Metropolitan Transportation Authority Annual Report Narrative 2010
Submitted as part of the MTA 2010 Annual Report Pursuant to New York State Public Authorities Law Section 2800(1), (6), and (13) MTA Annual Report Narrative 2010
Pursuant to Public Authorities Law Section 2800 (1)(a)(1), (6), and (13)
Section 1—MTA Operations
Performance Indicators…………………………………………………………… 1
NYC Transit Long Island Railroad Metro-North Railroad MTA Bus Long Island Bus Bridges and Tunnels
Section 2—MTA Accomplishments
Customer Service/Technology Initiatives………………………………………… 5
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
Operations Initiatives………………………………………………………………. 8
NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
Sustainability/Transit Oriented Development (TOD) Initiatives………………. 10
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
Safety/Security Initiatives………………………………………………………… 12
MTA Police Department NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
Cost Cutting/Revenue Initiatives…………………………………………………. 15
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
Section 3—MTA Capital Projects Undertaken/Completed
2010-2014 Capital Program…………………………………………………….. 19
Capital Program Progress………………………………………………………. 19
Funding Received Through 12/31/10 Capital Program Progress 1982-2010 Capital Program Progress 2010
New York City Transit (Subways)……………………………………………… 21
Major 2010 Commitments: Stations Rolling Stock Tracks, Switches, Interlockings Shops, Line Structures Signals, Communications
Major 2010 Completions: Stations Rolling Stock Signals, Communications Tracks, Switches, Plants
MTA Bus Operations (NYCT, MTA Bus, Long Island Bus)………………… 24
Major 2010 Commitments: Depots Rolling Stock Power, Facilities, Other Projects
Major 2010 Completions: Depots Rolling Stock Communications, Other Projects
Long Island Rail Road…………………………………………………………… 25
Major 2010 Commitments: Stations Tracks, Switches, Interlockings Power Structures, Communications, Other Projects
Major 2010 Completions: Stations Tracks, Switches, Interlockings Power Structures, Communications, Other Projects
Metro-North Railroad…………………………………………………………… 27
Major 2010 Commitments: Stations Structures, Communications, Other Projects
Major 2010 Completions: Stations Tracks, Switches, Interlockings Communications
MTA Bridges and Tunnels……………………………………………………… 29
Major 2010 Commitments: All Facilities Brooklyn-Battery Tunnel Cross Bay Bridge Henry Hudson Bridge Throgs Neck Bridge Verrazano-Narrows Bridge
Major 2010 Completions: All Facilities Cross Bay Bridge Henry Hudson Bridge Verrazano-Narrows Bridge Bronx Whitestone Bridge Throgs Neck Bridge
MTA Capital Construction…………………………………………………….. 30
Fulton Street Transit Center Second Avenue Subway 7 Line Extension East Side Access
MTA Police Department and Interagency……………………………………. 32
2010 Annual Report. Section 1—Operations
Performance
As part of its public transparency initiatives, the Metropolitan Transportation Authority posts Performance Dashboards on its website at www.mta.info, allowing the public to track MTA performance by agency on a monthly basis. The Dashboards display key indicators for MTA New York City Transit subways, buses, and paratransit services; MTA Long Island Rail Road; MTA Metro-North Railroad; MTA Bus; MTA Long Island Bus and its paratransit service; and MTA Bridges and Tunnels. Performance in all categories is measured monthly and compared to published goals. All data is through December 2010. See 2428 Report for additional details.
Performance Key
New York City Transit At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators On-Time Performance (Absolute) - Subways 92.0% 88.7% -3.59% Wait Assessment - Subways 78.1% 78.6% 0.64% Elevator Availability - Subways 96.5% 97.1% 0.60% Escalator Availability - Subways 95.2% 92.6% -2.60% Total Ridership - Subways 1,572,199,000 1,604,070,667 2.03% Mean Distance Between Failures - Subways 155,000 170,217 9.82% Mean Distance Between Failures - Staten Island 180,000 464,848 158.25% Railway On-Time Performance - Staten Island Railway 95.0% 95.4% 0.40% % of Completed Trips - NYCT Bus 99.4% 98.1% -1.30% Total Paratransit Ridership - NYCT Bus 9,769,873 9,016,690 -.07 Bus Passenger Wheelchair Lift Usage - NYCT Bus 1,258,662 1,245,582 -1.0% Total Ridership - NYCT Bus 718,284,000 696,910,949 -2.98% Mean Distance Between Failures - NYCT Bus 3,964 3,678 -7.21%
Section 1—Operations 1
Safety Indicators Customer Injury Rate - Subways 3.20 3.07 -4.06% Customer Accident Injury Rate - NYCT Bus 1.06 1.00 -5.66% Collisions with Injury Rate - NYCT Bus 5.91 7.64 29.27% Employee Lost-Time and Restricted-Duty Rate 2.75 3.05 10.91%
Performance Key
Long Island Rail Road At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators On-Time Performance 95.1% 92.8% -2.30% Elevator Availability 95.0% 97.2% 2.20% Escalator Availability 95.0% 95.5% 0.50% Total Ridership 82,122,104 81,507,851 -0.75% Mean Distance Between Failures 110,000 149,651 36.05% Safety Indicators Customer Injury Rate 5.22 5.29 1.34% Employee Lost-Time and Restricted-Duty Rate 2.05 2.74 33.66%
Section 1—Operations 2
Performance Key
Metro-North Railroad At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators On-Time Performance (East of Hudson) 97.7% 97.7% 0.00% On-Time Performance (West of Hudson) 96.3% 96.5% 0.20% Elevator Availability 97.0% 98.5% 1.48% Escalator Availability 97.0% 96.8% -0.16% Total Ridership 79,067,578 81,095,848 2.57% Mean Distance Between Failures 115,000 129,329 12.46% Safety Indicators Customer Injury Rate 2.80 2.74 -2.14% Employee Lost-Time and Restricted-Duty Rate 1.80 1.88 4.44%
Performance Key
MTA Bus At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators % of Completed Trips 99.40% 97.97% -1.43% Bus Passenger Wheelchair Lift Usage 44,303 45,270 2.18% Total Ridership 119,918,000 120,226,876 0.26% Mean Distance Between Failures 3,616 3,438 -4.92% Safety Indicators Customer Accident Injury Rate 1.29 1.29 0.00% Collisions with Injury Rate 4.25 5.96 40.24% Employee Lost-Time Rate 10.20 9.47 -7.16%
Section 1—Operations 3
Performance Key
Long Island Bus At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators % of Completed Trips 99.40% 98.90% -0.50% Total Paratransit Ridership 313,000 356,690 13.96% Bus Passenger Wheelchair Lift Usage N/A 4,812 -- Total Ridership 30,721,000 30,816,889 0.31% Mean Distance Between Failures 3,151 3,744 18.82% Safety Indicators Customer Accident Injury Rate 1.07 1.82 70.09% Collisions with Injury Rate 2.28 4.99 118.86% Employee Lost-Time Rate 3.43 3.15 -8.16%
Performance Key
Bridges and Tunnels At or above target Below target by less than 5% Below target by 5% or more
Change Year-to-Date Year-to-Date Performance Indicator From Target Actual Target Service Indicators
Total Traffic 290,284,002 291,661,187 0.47%
Safety Indicators
Collisions with Injury Rate 0.91 0.90 -1.10%
Employee Lost-Time Rate 2.70 5.70 111.11%
Section 1—Operations 4
2010 Annual Report. Section 2—Accomplishments
Customer Service and Technology Initiatives
Interagency—Customer Service/Technology Initiatives . Improved transparency and customer access to real-time service information through email alerts, social media, and expanded features at the MTA public website at www.mta.info. . Opened up collaborations with outside app developers working on MTA-related customer service applications, providing direct access to data at the Developer Resources page on the MTA website. . Consolidated outside phone lines across all agencies, reducing MTA’s customer service numbers from 118 phone numbers to just 23 numbers, routed through more efficient Interactive Voice Recognition (IVR) calling trees. . Conducted an agency-wide MTA customer survey pinpointing areas of highest and lowest customer satisfaction by operations, agencies, new technologies, personal safety, and other indicators. . Began migrating agency email systems onto a single cross-agency platform and consolidating servers, data, and IT functions from 34 separate facilities to three main MTA data centers.
NYC Transit (Subways)—Customer Service/Technology Initiatives . Continued the rollout of new Public Address/Customer Information Screens (PA/CIS), which will ultimately be deployed at 156 subway stations, providing customers with on-location, real-time information, including electronic text signs, ―countdown clocks,‖ and audio public address. . Installed ―countdown clocks,‖ which have been activated at over 100 subway stations to date, providing customers with train arrival times and real-time service announcements.
Section 2—Accomplishments 5
. Initiated new ―component-based‖ station environment programs to quickly address station repairs that affect customers, rather than waiting for complete station rehabilitations. . Developed a convenient, online Delay Verification program for customers requiring official proof of a train delay. . Expanded the Transit Information Center (TIC) with 24-hour information during weather emergencies and new voice recognition calling trees for Spanish-speaking customers.
MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Customer Service/Technology Initiatives . Expanded Select Bus Service (SBS) from the Bx12 route to the M15 route, reducing travel times by up to 20 percent via dedicated bus lanes and customer prepayment. . Introduced a pilot program for camera enforcement of bus-only lanes on the M15. . Integrated accessible fixed-route service into trip itineraries for paratransit-eligible customers. . Launched a pilot program using pre-paid debit cards for licensed yellow cabs by paratransit-eligible customers, resulting in a reduced cost per trip. . Introduced the MTA Bus Time pilot program on the B63 route. Developed in-house, the system provides customers with real-time bus locations and estimated arrival times by smart phone, text, or web using open-source software and off-the-shelf components.
Long Island Rail Road—Customer Service/Technology Initiatives . Installed new train destination boards and monitors with newly enhanced displays at Penn Station, Atlantic Terminal, and Jamaica. . Expanded customer communications with email text schedules through CooCoo and added service data on the MTA website. . Worked with NYC Transit to display LIRR service disruption alerts on subway Countdown Clocks and on LIRR electronic signs. . Upgraded the Ticket Selling System (TSS) to include enhancements for Payment Card Industry compliance, added security, and new PIN pads.
Section 2—Accomplishments 6
. Added 332 additional parking spots at the Ronkonkoma Station. . Worked with local officials to adjust LIRR service to accommodate Suffolk County residents called to jury duty in Riverhead. . Signed an agreement between Cablevision and the MTA to conduct a technical trial of Wi-Fi communications on two LIRR cars. . Redesigned customer satisfaction survey to conform to new MTA agency-wide standards. . Introduced the position of ―Manager of Ticket Office Operations‖ to oversee customer service, professionalism, and compliance, at no added expense to the department. . Created a new ―customer strategies‖ group within existing staff to address customer concerns, improve customer experience, and measure performance.
Metro-North Railroad—Customer Service/Technology Initiatives . Expanded Metro-North Train Time™ , providing smart phone and computer users with real-time train schedules and on-time status, as well as computer screens for a total of 96 stations. This free service logged roughly 1,000,000 ―hits‖ in 2010. . Opened a new Customer Service Center on the Main Concourse of Grand Central Terminal, making it easier for customers to have concerns addressed in a personal, face-to-face way. . Expanded train status displays to LED displays on all Ticket Machines, as well as to the LCD boards at Grand Central. . Installed new Ticket Machine PIN pads (for credit and debit card purchases) to support new industry security standards and regulations. Several Ticket Vending Machines were also strategically relocated to support the closing of several Ticket Offices in 2010. . Provided added service for a concert and two other events at Yankee Stadium, resulting in 29,000 additional rides.
Bridges and Tunnels—Customer Service/Technology Initiatives . Introduced ―Travel Time‖ customer service on the MTA website, along with a mobile version for smart phones. The Travel Time system received a 2010 ―Project
Section 2—Accomplishments 7
of the Year‖ award from the Intelligent Transportation Society of New York (ITS- NY) and a nomination for the national ITS ―America Spotlight Award.‖ . Installed Incident Detection Video on the upper and lower levels of the Verrazano Narrows Bridge to detect and assist stopped vehicles. . Installed three additional Variable Message Signs (VMS) to alert customers to weather conditions or incidents at the Throgs Neck, Verrazano Narrows, and Robert F. Kennedy bridges. . Increased use of E-ZPass to a new high of 75.8 percent of all crossings in 2010, including 88.9 percent of all trucks.
Operations Initiatives
NYC Transit (Subways)—Operations Initiatives . Introduced phase 1 of Station Time Signal Enhancements to relieve congestion on the crowded Lexington Avenue Line, using improved signal systems to reduce train headway and increase throughput on express tracks. . Overhauled subway performance indicators reported to the Board, resulting in simpler, more standardized criteria for Wait Assessment, On-Time Performance, and other evaluation standards and introducing new Key Performance Indicators. . Reduced and rescheduled subway operations on selected lines to achieve over $17.6 million in annual savings. (See also, Cost Saving/Revenue Initiatives.)
MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Operations Initiatives . Introduced major improvements in NYCT bus operations, including expansion of Select Bus Service and camera enforcement of bus lanes. (See also, Customer Service/Technology Initiatives.) . Took delivery of 852 hybrid buses (747 for NYCT and 105 for MTA Bus); a test fleet of 90 articulated buses (NYCT); and 375 paratransit vans. (See also, Capital Projects Completed.)
Section 2—Accomplishments 8
. Opened the Charleston Depot for partial operations with approximately 30 buses, and commenced full operation in January 2011. (See also, Capital Projects Completed.) . Reduced and rescheduled bus operations citywide to achieve over $54.1 million in annual savings for NYCT bus. (See also, Cost Cutting/Revenue Initiatives.) . Reduced Access-a-Ride expenses by $47.9 million from forecast through an increase in the use of car service/taxi, closer adherence to ADA regulations, and integration of accessible fixed route service in the itineraries for paratransit trips. (See also, Cost Cutting/Revenue Initiatives.) . Established a test and evaluation of Access-a-Ride ―broker system‖ for the dispatch of paratransit trips through a network of less costly Black Car Services.
Long Island Rail Road—Operations Initiatives . Replaced outdated relay-based signal control system with a microprocessor system in Jamaica, allowing for greater train reliability in critical switching points. . Introduced administrative changes to reduce overtime and tighten inventory control, resulting in savings of over $12 million in inventory management and a 12 percent reduction in overtime. . Completed a major cleanup of the track area in Jamaica, removing 197 cubic yards of debris and 429 old railroad ties. . Removed graffiti from 11 railroad sites in the Jamaica area through a new community partnership employing nonviolent offenders to paint LIRR bridge areas.
Metro-North—Operations Initiatives . Launched new state-of-the-art Operations Control Center (OCC), providing rail traffic controllers with advanced technology for system communications and safer, more efficient direction of trains. . Continued a multi-year improvement project on the New Haven Line, replacing the 100-year-old overhead catenary wires that supply power to trains and reconstructing five critical rail bridges between Southport and Bridgeport. . Undertook extensive testing of the new M-8 fleet, which goes into revenue service early in 2011. With a project budget of $762 million (funded jointly with the
Section 2—Accomplishments 9
Connecticut Department of Transportation), the M-8 fleet will enable replacement of the 40-year-old M2 Fleet on the New Haven Line. . Completed work on three more stations on the Hudson Line at Philipse Manor, Scarborough, and Ossining, making a total of 16 station rehabilitations on the Hudson Line to date. . Expanded station facilities, parking, and other improvements at Cortlandt Station on the Hudson Line, with an eye toward developing the station into a strategic passenger intermodal facility.
Bridges and Tunnels—Operations Initiatives . Launched a pilot program at the Henry Hudson Bridge testing gateless and cashless All Electronic Toll Collection (AET). Gates were removed for the first phase of the pilot in January 2011. (See also, Customer Service Initiatives.) . Redesigned the Advanced Traffic Management Systems for inter-facility video at the Operations Command Center, featuring 24/7 access to 250 traffic camera scenes at or around B&T facilities. . Initiated a major project on Brooklyn Battery Tunnel to replace electrical switchgears, ventilation controls, and emergency power sources. (See also, Capital Projects Undertaken/Completed.)
Sustainability and Transit Oriented Development (TOD) Initiatives
MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Sustainability/TOD Initiatives . Expanded and updated the MTA fleets of hybrid and articulated buses, reducing emissions and fuel consumption on a per passenger basis. Purchased 745 new hybrid-electric buses, resulting in a fuel efficiency 30 percent better than standard diesel buses and a reduction of 22 metric tons of CO2 emissions annually per bus.
Section 2—Accomplishments 10
. Awarded design-build contract for the new Mother Clara Hale Bus depot specifying that the design be a LEED certified facility.
Long Island Rail Road—Sustainability/TOD Initiatives . Served as a key resource to the Town of Babylon and Town of Brookhaven on downtown revitalization efforts in Wyandanch and Ronkonkoma aimed at transforming distressed areas into thriving centers of mixed-use development. . Acted as a key stakeholder on a number of local TOD initiatives and revitalization partnerships in Bay Shore, West Hempstead, Hicksville, and Farmingdale. . Worked with East End officials and local merchants to develop North Fork Village brochures, flyers, and web deals in an effort to boost LIRR ridership and customer traffic to North Fork locations.
Metro-North Railroad—Sustainability/TOD Initiatives . Switched the ceiling constellation in Grand Central Terminal to LED’s, reducing energy consumption by 60 percent. . Retro-fitted four buildings at the North White Plains Yard with water-saving facilities. . Placed recycling bins at employee facilities at Wassaic, Poughkeepsie, Beacon, Brewster, and North White Plains. Issued contracts for removal of ―source separated‖ recyclable glass, metal, plastic, and paper. . Signed an agreement with the City of Poughkeepsie in May 2010 to explore smart growth in the area around the Station.
Bridges and Tunnels—Sustainability/TOD Initiatives . Replaced necklace lighting at the Robert F. Kennedy Bridge with energy-efficient LED fixtures. LED necklace lights will soon be installed on the Throg’s Neck and Bronx-Whitestone bridges. . Participated in the NYC Department of Parks and Recreation’s ―MillionTreesNYC‖ program by arranging for 39 tree plantings across facility properties. . Inaugurated pilot program for gateless-cashless All Electronic Toll (AET) systems, which will improve traffic efficiency, reduce travel time, and cut auto emissions.
Section 2—Accomplishments 11
Safety and Security Initiatives
MTA Police Department—Safety/Security Initiatives Crime Statistics (Number of reported crimes at Long Island Rail Road, Metro-North Railroad, and Staten Island Railway) 2009 2010 Murder 1 0 Rape 0 0 Robbery 37 55 Felony Assault 44 39 Burglary 13 12 Grand Larcenies 189 206 G.L.A. 9 12 Total 293 324
NYC Transit (Subways)—Safety/Security Initiatives Crime Statistics (Number of reported crimes on New York City subway system) 2009 2010 Murder 2 2 Rape 2 1 Robbery 711 709 Felony Assault 155 191 Burglary 2 3 Grand Larcenies 1,178 1,269 Total 2,050 2,175
. Completed installations of 3,700 security cameras to record activity at 90 stations throughout the transit system, including 500 cameras at three major hubs (Grand Central, Times Square, and Union Square) directly monitored by NYPD.
Section 2—Accomplishments 12
. Reduced the 2010 customer injuries rates by 4.06 percent below target on subways and 5.66 percent below target on NYCT buses. . Began providing firewall and network perimeter intrusion detection/protection services (IDS/IPS) to five MTA agencies at NYCT’s Cyber Security Center.
MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Safety/Security Initiatives . Expanded Mobile Random Drug and Alcohol Testing Program in the Bronx and Manhattan divisions, adapting depot lavatories for use as random test facilities, thus improving employee availability. . Completed testing and contracts for a new bus camera security system (BCSS) with on-board cameras and video recorders to improve passenger and employee safety.
Long Island Rail Road—Safety/Security Initiatives . Implemented a policy to safeguard customers, employees, and equipment during snowstorms by suspending service if snowfalls reach 10 to 13 inches. . Improved the clearing of ice and snow from platforms and other customer areas, resulting in a 75 percent reduction in customer injuries stemming from slips on ice and snow. . Reduced customer injuries by 12.8 percent, from 494 in 2009 to 431 in 2010. . Reduced station platform gap accidents by 21 percent (62 incidents in 2010 as compared to 79 in 2009) by increasing customer awareness and modifying rail cars, platforms, and tracks to close gaps. . Reduced crime incidents on LIRR properties by 15 percent, the largest reduction in four years. Overall larcenies fell 16 percent; Nassau County crimes fell 31 percent; and Penn Station crimes fell 14 percent, with a 37 percent increase in arrests. . Upgraded the Ticket Selling System (TSS) to enhance security and installed improved PIN pads for each TVM and ticket office machine.
Metro-North Railroad—Safety/Security Initiatives . Installed new Ticket Machine PIN pads (for credit and debit card purchases) to support new industry security standards and regulations.
Section 2—Accomplishments 13
. Expanded the employee local safety committee network to perform yard walks and inspections in their districts. . Launched an aggressive public safety communication program, with ―Put Your Best Foot Forward‖ posters, seat drops, and public safety announcements in Grand Central. . Expanded emergency training to first responders throughout Metro-North’s service territory. . Attained a Customer Injury Index target (injuries per million rides) of 2.76 versus a goal of 2.80.
Bridges and Tunnels—Safety/Security Initiatives . Reduced vehicle collisions with injuries to 265 accidents and a rate of 0.90 per million miles through new customer safety initiatives, new lane delineations, and more. . Extended employee safety programs, including roll call discussions, safety meetings, safety action plans, safety newsletters, safety audits, and incident investigations. . Stepped up DWI enforcement with 354 DWI arrests by MTA Bridges and Tunnels Officers. . Remained an active partner in "Securing the Cities" and other multi-agency security initiatives to protect B&T facilities.
Section 2—Accomplishments 14
Cost Cutting and Revenue Initiatives
Interagency—Cost Cutting/Revenue Initiatives . Continued aggressive cost-cutting across all agencies. In 2010, the MTA took actions that will eliminate $525 million in recurring annual costs through a combination of administrative overhauls; back-office consolidations; elimination of 3700 positions through layoffs or attrition; renegotiation of vendor contracts; reduction of overtime; and $92 million in service cuts. . Finalized preparations for the MTA Business Services Center, a centralized service agency that reduces overlaps by consolidating payroll, invoicing, vendor contracts, purchasing, and other back-office functions. . Pursued added revenue through expanded in-system advertising, real estates leases, and brand licensing of nearly 1000 unique products using MTA trademarks and icons. . Implemented a fare/toll increase of 7.5 percent in keeping with MTA’s agreement with the Legislature in May 2009.
NYC Transit (Subways)—Cost Cutting/Revenue Initiatives . Cut $17.7 million in annual costs, through subway service reductions designed to minimize the impact on customers, including elimination of 2 subway routes and restructuring of 4 subway routes.
MTA Bus Operations (NYC Transit; MTA Bus; LI Bus)—Cost Cutting/Revenue Initiatives . Reduced NYCT bus annual operating costs by $54.1 million, through elimination of 32 bus routes, discontinuation of weekend service on 14 bus routes, and rescheduling of 39 bus routes, rerouting where possible to replace discontinued service. . Launched a pilot program using pre-paid debit cards for licensed yellow cabs by paratransit-eligible customers, resulting in a reduced cost per trip.
Section 2—Accomplishments 15
. Developed in-house MTA Bus Time tracking system using open-source software and off-the-shelf components, reducing costs by nearly 70 percent over the proprietary bus tracking systems used in previous tests. . Reduced Access-a-Ride expenses by $47.9 million from forecast through an increase in the use of car service/taxi, closer adherence to ADA regulations, and integration of accessible fixed route service in the itineraries for paratransit trips. (See also, Operations Initiatives.)
Long Island Rail Road—Cost Cutting/Revenue Initiatives . Reduced overtime by 12 percent in 2010, without impacting service, through a combination of changes in work practices, more effective deployment strategies, and tighter managerial controls. . Achieved $12 million in inventory expense savings in 2010 through a joint interdepartmental effort to improve the materials planning and acquisition process. . Generated cost-per-passenger and revenue-per-passenger data for each LIRR branch and posted branch data on the MTA LIRR website for the first time. . Implemented a corporate time and attendance management system for all employees, allowing the LIRR to retire several end-of-life applications, further automate the process, and collect data that helps control payroll costs. . Improved marketing strategies, including a successful mix of LIRR promotional getaways and packages for leisure travel. Boosted NYC Getaways by 12 percent, promotion package tickets by 41 percent, beach getaways by 15 percent, and group bookings by 6 percent. . Launched a three-month test program to sell advertising space on the exteriors of 50 M-7 rail cars, earning an initial $105,000. . Conducted over 1,500 task-force train rides to monitor crew performance and fare collection, reducing the ―Fares Not Collected‖ rate from a high of 17 percent to an average of 3.5 percent.
Section 2—Accomplishments 16
Metro-North Railroad—Cost Cutting/Revenue Initiatives . Secured a license agreement for a commercial multi-carrier wireless network in Grand Central Terminal, the platform and train-shed areas, and the Park Avenue Tunnel, with a potential revenue of approximately $24.3 million. . Launched the first official self-guided audio tour of Grand Central Terminal through a contract that could generate up to $1.5 million over five years. . Generated $6 million in annual savings through consolidations (reducing on-board staff by 9 positions) and shorter train consists ( reducing car miles, traction power, and fleet maintenance costs). . Reduced administrative workforce by 15 percent, yielding $10 million in annual salary and fringe benefit savings. . Generated $5.9 million in savings through procurement initiatives, including: closely managed inventory restocking ($4.0 million); joint procurements with LIRR for rolling stock parts ($0.4 million); and competitive bids on rubbish removal ($1.5 million). . Identified over $3 million in overtime savings through a detailed review and subsequent initiatives, including: limits on sick time and vacation coverage; reviewing emergency response requirements; reducing holiday coverage; speedier filling of vacant positions; scheduling vacation times more evenly at maintenance facilities. . Increased the use of ticket vending machines and reduced the need for ticket collectors, achieving $1.1 million in savings. . Saved an additional $15.5 million through lower advertising costs, reduced fringe benefit expenses, electric propulsion pricing, and other cost adjustments. . Started the Branded Vending Program which offers brand/sponsor exclusivity to soft drink, snack, and vending companies for system-wide placement rights in NYS stations, with estimated revenue of $3.0 million over 10 years.
Bridges and Tunnels—Cost Cutting/Revenue Initiatives . Contributed $842.6 million to support MTA mass transit.
Section 2—Accomplishments 17
. Initiated aggressive cost cutting in 2010 resulting in the elimination of 117 positions and a $45 million reduction in operating expenses, including capitalized asset reductions and a 24 percent ($6.5 million) drop in overtime expenses.
. Achieved significant non-labor savings through analysis and re-evaluation of planned projects. This included a $17 million cut in 2010 operating costs by moving capital-eligible bridge painting projects to the 2010-2014 Capital Program, thereby leveraging savings that had been identified in the Capital Program through a Best Value Analysis.
Section 2—Accomplishments 18
2010 Annual Report. Section 3– Projects Undertaken/Completed2010-2014 Capital Program
Responding to the state fiscal crisis, the MTA reduced its original 2010-2014 Capital Program by $1.82 billion. The revised Capital Program retains those commitments deemed necessary to meet future demand, support the regional economy, and improve customer service at the lowest possible cost. The result is a 2010-2014 Capital Program of $26.3 billion over five years, with $4.37 billion in capital funds committed in 2010. Capital projects completed during the year totaled $3.47 billion. For maximum transparency, the status of all capital projects is updated regularly in the Capital Program Dashboard on the MTA website at www.mta.info. Costs shown below are in millions unless otherwise indicated.
Capital Program Progress
Funding Received Through December 31, 2010* ($ millions)
1982-2010 2010 Federal grants $25,629 $1,399 State service contracts 2,346 137 State appropriations 623 - City appropriations 5,172 460 MTA bonds 23,687 2,833 MTA debt restructuring** 5,309 - MAC surplus 925 - Lessor equity/Asset sales/Leasing 1,525 2 Investment Income** 1,463 - Capital-operating transfer/Pay-as-you-go** 1,190 29 Other** 1,333 43
Total 69,203 4,903
* Funding for MTA Bridges and Tunnels Capital Programs not included. **Recalculated per reconciliation with MTA Office of the Comptroller and MTA Treasury.
Section 3– Projects Undertaken/Completed 19
Capital Program Progress, 1982-2010 ($ millions)
Commitments Expenditures Completions New York City Transit $47,018 $42,695 $39,574 Long Island Rail Road $8,924 $8,532 $7,470 Metro-North Railroad $6,341 $6,068 $5,542 Bridges and Tunnels $3,364 $2,976 $2,395 Capital Construction $11,013 $7,138 $1,480 MTA Bus $541 $466 $438 Other* $596 $558 $405
MTA Total $77,796 $68,433 $57,303
Note: Numbers may not total due rounding. * Includes funds for World Trade Center recovery, planning and customer service projects, interagency projects, MTA Police, and unassigned commuter rail projects that benefited both LIRR and MNR in the 1982-91 Capital Program.
Capital Program Progress, 2010 ($ millions)
Commitments Expenditures Completions New York City Transit $2,031 $2,348 $2,439 Long Island Rail Road $212 $448 $260 Metro-North Railroad $107 $110 $278 Bridges and Tunnels $186 $178 $256 Capital Construction $1,753 $1,632 $160 MTA Bus $51 $26 $64 Other* $33 $71 $13 MTA Total $4,373 $4,813 $3,487
Note: Numbers may not total due to rounding. * Includes funds for planning and customer service projects, interagency projects, and MTA Police.
Section 3– Projects Undertaken/Completed 20
New York City Transit (Subways)
Major 2010 Commitments
Stations . Initiated station repairs at the Dyckman Street station on the Broadway-7th Avenue line ($43.5), along with canopies at five stations ($12.7) and station platform edges at five locations ($11.5) also on the Brodway-7th Avenue line. . Awarded the rehabilitation of the Smith-9th Street station on the Culver line ($29.8), along with repairs at the 4th Avenue station on the Culver line ($10.9), both projects in conjunction with the ongoing Culver Viaduct rehabilitation. . Undertook rehabilitation of station platforms at six locations along the Myrtle line ($10.1).
Rolling Stock . Awarded contract for 23 new ―A Division‖ subways cars and conversion of 10 existing R142A cars. ($115.3)
Tracks and Switches . Awarded the annual program to replace track and switches at various locations throughout the subway system ($295.1).
Signals and Communications . Awarded contract to install advanced Communications-Based Train Control (CBTC) signal systems for safer, more efficient train operations on the Flushing Line ($365.8). . Awarded the modernization of Church Avenue interlockings on the Culver line, including new relay and central instrument rooms and new master tower ($191.0).
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Shops, Line Structures, and Other Structures . Awarded the rehabilitation of heating and electrical systems at the 207th Street Overhaul Shop ($31.4). . Began projects to rehabilitate and paint the elevated structures on the BMT Jamaica line ($38.4) and the viaduct on the Rockaway line ($44.2), as well as painting the 125th Street Arch on the 7th Avenue line ($12.6), painting the line structure between the portal at 27th Street and 41st Avenue on the Astoria and Flushing lines ($28.0), and various facility roof replacements ($17.8). . Awarded the replacement of tunnel lighting from 4th Avenue to Church Avenue on the Culver line ($31.3). . Began rehabilitation of 50 emergency exits system-wide ($11.3).
Power and Substations . Awarded the construction of new duct banks for traction power cables on the Lenox Avenue line ($19.1), modernization of the 10th Street substation on the Culver line ($17.4), and rehabilitation of building enclosures at five above-ground power substations systemwide ($15.2).
Major 2010 Completions
Stations . Completed station rehabilitation and ADA accessibility at the 96th Street Station on the Broadway-7th Avenue line ($90.2) and rehabilitation of the Avenue U and Neck Road stations on the Brighton line ($78.1). . Installed streetscaping and facilities at Myrtle-Wyckoff Intermodal Facility for subway and bus passengers ($8.7).
Rolling Stock . Accepted delivery of 222 R160 B Division Cars for normal fleet replacement ($490.0).
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Electrical . Completed rehabilitation and modernization of the East 193rd Street substation ($17.6), the Dyckman substation on the 8th Avenue line ($42.9), and the Meserole Avenue substation ($17.6), as well as installation of equipment at the newly constructed Rockwell Place substation ($17.8). . Replaced 7.4 miles of tunnel lighting on the 6th Avenue line between Brooklyn and Manhattan ($39.8).
Signals and Communications . Completed the implementation of a Synchronous Optical Network (SONET) and Asynchronous Transfer Mode (ATM) for the A-Division, a fiber network for rapid transfer of large volumes of electronic data through the subway system ($209.1). . Completed Phase II installation of new antennae cable at specified locations systemwide for improved radio transmission and coverage ($49.4). . Modernized three interlockings on the 8th Avenue A,C,E subway lines ($133.8).
Track, Yards, and Plants . Completed the 2010 cycle of normal track and switch replacements throughout the system ($295.1). . Rehabilitated and consolidated ventilation plants at 53rd Street-Park Avenue and 53rd Street-Fifth Avenue stations ($72.1). . Installed fencing for train yard security ($10.4). . Completed new wayside signal system for Corona Yard, including seven new lay-up tracks and master tower complex ($107.6).
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MTA Bus Operations – NYC Transit, MTA Bus, LI Bus
Major 2010 Commitments
Depots . Awarded design-build contract to reconstruct the Mother Clara Hale Depot (NYCT, $244.3). . Began power upgrades at JFK Depot and LaGuardia Depot (MTA Bus Co., $3.7). . Initiated new roof and ventilation project at Baisley Park Depot (MTA Bus Co., $8.5) and parking lot upgrades at JFK and Baisley Park Depots (MTA Bus Co., $9.8).
Rolling Stock . Committed to purchase of 90 clean-diesel low-floor ―Nova‖ buses (NYCT, $45.3); 90 low-floor CNG buses (NYCT, $51.6); and an additional 45 low-floor CNG buses (MTA Bus Co., $25.6).
Power, Facilities, and Other Projects . Initiated construction of new roof and ventilation systems at Eastchester Maintenance Building (MTA Bus Co., $3.8).
Major 2010 Completions
Depots . Partial opening of Charleston Depot, with full opening finalized in March 2011 (NYCT).
Rolling Stock . Took delivery of 747 hybrid-electric buses (NYCT, $435.2); another 105 hybrid buses (MTA Bus Co., $64.0); a test fleet of 90 articulated buses (NYCT, $69.3); and 375 paratransit vans (NYCT).
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Communications, Facilities, and Other Projects . Completed first phases of new Select Bus Service and pilots for new Bus Time tracking and arrival times by web and email (NYCT).
Long Island Rail Road
Major 2010 Commitments
Stations . Awarded the design contract for two new elevators at Queens Village Station, with design to be completed in the first quarter 2011 ($0.5). . Issued design contract for a new ADA-compliant elevator at the Atlantic Terminal ($3.4). . Replaced the escalators at the Merrick, Bellmore, and Massapequa Park stations ($4.3).
Tracks, Switches, and Interlockings . Completed 2010 annual track and switch component replacement program ($62.3).
Power . Designed and replaced component equipment at the Rockville Centre power substation ($5.4).
Structures, Communications, and Other Projects . Progressed to Phase IIb of the Atlantic Avenue Viaduct to complete replacement of remaining steel superstructure components ($25.2). . Advanced ―Positive Train Control‖ design ($9.2). . Awarded contract for the installation of radio communications towers at Medford and Northport ($0.9).
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Major 2010 Completions
Stations . Completed 332 paved parking spaces for expanded commuter access at Ronkonkoma Station, including sidewalks, fencing, signage, and landscaping ($2.7). . Installed new architectural light poles and fixtures on platforms at the Bay Shore Station, along with new transformers and electrical distributions ($0.9). . Complete extensive rehabilitation of the Brentwood Station, including flooring, benches, lights, PA system, restrooms, platform shelters, and exterior work ($1.7). . Completed extensive rehabilitation of the Central Islip Station, including flooring, benches, lights, PA system, restrooms, platform shelters, and exterior work ($2.0). . Replaced two elevators with related equipment and renovations at the Great Neck Station ($2.8). . Rehabilitated the commuter parking lot at the Montauk Station, resurfaced and added 85 parking spaces ($1.0).
Tracks, Switches, and Interlockings . Replaced the 100-year-old relay based signal system at the Jamaica Interlocking with a state-of-the-art microprocessor-based system for great reliability at critical switching points ($42.3). . Completed replacement of signal system apparatus on the Main Line at Long Beach, Oyster Bay, Port Jefferson, and Montauk ($5.4).
Power . Replaced three power substation buildings and equipment at Inwood, Hempstead, and Floral Park. ($36.2) . Installed new electrical system at the Reynolds Channel Bridge, including controls, wiring, span lock motors, and more. ($0.9)
Structures, Communications, and Other Projects . Completed Phase IIA of the Atlantic Avenue Viaduct rehabilitation project, which received two engineering awards in 2010 ($77.1, ARRA funded).
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. Completed fit-out of the 4th and 6th floors of the future Jamaica Central Control Center, a 45,000 square-foot space housing the facilities and apparatus for the LIRR’s new state-of-the-art train control center ($21.6). . Installed a new computer generated simulator for training locomotive engineers at the Technology Based Training Facility at the Upper Holban Yard ($2.0). . Completed painting of seven bridges in Nassau County, the first phase of a two-part painting project ($6.0). . Established a ―Quiet Zone‖ at the Little Neck grade crossing, with safety features including a second train warning system and a video detection and surveillance system ($1.5). . Replaced 80-year-old timber and steel structures at Powell Creek Bridge and Hog Island Channel Bridge with new reinforced steel and concrete structures, elevated to minimize flooding ($24.4). . Carried out normal right-of-way drainage control ($5.9).
Metro-North Railroad
Major 2010 Commitments
Rolling Stock . (See, Accomplishments, Metro-North Operations Initiatives, for testing of new M-8 fleets.)
Stations . Undertook general station repairs and improvements at the Croton Harmon and Peekskill stations ($15.4). . Undertook rehabilitation of the Fordham station ($3.4), the final phase of a project rehabilitating four historic stations. . Improved station at Port Jervis, West of Hudson, under the Small Business Mentoring Programs ($0.8).
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Structures, Communications, and Other Projects . Continued component replacement and upgrade of Metro-North signal systems ($28.6).
Major 2010 Completions Stations . Completed the second phase of component station improvements on the Hudson Line at Philipse Manor, Scarborough, and Ossining ($89.0). . Completed removal of several obsolete facilities on Metro-North properties ($5.2). . Completed work on roof constructions and utility upgrades at the historic Poughkeepsie station ($17.5) and continued work on the station building’s windows and doors ( $4.6), funded through ARRA.
Track, Switches, and Interlockings . Completed the remainder of the 2009 cyclical component track replacement work ($12.7). . Completed component work under the West of Hudson track program ($31.6). . Installed high-speed turnouts at key locations system-wide to accommodate increased speed and reduce travel time for Metro-North customers ($52.5) and new yard turnouts at BN, Mount Vernon West, East Highbridge, North White Plains, and Poughkeepsie Yards ($5.3).
Structures, Communications, and Other Projects . Completed the Centralized Traffic Control (CTC) systems ($30.0) at the Operational Control Center and Emergency Control Center. . Rehabilitated the Moonda Viaduct ($4.7). . Completed 2010 cyclical track program ($13.0) and mainline turnouts ($13.0).
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MTA Bridges and Tunnels
Major 2010 Commitments
All facilities . Bridges and Tunnels committed $185.9 million in 2010, representing 99.5 percent of commitment goals for the year.
Brooklyn-Battery Tunnel . Initiated replacement of switchgear and equipment ($42.3); plus, construction administration for the project ($4.9).
Cross Bay Bridge . Launched substructure and underwater construction repairs ($13. 8 ); plus, construction administration for the project ($1.6).
Henry Hudson Bridge . Carried out component work to repair upper level sidewalk and curb stringers, including painting ($34.5); plus construction and painting administration for the project ($3.1).
Throgs Neck Bridge . Anchorage and tower protection repairs ($7.2) and structural painting ($5.8); plus, construction administration for the project ($2.4).
Verrazano-Narrows Bridge . Tower painting, below roadway level ($19.9); plus, construction administration for the project ($2.3).
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Major 2010 Completions
All facilities . Bridges and Tunnels achieved $256.1 million in project completions for 2010, representing 100 percent of the year’s goals.
Cross Bay Bridge . Completed deck and structural rehabilitation ($68.6).
Henry Hudson Bridge . Completed replacement of lower deck level ($88.3); and replaced cross drainage ($4.1 million).
Verrazano-Narrows Bridge . Completed rehabilitation of decks on suspended spans ($51.9); and structural steel repairs ($13.6).
Bronx Whitestone Bridge . Completed design for the replacement of approach ramps ($22.5).
Throgs Neck Bridge . Completed design for replacement of suspended span deck ($4.8).
MTA Capital Construction
Fulton Street Transit Center . Completed awarding all project contracts for Fulton Street Transit Center, committing $1.25 billion out of a current project budget of $1.40 billion and a federal funding total of $1.27 billion. In 2010, commitments included the Transit Center building ($225.6); Corbin Building restoration ($73.2); R station underpass and Dey Street concourse ($25.0). Work is well underway on all these contracts, as
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well as the A/C mezzanine reconfiguration and 4/5 Fulton Street station rehabilitation/Dey Street Headhouse entrance finishes contracts.
Second Avenue Subway . As of December 2010, $2.07 billion was committed to the Second Avenue Subway, out of a current project budget of $4.45 billion, with $1.37 billion in federal funding. Tunnel boring continued between 92nd Street and 63rd Street, with the west tunnel completed in February 2011. Civil and structural work progressed on the 96th Street station site; the 72nd Street station site ($448.1); and excavation at the 86th Street station site.
7 Line Extension . As of December 2010, $1.65 billion was committed to the 7 Line Extension, out of a current project budget of $2.15 billion, with $2.10 billion in New York City funding. Tunneling with the Tunnel Boring Machine was completed in 2010. Commitments within 2010 included: Site L ventilation building core and shell ($62.5) and Site J main station entrance core and shell ($127.8). Work within the station cavern and site progressed, with significant construction completed in 2010 ($256.29).
East Side Access . As of December 2010, $4.44 billion was committed to the East Side Access project, out of a current project budget of $7.33 billion (plus $463 for rolling stock), with an expected $2.70 billion in federal funding. A major contract was awarded for escalators and elevators in 2010, while work progressed on major elements of the project, including Manhattan and Queens tunneling; cavern excavation under Grand Central Terminal; civil construction of the future LIRR concourse; ventilation facilities; and infrastructure work at the Harold Interlocking and Sunnyside Yards.
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MTA Police Department
Major 2010 Commitments . The MTA Police Department has a total 2010-2014 Capital Program budget of $85.0, to be invested in upgraded radio communications and construction of district offices in Staten Island and Nassau County.
Major 2010 Completions . Completed construction of the MTA Police Command Facility in Suffolk County, which will house police operations, a K-9 facility, and a counterterrorism office ($11.5). . Completed property acquisition and commenced design for a new K-9 facility ($1.8).
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