. (Ongoing) necessary to achieve a world-class, resilient, 21st century system, – Opportunities in stations for retail and advertising, including all those who benefit from a robust transit system — federal, digital signage, must be maximized. The MTA must tap private state, regional, and city governmental partners, riders, road sector expertise to develop more entrepreneurial ways to users, businesses, property owners, developers, and the public enhance this revenue stream. (Shorter-term: study) — must contribute. Beyond existing revenue streams, the MTA – The entire MTA organization must adopt a more entrepreneurial should consider examples of national and international funding stance and better utilize public-private partnerships such as approaches, as described in this report, for further revenue those described in this report’s recommendations to improve generation. (Ongoing) MTA processes and value capture opportunities. (Ongoing) • Approaches involving internal reorganization should be Sizing the Investment actively pursued, including an entrepreneurial operating • Dedicated revenues from a variety of sources have always formed unit within the MTA to identify potential new revenues of all and must continue to form a significant portion of the MTA’s funds. kinds. While the MTA real estate office generates revenues It is imperative to structure the MTA’s long-term revenue streams from existing MTA owned real estate, advertising, TOD, and to meet the system’s investment needs, keep pace with inflation, value capture, it is hampered by constrictive procedures and and manage volatility. This will allow for long-term planning and regulations. (Ongoing) management of the system, ensure stable credit ratings, and – Volatility in revenues should continue to be managed by enable the MTA to operate with far greater efficiency. (Ongoing) establishing reserves to offset cyclical deficits and carefully spending cyclical surpluses on nonrecurring items or initiatives – Establish a level of investment for the MTA that is at least large that will produce recurring savings. This includes pay-as-you- enough to meet the long-term reinvestment needs of the MTA go capital investments and prepayment of pensions or other asset base. It will not be possible to meet the service quality and employee benefit costs. (Ongoing) customer experience objectives recommended in this report if – All services should be examined for efficiency and sustainability, the physical condition of the system is allowed to degrade. In tapping external resources and expertise when appropriate. addition, funding for mega-projects should be identified at the For example, prior to being reengineered, the Access-A-Ride beginning of the project, particularly if the construction will span system was plagued with high costs and inefficiencies. It is more than one capital program. (Ongoing) moving to providing access to transit according to a hierarchy of • In providing resources to the MTA, policy makers should be need: first, by making more of the core system accessible to as aware that funding over and above historical funding levels are many users as possible; second, by using both traditional and needed to accelerate investments, achieve and sustain assets emerging commercial on-demand services; and finally, when in good repair, strengthen the core infrastructure, and allow for these methods are not sufficient, with dedicated paratransit improvements to the system and service expansions. vehicles. Progress already made in this direction by the MTA • Currently, on a net basis, those who benefit from the system should be expanded upon. (Ongoing) contribute less than the amount needed to keep these – Clarity and transparency must be the hallmark of financial benefits flowing and meet the needs of the future. Additional presentations made to the public and decision-makers. The contributions will be required to reach the service goals MTA’s finances are complex and, among other things, clear envisioned in this report. presentation will support the case for additional revenues.

57 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY SEVEN Strategy Seven Options (continued)

Maximize Existing Revenue Streams • Fares and tolls already provide a significant share of the MTA’s funding and they must continue to be a component of a balanced • Implement a joint effort to make the case for a more proportionate funding formula even as the MTA seeks to maximize other existing share of federal funding for transit and for the MTA based on its revenue streams. (Ongoing) share of national transit ridership. This should involve all those with a stake in the success of the MTA, including New York State, New – The funding formula for the MTA should recognize the trade-off York City, other local governments, business, and labor and rider between the increased self-sufficiency that comes with higher representatives. fares and tolls versus dedicated taxes or appropriations that depend on legislative action. Specifically, it must recognize that – Review current dedicated taxes for loopholes that could be the NYCT, which accounts for over two-thirds of the nation’s closed to create a more robust and equitable revenue stream, heavy rail trips, has one of the highest fare recovery ratios of all including possible consolidation or restructuring of dedicated Recommendations: heavy rail operations. It should also take into account increasing revenue sources. For example, the all-cash transactions for support from the other constituencies that benefit from the costly residences that have become increasingly commonplace STRATEGY ONE region’s extensive transit system. An equitable approach to in New York City are not subject to the mortgage recording tax. contributions from all these sources is needed. (Ongoing) (Ongoing) STRATEGY TWO 100% – Review enabling legislation for innovative funding mechanisms Farebox Recovery Ratio (%) STRATEGY THREE to ensure that they are accomplishing their intended goals. 90% Share of US Heavy Rail Passenger Trips (%) (Short-term) 80% 75.0% STRATEGY FOUR 73.2% – Consider revising the MTA’s capital financing paradigm. The 70% 67.5% current approach, which is mandated by statute and depends STRATEGY FIVE 60% on political agreement for new funding for each successive five- 51.0% 52.4% 52.8% STRATEGY FIVE year capital plan, is inconsistent with the long-term nature of the 50% capital needs of the system. 40% STRATEGY SIX 31.9% • As the MTA’s expansion projects become increasingly 30% large, they are financed over the course of multiple five-year STRATEGY SEVEN capital programs. Funding policies should ensure that such 20% projects can be predictably financed over many years; this 10%

is one reason dedicated revenues that flow through directly 0% Los Angeles Chicago Transit Massachusetts Southeastern Washington MTA New York San Francisco to the MTA should be preferred over annual appropriations. County Authority (CTA) Bay Pennsylvania Metropolitan City Transit Bay Area Rapid Metropolitan Transportation Transportation Area Transit (NYCT) Transit District (Ongoing) Transportation Authority (MBTA) Authority Authority (BART) Authority (SEPTA) (WMATA) – In the past, voters have approved transportation bonds issued (LACMTA) by New York State to fund MTA improvements. This option – Perform a comprehensive study that re-examines the MTA’s should be considered for funding future capital plans and the approach to fares and tolls. Fare policies vary around the world. revenues issued to the MTA upon approval by the voters. For example, some world cities maintain a flat fare for their – The payroll tax collected within the region to support transit is systems (Beijing, Mexico City, Moscow, New York, Paris and a vital source of support for the MTA. The Commission largely Rome) and some base fares on how far their customers travel or agrees that it should remain in place given transit’s contribution time of day (London and several cities in Asia.) New technology to the region’s businesses. presents an opportunity for the MTA to evaluate approaches – Taxes enacted for the purpose of supporting transit should not used in other world cities while improving mobility in the region. be diverted to other uses. This further adds to the volatility of • This study should consider practices in competitor regions the MTA’s revenue base. and judge any potential change against policy criteria that

58 A Bold Direction for Leading Transportation in the Next 100 Years

include the impact on: ridership; mobility; equity especially on those least able to pay or those who have only been able to find affordably priced housing far from the centers of employment; socioeconomic impact on the region; cost to the user in relation to benefits received; revenue raised; ability to support a high performing system; the environment; and the region’s competitiveness. Value Capture Mechanisms in London • This study should examine the advantages and disadvantages Crossrail 1, a new rail line running east-west through central London opening of setting a target for the portion of MTA costs paid by users, and in 2018, will provide high-frequency high-capacity service to 40 stations, should refer back to the actual history of rate setting by the MTA increasing London’s capacity by 8 to 10 percent and providing an estimated and other agencies in the region. 200 million annual passengers with direct connections to London’s main employment centers. The line, which includes 8 new stations and 28 other New Revenue Sources for Consideration station upgrades, will link Heathrow with Paddington, the West End, the City of • Value capture, which refers to funding mechanisms where landowners London, and Canary Wharf and will provide 1.5 million people with the ability to reach London’s key business districts within 45 minutes. who benefit financially from transit improvements contribute to financing the improvements, has become an increasingly important As a result, many areas above and adjacent to future stations will be funding source for transit investments throughout the world. Drawing transformed into new economic and residential centers, adding an estimated on these examples, the MTA should form a task force with private £5.5 billion (8.6 billion USD) in value to property along its route between 2012 sector participation to consider new forms of value capture, including and 2021. Over the next decade, the value of commercial properties located social activity bonds, tax increment financing, and rezoning, as well near stations will likely increase by 10 percent. The business community responded to these benefits, by strongly promoting the project and agreeing as other potential financing vehicles that fit within the MTA’s existing to fund 36 percent of the £14.5 billion (22.8 billion USD) project with two legal authority to take action. Several large capital projects have been innovative value capture mechanisms: financed in recent years using value capture, including the Hudson Yards and Atlantic Yards projects. That said, the MTA and the region • The 2009 Business Rate Supplements Act allows authorities to levy have barely scratched the surface in achieving the revenue and supplements on the business rate to support projects aimed at economic possible investment associated with TOD and value capture. (Ongoing) development in the area. The Greater London Authority will contribute £4.1 billion (6.45 billion USD) to the Crossrail 1 project, with income generated – The MTA, New York City, and suburban communities should work from a business rates supplement (BRS) on properties above £55,000 together to identify both short- and long-term opportunities to (86,500 USD) in the 32 London boroughs and the city of London. With capture some of the value the MTA system provides to real estate, this threshold, less than 1 in 5 of London’s businesses are liable to pay including TOD near MTA services and stations. Similar efforts the Crossrail BRS, which protects small business owners in the area and should be undertaken with suburban jurisdictions. (Ongoing) restricts the levy to the businesses that will benefit the most from Crossrail 1. • This initiative should identify pilot projects to be completed and • The Community Infrastructure Levy (CIL) allows authorities in England and longer-term projects that provide obvious opportunities for Wales to raise funds from developers undertaking new residential and private development and funding. (Ongoing) commercial developments in the area. In London, CILs are collected by the London boroughs and apply to most new development after April 2012. • Explore creating a “development fund” for extending transit (by CILs will generate £1.1 billion (1.7 billion USD) in revenue for Crossrail 1. whatever mode) in the outer boroughs and maximize MTA value capture via re-zonings or other mechanisms. (Ongoing) Crossrail 1’s funding package did not implement a mechanism to capture increases in residential values near stations, even though those are projected • Local rezoning, housing, and economic development plans over the next decade to increase by 25 percent in London and 20 percent in should include a mechanism for funding and delivering the the suburbs. necessary infrastructure capacity and accessibility improvements. Where new construction will place strain on affected subway , a new rail line running southwest-northeast through Central Crossrail 2 stations and lines, possible funds from development and transit London, is currently in the planning stages and will likely require the financial support of the businesses and residents of London. improvements should be in place before the new development opens. (Ongoing)

59 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY SEVEN

WMATA Value Capture National Gold Standard

WMATA has dedicated 18 in-house positions with various skill sets to costs for Phase 1 were funded by $1,354 million in Dulles Toll Road advance value capture and real estate opportunities for the agency. (DTR) revenues, a $900 million New Starts grant, and $251.7 million in Recommendations: WMATA’s NoMa-Gallaudet U station, Metrorail’s new Silver Line Commonwealth of Virginia funds. Phase I of the Silver Line opened to and another proposed infill station, Potomac Yard station include revenue service mid-2014, already boasting over 20 million square feet significant value capture components. of new office space around its five stations, increasing total office space STRATEGY ONE by 40 percent in the Tysons area. WMATA estimates that this statistic as The NoMa – Gallaudet U station opened in 2004 as the Metrorail’s STRATEGY TWO well as the creation of over 2 million square feet of retail space (more than first infill station. Prior to construction, property in the vicinity of the twice the size of Tysons Galleria mall), 17,800 new residential units (over station consisted of industrial development and vacant land. The STRATEGY THREE double the current population of the Tysons area), and 9,300 hotel rooms private sector proposed redevelopment of the area and established is valued at over $18 billion. a task force of major developers, area property owners, corporate STRATEGY FOUR business leaders, and community leaders to leverage private Similar to the NoMA Gallaudet U station, the proposed Potomac Yard investment for the proposed station. Property owners permanently station’s preliminary funding package includes significant private sector STRATEGY FIVE donated $10 million in land, funding 10 percent of the $104 million contributions and the creation of two special assessment districts. The project. To further reduce property acquisition costs, other adjacent City of Alexandria, Virginia plans to issue up to $275 million in general STRATEGY FIVE properties were temporarily donated for construction storage obligation bonds to finance the costs associated with the station, backed and staging purposes. Property owners within 2,500 feet of the by a soft dedication of the following revenues: STRATEGY SIX future station agreed to fund $25 million (24 percent) by increasing property taxes through the creation of a special assessment • In return for land rezoning, the City of Alexandria secured developer STRATEGY SEVEN district. The project’s funding package also included $25 million contributions of $10 per square foot for all development within a (24 percent) in federal earmarks and $44 million (42 percent) quarter mile of the proposed station. The approved rezoning plan would from the District of Columbia. The station was the catalyst for a allow the conversion of the existing 600,000 square-foot “big-box” substantial transformation of NoMa (a designation for the area north development into a 7.5 million square-foot mixed-use development. of Massachusetts Avenue), generating over $3 billion in private The City of Alexandria estimates a total of $50 million in developer investments from eight million square feet of office, retail, residential, contributions. If contributions meet or exceed this estimate, it will be and hotel construction, which was well in excess of the initial $1 one of the largest equity investments for transit station infrastructure in billion estimate. the nation to date.

The Metrorail Silver Line is a new 23-mile, two-phase extension • The City of Alexandria created a high-density special assessment connecting the Tysons, Reston, Herndon, and Dulles Airport areas district on commercial properties, with plans to create a second, of Fairfax County, Virginia, to WMATA’s Metrorail system. Fairfax low-density special assessment district on all properties once the and Loudon counties created two special assessment districts, station opens in 2018. increasing property taxes on commercial and industrial properties along the right-of-way and dedicating a total of $901 million (15 • The City of Alexandria dedicated net new tax revenues in the area to percent of total project costs) to the line. The remaining project the station and will likely require additional unknown revenues, which will be determined once the final station location is chosen.

60 A Bold Direction for Leading Transportation in the Next 100 Years

– The MTA and local governments, as well as Connecticut and New Jersey, should work cooperatively to encourage growth around transit and cooperatively fund transit improvements from the increased value and economic activity. (Ongoing) – The MTA and its local partners should establish a goal for private investment into station infrastructure and aggressively pursue this goal. – The MTA should concurrently pursue TOD throughout its service territory by empowering those within its operating agencies who best understand the intricacies of each area to identify and drive such efforts within an MTA-wide development initiative. This approach maximizes opportunities while ensuring consistent application of best practices. – The reforms to the MTA’s procurement, contracting, and project oversight processes, detailed in earlier recommendations, will be needed to encourage risk-sharing with the private sector and private investment. The MTA must improve its approval processes on private development projects and private construction of improvements to MTA facilities, including mechanisms such as Cap-and-Trade in New York and California additional fees for expedited reviews. (Ongoing) The RGGI is a multi-state cap-and-trade program established by New • A significant portion of the region’s greenhouse gases come from York, Connecticut, Maryland, Maine, Delaware, Massachusetts, New vehicular transportation sources and increased use of transit is a Hampshire, Rhode Island, and Vermont. (Cap-and-trade programs are necessary component of any regional emissions reduction strategy. market-based strategies designed to control emissions or pollutants California’s greenhouse gas cap-and-trade program is an important by providing economic incentives for achieving reductions in those revenue source to transit; the approach used in California should be emissions through limits or “caps” on the total amount of emissions considered for the Regional Greenhouse Gas Initiative (RGGI), which and allowances for the right to emit a specific amount of emissions.) includes New York State, as an additional potential revenue source for The RGGI was the nation’s first market-based CO2 reduction program. transit. (Ongoing) While over $1.75 billion in revenue has been generated to date, • New sources of revenue generation must be explored from roadway approximately 2 percent of the share of these revenues in New York is users in the Tri-State Region (including both New Jersey and dedicated to transportation, representing 0.5 percent of the return that Connecticut), who must contribute a fair share of revenues to support transportation modes contribute to the program. the regional transportation system. (Ongoing) In contrast, California established a greenhouse gas cap-and-trade – A variety of alternatives for increasing contributions from roadway program, with transportation at the center of its plans for emissions users have been used nationally and internationally including reductions. The program was created with the enactment of the parking fees (Sydney) and congestion pricing (Stockholm and Global Warming Solutions Act of 2006. The initial auction took place London). The MTA region should look at these alternatives and in 2012, and in 2014, the Legislature and Governor allocated 60 identify their benefits, costs and impacts (Ongoing). percent of the long-term revenues with at least 40 percent of the funds going to transportation, representing about $500 million in California’s 2014/15 fiscal year budget. One-quarter of the funds are dedicated to high-speed rail and the remainder can be used for a range of needs including transit operations and capital programs.

61 MTA Transportation Reinvention Commission: Report / November 2014

STRATEGY SEVEN

Recommendations: Dedicated Transportation Fund to Boost Parking Fees in Sydney, Australia STRATEGY ONE Development in London In 1992, the New South Wales Government introduced annual off-street STRATEGY TWO In 2012, the Mayor of London called for the creation of a dedicated commercial and office parking space fees to generate additional £300 million (469 million USD) transportation fund to support eight revenue for public transportation and to encourage increased use STRATEGY THREE transportation projects located within areas of Greater London that had of public transportation. The annual fees were originally imposed on two of Sydney’s major bisecting commercial centers, Sydney’s STRATEGY FOUR previously been hindered by their lack of public transportation options. Successful completion of the eight projects, achieved by plugging CBD and the North Sydney/Milsons Point district. In 2000, the annual parking fees were expanded to include university and industrial STRATEGY FIVE existing project funding gaps with fund revenues, would support development expected to generate an estimated 50,000 new homes districts, including the Bondi Junction, Chatswood, Parramatta, and St STRATEGY FIVE and 50,000 new jobs in the targeted areas. In TfL’s 2012 Business Leonards districts. Since 2003, the fees have been annually increased Plan, the agency dedicated the entirety of the £300 million (469 with inflation, and were doubled in 2009 with the passage of revised STRATEGY SIX million USD) fund from surpluses achieved through its Savings and legislation. As of 2014, the parking fee for parking spaces located Efficiencies program, discussed in detail in Strategy One, and revenues within the original two districts is 1,967 AUD (1,694 USD) per space STRATEGY SEVEN generated from property, advertising, and retail assets. Approximately per year and the parking fee within the four expanded districts is 636 £170 million (266 million USD) funded improvements to London’s AUD (556 USD) per space per year. Sydney’s strategic implementation roadway bottlenecks and the remaining £130 million (203 million USD) of parking fees created a long-term, stable, and predictable source supported London Underground and Crossrail station upgrades. of revenue for public transportation, which over the years has been consistently used to support public transportation within the districts, including advancements for bus and LRT and upgrades to passenger information systems. As of June 2013, total parking fee contributions toward Sydney’s completed public transportation projects amounted to approximately 574 million AUD (500 million USD). In 2013, 30 percent (25.6 million USD) of annual parking fee revenues were directly used to fund public transportation infrastructure in the districts. The remaining 70 percent was reserved for future public transportation investments, increasing the total amount of public transportation funds from parking space fees reserved for future use to 149.4 million (130.7 million USD).

62 A Bold Direction for Leading Transportation in the Next 100 Years

Congestion Pricing in Europe

Stockholm London

After a six-month congestion pricing trial period in 2006, a public referendum In 2003, a congestion pricing scheme was implemented in the 8.5 square- on the program enabled the permanent implementation of a congestion mile area of central London for the purpose of mitigating congestion and pricing scheme in 2007. Using Automatic Number Plate Recognition System generating additional revenue for transportation. Using Automatic Number technology at 18 control points, non-exempt vehicles are charged a time- Plate Recognition System technology, non-exempt vehicles are charged variable price when entering and exiting Stockholm’s 13.8 square-mile city a flat daily fee (£10.50/16.57 USD auto pay, £11.50/18.15 USD advance pay) center. Charges vary between 10, 15, and 20 kroners (1.50, 2.50, and 3.25 when entering or exiting the “charging zone.” Fees are assessed Monday USD) depending on a fixed daily schedule. Fees are assessed Monday through Friday from 7:00AM to 6:00PM for each non-exempt vehicle that through Friday from 6:30AM to 6:30PM for each entrance and exit to the city travels within the “charging zone.” Zone residents receive a 90 percent center made by a non-exempt vehicle, up to a maximum daily charge per discount. Taxis, private-hire vehicles, motorcycles, bicycles, buses, vehicle of 60 kroners (8.00 USD). Fees are not assessed on public holidays alternative fuel vehicles, and eligible disabled persons are exempt from and during the month of July. Emergency vehicles, buses, motorcycles, the congestion fee. foreign-registered vehicles, and disabled persons are exempt from the As a result of the scheme, traffic in the congestion zone has decreased by congestion fee. 27 percent, removing 80,000 vehicles per day, and increasing average Though congestion pricing is known primarily as a congestion mitigation travel speeds within the “congestion zone” by 5 to 8 mph. The scheme tool, the congestion pricing scheme generated 650 million kroners (101 resulted in an estimated 14 percent increase in bus ridership and a million USD) in net revenues in 2010, creating a stable funding source 66 percent increase in bicycle usage. Other benefits include reduced for transportation in Stockholm. Charges were not automatically set up emissions, improved road safety, and increased retail activity in the to increase with inflation and have not manually been increased; even “charging zone.” By law, annual net revenues must be reinvested into so, congestion pricing has consistently decreased non-exempt traffic in London’s transportation infrastructure. In 2012/13, the scheme generated Stockholm’s city center by 29 percent. In addition, the policy has increased £139 million (219.4 million USD) in net revenues, which supported public transportation ridership by 8 percent, reduced greenhouse gas improvements to transportation in London, including bus network emissions by 14 percent, and increased retail sales within the city center by improvements, road safety measures, and better walking and cycling 10 percent. Stockholm underwent an extensive transition period that resulted facilities. in changes in travel patterns and a greater public acceptance of road pricing. Overall public acceptability of the congestion charge increased from 36 percent during implementation in 2006 to 70 percent in 2011.

63 MTA Transportation Reinvention Commission: Report / November 2014

Conclusion To remain a world-class city and region, New York must have a resilient transit system that will sustain its growth needs. The ideas presented in this report represent a collaborative effort by experts from around the world. The Commission’s proposed reforms and strategies in this report are the first step in providing greater transparency, accountability, efficiency, and public confidence in the MTA and for providing for the region’s future needs. The strategies presented in the report are structured in a way to help guide the MTA and its stakeholders in identifying Letter from Governor Cuomo and making organizational and investment choices that will have both an immediate and an ongoing impact. These recommendations are Transmittal Letter from informed by national and international examples of success, particularly ways that all regional actors can participate to create a better MTA. the Co-Chairs By adopting an ambitious vision for the future of transit and working collaboratively with city, state, and regional leaders to achieve it, the MTA can continue to fulfill its central role in sustaining the region’s economic competitiveness and enhancing the quality of life of all its citizens. Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

64 A Bold Direction for Leading Transportation in the Next 100 Years

65 MTA Transportation Reinvention Commission: Report / November 2014

Acknowledgements The following invited speakers, drawn from regional agencies, civic and transportation advocacy groups, and the business community, are acknowledged for the time and expertise they provided during this effort.

Letter from Governor Cuomo Andrew Albert, New York City Transit Riders Council William Henderson, Permanent Citizen Advisory Committee to the MTA Transmittal Letter from Stuart Appelbaum, Retail, Wholesale and Department Store Union Jennifer Hensley, Association for a Better New York the Co-Chairs Dr. Khalid Bekka, HDR Radley Horton, Northeast Climate Science Center Commission Members Rick Bell, American Institute of Architects New York Amy Kenyon, Ford Foundation Executive Summary Joseph H. Boardman, Amtrak Donna Keren, NYC & Company

Introduction Charles Brecher, Citizens Budget Commission Ya-Ting Liu, New York League of Conservation Voters Gerard Bringmann, Long Island Rail Road Commuter’s Council Joan McDonald, New York State DOT Recommendations Kevin S. Corbett, Empire State Transportation Alliance Dr. Robert E. Paaswell, University Transportation Research Center Conclusion Walter Edwards, Harlem Business Alliance John Raskin, Riders Alliance Acknowledgements Emil Frankel, formerly of USDOT Joshua Schank, Eno Center for Transportation Appendices David Giles, Center for Urban Future Anthony Shorris, New York City Mayor’s Office Randolph Glucksman, Metro-North Riders Council Steven Spinola, Real Estate Board of New York Veronique Hakim, NJ TRANSIT Polly Trottenberg, New York City DOT John Hartwell, Connecticut Commuter Rail Council Sandra Wilkin, Bradford Construction Corporation

66 A Bold Direction for Leading Transportation in the Next 100 Years

67 MTA Transportation Reinvention Commission: Report / November 2014

Appendices The following appendices include supplemental information used to frame the report. The appendices include: • Appendix A: Challenges • Appendix B: Summary of Social Media and Public Engagement Letter from Governor Cuomo • Appendix C: List of Reference Documents Transmittal Letter from • Appendix D: Abbreviations the Co-Chairs • Appendix E: Glossary Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

68 A Bold Direction for Leading Transportation in the Next 100 Years

69 MTA Transportation Reinvention Commission: Report / November 2014

Appendix A: Challenges A wide variety of challenges will impact — and potentially inhibit — the MTA’s ability to fully deliver service to its customers during the balance of the 21st century. They are wide-ranging — affecting the rider experience, system operation, regional cohesion, and long-term development. The Commission identified four major challenges as the most critical for the MTA to address in order to meet the needs of the next 100 years, including:

• Climate Change • Population Growth, Record Ridership, and Demographic Shifts • Institutional Barriers • Retrofitting the MTA System to Incorporate Technological Innovation Letter from Governor Cuomo

Transmittal Letter from the Co-Chairs

Commission Members

Executive Summary

Introduction

Recommendations

Conclusion

Acknowledgements

Appendices

70 A Bold Direction for Leading Transportation in the Next 100 Years

Climate Change In October 2012, Superstorm Sandy hit the New York region, causing Sea level rise is critical to the New York region due to the increased billions of dollars in damages, devastating the MTA system, and likelihood of flooding. Sixty-three percent of people at risk in the wreaking havoc on the daily lives of residents in ways that had been Northeast region — defined as those living within the Federal previously unimaginable. Emergency Management Agency’s (FEMA) 100-year coastal flood zone — live in New York and New Jersey. Sea level rise, coupled with increasing amounts of precipitation, can lead to record-breaking Superstorm Sandy highlighted that the high tides and storm surge, causing substantial flooding such as that MTA system is not only vital to the regional experienced by the New York region during Superstorm Sandy. economy, but to the national economy as the New York metropolitan area constitutes Projected Changes in Northeast Climate nearly 10 percent of the nation’s GDP . Beyond these observed changes, peer-reviewed research by leading climate scientists projects higher temperatures, larger increases in the amount of precipitation and sea level rise, as well The change in existing weather patterns is leading to higher and as increases in the number of extreme weather events in the future. more volatile temperatures, rising sea levels, and increasing severe The number of days per year in the Northeast where the temperature precipitation. The changes in these day-to-day conditions, along reaches 90 degrees Fahrenheit or above is expected to increase, with heightened frequency of extreme weather events, puts the and that increase will be more pronounced with the combined 3 New York regional economy, its assets, residents, and visitors at risk. effect of higher levels of greenhouse gases. Temperatures are also expected to increase on average from 4 to 10 degrees Fahrenheit by The MTA needs to understand what future weather patterns might 2100, resulting in warmer temperatures in the winter 4 and more rain look like and to put a plan in place to prevent or mitigate the events instead of snow, with greater flooding risks. potential negative impacts that climate change will bring. Sea level rise is expected to increase 1 to 4 feet by 2100 in the Observed Changes in Northeast Climate Northeast, with some experts projecting a rise of as much as 6 feet in New York City and Long Island in some scenarios. A rising sea There is ample evidence that climate conditions have changed over level of only 2 feet could triple the frequency of coastal flooding the past century: through areas in the Northeast, damaging infrastructure in Iow-lying • Temperatures in the Northeast have risen by 2 degrees Fahrenheit areas, which would affect much of the New York metropolitan area. It between 1895 and 2011, resulting in increasing spans of extreme also would increase the frequency of current “100-year flood” levels high temperature days. (severe flood levels with a 1-in-100 likelihood of occurring in any • Precipitation has increased by more than 10 percent given year); by the end of the century, New York City may experience 5 (approximately 5 inches total) in the region over the same period. a 100-year flood every 10 to 22 years, on average. Increased precipitation, especially in extreme weather events, heightens the • In the past 50 years, between 1958 and 2010, the Northeast risk of flash flooding and erosion. experienced more than a 70 percent increase in precipitation falling during “heavy events.” 1 , 2 • In the past 100 years, sea level has increased by 1.2 feet, a higher rate than the global average of 8 inches. 3 U.S. Global Change Research Program, Climate Change Impacts in the United States. 1 “Heavy events” are defined as the heaviest 1 percent of all daily precipitation events Chapter 16: Northeast. 2 U.S. Global Change Research Program, Climate Change Impacts in the United States. 4 NYS 2100 Commission. “Challenges Facing the Empire State.” Chapter 16: Northeast. 5 http://www.epa.gov/climatechange/impacts-adaptation/northeast.html#ref2 71 MTA Transportation Reinvention Commission: Report / November 2014

Climate Change Effects on the MTA System During Hurricane Irene in August 2011, flood risk led to the mandatory evacuation of 2.3 million residents in New York, New Jersey, and Delaware and wreaked catastrophic damage to MNR’s Port Jervis Line, which was out of service for several months. During Superstorm Sandy, storm tides of up to 14 feet flooded nine of fourteen subway tunnels, Amtrak’s East River tunnels, and three vehicle tunnels and caused significant damage to electrical grids, including the loss of power to Lower Manhattan.6 The 8.5 million passengers who ride the system each day had to find alternative modes of transport for an entire week, as crews worked overtime to pump water out of the tunnels, restore and inspect electric and other operating equipment, and restore power.7 Even when restored, there has been a long process of renewal to put facilities and equipment in a stable state for the long run.

212 miles of road

2ft. miles of rail sea level rise 77 in NY State acres of airport 3,647 facilities unusable

Source: U.S. Global Change Research Program, Climate Change Impacts in the United States, Chapter 16: Northeast; Parsons Brinckerhoff

Service disruptions and safety risks caused by climate change are compounded in urban areas, where essential infrastructure systems, like the electrical and transport networks, rely heavily on each other. The energy grid is also stretched during extreme weather events, for example, as electricity is needed to pump water out of tunnels and stations to protect valuable infrastructure.8 The negative effects of climate change exacerbate an already delicate balance by compounding stress on a series of networks operating at maximum Source: CUNY Institute for Sustainable Cities capacity. Scenarios such as heat waves and heavy flooding have the potential to affect millions of people and shut down interdependent networks, delaying access to emergency personnel, crippling

6 U.S. Global Change Research Program, Climate Change Impacts in the United States. Chapter 16: Northeast., Chapter 5: Transportation. 7 U.S. Global Change Research Program, Climate Change Impacts in the United States. Chapter 5: Transportation. 8 U.S. Global Change Research Program, Climate Change Impacts in the United States. Chapter 16: Northeast.

72 A Bold Direction for Leading Transportation in the Next 100 Years

economic markets, and cutting residents off from necessities such as water and fuel. During these scenarios, when infrastructure is needed the most, it is at the highest risk of failure. In the aftermath of Hurricane Irene and Superstorm Sandy, regional entities, including the MTA, began addressing the risks of climate change and incorporating mitigation strategies into broader regional planning. Reports from the New York State 2100 Commission and the NYC Special Initiative on Rebuilding and Resiliency provided recommendations on how the region could prepare for the effects of extreme weather, and build and improve infrastructure to protect the region.9

MTA amended its 2010-2014 Capital Program to include $5.8 billion in climate change mitigation investments, based on funding support advanced by federal and state partners. MTA’s most recent Twenty-Year Needs Assessment identifies even more necessary investments. An integral element of these investments, as well as those in all future capital programs, will be the adoption of new standards that promote system resiliency, protect the MTA’s most valuable assets, mitigate service disruptions and ensure that its employees and riders are safe both day-to-day and during major events. Investment decisions made through the Capital Program will need to be shaped and prioritized through this lens.

9 NYC 2100 Commission, “Recommendations to Improve the Strength and Resilience of the Empire State’s Infrastructure,” http://www.governor.ny.gov/assets/documents/ NYS2100.pdf; NYC Special Initiative for Rebuilding and Resiliency, “A Stronger, More Resilient New York” http://www.nyc.gov/html/sirr/html/report/report.shtml

73 MTA Transportation Reinvention Commission: Report / November 2014

Population Growth, Record Ridership, and Demographic Shifts The MTA system is currently experiencing both record ridership and Already crowded subway lines will be further strained by emerging significant capacity constraints. The New York region’s population is residential neighborhoods, such as Greenpoint in Brooklyn, projected to grow, which will further exacerbate and strain system Highbridge in the South Bronx, and Long Island City in Queens. capacity. Riders’ travel patterns throughout the region are also Within the MTA’s overall service region, population is expected to changing, resulting in shifting demand on a mostly fixed — and increase by 13.3 percent (1.6 million) over 2010 levels by 2035 and aging — system. With a new generation of customers also come 15.6 percent (1.9 million) through 2040.11 Long Island population new demands and expectations of what is essential for a customer growth is expected to increase by 480,000 people from 2010 to travel experience. The challenge for MTA will be to reinvent an aging 2040, a 17 percent increase focusing more on Suffolk County, while system built on a relatively fixed backbone for the needs of a region the Lower Hudson Valley will grow by 269,000 or 19.8 percent. New as it developed a century ago. York City’s population will grow by 1.2 million, or 14.4 percent, over 2010 levels to 2040. Finally, visitors to New York City have increased Population Growth and New Patterns of Travel steadily over the past 10 years, growing by 36 percent in response MTA’s customer base continues to grow as the New York to an aggressive tourism marketing strategy and to the reality of 12 metropolitan region draws more people to live, work, and visit. New York City as a world business center. Approximately one million new residents are projected in New Employment is growing but also becoming more dispersed York City by 2040.10 Population declines of the 1970s and 1980s throughout the region. Two million new jobs beyond 2010 levels have reversed as new residents take advantage of renewed urban are forecasted for the MTA service region by 2035, increasing to an housing stock and the economic and social advantages afforded by estimated 10.2 million (+20.9 percent).13 Projected 2040 Manhattan the agglomeration of human capital in New York City. job growth is 5.9 million, which is an increase of 29 percent over 2010 (4.6 million) levels.14 Job opportunities are expected to grow at a higher proportional rate through 2040 outside of Manhattan in the Bronx, Brooklyn, and Staten Island, as well as in Westchester, Rockland, and Suffolk counties.15 New employment destinations within the outer boroughs of New York City are creating demand for more intra-borough travel. Emerging business districts such as those in Long Island City and Downtown Brooklyn — driven especially by strong growth in high-tech companies16 — as well as hubs outside the region — such as White Plains, Stamford, and the Route 110 Corridor in Suffolk County — are attracting more people to regions outside the CBD of Midtown and Lower Manhattan. Even with the emergence these new employment centers, traditional journeys into the CBD will remain significant. For instance, projected growth in commuters originating from New Jersey’s central and

11 MTA Capital Needs Assessment 2015-2034 12 http://www.nycgo.com/articles/nyc-statistics-page 13 MTA Capital Needs Assessment 2015-2034 14 NYMTC. 15 NYMTC. http://www.nymtc.org/Files/RTP_PLAN_2040_docs/ Publicpercent20Reviewpercent20Drafts/Chapter2.pdf, p. 2-13 10 DCP Report, “New York City Population Projects by Age/Sex & Borough, 2010-2040 16New York City’s Growing High-Tech Industry (NYS Comptroller, April 2014) 74 A Bold Direction for Leading Transportation in the Next 100 Years

northern counties will place additional stress on capacity constraints • Combined ridership on the east and west of Hudson commuter rail at Penn Station and connecting subway lines. markets in 2013 was 83.4 million. MNR’s annual east of Hudson ridership last year was the highest in the railroad’s history, at 81.8 Over the next 5 years in New York City, the employment sectors that million, surpassing the previous east of Hudson record of 81.5 are expected to grow fastest are concentrated in healthcare support million rides that was set in 2008. (31.5 percent change), personal care and service (28.5 percent change), computer and mathematical industries (18.6 percent • In 2013, the Harlem Line was the fastest growing line with a 1.2 change), as well as traditional business and financial operations percent increase and carried nearly 27 million riders. (15.9 percent change). This reflects growth industries in other parts of the MTA region as well. 17 Concentration of employment in these • The New Haven Line was up 0.5 percent and recorded its highest industries suggests that some activity will shift away from the ridership ever in 2013 (carrying nearly 39 million customers). Midtown and Lower Manhattan CBD to other parts of the region, where healthcare and personal service jobs may also be located. • The LIRR carried 83.4 million riders in 2013, an increase of more Concentration of industry away from office-based jobs will lead to a than 1.6 million passengers over the previous year. shift in ridership away from the traditional core, as is already being On top of these record numbers, the MTA can expect continued and experienced in parts of the region. significant growth in demand for transit services both to the CBD and elsewhere.18 Increased Ridership Over the past year, the MTA has surpassed ridership records on • Travel to Manhattan CBD is projected to increase by approximately several of its services across the region. While the figures below 21 percent. illustrate current demand on the system, projections indicate increased • Travel to outer boroughs for work is expected to grow by 23 demand to come. This should guide where and how the MTA invests in percent. the system to increase capacity and meet customer needs. • Travel in the Mid-Hudson region for work is expected to grow by Recent Ridership Growth 24 percent. • Annual subway ridership of 1.7 billion is now the highest since 1949, • Growth for the reverse-commute between outer boroughs of New and weekday ridership of 5.5 million is the highest since 1950. York City and Long Island is expected to grow by 22 percent, catalyzed by projected 31 percent growth in employment in Suffolk County. • Weekend subway ridership was 5.8 million and has surpassed the highest ever ridership in 1946. Investments will have to meet these growth challenges. • Brooklyn had the largest borough-wide average weekday ridership Demographic Changes — Millennials and Baby Boomers — percentage increase (2.4 percent or more than 27,000 riders and New Expectations per weekday), driven by strong growth on the recently improved Millennials—those born between 1980 and 1991—represent a fast- Canarsie L Subway Line , Crosstown G Subway Line , and Culver F Subway Line , as well as the activity generated at the growing demographic in the New York region. There are nearly

Atlantic Av-Barclays Center station. 4.4 million Millennials currently in the New York metropolitan area, representing approximately 18 percent of the region’s population.19

17 New York State Department of Labor. “Occupational Projections 2010-2020.” 18 MTA Twenty-Year Capital Needs Assessment 2015-2034, http://web.mta.info/mta/ http://labor.ny.gov/stats/lsproj.shtm. Used for New York City, Long Island, and Hudson capital/pdf/TYN2015-2034.pdf Valley regions. 19 http://adage.com/article/adagestat/advertising-age-finds-cities-millennials/149347/

75 MTA Transportation Reinvention Commission: Report / November 2014

Millennials are characterized by greater ethnic and racial diversity, Their dependence on transit and need for accessibility features, higher levels of education, and greater dexterity with and reliance such as elevators, escalators, bus lifts, and information services for on technology.20 They exhibit a greater desire to live and work in the vision or hearing impaired, will place a greater demand for these an urban setting but do not necessarily conform to conventional system elements. work norms, often not working from a single office and not making The advent of Millennials and aging of Baby Boomers is overlaid a long-term commitment to any single employer. Millennials are with a dipping trend in household incomes. Household incomes more likely to cite environmental considerations as motivating their play a role in transportation choices and may help guide ridership transportation options – often not owning an automobile and placing trends in the future. Median incomes, adjusted for inflation, have importance on cost and convenience in embracing transit to meet dropped since 1990 for more than three-quarters of the region’s their mobility needs. households.22 Low income residents are often transit-dependent At the other end of the generational spectrum, aging Baby Boomers yet, as gentrification pushes them further out to the fringes of are contributing to a fast-growing senior population, a segment that boroughs, they often locate in areas that are not well served by is projected to grow 58 percent in New York City between 2015 and the current transit network. This will have to be a consideration 2040, when nearly one in five residents will be 65 or older.21 Many when determining how to improve access to the system both are choosing to “retire in place” rather than move out of the region. geographically and economically.

Population Growth, Record Ridership, and Demographic Changes: Effects on the MTA System Today’s network of subway lines, bus service, commuter rail, and paratransit service is already strained from record ridership levels. Transit ridership in 2013 was at a level that had not been seen since 1950.23 Weekend ridership is at post-World War II levels. Thirty years of capital investment, volume pricing through NYCT’s MetroCard fare collection system and the introduction of free intermodal transfers have contributed significantly to this trend.24 Coupled with growth in ridership are emerging travel patterns that create new challenges for how to manage the system and target investment in the region. The MTA will have to reinvent its thinking towards new, innovative ways to provide service to meet the evolving needs of its customers. This will affect not only the look and feel of the system, but investment strategies and business decisions surrounding maintenance and construction. As the region’s economy and population transform, the MTA will have to provide optimal customer service to capture and benefit from regional growth.

20 Pew http://www.pewsocialtrends.org/files/2010/10/millennials-confident- 22 RPA Fragile Success connected-open-to-change.pdf 23 http://www.mta.info/news-subway-ridership-l-r-g-b-d-4-7/2014/03/24/2013- 21 NYS 2100 / NYS Office of Aging: http://www.aging.ny.gov/ReportsAndData/ ridership-reaches-65-year-high CountyDataBooks/30NYCALL5.pdf 24 MTA Capital Needs Assessment 2015–2034 76 A Bold Direction for Leading Transportation in the Next 100 Years

Institutional Barriers The current organizational and operating structure of the MTA Jurisdictional Barriers harkens back to 1965, when the MTA was chartered as a public Just as silos exist within the MTA, the larger region in which the MTA benefit corporation. This organizational structure, created by operates presents its own set of jurisdictional barriers to effective, statute to solve financial solvency and operations issues at the coordinated regional transportation, economic development, and time, has remained mostly unchanged despite vast changes to the land use planning. Since the MTA was founded, the economic and environment in which MTA operates. Failure to take advantage demographic makeup of the region has changed dramatically, of opportunities to maximize efficiencies in the institutional yet the framework through which priorities are established and environment has resulted in a number of barriers to effective decision-making occurs has remained static. Without coordinated planning and prioritizing of investments, as well as project delivery. planning among Currently, decision-making happens largely within local economic The barriers are both internal to the MTA organization, as well operating agencies external between the MTA and the various governing municipalities and planning agencies and individual transit agencies with little and across municipal in the region. coordination among them. Yet coordinated planning at the local institutions, the capital level between municipalities and MTA has produced recent planning process will These organizational and institutional barriers have resulted in success stories and opportunities upon which to build and maintain be hindered in terms insufficient coordination in the capital planning process, creating momentum. For example, New York City and the MTA worked of prioritizing the gaps in knowledge about concurrent economic development and together on both the Hudson Yards/7 Line Extension and SBS investments needed land use planning decisions. Without strong coordination between projects to coordinate changes in the built environment with access to provide the most operating agencies and across municipal institutions, the MTA’s to transit.25 accessible and efficient ability to effectively and appropriately prioritize its capital investment service throughout the decisions is compromised. The cost-effective and timely delivery Integrating land use and transportation decisions will help to prevent region. of its capital plans is also hampered by risk averse policies and the types of gaps in access to transit service that has been occurring procedures of the current organization and suboptimal coordination in the outer boroughs. Incentives to encourage development in of shared resources. neighborhoods should go hand-in-hand with transportation planning to improve service to these development zones. Planning in silos Internal Hurdles leaves MTA catching up to fill gaps in transit service and lacking information on where capital investments are needed most. Prior to their incorporation under the MTA, the operating agencies were independent private or public corporations. After their The New York metropolitan area extends beyond the MTA services incorporation, some back office functions were consolidated across in New York and Connecticut to include New Jersey. Hundreds of the MTA agencies; however, most operations, resources, and thousands of commuters cross the Hudson River each day to work in assets continue to remain largely within agency silos. The current and visit New York City and its suburbs. Despite that, capital planning institutional silos discourage resource sharing that could lead to at a higher level is not well coordinated between MTA and the major more efficient project planning and execution. Redundancies in transportation agencies that operate in New Jersey - NJ TRANSIT processes common across the agencies lead to higher project and the Port Authority of New York and New Jersey. Nor do New York costs and time delays. These handicaps are known throughout the and New Jersey collaborate to identify priority investments that will construction market, and cause MTA to pay a premium on contracts improve inter-state travel. 26 This leads to circuitous transit routes to offset the increased costs and delays to business partners. between communities that are located just over the border and an Although differences among the MTA agencies exist, such as labor inefficient use of each state’s resources and assets.27 and assets, opportunities to do more in the way of knowledge- sharing and streamlining processes exist. 25 Testimonies by Anthony Shorris and Polly Trottenberg, July 15, 2014. 26 Trans-Hudson planning issues were brought several times during MTA Transportation Reinvention Commission public listening sessions, July 15-17 2014. 27 Testimony of Andrew Albert, NY Riders Council, July 16th, 2014 77 MTA Transportation Reinvention Commission: Report / November 2014

Effects of Institutional Barriers on the MTA System Retrofitting the MTA System to Incorporate Insufficiently coordinated capital planning in a region where Technological Innovation millions cross-jurisdictional borders every day creates inefficient decision-making on project priorities, which leads to system gaps, “Of this sight New York seemed never to tire, and no lower levels of service, and service quality. Similarly, hundreds of matter how often it was seen there was always the thousands cross agency borders every day, and pay the price for shock of the unaccustomed about it. All the afternoon insufficient integration between fare media and planning in the the crowds hung around the curious-looking little stations they use. Without shared regional and agency objectives stations, waiting for heads and shoulders to appear at and decision-making, implementing improvements to shared their feet and grow into bodies.” facilities is cumbersome, for example, at Penn Station and the Port Authority Bus Terminal. Looking forward, without greater regional —“Our Subway Open, 150,000 Try It,” coordination, the New York metropolitan area might not be able to New York Times, October 28, 1904 implement a regional fare payment system which is a key attribute When New York’s first subway opened to the public on October 27, of a world-class regional metropolitan transport system. Breaking 1904, it was a technological marvel. Thousands of people lined up at down institutional barriers is critical for increasing the effectiveness stations across the city to witness a technological advancement that and geographic reach of the MTA’s capital plan, realizing efficiencies, for years had been dismissed as merely a dream. While the systems and improving operations and service. and structures that make up the MTA were groundbreaking at the time that they were built, the rate of technological advancement has greatly outpaced the MTA’s ability to incorporate many improvements into to its system which would enable it to operate more efficiently and to offer the amenities that its customers increasingly expect of a world-class system.

Technological innovation — particularly information technology — has grown exponentially over time. At a personal level, devices such as smartphones and tablets have changed the way we communicate and manage our lives, facilitating rapid information gathering, decision-making, and communication with others near and far. Innovative technologies have dramatically changed the way transportation organizations manage their systems, operations, and assets, allowing real-time responses to rapidly changing circumstances and to customer needs. Technology can increase efficiency and save time and money both at the personal and organizational level. Its ubiquity has transformed it from an exotic luxury to a basic need of the MTA’s system, integral to system performance and customer service. Source: NY Daily News

78 A Bold Direction for Leading Transportation in the Next 100 Years

Meeting Customer Communication Expectations capacity by safely reducing the space needed between trains, an Those that have embraced information technology — particularly approach that many of the world’s best-in-class metro systems rely Millennials and younger generations — now expect transit systems on today. The pace of its implementation in New York City, however, to allow them to make informed up-to-the-minute decisions about has been very slow. “At the current rate, a full transformation how, where and when to travel, and to work and socialize digitally wouldn’t occur for more than 50 years, putting the city decades 30 during travel. More and more customers now expect more reliable behind its peers around the world.” information systems, real-time updates, Wi-Fi or 3G/4G accessibility, Until its entire signaling system can be overhauled, the New York and a more user-friendly and intuitive travel experience28 in lieu of City subway will mainly be reliant on an outdated system that is the oft-garbled audio messages and largely static signage found further stressed as ridership continues to grow and leads to greater An MTA survey found across the system today. wait times for trains in stations, delays that echo throughout the that 54 percent of New system and higher levels of customer dissatisfaction. “Greater Large majorities of tech-savvy customers are actively pulling MTA York City customers ridership growth in off-peak hours has made it now report use of a information to make better decisions about which challenging to find time to inspect, maintain, and web-enabled mobile lines to travel, and to mitigate the time spent replace the signal blocks, switches, relays, and device. This jumps to 79 waiting for buses and paratransit. The growing automatic train stops without major effects on percent among those use of technology illustrates a trend that will between 16-to-24 years. service. Dispatchers can only determine so much only continue, and a demand for access to more Over one-third of NYCT now about train location, and lack the precision information over time. customers are using and ability to centrally monitor and manage the wireless devices to get 31 Replacing Outdated Mechanical Train Controls entire system.” Switching to a more modern real-time arrival, service with Modern Computerized Systems CBTC system will, by contrast, link tracks and status, and schedule vehicles into a seamless system, providing more information during their The MTA and the New York City subway in capacity, better reliability, and greater customer transit trips. This jumps particular, is in dire need of systematic technology satisfaction. to 79 percent among upgrades. Signals and communication systems electronic schedule alone represent 19 percent of the MTA’s Twenty- Keeping Pace with the Revolution in Fare users, 76 percent among 29 year total core investment needs. The MTA Payment Systems early-adopters, 71 currently uses an antiquated signaling system, percent of transit app The MetroCard, first introduced in 1993, represents relying primarily on century-old technology to keep users, and 57 percent of a bygone era of magnetic-strip fare technology. trains running. These systems need replacement all smartphone users. The MTA’s current fare payment infrastructure simply as a matter of age and maintainability, but consists of ticket machines, turnstiles, and fare this need creates the opportunity to bring on processing equipment that are fast approaching modern technology with broader benefits. the end of their useful life.32 Rather than a simplified and seamless The MTA has begun converting its fixed-block wayside signals, the experience, the MTA customer must purchase and use multiple fare manual train control system that has been in place for over 50 media if they wish to traverse between MNR, LIRR, and the New York years, to CBTC, a more precise and flexible signaling system that City Subways and Buses, not to mention other regional services. uses telecommunications between the train and track equipment to control the speed and location of subway trains. This increases line 30 Regional Plan Association, “Moving Forward: Accelerating the transition to Communications-Based Train Control for New York City’s Subways.” 28 American Public Transportation Association, “Millennials & Mobility: Understanding 31 Regional Plan Association, “Moving Forward: Accelerating the transition to the Millennial mindset.” Communications-Based Train Control for New York City’s Subways.” 29 MTA Twenty-Year Capital Needs Assessment 2015-2034 32 MTA Twenty-Year Capital Needs Assessment 2015-2034

79 MTA Transportation Reinvention Commission: Report / November 2014

Furthermore, the current vending machines are relatively costly Underutilization of System Performance Data to procure, operate and maintain and are prone to tampering and The MTA needs to invest in systems that allow it to do a better job of vandalism. The process of standing in line at the ticket window, using monitoring system performance data, which is needed to track work, an automatic vending machine, or paying with cash, which then has waste, and fleet components, to name a few examples. to be collected and processed, is increasingly costly, tedious, and time-consuming. Having more robust system performance data will allow the MTA to improve system performance. Failure to gather, synthesize, and 1904-1948: Subway fare interpret data effectively or to present it in a manner that is easily is a nickel . Fare collected with coins . 1993-1994: First understandable can result in substandard system performance MetroCards distributed, first turnstile installed . or missed opportunities for improvement. Hard data informs asset 1997: Free subway to bus management and real-time decision-making and tells agency transfers implemented using MetroCard . leaders and stakeholders if funds are being deployed effectively. Implementing a data management system that unifies various data sets in an accessible “dashboard” format would optimize focused decision-making, and effective use of dollars and create a system Past 1950 2000 2015 Future that is nimble to real-time changes in resource and service needs, even to predict when these changes need to occur. MTA is starting

1953: Tokens to pursue these systems through its implementation of an Enterprise implemented . Asset Management system and this effort should be sustained and 2019: MetroCard to be replaced with new fare supported. payment system . Effects of Technological Innovation on the MTA System The MTA will not be able to increase system capacity, accommodate future growth, and improve customer satisfaction unless it Implementing a new, modern fare payment system will require replaces outdated technology and systems with newer, innovative overhauling both the back-end support as well as customer-facing technologies. Technology investments directly impact the quality of technology. While the MTA has completed two successful long-term the customers’ station experience, the level of safety and security, open fare payment pilots aimed at demonstrating the usefulness and and the ability of riders to make the best decisions about how, where, practicality of using media in general circulation, much more progress and when to travel around the region. is needed to implement this technology across the system. While an open payment system will be expensive and complicated for MTA to implement on the front end, it will ultimately yield long-term cost savings and reflect the type of services and amenities that customers increasingly expect.

80 A Bold Direction for Leading Transportation in the Next 100 Years

Appendix B: Summary of Social Media and Public Engagement

Background Analytics and Measurements (As of Aug . 29, 2014) Shortly after the MTA Transportation Reinvention Commission (TRC) MTA Website TRC page: was formed, the MTA scheduled three expert sessions and three sessions open to the public to solicit input in mid-July. The MTA rapidly • 3,056 “page views” deployed a communications strategy focused on an online and social • 27 people completed the MTA comment form connected to the media presence with the goal of reaching as many people as possible Commission website asking for feedback. to build awareness and draw the public in to the three sessions. Goals and objectives • Establish immediate voice on this topic on Facebook and Twitter. • Monitor social media conversations with key words and phrases. • Take part in an online conversation surrounding the challenges being considered by the Commission (e.g., climate change, population growth, ridership demands, demographic shifts). • Get public input on strategies for addressing these challenges. • Set up social media sites that can continue beyond the Commission. • Establish this effort as an example of best practice for how the MTA can more fully engage customers and the public in the future. Twitter: Established July 8, 2014 Summary of Results • 664 followers (12 per day) The Commission’s report addressed all of the major general themes – Including people and entities such as: StreetsBlog, NY; that were expressed by the general public– connectivity, equity, Mayor’s Office; Park Slope Neighbors; Tri-State Campaign; accessibility – and many of the specific ideas that were expressed Riders Alliance; NYC DOT; Robert Puentes; Eno Center for – outer borough connectivity, ADA accessibility, more robust and Transportation; and various news reporters. easy-to-understand customer information, to name a few. This – 46% of followers were male; 16% female; 36% unknown. report is an initial step in the continued dialogue and engagement – 79% of followers were a person; 20% were a company/ that the MTA will have with the public as it begins to implement the organization/entity. recommendations presented in this report. – Followers are interested in the following topics: #cities, #nyc, #public, #reporter, #transit, #transportation, #tweets, #urban.

81 MTA Transportation Reinvention Commission: Report / November 2014

• 813 Tweets (16 per day) – 580 Tweets “favorite” or “Retweeted” – Tweets “reached” tens of millions of Twitter accounts. • During the three expert sessions and three public sessions, posted live via website broadcast. – Established the #MTAReinvention hashtag to stimulate conversation and live postings of the testimony. – On the first day of testimony alone, #MTAReinvention hashtag was tweeted 200+ times, and of that 107 were Retweets (shares) of posts, showing significant engagement with the content shared. These in turn reached more than 300,000 accounts. • 22% of contributors used mobile devices; 56% used a desktop computer; and the rest (22%) were on an undetectable device or tablet. • Snapshot of a Tweet: – Promotion of the online survey closing Aug. 29. – Over 2 days, shared various posts announcing survey. – The Tweet was shared by 27 other Twitter accounts, including NYCT Subway Service, StreetsBlogNY, and various reporters. As a result, it reached the followers of all those accounts, totaling almost 150,000 “reach/impressions.” • Twitter Survey: To put the “reach/impressions” in perspective, the analogy is similar to website “page views.” After almost 30 days: – 288 people filled out the twitter online survey, which was promoted heavily on social media, generating thousands of “ideas.” – More than 5 million “reach/impressions” from social media engagement.

MTA’s Facebook Page: Established July 8, 2014 • 225 “likes” – 42% ages 25-34 – 18% ages 18-24 – 18% ages 45 and older – 16% ages 35-44 • More than 5,000 people engaged with posts. This means they liked the post, shared it, or commented on it. • Online “Ideas” Survey: launched July 11, closed Aug. 30 – 380 people filled out the survey – More than 4,000 separate “ideas” submitted

82 A Bold Direction for Leading Transportation in the Next 100 Years

Appendix C: List of Reference Documents AARP and Tri-State Transportation Campaign. Stuck at home: How BVG. BVG Profiles, A portrait of the Berliner Verkehrsbetriebe (BVG). cuts to public transit disproportionately hurt seniors and low- Retrieved from BVG website: http://old.bvg.de/index.php/en/ income New Yorkers. (2012). binaries/asset/download/58244/file/1-1 Abrams, S. H. (1998). CTA’s recent experience with major rail The Center for Neighborhood Technology. (2013). The new real rehabilitation projects: Construction efficiency versus ridership estate mantra: Location near public transportation. American retention. Retrieved from Transportation Research Board Public Transportation Association. website: http://trid.trb.org/view.aspx?id=540168 Cevallos, F. (2014). State of good repair performance measures: Abt/SRBI. (2013). 2013 Long Island Rail Road customer satisfaction Assessing condition, age, and performance data (79060- survey. Metropolitan Transportation Authority. 02-B). Retrieved from National Center for Transit Research website: http://www.nctr.usf.edu/2014/05/state-of-good-repair- Aggarwala, R. T. (2013, Summer). Why nonprofits should operate performance-measures-assessing-asset-condition-age-and- commuter trains. Stanford Social Innovation Review. Retrieved performance-data/ from http://www.ssireview.org/articles/entry/why_nonprofits_ should_operate_commuter_trains Chang, Z. (2014). Financing new metros--The Beijing metro financing sustainability study. Transport Policy, 32, 148-155. Aggarwala, R. T. (2014, July 14). Why higher fares would be good for public transit. CityLab. Retrieved from http://www.citylab.com/ Connecticut Department of Economic and Community Development. commute/2014/07/why-higher-fares-would-be-good-for-public- Connecticut’s economic development strategy. (2014). transit/374314/ Cronin, B., Anderson, L., Fien-Helfman, D., Cronin, C., Cook, A., American Public Transportation Association. Creating a transit asset Lodato, M., & Venner, M. (2012). Attracting, recruiting, and management program (APTA-SGR-TAM-RP-001-13). (2013). retaining skilled staff for transportation system operations and Retrieved from website: http://www.apta.com/gap/fedreg/ management (693). Retrieved from Transportation Research Documents/Creating.a.Transit.Asset.Management.Program.pdf Board website: http://onlinepubs.trb.org/onlinepubs/nchrp/ nchrp_rpt_693.pdf American Public Transportation Association. Defining a transit asset management framework to achieve a state of good repair (APTA Deakin, E., Reno, A., Rubin, J., Randolph, S., & Cunningham, M. SGR-TAM-RP-002-13). (2013). Retrieved from website: http:// (2012). A state of good repair for BART: Regional impacts www.apta.com/gap/fedreg/Documents/Defining.a.transit.asset. study. Retrieved from http://www.bayareaeconomy.org/media/ management.framework.to.achieve.a.state.of.good.repair.pdf files/pdf/BART_SGR_-_Regional_Impacts_-_Final_Report_ May_2012.pdf American Public Transportation Association. Millennials & mobility: Understanding the millennial mindset. (2013). Washington, DC. DeCoursey, W., Szary, P., & Dunigan, H. (2013). Defining and quantifying State of Good Repair (SGR) for the pedestrian Australasian Railway Authority. Innovative funding and financing for network (CAIT-UTC-041). Retrieved from Rutgers Center for public transport: A review of alternative, sustainable funding Advanced Infrastructure and Transportation website: https://cait. and financing sources. (2014). rutgers.edu/cait/research/defining-and-quantifying-state-good- Berechman, J., & Paaswell, R. (2005). Evaluation, prioritization and repair-sgr-pedestrian-network selection of transportation investment projects in New York City. Di, P. (2013). Key Transport Statistics of World Cities. Journeys, 105-112. Transportation, 32(5), 223-249. Durst Conference. Mind the Gap: Transit Lessons from New York and Boyle, D. K. (2013). Commonsense approaches for improving transit London. (2013). bus speeds (110). Federal Transit Administration. 83 MTA Transportation Reinvention Commission: Report / November 2014

Ede, W., Brosseau, J., Otter, D., & Matthews, J. (2012). Rail capacity Hudson Valley Pattern for Progress. Progress report 2013-14. (n.d.). improvement study for commuter operations (0037). Retrieved Newburgh, NY. from Federal Transit Administration website: http://www.fta.dot. Hull, K. (2010). Effective use of citizen advisory committees for transit gov/documents/FTA_Report_No._0037.pdf planning operations (85). Transportation Research Board. Fazio, A. (2006, May/June 1). Forget “State of Good Repair”. Railway Institute for Transportation & Development Policy. The bike-share Age Magazine. planning guide. (2013). New York, NY. Federal Highway Administration. 2013 status of the nation’s Institute for Transportation & Development Policy. The BRT standard. (2014). highways, bridges, and transit: Conditions & performance. (2013). Retrieved from website: http://www.fhwa.dot.gov/ Institute for Transportation & Development Policy. TOD standard V2.1. policy/2013cpr/littlebook.htm (2014). New York, NY. Federal Railroad Administration. “State of Good Repair” on the International Association of Public Transport. Case Study on Parking Northeast Corridor. (2008). Retrieved from website: https://www. Policy. (2011). fra.dot.gov/eLib/details/L04088 International Association of Public Transport. Field study on bus Federal Transit Administration. New York Metropolitan Transportation depots and bus maintenance. (2013). Authority safety investigation (FTA-NY-90-A002-93-1). (1993). International Association of Public Transport. Observatory of Federal Transit Administration. Transit state of good repair: automated metros: World atlas report. (2013). Beginning the dialogue. (2008). Retrieved from website: http:// International Association of Public Transport. Connecting people and www.fta.dot.gov/documents/SGR.pdf places: Integrated mobility plans for sustainable cities. (2014). Federal Transit Administration. Rail modernization study: Report to Jones, C., Michaelson, J., Zhu, F., Barone, R., & Freudenberg, R. (n.d.). Congress. (2009). Retrieved from website: http://www.fta.dot. Long Island index 2012 profile report. Regional Plan Association. gov/documents/Rail_Mod_Final_Report_4-27-09.pdf Keck, D., Patel, H., Scolaro, A., Bloch, A., & Ryan, C. (2010). Federal Transit Administration. Managing increasing ridership Accelerating transportation project and program delivery: demand (96). (2010). Conception to completion (662). Retrieved from Transportation Federal Transit Administration. National state of good repair Research Board website: http://onlinepubs.trb.org/onlinepubs/ assessment. (2010). Retrieved from website: http://www.fta.dot. nchrp/nchrp_rpt_662.pdf gov/documents/National_SGR_Study_072010%282%29.pdf Kido, E. (2005). Aesthetic aspects of railway stations in Japan and Europe, Federal Transit Administration. State of good repair initiative: Report as part of “context sensitive design for railways”. Journal of the to Congress. (2011). Retrieved from website: http://www.fta.dot. Eastern Asia Society for Transportation Studies, 6, 4381-4396. gov/documents/SGR_Report_to_Congress_12-12-11_Final.pdf Lambert, J., & Patterson, C. (2002). Prioritization of schedule Hernandez, M. (2012). Metro automation: A leap ahead. dependencies in hurricane recovery of a transportation agency. Eurotransport, 10(3). Journal of Infrastructure Systems, 8(3), 103-111. Hodges, T. (2011). Flooded bus barns and buckled rails: Public Long Island Regional Planning Council. Sustainable strategies for transportation and climate change adaption. Washington, DC: Long Island 2035. (2010). Federal Transit Administration. Long Island Regional Economic Development Council. The strategic Hook, W., Lotshaw, S., & Weinstock, A. (2013). More development economic development plan for Nassau and Suffolk counties: for your transit dollar: An analysis of 21 North American 2013 update. (2013). transit corridors. New York, NY: Institute for Transportation & Development Policy. 84 A Bold Direction for Leading Transportation in the Next 100 Years

McCollom, B., & Berrang, S. (2011). Transit asset condition reporting: Move NY Plan. (2014). A synthesis of transit practice. Retrieved from Transportation New South Wales Office of State Revenue. Parking Space Levy Fact Research Board website: http://onlinepubs.trb.org/onlinepubs/ Sheet. (2014). tcrp/tcrp_syn_92.pdf New York Building Congress. How to save New York City’s McNeil, S., & Szary, P. (2013). Better State-of-Good-Repair indicators infrastructure: Dedicated revenues. (2013). for the Transportation Performance Index (CAIT-UTC-008). Retrieved from Rutgers Center for Advanced Infrastructure New York Building Foundation and New York Building Congress. and Transportation website: https://cait.rutgers.edu/cait/ Public infrastructure dividends: The benefits of capital research/better-state-good-repair-indicators-transportation- investments in New York City. (2011). New York, NY. performance-index New York City Transit. 2013 customer satisfaction survey: Local bus. (2013). Metrolinx. Final Report: Detailed Case Studies of Selected Revenue New York City Transit. 2013 customer satisfaction survey: Subway. (2013). Tools. (2012). Retrieved from Metrolinx website: http://www. New York Regional Economic Council. New York City Regional metrolinx.com/en/regionalplanning/funding/Detailed_Case_ Economic Development Council 2013 progress report. (2013). Studies_of_Selected_Revenue_Tools_EN.pdf New York Regional Economic Council. New York City Regional Metropolitan Transportation Authority. Greening mass transit & Economic Development Council strategic plan. (2011). metro regions: The final report of the Blue Ribbon Commission on Sustainability and the MTA. (2008). New York, NY. New York State Energy Research and Development Authority. Cleaner, greener communities program: Sustainable, smart growth Metropolitan Transportation Authority. MTA blue ribbon panel for practices for every New York region. (2014). New York, NY. construction excellence final report. (2008). Northeast Corridor Infrastructure and Operations Advisory Metropolitan Transportation Authority. New fare technology Commission. Critical infrastructure needs on the Northeast business case/alternatives analysis. (2010). Corridor. (2013). Retrieved from website: http://www. Metropolitan Transportation Authority. New fare payment system nec-commission.com/wp-content/uploads/2013/01/necc_ update. (2013). New York, NY. cin_20130123.pdf Metropolitan Transportation Authority. Service you can count on: An NYPIRG Straphangers Campaign. New York City transit fares. (2014). inside look at how the MTA invests to move customers safely New York, NY. and reliably. (2013). Retrieved from website: http://web.mta.info/ NYS 2100 Commission. Recommendations to improve the strength mta/news/books/docs/Spr_Reliability_2013_1_24_web.pdf and resilience of the Empire State’s infrastructure. (2013). Metropolitan Transportation Authority. 2013 customer satisfaction Retrieved from website: http://www.governor.ny.gov/assets/ survey: Metro-North Railroad. (2013). documents/NYS2100.pdf Metropolitan Transportation Authority. MTA On the Go travel station: Office of the State Comptroller, New York. New York City’s growing Connecting with transit customers of the 21st century. (2014). high-tech industry (2-2015). (2014). Metropolitan Transportation Authority. Review of projects & visions Palmer, J. W. (1998). Track time: Construction or the customer. for select world-class transit systems. (2014). Transportation Research Record, (1623), 99-104. Metropolitan Transportation Authority. Track Intrusion Detection Partnership for New York City. Growth or gridlock? The economic Systems (TIDS). (2014). New York, NY. case for traffic relief and transit improvement for a greater New Mid-Hudson Regional Economic Development Council. Building on York. (2006). New York, NY. success: 2013 progress report. (2013). Partnerships British Columbia. Project Report: Evergreen Line Rapid Transit Project. (2013). 85 MTA Transportation Reinvention Commission: Report / November 2014

RATP Group. 2013 Activity Report. (2013). Retrieved from RATP Transportation Research Board. Potential impacts of climate change website: https://www.tfl.gov.uk/cdn/static/cms/documents/tfl- on U.S. transportation (290). (2008). Retrieved from website: business-plan-december-2013.pdf http://onlinepubs.trb.org/onlinepubs/sr/sr290.pdf RTD. RTD FasTracks Program. Retrieved from website: http://www. Transportation Research Board. A transportation research program rtd-fastracks.com/ for mitigating and adapting to climate change and conserving energy (299). (2009). Retrieved from website: http://onlinepubs. Regional Plan Association. The ARC effect: How better transit boosts trb.org/onlinepubs/sr/sr299.pdf home values & local economies. (2010). New York, NY. Transport for London. 2013 Business Plan. (2013). Retrieved from Regional Plan Association. How the Long Island Rail Road could Transport for London website: https://www.tfl.gov.uk/cdn/static/ shape the next economy. (2013). New York, NY. cms/documents/tfl-business-plan-december-2013.pdf Regional Plan Association. Getting back on track: Unlocking the full WMATA. Momentum: The Next Generation of Metro Strategy Plan potential of the New Haven Line. (2014). 2013-2015. (2013). Retrieved from WMATA website: http://www. Regional Plan Association. Moving forward: Accelerating the wmata.com/momentum/momentum-full.pdf transition to communications-based train control for New York World Economic Forum in collaboration with The Boston Consulting City’s subways. (2014). Retrieved from website: http://library.rpa. Group. Strategic infrastructure steps to operate and maintain org/pdf/RPA-Moving-Forward.pdf infrastructure efficiently and effectively. (2014). Salvo, J., Lobo, A. P., & Maurer, E. (2013). New York City population Volinski, J. (2014). Maintaining transit effectiveness under major projects by age/sex& borough, 2010-2040. New York City financial constraints: A synthesis of transit practice (112). Department of City Planning. Retrieved from Transportation Research Board website: http:// San Francisco County Transportation Authority. Mobility, Access, and Pricing onlinepubs.trb.org/onlinepubs/tcrp/tcrp_syn_112.pdf Study Fact Sheet. Case Studies: Stockholm and London. (2010). Volp, C., & Spaargaren, T. (2012). Rethinking the station: More than Schwartz, S. (2013). Managing traffic through “fair pricing”. City Law, simply a transit point! Public Transport International, 61(4), 28-29. 19, 44-45. Retrieved from http://trid.trb.org/view.aspx?id=1212083 Spy Pond Partners, LLC., KKO & Associates, LLC., Cohen, H., & Barr, Zupan, J. M., Barone, R. E., & Lee, M. H. (2011). Upgrading to world J. (2012). State of good repair: Prioritizing the rehabilitation class: The future of the New York region’s airports. New York, and replacement of existing capital assets and evaluating NY: Regional Plan Association. the implications of transit. Retrieved from Federal Transit Zupan, J., Weber, S., & Regional Plan Association. (1999). MetroLink: Administration website: http://onlinepubs.trb.org/onlinepubs/ New transit for New York. New York, NY: The Association. tcrp/tcrp_rpt_157.pdf Zurob, C. (2012). The design of a passenger information system for Ison, S., Mulley, C., Mifsud, A., and Ho, C.. A Parking Space Levy: A Santiago de Chile: Transantiago case study. Case Study of Sydney, Australia. Transportation and Sustainability, Volume 5 – Parking Issues and Policies, First Edition (2014). Transit Cooperative Research Program. Balancing infrastructure reinvestment with system expansion. (2009). Retrieved from website: http://onlinepubs.trb.org/onlinepubs/tcrp/tcrp_rrd_92.pdf TransLink. Transit-oriented communities design guidelines: Creating more livable places around transit in Metro Vancouver. (2012). Burnaby, British Columbia.

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Appendix D: Abbreviations

ADA Americans with Disabilities Act BRT Bus RapidTransit CBD Central Business District CBTC Communications-Based Train Control CIO Chief Innovation Officer DB B Design-Build FEMA Federal Emergency Management Agency GDP Gross Domestic Product LIRR Long Island Rail Road LRT Light Rail Transit MNR Metro-North Railroad MTA Metropolitan Transportation Authority NJ TRANSIT New Jersey Transit NYCT New York City Transit PTC Positive Train Control P3 Public Private Partnerships REDCs Regional Economic Development Councils SBS Select Bus Service TOD Transit-Oriented Development

87 MTA Transportation Reinvention Commission: Report / November 2014

Appendix E: Glossary

2100 Commission Convened by New York Governor Andrew Cuomo, the 2100 Commission reviewed the vulnerabilities from climate change faced by the State’s infrastructure systems, and developed specific recommendations to be implemented to increase New York’s resilience in five main areas: transportation, energy, land use, insurance, and infrastructure finance. ADA Accessible Regulations published by the Federal Department of Justice that set minimum requirements for newly designed and constructed or altered state and local government facilities, public accommodations, and commercial facilities to be readily accessible to and usable by individuals with disabilities. Service standards are also promulgated by United States Department of Transportation. Articulated bus A public transit vehicle consisting of two rigid sections linked by a hinged or pivot joint. This arrangement creates a longer vehicle that can accommodate a higher passenger capacity, while still allowing the vehicle to maneuver adequately on the streets of its service route. Baby Boomer The colloquial term for an individual born after World War II. Within the MTA’s service area, this age bracket is choosing to “retire in place”, and desires to be more mobile. Due to the large number of Baby Boomers, their aging contributes to a large demographic shift. Bus rapid transit A high performance transit system that combines the speed, reliability, and amenities of rail-based transit systems with the flexibility of buses. To meet high performance standards, BRT incorporates certain features, including dedicated and/or physically separated lanes, priority signaling at traffic lights, off-board fare collection, level boarding at multiple doors, real-time bus arrival information, and distinctive branding. Communications- A subway signaling system that uses telecommunications between train and track equipment to manage and control Based Train Control train traffic and individual trains on the line; the system improves safety and increases capacity by allowing trains to follow each other more closely. Enterprise Asset Refers to the optimal management of the lifecycle of physical assets of an organization to maximize value. Management Extreme weather A descriptive term which refers to weather events which are more destructive than in the past due to higher winds, event rainfalls, etc. This term is most often used to describe the trend of an increasing number of these events. Gross Domestic Estimate used to measure the economic output of a country or region. Product Hub and Spoke System of connections in which service moves along spokes (i.e., lines) to connect to hubs in the center(s) of the System transit network. Light rail transit Mode of urban transportation operating electrified rail cars on fixed rails using predominately reserved, but necessary grade separated rights-of-way. Light rail may include streetcar, tramway, or trolley. Manhattan Central The central business district is the city center where retail and office buildings are concentrated. Traditionally in New Business District York City, the CBD has been in Manhattan, south of Central Park near 59th Street. Recently, other areas of New York City, including Downtown Brooklyn and Long Island City, are experiencing large concentrations or retail and office buildings that are secondary and tertiary to the Manhattan CBD.

88 A Bold Direction for Leading Transportation in the Next 100 Years

MetroCard Introduced in 1993, this magnetic-strip card is the primary payment method for the MTA’s subway and bus systems. Commuter rail has hybrid ticketing (MetroCard on one side, train ticket on other, as well as separate paper tickets). Millennial Individuals born between 1980 and 1991. This demographic is known for an urban living preference, participation in non-traditional work hours, high use of technology to manage their private and professional lives, and emphasis on mobility and access to non-car modes of transportation (i.e., transit, bike, pedestrian). MTA Bus Time Uses Global Positioning System (GPS) hardware and wireless communications technology to track the real-time location of buses. MTA Region Region including five boroughs of New York City, seven counties (Duchess, Nassau, Orange, Putnam, Rockland, Suffolk, Westchester), and southern Connecticut. Northeast Corridor The rail line running from Boston, Massachusetts to Washington, D.C. with branches serving other metropolitan areas. The Northeast Corridor is owned primarily by Amtrak and is used by Amtrak's Acela Express and Northeast Regional services in addition to several commuter and freight rail services. The Northeast Corridor is the busiest passenger rail line in the United States by ridership and service frequency. Positive Train Control Technology designed to automatically stop or slow a train before a collision occurs by sharing information on a train’s location and safe passage via on board computer systems. Regional Economic Created in 2011 by Governor Cuomo to develop long-term strategic plans for economic growth in respective regions Development created throughout New York State. The Councils are comprised of leaders across sectors and industries in each Councils region. Select Bus Service MTA’s hybrid bus service — a step short of BRT as defined above — generally characterized by high-capacity, articulated buses, dedicated lanes (painted instead of median separated), minimum corridor stops, and off-bus fare payment. Select Bus Service corridors also generally include traffic signal priority for buses to speed up movement along routes. Small Business Program created to facilitate and encourage the participation of small businesses in federally funded MTA projects. Federal Program Small Business Program created by the MTA to increase, facilitate, and encourage the participation of small business by providing Mentoring Program a framework for eligible firms to develop and grow within the construction industry and establish stable, long-term relationships with the MTA. Superstorm Sandy The unofficial name given to Hurricane Sandy by residents along the Northeast Atlantic Coast. The second-costliest Hurricane in United States history, the storm caused billions in damage, and crippled transportation systems especially. Transcom Transportation Operations Coordinating Committee; a coalition of 16 transportation and public safety agency in the New York — New Jersey — Connecticut metropolitan region, created to provide a cooperating approach to regional transportation management. Transit-oriented High-density, mixed-use residential and commercial development designed and constructed to maximize access to development transit. Tri-State Region The group of states comprised of New York, New Jersey, and Connecticut. Upzoning Changing zoning of a tract of land to intensify its usage.

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MTA Transportation Reinvention Commission New York, NY