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MTA Capital Program 2015-2019 Renew. Enhance. Expand. CAPITAL PROGRAM mta.info/capital As Proposed to the MTA Board September 24, 2014 MTA Capital Program 2015-2019 Renew. Enhance. Expand. CAPITAL PROGRAM mta.info/capital As Proposed to the MTA Board September 24, 2014 1 New York never stops. From morning-rush commuters to late-night club- goers, from school children on subways to seniors on buses, millions of people rely on the Metropolitan Transportation Authority to get them through their daily lives. Without a robust and well-maintained network of railroads, subways, bus routes, bridges, and tunnels, New York as we know it could not function. I first joined the MTA in 1982 to help rebuild an aging network that struggled to move 5.3 million people every day. Today, farsighted investments by New York leaders over the past three decades have revitalized the MTA network— the engine for a New York metropolitan regional economy that accounts for 11 percent of our nation’s GDP and now moves 8.7 million customers a day. The key to keeping this system moving safely and reliably and to keeping our region vibrant has been the MTA’s Capital Program. Every five years, the MTA takes a hard look at its system and its infrastructure to identify and prioritize the invest- ments that will be essential to renew, enhance, and expand the system to meet the changing needs of the region, its economy, and its residents. The first MTA Capital Program was launched in 1982. That infusion of resources transformed a declining system and revitalized New York City and State, and we haven’t stopped investing in our network since. More than 30 years and $100 billion later, the Capital Program has given us a system we can depend on 24 hours every day of the year. Take our current 2010-2014 Capital Program: We bought new subway cars, new commuter railroad cars, new local buses, and new express buses. We installed modern, Communications-Based Train Control signals for faster and better rides. We brought real-time service information to much of our network. We built new rail lines and connec- tions that will serve New York for generations to come. And after Superstorm Sandy ravaged our network, we com- mitted nearly $1 billion to fix the damage and fortify against future storms. With a fully-funded 2015-2019 Capital Program, we’ll continue making our system more resilient against big storms. We’ll bring Positive Train Control—a state-of-the-art signal system—to Metro-North and the LIRR. We’ll continue intro- ducing new routes for Select Bus Service, which uses off-board fare collection, low-floor, high-capacity buses, and dedicated bus lanes to cut travel times by nearly 20 percent. We’ll replace 86 miles of subway track with safer, smoother track. And we’ll complete hundreds of similar projects that keep our customers safe and on time. These types of projects may not be glamorous, but together with the normal replacement of our trains and buses, they are the key to moving 8.7 million people every day, safely and reliably. 2 We’ll also review the findings of the MTA Transportation Reinvention Commission, which I convened at Governor Cuomo’s urging, to develop recommendations that will help us prepare the MTA for its next 100 years. In addition to ensuring the safety and reliability of the entire MTA network, these efforts will ensure the resiliency of our transit network by addressing the increased frequency and intensity of extreme weather events, as well as the expansion needs resulting from shifting regional demographics. Of course, a fully-funded Capital Program brings other impor- tant benefits—jobs and economic development throughout New York State. The New York Building Congress estimated that the MTA alone would account for 25 percent of New York City’s construction industry in 2012. That’s 18,000 jobs. The 2010-2014 Capital Program is generating 350,000 New York jobs and an overall economic impact of $44 billion through- out New York State. The simple fact is, we couldn’t keep our system running— much less employ a quarter of New York City’s construction industry—without our Capital Program. All the major cities of the world—London, Paris, Hong Kong, and others—are making significant investments in their transport systems in order to maintain their worldwide status as global financial and business centers. New York must do the same, because today, after more than 30 years of success, this basic fact is now clear: An investment in the MTA’s Capital Program is an investment in the future of New York. Thomas F. Prendergast Chairman and Chief Executive Officer Metropolitan Transportation Authority 3 The Fulton Center’s “Oculus.” Natural light will stream through this skylight into the entire station, even to the platform level. 2015-2019 Program Priorities and Major Objectives Through the 2015-2019 Capital Program, the MTA will provide safe and reliable service by continuously improving our capital assets, funding projects based on the following priorities: Renew: Our first priority is to protect the safety, reliability, and quality of our existing service. That means replacing trains, buses, and subway cars, and renewing track, signals, yards, depots, bridges, and stations. Enhance: Service improvements like Help Points, ADA accessibility, and next train arrival information help make your trip better every day. Expand: Expanding the MTA’s reach, through projects like the Second Avenue Subway and access to Penn Station for Metro-North, allows us to ease crowding, accommodate and create growth, and deliver more extensive and resilient service. We will also advance the following major investment objectives: • Complete the installation of Positive Train Control—a state-of-the-art train-control system—at Metro-North and the Long Island Rail Road. • Expand Select Bus Service to appropriate routes across New York City, in conjunction with our partners at NYCDOT. • Introduce new “contactless” fare payment technology that will work with smartphones and across our entire network. • Continue the rollout of countdown clocks on our subway’s numbered lines, and introduce countdown clocks to many of our lettered lines. • Design and begin construction on the next phase of the Second Avenue Subway to ease congestion and improve mobility on Manhattan’s East Side. • Begin Penn Access, which will open a new Metro-North Railroad link directly into Penn Station, providing critical system resiliency to protect service for more than 275,000 daily customers in the event of natural or other disasters. • Complete the Long Island Rail Road Double Track project, which will improve service and reliability by adding a second track to the LIRR’s Ronkonkoma Branch. • Complete the installation of Help Points—high-tech, highly visible intercoms that instantly connect customers to information and emergency services—in every one of our 468 subway stations. 5 Twenty Year Needs: Informing Investments for a 21st Century Transit System To develop the 2015-2019 Capital Program, we analyzed the building blocks of our system and the trends that will shape the next 20 years of regional mobility—a process we call the Twenty-Year Capital Needs Assessment.* Through this structured, two-year process, we developed a picture of the next twenty years of capital investment by merging investments that renew our assets—promoting what we call a “state of good repair”—with “vision” invest- ments that enhance and expand the system in step with changing regional demands. Below are more details on these critically important investment categories. Asset Renewal All five of our operating agencies—New York City Transit, Metro-North, LIRR, MTA Bus, and Bridges and Tunnels— perform comprehensive asset condition inventories to identify assets needing renewal. The results inform invest- ments in the 2015-2019 Capital Program that promote safe and reliable service, including investments in fleets, track, signals, and power. Over the past 30 years, renewal investments have transformed the MTA system, and these investments remain our primary focus in the years to come. Vision Investments that enhance and expand the system are developed through a comprehensive analysis of regional trends, including travel patterns, shifts in employment, and technological developments. These lead to many of the investments in the 2015-2019 Program, from expanded Select Bus Service to contactless fare payment to more real-time travel information. *The latest 2015-2034 Twenty-Year Capital Needs Assessment was released in October 2013 and is available for download at mta.info/capital. 6 90 miles 70 miles 120 miles The MTA’s 5,000 square-mile network Renewing, Enhancing, and Expanding a $1 Trillion Asset Base The Twenty Year Needs Assessment informs investments in thousands and thousands of assets—from trains and buses to signals and track to seven highway bridges and two tunnels. All of these assets make up the MTA’s indispensable transit network, which spans 5,000 square miles. We have more than 2,000 miles of track— enough to stretch from New York to Phoenix, Arizona. We use enough power to light the city of Buffalo, and our bridges have enough support cabling to circle the Earth more than 3.5 times. Put together, these assets are worth nearly $1 trillion and require ongoing investment to keep them safe and reliable. 713 2,393 2,078 Stations Commuter Track Miles Fleet 6,465 9 5,643 Subway Bridges and Buses Cars Tunnels 7 Investing to Ensure Safety … At today’s MTA, safety is our top priority, and the 2015-2019 Capital Program is essential to our continuing efforts to make our network safer every day. Here are some of the ways we’ll improve safety through the Program.

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