Metropolitan Transportation Authority Consolidated Financial Statements, Period Ended September 30, 2009 and Proposed MTA Capital Program 2010 – 2014 and Capital Program Status Report
Submitted as part of the MTA 2010 Annual Report Pursuant to New York State Public Authorities Law Section 2800(1)(a)(2)(i), (ii), (iii) and (v)
Metropolitan Transportation Authority (A Component Unit of the State of New York) Independent Accountants’ Review Report
Consolidated Financial Statements Period Ended September 30, 2009
METROPOLITAN TRANSPORTATION AUTHORITY
TABLE OF CONTENTS
Page
INDEPENDENT ACCOUNTANTS’ REVIEW REPORT 1
MANAGEMENT’S DISCUSSION AND ANALYSIS 2–16
CONSOLIDATED FINANCIAL STATEMENTS:
Balance Sheets as of September 30, 2009 and December 31, 2008 17–18
Statements of Revenues, Expenses, and Changes in Net Assets for the Periods Ended September 30, 2009 and 2008 19–20
Statements of Cash Flows for the Periods Ended September 30, 2009 and 2008 21–22
Notes to Consolidated Financial Statements for the period ended September 30, 2009 and and as of December 31, 2008 23–82
REQUIRED SUPPLEMENTARY INFORMATION:
Schedules of Pension Funding Progress 83
Schedules of Funding Progress for the MTA Postemployment Benefit Plan for the Years Ended December 31, 2008 and 2007 84
SUPPLEMENTARY INFORMATION:
Schedule of Financial Plan to Unaudited Financial Statements Reconciliation for the Period Ended September 30, 2009 85
Consolidated Reconciliation Between Financial Plan and Financial Statements for the Period Ended September 30, 2009 86
Consolidated Subsidy Accrual Reconciliation Between Financial Plan and Financial Statements for the Period Ended September 30, 2009 87
INDEPENDENT ACCOUNTANTS’ REVIEW REPORT
To the Members of the Board of Metropolitan Transportation Authority
We have reviewed the accompanying consolidated interim balance sheet of the Metropolitan Transportation Authority (the “Authority”), a component unit of the State of New York, as of September 30, 2009, and the related consolidated statements of revenues, expenses and changes in net assets, and consolidated cash flows for the periods ended September 30, 2009 and 2008, in accordance with Statements on Standards for Accounting and Review Services issued by the American Institute of Certified Public Accountants. All information included in these consolidated financial statements is the representation of the management of the Authority.
A review consists principally of inquiries of Authority personnel and analytical procedures applied to financial data. It is substantially less in scope than an audit in accordance with auditing standards generally accepted in the United States of America, the objective of which is the expression of an opinion regarding the financial statements taken as a whole. Accordingly, we do not express such an opinion.
Based on our reviews, we are not aware of any material modifications that should be made to the accompanying consolidated interim financial statements in order for them to be in conformity with accounting principles generally accepted in the United States of America.
The supplemental schedules listed in the table of contents on pages 83 through 87 are presented for the purpose of additional analysis and are not a required part of the basic consolidated interim financial statements. These schedules are the responsibility of the Authority’s management. Such schedules were not audited or reviewed by us and, accordingly we do not express an opinion or any other form of assurance on them.
The consolidated financial statements for the year ended December 31, 2008 were audited by us, and based on our audit and the reports of other auditors, we expressed an unqualified opinion on them in our report dated April 22, 2009, which contains an explanatory paragraph regarding the adopting of Governmental Accounting Standards Board (“GASB”) Statement No. 49, Accounting and Financial Reporting for Pollution Remediation Obligations. We also applied certain limited procedures, which consisted principally of inquiries of management regarding the methods of measurement and presentation to the 2008 Management’s Discussion and Analysis and other supplementary information required by the Governmental Accounting Standards Board and such report expressed no opinion on the information. We have not performed any auditing procedures since the date of such report.
January 15, 2010
METROPOLITAN TRANSPORTATION AUTHORITY
MANAGEMENT’S DISCUSSION AND ANALYSIS PERIODS ENDED SEPTEMBER 30, 2009 AND 2008 ($ In Millions)
1. OVERVIEW OF THE FINANCIAL STATEMENTS
Introduction This report consists of four parts: Management’s Discussion and Analysis (“MD&A”), Consolidated Financial Statements, Notes to the Consolidated Financial Statements, and Supplementary Information.
Consolidated Financial Statements include:
Management’s Discussion and Analysis provides a narrative overview and analysis of the financial activities of the MTA Group for the nine months ended September 30, 2009 and 2008. This management discussion and analysis is intended to serve as an introduction to the MTA Group’s consolidated financial statements. It provides an assessment of how the MTA Group’s position has improved or deteriorated and identifies the factors that, in management’s view, significantly affected the MTA Group’s overall financial position. It may contain opinions, assumptions, or conclusions by the MTA Group’s management that must be read in conjunction with, and should not be considered a replacement for, the consolidated financial statements.
Consolidated Balance Sheets, which provide information about the nature and amounts of investments in resources (assets) and the obligations to Metropolitan Transportation Authority and its consolidated subsidiaries and affiliates (the “MTA Group”) creditors (liabilities), with the difference between the two reported as net assets.
Consolidated Statements of Revenues, Expenses, and Changes in Net Assets, which provide information about the MTA’s changes in net assets for the period then ended and accounts for all of the period’s revenues and expenses, measures the success of the MTA Group’s operations during the period, and can be used to determine how the MTA has funded its costs.
The Consolidated Statements of Cash Flows, which provide information about the MTA Group’s cash receipts, cash payments and net changes in cash resulting from operations, noncapital financing, capital and related financing, and investing activities.
Notes to the Consolidated Financial Statements provide information that is essential to understanding the consolidated financial statements, such as the MTA Group’s accounting methods and policies, details of cash and investments, employee benefits, long-term debt, lease transactions, future commitments and contingencies of the MTA Group, and information about other events or developing situations that could materially affect the MTA Group’s financial position.
Required Supplementary Information provides information concerning the MTA Group’s progress in funding its obligation to provide pension benefits and postemployment benefits to its employees.
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2. FINANCIAL REPORTING ENTITY
The Metropolitan Transportation Authority (“MTA”) was established under the New York Public Authorities Law and is a public benefit corporation and a component unit of the State of New York whose mission is to continue, develop, and improve public transportation and to develop and implement a unified public transportation policy in the New York metropolitan area.
MTA Related Groups
· Headquarters (“MTAHQ”) provides general oversight, planning and administration, including budget, cash management, finance, legal, real estate, treasury, risk management, and other functions to the related groups listed below.
· The Long Island Rail Road Company (“MTA Long Island Rail Road”) provides passenger transportation between New York City and Long Island.
· Metro-North Commuter Railroad Company (“MTA Metro-North Railroad”) provides passenger transportation between New York City and the suburban communities in Westchester, Dutchess, Putnam, Orange, and Rockland counties in New York State and New Haven and Fairfield counties in Connecticut.
· Staten Island Rapid Transit Operating Authority (“MTA Staten Island Railway”) provides passenger rail transportation on Staten Island.
· Metropolitan Suburban Bus Authority (“MTA Long Island Bus”) provides public bus service in Nassau and Queens counties.
· First Mutual Transportation Assurance Company (“FMTAC”) operates as a captive insurance company to provide insurance coverage for property and primary liability.
· New York City Transit Authority (“MTA New York City Transit”) and its subsidiary, the Manhattan and Bronx Surface Transit Operating Authority (“MaBSTOA”) provide subway and public bus service within the five boroughs of New York City.
· Triborough Bridge and Tunnel Authority (“MTA Bridges and Tunnels”) operates seven toll bridges, two tunnels, and the Battery Parking Garage.
· MTA Capital Construction Company (“MTA Capital Construction”) provides oversight for the planning, design, and construction of current and future major MTA system expansion projects.
· MTA Bus Company (“MTA Bus”) operates certain bus routes in areas previously served by private bus operators pursuant to franchises granted by the City of New York.
3. CONDENSED FINANCIAL INFORMATION
The following sections discuss the significant changes in the MTA Group’s financial position for the nine months ended September 30, 2009. An analysis of major economic factors and industry trends that have contributed to these changes is provided. It should be noted that for purposes of the MD&A, the information contained within the summaries of the consolidated financial statements and the various exhibits presented were derived from the MTA Group’s consolidated financial statements. All dollar amounts (except where otherwise expressly noted) are in millions.
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Total Assets, Distinguished Between Capital Assets, Net and Other Assets
Capital assets include, but is not limited to: bridges, structures, tunnels, construction of buildings and the acquisition of busses, equipment, passenger cars, locomotives.
Other Assets include, but is not limited to: cash, restricted and unrestricted investments, State and regional mass transit taxes, and receivables from New York State.
September December December 2009 2008 2007 (In millions) (Unaudited)
Capital assets — net (see Note 6) $ 45,877 $ 43,323 $ 40,611 Other assets 10,139 10,134 11,158
Total assets $ 56,016 $ 53,457 $ 51,769
Capital Assets, Net
September 30, 2009 December 31, 2008
Land 0% Land 0%
Other 16% Other 17% Construction work- Construction work- in-progress 14% in-progress 17%
Buildings and Infrastructure structures 22% Buildings and Infrastructure 23% structures 21% 24%
Bridges and Bridges and Tunnels 3% Tunnels 3% Buses 2% Passenger cars and Buses 2% Passenger cars and locomotives 18% locomotives 18%
September 30, 2009 versus December 31, 2008
· As of September 30, 2009 net capital assets increased by $2,554 with the largest increase of $1,829 accounted for by construction work-in-progress asset group. Passenger cars and locomotives net increased was $995; infrastructure increased by $460; acquisition of buses increased by $217; net buildings and structures increased by $205. Other net capital assets increased by a net of $281 and the acquisition of land increased by $3. These increases were partially offset by current year depreciation expenses of $1,438. Some of the more significant projects contributing to the increase included:
– Rehabilitation and upgrading line structures on main subways lines for a total of $ 264.8. LIRR rehabilitation of the Atlantic Avenue Viaduct and the 2009 Track Program, as well as various other Line Structure projects for an additional $152.2.
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– Various signal and communication projects continued ongoing work for an additional $34.3 related to Babylon Branch Improvements, Audio Video Public Address System expansion and microprocessor upgrades at various interlockings.
– Passenger Stations rehabilitations continued for Atlantic Terminal Complex, Jamaica Fit-Out and Seaford Station at a cost of $30.3.
– Projects upgrading Shops and Yards such as the M of W Repair Facility and Long Island City Yard incurred an additional cost of $12.6.
- Placed into service 430 subways cars and 381 buses.
– Hudson Line Station improvements which includes track 4 platforms for the Philipse Manor, the Scarborough stations, and an elevated walkway roof repairs for the Ossining stations. Also a terra cotta and roof replacement for the Poughkeepsie station, and rebuilding works for the Tarrytown, Port Chester and Mamaroneck Stations.
– Installation of chemical, biological, and radiological early detection equipment at Grand Central Terminal.
– System-wide track replacement, train shed repairs and bridges rehabilitation.
– Deck replacements at Robert F. Kennedy Bridge, the Whitestone Bridge and the Throgs Neck Bridge, which included structural rehabilitation. Lower level deck replacement at the Henry Hudson Bridge, and rehabilitation of the upper level suspension spans at the Verrazano Narrow Bridge and replacement of all exhaust fans at the Queens Midtown Tunnel.
· Other assets had a net increase of $5. The items contributing to this change include, but are not limited to:
– Cash decreased by $48. The decrease in cash was mainly due to the termination of 2002 QTE Amsouth 2 and 4 capital leases,
– Investments decreased by $677. Current investments decreased by $595 due to usage of bond proceeds for capital expenditures, and payment of debt service. Funds available for operating expenses were reduced considerably for agencies’ operations. The net decline of Mortgage Recording Tax funds by $144 was due to lower collection of MRT taxes. Investment held under capital leases declined by $42 mainly due to payments to the lessee, amortization, and the termination of two leases.
– The increase of $943 in net receivables was primarily due to:
State and regional mass transit taxes increased by $890. The 2009-2010 New York State budget appropriated less funds for State and Regional Mass Transit Tax than in the 2008-2009 budget, the rate of receipt was less frequent. That low receipt resulted in a greater receivable outstanding.
State and local operating assistance receivable increased 175. Although the 2009-2010 New York State budget appropriated less funds for State and Regional Mass Transit Tax than in 2008-2009 budget. In addition, the rate of receipt was less frequent. The low receipts resulted in a greater receivable outstanding.
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Station maintenance billed and unbilled receivable increased by $9. Current legislation provides that MTAHQ bill New York City and the counties the cost for station maintenance use and operations for twelve months. On May 27, 2009 MTA board approved an increase of .931% based on the consumer price index for the New York City area, for station maintenance.
Other Subsidy inclusive of urban tax and New York State and City school tax increased by $7 as a result of additional Paratransit expenses incurred by the Transit Authority.
In 2009, the outstanding receivable from December 2008 for the Connecticut Department of Transportation was received, which accounts for the $9 decrease subsidy receivable as of September 30, 2009.
New York City subsidy decreased by $40. The amount received in May 2009 covered payment for the 2008 balances.
Capital project receivable from the Federal and State government decreased by $79 due to lower State Grant requisitions and timing of reimbursements.
Receivables from Build America Bonds subsidy increased by $11. Payment is due from the Federal Government in the fourth quarter 2009.
– To insure availability of parts and supplies for emergency needs, materials and supplies inventory increased by $24 from December 31, 2008.
– Advance to defined benefit pension and other prepaid expenses decreased by $46 due to the amortization of original cost.
– Other non current assets decreased by $164. The variance is a result of a reduction of un- requisitioned funds for NYCTA and MTA Bus capital expenditures by MTA Headquarters.
Total Liabilities, Distinguishing Between Long-Term Liabilities and Other Liabilities
Current liabilities include: account payable, interest payable, salary, wages, vacation, payroll taxes and other employee benefits payable. Current portion of long-term debt and deferred revenue also make up current liabilities.
Long-term liabilities consist of retirement and death benefits payable, accruals for liabilities arising from injuries to persons, post employment benefit payable, obligations under capital leases and long-term debt.
September December December 2009 2008 2007 (In millions) (Unaudited)
Current liabilities $ 5,049 $ 3,613 $ 3,492 Long-term liabilities 34,287 31,510 28,980
Total liabilities $ 39,336 $ 35,123 $ 32,472
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Total Liabilities
September 30, 2009 December 31, 2008
Other long-term liabilities 14% Accounts Other long-term liabilities 12% payable/Accrued Accounts expenses 8% payable/Accrued Other current expenses 8% liabilities 1% Other current liabilities 1% Obligations under Obligations under capital lease capital lease (Note 8) 5% (Note 8) 4%
Long-term debt Long-term debt (Note 7) 74% (Note 7) 73%
September 30, 2009 versus December 31, 2008
· Current liabilities increased by $1,436. This net increase is due to an increase in accounts payable and accrued expenses in the amount of $555, and an increase in other current liabilities of $881.
– Accounts payable and accrued expenses net increase of $555 was due to:
§ Salaries, wages, benefits, and payroll taxes increased by $122 due mainly to accrued wage rate increases in anticipation of labor contract resolution. Accounts payable decreased by $31 due primarily to timing. The issuance of fixed rate Transportation Revenue Bonds in the last quarter of 2008 and new bonds in 2009 is mainly responsible for the increase in interest payable in the amount of $209. The current portion of retirement and death benefits increased by $303.The current accrual is based on actuarial data. Other liabilities declined by $48.
– Other current liabilities increased by $878 due to:
§ Current portion of long-term debt increased by $779. MTA Bridges and Tunnels increased by $107 and MTAHQ increased by $672. The total increase reflects the impact of the Revenue Anticipation Notes for $600 issued by the MTAHQ payable in 2009. Debt service payments due in 2010 also contributed to the increase.
§ An increase of $127 in deferred revenue related mainly to an increase in unredeemed fare cards and advance payments received for advertising.
§ A decrease of $25 in current portion of obligations under capital leases resulting from the termination of two leases and principal payments made in 2009.
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· Noncurrent liabilities increased by $2,777. This net increase was primarily related to:
– Increase of $1,063 related to accruals for other postemployment benefits other than pension (“OPEB”). The increase represents the actuarial required contribution related to the current period net of any payment incurred during the period. In 2009, a preliminary calculation provided by the Actuary, reported an increase on the required contributions with respect to 2008. Final disclosure from the Actuary will be provided later in 2009.
– Long-term debt increased by $1,684 due primarily to, the issuance of MTA Dedicated Tax Fund bonds, Series 2009A in March of 2009 in the amount of $261.7. In April of 2009 Series B and C were issued in the amount of $500 and $750 respectively. In February 2009 TBTA General Revenue Bonds, Series 2009 A-1 and 2009A-2 were issued in the amount of $150 and $325 respectively. These increases were offset by the refinancing of MTA Bridges and Tunnels Series 2005 B-1 in the amount of $198 and Series 2000 C and D for $50 respectively. On September 10, 2009, TBTA issued $200 General revenue Bonds, series 2009B as taxable Build America Bonds. Other variances are due to amortization of premiums and discounts of prior bond issuances.
– Long-term obligations under capital lease decreased by $41. The decrease was primarily related to the termination of Amsouth-2 and Amsouth-4 capital leases as a result of AIG’s downgrade.
– Estimated liability arising from injuries to persons increased by $38. Contract retainage increased by $5. The increase on contract retainage is derived from the fact that retainage withheld during the current period was higher than payments of retainage liability.
– Other long-term liabilities increased by $26. This increase results from the decision to provide more collateral funds to secure future payments and prevent possible default from the insurance companies on their capital lease obligations.
Total Net Assets, Distinguishing Among Amounts Invested in Capital Assets, Net of Related Debt, Restricted Amounts, and Unrestricted Amounts
September December December 2009 2008 2007 (In millions) (Unaudited)
Invested in capital assets, net of related debt $ 16,925 $ 15,790 $ 15,903 Restricted for debt service 1,454 972 996 Restricted for claims 140 96 92 Unrestricted (1,839) 1,476 2,306
Total $ 16,680 $ 18,334 $ 19,297
September 30, 2009 versus December 31, 2008
At September 30, 2009, the total net assets decreased by $1,654 from December 31, 2008. This decrease reflects a net operating loss of $5,103, net non-operating revenues of $2,134 and appropriations, grants and other receipts externally restricted for capital projects of $1,315. The investment in capital assets, net of related debt, increased by $1,135. Funds restricted for debt service and claims increased by $526 and unrestricted net assets decreased by $3,315 due partially to a loss from operations.
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Condensed Statements of Revenues, Expenses and Changes in Net Assets
September 30, September 30, 2009 2008 (In millions) (Unaudited)
OPERATING REVENUES: Passenger and tolls $ 4,190 $ 4,139 Other 291 312
Total operating revenues 4,481 4,451
NONOPERATING REVENUES: Grants, appropriations and taxes 2,695 3,378 Other 377 370
Total nonoperating revenues 3,072 3,748
Total revenues 7,553 8,199
OPERATING EXPENSES: Salaries and wages 3,464 3,402 Retirement and other employee benefits 1,502 1,426 Postemployment benefits other than pensions 1,317 1,251 Depreciation and amortization 1,438 1,308 Other expenses 1,863 1,834
Total operating expense 9,584 9,221
NONOPERATING EXPENSE: Interest on long-term debt 930 865 Other nonoperating expense 8 4
Total nonoperating expense 938 869
Total Expenses 10,522 10,090
APPROPRIATIONS, GRANTS AND OTHER RECEIPTS EXTERNALLY RESTRICTED FOR CAPITAL PROJECTS 1,315 1,476
CHANGE IN NET ASSETS (1,654) (415)
NET ASSETS — Beginning of year 18,334 19,297
NET ASSETS — End of year $ 16,680 $ 18,882
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Revenues and Expenses, by Major Source:
September 30, 2009 versus September 30, 2008
· Total operating revenues for the nine months ended September 30, 2009 were $30 greater than for the nine months ended September 30, 2008.
– Fare revenue increased by $27. The increase was due mainly to the June 2009 fare increase that was partly offset by lower ridership because of a weak local economy. Toll revenues increased by $24 which resulted from the toll increase that went into effect on July 12, 2009. Despite lower traffic volumes, the toll increase was enough to push revenues above 2008 levels during the third quarter.
– Other operating revenues decreased by $21. This decrease is due primarily from a reduction on school, elderly and paratransit reimbursements in the amount of $24.5 offset partially by an increase in advertising revenues of $3.5.
· Total operating expenses for the nine months ended September 30, 2009 were higher than the nine months ended September 30, 2008 by $363.
– Labor costs, including retirement and other employee benefits, were higher by approximately $204 and includes:
Salary and wage increases of $62 was primarily due to retroactive wage rate increases partially offset by a decrease in reimbursable cost.
Health and welfare expenses increased by $24 due to the rising cost of medical expenses and increased headcount. The decrease of $24 in reimbursable overhead was mainly due to a rise in labor expenses.
The unfavorable variance of $122 for Pension expenses is derived from an updated actuarial valuation. Other fringe benefits decreased by $46 due to a reduction of worker’s compensation costs.
Postemployment benefits other than pensions increased by $66. Current cost was based on actuarial calculations which include normal cost of retirees plus amortization of unfunded liability and interest costs.
– Non-labor operating costs were higher by $159. Cost elements contributing to this increase were:
Traction propulsion power cost with an increase of $16 due to higher energy costs.
Depreciation cost increased by $130 due to additional capital assets placed into service.
Paratransit service contractors cost increased by $63 due to a higher transportation cost and increased trip volume.
Usage of outside sources for current operations increased professional services contracts by $9.
Claims expenses increased by $72. This resulted from higher payments and accrual of workers compensation costs as well as establishing reserves for current lawsuits.
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Increase of $12 in other business expenses. This was due mostly to a new legislated corporate business tax instituted in 2009.
The above increases were offset by decrease in fuel costs of $100, and pollution remediation project costs of $29.
The favorable variance of $16 in maintenance and other operating contracts resulted from the drop in heating fuel prices.
· Total non operating revenue and expenses for the period ending September 30, 2009 were lower than the nine months ended September 30, 2008 by $745.
· Total grants, appropriations, and taxes were lower by $683 for the nine months ended September 30, 2009 compared with the nine months ended September 30, 2008. The major components of the decrease are related to decreases in State Subsidy for Mass Transit Taxes in the amount of $242 while Petroleum Business Taxes collected by NYS and allocated to the MTA increased by $4.The unfavorable variance of $441 in tax-supported, State and Local subsidies resulted mainly from lower mortgage recording tax, urban tax and state aid. Subsidy from New York State to cover debt service and local share of operating assistance decreased by a net of $1. Build America Bond subsidy, which began in September 2009 increased Federal subsidies by $11.
· Subsidies from Connecticut DOT and subsidy from New York City for MTA Bus increased by $30 from the same period in 2008 due to higher wages and related fringe expenses for the New Haven Line.
· The favorable variance in other non operating income of $25 was mainly from payments on the hedge fuel contract of $12.
· Issuance of new bonds in late 2008 and in 2009 accounts for the increase in interest expense on long-term debt increased by $65.
· Appropriations and grants decreased by $161. The decrease was due mainly to timing.
4. OVERALL FINANCIAL POSITION AND RESULTS OF OPERATIONS AND IMPORTANT ECONOMIC CONDITIONS
Economic Conditions - Metropolitan New York is the most transit-intensive region in the United States. A financially sound and reliable transportation system is critical to the region’s economic well- being. The MTA’s business consists of urban subway and bus systems, suburban rail and bus systems, and bridge and tunnel facilities, all of which are affected by many different economic forces. In order to achieve maximum efficiency and success in its operations, the MTA must identify economic trends and continually implement strategies to adapt to changing economic conditions.
Through September 2009, MTA system-wide utilization was 3.2% lower (64.3 million fewer trips) than ridership through September 2008. At the same time, vehicle crossing levels at MTA Bridges and Tunnels facilities declined by 1.8% (4.0 million fewer crossings) in spite of lower gasoline prices than in 2008.
Between the third quarter of 2008 and the third quarter of 2009, seasonally-adjusted non-agricultural employment survey results indicate that New York City lost eighty-seven thousand jobs. However, this
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loss is attributable mostly to what occurred between August 2008 and June 2009, when 123,000 jobs were lost. Seasonally adjusted employment began to make a reversal in the third quarter of 2009, regaining 52,600 jobs in July and August; but employment went on the decline again in September, when the gains of the previous two months were completely erased. Compared with the second quarter, employment registered only a very slight increase (less than 1%).
The Federal Reserve Bank’s Coincident Economic Indicator (“CEI”), an index of broad economic activity, fell in the third quarter of 2009 relative to the third quarter of 2008. The CEI for New Jersey fell by 4.4%, New York State’s fell by 6.3%, and the CEI for New York City fell 3.6%. Compared with the second quarter, however, the index improved marginally for both New York City and New York State (by around 1% and 0.5%, respectively). While this was no indication of a vital regional economy, the index’s steadiness in the third quarter followed three consecutive quarters of contraction. Job growth in July and August buoyed the index, in spite of September’s disappointing turnaround.
In the third quarter of 2009, New York City’s economy experienced mild price deflation, with the CPI falling less than one percent; but this decline was less than for the average of all U.S. cities: the U.S. city average CPI showed prices falling by 1.6% between the third quarter of 2008 and the third quarter of 2009. Deflation, both nationally and locally, has been the result of the steep fall in energy prices that occurred in late 2008 and earlier this year. In the second and third quarters of 2008, energy prices fell precipitously for six straight months as a result of depressed demand for goods and services, and they remained stable throughout the winter of 2009. Only in the second and third quarters of 2009 did energy prices begin to rise slightly, so that at the end of September, energy turned out to be 21.6% cheaper than in the third quarter of 2008. Meanwhile, third quarter consumer prices excluding energy were 1.3% higher than in 2008. The New York Harbor spot price for conventional gasoline averaged $1.82 per gallon in the third quarter, a pronounced decrease of 38.3% compared with the average spot price in the third quarter of 2008. Initially following a pattern similar to that of general energy prices, the price of gasoline began to fall in the third quarter of 2008, declining in each of the last six months of the year; however, from then on, gasoline prices rose steadily, increasing in each month of 2009, except for July. While lower fuel prices than in 2008 may have contributed to some substitution from mass transit to automobiles, use of both transportation modes declined with the city’s loss of employment.
The ambivalence of economic signals for New York City— the not significantly changed quarterly employment mirrored by an inert CEI—belied what was happening to the national economy in the third quarter of 2009: Real Gross Domestic Product (“RGDP”) experienced a decided improvement at an annual rate of 3.5% in the third quarter, led by personal consumption expenditures, exports, private inventory investment, federal government spending, and residential fixed investment. The growth of RGDP followed four straight quarters of decline, with falls of 6.4% and by 0.7% in the first and second quarters, respectively.
Notwithstanding the third quarter growth in RGDP, the Federal Reserve Bank elected to keep the Federal Funds rate targeted to between 0 and 0.25%, the same rate that prevailed in the second quarter of 2009. From the first signs of the impending economic downturn nearly two years ago, the intention of the Federal Reserve Bank has been first to forestall a recession and, having failed that, to mitigate its consequences by loosening the tight credit conditions that resulted from the national mortgage crisis. Consequently, the Federal Reserve Bank’s expansionary interventions since the third quarter of 2007 have contrasted sharply with the measures it took to keep inflation under control as the economy emerged from the recession of 2001-2003. In the third quarter of 2007, the Federal Reserve Board elected to lower the Federal Funds Rate by a half point, from 5.25% to 4.75%, the first diminution since the end of June 2003. Confronting a deepening contraction in housing markets and mounting insecurity in financial markets, the bank further subjected the Federal Funds Rate to a series of downward adjustments throughout 2008: it was lowered by three-quarters of a point on January 22 and half a point
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on January 30; it was lowered again in March 2008 by another three-quarters of a point, in April by one quarter of a point, and twice again in October, each time by a half point. With inflationary concerns numbed by the decline in energy prices, the Federal Open Market Committee announced on December 16, 2008 that it would target a Federal Funds rate of between zero and one quarter per cent. There obviously remained little scope for the Bank to lower the rate through further open market operations, and it remained in the zero to one-quarter percent range throughout all of 2009, including the third quarter.
The influence of Federal Reserve monetary policy on the mortgage market is a matter of interest to the MTA, since variability of mortgage rates can affect the number of real estate transactions and can thereby impact receipts from the Mortgage Recording Tax and Urban Tax, two important sources of MTA revenue. In spite of the easiness of the Federal Reserve Bank monetary policy, its Beige Books - published in July and September – gave little indication of improvement in New York City’s real estate market activity. According to the reports, the softness in residential and commercial markets is attributable to both weak demand for mortgages and to the unwillingness of lenders to loosen lending standards, a situation reinforced by increasing delinquency rates on home mortgages. Manhattan’s office vacancy rates rose moderately in July and August, while rents fell. Likewise, the city’s co-op and condo market slackened, with prices reportedly continuing to fall.
The impression conveyed by the Beige Books of a continuing malady in real estate markets was, in fact, borne out by the continuation of lower MTA receipts of real estate taxes in the third quarter of 2009. Urban tax receipts through September 2009 fell by 75.2% compared with their 2008 level, while total MRT receipts fell by 44.3%. Both MRT-1 and MRT-2 receipts declined in the MTA region as a whole. Through September 2009, revenues from MRT-1 dropped 47.4% and MRT-2 revenues fell by 38.2%. MRT-1 is paid on all mortgages, while MRT-2 is paid only on residential mortgages where the structure contains one to six individual dwelling units. The steady decline in both MRT-1 and MRT-2 through each of the previous six quarters clearly indicates that regional real estate markets in the third quarter were still slogging through the most severe downturn in some time.
Results of Operations — MTA Bridges and Tunnels’ paid traffic for the first nine months in 2009 totaled 219.0 vehicles, which was 4.1, or 1.9% less than the volume over the same period in 2008. Most of the decline is attributable to recessionary economic conditions and the toll increase that went into effect on July 12, 2009. There was also one less day in February 2009 because 2008 was a leap year. Despite the lower volumes, the toll increase was enough to push revenues above 2008 levels during the third quarter. Through September, toll revenues in 2009 were $24.1 or 2.5% above the same period in 2008.
The E-ZPass electronic toll collection system experienced small changes in market share. Commercial vehicles saw some growth, while declines occurred in all other categories. Total average market share during the year 2009 was 73.4% compared with 74.0% in 2008. The average weekday market shares were 75.8% and 76.2% for the nine months of 2009 and 2008. Average weekend market shares for the same aforementioned periods were 68.1% and 68.5% respectively.
MTA New York city Transit’s operating revenues for the first nine months of 2009 exceeded the prior- year period by $14.1 or 0.6%. The favorable variance was primarily due to the June 2009 fare increase partly offset by lower ridership caused by a weak local economy.
MTA Long Island Rail Road’s ridership for the nine months ending September 30, 2009 stood at Ridership for the nine months of 2009 stood at 62.4 on passenger revenues of $377.9, which represents 93% of total revenues. Farebox Revenue decreased by $3.8 or 1% versus the nine months ended
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September 30, 2008. The current economic environment is having a negative impact and contributing to lower ridership and revenues.
MTA Metro-North Railroad’s Fare Revenue and Ridership decreased by 1.4% and 4.0%, respectively, compared to the same period in 2008. The decreases occurred on the Hudson, Harlem and New Haven lines for monthly and weekly commutation as well as non-commutation ridership.
The MTA receives the equivalent of four quarters of Metropolitan Mass Transportation Operating Assistance (“MMTOA”) receipts each year, with the state advancing the first quarter of each succeeding calendar year’s receipts in the fourth quarter of the current year. This results in little or no Metropolitan Mass Transportation Operating Assistance receipts being received during the first quarter of each calendar year. The MTA has made other provisions to provide for cash liquidity during this period. During the first quarter of 2009, the state did not advance any payments of MMTOA assistance to the MTA from MTA’s 2009 appropriation. There has been no change in the timing of the state’s payment of, or MTA’s receipt of, Dedicated Mass Transportation Trust Fund (“MTTF”) receipts, which MTA anticipates will be sufficient to make monthly principal and interest deposits into the Debt Service Fund for the Dedicated Tax Fund Bonds.
Over the last few years, the mortgage recording taxes payable to the MTA generally exceeded expectations, due primarily to the high level of home buying and refinancing encouraged by historically low interest rates. In the last quarter of 2007, however, the national downturn in housing markets began to impact the frequency of local real estate transactions, and the collection of mortgage recording taxes fell. In spite of the Federal Reserve Bank’s determination to forestall a recession by successively lowering interest rates. The total amount collected in 2008 compared to 2007 was reduced by 42.4% from $686.9 to $395.5. In 2009, mortgage recording taxes continues to decline at an even higher rate. The total amount collected for the period ending September 30, 2009 was $182 or 44% less than the amount collected during the same period in 2008.
Capital Programs — At September 30, 2009, $18,111 had been committed and $9,757 had been expended for the combined 2005-2009 MTA Capital Programs and the 2005-2009 MTA Bridges and Tunnels Capital Program, and $20,709 had been committed and $19,049 had been expended for the combined 2000-2004 MTA Capital Programs and the 2000-2004 MTA Bridges and Tunnels Capital Program.
MTA’s and MTA Bridges and Tunnels’ Capital Programs are described in Note 1 to the consolidated financial statements.
5. CURRENTLY KNOWN FACTS, DECISIONS, OR CONDITIONS
During the first nine months of 2009, capital market conditions remained volatile. Poor credit quality of bond insurers continued to put pressure on the auction and insured segments of the MTA’s variable rate portfolio. Auctions for all of the $863.5 of auction rate bonds outstanding as of the end of September 30, 2009, have been failing and the interest rate for such bonds is determined based on a multiple of LIBOR (London Interbank Offered Rate). MTA continues to closely monitor the performance of its auction rate bonds, insured variable rate demand bonds and variable rate bonds for which liquidity is provided by the lower rated banks.
On July 1, 2009 Assured Guaranty acquired Financial Security Assurance Holdings Ltd., a parent company of Financial Security Assurance, Inc. ("FSA"). The guarantees and insurance policies from FSA remain unchanged. FSA's ratings of Aa3 by Moody's, AAA by S&P and AA+ by Fitch did not
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change in light of the acquisition.
On July 28, 2009, Standard and Poor’s downgraded Ambac Assurance Corporation (“Ambac”) from BBB to CC. In addition, on July 29, 2009, Moody’s downgraded Ambac from Ba3 to Caa2.
On August 5, 2009, the two interest rate swaps to which Lehman Brothers Special Financing Inc. (“LBSFI”) was a counterparty, along with an investment agreement with LBSFI relating to the reserve fund for 2 Broadway COPs, were all terminated. A net negotiated termination payment of $9.589 was paid to LBSFI reflecting all three transactions as well as a payment of amounts accrued under the swaps since the LBSFI bankruptcy. The termination of the three transactions was approved by the Lehman Brothers Creditors Committee.
July Financial Plan.
On July 29, 2009, the MTA presented to its Board the July Financial Plan 2010-2013 (the July Plan), which, after deficit reducing actions and revised revenue projections, projects a net cash surplus of $29 in 2009, $39 in 2010 and $1 in 2011, while projecting cash deficits of ($352) and ($223) for 2012 and 2013, respectively.
These revised revenue projections reflect, among other things, the revenue impacts of the May Legislation described above and the 2009 fare and toll adjustments of approximately 10% that were adopted by the Board on May 11, 2009 and were implemented in late June and early July 2009. In addition, the July Plan includes projected fare/toll yield increases of 7.5% in 2011 and 2013.
The July Plan also includes additional strict spending constraints and additional budget reductions which are projected to result in combined annualized savings of approximately $300 starting in 2009. The July Plan assumes that employees will contribute through productivity and labor savings, as well as a management wage freeze in 2009. The July Plan recognizes the continued fall-off of real estate transactions as a result of a continued weak real estate market and the overall effect of the regional economy on employment, ridership levels and pensions. It also assumes that a portion of the new tax revenues will go towards paying for some capital expenses in the form of “Pay-As-You-Go Capital.”
TWU Arbitration Award.
An arbitration hearing which closed in June 2009 resulted in an award, which purports to set terms of a contract effective January 16, 2009 between the TWU, Local 100 and MTA New York City Transit and MaBATOA. The arbitration award is under court review. The legal challenges to the award have been fully argued and briefed. The arbitration award would result in significantly higher costs than what was anticipated in the July Financial Plan. The July Plan assumed a 2009 wage increase of 1.47%, followed by CPI-U increases of 1.87% in 2010 and 2.23% in 2011. The arbitration panel, however, awarded a much higher set of wage increases. While the award delays wage increases for the first two years of the contract, overall, it results in wage increases that approximate 4% in 2009, 4% in 2010, and 3% in 2011. However, preliminary estimates indicate that this award would cost the MTA approximately $100 in 2010 and $250 in 2011 over the amounts already included in the July Financial Plan. The MTA is seeking to vacate the decision as legally flawed. The case is fully briefed and argued and awaits the judge's decision.
MTA will continue to closely monitor its finances, including the subsidies referenced above, and will continue to update all MTA receipts and expenditures and propose actions that are necessary to maintain budgetary balance.
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MTA Capital Programs.
On August 13, 2009, the Review Board approved an amendment to the 2005-2009 MTA Capital Programs increasing their value to approximately $20.4 billion in order to recognize changes in project costs, add and defer projects, modify investment strategies and to incorporate $1.0 billion of new federal funding for these Programs to support East Side Access and the Second Avenue Subway.
Section 1269(b) of the Public Authorities Law requires MTA to submit capital plans to the MTA Capital Program Review Board (the Review Board). New five-year Proposed MTA Capital Programs (Programs) for the Transit and Commuter Systems for the 2010-2014 period have been submitted by MTA to the Review Board. The Programs, totaling approximately $25.6 billion, were reviewed and authorized for submission to the Review Board by the MTA Board at its September meeting held on September 23, 2009. Included in the Programs is approximately $19.8 billion for core investments for the ongoing replacement needs of the existing Transit and Commuter Systems and MTA Bus and $5.7 billion to finish East Side Access and the Second Avenue Subway. The Programs include $15.7 billion of identified funding - including $6 billion of new bonding authorized by the May Legislation - leaving a $10 billion funding gap. The new bonding, in combination with other identified revenues, provides for two years of program funding. Progressing the full five-year plan will require the identification of additional funding beyond that provided in the May Legislation or adjustments to the proposed Capital Programs to address the $10 billion funding gap.
MTA Management.
The above-noted May Legislation amended the Public Authorities Law to provide for the chair of the MTA to serve as its chief executive officer, effective upon appointment by the Governor, with the advice and consent of the State Senate, of a chairman to fill the new term of office created by the legislation. On July 14, 2009, Governor Paterson announced his selection of Jay H. Walder to fill the new term of office. On September 10, 2009, the State Senate confirmed that nomination, thereby finalizing the appointment of Mr. Walder as chair and chief executive officer of the MTA. Mr. Walder is leaving his position as Global Leader of McKinsey’s Infrastructure Practice to assume the MTA chairmanship. Mr. Walder is a former Executive Director and Chief Financial Officer of the MTA and former Managing Director of Finance and Planning at Transport for London (TfL).
******
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED BALANCE SHEETS AS OF SEPTEMBER 30, 2009 AND DECEMBER 31, 2008 ($ In millions)
September 30, December 31, 2009 2008 (Unaudited) ASSETS
CURRENT ASSETS: Cash (Note 3) $ 158 $ 206 Restricted investment (Note 3) 665 1,083 Unrestricted investments (Note 3) 38 246 Restricted investments held under capital lease obligations (Notes 3 and 8) 276 245 Receivables: Station maintenance, operation, and use assessments 117 108 State and regional mass transit taxes 940 50 Mortgage Recording Tax receivable 23 20 State and local operating assistance 182 7 Other subsidies 25 18 Connecticut Department of Transportation 5 14 Due from Build American Bonds 11 - New York City 23 63 Due from Hudson Yards Infrastructure Corporation - 33 Capital project receivable from federal and state government 230 309 Other 217 208 Less allowance for doubtful accounts (23) (23)
Total receivables — net 1,750 807
Materials and supplies 438 414 Advance to defined benefit pension trust 53 66 Prepaid expenses and other current assets (Note 2) 100 133
Total current assets 3,478 3,200
NONCURRENT ASSETS: Capital assets — net (Note 6) 45,877 43,323 Restricted investment held under capital lease obligations (Notes 3 and 8) 1,026 1,099 Restricted investments (Note 3) 864 1,890 Unrestricted investments (Note 3) 1,094 77 Receivable from New York State 2,118 2,145 Other noncurrent assets 1,559 1,723
Total noncurrent assets 52,538 50,257
TOTAL $ 56,016 $ 53,457
See independent accountants’ review report and notes to consolidated financial statements. (Continued)
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED BALANCE SHEETS AS OF SEPTEMBER 30, 2009 AND DECEMBER 31, 2008 ($ In millions)
September 30, December 31, 2009 2008 (Unaudited) LIABILITIES AND NET ASSETS
CURRENT LIABILITIES: Accounts payable $ 466 $ 497 Accrued expenses: Interest 427 218 Salaries, wages and payroll taxes 318 213 Vacation and sick pay benefits 733 716 Current portion — retirement and death benefits 559 259 Current portion — estimated liability from injuries to persons (Note 9) 208 205 Other 616 664
Total accrued expenses 2,861 2,275
Current portion — long-term debt (Note 7) 970 191 Current portion — obligations under capital lease (Note 8) 215 240 Current portion — pollution remediation projects (Note 11) 19 19 Deferred revenue 518 391
Total current liabilities 5,049 3,613
NONCURRENT LIABILITIES: Retirement and death benefits 40 40 Estimated liability arising from injuries to persons (Note 9) 1,163 1,125 Post employment benefits other than pensions (Note 5) 3,701 2,638 Long-term debt (Note 7) 27,620 25,936 Obligations under capital leases (Note 8) 1,151 1,192 Pollution remediation projects (Note 11) 88 86 Contract retainage payable 219 214 Other long-term liabilities 305 279
Total noncurrent liabilities 34,287 31,510
Total liabilities 39,336 35,123
NET ASSETS: Invested in capital assets — net of related debt 16,925 15,790 Restricted for debt service 1,454 972 Restricted for claims 140 96 Unrestricted (1,839) 1,476
Total net assets 16,680 18,334
TOTAL $ 56,016 $ 53,457
See independent accountants’ review report and notes to consolidated financial statements. (Concluded)
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED STATEMENTS OF REVENUES, EXPENSES, AND CHANGES IN NET ASSETS PERIODS ENDED SEPTEMBER 30, 2009 AND 2008 ($ In millions)
September 30, September30, 2009 2008 (Unaudited)
OPERATING REVENUES: Fare revenue $ 3,207 $ 3,180 Vehicle toll revenue 983 959 Rents, freight, and other revenue 291 312
Total operating revenues 4,481 4,451
OPERATING EXPENSES: Salaries and wages 3,464 3,402 Retirement and other employee benefits 1,502 1,426 Postemployment benefits other than pensions (Note 5) 1,317 1,251 Traction and propulsion power 248 232 Fuel for buses and trains 136 236 Insurance 7 8 Claims 206 134 Paratransit service contracts 272 209 Maintenance and other operating contracts 405 421 Professional service contracts 141 132 Pollution remediation projects (Note 11) 11 40 Materials and supplies 404 401 Depreciation 1,438 1,308 Other 33 21
Total operating expenses 9,584 9,221
OPERATING LOSS (5,103) (4,770)
NON-OPERATING REVENUES (EXPENSES): Grants, appropriations, and taxes: Tax-supported subsidies — NYS 1,999 2,237 Tax-supported subsidies — NYC and local 301 742 Operating subsidies — NYS 194 208 Operating subsidies — NYC and local 190 191 Build America Bond subsidy 11 0 Total grants, appropriations, and taxes $ 2,695 $ 3,378
See independent accountants’ review report and notes to consolidated (Continued) financial statements.
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED STATEMENTS OF REVENUES, EXPENSES, AND CHANGES IN NET ASSETS PERIODS ENDED SEPTEMBER 30, 2009 AND 2008 ($ In millions)
September 30, September 30, 2009 2008 (Unaudited)
NON-OPERATING REVENUES (EXPENSES): Connecticut Department of Transportation and NYC $ 267 $ 237 Subsidies paid to Dutchess, Orange, and Rockland Counties (4) (4) Interest on long-term debt (930) (865) Station maintenance, operation and use assessments 110 112 Other non-operating (expense) revenue (4) 21
Net non operating revenues 2,134 2,879
LOSS BEFORE APPROPRIATIONS (2,969) (1,891)
APPROPRIATIONS, GRANTS, AND OTHER RECEIPTS EXTERNALLY RESTRICTED FOR CAPITAL PROJECTS 1,315 1,476
CHANGE IN NET ASSETS (1,654) (415)
NET ASSETS — Beginning of period 18,334 19,297
NET ASSETS — End of period $ 16,680 $ 18,882
See independent accountants’ review report and notes to consolidated (Concluded) financial statements.
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED STATEMENTS OF CASH FLOWS PERIODS ENDED SEPTEMBER 30, 2009 AND 2008 ($ In millions)
September 30, September 30, 2009 2008 (Unaudited)
CASH FLOWS PROVIDED BY (USED IN) OPERATING ACTIVITIES: Passenger receipts/tolls $ 4,333 $ 4,336 Rents and other receipts 225 227 Payroll and related fringe benefits (4,826) (4,642) Other operating expenses (1,938) (1,740)
Net cash used in operating activities (2,206) (1,819)
CASH FLOWS PROVIDED BY (USED IN) NONCAPITAL FINANCING ACTIVITIES: Grants, appropriations, and taxes 1,879 2,962 Operating subsidies from CDOT 61 51 Subsidies paid to Dutchess, Orange, and Rockland counties (9) (15)
Net cash provided by noncapital financing activities 1,931 2,998
CASH FLOWS PROVIDED BY (USED IN) CAPITAL AND RELATED FINANCING ACTIVITIES: MTA bond proceeds 1,518 2,164 MTA Bridges and Tunnels bond proceeds 673 2,275 MTA bonds refunded - (2,348) TBTA bonds refunded (248) - MTA Bridges and Tunnels bonds refunded - (673) MTA anticipation notes proceeds 687 - MTA anticipation notes redeemed - (650) Capital lease payments (46) (15) Grants and appropriations 1,405 1,486 CDOT capital contributions - 1 Capital expenditures (3,691) (3,165) Debt service payments (863) (849)
Net cash used in capital and related financing activities (565) (1,774)
CASH FLOWS PROVIDED BY (USED IN) INVESTING ACTIVITIES: Purchase of long-term securities (3,630) (5,538) Sales or maturities of long-term securities 3,772 7,127 Sales of short term securities 617 (1,071) Earnings on investments 33 103
Net cash provided by in investing activities 792 621
NET (DECREASE) INCREASE IN CASH (48) 26
CASH — Beginning of period 206 130
CASH — End of period $ 158 $ 156
See independent accountants’ review report and notes to consolidated financial statements. (Continued)
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METROPOLITAN TRANSPORTATION AUTHORITY
CONSOLIDATED STATEMENTS OF CASH FLOWS PERIODS ENDED SEPTEMBER 30, 2009 AND 2008 ($ in millions)
September 30, September 30, 2009 2008 (Unaudited)
RECONCILIATION OF OPERATING LOSS TO NET CASH USED IN OPERATING ACTIVITIES: Operating loss $ (5,103) $ (4,770) Adjustments to reconcile to net cash used in operating activities: Depreciation and amortization 1,438 1,308 Net increase in payables, accrued expenses, and other liabilities 1,435 1,414 Net decrease in receivables 37 87 Net (increase) decrease in materials and supplies and prepaid expenses (13) 142
NET CASH USED IN OPERATING ACTIVITIES $ (2,206) $ (1,819)
See independent accountants’ review report and notes to financial statements. (Concluded)
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METROPOLITAN TRANSPORTATION AUTHORITY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS PERIOD ENDED SEPTEMBER 30, 2009 AND AS OF DECEMBER 31, 2008 ($ IN MILLIONS)
1. BASIS OF PRESENTATION
The Metropolitan Transportation Authority (“MTA”) was established in 1965, under Section 1263 of the New York Public Authorities Law, and is a public benefit corporation and a component unit of the State of New York (“NYS”) whose mission is to continue, develop and improve public transportation and to develop and implement a unified public transportation policy in the New York metropolitan area.
These consolidated financial statements are of the Metropolitan Transportation Authority (“MTA”), including its related groups (collectively, the “MTA Group”) as follows:
Metropolitan Transportation Authority and Related Groups
· Metropolitan Transportation Authority Headquarters (“MTAHQ”) provides support in budget, cash management, finance, legal, real estate, treasury, risk and insurance management, and other services to the related groups listed below.
· The Long Island Rail Road Company (“MTA Long Island Rail Road”) provides passenger transportation between New York City (“NYC”) and Long Island.
· Metro-North Commuter Railroad Company (“MTA Metro-North Railroad”) provides passenger transportation between NYC and the suburban communities in Westchester, Dutchess, Putnam, Orange, and Rockland counties in NYS and New Haven and Fairfield counties in Connecticut.
· Staten Island Rapid Transit Operating Authority (“MTA Staten Island Railway”) provides passenger transportation on Staten Island.
· Metropolitan Suburban Bus Authority (“MTA Long Island Bus”) provides public bus service in NYC and Nassau County, New York.
· First Mutual Transportation Assurance Company (“FMTAC”) provides primary insurance coverage for certain losses, some of which are reinsured, and assumes reinsurance coverage for certain other losses.
· MTA Capital Construction Company (“MTA Capital Construction”) provides oversight for the planning, design and construction of current and future major MTA system-wide expansion projects.
· MTA Bus Company (“MTA Bus”) operates certain bus routes in areas previously served by private bus operators pursuant to franchises granted by the City of New York.
· MTAHQ, MTA Long Island Rail Road, MTA Metro-North Railroad, MTA Staten Island Railway, MTA Long Island Bus, FMTAC, MTA Capital Construction, and MTA Bus, collectively are referred to herein as MTA. MTA Long Island Rail Road and MTA Metro-North Railroad are referred to collectively as the Commuter Railroads.
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· New York City Transit Authority (“MTA New York City Transit”) and its subsidiary, Manhattan and Bronx Surface Transit Operating Authority (“MaBSTOA”), provide subway and public bus service within the five boroughs of New York City.
· Triborough Bridge and Tunnel Authority (“MTA Bridges and Tunnels”) operates seven toll bridges, two tunnels, and the Battery Parking Garage, all within the five boroughs of New York City.
MTA New York City Transit and MTA Bridges and Tunnels are operationally and legally independent of the MTA. These related groups enjoy certain rights typically associated with separate legal status including, in some cases, the ability to issue debt. However, they are included in the MTA’s consolidated financial statements because of the MTA’s financial accountability for these entities and they are under the direction of the MTA Board (a reference to “MTA Board” means the board of MTAHQ and/or the boards of the other MTA Group entities that apply in the specific context, all of which are comprised of the same persons). Under accounting principles generally accepted in the United States of America (“GAAP”), the MTA is required to include these related groups in its financial statements. While certain units are separate legal entities, they do have legal capital requirements and the revenues of all of the related groups of the MTA are used to support the organization as a whole. The components do not constitute a separate accounting entity (fund) since there is no legal requirement to account for the activities of the components as discrete accounting entities. Therefore, the MTA financial statements are presented on a consolidated basis with segment disclosure for each distinct operating activity.
Although the MTA Group collect fares for the transit and commuter service they provide and receive revenues from other sources such as the leasing out of real property assets and the licensing of advertising, such revenues, including forecast increased revenues from fare increases, are not sufficient to cover all operating expenses associated with such service. Therefore, to maintain a balanced budget, the members of the MTA Group providing transit and commuter service rely on operating surpluses transferred from MTA Bridges and Tunnels, operating subsidies provided by NYS and certain local governmental entities in the MTA commuter district, and service reimbursements from certain local governmental entities in the MTA commuter district and from the State of Connecticut. Operating subsidies to the MTA Group for transit and commuter service in the current year total $ 3.9 billion.
Capital Program — The MTA Group has ongoing capital programs, which except for MTA Bridges and Tunnels, MTA Long Island Bus and MTA Bus are subject to the approval of the Metropolitan Transportation Authority Capital Program Review Board (“CPRB”), and are designed to improve public transportation in the New York Metropolitan area.
2005-2009 Capital Program — Capital programs covering the years 2005-2009 were originally approved by the MTA Board in April 2005 and subsequently by the CPRB in July 2005 for (1) the commuter railroad operations of the MTA conducted by MTA Long Island Rail Road and MTA Metro-North Railroad (the “2005–2009 Commuter Capital Program”), (2) the transit system operated by MTA New York City Transit and its subsidiary, MaBSTOA, and the rail system operated by MTA Staten Island Railway (the “2005–2009 Transit Capital Program”), and (3) the toll bridges and tunnels operated by MTA Bridges and Tunnels (the “2005–2009 MTA Bridges and Tunnels Capital Program”). The 2005–2009 MTA Bridges and Tunnels Capital Program was effective upon adoption by the MTA Board in April 2005. The 2005–2009 amended Commuter Capital Program and the 2005–2009 Transit Capital program (collectively, the “2005–2009 MTA Capital Programs”) were last amended by the MTA Board in July 2008. This latest 2005-2009 MTA Capital Program amendment was resubmitted to the CPRB for approval in July 2008, and was approved in August 2009.
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As last amended by the MTA Board, the 2005–2009 MTA Capital Programs and the 2005–2009 MTA Bridges and Tunnels Capital Program, provide for $23,717 in capital expenditures, of which $11,154 relates to ongoing repairs of, and replacements to, the transit system operated by MTA New York City Transit and MaBSTOA and the rail system operated by MTA Staten Island Railway; $3,617 relates to ongoing repairs of, and replacements to, the commuter system operated by MTA Long Island Rail Road and MTA Metro-North Railroad; $6,899 relates to the expansion of existing rail networks for both the transit and commuter systems to be managed by MTA Capital Construction; $495 relates to a multi-faceted security program; $198 relates to MTA interagency initiatives including MTA Police Department plus an MTA-wide integrated computer systems initiative, $145 relates to MTA Bus company initiatives; and $1,209 relates to the ongoing repairs of, and replacements to, MTA Bridges and Tunnels facilities.
The combined funding sources for the MTA Board-approved 2005–2009 MTA Capital Programs and 2005–2009 MTA Bridges and Tunnels Capital Program include $9,430 in MTA and MTA Bridges and Tunnels Bonds, $1,450 in New York State general obligation bonds approved by the voters in the November 2005 election, $8,892 in Federal Funds, and $3,945 from other sources.
At September 30, 2009, $18,111 had been committed and $9,757 had been expended for the combined 2005-2009 MTA Capital Programs and the 2005-2009 MTA Bridges and Tunnels Capital Program.
2000-2004 Capital Program — Capital programs covering the years 2000-2004 were originally approved by the MTA Board in April 2000 and subsequently by the CPRB in May 2000 for (1) the commuter railroad operations of the MTA conducted by MTA Long Island Rail Road and MTA Metro-North Railroad (the “2000-2004 Commuter Capital Program”), (2) the transit system operated by the MTA New York City Transit and its subsidiary, MaBSTOA, and the rail system operated by MTA Staten Island Railway (the “2000-2004 Transit Capital Program”), and (3) the toll bridges and tunnels operated by MTA Bridges and Tunnels (the 2000-2004 MTA Bridges and Tunnels Capital Program”). The 2000-2004 MTA Bridges and Tunnels Capital Program was effective upon adoption by the MTA Board in April 2000. The 2000-2004 amended Commuter Capital Program and the 2000-2004 amended Transit Capital Program (collectively, the “2000-2004 MTA Capital Programs”) were most recently amended by the MTA Board in December 2006. This latest 2000-2004 MTA Capital Program amendment was submitted to the CPRB for approval in April 2007, but was subsequently vetoed.
As last amended by the MTA Board, the 2000-2004 MTA Capital Programs and the 2000-2004 MTA Bridges and Tunnels Capital Program, provide for $21,147 in capital expenditures. However, to reconcile with the MTA Board’s approval of the 2005-2009 Capital Program amendment in July 2008, we have updated the 2000-2004 Program to reflect its value through July 2008. This revised budget now provides $21,151 in capital expenditures, of which $10,453 relates to ongoing repairs of, and replacements to, the Transit System operated by MTA New York City Transit and MaBSTOA and the rail system operated by MTA Staten Island Railway; $3,960 relates to ongoing repairs of, and replacements to, the Commuter System operated by MTA Long Island Rail Road and MTA Metro-North Railroad; $4,754 relates to the expansion of existing rail networks for both the transit and commuter systems to be managed by MTA Capital Construction; $235 relates to planning and design and customer service projects; $249 relates to World Trade Center repair projects; $999 relates to the ongoing repairs and replacements to MTA Bridges and Tunnels facilities; and $501 relates to MTA Bus.
The combined funding sources for the MTA Board-approved 2000–2004 MTA Capital Programs and 2000–2004 MTA Bridges and Tunnels Capital Program (with revisions through the July 2008) include $7,919 in bonds, $6,516 in Federal funds, $4,575 from the proceeds of the MTA/MTA Bridges and Tunnels debt restructuring in 2002, and $2,141 from other sources.
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At September 30, 2009, $20,709 had been committed and $19,049 had been expended for the combined 2000-2004 MTA Capital Programs and the 2000-2004 MTA Bridges and Tunnels Capital Program.
The federal government has a contingent equity interest in assets acquired by the MTA with federal funds, and upon disposal of such assets, the federal government may have a right to its share of the proceeds from the sale. This provision has not been a substantial impediment to the MTA’s operation.
2. SIGNIFICANT ACCOUNTING POLICIES
In accordance with GASB Statement No. 20, Accounting and Financial Reporting for Proprietary Fund Accounting, the MTA applies all applicable GASB pronouncements as well as Financial Accounting Standards Board (“FASB”) Statements and Interpretations issued on or before November 30, 1989, that do not conflict with GASB pronouncements. The MTA has elected not to apply FASB Standards issued after November 30, 1989.
Estimates — Financial statements prepared in accordance with GAAP require the use of estimates made by management for certain account balances and transactions. Actual results may differ from these estimates.
Principles of Consolidation — The consolidated financial statements consist of MTAHQ, MTA Long Island Rail Road, MTA Metro-North Railroad, MTA Staten Island Railway, MTA Long Island Bus, FMTAC, MTA Bus, MTA Capital Construction, MTA New York City Transit (including its subsidiary MaBSTOA), and MTA Bridges and Tunnels. All significant related group transactions have been eliminated for consolidation purposes.
Basis of Accounting — The MTA follows enterprise fund and accrual basis of accounting, which is similar in presentation to private business enterprises.
Investments — The MTA Group’s investment policies comply with the New York State Comptroller’s guidelines for such operating and capital policies. Those policies permit investments in, among others, obligations of the U.S. Treasury, its agencies and instrumentalities, and repurchase agreements secured by such obligations. FMTAC’s investment policies comply with New York State Comptroller guidelines and New York State Department of Insurance guidelines.
Investments expected to be utilized within a year of December 31 have been classified as current assets in the financial statements.
All investments are recorded on the balance sheets at fair value and all investment income, including changes in the fair value of investments, is reported as revenue on the statement of revenues, expenses and changes in net assets. Fair values have been determined using quoted market values at September 30, 2009 and December 31, 2008.
Materials and Supplies — Materials and supplies are valued principally at the lower of average cost or market value, net of obsolescence reserve.
Prepaid Expenses and Other Current Assets — Prepaid expenses and other current assets reflect advance payment of insurance premiums as well as farecard media related with ticket machines, WebTickets and AirTrain tickets.
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Capital Assets — Properties and equipment are carried at cost and are depreciated on a straight-line basis over estimated useful lives. Expenditures for maintenance and repairs are charged to operations as incurred.
Liability Insurance — FMTAC, an insurance captive subsidiary of MTA, operates a liability insurance program (“ELF”) that insures certain claims in excess of the self-insured retention limits of the agencies on both a retrospective (claims arising from incidents that occurred before October 31, 2003) and prospective (claims arising from incidents that occurred on or after October 31, 2003) basis. For claims arising from incidents that occurred on or after November 1, 2001, but before November 1, 2006, the self-insured retention limits are: $7 for MTA New York City Transit, MaBSTOA, MTA Bus, MTA Staten Island Railway, MTA Long Island Rail Road, and MTA Metro-North Railroad; $2 for MTA Long Island Bus; and $1.4 for MTAHQ and MTA Bridges and Tunnels. Effective November 1, 2006, the self-insured retention limits for ELF were increased to the following amounts: $8 for MTA New York City Transit, MaBSTOA, MTA Bus, MTA Staten Island Railway, MTA Long Island Rail Road and MTA Metro-North Railroad; $2.3 for MTA Long Island Bus; and $1.6 for MTAHQ and MTA Bridges and Tunnels. The maximum amount of claims arising out of any one occurrence is the total assets of the program available for claims, but in no event greater than $50. The retrospective portion contains the same insurance agreements, participant retentions, and limits as existed under the ELF program for occurrences happening on or before October 30, 2003. On a prospective basis, FMTAC issues insurance policies indemnifying the other MTA Group entities above their specifically assigned self-insured retention with a limit of $50 per occurrence with a $50 annual aggregate. FMTAC charges appropriate annual premiums based on loss experience and exposure analysis to maintain the fiscal viability of the program. On September 30, 2009, the balance of the assets in this program was $66.7.
MTA also maintains an All-Agency Excess Liability Insurance Policy that affords the MTA Group additional coverage limits of $350 for a total limit of $400 ($350 excess of $50). In certain circumstances, when the assets in the program described in the preceding paragraph are exhausted due to payment of claims, the All-Agency Excess Liability Insurance will assume the coverage position of $50.
On March 1, 2009, the “nonrevenue fleet” automobile liability policy program was renewed. This program provides third-party auto liability insurance protection for the MTA Group with the exception of MTA New York City Transit and MTA Bridges and Tunnels. The policy provides $8 per occurrence limit with a $0.5 per occurrence deductible. FMTAC renewed its deductible buy back policy, where it assumes the liability of the agencies for their deductible.
On March 1, 2009, the “Access-A-Ride” automobile liability policy program was renewed. This program provides third-party auto liability insurance protection for the MTA New York City Transit’s Access-A-Ride program, including the contracted operators. This policy provides a $3 per occurrence limit with a $1 per occurrence deductible.
On December 15, 2008, FMTAC renewed the primary coverage on the Station Liability and Force Account liability policies $8 per occurrence loss for MTA Metro-North Railroad and MTA Long Island Rail Road.
Property Insurance — Effective May 1, 2009, FMTAC renewed the all-agency property insurance program. For the period May 1, 2009 to May 1, 2010 at 12:00 AM, FMTAC directly insures property damage claims of the other MTA Group entities in excess of a $25 per occurrence self-insured retention (“SIR”), subject to an annual $75 aggregate. Losses occurring after the retention aggregate is exceeded are subject to a deductible of $7.5 per occurrence. The total program limit has been reduced to $1.075 billion per occurrence covering property of the related entities collectively. With the exception of acts of terrorism (both domestic and foreign), FMTAC is reinsured in the domestic, London, European and Bermuda marketplaces for this coverage.
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The property market in 2008 experienced one of its worst years for insured property losses on record this coupled with the instability in the financial markets; property treaty reinsurance rates increasing 8% on average with some in excess of 30%; rating agencies scrutinizing the stability of insurers; and increases in insurer modeling estimates resulted in a premium upswing in the property market. As a result of reduced coverage afforded in the $150M excess of $1.075B layer and current property market conditions driving the price in this layer higher, FMTAC decided to eliminate the reinsurance layer reducing the program limit to $1.075 billion.
The property insurance, which was subject to a renewal on May 1, 2009, provides replacement cost coverage for all risks of direct physical loss or damage to all real and personal property, with minor exceptions. The policy also provides extra expense and business interruption coverage.
With respect to acts of terrorism, FMTAC is reinsured by the United States Government for 85% of “certified” losses, as covered by the Terrorism Risk Insurance Act (“TRIA”) of 2007 (originally introduced in 2002). Under the 2007 extension, terrorism acts sponsored by both foreign and domestic organizations are covered. Until 2007, the Act only provided coverage for acts sponsored by foreign organizations. The remaining 15% of MTA Group losses would be covered under an additional policy described below. Additionally, no federal compensation will be paid unless the aggregate industry insured losses exceed $100 (“trigger”).
To supplement the reinsurance to FMTAC through the 2007 Terrorism Risk Insurance Program Reauthorization Act (“TRIPRA”) program, the MTA obtained an additional commercial reinsurance policy with Lexington Insurance Co. Lexington Insurance Company is part of the AIU Holdings, Inc. The insurance companies within AIU currently has an S&P rating of A+ and an AM best rating of A XV. AIU Holdings will be formed by American International Group, Inc. (“AIG”) to act as a General Insurance holding company. The Group will include Commercial Insurance Group, Foreign General Unit, and other property and casualty operations with its own board of directors, management team and brand distinct from AIG. The various companies comprising the Insurance Group, which are incorporated in four states, New York, Pennsylvania, Delaware and Illinois, are protected by insurance regulations in each of the above-referenced states. These statutory protections are designed to protect policyholders from the financial weaknesses at American International Group, Inc. That policy provides coverage for (1) 15% of any “certified” act of terrorism — up to a maximum recovery of $161.25 for any one occurrence, or (2) 100% of any “certified” terrorism loss which exceeds $5 and less than $100 TRIPRA trigger — up to a maximum recovery of $100 for any occurrence. This coverage expires at midnight on May 1, 2010. Recovery under this policy is subject to a retention of $25 per occurrence and $75 in the annual aggregate — in the event of multiple losses during the policy year. FMTAC is also subject to an additional TRIPRA Captive deductible when recovering under the 15% “certified” acts of terrorism insurance. Should the MTA Group’s retention in any one year exceed $75 future losses in that policy year are subject to a retention of just $7.5.
Operating Revenues
Passenger Revenue and Tolls — Revenues from the sale of tickets, tokens, electronic toll collection system, and farecards are recognized as income as they are used. Deferred revenue is recorded for the estimated amount of unused tickets, and farecards.
Non-operating Revenues
Operating Assistance — The MTA Group receives, subject to annual appropriation, NYS operating assistance funds that are generally recognized as revenue when all applicable eligibility requirements are met. Generally, funds received under the NYS operating assistance program are fully matched by contributions from NYC and the seven other counties within the MTA’s service area.
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Mortgage Recording Taxes (“MRT”) — Under NYS law, the MTA receives capital and operating assistance through a Mortgage Recording Tax (“MRT-1”), which is collected by NYC and the seven other counties within the MTA’s service area, at the rate of .25 of one percent of the debt secured by certain real estate mortgages. Effective September, 2005, the rate was increased from 25 cents per 100 dollars of recorded mortgage to 30 cents per 100 dollars of recorded mortgage. The MTA also receives an additional Mortgage Recording Tax (“MRT-2”) of .25 of one percent of certain mortgages secured by real estate improved or to be improved by structures containing one to nine dwelling units in the MTA’s service area. MRT-1 and MRT-2 taxes are recognized as revenue based upon reported amounts of taxes collected.
· MRT-1 proceeds are initially used to pay MTAHQ’s operating expenses. Remaining funds, if any, are allocated 55% to certain transit operations and 45% to the commuter railroads operations. The commuter railroad portion is first used to fund the NYS Suburban Highway Transportation Fund in an amount not to exceed $20 annually (subject to the moneys being returned under the conditions set forth in the governing statute if the Commuter Railroads are operating at a deficit). As of September 30, 2009 and September 30, 2008, the amount allocated to NYS Suburban Highway Transportation Fund was $0 and $0 respectively. Of the New York City Transit portion, the MTA distributed $0 and $0 as of September 30, 2009 and September 30, 2008, respectively.
· The first $5 of the MRT-2 proceeds is transferred to the MTA Dutchess, Orange, and Rockland Fund ($1.5 each for Dutchess and Orange Counties and $2 for Rockland County). Additionally, the MTA must transfer to each County’s fund an amount equal to the product of (i) the percentage by which each respective County’s mortgage recording tax payments (both MRT-1 and MRT-2) to the MTA increased over such payments in 1989 and (ii) the base amount received by each county as described above. The counties do not receive any portion of the September 1, 2005 increase in MRT-1 from 25 cents per $100 of recorded mortgage to 30 cents. As of September 30, 2009, the MTA distributed $23.2 to MTA Bus and paid to Dutchess, Orange and Rockland Counties the 2008 excess amounts of MRT1 and MRT-2 totaling $5.7.
· In addition, MTA New York City Transit receives operating assistance directly from NYC through a mortgage recording tax at the rate of .625 of one percent of the debt secured by certain real estate mortgages and through a property transfer tax at the rate of one percent of the assessed value (collectively referred to as “Urban Tax Subsidies”) of certain properties.
Dedicated Taxes — Under NYS law, subject to annual appropriation, the MTA receives operating assistance through a portion of the Dedicated Mass Transportation Trust Fund (“MTTF”) and Metropolitan Mass Transportation Operating Assistance Fund (“MMTOA”). The MTTF receipts consist of a portion of the revenues derived from certain business privilege taxes imposed by the State on petroleum businesses, a portion of the motor fuel tax on gasoline and diesel fuel, and a portion of certain motor vehicle fees, including registration and nonregistration fees. Effective October 1, 2005, the State increased the amount of motor vehicle fees deposited into the MTTF for the benefit of the MTA. MTTF receipts are applied first to meet certain debt service requirements or obligations and second to pay operating and capital costs. The MMTOA receipts are comprised of .375 of one percent regional sales tax (which was increased effective June 1, 2005 from .25 of one percent), a temporary regional franchise tax surcharge, a portion of taxes on certain transportation and transmission companies, and an additional portion of the business privilege tax imposed on petroleum businesses. MMTOA receipts, to the extent that MTTF receipts are not sufficient to meet debt service requirements, will also be applied to certain debt service obligations, and secondly to operating and capital costs of the Transit System, and the Commuter Railroads.
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The State Legislature enacts in an annual budget bill for each state fiscal year an appropriation to the MTA Dedicated Tax Fund for the then-current state fiscal year and an appropriation of the amounts projected by the Director of the Budget of the State to be deposited in the MTA Dedicated Tax Fund for the next succeeding state fiscal year. The assistance deposited into the MTTF is required by law to be allocated, after provision for debt service on Dedicated Tax Fund Bonds (see Note 7), 85% to certain transit operations (not including MTA Bus) and 15% to the commuter railroads operations. Revenues from this funding source are recognized based upon amounts of tax reported collected by NYS, to the extent of the appropriation.
Operating Subsidies Recoverable from Connecticut Department of Transportation (“CDOT”) — The portion of the deficit from operations relating to MTA Metro-North Railroad’s New Haven line is recoverable from CDOT. Under the terms of a renewed Service Agreement, which began on January 1, 2000, and the 1998 resolution of an arbitration proceeding initiated by the State of Connecticut, CDOT pays 100% of the net operating deficit of MTA Metro-North Railroad’s branch lines in Connecticut (New Canaan, Danbury, and Waterbury), 65% of the New Haven mainline operating deficit, and a fixed fee for the New Haven line’s share of the net operating deficit of Grand Central Terminal (“GCT”) calculated using several years as a base, with annual increases for inflation and a one-time increase for the cost of operating GCT’s North End Access beginning in 1999. The Service Agreement also provides that CDOT pay 100% of the cost of nonmovable capital assets located in Connecticut, 100% of movable capital assets to be used primarily on the branch lines and 65% of the cost of other movable capital assets allocated to the New Haven line. Remaining funding for New Haven line capital assets is provided by the MTA. The Service Agreement provides for automatic five-year renewals unless a notice of termination has been provided. The Service Agreement has been automatically renewed for an additional five years beginning January 1, 2005. Capital assets completely funded by CDOT are not reflected in these financial statements, as ownership is retained by CDOT. The Service Agreement provides that final billings for each year are subject to audit by CDOT. Years subsequent to 2000 remain subject to final audit.
Reimbursement of Expenses — The cost of operating and maintaining the passenger stations of the Commuter Railroads in NYS is assessable by the MTA to NYC and the other counties in which such stations are located for each NYS fiscal year ending June 30, under provisions of the NYS Public Authorities Law. This funding is recognized as revenue based upon an amount, fixed by statute, for the costs to operate and maintain passenger stations and is revised annually by the increase or decrease of the regional Consumer Price Index.
· Pursuant to an agreement NYS and NYC each pays to MTA $44.2 and $45 respectively annually to cover a portion of the cost of the free-fare student program. The State, however, reduced its $45 contribution for the 2007-2008 school year by approximately $2.0 to $43, which was received in 2008. For the school year 2008-2009 the State reduced its contribution even more to $25.3. The estimated cost of this program is approximately $179 for the 2008-2009 school year. It is believed the City will continue to provide for the continuation of the City’s $45 contribution for the 2008- 2009 school year, of which $15 was received in December 2008 and the remaining $30 were received in June of 2009. The Authority’s 2010-2012 Financial Plan assumes the continuation of the joint funding of the free fare program for students.
· Policing of the transit system is carried out by the NYC Police Department at NYC’s expense. The MTA, however, continues to be responsible for certain capital costs and support services related to such police activities, a portion of which is reimbursed by NYC. The MTA received approximately $2.8 in the nine months ended September 30, 2009, and $1.9 in the nine months ended September 30, 2008 for the reimbursement of Transit police costs.
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· Federal law and regulations require a paratransit system for passengers who are not able to ride the buses and trains because of their disabilities. Pursuant to an agreement between NYC and the MTA, MTA New York City Transit had assumed operating responsibility for all paratransit service required in NYC by the Americans with Disabilities Act of 1990. The services are provided by private vendors under contract with MTA New York City Transit. NYC reimburses the MTA for the lesser of 33% of net paratransit operating expenses defined as labor, transportation, and administrative costs less fare revenues and 6.0% of gross Urban Tax Subsidies, or an amount that is 20.0% greater than the amount paid by the NYC for the preceding calendar year. Fare revenue and reimbursements aggregated approximately $41.9 for the nine months ended September 30, 2009 and $48.4 in the nine months ended September 30, 2008.
Grants and Appropriations — Grants and appropriations for capital projects are recorded when requests are submitted to the funding agencies for reimbursement of capital expenditures and beginning in 2001 were recorded as nonoperating revenues in accordance with GASB Statement No. 33, Accounting and Financial Reporting for Nonexchange Transactions. These amounts are reported separately after Total Nonoperating Revenues in the Statements of Revenues, Expenses, and Changes in Net Assets.
Operating and Non-operating Expenses — Operating and non-operating expenses are recognized in the accounting period in which the liability is incurred. All expenses related to operating the Authority (e.g. salaries, insurance, depreciation, etc.) are reported as operating expenses. All other expenses (e.g. interest on long-term debt, subsidies paid to counties, etc.) are reported as non-operating expenses.
Recent Accounting Pronouncements —MTA Has implemented GASB Statement No. 50, Pension Disclosure. This Statement, which amend Statement No. 25 and 27, require Defined Benefit Pension Plans and sole and agent employers to present on the notes disclosures or RSI: the funded status of the plan as of the most recent actuarial valuation. The aggregate cost method is used to determine the annual required contribution, and if applicable legal or contractual maximum contribution rate. This Statement was effective for periods beginning after June 15, 2007.
The MTA has not completed the process of evaluating the impact that will result from implementing GASB Statement No. 51, Accounting and Financial Reporting for Intangible Assets. The MTA is therefore unable to disclose the impact GASB Statement No. 51 will have on its financial position results of operations, and cash flows when such statement is adopted. This statement amends GASB Statement No. 34, paragraphs 19–21, and GASB Statement No. 42, Accounting and Financial Reporting for Impairment of Capital Assets and for Insurance Recoveries, paragraphs 9e, 16, and 18 and relates to the recognition and recording of intangible assets as capital assets in the statement of net assets. The requirements of this Statement are for financial statements for periods beginning after June 15, 2009.
The MTA has not completed the process of evaluating the impact that will result from implementing GASB Statement No. 53, Accounting and Financial Reporting for Derivative Instruments. The MTA is therefore unable to disclose the impact GASB Statement No. 53 will have on its financial position results of operations, and cash flows when such statement is adopted. This Statement addresses the recognition, measurement, and disclosure of information regarding derivative instruments, and addresses hedge accounting requirements. This statement is effective for financial statements for periods beginning after June 15, 2009.
The MTA has not completed the process of evaluating the impact that will result from implementing GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This statement establishes accounting and financial reporting standards for all governments that report governmental funds. It establishes criteria for classifying fund balances into specifically defined classifications and clarifies definitions for governmental fund types. This statement is effective for financial statements for periods beginning after June 15, 2010.
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3. CASH AND INVESTMENTS
Cash, including deposits in transit, consists of the following at September 30, 2009 and December 31, 2008 (in millions):
September December 2009 2008 (Unaudited) Carrying Bank Carrying Bank Amount Balance Amount Balance
FDIC insured or collateralized deposits $ 88 $ 81 $ 130 $ 127 Uninsured and not collateralized 70 22 76 37
$ 158 $ 103 $ 206 $ 164
All collateralized deposits are held by the MTA or its agent in the MTA’s name.
The MTA, on behalf of the Transit operations, MTA Bridges and Tunnels, MTA Long Island Bus, and MTA Bus operations, invests funds which are not immediately required for the MTA’s operations in securities permitted by the New York State Public Authorities Law, including repurchase agreements collateralized by U.S. Treasury securities, U.S. Treasury notes, and U.S. Treasury zero coupon bonds.
The MTA’s uninsured and uncollateralized deposits are primarily held by commercial banks in the metropolitan New York area and are subject to the credit risks of those institutions.
MTA holds most of its investments at a custodian bank. The custodian must meet certain banking institution criteria enumerated in MTA’s Investment Guidelines. The Investment Guidelines also require the Treasury Division to hold at least $100 of its portfolio with a separate emergency custodian bank. The purpose of this deposit is in the event that the MTA’s main custodian cannot execute transactions due to an emergency outside of the custodian’s control, the MTA has an immediate alternate source of liquidity.
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Investments, at fair value, consist of the following at September 30, 2009 and December 31, 2008 (in millions):
September December 2009 2008 (Unaudited)
Repurchase agreements $ 561 $ 780 U.S. Treasuries due 2009–2022 961 1,071 Investments restricted for capital lease obligations: US Treasury Notes 167 Short-Term Investment Fund 74 153 Other Agencies 1,061 1,191
Sub-total 1,302 1,344
Other Agencies due 2009-2030 913 1,224 Asset & Mortgage Back Securities* 14 56 Commercial Mortgage Backed Securities* 34 35 Corporate Bonds* 125 88 Foreign Bonds* 40 31 Equities* 13 11
Total $ 1,302 $ 3,963 $ 1,344 $ 4,640
*These securities are only included in the FMTAC portfolio Fair values include accrued interest to the extent that interest is included in the carrying amounts. Accrued interest on investments other than Treasury bills and coupons is included in other receivables on the balance sheet. The MTA’s investment policy states that securities underlying repurchase agreements must have a market value at least equal to the cost of the investment.
In connection with certain lease transactions described in Note 8, the MTA has purchased securities or entered into payment undertaking, letter of credit, or similar type agreements or instruments (guaranteed investment contracts) with financial institutions, which generate sufficient proceeds to make basic rent and purchase option payments under the terms of the leases. If the obligors do not perform, the MTA may have an obligation to make the related rent payments.
All investments, other than the investments restricted for capital lease obligations, are either insured or registered and held by the MTA or its agent in the MTA’s name. Investments restricted for capital lease obligations are either held by MTA or its agent in the MTA’s name or held by a custodian as collateral for MTA’s obligation to make rent payments under capital lease obligation. Investments had weighted average yields of 1.3% and 2.8% at September 30, 2009 and December 31, 2008, respectively.
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Of the above cash and investments, amounts designated for internal purposes by management were as follows at September 30, 2009 and December 31, 2008 (in millions):
September December 2009 2008 (Unaudited)
Construction or acquisition of capital assets $ 649 $ 1,975 Funds received from affiliated agencies for investment 486 830 Debt service 652 230 Payment of claims 412 296 Restricted for capital leases 1,302 1,491 Other 397 306
Total $ 3,898 $ 5,128
Credit Risk — At September 30, 2009 and December 31, 2008, the following credit quality rating has been assigned to MTA investments by a nationally recognized rating organization (in millions):
September 30, Percent of December 31, Percent of Quality Rating 2009 Portfolio 2008 Portfolio Moody’s (Unaudited)
A-1+ $ 647 21.03 % $ 890 24.43 % A-1 AAA 529 17.19 570 15.66 AA 29 0.94 17 0.49 A 61 1.98 66 1.84 BB BBB 46 1.49 33 0.90 C 44 1.43 Not rated 578 18.79 828 22.70 Government 1,143 37.15 1,239 33.98
Total 3,077 100.00 % 3,643 100.00 %
Capital leases 886 997
Total investment $ 3,963 $ 4,640
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Interest Rate Risk — Interest rate risk is the risk that changes in interest rates will adversely affect the fair value of the investment. Duration is a measure of interest rate risk. The greater the duration of a bond or portfolio of bonds, the greater its price volatility will be in response to a change in interest rate risk and vice versa. Duration is an indicator of bond price’s sensitivity to a 100 basis point change in interest rates.
September December 2009 2008 (In millions) (Unaudited) Securities Fair Value Duration Fair Value Duration
U.S. Treasuries $ 961 0.32 $ 1,071 0.32 U.S. Agencies 902 0.37 1,252 0.72 Tax Benefits Lease Investments 415 13.35 347 16.50 Repurchase Agreement 561 780 Certificate of Deposits 11 11 Asset-Backed Securities (1) 14 1.65 16 1.94 Commercial Mortgage-Backed Securities (1) 34 3.38 35 4.10 Foreign Bonds (1) 40 31 4.06 (1) Corporates 125 4.88 89 2.44
Total fair value 3,063 3,632
Modified duration 2.18 2.07 (1) Equities 14 11
Total 3,077 3,643 Investments with no duration reported 886 997
Total investments $ 3,963 $ 4,640
(1) These securities are only included in the FMTAC portfolio MTA is a public benefit corporation established under the New York Public Authorities Law. MTA’s Treasury Division is responsible for the investment management of the funds of the Related Entities. The investment activity covers all operating and capital funds, including bond proceeds, and the activity is governed by State statutes, bond resolutions and the Board-adopted investment guidelines (the “Investment Guidelines”). The MTA Act currently permits the Related Entities to invest in the following general types of obligations:
· obligations of the State or the United States Government;
· obligations the principal and interest of which are guaranteed by the State or the United States government;
· obligations issued or guaranteed by certain Federal agencies;
· repurchase agreements fully collateralized by the obligations of the foregoing United States Government and Federal agencies;
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· certain certificates of deposit of banks or trust companies in the State;
· certain banker’s acceptances with a maturity of 90 days or less;
· certain commercial paper;
· certain municipal obligations; and
· certain mutual funds up to $10 in the aggregate.
MTA Investment Guidelines limit the dollar amount invested in banker acceptances, commercial paper, and obligations issued or guaranteed by certain Federal agencies to $250 at cost. There are no dollar limits on the purchase of obligations of the United States government, the State or obligations the principal and interest of which are guaranteed by the State or the United States government. Investments in collateralized repurchase agreements are limited by dealer’s or banks capital. MTA can invest no greater than $300 with a bank or dealer rated in Tier 1 (i.e. $1 billion or more of capital).
FMTAC is created as a MTA subsidiary and is licensed as a captive direct insurer and reinsurer by the New York State Department of Insurance. As such FMTAC is responsible for the investment management of its funds. The investment activity is governed by State statutes and the FMTAC Board-adopted investment guidelines. The minimum surplus to policyholders and reserve instruments are invested in the following investments:
· obligations of the United States or any agency thereof provided such agency obligations are guaranteed as to principal and interest by the United States;
· direct obligations of the State or of any county, district or municipality thereof;
· any state, territory, possession or any other governmental unit of the United States;
· certain bonds of agencies or instrumentalities of any state, territory, possession or any other governmental unit of the United States;
· the obligations of a solvent American institution which are rated investment grade or higher (or the equivalent thereto) by a securities rating agency; and
· certain mortgage backed securities in amounts no greater than five percent of FMTAC’s admitted assets.
FMTAC may also invest nonreserve instruments in a broader range of investments including the following general types of obligations:
· certain equities; and · certain mutual funds.
FMTAC is prohibited from making the following investments:
· Investment in an insolvent entity; · Any investment as a general partner; and · Any investment found to be against public policy.
FMTAC investment guidelines do include other investments, but FMTAC has limited itself to the above permissible investments at this time.
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4. EMPLOYEE BENEFITS
Substantially all of the MTA Group entities related groups and pension plans have separately issued financial statements that are publicly available and contain descriptions and supplemental information regarding employee benefit plans. These statements may be obtained by contacting the administrative office of the respective related group.
Pension Plans — The MTA Group entities sponsor and participate in a number of pension plans for their employees. These plans are not component units of the MTA and are not included in the combined financial statements.
Defined Benefit Pension Plans
Single-Employer Pension Plans
MTA Long Island Rail Road Plan for Additional Pensions
Plan Description — The Long Island Rail Road Plan for Additional Pensions (“the LIRR Plan”) is a single-employer defined benefit pension plan that provides retirement, disability and death benefits to plan members and beneficiaries. Members include employees hired prior to January 1, 1988. The LIRR Plan is administered by the MTA Defined Benefit Pension Plan Board of Managers of Pensions. The LIRR Board has the authority to establish or amend obligations to the LIRR Plan. The LIRR Plan is a governmental plan and accordingly, is not subject to the funding and other requirements of the Employee Retirement Income Security Act of 1974 (“ERISA”). The pension plan has a separately issued financial statement that is publicly available and contains required descriptions and supplemental information regarding the employee benefit plan. The statements may be obtained by writing to, Long Island Rail Road, Comptroller, 92-02 Sutphin Boulevard, Jamaica, New York 11435.
Funding Policy — The LIRR Plan has both non-contributory and contributory requirements. Participants who entered qualifying service before July 1, 1978 are not required to contribute. Participants who entered qualifying service on or after July 1, 1978 contribute 3% of their wages. The MTA Long Island Rail Road contributes additional amounts based on actuarially determined amounts that are designed to accumulate sufficient assets to pay benefits when due. The current rate is 123.98% of annual covered payroll.
The funded status of the LIRR Plan as of January 1, 2008 the most recent actuarial valuation date, is as follows (in millions):
Annual required contribution (“ARC”) $ 100.3 Interest on net pension obligation 3.2 Adjustment to ARC (3.8)
Annual pension cost 99.7
Actual contributions made (100.0)
Decrease in net pension obligation (0.3)
Net pension obligation beginning of year 40.4
Net pension obligation end of year $ 40.1
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Three-Year Trend Information
Annual % of Annual Net Pension Pension Cost Pension Year Ended Cost Contributed Obligation (Amounts in millions)
December 31, 2008 $ 99.7 100.23 % $ 40.1 December 31, 2007 100.4 100.50 40.4 December 31, 2006 106.5 101.91 175.6 The schedule of funding progress, presented as RSI following the notes to the financial statements, presents multiyear trend information about whether the actuarial value of plan assets is increasing or decreasing over time relative to the actuarial accrued liability for benefits.
Funded Status and Funding Progress — As of January 1, 2008, the most recent actuarial valuation date, the LIRR Plan was 34.5% funded. The actuarial accrued liability for benefits was $1,560.1, and the actuarial value of assets was $537.6, resulting in an unfunded actuarial accrued liability (“UAAL”) of $1,022.5. The covered payroll (annual payroll of active employees covered by the LIRR plan) was $80.9, and the ratio of the UAAL to the covered payroll was 1,263.5%.
Actuarial Methods and Assumptions — Actuarial valuations involve estimates of the value of reported amounts and assumptions about the probability of events far into the future and actuarially determined amounts are subject to continual revision as actual results are compared to past expectations and new estimates are made about the future. The significant actuarial methods and assumptions used in the LIRR Plan actuarial valuation at January 1, 2008 were not changed from those used for the LIRR Plan at January 1, 2006 with the exception of the mortality assumption which was revised to reflect the RP-2000 Disabled Annuitant mortality table for males and females and used beginning with the January 1, 2007 Valuation. The significant actuarial methods and assumptions used in the LIRR Plan at January 1, 2006 were as follows: the actuarial cost method and amortization method used was the entry age normal cost for all periods. For January 1, 2006 the amortization period for unfunded accrued liability was 27 years, with payments a level dollar amount. The asset valuation method utilized was a 5-year smoothing method for all periods. The investment rate of return assumption was 8.0% for all periods. Investments and administrative expenses are paid from plan assets of the LIRR Plan. The remaining amortization period at December 31, 2008 was 25 years.
Metro North Cash Balance Plan
Plan Description — The Metro-North Commuter Railroad Company Cash Balance Plan (the “MNR Cash Balance Plan” is a single employer, defined benefit pension plan. The MNR Plan covers non-collectively bargained employees, formerly employed by Conrail, who joined MTA Metro-North Railroad as management employees between January 1 and September 30, 1983, and were still employed as of December 31, 1988. Effective January 1, 1989, these employees were covered under the Metro-North Commuter Railroad Defined Contribution Plan for Management Employees (the “Management Plan”) and the MNR Cash Balance Plan was closed to new participants. The assets of the Management Plan have been merged with the Metropolitan Transportation Authority Defined Benefit Plan for Non-Represented Employees as of the asset transfer date of July 14, 1995. The MNR Cash Balance Plan is designed to satisfy the applicable requirements for governmental plans under Section 401(a) and 501(a) of the Internal Revenue Code. Accordingly, the MNR Cash Balance Plan is tax-exempt and is not subject to the provisions of the Employee Retirement Income Security Act (ERISA) of 1974. This plan provides retirement and death benefits to plan members and beneficiaries.
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Funding Policy — Funding for the MNR Cash Balance Plan is provided by MTA Metro-North Railroad which is a public benefit corporation that receives funding for its operations and capital needs from the MTA and the Connecticut Department of Transportation (“CDOT”). Certain funding by MTA is made to MTA Metro-North Railroad on a discretionary basis. The continuance of funding for the MNR Cash Balance Plan has been, and will continue to be, dependent upon the receipt of adequate funds.
MTA Metro-North Railroad’s funding policy with respect to the MNR Cash Balance Plan was to contribute the full amount of the pension benefit obligation (PBO) of approximately $2.9 to the trust fund in 1989. As participants retire, distributions from the MNR Cash Balance Plan have been made by the Trustee. MTA Metro-North Railroad anticipated that no further payments would be made to the MNR Cash Balance Plan. The January 1, 2007 actuarial valuation resulted in an unfunded accrued liability of $.075 and the $.01 annual required contribution was paid to the MNR Cash Balance Plan in 2007. The January 1, 2008 actuarial valuation resulted in an unfunded accrued liability of $.065 and the $.014 annual required contribution was paid to the MNR Cash Balance Plan in 2008. The market value of net assets available for benefits in the trust fund at December 31, 2008 was $1.2, which is less than the current PBO of $1.3. The MTA Metro-North Railroad has accrued this unfunded liability.
The funded status of the MNR Cash Balance Plan as of January 1, 2008, the most recent actuarial valuation date is as follows (in thousands):
Annual required contribution $ 14.0 Interest on net pension obligation (4.0) Adjust to annual required contribution 10.0
Annual pension cost 20.0
Actual contributions (14.0)
Increase in net obligation 6.0
Net pension obligation beginning of year (78.0)
Net pension obligation end of year $ (72.0)
Three-Year Trend Information
Annual % of Annual Net Year Ended Pension Pension Cost Pension (Amounts in thousands) Cost Contributed Obligation
December 31, 2008 $ 20.0 68.73 % $ (72.0) December 31, 2007 16.0 58.83 (78.0) December 31, 2006 20.0 63.91 (85.0) The schedule of funding progress, presented as RSI following the notes to the financial statements, presents multiyear trend information about whether the actuarial value of plan assets are increasing or decreasing over time relative to the actuarial accrued liability for benefits.
Funded Status and Funding Progress — As of January 1, 2008, the most recent actuarial valuation date, the MNR Cash Balance Plan was 95.4% funded. The actuarial accrued liability for benefits was $1.4, and the actuarial value of assets was $1.3, resulting in an unfunded actuarial accrued liability (UAAL) of
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$0.065. The covered payroll (annual payroll of active employees covered by the plan) was $6.8, and the ratio of the UAAL to the covered payroll was 1.0%.
Further information about the MNR Plan is more fully described in the separately issued financial statements which can be obtained by writing to the MTA Metro-North Railroad Chief Financial Officer, 347 Madison Avenue, New York, New York 10017-3739.
Actuarial Methods and Assumptions — Actuarial valuations involve estimates of the value of reported amounts and assumptions about the probability of events far into the future and actuarially determined amounts are subject to continual revision as actual results are compared to past expectations and new estimates are made about the future.
The significant actuarial methods and assumptions used in January 1, 2008 valuation were the unit credit cost method and an investment rate of return of 5% per year. The accrued benefit for the unit credit cost method is defined by the plan and is usually used when the annual benefit accrual is a flat dollar amount or a constant percentage of the participant’s current annual salary. The asset valuation method utilized was the market value per the Trustee. There was no projected salary increase assumptions used in the January 1, 2008 valuation as the participants of the Plan were covered under the management Plan effective January 1, 1989. For participants of the Plan eligible for additional benefits, the additional benefits were not valued as the potential liability for this benefit is de minimus.
Manhattan and Bronx Surface Transit Operating Authority
Plan Description — MTA New York City Transit contributes to the Manhattan and Bronx Surface Transit Operating Authority (MaBSTOA) Plan (the “MaBSTOA Plan”), a single employer governmental retirement plan. The MaBSTOA Plan provides retirement, disability, and death benefits to plan members and beneficiaries which are similar to those benefits provided by the New York City Employees’ Retirement System to similarly situated MTA New York City Transit employees. The Plan assigns the authority to establish and amend the benefit provisions to the MaBSTOA Board. MaBSTOA issues a publicly available financial report that includes financial statements and required supplementary information for the MaBSTOA Plan. That report may be obtained by writing to MaBSTOA Pension Plan, New York City Transit Authority, Operations Accounting, 2 Broadway, 15th Floor, New York, NY 10004.
Funding Policy — MaBSTOA’s funding policy requires periodic employer contributions which are actuarially determined amounts that are designed to accumulate sufficient assets to pay benefits when due. It is MaBSTOA’s policy to fund, at a minimum, the current year’s normal pension cost plus amortization of the unfunded actuarial accrued liability. For employees, the Plan has both contributory and noncontributory requirements depending on the date of entry into service. Employees entering qualifying service on or before July 26, 1976 are non-contributing. Certain employees entering qualifying service on or after July 27, 1976 are required to contribute 3% of their salary and others are required to contribute 2%. Also, certain post–July 27, 1976 employees contribute 1.85% in addition to their 3% contributions, if required. Effective 2000, certain post-July 27, 1976 employees who have been members for 10 years or have 10 years of credited service are no longer required to make the 3% contributions. MaBSTOA’s contribution rate is 35.9% of annual covered payroll. MTA New York City Transit’s contributions to the MaBSTOA Plan for the years ended December 31, 2008, 2007 and 2006 were $201.9, $179.2 and $159.6, respectively, equal to the annual required contributions for each year.
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The funded status of the MaBSTOA Plan as of January 1, 2008, the most recent actuarial valuation date is as follows (in millions):
Annual required contribution $ 201.9 Interest on net pension obligation (3.7) Adjust to annual required contribution 5.1
Annual pension cost 203.3
Actual contributions (201.9)
Increase in net obligation 1.4
Net pension obligation beginning of year (46.0)
Net pension obligation end of year $ (44.6)
Annual % of Annual Net Pension Pension Cost Pension Year Ending Cost Contributed Obligation (Amounts in millions)
December 31, 2008 $ 203.3 99.3 % $ (44.6) December 31, 2007 180.7 99.2 (46.0) December 31, 2006 157.6 165.0 (47.5) The schedule of funding progress, presented as RSI following the notes to the consolidated financial statements, present multiyear trend information about whether the actuarial value of plan assets are increasing or decreasing over time relative to the actuarial accrued liability for benefits.
Funded Status and Funding Progress — As of January 1, 2008, the most recent actuarial valuation date, the MaBSTOA Plan was 58.2% funded. The actuarial accrued liability for benefits was $2,045.0, and the actuarial value of assets $1,190.8, resulting in an unfunded actuarial accrued liability (UAAL) of $854.1. The covered payroll (annual payroll of active employees covered by the MaBSTOA Plan) was $562.2, and the ratio of the UAAL to the covered payroll was 151.9%.
Actuarial Methods and Assumptions — Actuarial valuations involve estimates of the value of reported amounts and assumptions about the probability of events far into the future and actuarially determined amounts are subject to continual revision as actual results are compared to past expectations and new estimates are made about the future. The January 1, 2008 valuation reflects the actuarial assumptions adopted by the MTA New York City Transit based on the 2001-2005 Experience Study effective with the valuation. These changes increased the life expectancy for members included in the valuation, incorporated future anticipated mortality improvements, decreased rates of turnover and modified rates of retirement, so fewer retirements are expected for members with less than 20 years of service and more retirements are expected for members with at least 20 years of service. These changes increased the unfunded accrued liability by $135.5, which is being amortized over 10 years, and increased the total employer contribution by $24.4.
The assumptions included an 8.0% investment rate of return and assumed general wage increases of 3.5% to 18.0% for operating employees and 4.5% and 7.0% for non-operating employees per year, depending on years of service. This also includes an inflation component of 2.5% per year.
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Annual pension costs and related information about each of the above plans follows:
Single-Employer Plans MNR Cash LIRR MaBSTOA Balance Plan
Date of valuation 1/1/2008 1/1/2008 1/1/2008 Required contribution rates: ($ in millions) ($ in thousands) Plan members Employer: variable variable variable actuarially actuarially actuarially determined determined determined
Employer contributions made in 2008 $ 100.0 $ 201.9 $ 14.0
Three-year trend information: Annual Required Contribution 2008 $ 100.3 $ 201.9 $ 14.0 2007 100.9 179.2 10.0 2006 108.5 159.6 13.0
Percentage of ARC contributed: 2008 100 % 100 % 100 % 2007 100 100 100 2006 100 163 100
Annual Pension Cost (APC): 2008 $ 99.7 $ 203.3 $ 20.0 2007 100.4 180.7 16.0 2006 106.5 157.6 20.0
Net Pension Obligation (NPO) (assets) at end of year: 2008 $ 40.1 $ (44.6) $ (72.0) 2007 40.4 (46.0) (78.0) 2006 175.6 (47.5) (85.0)
Percentage of APC contributed: 2008 100 % 99 % 69 % 2007 101 99 59 2006 102 165 64
Components of APC Annual required contribution (ARC) $ 100.3 $ 201.9 $ 14.0 Interest on NPO 3.2 (3.7) (4.0) Adjustment of ARC (3.8) 5.1 10.0
APC 99.7 203.3 20.0
Contributions made (100.0) (201.9) (14.0)
Change in NPO (assets) (0.3) 1.4 6.0
NPO (assets) beginning of year 40.4 (46.0) (78.0)
NPO (assets) end of year $ 40.1 $ (44.6) $ (72.0)
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Single-Employer Plans MNR Cash LIRR MaBSTOA Balance Plan
Actuarial cost method Entry age Entry age Entry age normal normal normal frozen initial frozen initial liability liability
Method to determine actuarial value of plan assets 5-year 5-year 5-year smoothing smoothing smoothing
Investment return 8.00 % 8.00 % 6.49 %
Projected salary increases 3.50 % 3.5%–18.0% 3.5%–36.2%
Consumer price inflation 2.50 % 2.50 % 2.50 %
Amortization method and period level dollar/ level dollar/ level dollar/ 25 years 16 years 10 years
Period closed or open closed closed closed Cost-Sharing Multiple-Employer Plans
MTA Defined Benefit Plan
Plan Description — The MTA Defined Benefit Pension Plan (“MTA Plan”) is a cost sharing multiple-employer pension plan. The Plan includes certain MTA Long Island Rail Road non-represented employees hired after December 31, 1987, MTA Metro-North Railroad non-represented employees, certain MTA Long Island Bus employees hired prior to January 23, 1983, MTA Police, MTA Long Island Rail Road represented employees hired after December 31, 1987, certain MTA Metro-North Railroad represented employees, MTA Long Island Rail Road represented employees hired after December 31, 1988, employees of MTA Staten Island Railway and certain employees of the MTA Bus Company (“MTA Bus”). MTA Long Island Rail Road, MTA Metro-North Railroad, MTA, MTA Staten Island Railway and MTA Bus contribute to the MTA Plan, which offers distinct retirement, disability, and death benefits for their covered employees. Annual pension costs and related information about this plan are presented in the following table for all years presented as if the plan was a single-employer plan at the MTA level. The MTA Plan may be amended by action of the MTA Board.
A stand-alone financial report may be obtained by writing to the MTA Comptroller, 347 Madison Avenue, New York, New York, 10017.
Funding policy — Employer contributions are actuarially determined on an annual basis and are recognized when due. Employee contributions to the Plan are recognized in the period in which the contributions are due. There are no contributions required for the MSBA Employees’ Pension Plan. The current funded ratio of actuarial accrued assets over actuarial accrued liability is 89.1% of annual covered payroll. The contribution requirements of the plan members and the MTA are established and may be amended by the MTA Board. The MTA’s contributions to the Plan for the years ending December 31, 2008, 2007 and 2006 were $107.8, $106.6 and $72.6, respectively, equal to the required contributions for each year.
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The following summarizes the types of employee contributions made to the Plan:
Effective January 1, 1995, covered MTA Metro-North Railroad and MTA Long Island Rail Road non- represented employees are required to contribute to the Plan to the extent that their Railroad Retirement Tier II employee contribution is less than the pre-tax cost of the 3% employee contributions. Effective October 1, 2000, employee contributions, if any, were eliminated after ten years of making contributions to the Plan. MTA Metro-North Railroad employees may purchase prior service from January 1, 1983 through December 31, 1995 and MTA Long Island Rail Road employees may purchase prior service from January 1, 1988 through December 31, 1995 by paying the contributions that would have been required of that employee for the years in question, calculated as described in the first sentence, had the Plan been in effect for those years. Participants of the MTA Police Program contribute to that program at various rates.
Covered MTA Metro-North Railroad represented employees and MTA Long Island Rail Road represented employees who first became eligible to be Plan participants prior to January 30, 2008 and MTA Staten Island Railway employees contribute 3% of salary. MTA Long Island Rail Road represented employees who became participants after January 30, 2008 contribute 4% of salary. For the MTA Staten Island Railway employees, contributions are not required after the completion of ten years of credited service. MTA Long Island Rail Road and Metro-North represented employees are required to make the employee contributions for ten years. Certain Metro-North represented employees are required to make the employee contributions until January 1, 2017 and others until June 30, 2017.
Covered MTA Bus employees contribute a fixed dollar amount which varies by depot. Currently, at Yonkers Depot, the employees contribute $21.50 per week; at College Point, Baisley Park and LaGuardia Depots, represented employees contribute $29.06 per week; at Eastchester, $25.00 per week; at Spring Creek, cleaners contribute $23.15 per week and bus drivers and other titles $32.00 per week. The programs covering only non-represented employees at Yonkers, Spring Creek, Baisley Park and LaGuardia and all employees at JFK and Far Rockaway are non-contributory. (Note: the dollar figures in this paragraph are in dollars, not millions of dollars).
New York City Employees’ Retirement System (“NYCERS”)
Plan Description — MTA New York City Transit and MTA Bridges and Tunnels contribute to NYCERS, a cost-sharing multiple-employer retirement system for employees of NYC and certain other governmental units. NYCERS combines features of a defined-benefit pension plan with those of a defined-contribution pension plan. NYCERS provides pension benefits to retired employees based on salary and length of service. In addition, NYCERS provides disability benefits, cost-of-living adjustments, and death benefits subject to satisfaction of certain service requirements and other provisions. The NYCERS plan functions in accordance with existing NYS statutes and NYC laws and may be amended by action of the State Legislature. NYCERS issues a publicly available comprehensive annual financial report that includes financial statements and required supplementary information. That report may be obtained by writing to the New York City Employees’ Retirement System, 340 Jay Street, Brooklyn, New York 11201.
Funding Policy — NYCERS is a contributory plan, except for certain employees who entered prior to July 27, 1976 who make no contribution. Most employees who entered qualifying service after July 1976, contribute 3% of their salary. Certain MTA New York City Transit employees contribute 2%. Also, certain post-July 27, 1976 employees contribute 1.85% in addition to their 3% contributions, if required, and a small group of such employees contribute 3.83% in addition to the 3% contributions, if required. The State Legislature passed legislation in 2000 that suspended the 3% contribution for most employees who have been members for 10 or more years. MTA New York City Transit and MTA Bridges and Tunnels are required to contribute at an actuarially determined rate. The rates are 18.0% and
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14.3%, respectively, of covered payroll. The contribution requirements of plan members and MTA New York City Transit and MTA Bridges and Tunnels are established and amended by law. MTA New York City Transit’s required contributions for NYCERS fiscal years ended December 31, 2008, 2007 and 2006 were $480.9, $443.3 and $333.2 respectively. MTA Bridges and Tunnels’ contributions to NYCERS for the years ended December 31, 2008, 2007 and 2006 were $20.4, $18.5. and $12.9 respectively. All contributions were equal to or in excess of the actuary’s recommendation, plus interest.
New York State and Local Employees’ Retirement System (“NYSLERS”)
Plan Description — MTAHQ and MTA Long Island Bus employees who were hired after January 23, 1983, are members of NYSLERS. In addition, employees of the Capital Company who are on its payroll are also members of NYSLERS. NYSLERS is a cost-sharing multiple-employer plan and offers a broad spectrum of benefits, including retirement, death and disability benefits, and cost of living adjustments. Further information about the plan is more fully described in the publicly available statement of NYSLERS and may be obtained by writing to New York State and Local Retirement System, Office of the State Comptroller, 110 State Street, Albany, New York, 12244-0001.
Funding Policy — Employees who became members prior to July 27, 1976 make no contributions. Employees who became members after that date contribute 3% of salary. In 2000, the State Legislature passed legislation that suspends the 3% contribution for employees who have 10 years or more of membership. MTAHQ, which included the Capital Company and MTA Long Island Bus are required to contribute at an actuarially determined rate. The current rate of annual covered payroll for MTAHQ and MTA Long Island Bus respectively is 8.3% and 8.0%. The MTAHQ NYSLERS contributions for the years ended December 31, 2008, 2007 and 2006 was approximately 5.7%, 5.5%, and 5.7%, respectively. The MTA Long Island Bus NYSLERS contributions for the years ended December 31, 2008, 2007 and 2006 were approximately $5.2, $5.1, and $5.4, respectively.
Defined Contribution Plans
Single-Employer — The Long Island Rail Road Company Money Purchase Plan (the “Money Purchase Plan”) is a defined contribution plan that covers certain represented employees who began service with MTA Long Island Rail Road after December 31, 1987. Beginning January 1, 2004, employees who were participants in the Money Purchase Plan have become participants in a New Program in the MTA Plan (the “New Program”) and have similar benefits as those applicable to non-represented employees of MTA Long Island Rail Road in the MTA Plan. The MTA Board has voted to terminate the Money Purchase Plan and the Money Purchase Plan was terminated effective March 31, 2008. The Money Purchase Plan is currently making distributions of all participant accounts.
The Metro-North Commuter Railroad Company Defined Contribution Pension Plan for Agreement Employees (the “Agreement Plan”), established January 1, 1988, covers represented employees in accordance with applicable collective bargaining agreements. Under this plan, MTA Metro-North Railroad contributed an amount equal to 4% of each eligible employee’s gross compensation to the Agreement Plan on that employee’s behalf. For employees who have 19 or more years of service, MTA Metro-North Railroad contributes 7%. In addition, employees may voluntarily contribute up to the amount of MTA Metro-North Railroad’s contribution to the Agreement Plan, on an after-tax basis. The Agreement Plan is administered by MTA Metro-North Railroad and the Agreement Plan’s Board of Managers of Pension. Effective January 1, 2004, certain employees who were participants of the Agreement Plan became participants in the New Program in the MTA Plan and have similar benefits as those applicable to non-represented employees of MTA Metro-North Railroad in the MTA Plan. In 2007, the remaining represented employees also became participants in the New Program, unless they opted-out of the New Program. The “opt-out” employees became participants of the MTA 401(k) plan with the same employer contributions as the Agreement Plan. The MTA Board has voted to terminate
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this Agreement Plan and the Agreement Plan was terminated effective December 16, 2008. The Agreement Plan is currently making distributions of all participant accounts.
Deferred Compensation Plans — As permitted by Internal Revenue Code Section 457, the MTA has established a trust or custodial account to hold plan assets for the exclusive use of the participants and their beneficiaries. Plan assets and liabilities are not reflected on the MTA’s combined balance sheets.
Certain MTA Group employees are also eligible to participate in a second deferred compensation plan established in accordance with Internal Revenue Code Section 401(k) (the “401(k) Plan”). Participation in the 401(k) Plan is available to most represented and non-represented employees. MTA Bus on behalf of certain MTA Bus employees and MTA Metro-North Railroad on behalf of those employees who opted-out of participation in the MTA Plan make contributions to the 401(k) Plan. The rate for the employer contribution varies. All amounts of compensation deferred under the 401(k) Plan, and all income attributable to such compensation, are in trust for the exclusive use of the participants and their beneficiaries. Accordingly, the 401(k) Plan is not reflected in the accompanying combined balance sheets.
5. OTHER POSTEMPLOYMENT BENEFITS
The MTA has implemented GASB Statement No. 45, “Accounting and Financial Reporting for Employers for Postemployment Benefits Other Than Pensions” (“GASB 45”). This Statement establishes the standards for the measurement, recognition, and display of Other Postemployment Benefits (“OPEB”) expense/expenditures and related liabilities (assets), note disclosures, and, if applicable, required supplementary information (“RSI”) in the financial reports of state and local governmental employers.
Postemployment benefits are part of an exchange of salaries and benefits for employee services rendered. Most OPEB have been funded on a pay-as-you-go basis and have been reported in financial statements when the promised benefits are paid. GASB 45 requires state and local government’s financial reports to reflect systematic, accrual-basis measurement and recognition of OPEB cost (expense) over a period that approximates employees’ years of service and provides information about actuarial accrued liabilities associated with the OPEB and whether and to what extent progress is being made in funding the plan.
The MTA elected not to record the entire amount of the Unfunded Accrued Liability (“UAAL”) in the year ended December 31, 2007, and record the net annual OPEB cost. The MTA also elected not to fund the UAAL more rapidly than on a pay-as-you-go basis. The UAAL relating to post-employment benefits decreased from $13.6 billion as of December 31, 2007 to $13.2 billion as of December 31, 2008. The end of the year liability equals the amount as of the beginning of the year plus interest at 4.2% less amortization amount included in the Annual Required Contribution for the prior year less or plus assumption changes and plan changes.
Plan Description — The benefits provided by the MTA Group include medical, pharmacy, dental, vision, and life insurance, plus monthly supplements for Medicare Part B or Medicare supplemental plan reimbursements and welfare fund contributions. The different types of benefits provided vary by agency and employee type (represented employees versus management). All benefits are provided upon retirement as stated in the applicable pension plan, although some agencies provide benefits to some members if terminated within 5 years of attaining retirement eligibility. Employees of the MTA Group are members of the following pension plans: the MTA Plan, the LIRR Plan, the MNR Plan, the MaBSTOA Plan, NYCERS and NYSLERS.
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The MTA Group participates in the New York State Health Insurance Program (“NYSHIP”) to provide medical and prescription drug benefits, including Medicare Part B reimbursements, to many of its members. NYSHIP provides a PPO plan and several HMO plans. Represented MTA New York City Transit, other MTA New York City Transit employees who retired prior to January 1, 1996 or January 1, 2001, and MTA Bus retirees do not participate in NYSHIP. These benefits are either provided through a self-insured health plan, a fully insured or an HMO.
GASB Statement No. 45 requires the valuation must be performed at least biennially. The most recent biennial valuation was performed for the year ended December 31, 2007 and was performed with a valuation date of January 1, 2006 (except MTABus that has an evaluation date of January 1, 2007). The total number of plan participants as of December 31, 2008 and December 31, 2007 receiving retirement benefits is 45 thousand and 38 thousand respectively.
Since the MTA is a participating employer in NYSHIP, it does not issue a stand-alone financial report regarding post-employment benefits. The NYSHIP financial report can be obtained by writing to NYS Department of Civil Service, Employee Benefits Division, Alfred E. Smith Office Building, 805 Swan Street, Albany, NY 12239.
Annual OPEB Cost and Net OPEB Obligation — The MTA’s annual OPEB cost (expense) represents the accrued cost for postemployment benefits under GASB 45. The cumulative difference between the annual OPEB cost and the benefits paid during a year will result in a net OPEB obligation (the “Net OPEB Obligation”), included on the balance sheet. The annual OPEB cost is equal to the annual required contribution (the “ARC”) less adjustments if a Net OPEB Obligation exists and plus the interest on Net OPEB Obligations. The ARC is equal to the normal cost plus an amortization of the unfunded frozen actuarial accrued liability.
For determining the ARC, the MTA has chosen to use Frozen Initial Liability (the “FIL Cost Method”) cost method, one of the cost methods in accordance with the parameters of GASB Statement No. 45. The initial liability is amortized over a 22 year period.
In order to recognize the liability over an employee’s career, an actuarial cost method divides the present value into three pieces: the part that is attributed to past years (the “Accrued Liability” or “Past Service Liability”), the part that is being earned this year (the “Normal Cost”), and the part that will be earned in future years (the “Future Service Liability”). Under the FIL Cost Method, an initial past service liability is determined based on the Entry Age Normal (“EAN”) Cost Method and is amortized separately. This method determines the past service liability for each individual based on a level percent of pay. The Future Service Liability is allocated based on the present value of future compensation for all members combined to determine the Normal Cost. In future years, actuarial gains/losses will be incorporated into the Future Service Liability and amortized through the Normal Cost.
Actuarial Methods and Assumptions — The FIL Cost Method was used for determining the Normal Cost. The Entry Age Normal (“EAN”) Cost Method was used to determine the Frozen Accrued Liability and will be used to determine the unfunded actuarial accrued liability in the GASB 45 supplementary schedules. This method determines the Frozen Accrued Liability for each individual based on a level percent of pay for service accrued through the initial valuation date. The difference between the Actuarial Present Value of Benefits and the Frozen Accrued Liability equals the Present Value of Future Normal Cost. The Normal Cost equals the Present Value of Future Normal Cost divided by the present value of future compensation and multiplied by the total of current compensation for members less than certain retirement age.
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The OPEB-specific actuarial assumptions used in the twelve months ended December 31, 2008, OPEB actuarial valuations are as follows:
Valuation date January 1, 2006 (January 1, 2007 for MTA Bus) Actuarial cost method Frozen Initial Liability Discount rate 4.2% Per-Capita retiree contributions *
* In general, all coverages are paid for by the MTA. The exceptions are for Bridges and Tunnels, where surviving spouses pay a portion of the premium (10% for single coverage, 25% for dependent coverage) and MTA Headquarters where members retired prior to 1997 pay a portion of the premium, depending on the year they retired. Actuarial valuation involve estimates of the value of reported amounts and assumptions about the probability of events far into the future, and that actuarially determined amounts are subject to continual revision as actual results are compared to past expectations and new estimates are made about the future.
Per Capita Claim Costs — For members of NYSHIP and certain MTA Staten Island Railway and MTA New York City Transit members who retired prior to NYSHIP availability, unadjusted premiums were used.
For (1) some of the self-insured benefits provided to pre-NYSHIP MTA New York City Transit members, (2) TWU Local 100, ATU 1056, and ATU 726 represented employees, and (3) MTA Bus employees, per capita claim costs adjusted by age were used. A sample of these claim costs are shown below:
TWU TWU Pre-NYSHIP Pre-NYSHIP Pre-NYSHIP Local 100 Local 100 Group 1 Retirees Group 2 Age GHI Medical Pharmacy Hospital Pharmacy Hospital
Male Employees
30–34 132.40 41.43 79.28 46.79 69.79 35–39 157.83 59.00 98.72 66.64 86.91 40–44 199.16 75.24 131.16 84.97 115.47 45–49 256.98 100.57 178.35 113.59 157.01 50–54 320.34 121.05 234.54 136.72 206.48 55–59 364.78 126.36 277.66 142.71 244.44 60–64 473.09 149.15 372.58 168.45 328.00
Female Employees
30–34 259.97 69.63 173.83 78.64 153.03 35–39 257.28 82.61 167.05 93.30 147.07 40–44 261.23 101.58 162.14 114.73 142.74 45–49 294.56 127.90 181.72 144.45 159.97 50–54 330.81 150.66 210.21 170.16 185.06 55–59 352.73 164.37 233.16 185.64 205.27 60–64 432.35 181.08 304.58 204.52 268.14
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Medicare Part B Premiums — The Medicare Part B premium reimbursement was included in the 2006 premium for those members covered by NYSHIP. Recently NYSHIP issued revised premiums for 2007 removing this reimbursement. Assuming the adjustment to the 2006 premium rate would be similar to that announced for 2007, the impact of using the revised premium rates (including the percentage increase in the premium rates from 2006 to 2007) on the ARC for the MTA was estimated. For other members, where applicable, the reimbursement was determined using the 2006 premium level and increasing this amount by the Health Care Cost Trend rates.
Health Care Cost Trend Rates
Fiscal Year Trend Fiscal Year Trend
2008 10.5 2015 7.0 2009 10.0 2016 6.5 2010 9.5 2017 6.0 2011 9.0 2018 5.5 2012 8.5 2019+ 5.0 2013 8.0 In addition, 2006 premiums and claim costs were trended 11% to 2007.
Participation — For members that participate in NYSHIP, 100% of eligible members, including current retirees and surviving spouses, are assumed to elect the Empire PPO Plan. For groups that do not participate in NYSHIP, various coverage election rates are used. The following table displays the election rates used for future union retirees in MTA New York City Transit:
TWU 100 ATU 1056 ATU 726
Future Retiree Plan Election Percentage
GHI 65 % 65 % 35 % HIP 35 35 49 Aetna 0 0 16
Medicare HIP/Aetna HMO Elections
VIP 1 80 % 100 % 75 % VIP 2 20 0 0 Aetna 0 0 25 Dependent Coverage — Current retirees are valued using coverage reported by the MTA. Based on an analysis of members who retired within the last 5 years, we have assumed that, for future retirees, 85% of male members and 55% of female members elect family coverage with a spouse.
Demographic Assumptions:
Mortality — Preretirement and postretirement healthy annuitant rates are projected on a generational basis using Scale AA, as recommended by the Society of Actuaries Retirement Plans Experience Committee.
Preretirement — RP-2000 Employee Mortality Table for Males and Females with blue collar adjustments. No blue collar adjustments were used for management members of MTAHQ.
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Postretirement Healthy Lives — RP-2000 Healthy Annuitant mortality table for males with Blue Collar adjustments and 133% of the rates from the RP-2000 Healthy Annuitant mortality table for females. No blue collar adjustments were used for management members of MTAHQ.
Postretirement Disabled Lives — 75% of the rates from the RP-2000 Disabled Annuitant mortality table for males and females. At age 85 and later for males and age 77 and later for females, the disability rates are set to the male and female healthy rates, respectively.
Turnover and retirement rates — All demographic assumptions were based on assumptions utilized in the 2006 actuarial valuations for the pension plans, with the exception of the mortality assumption. The following is a table displaying the various sources of the assumptions utilized by group.
Group Pension Plan
MaBSTOA MaBSTOA New York City Transit NYCERS — NYCT MTA Bridges and Tunnels NYCERS — MTA Bridges and Tunnels LIRR Pre-1988 LIRR Plan LIRR Post-1987 MTA DB Plan Metro-North Mgrs and ACRE MTA DB Plan Metro-North Other Unions DC Plan — used same as ACRE MTA Police MTA DB Plan Headquarters Mgrs and IBT NYSLERS Long Island Bus Pre-1983 MTA DB Plan Long Island Bus Post-1982 NYSLERS Staten Island Railway MTA DB Plan Yonkers, Eastchester, College Point MTA DB Plan Baisley Park, LaGuardia TWU — NYC Private Bus Lines Pension Plan JFK Green Bus Lines Pension Plan Spring Creek Command — Local 1181 Pension Plan Vestee Coverage — For members that participate in NYSHIP, certain vestees (members who have terminated employment with 10 or more years of retirement service credit, but not yet eligible to retire) are eligible for NYSHIP benefits provided by the applicable agency upon retirement, but must maintain NYSHIP coverage at their own expense from termination to retirement. Vestees are assumed to retire at first eligibility and would continue to maintain NYSHIP coverage based on the following percentages. This assumption is based on the Development of Recommended Actuarial Assumptions for New York State/SUNY GASB 45 Valuation report provided to Participating Employers of NYSHIP. These percentages were also applied to current vestees, which were only provided by Headquarters.
Percent Age at Termination Electing
<40 0 % 40–43 5 44 20 45–46 30 47–48 40 49 50 50–51 80 52+ 100
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The following table shows the elements of the MTA’s annual OPEB cost for the year, the amount actually paid, and changes in the MTA’s net OPEB obligation to the plan for the twelve month period ended December 31, 2008 and 2007 and for the three month period ended June 30, 2009. The portion of this actuarial present value allocated to a valuation year is called the Normal Cost. Calculations are based on the types of benefits provided under the terms of the substantive plan at the time of each valuation and on the pattern of sharing costs between the employer and plan members to that point. Calculations reflect a long-term perspective.
September 30, 2009 December 31, December 31, (In millions) (Unaudited) 2008 2007
Annual required contribution (“ARC”) $ 1,408.0 $ 1,727.6 $ 1,575.5 Interest on net OPEB obligation 83.1 54.1 - Adjustment to (“ARC”) (173.6) (113.0) -
Annual OPEB cost 1,317.5 1,668.7 1,575.5
Payments made (254.9) (320.5) (285.5)
Increase in net OPEB obligation 1,062.6 1,348.2 1,290.0
Net OPEB obligation — beginning of period 2,638.2 1,290.0 -
Net OPEB obligation — end of period $ 3,700.8 $ 2,638.2 $ 1,290.0
The MTA’s annual OPEB cost, the percentage of annual OPEB cost contributed to, and the net OPEB obligation for the year ended December 31, 2008 and 2007 is as follows (in millions):
Percentage of Annual Annual OPEB Net OPEB Year Ended OPEB Cost Cost Obligation (In millions)
December 31, 2008 $ 1,668.7 19.2 % $ 2,638.2 December 31, 2007 1,575.5 18.1 1,290.0 The Authorities funded status of the Plan is as follows (in millions):
Unfunded Actuarial Actuarial Actuarial Ratio of Value Accrued Accrued UAAL to of Liability Liability Funded Covered Covered Valuation Assets (AAL) (UAAL) Ratio Payroll Payroll Year Ended Date {a} {b} {c}={b}-{a} {a}/{c} {d} {c}/{d} (In millions)
December 31, 2008 January 1, 2006 - $ 13,241 $ 13,241 - $ 4,557.1 290.6 % December 31, 2007 January 1, 2006 13,623 13,623 4,381.9 310.9 % The required schedule of funding progress immediately following the notes to the financial statements presents multiyear trend information about whether the actuarial value of plan assets is increasing or decreasing over time relative to the actuarial accrued liability for benefits.
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6. CAPITAL ASSETS
Capital assets and improvements include all land, buildings, equipment, and infrastructure of the MTA having a minimum useful life of two years and having a cost of more than $25 thousand.
Capital assets are stated at historical cost, or at estimated historical cost based on appraisals, or on other acceptable methods when historical cost is not available. Capital leases are classified as capital assets in amounts equal to the lesser of the fair market value or the present value of net minimum lease payments at the inception of the lease.
Accumulated depreciation and amortization are reported as reductions of fixed assets. Depreciation is computed using the straight-line method based upon estimated useful lives of 25 to 50 years for buildings, 2 to 40 years for equipment, and 25 to 100 years for infrastructure. Capital lease assets and leasehold improvements are amortized over the term of the lease or the life of the asset whichever is less. Capital assets consist of the following at December 31, 2007, December 31, 2008 and September 30, 2009 (in millions):
Balance Balance Balance September 30, December 31, December 31, 2009 2007 Additions Deletions 2008 Additions Deletions (Unaudited)
Capital assets — not being depreciated: Land $ 146 $ 6 $ - $ 152 $ 3 $ - $ 155 Construction work-in-progress 5,955 1,521 1,486 5,990 2,034 205 7,819
Total capital assets — not being depreciated 6,101 1,527 1,486 6,142 2,037 205 7,974
Capital assets, being depreciated: Buildings and structures 13,229 502 26 13,705 215 10 13,910 Bridges and tunnels 1,814 83 - 1,897 - - 1,897 Equipment: Passenger cars and locomotives 10,292 1,191 6 11,477 995 - 12,472 Buses 2,453 67 - 2,520 217 - 2,737 Infrastructure 13,624 1,097 22 14,699 460 - 15,159 Other 9,876 1,565 5 11,436 284 3 11,717
Total capital assets — being depreciated 51,288 4,505 59 55,734 2,171 13 57,892
Less accumulated depreciation: Buildings and structures 3,889 374 - 4,263 283 - 4,546 Bridges and tunnels 384 17 - 401 13 - 414 Equipment: Passenger cars and locomotives 3,334 376 2 3,708 345 - 4,053 Buses 1,513 147 - 1,660 86 - 1,746 Infrastructure 4,029 459 11 4,477 362 - 4,839 Other 3,629 418 3 4,044 349 2 4,391
Total accumulated depreciation 16,778 1,791 16 18,553 1,438 2 19,989
Total capital assets — being depreciated — net 34,510 2,714 43 37,181 733 11 37,903
Capital assets — net $ 40,611 $ 4,241 $ 1,529 $ 43,323 $ 2,770 $ 216 $ 45,877 Interest capitalized in conjunction with the construction of capital assets at September 30, 2009 and December 31, 2008 was $40.2 and $79.3, respectively.
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Capital assets acquired prior to April 1982 for MTA New York City Transit were funded primarily by NYC with capital grants made available to MTA New York City Transit. NYC has title to a substantial portion of such assets and, accordingly, these assets are not recorded on the books of the MTA. Subsequent acquisitions, which are part of the MTA Capital Program, are recorded at cost by MTA New York City Transit. In certain instances, title to MTA Bridges and Tunnels’ real property may revert to NYC in the event the MTA determines such property is unnecessary for its corporate purpose.
For certain construction projects, the MTA holds in a trust account marketable securities pledged by third-party contractors in lieu of cash retainages. At September 30, 2009 and December 31, 2008 these securities totaled $129.8 and $112.3, respectively, and had a market value of $125.9 and $120.9, respectively, and are not included in these financial statements.
7. LONG-TERM DEBT
June 30, Original December 31, 2009 (In millions) Issuance 2008 Issued Retired Refunded (Unaudited)
MTA: Transportation Revenue Bonds 2.25%–5.752% due through 2036 $ 12,501 $ 11,112 $ - $ - $ - $ 11,112 Transportation Revenue Bond Anticipation Notes Commercial Paper 750 668 82 - - 750 State Service Contract Bonds 600 600 600 3.00%–5.50% due through 2031 2,395 2,194 - 51 - 2,143 Dedicated Tax Fund Bonds 3.00%–6.25% due through 2037 4,572 3,636 1,512 - - 5,148 Certificates of Participation 4.40%–5.625% due through 2030 807 411 - 10 - 401
$ 21,625 18,021 2,194 61 - 20,154
Less net unamortized bond discount and premium (347) 7 52 - (392)
17,674 2,201 113 - 19,762
TBTA: General Revenue Bonds 4.00%–5.77% due through 2033 $ 6,920 6,259 525 15 198 6,571 Subordinate Revenue Bonds 4.00%–5.77% due through 2032 2,858 2,048 150 27 50 2,121
$ 9,778 8,307 675 42 248 8,692
Less net unamortized bond discount and premium 146 (2) 8 - 136
8,453 673 50 248 8,828
Total $ 26,127 $ 2,874 $ 163 $ 248 28,590
Current portion (191) (970)
Long-term portion $ 25,936 $ 27,620 MTA Transportation Revenue Bonds — Prior to 2009, MTA issued twenty five Series of Transportation Revenue Bonds secured under its General Resolution Authorizing Transportation Revenue Obligations adopted on March 26, 2002 in the aggregate principal amount of $13,220.3. The Transportation Revenue Bonds are MTA’s special obligations payable solely from transit and commuter systems revenues and certain state and local operating subsidies.
On July 7th, 2009, the MTA issued Revenue Anticipation Notes, Series 2009 in the amount of $600 to
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finance, on a short-term basis, a portion of MTA operating and maintenance expenses addressing a timing mismatch between revenues and operating expenses due to the anticipated delays in receipt of Regional Mobility Tax and MMTOA subsidy transfers from New York State.
MTA Bond Anticipation Notes (commercial paper program) — From time to time, MTA issues Transportation Revenue Bond Anticipation Notes in accordance with the terms and provisions of the General Resolution described in the preceding paragraph in the form of commercial paper to fund its transit and commuter capital needs. The interest rate payable on the notes depends on the maturity and market conditions at the time of issuance. Payment of principal and interest on the notes are additionally secured by a letter of credit issued by ABN AMRO Bank N.V. The MTA Act requires MTAHQ to periodically (at least each five years) refund its commercial paper notes with bonds.
MTA State Service Contract Bonds — Prior to 2009, MTA issued two Series of State Service Contract Bonds secured under its State Service Contract Obligation Resolution adopted on March 26, 2002, in the aggregate principal amount of $2,395. The State Service Contract Bonds are MTA’s special obligations payable solely from certain payments from the State of New York under a service contract. MTA Dedicated Tax Fund Bonds — Prior to 2009, MTA issued thirteen Series of Dedicated Tax Fund Bonds secured under its Dedicated Tax Fund Obligation Resolution adopted on March 26, 2002, in the aggregate principal amount of $5,632.1. The Dedicated Tax Fund Bonds are MTA’s special obligations payable solely from monies held in the Pledged Amounts Account of the MTA Dedicated Tax Fund. State law requires that the MTTF revenues and MMTOA revenues (described above in footnote 2 under “Nonoperating Revenues”) be deposited, subject to appropriation by the State Legislature, into the MTA Dedicated Tax Fund. In March 2009, MTA issued the Dedicated Tax Fund Bonds, Series 2009A in the amount of $261.7 to finance capital projects of the subway, bus and commuter rail systems of the MTA and its affiliates and subsidiaries. In April 2009, MTA issued $500 of tax-exempt Dedicated Tax Fund Bonds, Series 2009B. Simultaneously with the issuance of the 2009B Bonds, MTA issued $750 Dedicated Tax Fund Bonds, Series 2009C as taxable Build America Bonds. The Build America Bonds program was authorized in the American Recovery and Reinvestment Act of 2009 and includes an interest subsidy of 35% to be paid to MTA by the U.S. Treasury for the life of the bonds. Proceeds of the combined issues will be used for existing approved transit and commuter capital projects. A portion of the 2009B Bonds may also be used to refund existing Transportation Revenue or Dedicated Tax Fund indebtedness. MTA Certificates of Participation — Prior to 2009, MTA (solely on behalf of MTA Long Island Rail Road and MTA Metro-North Railroad), MTA New York City Transit and MTA Bridges and Tunnels executed and delivered three Series of Certificates of Participation in the aggregate principal amount of $807.3 to finance certain building and leasehold improvements to an office building at Two Broadway in Manhattan occupied principally by MTA New York City Transit, MTA Bridges and Tunnels, MTA Capital Construction, and MTAHQ. The aggregate principal amount of $807.3 includes approximately $357.9 of refunding bonds. The Certificates of Participation represent proportionate interests in the principal and interest components of Base Rent paid severally, but not jointly, in their respective proportionate shares by MTA New York City Transit, MTA, and MTA Bridges and Tunnels, pursuant to a Leasehold Improvement Sublease Agreement. MTA Bridges and Tunnels General Revenue Bonds — Prior to 2009, MTA Bridges and Tunnels issued fifteen Series of General Revenue Bonds secured under its General Resolution Authorizing General Revenue Obligations adopted on March 26, 2002, in the aggregate principal amount of $7,525.3. The General Revenue Bonds are MTA Bridges and Tunnels’ general obligations payable generally from the net revenues collected on the bridges and tunnels operated by MTA Bridges and Tunnels.
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On February 11, 2009, MTA Bridges and Tunnels issued $150 Triborough Bridge and Tunnel Authority General Revenue Mandatory Tender Bonds, Series 2009A-1 and $325 General Revenue Bonds, Series 2009A-2 Series 2009A-2, proceeds were used for new money purposes as well as to refund $197.9 of Triborough Bridge and Tunnel General Revenue Variable Rate Refunding Bonds, Series 2005B-1. On April 9, 2009, a portion of Series 2009A-1 proceeds were used to refinance $50 of Triborough Bridge and Tunnel Authority Subordinate Revenue Variable Rate Refunding Bonds, Series 2000C and D with the remainder of the proceeds used to finance capital projects of MTA Bridges and Tunnels. On September 10, 2009, MTA Bridges and Tunnels issued $200 Triborough Bridge and Tunnel Authority General Revenue Bonds, Series 2009B as taxable Build America Bonds. The Series 2009B proceeds were used to finance capital projects of MTA Bridges and Tunnels. MTA Bridges and Tunnels Subordinate Revenue Bonds — Prior to 2009, MTA Bridges and Tunnels issued ten Series of Subordinate Revenue Bonds secured under its 2001 Subordinate Revenue Resolution Authorizing Subordinate Revenue Obligations adopted on March 26, 2002, in the aggregate principal amount of $2,903. The Subordinate Revenue Bonds are MTA Bridges and Tunnels’ special obligations payable generally from the net revenues collected on the bridges and tunnels operated by MTA Bridges and Tunnels after the payment of debt service on the MTA Bridges and Tunnels General Revenue Bonds described in the preceding paragraph.
Debt Limitation — The New York State Legislature has imposed limitations on the aggregate amount of debt that the MTA and MTA Bridges and Tunnels can issue to fund the approved transit and commuter capital programs. The current aggregate ceiling, subject to certain exclusions, is $28,877 compared with issuances totaling approximately $20,957 as of September 30, 2009. The MTA expects that the current statutory ceiling will allow it to fulfill the bonding requirements of the 2000-2004 MTA Capital Program and the 2005-2009 MTA Capital program.
Bond Refundings — From time to time, the MTA and MTA Bridges and Tunnels issue refunding bonds to achieve debt service savings or other benefits. The proceeds of refunding bonds are generally used to purchase U.S. Treasury obligations that are placed in irrevocable trusts. The principal and interest within the trusts will be used to repay the refunded debt. The trust account assets and the refunded debt are excluded from the consolidated balance sheets.
During 2009, MTA Bridges and Tunnels refunded $197.9 of Triborough Bridge and Tunnel Authority General Revenue Variable Rate Refunding Bonds, Series 2005B-1. The Series 2005B-1 Bonds were refunded due to the deteriorated credit quality of the liquidity provider on these bonds, Depfa Bank, and thus economic gain or loss resulting from the refunding was not MTA’s primary consideration.
On April 9, 2009, $50 of MTA Bridges and Tunnels Subordinate Revenue Bonds, Series 2000C and D were refunded from the proceeds of MTA Bridges and Tunnels General Revenue Mandatory Tender Bonds, Series 2009A-1.
In accordance with GASB Statement No. 23, Accounting and Financial Reporting for Refundings of Debt Reported by Proprietary Activities, gains or losses resulting from debt refundings have been deferred and will be amortized over the lesser of the remaining life of the old debt or the life of the new debt.
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At September 30, 2009 and December 31, 2008, the following amounts of MTA bonds, which have been refunded, remain valid debt instruments and are secured solely by and payable solely from their respective irrevocable trusts.
September 30, December 31, 2009 2008 (In Millions) (Unaudited)
MTA Transit and Commuter Facilities: Transit Facilities Revenue Bonds $ 761 $ 1,004 Commuter Facilities Revenue Bonds 718 1,145 Commuter Facilities Subordinate Revenue Bonds 10 13 Transit and Commuter Facilities Service Contract Bonds 713 772 Dedicated Tax Fund Bonds 1,309 1,346 Excess Loss Trust Fund - 7
MTA Transportation Revenue Bonds 156 156
MTA New York City Transit — Transit Facilities Revenue Bonds (Livingston Plaza Project) 91 102
MTA Bridges and Tunnels: General Purpose Revenue Bonds 1,856 2,079 Special Obligation Subordinate Bonds 199 208 Mortgage Recording Tax Bonds 182 201
Total $ 5,995 $ 7,033
Debt Service Payments — Principal and interest debt service payments at September 30, 2009 are as follows (in millions):
MTA BRIDGES AND TUNNELS MTA Senior Revenue Subordinate Revenue Debt Service Principal Interest Principal Interest Principal Interest Principal Interest (Unaudited)
2009 $ 755 $ 689 $ 32 $ 126 $ 11 $ 40 $ 798 $ 855 2010 390 857 136 313 199 99 725 1,269 2011 408 880 144 304 47 97 599 1,281 2012 444 862 141 307 50 95 635 1,264 2013 458 840 147 300 51 92 656 1,232 2014–2018 2,702 3,840 908 1,317 325 413 3,935 5,570 2019–2023 3,392 3,127 1,155 1,078 429 318 4,976 4,523 2024–2028 4,453 2,240 1,391 811 435 202 6,279 3,253 2029–2033 4,288 1,125 1,654 91 574 58 6,516 1,274 2034–2038 1,581 409 818 142 - - 2,399 551 Thereafter 533 58 45 2 - - 578 60
$ 19,404 $ 14,927 $ 6,571 $ 4,791 $ 2,121 $ 1,414 $ 28,096 $ 21,132
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The above interest amounts include both fixed- and variable-rate calculations. The interest rate assumptions for variable rate bonds are as follows:
· Transportation Revenue Refunding Bonds, Series 2002B — 4.00% per annum
· Transportation Revenue Refunding Bonds, Series 2002D — 4.00% per annum on SubSeries 2002D-1 and 4.45% per annum on subSeries 2002D-2 taking into account the interest rate swap
· Transportation Revenue Refunding Bonds, Series 2002G — 4.00% per annum
· Transportation Revenue Bonds, Series 2005D — 3.561% per annum taking into account the interest rate swaps
· Transportation Revenue Bonds, Series 2005E — 3.561% per annum taking into account the interest rate swaps
· Transportation Revenue Bonds, Series 2005G — 4.00% per annum
· Transportation Revenue Bonds, Series 2008B — 4.00% per annum, after the mandatory tender date
· Dedicated Tax Fund Bonds, Series 2002B — 4.06% per annum until September 1, 2013 based on the interest rate swap and 4.00% per annum thereafter
· Dedicated Tax Fund Variable Rate Refunding Bonds, Series 2008A — 3.3156% per annum on the hedged portion related to the interest rate swaps, and 4.00% per annum on the unhedged portion
· Dedicated Tax Fund Variable Rate Refunding Bonds, Series 2008B — 4.00% per annum
· MTA Bridges and Tunnels Subordinate Refunding Bonds, Series 2000AB — 6.08% per annum taking into account the interest rate swap
· MTA Bridges and Tunnels Subordinate Refunding Bonds, Series 2000CD — 6.07% per annum taking into account the interest rate swap
· MTA Bridges and Tunnels General Revenue Refunding Bonds, Series 2001B and Series 2001C — 5.777% per annum taking into account the interest rate swap and 4.00% per annum on portions not covered by the interest rate swap
· MTA Bridges and Tunnels General Revenue Refunding Bonds, Series 2002F — 5.634% and 3.076% per annum taking into account the interest rate swaps and 4% per annum on portions not covered by the interest rate swaps
· MTA Bridges and Tunnels General Revenue Bonds, Series 2003B — 3.076% and 6.07% per annum taking into account the interest rate swaps and 4.00% per annum on portions not covered by the interest rate swaps
· MTA Bridges and Tunnels General Revenue Bonds, Series 2005A — 4.00% per annum except from November 1, 2027 through November 1, 2030, 3.076% per annum taking into account the interest rate swap
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· MTA Bridges and Tunnels General Revenue Refunding Bonds, Series 2005B — 3.513% per annum based on the Basis Risk Interest Rate Swap through January 1, 2012 and 3.076% per annum based on the Initial Interest Rate Swaps thereafter.
· MTA Bridges and Tunnels General Revenue Bonds, Series 2008B — 4.00% per annum, after the mandatory tender date
· Certificates of Participation, Series 2004A — 3.542% per annum taking into account the interest rate swaps
Tax Rebate Liability — Under the Internal Revenue Code of 1986, the MTA accrues a liability for an amount of rebateable arbitrage resulting from investing low-yielding, tax-exempt bond proceeds in higher-yielding, taxable securities. The arbitrage liability is payable to the federal government every five years and is reported as part of other long-term liabilities. To date, no payment was made in 2009.
MTA and MTA Bridges and Tunnels have entered into several Standby Bond Purchase Agreements (“SBPA”) and Letter of Credit Agreements (“LOC”) as listed on the table below:
Type of Resolution Series Swap Provider (Insurer) Facility Exp. Date
Transportation Revenue 2002D-1 N West LB (FSA) SBPA 5/9/2012 Transportation Revenue 2002D-2 Y Dexia (FSA) SBPA 5/27/2011 Transportation Revenue 2002G-1 N Bank of Nova Scotia LOC 10/7/2011 Transportation Revenue 2005D-1 Y Helaba LOC 11/7/2011 Transportation Revenue 2005D-2 Y Helaba LOC 11/10/2010 Transportation Revenue 2005E Y Fortis LOC 10/9/2012 Transportation Revenue 2005G N BNP Paribas LOC 12/8/2010 Transportation Revenue Commercial Paper N ABN AMRO LOC 12/8/2010 Dedicated Tax Fund 2002B Y Dexia (FSA) SBPA 5/7/2014 Dedicated Tax Fund 2008A Y Dexia (FSA) SBPA 6/25/2011 Dedicated Tax Fund 2008B-1 N Bank of Nova Scotia LOC 8/5/2011 Dedicated Tax Fund 2008B-2 N BNP Paribas (NY Branch) LOC 8/5/2011 Dedicated Tax Fund 2008B-3 N Lloyds TSB Bank plc (NY Branch) LOC 8/5/2011 Dedicated Tax Fund 2008B-4 N KBC Bank N.V. LOC 8/5/2011 MTA Bridges and Tunnels Subordinate 2000AB Y JPMorgan (FSA) SBPA 10/7/2014 MTA Bridges and Tunnels Subordinate 2000CD Y Lloyds TSB Bank (NY) (FSA) SBPA 10/7/2014 MTA Bridges and Tunnels General Revenue 2001B Y State Street LOC 9/30/2011 MTA Bridges and Tunnels General Revenue 2001C Y Bayerische LB LOC 9/30/2010 MTA Bridges and Tunnels General Revenue 2002F Y ABN AMRO SBPA 11/8/2012 MTA Bridges and Tunnels General Revenue 2003B Y Dexia SBPA 7/7/2012 MTA Bridges and Tunnels General Revenue 2005A N Dexia SBPA 5/9/2012 MTA Bridges and Tunnels General Revenue 2005B-2 Y Dexia SBPA 7/6/2012 MTA Bridges and Tunnels General Revenue 2005B-3 Y Bank of America SBPA 7/6/2012 MTA Bridges and Tunnels General Revenue 2005B-4 Y Landesbank Baden-Wurttemberg (NY) SBPA 12/29/2015
Swap Agreements Relating to Synthetic Fixed Rate Debt
Board-adopted Guidelines — The Related Entities adopted guidelines governing the use of swap contracts to manage the interest rate exposure of their debt. The Guidelines establish specific requirements that must be satisfied for a Related Entity to enter into a swap contract, such as suggested swap terms and objectives, credit ratings of the counterparties, collateralization requirements and reporting requirements.
Objectives of the Swaps — In order to protect against the potential of rising interest rates, to achieve a lower net cost of borrowing, to reduce exposure to changing interest rates on a related bond issue, or, in some cases where Federal tax law prohibits an advance refunding, to achieve debt service savings through a synthetic fixed rate, MTA, MTA Bridges and Tunnels and MTA New York City Transit have entered into separate pay-fixed, receive-variable interest rate swaps at a cost anticipated to be less than
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what MTA, MTA Bridges and Tunnels and MTA New York City Transit would have paid to issue fixed-rate debt.
Fair Value — Relevant market interest rates on the valuation date (September 30, 2009) of the swaps reflected in the following charts in all cases were higher than market interest rates on the effective date of the swaps. Consequently, as of the valuation date, all of the swaps had negative fair values. A negative fair value means that MTA, MTA Bridges and Tunnels and/or MTA New York City Transit would have to pay the counterparty that approximate amount to terminate the swap. In the event there is a positive fair value, MTA, MTA Bridges and Tunnels and/or MTA New York City Transit would be entitled to receive a payment from the counterparty to terminate the swap; consequently, MTA, MTA Bridges and Tunnels and/or MTA New York City Transit would be exposed to the credit risk of the counterparties in the amount of the swaps’ fair value should the swap be positive.
The fair values listed in the following tables represent the theoretical cost to terminate the swap as of the date indicated, assuming that a termination event occurred on that date. The fair values were estimated using the zero-coupon method. This method calculates the future net settlement payments required by the swap, assuming that the current forward rates implied by the yield curve correctly anticipate future spot interest rates. These payments are then discounted using the spot rates implied by the current yield curve for hypothetical zero-coupon bond due on the date of each future net settlement on the swap. See “Termination Risk” below.
Terms and Fair Values — The terms, fair values and counterparties of the outstanding swaps of MTA and MTA Bridges and Tunnels, as well as the swaps entered into in connection with the 2 Broadway Certificates of Participation refunding, are reflected in the following tables. The MTA swaps are reflected in separate tables for the Transportation Revenue Bonds and Dedicated Tax Fund Bonds. The MTA Bridges and Tunnels swaps are reflected in separate tables for the senior lien and subordinate revenue bonds.
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MTA TRANSPORTATION REVENUE BONDS
Notional Amounts Fair Values as of as of Swap 09/30/09 Effective Fixed Rate Variable 09/30/09 Termination Associated Bond Issue (Unaudited) Date Paid Rate Received (Unaudited) Date Counterparty (in millions) (in millions)
Series 2002D-2 200.000 01/01/07 4.450 % 69% of one-month $ (55.344) 11/01/32 JPMorgan Chase, NA LIBOR(1) Series 2005D and Series 400.000 11/02/05 3.561 67% of one-month (57.027) 11/01/35 75% – UBS AG 2005E LIBOR(1) 25% – AIG Financial Products Corp. Series 2012(2) 359.450 11/15/12 3.563 67% of one-month (32.185) 11/01/32 JPMorgan Chase Bank, NA LIBOR(1)
Total $959.450 $ (144.556)
(1) London Interbank Offered Rate.
(2) Under the Series 2012 swaps, JPMorgan Chase Bank, NA has an option to cancel the swaps on June 15, 2012 prior to the effective date listed above. In the event the swap is canceled, JPMorgan Chase Bank, NA is required to make monthly cancellation payments to the MTA commencing on December 1, 2012 and ending on November 1, 2032.
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MTA DEDICATED TAX FUND BONDS Notional Amounts Fair Values as of as of 09/30/09 09/30/09 Swap (Unaudited) Effective Fixed Rate Variable (Unaudited) Termination Associated Bond Issue (in millions) Date Paid Rate Received (in millions) Date Counterparty
Series 2002B $440.000 09/05/02 4.060 % Actual bond rate until $ (38.224) 09/01/13 Morgan Stanley Capital 04/30/10, and Services Inc. thereafter, SIFMA(3) Series 2008A(4) 343.520 03/24/05 3.316 67% of one-month (36.200) 11/01/31 Citigroup Financial LIBOR(1) Products Inc. Total $783.520 $ (74.424)
(3) Securities Industry and Financial Markets Association Municipal Swap Index
(4) On June 25, 2008, the Confirmation dated as of March 8, 2005 between the Counterparty and MTA was amended to define Related Bonds as MTA Dedicated Tax Fund Variable Rate Refunding Bonds, Series 2008A. On June 26, 2008, MTA Dedicated Tax Fund Variable Rate Refunding Bonds, Series 2005A associated with the swap prior to the amendment described above, were refunded.
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MTA BRIDGES AND TUNNELS SENIOR LIEN REVENUE BONDS Notional Amounts Fair Values as of 09/30/09 as of 09/30/09 Swap Associated Bond Issue (Unaudited) Effective Fixed Variable (Unaudited) Termination (in millions) Date Rate Paid Rate Received (in millions) Date Counterparty
Series 2001B and 2001C (5) $177.700 01/01/02 5.777% Actual bond rate $ (32.531) 01/01/19 Citigroup Financial Products Inc. Series 2002F (6) 77.000 01/01/00 5.404 Actual bond rate (6.617) 01/01/13 Ambac Financial Services, L.P. Series 2002F(7) 158.155 07/07/05 3.076 67% of one-month (12.479) 01/01/32 Citibank, N.A. LIBOR(1) Series 2003B(7) 39.745 07/07/05 3.076 67% of one-month (3.136) 01/01/32 Citibank, N.A. LIBOR(1) Series 2003B(8) 50.000 01/01/01 6.070 SIFMA(3) minus (9.671) 01/01/19 Citigroup Financial 15 basis points (12) Products Inc. Series 2005B(7) 593.700 07/07/05 3.076 67% of one-month (46.845) 01/01/32 33% each –, JPMorgan LIBOR(1) Chase Bank, NA, BNP Paribas North America, Inc. and UBS AG Series 2005B 791.600 07/07/05 67% of SIFMA(3) minus (4.869) 01/01/12 UBS AG one-month 10 basis points LIBOR plus 43.7 basis points(9) Total $1,887.900 $ (116.148)
(5) In accordance with a swaption entered into on February 24, 1999 with the Counterparty paying to MTA Bridges and Tunnels a premium of $19,204,000. (6) In accordance with a swaption entered into on February 24, 1999 with the Counterparty paying to MTA Bridges and Tunnels a premium of $8,400,000. (7) On February 19, 2009, MTA Bridges and Tunnels General Revenue Variable Rate Refunding Bonds, Series 2005B-1 associated with the swap in connection with Series 2005B Bonds, were refunded. Notional amounts from the Series 2005B-1 swap were reassigned to MTA Bridges and Tunnels General Revenue Variable Rate Refunding Bonds, Series 2002F, MTA Bridges and Tunnels General Revenue Variable Rate Bonds, Series 2003B and from November 1, 2027 through November 1, 2030, to MTA Bridges and Tunnels General Revenue Variable Rate Bonds, Series 2005A. (8) On April 9, 2009, $50 million of MTA Bridges and Tunnels Subordinate Revenue Bonds, Series 2000CD has been refunded. A portion of the swap associated with the aforementioned bonds has been reassigned to MTA Bridges and Tunnels General Revenue Variable Rate Bonds, Series 2003B. (9) For the purpose of mitigating the basis risk during the escrow period with respect to the $797.2 million notional amount swaps entered into in connection with the Series 2005B Bonds, MTA Bridges and Tunnels will pay 67% of one-month LIBOR plus 43.7 basis points to the UBS AG and receive a variable rate equal to the SIFMA Index minus 10 basis points.
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MTA BRIDGES AND TUNNELS SUBORDINATE REVENUE BONDS Notional Amounts Fair Values as of as of 09/30/2009 09/30/2009 Swap (Unaudited) Effective Fixed Rate Variable (Unaudited) Termination Associated Bond Issue (in millions) Date Paid Rate Received (in millions) Date Counterparty
Series 2000AB(10) $175.300 01/01/01 6.080 % Actual bond rate $ (32.725) 01/01/19 JPMorgan Chase Bank, NA Series 2000CD(11) 125.300 01/01/01 6.070 SIFMA(3) minus 15 (24.235) 01/01/19 Citigroup Financial basis points (12) Products Inc. Total $300.600 $ (56.960)
(10) In accordance with a swaption entered into on August 12, 1998 with each Counterparty paying to MTA Bridges and Tunnels a premium of $22,740,000.
(11) On April 9, 2009, $50 of MTA Bridges and Tunnels Subordinate Revenue Bonds, Series 2000CD has been refunded. A portion of the swap associated with the aforementioned bonds has been reassigned to MTA Bridges and Tunnels General Revenue Variable Rate Bonds, Series 2003B.
(12) In accordance with the swaption entered into on August 12, 1998, Citigroup Financial declared that an Alternative Floating Rate Event occurred on November 5, 2008 and as a result, the calculation for the Variable Rate MTA Bridges and Tunnels is to receive was changed from the Actual Bond Rate to SIFMA Municipal Swap Index minus 15 basis points. The Alternate Floating Rate Event was triggered due to the purchase without resale of Series 2000CD bonds by the liquidity provider, Lloyds TSB.
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2 Broadway Certificates of Participation Swaps
In addition to the foregoing, MTA, MTA New York City Transit and MTA Bridges and Tunnels entered into separate ISDA Master Agreements with UBS AG relating to the $357.925 Variable Rate Certificates of Participation, Series 2004A (Auction Rate Securities) in connection with the refunding of certain certificates of participation originally executed to fund certain improvements to the office building located at 2 Broadway in Manhattan. The 2 Broadway swaps have (1) an effective date of September 22, 2004, (2) a fixed rate paid of 3.092%, (3) a variable rate received of the lesser of (a) the actual bond rate, or (b) 67% of one-month LIBOR minus 45 basis points, and (4) a termination date of January 1, 2030. Based on the aggregate notional amount of $353.050 outstanding as of September 30, 2009, MTA New York City Transit is responsible for $242.550 aggregate notional amount of the swaps, MTA for $74.125 aggregate notional amount, and MTA Bridges and Tunnels for $36.375 aggregate notional amount. As of September 30, 2009, the aggregate unaudited fair value of the swaps was ($41.047).
Counterparty Ratings
The current ratings of the counterparties are as follows as of September 30, 2009:
Ratings of the Counterparty Counterparty or its Credit Support Provider S&P Moody’s Fitch AIG Financial Products Corp. A- A3 BBB Ambac Financial Services, L.P. CC Caa2 NR BNP Paribas North America, Inc. AA Aa1 AA Citibank, N.A. A+ A1 A+ Citigroup Financial Products Inc. A A3 A+ JPMorgan Chase Bank, NA A+ Aa3 AA- Morgan Stanley Capital Services Inc. A A2 A UBS AG A+ Aa2 A+
Except as set forth below, the notional amounts of the swaps match the principal amounts of the associated bonds. The following table sets forth the notional amount and the outstanding principal amount as of September 30, 2009 for the swap where the notional amount does not match the outstanding principal amount of the associated bonds.
Principal Amount of Notional Bonds Amount Associated Bond Issue (in millions) (in millions) (Unaudited) (Unaudited) MTA Bridges and Tunnels General Revenue Variable $286.020 $177.700 Rate Refunding Bonds, Series 2001B and 2001C MTA Bridges and Tunnels General Revenue Variable $224.245 $89.745 Rate Bonds, Series 2003B MTA Dedicated Tax Fund Variable Rate Refunding $351.375 $343.520 Bonds, Series 2008A
Except as discussed below under the heading “Rollover Risk,” the swap agreements contain scheduled reductions to outstanding notional amounts that are expected to approximately follow scheduled or anticipated reductions in the principal amount of the associated bonds.
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Risks Associated with the Swap Agreements
From MTA’s, MTA Bridges and Tunnels’ and MTA New York City Transit’s perspective, the following risks are generally associated with swap agreements:
· Credit Risk – The counterparty becomes insolvent or is otherwise not be able to perform its financial obligations. In the event of deterioration in the credit ratings of the counterparty or MTA/MTA Bridges and Tunnels/MTA New York City Transit, the swap agreement may require that collateral be posted to secure the party’s obligations under the swap agreement. See “Collateralization” below. Further, ratings deterioration by either party below levels agreed to in each transaction could result in a termination event requiring a cash settlement of the future value of the transaction. See “Termination Risk” below.
· Basis Risk – The variable interest rate paid by the counterparty under the swap and the variable interest rate paid by MTA, MTA Bridges and Tunnels or MTA New York City Transit on the associated bonds may not be the same. If the counterparty’s rate under the swap is lower than the bond interest rate, then the counterparty’s payment under the swap agreement does not fully reimburse MTA, MTA Bridges and Tunnels or MTA New York City Transit for its interest payment on the associated bonds. Conversely, if the bond interest rate is lower than the counterparty’s rate on the swap, there is a net benefit to MTA, MTA Bridges and Tunnels or MTA New York City Transit.
· Termination Risk – The swap agreement will be terminated and MTA, MTA Bridges and Tunnels or MTA New York City Transit will be required to make a termination payment to the counterparty and, in the case of a swap agreement which was entered into for the purpose of creating a synthetic fixed rate for an advance refunding transaction may also be required to take action to protect the tax exempt status of the related refunding bonds.
· Rollover Risk – The notional amount under the swap agreement terminates prior to the final maturity of the associated bonds on a variable rate bond issuance, and MTA, MTA Bridges and Tunnels or MTA New York City Transit may be exposed to then market rates and cease to receive the benefit of the synthetic fixed rate for the duration of the bond issue.
Credit Risk. The following table shows, as of September 30, 2009, the diversification, by percentage of notional amount, among the various counterparties that have entered into ISDA Master Agreements with MTA and/or MTA Bridges and Tunnels, or in connection with the 2 Broadway Certificates of Participation refunding. The notional amount totals below include all five swaps (including the UBS basis risk swap) in connection with the MTA Bridges and Tunnels General Revenue Variable Rate Refunding Bonds, Series 2005B. The counterparties have the ratings set forth above.
Notional % of Total Counterparty Amount Notional Amount (in thousands) (Unaudited) UBS AG $1,642,550 38.34% JPMorgan Chase Bank, NA 932,650 21.77 Citigroup Financial Products Inc. 696,520 16.25 Morgan Stanley Capital Services Inc. 440,000 10.27 Citibank, N.A. 197,900 4.62 BNP Paribas North America, Inc. 197,900 4.62 AIG Financial Products Corp. 100,000 2.33 Ambac Financial Services, L.P. 77,000 1.80 Total $4,284,520 100.00%
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The ISDA Master Agreements entered into with the following counterparties provide that the payments under one transaction will be netted against other transactions entered into under the same ISDA Master Agreement:
· JPMorgan Chase Bank, NA with respect to the MTA Bridges and Tunnels Subordinate Revenue Variable Rate Refunding Bonds, Series 2000AB, · Citigroup Financial Products Inc. with respect to the MTA Bridges and Tunnels Subordinate Revenue Variable Rate Refunding Bonds, Series 2000CD, · Citigroup Financial Products Inc. with respect to the MTA Bridges and Tunnels General Revenue Variable Rate Refunding Bonds, Series 2001B and 2001C, and · Ambac Financial Services, L.P. with respect to the MTA Bridges and Tunnels General Revenue Variable Rate Refunding Bonds, Series 2002F (currently only one transaction outstanding under that Master Agreement), · JPMorgan Chase Bank, NA with respect to the MTA Transportation Revenue Variable Rate Refunding Bonds, Series 2002D-2 and Series 2012,
Under the terms of these agreements, should one party become insolvent or otherwise default on its obligations, close- out netting provisions permit the nondefaulting party to accelerate and terminate all outstanding transactions and net the transactions’ fair values so that a single sum will be owed by, or owed to, the nondefaulting party.
The fair market value of MTA's interest rate swaps changes daily primarily as a result of capital markets changes. Factors that influence LIBOR are local interest rates, banks expectations of future rate movements, liquidity in the capital markets or changes in the value of the dollar. The relative financial health of MTA's counterparties, but do not directly impact the fair market value of the transaction.
Collateralization. Generally, the Credit Support Annex attached to the ISDA Master Agreement requires that if the outstanding ratings of MTA, MTA Bridges and Tunnels or MTA New York City Transit, as the case may be, or the counterparty falls to a certain level, the party whose rating falls is required to post collateral with a third-party custodian to secure its termination payments above certain threshold amounts. Collateral must be cash or U.S. government or certain Federal agency securities.
The following tables set forth the ratings criteria and threshold amounts relating to the posting of collateral set forth for MTA, MTA Bridges and Tunnels or MTA New York City Transit, as the case may be, and the counterparty for each swap agreement. In most cases, the Counterparty does not have a Fitch rating on its long-term unsecured debt, so that criteria would not be applicable in determining if the Counterparty is required to post collateral.
MTA Transportation Revenue Bonds Then the downgraded party must post If the highest rating of the related MTA collateral if its estimated Associated bonds or the counterparty’s long-term termination payments Bond Issue unsecured debt falls to are in excess of Series 2002D-2 Fitch – BBB+, $10,000,000 Moody’s – Baa1, or S&P – BBB+ Fitch – BBB and below or unrated, Moody’s – Baa2 and below or unrated by S&P & Moody’s, or S&P – BBB and below or unrated Series 2005D and Series 2005E Fitch – BBB+, $10,000,000 Moody’s – Baa1, or S&P – BBB+ Fitch – below BBB+, Moody’s – below Baa1, or S&P – below BBB+
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MTA Transportation Revenue Bonds Then the downgraded party must post If the highest rating of the related MTA collateral if its estimated Associated bonds or the counterparty’s long-term termination payments Bond Issue unsecured debt falls to are in excess of Series 2012 Fitch – BBB+, $10,000,000 Moody’s – Baa1, or S&P – BBB+ Fitch – BBB and below or unrated, Moody’s – Baa2 and below or unrated by S&P & Moody’s, or S&P – BBB and below or unrated
MTA Dedicated Tax Fund Bonds Associated If the highest rating of the related MTA bonds Then the downgraded Bond Issue or the counterparty’s long-term party must post unsecured debt falls to collateral if its estimated termination payments are in excess of Series 2002B Fitch – BBB+, or $10,000,000 S&P – BBB+ Fitch – BBB and below or unrated, or S&P – BBB and below or unrated Series 2008A [Note: for Fitch – A-, or $10,000,000 this swap, MTA is not Moody’s – A3, or required to post collateral S&P – A- under any circumstances.] Fitch – BBB+ and below, or Moody’s – Baa1 and below, or S&P – BBB+ and below
2 Broadway Certificates of Participation Then MTA, MTA Bridges and Tunnels and MTA New York City Transit must post collateral Associated If the highest rating of the MTA Transportation if its estimated termination Bond Issue Revenue Bonds falls to payments are in excess of Series 2004A Fitch – BBB+, $25,000,000 Moody’s – Baa1, or S&P – BBB+ Fitch – BBB and below or unrated, Moody’s – Baa2 and below or unrated by S&P & Moody’s, or S&P – BBB and below or unrated Then the Counterparty must post collateral if its If the highest rating of the Counterparty’s estimated termination long-term payments unsecured debt falls to are in excess of Series 2004A Moody’s – Baa1 or lower, or $ - S&P – BBB+ or lower
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MTA Bridges and Tunnels Senior Lien Revenue Bonds Then the downgraded If the highest rating of the related MTA party must post Bridges and Tunnels bonds or the collateral if its estimated Associated counterparty’s long-term termination payments Bond Issue unsecured debt falls to are in excess of Series 2001B and 2001C N/A – Because MTA Bridges and Tunnels’ swap payments are insured, MTA Bridges and Tunnels is not required to post collateral, but Citigroup is required to post collateral if its estimated termination payments are in excess of $1,000,000. Series 2002F (swap with Ambac N/A – Because MTA Bridges and Tunnels’ swap payments are insured, Financial Services, L.P.) MTA Bridges and Tunnels is not required to post collateral, but Ambac is required to post collateral if its estimated termination payments are in excess of $1,000,000. Series 2005B interest rate swap and For counterparty, $10,000,000 basis risk swap, Series 2002 F (swap Fitch – A-, or Moody’s – A3, or S&P – A- with Citibank, N.A.) and Series 2003 B (swap with Citibank, N.A.) For MTA, Fitch – BBB+, or Moody’s – Baa1, or S&P – $30,000,000 BBB+
For MTA, Fitch – BBB, or Moody’s – Baa2, or S&P – BBB $15,000,000
For counterparty, Fitch – BBB+ and below, or Moody’s – Baa1 and below, or S&P – BBB+ and below
For MTA, Fitch – BBB- and below, or Moody’s – Baa3 and below, or S&P – BBB- and below
MTA Bridges and Tunnels Subordinate Revenue Bonds Then the downgraded If the highest rating of the related MTA party must post Bridges and Tunnels bonds or the collateral if its Associated counterparty’s long-term estimated termination Bond Issue unsecured debt falls to payments are in excess of Series 2000AB N/A – Because MTA Bridges and Tunnels’ swap payments are insured, MTA Bridges and Tunnels is not required to post collateral, but Bear Stearns is required to post collateral if its estimated termination payments are in excess of $1,000,000. Series 2000CD and Series 2003B(1) N/A – Because MTA Bridges and Tunnels’ swap payments are insured, (swap with Citigroup Financial MTA Bridges and Tunnels is not required to post collateral, but Products Inc.) Citigroup is required to post collateral if its estimated termination payments are in excess of $1,000,000. (1) MTA Bridges and Tunnels Senior Lien bond.
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Notwithstanding the foregoing, in the event any downgraded party is responsible for an event of default or potential event of default as defined in the ISDA Master Agreement, the downgraded party must immediately collateralize its obligations irrespective of the threshold amounts.
Under each MTA and MTA Bridges and Tunnels bond resolution, the payments relating to debt service on the swaps are parity obligations with the associated bonds, as well as all other bonds issued under that bond resolution, but all other payments, including the termination payments, are subordinate to the payment of debt service on the swap and all bonds issued under that bond resolution. In addition, MTA and MTA Bridges and Tunnels have structured each of the swaps (other than the 2 Broadway swaps) in a manner that will permit MTA or MTA Bridges and Tunnels to bond the termination payments under any available bond resolution.
The payments relating to debt service on the 2 Broadway swaps are parity obligations with respect to the sublease payments under the 2 Broadway Certificates of Participation, payable solely from available transportation revenues after the payment of the MTA’s transportation revenue bonds and additional parity and subordinate bonds. All other payments, including the termination payments, are payable from substantially the same pool of available transportation revenues after the payment of the MTA’s transportation revenue bonds and additional parity and subordinate bonds.
The ISDA Master Agreement sets forth certain termination events applicable to all swaps entered into by the parties to that ISDA Master Agreement. MTA, MTA Bridges and Tunnels and MTA New York City Transit have entered into separate ISDA Master Agreements with each counterparty that governs the terms of each swap with that counterparty, subject to individual terms negotiated in a confirmation.
The following table sets forth, for each swap, the additional termination events for the following associated bond issues. In certain swaps, where the counterparty has a guarantor of its obligations, the ratings criteria applies to the guarantor and not to the counterparty.
MTA Transportation Revenue Associated Bond Issue Additional Termination Event(s) Series 2002D-2, Series 2005D and Series The ratings by S&P and Moody’s of the Counterparty or the 2005E MTA Transportation Revenue Bonds falls below “BBB-” and “Baa3,” respectively, or are withdrawn. Series 2012 The ratings by S&P and Moody’s of the Counterparty or the MTA Transportation Revenue Bonds falls below “BBB-” and “Baa3,” respectively, or are withdrawn.
MTA Dedicated Tax Fund Associated Bond Issue Additional Termination Event(s) Series 2002B The ratings by S&P and Fitch of the Counterparty or the MTA Dedicated Tax Fund Bonds fall below “BBB-” or are withdrawn. Series 2008A The ratings by S&P or Moody’s of the Counterparty fall below “BBB+” or “Baa1,” respectively, or the ratings of S&P or Fitch with respect to the MTA Dedicated Tax Fund Bonds falls below “BBB” or, in either case the ratings are withdrawn.
2 Broadway Certificates of Participation Associated Bond Issue Counterparty Additional Termination Event(s) Series 2004A UBS AG Negative financial events relating to the swap insurer, Ambac Assurance Corporation.
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MTA Bridges and Tunnels Senior and Subordinate Revenue Associated Bond Issue Additional Termination Events Senior Lien Revenue Bonds Series 2001B and 2001C and Series 1. MTA Bridges and Tunnels can elect to terminate the swap relating to 2002F (swap with Ambac Financial that Series on 10 Business Days’ notice if the Series of Bonds are Services, L.P.) converted to a fixed rate, the fixed rate on the converted Bonds is less than the fixed rate on the swap and MTA Bridges and Tunnels demonstrates its ability to make the termination payments, or MTA Bridges and Tunnels redeems a portion of the Series of Bonds and demonstrates its ability to make the termination payments.
2. Negative financial events relating to the related swap insurer, Ambac Assurance Corporation. Series 2005B interest rate swap and basis The ratings by S&P or Moody’s of the Counterparty fall below risk swap, Series 2002 F (swap with “BBB+” or “Baa1,” respectively, or the ratings of S&P or Moody’s Citibank, N.A.) and Series 2003 B (swap with respect to the MTA Bridges and Tunnels Senior Lien Revenue with Citibank, N.A.) Bonds falls below “BBB” or “Baa2,” respectively, or , in either case the ratings are withdrawn.
Subordinate Revenue Bonds Series 2000AB and 2000CD and Series 1. MTA Bridges and Tunnels can elect to terminate the swap relating to 2003B(1) (swap with Citigroup Financial that Series on 10 Business Days’ notice if the Series of Bonds are Products Inc.) converted to a fixed rate, the fixed rate on the converted Bonds is less than the fixed rate on the swap and MTA Bridges and Tunnels demonstrates its ability to make the termination payments, or MTA Bridges and Tunnels redeems a portion of the Series of Bonds and demonstrates its ability to make the termination payments.
2. Negative financial events relating to the related swap insurer, Financial Security Assurance Inc. (1)MTA Bridges and Tunnels Senior Lien bond.
Rollover Risk. MTA and MTA Bridges and Tunnels are exposed to rollover risk on swaps that mature or may be terminated prior to the maturity of the associated debt. When these swaps terminate, MTA or MTA Bridges and Tunnels may not realize the synthetic fixed rate offered by the swaps on the underlying debt issues. The following debt is exposed to rollover risk:
Bond Swap Termination Maturity Date Date Associated Bond Issue MTA Dedicated Tax Fund Variable Rate Bonds, Series 2002B November 1, 2022 September 1, 2013 MTA Bridges and Tunnels General Revenue Variable Rate Refunding January 1, 2032 January 1, 2019 Bonds, Series 2001B and 2001C MTA Bridges and Tunnels General Revenue Variable Rate Refunding November 1, 2032 January 1, 2013 Bonds, Series 2002F (swap with Ambac Financial Services, L.P.) MTA Bridges and Tunnels General Revenue Variable Rate Refunding November 1, 2032 January 1, 2032 Bonds, Series 2002F (swap with Citibank, N.A.) MTA Bridges and Tunnels General Revenue Variable Rate Bonds, January 1, 2033 January 1, 2032 Series 2003B (swap with Citibank, N.A.)
Swap payments and Associated Debt. The following tables contain the aggregate amount of estimated variable-rate bond debt service and net swap payments during certain years that such swaps were entered into in order to: protect against the
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potential of rising interest rates; achieve a lower net cost of borrowing; reduce exposure to changing interest rates on a related bond issue; or, in some cases where Federal tax law prohibits an advance refunding, achieve debt service savings through a synthetic fixed rate. As rates vary, variable-rate bond interest payments and net swap payments will vary. Using the following assumptions, debt service requirements of MTA’s and MTA Bridges and Tunnel’s outstanding variable-rate debt and net swap payments are estimated to be as follows:
· It is assumed that the variable-rate bonds would bear interest at a rate of 4.0% per annum. · The net swap payments were calculated using the actual fixed interest rate on the swap agreements.
MTA (in millions) Variable-Rate Bonds Net Year Ending Swap Total December 31 Principal Interest Payments
$ 2009 $ 1.8 $ 59.6 (2.9) $ 58.5 2010 1.9 59.6 (2.9) 58.5 2011 2.0 59.5 (2.9) 58.5 2012 2.0 59.4 (2.9) 58.5 2013 2.1 59.3 (3.0) 58.5 2014-2018 277.7 275.3 (15.5) 537.5 2019-2023 414.8 202.5 (12.7) 604.6 2024-2028 267.0 135.5 (6.7) 395.7 2029-2033 451.1 63.5 (1.0) 513.7 2034-2035 70.9 3.8 - 74.7
MTA Bridges and Tunnels (in millions) Variable-Rate Bonds Year Ending Net Swap Total December 31 Payments Principal Interest
2009 $ 49.4 $ 69.6 $ 4.2 123.2 2010 51.1 67.6 3.4 122.1 2011 49.5 65.6 2.5 117.7 2012 51.7 63.6 1.6 116.9 2013 54.5 61.4 (0.3) 115.6 2014-2018 329.0 269.3 (20.7) 577.6 2019-2023 215.0 215.2 (34.6) 395.7 2024-2028 279.2 165.7 (31.7) 413.2 2029-2033 703.2 47.8 (9.8) 741.1
8. LEASE TRANSACTIONS
Leveraged Lease Transactions: Subway Cars — During 1995, MTA Bridges and Tunnels entered into a sale/leaseback transaction with a third party whereby MTA Bridges and Tunnels sold certain subway cars, which were contributed by MTA New York City Transit, for net proceeds of $84.2. These cars were subsequently leased back by MTA Bridges and Tunnels under a capital lease. The deferred credit of $34.2 was netted against the carrying value of the leased assets, and the assets were recontributed to the MTA New York City Transit. MTA Bridges and Tunnels transferred $5.5 to the
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MTA, representing the net economic benefit of the transaction. The remaining proceeds, equal to the net present value of the lease obligation, of which $71.3 was placed in an irrevocable deposit account at ABN AMRO Bank N.V. and $7.5 was invested in U.S. Treasury Strips. The estimated yields and maturities of the deposit account and the Treasury Strips are expected to be sufficient to meet all of the regularly scheduled obligations under the lease as they become due, including the purchase option, if exercised. The capital lease obligation is included in other long-term liabilities. At the end of the lease term MTA Bridges and Tunnels has the option to purchase the subway cars for approximately $106, which amount has been reflected in the net present value of the lease obligation, or to make a lease termination payment of approximately $89.
Leveraged Lease Transactions: Hillside Facility — On March 31, 1997, the MTA entered into a lease/leaseback transaction with a third party whereby the MTA leased MTA Long Island Rail Road’s Hillside maintenance facility to the third party. The term of the lease is 22 years, and the third party has the right to renew for a further 21.5 year term. The facility was subsequently subleased back to the MTA as a capital lease, and sub-subleased by the MTA to MTA Long Island Rail Road.
Under the terms of the lease/leaseback agreement, the MTA initially received $314, which was utilized as follows. The MTA paid $266 to Coöperatieve Centrale Raiffeisen-Boerenleenbank B.A. (Rabobank Nederland), an affiliate of the third party’s lender, which has the obligation to pay to the MTA an amount equal to the rent obligations under the sublease attributable to the debt service on the loan from the third party’s lender. The MTA used $21 to purchase Treasury securities, which are pledged as collateral to the third party. The value at maturity of these Treasury securities, together with the proceeds from the aforementioned obligation of Coöperatieve Centrale Raiffeisen-Boerenleenbank B.A., is sufficient to pay all of the regularly scheduled rent obligations, including the cost of purchasing the third party’s remaining rights at the end of the 22 year sublease period, if the related purchase option is exercised. A further $0.6 was used to pay for legal and other costs of the transaction, and $3 was used to pay the first rental payment under the sublease. A further $23 is the MTA’s net benefit from the transaction, representing consideration for the tax benefits. MTA Bridges and Tunnels has entered into a guarantee with the third party that the sublease payments will be made. At September 30, 2009, the MTA has recorded a long-term capital obligation and capital asset of $270 arising from the transaction.
Leveraged Lease Transactions: Subway and Rail Cars — On December 12, 1997, the MTA entered into two lease/leaseback transactions whereby the MTA leased certain of MTA Metro-North Railroad’s rail cars to a third party and MTA New York City Transit leased certain subway maintenance cars to the same third party. The lease periods for MTA Metro-North Railroad’s rail cars expire between 2009 and 2014, depending on the asset, and the lease period for MTA New York City Transit’s subway maintenance cars expires in 2013. The third party has the right to renew the lease for an additional period of 12 years for MTA Metro-North Railroad cars, and a further 12 years for MTA New York City Transit’s subway maintenance cars. The cars were subsequently subleased back to the MTA as a capital lease, and sub-subleased by the MTA to MTA Metro-North Railroad and MTA New York City Transit, respectively.
Under the terms of these lease/leaseback agreements, the MTA initially received $76.6, which was utilized as follows: The MTA paid $59.8 to an affiliate of the third party’s lender, which has the obligation to pay to the MTA an amount equal to the rent obligations under the sublease attributable to the debt service on the loan from the third party’s lender. The obligations of the affiliate of the third party’s lender are guaranteed by American International Group, Inc. In connection with all of the obligations of American International Group, Inc. and its affiliates described in this Footnote 8, MTA continues to monitor the support being provided to American International Group, Inc. by the Federal Reserve and the publicly available information on the financial condition of American International Group, Inc. The MTA used $12.5 to purchase a Letter of Credit from an affiliate of the third-party’s
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lender, guaranteed by American International Group, Inc. The payments to the MTA under the Letter of Credit, together with the aforementioned payments from the affiliate of the third-party’s lender, are sufficient to pay all of the regularly scheduled rent obligations, including the cost of purchasing the third party’s remaining rights at the end of the sublease period if the related purchase options are exercised. At September 30, 2009, the MTA has recorded a long-term capital obligation and capital asset of $36 arising from the transaction.
As a result of the downgrade of American International Group, Inc., the guarantor of the Letter of Credit, the provider of the Letter of Credit was required to pledge, and has pledged, collateral in the form of securities issued or guaranteed by the U.S. Government, including U.S. Treasury obligations and any other obligations the timely payment of principal of, and interest on, which are guaranteed by the U.S. Government and bonds, notes, debentures, obligations or other evidence of indebtedness issued and/or guaranteed by Federal National Mortgage Association, Federal Home Loan Mortgage Corporation, Government National Mortgage Association or any other agency or instrumentality of the United States of America which are rated AAA by Standard & Poor’s, which collateral has a market value in excess of the accreted value of its obligations. In the event of a failure of the obligor under the Letter of Credit and American International Group, Inc., as guarantor of such obligations, to perform, the transaction documents are structured to provide recourse to the securities that have been pledged as collateral for such obligations.
MTA has pledged additional collateral to cover the difference between the market value of the collateral provided by American International Group, Inc. and the nominal amount of the sum of MTA’s rent payments plus the optional purchase option payments. As American International Group, Inc. increases the value of its collateral during the period through the remaining purchase option dates in 2013 and 2014, the MTA collateral will be released to MTA in an equivalent amount until MTA has no further collateralization obligation.
MTA exercised the purchase option on the first tranche of the lease related to MTA Metro-North Railroad assets. The final installment of the purchase price is due in December, 2009.
Leveraged Lease Transactions: Subway Cars — On September 25, 2002 and December 17, 2002 the MTA entered into four sale/leaseback transactions whereby MTA New York City Transit transferred ownership of certain MTA New York City Transit subway cars to the MTA, the MTA sold those cars to third parties, and the MTA leased those cars back from such third parties. The MTA subleased the cars to MTA New York City Transit. The four leases expire in 2032, 2034, 2033, and 2033, respectively. At the lease expiration, the MTA has the option of either exercising a fixed price purchase option for the cars or returning the cars to the third party owner.
Under the terms of the sale/leaseback agreements, the MTA initially received $1,514.9, which was utilized as follows: The MTA paid $1,058.6 to affiliates of certain of the lenders to the third parties, which affiliates have the obligation to pay to the MTA an amount equal to the rent obligations under the leases attributable to the debt service on the related loans. The obligations of the affiliate of the third parties’ lenders are guaranteed by Financial Security Assurance, Inc. The MTA also purchased Freddie Mac, FNMA, and U.S. Treasury debt securities in amounts and with maturities which are sufficient to make the lease rent payments equal to the debt service on the loans from the other lenders to the third parties. In the case of one of the four leases, MTAHQ also purchased Freddie Mac debt securities, the value of which at maturity, together with the aforementioned payment from the affiliate of the third party lender and the value at maturity of the Freddie Mac securities that were purchased to provide sufficient funds to make the lease rent payments equal to the debt service on the loan from the other lender to the third party, are sufficient to pay all regularly scheduled rent obligations, including the cost of purchasing the third party’s remaining rights at the end of the sublease period if the related purchase
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options are exercised. In the case of the other three leases, the MTA entered into Equity Payment Agreements with Premier International Funding Co. (which are guaranteed by Financial Security Assurance, Inc.) whereby that entity has the obligation to provide to the MTA the amounts necessary, together with the aforementioned payments from the affiliate of the third parties’ lender and the value at maturity of the Freddie Mac, FNMA, and U.S. Treasury debt securities that were purchased to provide sufficient funds to make the lease rent payments equal to the debt service on the loan from the other lenders to the third parties, are sufficient to pay all regularly scheduled rent obligations, including the cost of exercising the respective fixed price purchase options, if such purchase options are exercised. In two of the three leases in which Premier International Funding Co. is the obligor under the Equity Payment Agreements, Premier International Funding Co. is required to pledge, and has pledged, collateral in the form of securities issued or guaranteed by the United States Government, including United States Treasury obligations, publicly traded U.S. Treasury Strips, Government National Mortgage Association obligations and any other obligations the timely payment of principal and interest of which are guaranteed by the United States Government, and bonds, notes, debentures, obligations or other evidence of indebtedness issued and/or guaranteed by Federal National Mortgage Association, Federal Home Loan Mortgage Corporation or any agency or instrumentality of the United States of America, which collateral has a market value in excess of the accreted value of its obligations.
In the event of a failure to perform by Premier International Funding Co., as obligor under the Equity Payment Agreements in the three leases, and Financial Security Assurance, Inc., as guarantor of such obligations, the transaction documents for the two leases in which such obligations are collateralized are structured to provide recourse to the securities that have been pledged as collateral for such obligations. The accreted value of the Equity Payment Agreement in the transaction in which the obligation of Premier International Funding Co., as obligor, and Financial Security Assurance, Inc., as guarantor, is uncollateralized was $9.7 at September 30, 2009.
The amount remaining after payment of transaction expenses, $96.2, was the MTA’s net benefit from these four transactions.
Leveraged Lease Transactions: Qualified Technological Equipment — On December 19, 2002, the MTA entered into four sale/leaseback transactions whereby MTA New York City Transit transferred ownership of certain MTA New York City Transit qualified technological equipment (“QTE”) relating to the MTA New York City Transit automated fare collection system to the MTA. The MTA sold that equipment to third parties and the MTA leased that equipment back from such third parties. The MTA subleased the equipment to MTA New York City Transit. The four leases expire in 2022, 2020, 2022, and 2020, respectively. At the lease expiration the MTA has the option of either exercising a fixed-price purchase option for the equipment or returning the equipment to the third-party owner.
Under the terms of the sale/leaseback agreements the MTA initially received $507.4, which was utilized as follows: The MTA paid $316.2 to affiliates of certain of the lenders to the third parties, which affiliates have the obligation to pay to MTA an amount equal to the rent obligations under the leases attributable to the debt service on the loan from certain of the third parties’ lenders. The MTA also purchased FNMA and U.S. Treasury debt securities in amounts and with maturities which are sufficient to make the lease rent payments equal to the debt service on the loans from the other lenders to the third parties. In the case of three of the four leases the MTA also purchased U.S. Treasury debt securities in amounts and with maturities which are expected to be sufficient to pay the remainder of the regularly scheduled lease rent payments under those leases and the purchase price due upon exercise by the MTA of the related purchase options if exercised. In the case of the other lease, the MTA entered into an Equity Payment Undertaking Agreement with XL Insurance (Bermuda) Ltd. (which was guaranteed by XL Financial Assurance Ltd.) whereby that entity had the obligation to provide to the MTA the amounts necessary to make the remainder of the equity portion of the basic lease rent payments under that lease
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and to pay the equity portion of the purchase price due upon exercise by the MTA of the purchase option if exercised. The amount remaining after payment of transaction expenses, $57.6, was the MTA’s net benefit from these four transactions. As consideration for the cooperation of the City of New York in these transactions, including the transfer of any property interests held by the City on such equipment to MTA New York City Transit and the MTA, the MTA is obligated to pay to the City 24.11% of the net benefit received from these four QTE transactions. At September 30, 2009, the MTA had paid the City of New York $13.7.
On February 7, 2008, the MTA learned that XL Insurance (Bermuda) Ltd. was downgraded to a level that under the applicable transaction documents required the MTA to replace the Equity Payment Undertaking Agreement with other permitted collateral. On May 2, 2008, the MTA entered into a termination agreement that terminated the QTE transaction in which the XL Insurance (Bermuda) Ltd. Equity Payment Undertaking Agreement served as equity collateral. In connection with such termination, the MTA transferred to the lessor in that transaction U.S. Treasury debt obligations, having a cost of approximately $75, which obligations were substantially similar in amount and payment terms to the XL Insurance (Bermuda) Ltd. Equity Payment Undertaking Agreement. The MTA subsequently entered into an agreement with XL Insurance (Bermuda) Ltd. to terminate the XL Insurance (Bermuda) Ltd. Equity Payment Undertaking Agreement and XL Insurance (Bermuda) Ltd. paid the MTA $61.
On September 16, 2008, the MTA learned that American International Group, Inc. was downgraded to a level that under the transaction documents for two of the remaining three QTE leases required the MTA to replace the applicable Equity Credit Default Option Agreement provided by AIG Financial Products Corp. and guaranteed by American International Group, Inc. MTA terminated those two leases in January, 2009 pursuant to early termination agreements with the equity investor. The MTA achieved a net gain of approximately $3 as a result of such terminations.
Leveraged Lease Transaction: Subway Cars — On September 3, 2003, the MTA entered into a sale/leaseback transaction whereby MTA New York City Transit transferred ownership of certain MTA New York City Transit subway cars to the MTA, the MTA sold those cars to a third party, and the MTA leased those cars back from such third party. The MTA subleased the cars to MTA New York City Transit. The lease expires in 2033. At the lease expiration, the MTA has the option of either exercising a fixed-price purchase option for the cars or returning the cars to the third-party owner.
Under the terms of the sale/leaseback agreement, the MTA initially received $168.1, which was utilized as follows: The MTA paid $126.3 to an affiliate of one of the lenders to the third party, which affiliate has the obligation to pay to the MTA an amount equal to the rent obligations under the lease attributable to the debt service on such loan from such third party’s lender. The obligations of the affiliate of the third party’s lender are guaranteed by American International Group, Inc. The MTA also purchased FNMA and U.S. Treasury securities in amounts and with maturities which are sufficient to make the lease rent payments equal to the debt service on the loans from the other lender to the third party and to pay the remainder of the regularly scheduled rent due under that lease and the purchase price due upon exercise by the MTA of the fixed price purchase option if exercised. The amount remaining after payment of transaction expenses, $7.4, was the MTA’s benefit from the transaction.
Leveraged Lease Transactions: Subway Cars — On September 25, 2003 and September 29, 2003, the MTA entered into two sale/leaseback transactions whereby MTA New York City Transit transferred ownership of certain MTA New York City Transit subway cars to the MTA, the MTA sold those cars to third parties, and the MTA leased those cars back from such third parties. The MTA subleased the cars to MTA New York City Transit. Both leases expire in 2033. At the lease expiration, MTAHQ has the
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option of either exercising a fixed-price purchase option for the cars or returning the cars to the third-party owner.
Under the terms of the sale/leaseback agreements, the MTA initially received $294, which was utilized as follows: In the case of one of the leases, the MTA paid $97 to an affiliate of one of the lenders to the third party, which affiliate has the obligation to pay to the MTA an amount equal to the rent obligations under the lease attributable to the debt service on the loan from such third party’s lender. The obligations of the affiliate of such third party’s lender are guaranteed by American International Group, Inc. In the case of the other lease, the MTA purchased U.S. Treasury debt securities in amounts and with maturities which are sufficient for the MTA to make the lease rent payments equal to the debt service on the loan from the lender to that third party. In the case of both of the leases, the MTA also purchased Resolution Funding Corporation (REFCO) debt securities that mature in 2030. Under an agreement with AIG Matched Funding Corp. (guaranteed by American International Group, Inc.), AIG Matched Funding Corp. receives the proceeds from the REFCO debt securities at maturity and is obligated to pay to the MTA amounts sufficient for the MTA to pay the remainder of the regularly scheduled lease rent payments under those leases and the purchase price due upon exercise by the MTA of the purchase options if exercised. The amount remaining after payment of transaction expenses, $24, was the MTA’s net benefit from these two transactions.
On September 16, 2008, the MTA learned that American International Group, Inc. was downgraded to a level that under the terms of the transaction documents for the sale/leaseback transaction that closed on September 29, 2003, the MTA is required to replace or restructure the applicable Equity Payment Undertaking Agreement provided by AIG Financial Products Corp. and guaranteed by American International Group, Inc. On December 17, 2008, MTA terminated the Equity Payment Undertaking Agreement provided by AIG Financial Products Corp. and guaranteed by American International Group, Inc. and provided replacement collateral in the form of U.S. Treasury strips. The Resolution Funding Corporation (REFCO) debt security that was being held in pledge was released to MTA. On November 6, 2008, the MTA learned that Ambac Assurance Corp., the provider of the credit enhancement that insures the MTA’s contingent obligation to pay a portion of the termination values upon an early termination in both the September 25, 2003 and September 29, 2003 transactions, was downgraded to a level that requires the provision of new credit enhancement facilities for each lease by December 21, 2008. On December 17, 2008, MTA terminated the Ambac Assurance Corp. surety bond for the lease transaction that closed on December 29, 2003 and provided a short term U.S. Treasury debt obligation as replacement collateral. The cost of the replacement collateral was $32. As a result of a mark-to-market of the securities provided as collateral as of January 31, 2009, $8 of such $32 in collateral value was released back to MTA. It is anticipated that during 2009, MTA will acquire a letter of credit or financial insurance to replace the U.S. Treasury security as collateral in that transaction at which point such U.S. Treasury security will be released back to MTA.
On January 12, 2009, following an extension of the due date for such action, MTA provided a short term U.S. Treasury debt obligation as additional collateral in addition to the Ambac Assurance Corp. surety bond for the lease transaction that closed on December 29, 2003. The cost of the additional collateral was $37. It is anticipated that during 2009, MTA will acquire a letter of credit or financial insurance to replace the U.S. Treasury security as collateral in that transaction at which point such U.S. treasury security will be released back to MTA.
Other Lease Transactions — On July 29, 1998, the MTA, (solely on behalf of MTA Long Island Rail Road and MTA Metro-North Railroad, MTA New York City Transit, and MTA Bridges & Tunnels entered into a lease and related agreements whereby each agency, as subleesees, will rent, for an initial stated term of approximately 50 years, an office building at Two Broadway in lower Manhattan. The lease term expires on July 30, 2048, and, pursuant to certain provisions, is renewable for two additional
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15-year terms. The lease comprises both operating (for the lease of land) and capital (for the lease of the building) elements. The total annual rental payments over the initial lease term are $1,602 with rent being abated from the commencement date through June 30, 1999. During 2002 and 2001 the MTA made rent payments of $21. In connection with the renovation of the building and for tenant improvements, the MTA issued $121 and $328 in 2000 and 1999, respectively, of long-term obligations (see Note 7). The office building is principally occupied by MTA New York City Transit and MTA Bridges & Tunnels.
On April 8, 1994, the MTA amended its lease for the Harlem/Hudson line properties, including Grand Central Terminal. This amendment initially extends the lease term, previously expiring in 2031, an additional 110 years and, pursuant to several other provisions, an additional 133 years. In addition, the amendment grants the MTA an option to purchase the leased property after the 25th anniversary of the amended lease. The amended lease comprises both operating (for the lease of land) and capital (for the lease of buildings and track structure) elements.
In August 1988, the MTA entered into a 99-year lease agreement with Amtrak for Pennsylvania Station. This agreement, with an option to renew, is for rights to the lower concourse level and certain platforms. The $45 paid to Amtrak by the MTA under this agreement is included in other assets. This amount is being amortized over 30 years. In addition to the 99-year lease, MTA Long Island Rail Road entered into an agreement with Amtrak to share equally the cost of the design and construction of certain facilities at Pennsylvania Station. Under this agreement, the MTA may be required to contribute up to $60 for its share of the cost. As of December 31, 2000 the project was closed and $50 was included in property and equipment.
Total rent expense under operating leases approximated $35.5 and $13.8 for the nine months ended September 30, 2009 and 2008 respectively.
At September 30, 2009, the future minimum lease payments under noncancelable leases are as follows (in millions):
Operating Capital (Unaudited)
2009 $ 20 $ 285 2010 50 64 2011 48 70 2012 46 170 2013 45 73 2014–2018 213 400 2019–2023 207 395 2024–2028 213 274 2029–2033 227 1,075 2034–2038 251 701 Thereafter 854 520
$ 2,174 4,027
Amount representing interest (2,661)
Present value of capital lease obligations $ 1,366
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9. ESTIMATED LIABILITY ARISING FROM INJURIES TO PERSONS
A summary of activity in estimated liability as computed by actuaries arising from injuries to persons, including employees, and damage to third-party property, for the three months ended September 30, 2009 and December 31, 2008 is presented below (in millions):
September 30, December 31, 2009 2008 (Unaudited)
Balance — beginning of period/year $ 1,330 $ 1,232
Activity during the year: Current year claims and changes in estimates 206 284 Claims paid (165) (186)
Balance — end of year 1,371 1,330
Less current portion (208) (205)
Long-term liability $ 1,163 $ 1,125
10. COMMITMENTS AND CONTINGENCIES
The MTA Group actively monitors its properties for the presence of pollutants and/or hazardous wastes and evaluates its exposure with respect to such matters. When the expense, if any, to clean up pollutants and/or hazardous wastes is estimable it is accrued by the MTA.
Management has reviewed with counsel all actions and proceedings pending against or involving the MTA Group, including personal injury claims. Although the ultimate outcome of such actions and proceedings cannot be predicted with certainty at this time, management believes that losses, if any, in excess of amounts accrued resulting from those actions will not be material to the financial position, results of operations, or cash flows of the MTA.
11. POLLUTION REMEDIATION COST
Effective 2008, pollution remediation costs are being charged in accordance with the provision of GASB Statement No. 49, Accounting and Financial Reporting for Pollution Remediation Obligations. The Statement establishes standards for determining when expected pollution remediation outlays should be accrued as a liability or, if appropriate, capitalized. An operating expense and corresponding liability, measured at its current value using the expected cash flow method, have been recognized for certain pollution remediation obligations that are no longer able to be capitalized as a component of a capital project. Pollution remediation obligations, which are estimates and subject to changes resulting from price increases or reductions, technology, or changes in applicable laws or regulations, occur when any one of the following obligating events takes place:
· An imminent threat to public health due to pollution exists
· MTA is in violation of a pollution prevention-related permit or license
· MTA is named by a regulator as a responsible or potentially responsible party to participate in remediation
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· MTA is named or there is evidence to indicate that it will be named in a lawsuit that compels participation in remediation activities, or
· MTA voluntarily commences or legally obligates itself to commence remediation efforts
Operating expense provision and corresponding liability measured at its current value using the expected cash flow method have been recognized for certain pollution remediation obligation that previously may not have been required to be recognized, or are not longer able to be capitalized as a component of a capital project. As of September 30, 2009, the MTA has recognized a total cost of $10.6 and a pollution remediation liability of $106.9.
The pollution remediation liability consists of future and present activities associated with asbestos removal and contamination of the soil at different facilities.
12. OPERATING ACTIVITY INFORMATION
Bridges and Consolidated (In millions) MTA Commuters Transit Tunnels Eliminations Total
September 30, 2009 (Unaudited)
Operating revenue $ 211 $ 805 $ 2,507 $ 993 $ (35) $ 4,481 Depreciation and amortization 55 409 916 58 - 1,438 Subsidies and grants 1,770 - 584 - (426) 1,928 Tax revenue 709 - 339 - (281) 767 Interagency subsidy 245 - 58 (245) (58) - Operating (deficit) surplus (606) (1,250) (3,848) 601 (5,103) Net (deficit) surplus 216 (1,179) (762) 71 - (1,654) Capital expenditures 3,987 217 645 272 (1,430) 3,691
September 30, 2009 (Unaudited)
Total assets 11,903 10,393 30,836 4,719 (1,835) 56,016 Net working capital 412 32 (1,907) (387) 279 (1,571) Long-term debt — (including current portion) 19,762 - - 8,869 (41) 28,590 Net assets (11,807) 9,118 24,319 (4,950) - 16,680
September 30, 2009 (Unaudited)
Net cash (used in)/provided by (493) (704) (1,728) 665 54 (2,206) operating activities Net cash provided by/(used in) 761 726 1,691 (232) (1,015) 1,931 noncapital financing activities Net cash (used in)/provided by (996) (24) (285) (220) 960 (565) capital and related financing activities Net cash provided by/(used in) 654 4 330 (212) 16 792 investing activities Cash at beginning of year 160 25 34 12 (25) 206 Cash at end of period 86 27 42 13 (10) 158
NOTE: Only MTA and MTA Bridges and Tunnels agencies are issuing debt. (Continued)
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Bridges and Consolidated MTA Commuters Transit Tunnels Eliminations Total
September 30, 2008 (Unaudited)
Operating revenue 207 810 2,492 969 (27) 4,451 Depreciation and amortization 51 374 828 55 - 1,308 Subsidies and grants 2,014 - 944 - (785) 2,173 Tax revenue 756 - 656 - (207) 1,205 Interagency subsidy 292 93 (292) (93) - Operating (deficit) surplus (613) (1,176) (3,565) 584 - (4,770) Net (deficit) surplus 2,440 (1,126) (456) (1,288) 15 (415) Capital expenditures 3,062 216 621 689 (1,423) 3,165
September 30, 2008 (Unaudited)
Total assets 11,621 10,086 29,451 4,410 (2,131) 53,437 Net working capital 1,487 41 (389) (236) (1,028) (125) Long-term debt — (including current portion) 16,824 8,705 - 25,529 Net assets (9,647) 8,946 24,663 (5,080) - 18,882
September 30, 2008 (Unaudited)
Net cash (used in)/provided by (325) (663) (1,546) 673 42 (1,819) operating activities Net cash provided by/(used in) 2,618 705 1,863 (303) (1,885) 2,998 noncapital financing activities Net cash provided by/(used in)capital (2,913) (31) (440) (233) 1,843 (1,774) and related financing activities Net cash provided by/(used in) 650 (13) 121 (137) - 621 Investing activities Cash at beginning of year 53 24 35 18 - 130 Cash at end of period 83 22 33 18 - 156
NOTE: Only MTA and MTA Bridges and Tunnels agencies are issuing debt. (Continued)
13. SUBSEQUENT EVENTS
In September 2009 the MTA Bridges and Tunnels Capital Program for 2010-2014 was approved. The Bridges and Tunnels Program is not subject to Capital Program Review Board (the Review Board).
On October 1, 2009, the new five-year Proposed MTA Capital Programs for the Transit and Commuter Systems for the 2010-2014 period were submitted by MTA to the Review Board.
On October 6, 2009, MTA issued Transportation Revenue Bonds, Series 2009A in the amount of $502.32. This bond issue was comprised of two sub-series: Series A-1 in the amount of $407.11, with a final maturity of November 15th, 2039, and Series A-2 in the amount of $95.21 with a final maturity of November 15th, 2017. The Series A-1 bonds are federally taxable “Build America Bonds”, and the Series A-2 bonds are conventional fixed rate tax-exempt bonds. Proceeds of the 2009 Series A-1 Bonds, in its entirety, and Series A-2 Bonds, in part, will be used to finance existing approved transit and commuter projects. $50 of the proceeds from the 2009 Series A-2 Bonds will be used to currently refund $50 of the Transportation Revenue Bonds, Series 2008C maturing on November 15, 2009.
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On October 15, 2009, Governor Paterson announced a deficit reduction plan to address the State’s forecasted operating deficit for its fiscal year ending March 31, 2010. As part of the overall State plan, there were specific recommendations, requiring legislative action, to reduce appropriations of taxes which MTA had assumed would be received prior to December 31, 2009, by approximately $113. On November 5, 2009, the MTA announced the appointment of Thomas Prendergast as President of the New York City Transit Authority. Mr. Prendergast joins the New York City Transit Authority from Vancouver where he is currently the chief executive officer of Vancouver's South Coast British Columbia Transportation Authority. Mr. Prendergast will begin his tenure as President of the New York City Transit Authority on December 1, 2009. During the 1990s Mr. Prendergast also served as president of the Long Island Railroad and senior vice president of subways at New York City Transit. Mr. Prendergast replaces Howard Roberts, who resigned from his position on November 4, 2009. On November 10, 2009, MTA Bridges and Tunnels issued MTA Bridges and Tunnels General Revenue Bond Anticipation Notes (“BAN”), Series 2009 in the amount of $149.2. Proceeds from the Series 2009 BAN will be used to refund $150 of MTA Bridges and Tunnels, Series 2009A-1 mandatory tender bonds due January 20, 2010 and/or to finance existing approved MTA Bridges and Tunnels capital projects. This BAN is expected to be refunded with an issuance of MTA Bridges and Tunnels bonds or notes prior to the maturity date of November 15, 2010. On November 18, 2009, the MTA presented to its Board the November Financial Plan 2010-2013 (the November Plan), which, after deficit reducing actions and revised revenue projections, projects a net cash surplus of $28 in 2009 and $5 in 2010, while projecting cash deficits of ($34) in 2011, ($319) in 2012, and ($58) in 2013.
Subsequent to presenting the November Plan, the MTA experienced several significant unfavorable developments. First, as part of the State’s deficit reduction plan, the State Legislature reduced its prior appropriations to the MTA for 2009 by $143 million. This is the first time that an existing appropriation to MTA has been reduced under circumstances in which the money was derived from a “dedicated” MTA tax and had already been collected by the State. Second, receipts from the recently enacted Regional Mobility Tax are significantly under-running projections. The State is projecting an estimated reduction of $229 million for calendar year 2009. The State Division of Budget has advised MTA that it believes that a significant portion of the shortfall ($179 million) is the result of timing and is expected to be made up in 2010. Over the 2009-2010 period, the combined losses from the above-noted subsequent developments are approximately $300 million, with most coming in 2009.
Third, on December 11, 2009, an unfavorable ruling was issued in the legal proceeding in which MTA challenged the August TWU arbitration award. MTA is considering whether to appeal this judgment. If this award is implemented, it would cost the MTA significant sums beyond the amounts that were included in the July Plan, although the November Plan contained a one-time contingency of $85 million to partially offset this and other financial risks.
Partially mitigating these losses in the short term are lower estimated debt service costs and the favorable timing of certain expenses of MTA.
On December 16, 2009, the Board approved the December Financial Plan 2010-2013 (the December Plan). The 2010 Budget which is part of the December Plan includes service reductions and other reductions to balance the 2010 Budget and end 2010 with a $2 million cash balance. The out-years of the December Plan project a cash balance of $1 million in 2011, a deficit of $188 million in 2012, and a cash balance of $65 million in 2013.
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On December 30, 2009 the new five-year Proposed MTA Capital Programs for the Transit and Commuter Systems for the 2010-2014 period submitted to the Review Board on October 1, 2009 were rejected by the Review Board.
On December 31, 2009 MTA’s outstanding $600 of tax-exempt Revenue Anticipation Notes, Series 2009 obligation including interest payment of $5.7 were paid.
On December 31, 2009 Gary Dellaverson retired as Chief Financial Officer of MTA. David Moretti, who currently serves as Executive Vice President of MTA Bridges and Tunnels, became Acting Chief Financial Officer of MTA effective January 1, 2010
On January 1, 2010 the provision in the Public Authorities Law that added non-voting members to the MTA Board expired. As of January 1, 2010, the MTA Board consists of the chairman and the sixteen other voting members.
On January 13, 2010 MTA issued $364 Transportation Revenue Bonds, Series 2010A - Federally Taxable Issuer Subsidy Build America Bonds to finance transit and commuter projects.
*****
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METROPOLITAN TRANSPORTATION AUTHORITY
REQUIRED SUPPLEMENTARY INFORMATION (UNAUDITED) SCHEDULES OF PENSION FUNDING PROGRESS (See independent accountants' review report) ($ in millions)
January 1, January 1, January 1, 2008 2007 2006
LIRR [1]: a. Actuarial value of plan assets $ 537.6 $ 509.1 $ 625.0 b. Actuarial accrued liability (AAL) 1,560.1 1,543.5 1,898.6 c. Total unfunded AAL (UAAL) [b-a] 1,022.5 1,034.4 1,273.6 d. Funded ratio [a/b] 34.5 % 33.0 % 32.9 % e. Covered payroll $ 80.9 $ 94.0 $ 117.3 f. UAAL as a percentage of covered payroll [c/e] 1263.5 % 1100.4 % 1085.8 %
MaBSTOA [2]: a. Actuarial value of plan assets $ 1,190.8 $ 1,057.9 $ 841.0 b. Actuarial accrued liability (AAL) 2,045.0 1,938.3 1,725.2 c. Total unfunded AAL (UAAL) [b-a] 854.1 880.5 884.2 d. Funded ratio [a/b] 58.2 % 54.6 % 48.7 % e. Covered payroll $ 562.2 $ 519.7 $ 498.0 f. UAAL as a percentage of covered payroll [c/e] 151.9 % 169.4 % 177.5 %
MNR Cash Balance Plan [3]: a. Actuarial value of plan assets $ 1.3 $ 1.4 $ 1.5 b. Actuarial accrued liability (AAL) 1.4 1.4 1.6 c. Total unfunded AAL (UAAL) [b-a] 0.1 0.1 0.1 d. Funded ratio [a/b] 95.4 % 94.8 % 94.0 % e. Covered payroll $ 6.8 $ 6.8 $ 7.9 f. UAAL as a percentage of covered payroll [c/e] 1.0 % 1.1 % 1.3 %
[1] The LIRR pension plan has a separately issued financial statement that is publicly available and contains required descriptions and supplemental information regarding the employee benefit plan. The statements may be obtained by writing to Metropolitan Transportation Authority, comptroller, 345 Madison Avenue, New York, New York 10017-3739. [2] MaBSTOA issues a publicly available financial report that includes financial statements and required supplementary information for the MaBSTOA Plan. That report may be obtained by writing to MaBSTOA Pension Plan, New York City Transit Authority, Operations Accounting, 2 Broadway, 15th Floor, New York, NY 10004. [3] Further information about the MNR Plan is more fully described in the separately issued financial statements which can be obtained by writing to the MTA Metro-North Railroad Chief Financial Officer, 347 Madison Avenue, New York, New York 10017-3739.
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METROPOLITAN TRANSPORTATION AUTHORITY
REQUIRED SUPPLEMENTARY INFORMATION (UNAUDITED) SCHEDULES OF FUNDING PROGRESS FOR THE MTA POSTEMPLOYMENT BENEFIT PLAN YEARS ENDED DECEMBER 31, 2008 AND 2007 (See independent accountants' review report) ($ in millions)
Unfunded Actuarial Actuarial Ratio of Actuarial Accrual Accrual UAAL to Actuarial Value of Liability Liability Funded Covered Covered Valuation Assets (AAL) (UAAL) Ratio Payroll Payroll Year Ended Date {a} {b} {c} = {b} - {a} {a} / {c} {d} {c} / {d}
December 31, 2008 January 1, 2006 $ - $ 13,241 $ 13,241 $ - $ 4,557.1 290.6 % December 31, 2007 January 1, 2006 - 13,623 13,623 - 4,381.9 310.9
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METROPOLITAN TRANSPORTATION AUTHORITY
SUPPLEMENTARY INFORMATION (UNAUDITED) SCHEDULE OF FINANCIAL PLAN TO UNAUDITED FINANCIAL STATEMENTS RECONCILIATION FOR THE PERIOD ENDED SEPTEMBER 30, 2009 (See independent accountants' review report) ($ in millions)
FINANCIAL PLAN ACTUAL — Operating loss $ (5,063.7)
Reconciling items: The Financial Statement was adjusted after Financial Plan closed 2.0 The Financial Plan excluded Capital construction and East Side Access (8.0) The Financial Plan includes TBTA capital transfer to agencies (33.3)
FINANCIAL STATEMENT — Operating loss $ (5,103.0)
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METROPOLITAN TRANSPORTATION AUTHORITY
SUPPLEMENTARY INFORMATION (UNAUDITED) CONSOLIDATED RECONCILIATION BETWEEN FINANCIAL PLAN AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED SEPTEMBER 30, 2009 (See independent accountants' review report) ($ in millions)
Financial Financial Plan Statement Category Actual GAAP Actual Variance REVENUE: Farebox revenue $ 3,207.3 $ 3,207.2 $ (0.1) Vehicle toll revenue 983.2 983.1 (0.1) Other operating revenue 360.9 291.2 (69.7) Total revenue 4,551.4 4,481.5 (69.9)
EXPENSES: Labor: Payroll 3,099.6 3,110.7 (11.1) Overtime 368.6 352.9 15.7 Health and welfare 521.7 530.2 (8.5) OPEB Current Payment 253.5 254.9 (1.4) Pensions 872.3 871.8 0.5 Other fringe benefits 345.4 315.0 30.4 Postemployment benefits 1,066.6 1,062.5 4.1 Reimbursable overhead (244.2) (214.6) (29.6) Total labor expenses 6,283.5 6,283.4 0.1
Non-labor: Traction and propulsion power 248.5 248.5 - Fuel for buses and trains 136.0 136.0 - Insurance 17.2 7.3 9.9 Claims 147.2 205.9 (58.7) Paratransit service contracts 271.9 271.9 - Maintenance and other 411.4 405.1 6.3 Professional service contract 130.9 141.2 (10.3) Pollution remediation project costs 9.7 10.6 (0.9) Materials and supplies 402.1 403.9 (1.8) Other business expenses 149.3 32.8 116.5 Total non-labor expenses 1,924.2 1,863.2 61.0
Other expenses adjustments: TBTA transfer 19.3 - 19.3 GASB general reserve - - - Interagency subsidy (52.6) - (52.6) Total other expense adjustments (33.3) - (33.3) Total expenses before depreciation 8,174.4 8,146.6 27.8 Depreciation 1,440.7 1,437.9 2.8 Total expenses 9,615.1 9,584.5 30.6
NET OPERATING SURPLUS/(DEFICIT) EXCLUDING SUBSIDIES AND DEBT SERVICES $ (5,063.7) $ (5,103.0) $ (39.3)
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METROPOLITAN TRANSPORTATION AUTHORITY
SUPPLEMENTARY INFORMATION (UNAUDITED) CONSOLIDATED SUBSIDY ACCRUAL RECONCILIATION BETWEEN FINANCIAL PLAN AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED SEPTEMBER 30, 2009 (See independent accountants' review report) ($ in millions)
Financial Financial Plan Statement Accrued Subsidies Actual GAAP Actual Variance
Mass transportation operating assistance $ 1,465.4 $ 1,465.4 $ - Petroleum business tax 478.2 476.8 (1.4) {1} Mortgage recording tax 1 and 2 182.0 182.1 0.1 {1} MRT transfer (3.8) (3.8) - Urban tax 107.6 107.6 - State and local operating assistance 378.7 378.4 (0.3) {1} Additional mass transportation assistance program 5.6 5.6 - Nassau county subsidy to long island bus 10.5 10.5 - Station maintenance 109.9 109.9 - Connecticut department of transportation (CDOT) 69.1 70.8 1.7 {1} NYS Grant for debt service 56.8 56.8 {2} Build American Bonds Subsidy 10.6 10.6 {1} Investment income 0.5 5.4 4.9 {3}
Total accrued subsidies 2,803.7 2,876.1 72.4
Net operating surplus/(deficit) excluding accrued subsidies and debt service (5,103.0) (5,103.0)
Total net operating surplus/(deficit) $ 2,803.7 $ (2,226.9) $ (5,030.6)
Interest on long-term debt $ - $ 929.8 $ -
Debt service $ 1,055.5 $ - $ -
{1} The financial statement includes actual and accrual. {2} In the Financial Statement, funds received from NYS to cover debt service payments for Service Contract Bonds are included in the subsidies. The Financial Plan does not include either the funds received or disbursed. {3} The Financial Plan excludes certain pool and capital income.
- 87 - Proposed MTA Capital Program 2010-2014
September 23, 2009
TABLE OF CONTENTS
Page OVERVIEW 1 The MTA 2010-2014 Capital Program-- “Preserving the Transportation System’s Rich Heritage for Future Generations”
INTRODUCTION 15 Investment Summary and Program Funding
CORE CPRB CAPITAL PROGRAM: 2010-2014 MTA NYC Transit Capital Program 25 Overview Program Plan
MTA Long Island Rail Road Capital Program 53 Overview Program Plan
MTA Metro-North Railroad Capital Program 77 Overview Program Plan
MTA Bus Company Capital Program 101 Overview Program Plan
MTA-Wide Security and Safety Capital Program 109 Overview Introduction
MTA Interagency Capital Program 115 Overview Program Plan
NETWORK EXPANSION: 2010-2014 MTA Capital Construction Capital Program 125 Overview Program plan
MTA BRIDGES AND TUNNELS CAPITAL PROGRAM: 2010-2014 143 Overview Program Plan
PROGRAM PROJECT LISTINGS: 2010-2014 165
Proposed 2010-2014 Capital Program
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Proposed 2010-2014 Capital Program
THE 2010-2014 CAPITAL PROGRAM: Preserving the Transportation System’s Rich Heritage for Future Generations
Introduction
The MTA’s network of subways, buses and railroads move 2.6 billion New Yorkers a year, about one in every three users of mass transit in the United States and two thirds of the nation’s rail riders. MTA bridges and tunnels carry nearly 300 million vehicles annually—more than any bridge and tunnel authority in the nation. This vast transportation network –North America’s largest— serves a population of 14.5 million people in the 5,000 square–mile area fanning out from New York City through Long Island, southeastern New York State and Connecticut.
Today’s network reflects the rich heritage of the region’s original transportation systems. When the New York City Transit subway opened in 1904, it launched an unprecedented era of growth and prosperity for the newly unified New York City. Over 100 years later, the City continues to rely on its rapid transit system. NYC Transit keeps New York moving 24 hours a day, seven days a week as over 6,000 subway cars travel over nearly 700 track miles in underground tunnels and elevated structures throughout the boroughs of New York City.
Bus service on the streets of Manhattan began in 1907. Today, NYC Transit operates nearly 4,600 buses in all five boroughs on more than 200 local and 30 express routes. Long Island Bus, formed in 1973 by the combination of ten private bus carriers into a unified transportation system, runs over 300 buses on 53 routes linking 96 communities, 47 Long Island Rail Road stations, five subway stations and seven major shopping malls. MTA Bus Company, the newest member of the MTA family, was formed in 2004 to merge seven private operations. With more than 1,300 buses, it provides service on 80 local and express bus routes serving the Bronx, Brooklyn, and Queens.
The Long Island Rail Road, the largest commuter railroad in the country, was chartered in 1834, making it the oldest railroad in America operating under its original name. With over 700 miles of track on eleven rail lines extending from three major New York City terminals — Penn Station, Flatbush Avenue and Hunterspoint Avenue — through a major transfer hub at Jamaica to the easternmost tip of Long Island, the Long Island Rail Road transformed Long Island from farmland to economically vibrant communities with easy access to Manhattan jobs.
Proud old names in the history of railroading—New York Central and New York, New Haven & Hartford among them—are the lineage of Metro-North, the second largest commuter railroad in the nation. Metro-North’s main lines—the Hudson, Harlem and New Haven—run northward out of Grand Central Terminal, a ninety-six year old Beaux-Arts Manhattan landmark, on nearly 800 miles of track into suburban New York and Connecticut. West of the Hudson River, Metro-
Proposed 2010-2014 Capital Program 1 North’s Port Jervis and Pascack Valley lines run northward out of Hoboken, N.J. serving Orange and Rockland Counties in the State of New York.
Created in 1933 by master builder Robert Moses, MTA Bridges and Tunnels carries more traffic than any other bridge and tunnel authority in the nation over its seven bridges and through its two tunnels. These spans of concrete and cabling are critical links in New York City’s transportation infrastructure.
This remarkable transportation legacy, which underlies the economic success of the region and promises to do so for generations to come, depends on an ongoing commitment to protect this Infrastructure of the MTA Network infrastructure and its thousands of visible and invisible components. This Track Length: 1,960 miles—enough to reach from New responsibility has been well recognized York to Santa Fe, NM by the State, with its continuing choice to Mainline invest in public transportation, beginning Switches: 3,259—supporting the complex network of rail service branches and express with the State Legislature’s historic and local transit service investment program in 1982 through to the current 2005-2009 Capital Program, Signal Blocks: 14,850—controlling over 9,000 trains a comprising the largest public investment day with nearly 5 million passengers Fiber Optic program in the country’s history. These Cable: Over 975 miles—enough to reach from investments - over $78 billion as of 2008 New York to St. Louis, MO - have brought the MTA back from the Power brink of collapse. The most critical Substations: 524—using more than enough power elements of MTA’s core system, its annually to light the city of Buffalo for a year rolling stock and tracks, have been rebuilt or replaced. As a result of these Third Rail: 1,271 miles—enough to reach from New unprecedented improvements in the York to Lincoln, NE transit system, subway delays have
Pump Rooms: 301—pumping 17 million gallons of fallen almost 60 percent and reliability water each day has reached new heights with the Ventilation (Fan) distance between breakdowns Plants: 197—clearing air in tunnels during increasing 1,800 percent on subways emergencies and 670 percent on the bus systems. As
B&T Structures: 368,940 tons of steel and MTA has continued to rebuild, now th 3.9 million cubic yards of concrete completing its 6 capital program, the B&T Bridge public has returned to the system in Cables: 49,368 feet, containing record numbers. In 2008, ridership on 181,900 miles of wire—enough to circle the Earth over 3½ times the subway, bus and commuter rail syste m reached an all time high with 2.6 billion trips using the MTA system daily compared to 1.6 billion in 1991.
Recognizing that continuous investment is essential to insure the viability of the transit system for generations to come, the New York State Legislature mandated in 1982 that the MTA prepare five-year capital programs to rebuild and expand the New York Region’s transit network. These two goals underlie this five-year program:
• Rebuilding the System. The proposed 2010-2014 Capital Program identifies an investment level of $28.080 billion, with 64 percent targeted to the repair and
Proposed 2010-2014 Capital Program 2 replacement of system assets. • Expanding the System. This capital program funds the completion of East Side Access and phase one of the Second Avenue Subway as well as funding planning studies to identify future capital initiatives that address currently unmet and emerging transportation needs.
These two goals, and the investments proposed to achieve them, are described in the sections that follow.
Rebuilding the System
As the largest regional transit provider in the Western Hemisphere, the MTA’s network of commuter railroads, subways and buses handles 8.5 million trips each weekday, while our seven bridges and two tunnels serve more than 800,000 vehicles each day. Twenty-four hours a day, seven days a week, over 6,100 buses navigate the city streets and our 8,500 rail cars travel over 2,000 miles of track and service over 700 stations. Delivering this reliable service is the heritage of this massive transportation infrastructure. Preserving this vast and rich heritage depends on constant investment in the core system to ensure that every component of that system works. These visible components of service are supported behind the scenes and beneath the streets by the tens of thousands of components that make up the “invisible” infrastructure. This infrastructure, both visible and invisible, must work well in order to meet the needs of customers for generations to come.
The rebuilding investments in this capital program, which are premised on the needs identified in the twenty-year needs assessment, include replacing assets and maintaining those assets already repaired. While past investments have restored many of the system’s assets, there is a significant backlog of assets that still require repair. And many assets that have been repaired in past programs will reach the end of their useful lives and require replacement. The agencies’ needs are even greater than what is included in this capital program since more backlogged State of Good Repair needs exist than can be addressed. The “Rail Modernization Study,” an April 2009 Report to Congress by the Federal Transit Administration (FTA), found that more than one-third of the assets of the Nation’s seven largest transit agencies, including MTA, are near or have already exceeded their useful lives. These backlogged State of Good Repair needs total roughly $50 billion for these seven agencies. Recognizing the extraordinary needs inherent in the vast infrastructure of these large systems and their extraordinary value to the economic health of the nation, the report recommends that Congress and the FTA consider implementation of a temporary funding source over two or three federal reauthorization periods to eliminate this existing SGR backlog, which is similar to the catch-up investment suggested by the City in “PlaNYC A Greener, Greater New York.”
The significant investments identified in this program are prioritized according to their condition and performance in order to provide the greatest service benefits and maintenance savings to the operating budget. For those assets not proposed for repair or replacement, additional maintenance investment will ensure their ongoing safety and acceptable performance.
To maximize the value of investments proposed, this program makes smart investments in repairing obsolete assets and restoring assets at the end of their useful lives. This means that assets are not replaced in kind where opportunities exist to introduce new technologies that enhance capacity and increase safety, such as Centralized Train Control, or to develop innovative ways to enhance transit services, such as Bus Rapid Transit. These “smart
Proposed 2010-2014 Capital Program 3 investments” described below are a key element of this program.
• Replacing Obsolete Signals with New Technology
As the agencies replace their signal systems, smart investments will ensure that obsolete hand thrown switches made up of elements no longer available on the open market are replaced by micro-processors with central control capabilities that offer greater system safety and enhance system capacity by providing more control over train movements. As shown in the MTA’s Twenty Year Needs Assessment, over the next twenty years much of NYC Transit’s signal system will be rebuilt with communications-based train control (CBTC)— an advanced signal system that enables real-time centralized train supervision and monitoring— permitting trains to operate at higher speeds and with shorter headways, thus increasing capacity. It also provides for automated train operation, and information regarding the exact location of trains, enhancing normal operations and emergency response. NYC Transit recently completed a CBTC installation on the Canarsie line (L train). Initial investments for CBTC on the Flushing line were funded in the 2005-2009 Capital Program; the remaining work is proposed in this program, including conversion of existing R142 cars to CBTC operations. In addition, a test track will be developed on a non-revenue segment of the Culver line for integration testing of new CBTC technology.
The proposed 2010-2014 signals program features one of the LIRR’s most crucial efforts – Centralized Train Control, a multi-phased effort which will relocate the management of train dispatching, train supervision, and tower operations to the Jamaica Central Control Center Building (JCCB). Metro-North continues the multi-program replacement of the aging signal system from North White Plains to Brewster with the latest technology to accommodate current operations and ensure compatibility with future service needs.
This program will also see the implementation of Positive Train Control on LIRR and MNR as required by a new Federal mandate in response to accidents experienced on other rail properties. This technology will provide additional safety to rail operations by automatically shutting down any train that proceeds past a stop signal.
• Providing Innovative and Enhanced Bus Service
Long standing problems, including slow speeds, poor reliability and long travel times have plagued bus services and limited the appeal, and therefore the efficiency, of surface transit. Future investments in surface service will incorporate smart approaches to addressing these problems. This program continues investments in Bus Rapid Transit (BRT), a new way to deliver bus services to areas of long-standing need.
Bus Rapid Transit is a modern approach offering a new type of bus service with innovative features, including street pavement treatments, signalized intersection strategies to speed buses through traffic choke points and fare payment innovations which speed boarding. This initiative integrates with Intelligent Transportation System elements to further their regional benefits.
Proposed 2010-2014 Capital Program 4
Such components include:
• Off-board fare collection; • Traffic signal priority; • Bus priority signals at key locations; • Real time bus information at bus stops on select routes; and • Cameras on buses for incident recording and to help enforce bus lane regulations.
NYC Transit and New York City are advancing Phase I of the BRT effort to implement six BRT routes; three routes were funded in the 2005-2009 Capital Program and three routes will be funded in this program. (This initiative is discussed in more detail in the introduction to the NYC Transit section of the plan book.) The MTA and NYC are also working together on a BRT Phase II Study which will identify additional BRT services that could be implemented once the initial five routes are operating. Further, because BRT can provide increased capacity and connectivity to areas of need at less cost and in a shorter development period, it is being integrated into the standard MTA planning process in all corridor studies seeking to expand capacity. MTA’s Twenty Year Needs Assessment incorporates these future BRT needs.
This new approach to core surface service investments promises to increase capacity, reduce travel times, improve reliability and attract new riders.
On a more regional scale, customers of bus services delivered throughout the MTA service territory may benefit from a more systematic delivery of service and coordination with MTA bus and rail networks. A study to learn about the opportunities and challenges of a more unified regional bus system will be undertaken in the Plan period.
• Communicating Real Time Information
Many of the communications investments in the core plans will replace the system’s aged communication assets with their garbled audio messages and largely static signage with smart communications. These will provide the information backbone to allow customers to make smart travel decisions, providing customers “real-time” information while they are planning a trip or en- route.
Investments proposed from the Twenty Year Needs Assessment for implementation over this plan period include:
• Expansion of real-time transit information in transit and rail stations. • Begin implementation of systemwide rollout of real-time
Proposed 2010-2014 Capital Program 5 information at bus stops.
These investments will deliver targeted “just in time” information on transit services (arrival time, track number, etc) to customers, enhancing their use of the system.
• Implementing New Fare and Toll Payment Options
Over the next ten years, the fare payment infrastructure currently in use at all MTA agencies— ticket machines, turnstiles, fare processing equipment— will all reach the end of their useful life. Just as this infrastructure was transformative with its introduction in the 1990s, enabling elimination of two fare zones and implementation of fare discounts, the replacement of these assets with the next generation of fare payment technology promises a similar transformation.
The proposed 2010-2014 Capital Program includes investments to begin migration to more advanced fare and toll payment systems throughout the MTA family. MTA is completing an evaluation of new fare and toll payment methods for transit, commuter rail and MTA bridges and tunnels, including the use of contactless “smart chip” payment systems, such as standard bank and credit cards, pre-paid transit payment cards, key-tags and smart phones. The future promises the ability to use a single smart card or a cell phone with a smart chip --cell phones being nearly ubiquitous in the New York region-- to ride any and all of the region’s transportation systems, from NYC Transit’s subways and buses, to the commuter railroads, to Bridges and Tunnels. This new approach could offer many benefits to the MTA, including increasing capacity on bus services by speeding the boarding process, reducing labor and cash handling expenses, supporting inter-modal fare payments options and improving customer service through simplified and expanded fare policy.
• Improving Access for the Elderly and Physically Challenged
As assets are repaired and replaced, opportunities will continue to be identified to increase access for the disabled as we make those investments. Surveys continue to show that people expect to remain in the workforce longer than previous estimates so that older people are expected to account for 20 percent of the work force by 2020, up from 13 percent in 2000. Many of these individuals are or will become MTA customers, and investments will have to accommodate a wide range of new needs, from larger message text to innovative ways to site and maintain elevators and escalators throughout the transit system. To this end, the proposed 2010-2014 Capital Program advances investments identified in the Twenty Year Needs Assessment in audio/visual screens, low-floor buses, elevators and paratransit vehicles among other core investments to serve an aging customer base.
• Optimizing System Links
As investments are made in stations and track on the rail system and enhancements to the bus system, opportunities exist to optimize service by improving or adding transfer points between
Proposed 2010-2014 Capital Program 6 intersecting subway or lines and between bus and subway or bus and rail connections through intermodal terminals. These investments promise to expand travel choices and better exploit network capacity, especially when also informed by the real-time information improvements described above. Past examples of these smart investments have provided new connections between MTA and NYCT Bus services and adjacent subway lines with new intermodal terminals in Jackson Heights and Ridgewood.
LIRR will undertake infrastructure investments in the vicinity of Jamaica, to increase station capacity and throughput in conjunction with service expansion, including the new Cross-Borough Scoot service between Jamaica and Brooklyn. This critical link in LIRR’s system will be modernized, through a new track layout, new signals, and new higher speed crossover switches. Metro-North’s Strategic Intermodal Facilities and Parking Expansion project includes monies to implement strategic station and parking investments to construct key intermodal transportation hubs in the Metro-North region.
Studies in the proposed 2010-2014 Capital Program will consider other locations to better link existing transit lines based on high-transfer volumes between bus and subways. Additional opportunities to better link existing transit lines could include a transfer between the 3 and the L trains at Livonia Ave. and improvements to the intermodal terminal at Rockaway Parkway (L). In addition, this program will advance an investigation of what is required to eliminate a major subway service bottleneck at Eastern Parkway and Nostrand Ave. in Brooklyn. These future opportunities are recognized in MTA’s Twenty Year Needs Assessment.
Smart investments such as these will allow customers to optimize travel by minimizing travel paths and seamlessly switching from one service to another.
• Maximizing Investments in Commuter Rail Stations in New York City
While Metro-North and LIRR services are primarily used by customers traveling to and from the suburban counties, the rail lines pass through parts of Manhattan and the outer boroughs and provide a number of city station locations. As part of investments in these stations, this capital program progresses some of the opportunities identified in the Twenty Year Needs Assessment for pocket tracks and signal enhancements to create incremental throughput capacity to enable additional trains to stop at these stations to provide both CBD-bound and reverse-commuter travel to the suburbs.
For example, LIRR‘s proposed 2010-2014 Capital Program includes the Kew Gardens station platform extension, allowing more cars to platform at this station, overcoming infrastructure limitations at the Kew Gardens station, which can only platform 4 car lengths due to platform dimensions. Lengthening these station platforms will allow additional LIRR customers to utilize this station without having to pass between train cars to access the platform. Through the construction of extended platforms, station dwell times will decrease, making for more efficient LIRR operations between Jamaica and Penn Station, while improving service to this Queens
Proposed 2010-2014 Capital Program 7 community. This smart investment is particularly beneficial after East Side Access service opens, as LIRR service expands to two Manhattan terminals—providing increased travel capacity in the vicinity of the overcrowded Queens Blvd.subway line.
• Implementing Strategic Corridor Improvements to Improve Service
As the railroads invest in track, signals and power, additional targeted investments in strategic corridors promise significant opportunities to increase capacity and enhance service even more.
For LIRR, these investments in its core program complement the East Side Access network expansion project currently underway, putting in place the infrastructure necessary to maximize the increase in capacity that Long Islanders will receive. In addition to the work in the vicinity of Jamaica discussed above, other strategic corridor investments in LIRR’s 2010-2014 program include: Phase I of double track from Farmingdale to Ronkonkoma, pocket track initiatives at Massapequa and Great Neck and increasing electric train storage capacity in Nassau and Suffolk counties. Subsequent phases of these strategic corridor investments are reflected in the Twenty Year Needs Assessment.
For Metro-North, similar improvements to strategic track segments, such as in the Woodlawn area of the Bronx, will facilitate additional service and improve reliability on the Lower Harlem and New Haven Lines.
Additionally, Bridges & Tunnels is assessing the possibility of implementing video tolls in some of its lanes to increase capacity and enhance customer service to strategic regional corridors served by its crossings.
These smart investments in strategic corridor improvements promise to improve service and customer satisfaction.
• Making Investments Sustainable
The MTA has made a concerted effort in its Twenty Year Needs Assessment and the proposed 2010-2014 Capital Program to incorporate smart “sustainability” into the planning and construction of proposed infrastructure investments. Building sustainable features into core investments will further enhance transit’s role in the overall sustainability of the region, which already has one of the lowest carbon footprints in the nation largely due to transit use. Through programs like Transit Oriented Development (TOD), the MTA will continue to work collaboratively with communities, developers, and stakeholders throughout the region to promote new commercial and residential development and enhance existing communities near transit. Through the coordination of accessibility improvements and land use policies that
Proposed 2010-2014 Capital Program 8 encourage compact development and transit use, the MTA can provide greater convenience and improved mode choice for existing and potential customers, as well as a higher level of customer amenity in station areas, to contribute to sustainable long-term growth throughout the region.
These core agency investments focus on repairing and replacing obsolete assets in these smart ways to ensure the legacy of the system for generations to come.
Expanding the System
The ongoing commitment to maintain and rebuild core assets has enabled the MTA to begin to expand the existing system, with the LIRR East Side Access (ESA) and Phase 1 Second Avenue Subway (SAS) expansion initiatives. The proposed 2010-2014 Capital Program proposes to allocate all remaining funds needed to complete these two expansion initiatives. These projects represent the first major system expansions since the 1940s. East Side Access will bring LIRR trains into Grand Central Terminal, saving as much as 40 minutes a day on the round-trip commute of more than 76,000 daily customers. It will also ease congestion at Penn Station, paving the way for Metro- North service to Penn Station in future years. The first phase of the Second Avenue Subway will provide service from 96th St. to 63rd St., where it will connect with the Broadway (N/R/Q/W) line. This project will provide new service to Manhattan’s East Side and reduce overcrowding on the already overburdened Lexington Ave. (4/5/6) line, significantly improving travel time and conditions for hundreds of thousands of New Yorkers each day.
The new subway terminal at South Ferry -- the first new station opened since 1989 -- was completed in the 2005- 2009 Capital Program. Newly available American Recovery and Reinvestment Act funds will allow completion of the Fulton St. Transit Center during this 2010-2014 plan period, expanding linkages among 12 subway lines and supporting the ongoing redevelopment of Lower Manhattan. (Funding for the extension of the #7 subway line to support development of Manhattan’s Far West Side, a project funded by New York City, is included in the previous 2005-2009 program; during this program period all contracts needed to complete the extension of the #7 subway line to 11th Ave. and 34th St. will be awarded.)
The New York City population, currently estimated at 8.2 million, which in itself represents historic growth since the 1980s, is expected to continue on this trajectory, growing by another one million people over the next 20 years. And transit investments, widely recognized as fundamental to economic prosperity, must keep pace. Despite the recent downturn, with recovery forecast to begin in 2010, the success of the New York Region’s economy continues to rely heavily on the New York Times, Feb. 19, 2006 MTA network to provide critical connectivity between jobs and labor force. All portions of the region are expected to experience robust growth and
Proposed 2010-2014 Capital Program 9 MTA must plan to meet that growth with the implementation of new transit services that promise to best meet these needs.
• New Network Expansion Initiatives
In 2006-2007, the MTA conducted a region-wide review of forecasted growth and trends and concluded that despite a continuation of its rebuilding program and the completion of the ESA, full-length SAS and #7 Extension projects, significant gaps between demand for transit services, opportunities for redevelopment, and transit system capacity will remain.
MTA Region Population & Annual MTA Ridership in millions Economists from throughout the region confirm the region’s continued growth 18,000 3,300 potential despite the recent downturn, but 17,000 3,100 caution that these forecasts are estimates of 16,000 2,900 2,700 “potential” that are very much dependent on 15,000 2,500 14,000 the Region’s ability to continue to overcome 2,300 13,000 obstacles to growth – such as achieving 2,100 12,000 Ridership MTA greater accessibility between jobs and labor
Region Population Region 1,900 11,000 1,700 force. An MTA system that continues to 10,000 1,500 achieve a greater state of repair while 1970 1980 1990 2000 2010 2020 2030 improving capacity and connectivity is Year (2010-2030 projected) essential to the long-term economic health Population Ridership of the region.
Since virtually all portions of the region and travel markets are expected to experience growth over the next 20 years, the MTA’s response must concentrate both on enhancing the existing network’s ability to accommodate more customers as discussed in the core investment section above and expanding the network. This response will, of necessity, span many capital programs as reflected in the MTA’s Twenty Year Needs Assessment. To determine those transit investments that will best serve the growing region’s needs in select corridors, this program proposes to fund studies that set the foundation for priority investments for future capital programs.
• MTA, with New York City Transit, forecasts that the Queens Blvd.Corridor requires new strategies to meet today’s high demand and serve projected population and employment growth as well. A “Queens Blvd.Corridor” study is proposed for the 2010-2014 Capital plan to define the transit needs and strategies that could range from technological enhancements to the existing network, such as subway signalling innovations and train and platfrom length enhancements, to the addition of new surface strategies such as BRT, to longer term additions/changes to the rail network.
• Staten Island is the fastest growing borough in the city; its population has increased by 24 percent since 1990 and is expected to grow by an additional 34 percent by 2035. The MTA and New York City Transit in cooperation with the Staten Island Borough President have begun a “Staten Island North Shore Alternatives Analysis.” This analysis will identify ways to improve travel in this corridor (both intra-island and to other Boroughs and New Jersey) using a variety of modal alternatives to support faster and more reliable transit service
Proposed 2010-2014 Capital Program 10 within the corridor, to the St. George Ferry Terminal and to destinations outside Staten Island. The next study step leading to project development is proposed.
Staten Island’s West Shore travel corridor (extending from the Bayonne Bridge on the North to the Staten Island Railway line at Richmond Valley, between the Arthur Kill waterway and Richmond Ave on the South) also experiences significant obstacles to accessibility for travel on and off the island, such as very long travel times and incomplete geographic coverage to areas of potential development. A foundation study to set the direction for future improvements is proposed.
• The population of Rockland County has more than tripled in the past 50 years; population in Rockland and Orange Counties is forecasted to grow by 22.9 percent by 2035, increasing travel demand in the already strained Tappan Zee Bridge travel corridor. In addition to the capacity constraints in the corridor, the Tappan Zee Bridge, a critical link between Rockland and Westchester Counties and the overall regional transportation network, is aging and requires extensive ongoing maintenance. Metro-North is partnering with the NYS Department of Transportation and the New York State Thruway Authority to conduct an Environmental Impact Statement (EIS) to evaluate alternatives for the Bridge, including transit, to reduce congestion and improve mobility. A “Tier 2” transit EIS process will be initiated in 2010 to develop the details of the transit element of the corridor overall.
The investment priorities that are identified by these upcoming planning studies will likely be reflected in future capital programs and Twenty Year Needs Assessments; these will combine with the investment priorities identified by planning studies already underway with funding from the previous and current capital plans. Some of these initiatives are approaching the stage where funding for project design and construction will be needed. It is expected that these resources will be included in programs that follow the 2010- 2014 Program, as described in the MTA’s Twenty Year Needs Assessment.
For example, phase one of the Second Avenue Subway is expected to be followed in later capital programs by the remaining three phases, to extend its reach from Harlem to lower Manhattan. In addition, Metro-North Penn Station Access, currently in planning, will require funding in future programs to provide new access from the northern suburbs east of the Hudson
Proposed 2010-2014 Capital Program 11 to the Westside of Manhattan as well as new stations in the City, such as at Co-op City, for greater access by City residents. Future programs can also be expected to include investments to allow greater connectivity through the Penn Station Hub for MTA railroads. The redevelopment of the Farley Post Office building will create an exciting new venue for intercity rail customers and magnify the surface presence of Penn Station in the midst of the new Hudson Yards, the 38 million square foot westward extension of the nation’s largest Central Business District.
Other mobility issues and opportunities also exist that will require study in future capital programs, such as further support for Metro-North West of Hudson strategies to boost capacity and connectivity with new destinations such as Stewart Airport and new services to take advantage of the completion of the new New Jersey Transit “ARC” Hudson crossing to Penn Station. Also as capacity issues become clearer for the NYC Transit 7th Ave. corridor, planning funds will be needed to identify prioritized solutions.
Conclusion
Protecting and enhancing this region’s remarkable transportation legacy depends on an ongoing commitment to rebuild its infrastructure with its thousands of visible and invisible components and to expand the system to meet the future growth needs of the region. The investment needed to accomplish this task includes addressing backlogged State of Good Repair, ongoing repair and replacement, and future system expansion needs. While this investment is massive, its importance is one that has long been recognized by federal, state and local funding partners in their ongoing choice to invest in public transportation, beginning with the MTA’s first five-year capital program in 1982. And there is a new recognition at the Federal Transit Administration and among regional funding partners of the need to address the backlogged State of Good Repair of the major urban transit systems so critical to the economic wellbeing of the nation. As solutions for this need are sought, one thing is certain: this region will continue to invest in its transportation system. It is this commitment that brought the MTA back from the brink of collapse; the continuation of this commitment promises to ensure a well run system that secures the economic health of the region for generations to come.
Proposed 2010-2014 Capital Program 12 THE MTA 2010-2014 CAPITAL PROGRAM
Proposed 2010-2014 Capital Program 13
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Proposed 2010-2014 Capital Program 14 THE MTA 2010-2014 CAPITAL PROGRAM
INVESTMENT SUMMARY On May 7, 2009, Governor Paterson signed historic legislation to provide additional sources of revenue to address the enormous operating deficit facing the MTA as a result of the collapsing real estate market and an economy in world-wide recession. As part of this legislation, the Governor and the legislature also recognized that, with the MTA in the last year of its current five-year capital program, the legislation also needed to support the $28 billion proposed 2010- 2014 Capital Program. To this end, the legislation includes revenues anticipated to be adequate to support the first two years of this five-year program. Since this proposed program is a full five-year program as required by law, the MTA will work with legislative leaders to develop a funding package for the remaining three years of the program.
Funding the entire five-year program is fundamental to rebuilding and expanding the system. This program keeps pace with past programs and ensures that the most critical investment needs can be met. It does not, however, address the full backlog of needs identified in the first five years of the Twenty Year Needs Assessment. As recognized by FTA in its “Rail Modernization Study” and New York City in its “PlaNYC A Greener, Greater New York,” these extraordinary needs require implementation of a targeted funding source over two or three federal reauthorization periods or capital programs to eliminate this existing SGR backlog.
The proposed MTA 2010-2014 Capital Program to rebuild and enhance the existing core network, maintain security and expand the system totals $28.080 billion (Table 1).
Proposed 2010-2014 Capital Program 15 Table 1 MTA Proposed 2010-2014 Capital Program All Agency Summary ($ in millions)
Program Elements Proposed
Core Capital Programs New York City Transit $13,861
Long Island Rail Road 2,758 Metro-North Railroad 1,839
MTA Bus 325
Core Subtotal $18,783 MTA Wide Security and Safety Program 650
Interagency 400 Network Expansion Projects 5,739
Total 2010-2014 CPRB Program $25,572
Bridges and Tunnels 2,508
Total 2010-2014 Capital Program $28,080
Numbers may not total due to rounding
PROGRAM FUNDING Funds currently projected to be available for the 2010-2014 MTA Capital Program are shown in Table 2 below and described in the following narrative. During its 2009 session, the New York State legislature approved new funding for the MTA’s financial plan that includes recurring revenues adequate to support debt service on six billion dollars of new bonds that, in combination with the other funding sources on Table 2, would allow two years of capital work to progress (exclusive of Bridges and Tunnels, which self funds its capital program). Based on these funding assumptions, the MTA faces a $9.9 billion gap in funding the full 2010-2014 period. Additional funding from the MTA’s traditional funding partners will be needed to progress the MTA’s five-year capital program as identified in this plan.
Proposed 2010-2014 Capital Program 16 Table 2 MTA Proposed 2010-2014 Capital Program Funding Sources ($ in millions)
Program Funding Plan Proposed Total 2010-2014 Program Costs $28,080
Funding Currently Projected: Federal Formula 8,175
Federal Security 225 City Capital Funds 500
MTA Bus Federal and City Match 160
Bridges & Tunnels Dedicated Funds 2,508
MTA Bonds 6,000 Asset Sales/Pay-As-You-Go Capital/ or Other Internal Sources 600
Total 2010-2014 Funds Available $18,168
Funding Gap $9,912
Numbers may not total due to rounding
Federal Formula Funds: The MTA’s proposed 2010-2014 Capital Program will coincide with the anticipated six-year 2010-2015 federal transportation funding reauthorization. The MTA and its sister transit agencies across the country will be seeking significant increases in federal transit subsidies consistent with the Federal Transit Administration’s recognition of the substantial backlog in investments needed for state-of-good repairs across the country. The funding projection above assumes a 25 percent increase in base funding levels above the $1.1 billion annually the MTA currently receives plus inflation over the reauthorization period. Also included is the MTA’s share of Congestion Mitigation & Air Quality (CMAQ) funding available to the region.
Federal Security Funding: In support of the MTA’s ongoing capital security program the MTA is assuming 2010-2014 Department of Homeland Security (DHS) funding in amounts consistent with current grant funding receipts. Additional grants will be sought to allow the program to expand.
City of New York Capital Funds: The plan assumes increased contributions from the City of New York from the current approved level of $80 million per year to $100 million per year.
MTA Bus Funding: Federal and City Match: With the MTA takeover of the City private bus lines in 2004, federal funds previously allocated to the City for these properties are now transferred annually to the MTA. As part of the transfer, New York City has agreed to provide the match for the required grant funding.
Proposed 2010-2014 Capital Program 17 Bridges and Tunnels Program Funding: The MTA Bridges and Tunnels is self-funded through toll revenues.
MTA Bonds: During its 2009 session, the New York State legislature approved new revenue sources adequate to support debt service on $6 billion of new bonds.
Asset Sales/Pay-As-You-Go Capital/or Other Internal Sources: The MTA anticipates $600 million in asset sales, pay-as-you-go capital or other non-bond sources. This funding will provide support for the first two years of the proposed capital program.
Funding Gap: Even with this $6 billion of new bonding capacity, a funding gap of $9.9 billion still remains to be filled to meet all the needs identified in the proposed MTA 2010-2014 Capital Program. In the absence of additional support from the MTA’s funding partners, the MTA’s ability to maintain its network in good repair and address assets past due for replacement will be severely compromised.
2010-2014 CAPITAL PROGRAM PLANNING AND PROGRAM CONTROLS
The primary planning vehicle for this five-year capital program is the Twenty Year Needs Assessment that establishes the long-term context for selecting the projects included in each five-year program. The Twenty Year Needs Assessment involves updating asset inventories/condition ratings to determine replacement cycles for all of the system’s assets. This information is then used to develop four five-year investment envelopes that reflect priorities for restoring assets and expanding the system; the first of these envelopes then informs the five- year capital program.
Once the five-year program of investments is developed, all projects within the plan go through a review and approval process before proceeding to award. This approval process has been strengthened for this program in response to three forces: the recent legislation, which establishes new expectations of strong oversight control; the review of the mega projects with FTA, which established a process for prioritizing risks and implementing mitigations; and the overheated New York construction market, which caused MTA to reevaluate how risk factors are incorporated into project budgets and schedules. The controls described below were influenced by these factors.
Capital Project Approval Process In order to ensure adequate levels of documentation for projects before they proceed into award (as required by the revised capital program policy instruction), all projects will go through a post- plan review and approval process in order to better manage the costs, schedules and outcomes of individual projects. This review process will focus on project selection rationale (justification of need, alternatives analysis and cost-benefit reviews); adequacy of scope, schedule and budget; and thoroughness of risk identification. Projects will be expected to meet the threshold requirements described below before funding will be released for award of contracts for the design and construction stages of work.
• For all projects, project proposals at the scope stage prior to entry into design will be reviewed by MTA Capital Program staff and the Independent Engineering Consultant (IEC) to document that the project is the best choice among alternatives, to provide a baseline for evaluating the project during design, and to confirm the sufficiency of allowances for indeterminates (AFI) and contingencies in budgets.
Proposed 2010-2014 Capital Program 18
• Prior to entry into construction, all projects will be reviewed to ensure budgets and scopes have not changed during the design phase; selected large or complex projects will undergo a risk assessment, with IEC participation, to ensure that assumptions for budgets and schedules are properly sized and will hold during the course of project implementation
• For large, complex or new technology projects, the IEC will also conduct periodic reviews at key milestones to ensure that these traditionally challenging projects are still on track. This includes:
o Expanding the risk reviews conducted by the MTA Office of Construction Oversight (OCO) and the IEC to cover every significant contract for these projects, with a focus on identifying and then monitoring all available risk mitigation opportunities in order to ensure that the budget does not move higher up in the range.
o Immediately implementing the risk identification, rating and prioritization analyses as recommended by FTA in the areas of:
requirements; design and pre-construction; project delivery; early construction with a focus on geotechnical/utility/environmental risks; mid-range construction; and start-up/substantial completion of construction.
o Expediting the mitigation strategy for each project, including implementation of integrated decision-making processes and monitoring management conformance with mitigation strategies and processes to evaluate the timeliness and effectiveness of their implementation.
• For all rolling stock investments, including proposals associated with the mega projects, complete and up-to-date multi-year fleet plans will be required including the appropriate data necessary to document fleet growth assumptions. For mega projects involving a significant expansion of current fleet size, full service plans and simulations will be required.
These milestone reviews will be a key to the success of the next capital program. With these strengthened procedures in place, projects can be awarded with greater confidence that the project can deliver the promised benefits within the approved budgets and schedules. These efforts will ensure that each component of the large, complex projects are tracked more closely to allow quick response before cost increases and delays are incurred, so as to better adhere to project budgets and schedules.
Dashboard Report on Project Milestones The major milestones for projects in this capital program--budget, schedule and scope--will be tracked and available on the MTA website as information to the public. The dashboard will be integrated with existing agency management systems to provide current and updated information on these key milestones for all projects listed in the blue pages of this document on a quarterly basis. This web-based report will allow easy reference to a project’s status as
Proposed 2010-2014 Capital Program 19 compared to the original budget, scope and schedule as work progresses in the plan period; it will allow users to drill down to access information on changes that are reflected in these milestones. As an introduction to the functionality of this dashboard, the projects contained in this proposed program are expected to be available on www.mta.info this fall.
2010-2014 CAPITAL PROGRAM SUPPORT FOR MINORITY AND DISADVANTAGED BUSINESS ENTERPRISES
New Mentoring Program For the 2010-2014 Capital Program the MTA will implement a mentoring program for small businesses, which will address some of the key barriers that have blocked small businesses and MWDBE participation in the MTA’s large and complex capital projects. MTA capital program managers will select smaller stand-alone capital projects from within larger initiatives to be candidates for this program. The mentoring program will offer construction training, technical assistance, and small business loan and surety bond assistance to program participants so they can establish the eligibility and qualifications to bid independently on MTA projects in the future. The goal of MTA's proposed Mentor Program is to create a larger pool of qualified contractors who can complete for MTA projects safely, timely and within budget. The program will be open to all small businesses. The program requires legislative approval.
Ongoing MBE Support: For its entire capital program, the MTA establishes annual MWDBE goals on both its Federal and New York State Contracts. During Fiscal Year 2010, the MTA established a 17 percent DBE goal for federally funded projects, and ten percent Minority- and five percent Women-Owned goals for non-federally funded projects. The MTA's Office of Civil Rights (OCR) is responsible for both the MWDBE goal setting process and MWDBE contract monitoring and compliance process. Once goal(s) have been established for a given contract, OCR staff monitors each contract to promote achievement of these MWDBE goals.
Proposed 2010-2014 Capital Program 20 THE MTA 2010-2014 CORE CAPITAL PROGRAM
The proposed MTA 2010-2014 Capital Program to rebuild the existing core network totals $21.291 billion (Table 3). This level of investment is consistent with the level invested in the core 2005-2009 Capital Program, adjusted for inflation. A great deal has been accomplished since 1982 to restore many of the assets in the MTA network to a State of Good Repair; this effort continues in this program, addressing more of the backlog of assets in need of repair. Ongoing Normal Replacement is also the focus of the core program; the need to maintain assets previously restored for a system this vast is substantial and continues forever. The investments proposed in this program for the repair and replacement of existing assets will be smart investments that will not only improve the asset but will also, wherever possible, enhance the service delivery quality and capacity of the existing network. Highlights for each of the agency programs are noted below.
Table 3 MTA Proposed 2010-2014 Capital Program All Agency Summary ($ in millions)
Program Elements Proposed
Core Capital Programs
New York City Transit $13,861
Long Island Rail Road 2,758 Metro-North Railroad 1,839
MTA Bus 325 CPRB Core Subtotal $18,783
Bridges and Tunnels 2,508
Total Core Program $21,291
Numbers may not total due to rounding
Proposed 2010-2014 Capital Program 21 INVESTMENT EMPHASIS 2010-2014
HIGHLIGHTS
New York City Transit (NYCT) - $13.861 billion The largest investment areas for New York City Transit are rolling stock, stations, track, and signals. Nearly 550 new rail cars will be purchased for NYC Transit and Staten Island Railway. Also, nearly 2,500 new buses will be purchased to meet replacement cycle needs, expand the fleet and support the further deployment of Bus Rapid Transit (BRT). Track and switch investments will continue the timely replacement of this safety-critical system. Fourteen traditional station rehabilitations (reprogrammed from the 2005-2009 program) are included, such as Smith-9th St. on the Culver line, nine stations on the Sea Beach line in Brooklyn and four stations on the Pelham line in the Bronx. The proposed program also introduces a new Station Renewal strategy, which targets stations with a preponderance of component investment needs with a renewal investment to address these components. NYC Transit will continue with its program to modernize existing signal systems with a number of interlocking upgrade projects, the first step in upgrading signals to Communication Based Train Control (CBTC). Significant investments are proposed for replacement of subway and bus communications systems to support reliable operations and other investments enhancing the safety of the system, including vent plants and fire safety systems.
Long Island Rail Road (LIRR) - $2.758 billion A significant portion of Long Island Rail Road’s program for 2010-2014 is a set of investments to expand the capacity to accommodate its growing fleet and to prepare for the start-up of the East Side Access service to Grand Central Terminal. The core investments in this package focus on strategic system enhancements including: the first phase of a Double Track Main Line effort beginning with the segment from Central Islip to Ronkonkoma; Jamaica investments to implement new configurations for the interlockings both east and west of Jamaica station to increase throughput associated with service expansion, including new Cross-Borough Scoot service between Jamaica and Brooklyn; the construction/extension of pocket tracks to provide for mid-branch train storage at Massapequa and Great Neck; reconfiguration of the yard at Port Washington; and construction of new yards on the Main Line and Port Jefferson Branches. In addition to these capacity investments, this program will continue investments in bridges and viaducts and the East River Tunnels.
Metro-North Railroad (MNR) - $1.839 billion Metro-North focuses the largest share of its program on rolling stock, stations, track, and shops. Metro-North’s M-8 purchases (MNR’s share) supporting the New Haven line will be completed in this program, replacing the 35-year old M-2 fleet and providing for growth on the New Haven Line. All East of Hudson stations will receive communications improvements or rehabilitation work in the next program and the Strategic Intermodal Facilities program also continues, with MNR partnering with the local community for parking expansion and land development. Phase IV of the Croton-Harmon Shop and Yard replacement will be progressed, constructing a Support Shop which will be the Mechanical Department’s primary component repair and rebuild facility.
MTA Bus (MTAB) - $325 million Building on the significant purchases made in the 2000-2004 and 2005-2009 Capital Program to restore the fleet, the Bus Company will order a total of 290 new buses, including: 253 for local service and 37 for express service. The new buses are primarily for Normal Replacement, but will also expand the fleet to meet ridership demands. Facility investments include: upgrading bus washers and HVAC systems, installing a new elevator at College Point, providing a new
Proposed 2010-2014 Capital Program 22 green roof at Far Rockaway, improving security, and modifying depots to support articulated buses.
Bridges and Tunnels (B&T) - $2.508 billion The seven toll bridges and two tunnels originally built by the Triborough Bridge and Tunnel Authority between 45 and 75 years ago spanning New York City’s waterways are now in the peak of their replacement cycle. The proposed program continues the heavy deck, structural and cable rehabilitation work begun in the last capital program with particular emphasis on rehabilitation of the Bronx-Whitestone, Throgs Neck, Robert F. Kennedy, and Verrazano- Narrows Bridges. Ninety-five percent of the agency’s program is dedicated to cyclical Normal Replacement of its assets. B&T’s capital program, which is not subject to Capital Program Review Board (CPRB) review and approval, is not included in the CPRB Program submission.
PLAN ORGANIZATION
Following this introduction are detailed discussions of the agencies’ proposed core program, the security program, the interagency program and the network expansion program. These program discussions are followed by detailed project listings in the same order.
Proposed 2010-2014 Capital Program 23
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Proposed 2010-2014 Capital Program 24 MTA NEW YORK CITY TRANSIT
Proposed 2010-2014 Capital Program 25
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Proposed 2010-2014 Capital Program 26 MTA NEW YORK CITY TRANSIT 2010-2014 CAPITAL PROGRAM OVERVIEW
New York City is a place unlike any other in the U.S., where a majority of workers commute from home to work via public transportation, and a majority of households do not own a car. New York City Transit is the core of the MTA’s regional network and is the overwhelming source of transit mobility within the city. Providing 2.4 billion trips annually, NYC Transit is the largest public transportation system in the United States. Indeed, NYC Transit subways supply nearly two-thirds of all heavy rail transit trips in the U.S. NYC Transit buses carry twice as many daily riders as the bus system of Los Angeles, the second largest bus fleet in the U.S. NYC Transit assets include about 6,300 subway passenger rail cars, about 4,600 buses, 659 miles of mainline track, and 468 passenger stations. The NYC Transit system operates 24 hours a day, seven days a week, 365 days a year. Intensely used, the rolling stock, infrastructure, and other assets of this extensive 100-year-old network require substantial and sustained investments to deliver the level and quality of services expected by our customers.
Before the capital program was established in 1982, the NYC Transit system was reeling from years of deferred maintenance and severe underinvestment. Service was hampered by derailments, bus and subway car mechanical failures, crime, and deteriorated stations. Today, after more than 25 years of sustained capital investment, a large portion of NYC Transit assets have been restored to a State of Good Repair. While further substantial investment is still required for the rehabilitation of core assets, it has also been possible in recent capital programs for NYC Transit to make investments that enhance the system and improve customer service. Overall, improvements in service reliability and the customer environment have been dramatic, and have attracted new customers to the transit system. NYC Transit ridership has increased steadily -- about 50 percent since the introduction of MetroCard fare incentives in 1997 -- and has reached near-record levels. Annual NYC Transit system ridership in 2008 (prior to the effects of the economic downturn) was the highest since 1965. Subway ridership was the highest since 1950. Booming transit ridership is beneficial to the region – helping to reduce automobile traffic and air pollution – but it also necessitates a robust transit infrastructure, capable of handling increased demand.
THE PROPOSED 2010-2014 CAPITAL PROGRAM The proposed 2010-2014 Capital Program totaling $13.861 billion provides the resources to build upon the achievements of prior capital programs to sustain the system’s legacy for future generations and to avoid a repeat of the disinvestment and resulting crises of the past. In this program, NYC Transit continues Normal Replacement of key assets like rolling stock and mainline track/switches while emphasizing the critical overdue investments to be made in signal systems. Stations continue as an important focus of investment given the importance of the station environment to NYC Transit’s customers and their communities. Select system improvements --smart investments-- are also introduced to enhance operational capabilities and/or improve customer service. Table 4 identifies these investments by asset category.
Proposed 2010-2014 Capital Program 27 Table 4 MTA NYCT Proposed 2010-2014 Capital Program by Investment Category ($ in millions)
Proposed Category 2010-2014 Percent Subway Cars $1,333 10% Buses 2,073 15% Passenger Stations 2,439 18% Track 1,429 10% Line Equipment 528 4% Line Structures 521 4% Signals and Communications 2,833 20% Power 265 2% Shops 328 2% Yards 305 2% Depots 673 5% Service Vehicles 124 1% Miscellaneous 677 5% Staten Island Railway 331 2%
Total $13,861 100% Numbers may not total due to rounding
Priorities for this investment program stem from the agency’s recently completed Twenty Year Needs Assessment. Built on the foundation of a comprehensive asset condition inventory, the assessment identified a significant need to modernize signal systems as well as the traditional investment areas of rolling stock (cars and buses), track and switches and passenger stations.
Signals and Communications have become the single largest category, both in terms of identified needs as well as proposed investment. This is a reflection of the safety and operational importance of the signal system coupled with the age profile and conditions of existing installations. The cost of modernization has recently increased significantly, as experienced in project costs during the 2005-2009 program, and reflected in the estimates here.
Primary elements of this investment program include investments to maintain core infrastructure and smart investments that will enhance mobility, customer satisfaction and safety and security. Within these elements, the following priorities shaped the development of the proposed 2010- 2014 Capital Program:
Proposed 2010-2014 Capital Program 28 • Primary operating assets (Fleets and Track) • Signal investments to address overdue investment needs • Stations and other infrastructure, especially work rescheduled from 2005-2009 Program and • System Improvement investments
The discussion below, which elaborates on these investment priorities, provides a capsule of the twenty-year perspective as well as the proposed investments included in the 2010-2014 period.
Investments to Maintain Core Infrastructure
Investments in Primary Operating Assets (Fleets and Track) Investments in NYC Transit’s primary service delivery assets – trains and the tracks they run on, as well as buses – are the core of the proposed 2010-2014 Capital Program. Prior capital programs had brought all NYC Transit subway cars, buses, and track to a State of Good Repair – and the resultant improvements in service reliability are one of the great success stories of the capital program. Capital investments in cars, in concert with the Scheduled Maintenance System (SMS), have increased reliability from approximately 7,000 miles between breakdowns in 1982 to more than 130,000 today. Likewise, bus fleet reliability has improved from below 1,000 miles between breakdowns to nearly 4,000 miles today. Derailments, which were once common, now occur only rarely.
To maintain these gains in reliability, sustained investment is required. The proposed 2010- 2014 Capital Program includes nearly $5 billion for subway cars, buses, and track replacement. This represents nearly 35 percent of the overall capital program, comparable to levels in past programs. Most of this funding is for the Normal Replacement of assets at the end of their useful lives. The subway cars to be replaced will be 40 years old and have been kept in a State of Good Repair with a comprehensive maintenance regimen. The fleet is being expanded, mainly to accommodate additional service for the Flushing line, which is being extended. Longer term subway fleet growth is a component of the CBTC investments included in MTA’s Capacity Expansion Initiatives. Bus replacements are larger than a steady-state replacement rate might require; the substantial ridership and fleet growth that occurred in the late 1990s as a result of the MetroCard fare incentives resulted in the purchase of a larger share of buses which are now at or will soon reach replacement age. In addition the plan also provides for a modest increase in the size of the bus fleet to allow for increased service and the expansion of Bus Rapid Transit as described below.
Bus Rapid Transit NYC Transit and the New York City Department of Transportation (NYCDOT) have worked together to create a Phase I Bus Rapid Transit (BRT) program with six planned routes. This program was developed based on public input and technical evaluation (see Figure 1 - Phase I BRT Program Map. The location of the sixth route has not yet been identified). In June 2008 NYC Transit and NYCDOT together launched New York’s first BRT project, branded Select Bus Service (SBS), replacing the Bx12 limited-stop service from Inwood in Manhattan along Fordham Road and Pelham Parkway in the Bronx.
The Bx12 SBS features a number of BRT elements, including red-painted bus lanes with overhead highway-type signs indicating the lane is reserved for buses; Traffic Signal Priority (TSP) at 20 intersections during peak hours on weekdays and all day on weekends; a leading
Proposed 2010-2014 Capital Program 29 bus interval at the University Heights Bridge, a major point of bus delay, which allows buses to process ahead of general traffic; branded buses, with distinctive interior fabric, LED lights to add to visibility, and on-board cameras for incident recording; new shelters at every stop; and Off- Board Fare Collection featuring fare machines at stops, all-door boarding, and a dedicated force of fare inspectors. Together, the implementation of these BRT elements has led to more than a 10 percent increased ridership, an approximately 20 percent reduction in travel times, and very high (over 90 percent) customer satisfaction.
The Bx12 SBS, along with the forthcoming BRT services on First/Second Avenues in Manhattan (M15 SBS, planned for summer 2010 implementation) and Nostrand/Rogers Avenues in Brooklyn (B44 SBS, planned for December 2011 implementation), have been funded in the 2005-2009 Capital Program. This funding consists of $13.7 million for new buses and $21.9 million for other equipment, such as fare collection equipment, on-board cameras, and TSP equipment.
This successful partnership between NYC Transit and NYCDOT, which features transit improvements from NYC Transit and street and traffic improvements from NYCDOT, will continue as the agencies implement the remaining Phase I BRT corridors. In the proposed 2010-2014 Capital Program, $135 million in funding is programmed to implement the three remaining Phase I BRT corridors – 34th St. in Manhattan, Hylan Blvd. in Staten Island, and a third corridor that is not yet determined.
To support this implementation, the proposed 2010-2014 Capital Program includes funding for 118 new buses ($110 million) that will be used for BRT; these purchases are included within the articulated bus purchase projects shown in the bus category of the NYC Transit program. These include 73 buses that will be reprogrammed from limited stop service to BRT ($62.7 million) and 45 additional new buses ($47.3 million). These buses are expected to be new three-door, low-floor articulated buses, which are specifically designed to provide faster service on BRT routes. Future bus purchases are expected to be either the same articulated bus model or a similar model.
In addition to buses themselves, the proposed 2010-2014 Capital Program includes $25 million to support other BRT elements; this project is included in the depots category of the NYC Transit program. The primary BRT element funded in this category is new fare collection equipment that will reduce the time it takes for customers to pay fares and board buses. These new technologies will enable customers to board quickly through all doors, which significantly reduces dwell times at stops and leads to an overall reduction in travel time (which benefits both customers and bus operations). Funding is also provided for other existing BRT elements such as on-board cameras and transmitters to enable Traffic Signal Priority as well as the exploration of additional BRT features like real-time customer information (both on-board buses and at bus stops) and physically-separated transitways.
The BRT program and the NYC Transit/NYCDOT partnership will continue beyond BRT Phase I and the proposed 2010-2014 Capital Program. Building on the success of the Bx12 SBS, NYCT and NYCDOT have begun to create a plan for the continued development of BRT in New York City. The goal of this Phase II effort is to identify additional corridors where BRT can have an impact and where it may be possible to implement more aggressive treatments, including physically-separated transitway treatments. To date, an initial long list featuring 31 unmet transit service needs has been developed, and NYC Transit and NYCDOT have jointly conducted intensive public workshops and an online survey. Ultimately, eight to ten future Phase II BRT corridors are expected to be identified that will rely on funding in future capital
Proposed 2010-2014 Capital Program 30 programs.
Figure 1 Phase I BRT Program Map
Investments in Signals About 30 percent of the line signal system (excluding interlockings) dates to the original construction of the subway and has never been rehabilitated. As a result, signal failures are a leading cause of subway service delays. In response to these conditions, NYC Transit is ramping up signal investments in the 2010-2014 program, with projections for increases continuing into subsequent capital programs. As soon as the overdue work is addressed, early modernization work pre-dating the capital plan will come due for renewal. The proposed 2010- 2014 Capital Program is a significant first step in a rehabilitation effort that will span multiple five-year programs. It includes $2.2 billion for mainline signal system rehabilitation – a major funding increase compared to previous capital programs.
Stations and Other Infrastructure Station rehabilitation work is programmed for the locations that were rescheduled from the 2005-2009 Capital Program. Additional work is proposed in response to new condition information. In 2008, the final results of a detailed station condition assessment became available. The inspection evaluated every major structural and architectural component of every station and delivered a comprehensive set of results from which to plan an accelerated capital reinvestment program for stations. Based on this assessment, renewal work is proposed at 25
Proposed 2010-2014 Capital Program 31 locations to provide a coordinated comprehensive treatment of each location and restore each station to good repair (the determination of the locations is still in process, based on efficiency of accomplishing the work in conjunction with other type of work already programmed among other factors.). By focusing on the components in need of repair at these stations, these renewal investments will allow NYC Transit to address stations on an accelerated basis and achieve a more timely reinvestment cycle of 20 years. On top of these rehabilitation and renewal investments, the proposed program continues a campaign approach to address critical components like platform edges and stairs. This overall strategy enables NYC Transit to more quickly address prioritized needs, and reinvest at a sustainable pace that also recognizes the varying useful lives of station subcomponents. Improvements are also planned for the Church St. corridor in Lower Manhattan.
A vast array of infrastructure along the right-of-way is required to make the subway system work. This includes line structures, pumps, ventilation plants, tunnel lighting, the signal system, the communication system, and the traction power system. Most of these components are hidden from public view and rarely considered by customers, but this infrastructure ensures safe and reliable operations, and failures can lead to service disruptions. Investment in this infrastructure has been a key component of prior programs, but work is far from complete. Several assets, such as pumps, have made progress toward a State of Good Repair, and in these areas there is a growing need for Normal Replacement investment.
Ventilation plants are another area of emphasis in the proposed 2010-2014 Capital Program. The NYC Transit vent plant system dates back to when the subway was built, and does not meet contemporary standards. To minimize fire safety risks, NYC Transit proposes to construct three vent plants at priority locations within the subway system and perform upgrade work at existing locations.
Smart Infrastructure Investments Investments today promise more than just reliable service and a clean, safe customer environment. Customers today have greater expectations of their transit system – expectations that the system should be able to keep pace with modern advances. Current investments, which are no longer made in kind, do just that, enhancing their original purpose by providing opportunities for ridership growth, incorporating modern technology, and providing accessibility to all riders. The proposed 2010-2014 Capital Program includes many of these smart investments which enhance service capacity and create new system capabilities to increase customer satisfaction. Projects include:
• Capacity enhancements – The capital program core signal investments will reconfigure signals on the Lexington Ave. line to increase train throughput, and will advance planning for the elimination of a major subway service bottleneck at Eastern Parkway and Nostrand Ave. in Brooklyn. To alleviate crowding, the program includes a project that will add stairs to improve access at the Grand Central subway station. The program also includes the purchase of new railcars and buses—including an expansion of the articulated bus fleet and the ongoing investment in Bus Rapid Transit—to support expanded service.
• Customer communications enhancements – The capital program will install public address systems and customer information screens (PA/CIS) at the last 43 stations that currently have no type of public address, bringing all stations to at least a basic level of functionality. The program also continues progress on Automatic Train Supervision (ATS) for rail service, which ultimately will be used to expand real-time travel information
Proposed 2010-2014 Capital Program 32 to subway customers. In a joint effort with MTA Bus, NYC Transit will pursue development of a system to provide real-time information to bus customers
• Fare Payment Enhancements – This program includes investments to migrate to more advanced fare systems including the use of contactless “smart chip” payment systems, such as standard bank and credit cards, pre-paid transit payment cards, key-tags and smart phones. This system will support inter-modal fare payments options and improve customer service through simplified and expanded fare payment options.
• Accessibility enhancements – The proposed 2010-2014 Capital Program continues progress toward compliance with the Americans with Disabilities Act by making eight additional stations accessible.
Note that some of these projects are long-term initiatives and will be completed over the course of successive capital programs.
SYSTEM CONDITION
Figure 2 illustrates the mix of investments by needs category in the proposed 2010-2014 Capital Program. The program continues NYC Transit’s emphasis on achieving and maintaining good repair. Nearly 50 percent is dedicated to the ongoing replacement of assets previously restored.
Figure 2 NYCT Proposed 2010-2014 Capital Program by Needs Category
System Improvement Normal Replacement 13% 48% Other 1%
State of Good Repair 38%
The System Investment Status (Chart 1) presents by investment category the measure of whether an asset is considered in good repair or whether it has backlogged components in need of repair.
NYC Transit has evaluated the assets that make up its vast infrastructure based on one or more of three asset attributes as appropriate for a particular asset category: • asset condition • asset age vs. useful life • asset performance vs. an identifiable performance standard it must meet
Proposed 2010-2014 Capital Program 33 This approach is different than what was used in the past. Previously all assets that achieved good repair within any capital program were classified from then on as in a State of Good Repair, even as subcomponents aged and did not receive timely reinvestment. This new approach moves beyond these labels and identifies investment need based on actual current asset attributes.
Chart 1 System Investment Status NYCT Major Investment Categories
Cars 100%
Mainline Track/Switch 100%
Elevators/Escalators 96%
Buses 87%
Pumps & Deep Wells 87%
Signals 81%
Structures 79%
Communications 70%
Stations 68%
Bus Shops & Depots 66%
Tunnel Lighting 66%
Power 63%
High-Priority 57% Ventilation
Subway Shops 39%
0% 20% 40% 60% 80% 100%
In Good Repair Backlogged
Proposed 2010-2014 Capital Program 34 MTA NEW YORK CITY TRANSIT PROGRAM PLAN
Proposed 2010-2014 Capital Program 35 NEW YORK CITY TRANSIT NEW CARS CATEGORY T-601
As the largest subway and rail network in the country NYC Transit currently operates a fleet of about 6,300 rail cars serving 468 stations and approximately five million customers daily. Due to differences in tunnel geometry, NYC Transit maintains two internal subway divisions: A and B, respectively corresponding to the numbered and lettered lines. There are approximately 2,800 A division cars and 3,500 B division cars.
The subway car fleet reached a State of Good Repair as of 1991 through a combination of new car purchases and comprehensive overhauls. Since that time, a program has been in place with a goal to replace cars as they reach the end of their useful lives (currently 40 years). This Normal Replacement program also has introduced advanced technologies and improved customer accessibility features, automated public address systems and signage, improved lighting, customer emergency intercoms, and electronic route maps.
The PROPOSED 2010-2014 Capital Program - $1.333 billion New York City Transit proposes to invest $1.333 billion for 463 new rail cars as part of the 2010- 2014 Capital Program. This allows for the purchase of 340 replacement railcars for the B Division and the purchase of 123 fleet expansion railcars for the A Division. These cars are needed to accommodate service growth on the Flushing and Broadway/7th Ave. lines. In addition, budgeted elsewhere is the purchase of 80 replacement cars for the Staten Island Railway (which operates with B Division equipment).
The B Division replacement project and the SIR replacement project are to replace the R44 car fleet, which has been in service since 1973/4. These cars will be in excess of 40 years old when ultimately retired. While this fleet operates reliably today, the projected maintenance costs going forward --as well as the opportunity to further extend the operating efficiencies and customer benefits enjoyed by new technology cars-- argue for replacement.
Fleet expansion on the Flushing #7 line of the A Division is in conjunction with the new technology signal upgrade and an extension to the west side of Manhattan now underway on that line; additionally, the expansion is slated to allow service increases for the Broadway/7th Ave. 1/2/3 line services. This expansion fleet will address ridership increases projected in these corridors by providing additional off-peak and longer periods of peak service.
Proposed 2010-2014 Capital Program 36 NEW YORK CITY TRANSIT BUSES CATEGORY T-603
NYC Transit’s bus fleet - the largest in the country – as of Spring of 2009 contained a total of 4,604 buses comprised of 3,376 (73 percent) standard 40 foot buses, 628 (14 percent) 60 foot articulated buses, and 600 (13 percent) 45 foot express coaches. Furthermore, NYC Transit has emerged as a national leader in deployment of a low emissions technology in its bus fleet. Since 1996, NYC Transit has diversified its fleet to more effectively meet its dynamic service requirements.
NYC Transit’s long term fleet strategy will continue Normal Replacement based on a 12-year useful life for buses and a 7-year useful life for paratransit vehicles. NYC Transit will continue to invest in new buses and clean fuel technologies to reduce emissions.
The average age of the bus fleet as of Spring 2009 is approximately 8.8 years. The average age fluctuates above and below the exact midpoint of six years because of peaks and valleys in bus procurement cycles. For example, a high volume of buses are now reaching their 12th year. These buses were purchased in the late 1990s due to increased ridership after MetroCard fare incentives were introduced. Maintaining a normal cycle of bus replacement is critical for service reliability and the ongoing infusion of new technologies. It also allows for improved environmental standards.
Through preceding capital programs, NYC Transit has worked to make its bus fleet the cleanest major fleet in the world and has introduced many emissions-reducing technologies. Through 2008 NYC Transit placed in service more than 1,000 compressed natural gas (CNG) and hybrid electric buses. With new regulation in place and new higher standards expected, manufacturers are standardizing into their fleets the emission reduction improvements that NYC Transit pioneered, promising greater availability and lower costs for these advancements.
This program also includes the investment in buses to continue the implementation in partnership with the NYC DOT of Select Bus Service and Bus Rapid Transit services. These services combine bus technology with street improvements to provide faster and more reliable service on routes at capacity.
NYC Transit also has 1,675 active paratransit vans. This growing fleet of minibuses is in addition to NYC Transit’s fleet of 598 sedans used in MTA’s Access-a-Ride program to meet obligations under the Americans with Disabilities Act (ADA). All buses and paratransit vans are air-conditioned and fully ADA compliant. Due to recent purchases intended to increase the fleet to meet growing demand for lift-equipped vehicles, the average age of the fleet is 3.7 years.
The Proposed 2010-2014 Capital Program - $2.073 billion The proposed 2010-2014 Capital Program includes $2.073 billion in this category. A total of 2,480 new buses will be ordered, which includes 1,405 standard buses, 694 articulated buses, and 381 express buses. These purchases include 118 buses (73 reprogrammed from limited stop to BRT service and 45 additional buses) for four routes in Manhattan, Brooklyn and Staten Island that are the next to implement Bus Rapid Transit. The proposed program also includes the purchase of 1,317 new paratransit vans.
Proposed 2010-2014 Capital Program 37 NEW YORK CITY TRANSIT PASSENGER STATIONS CATEGORY T-604
NYC Transit’s 468 passenger stations are used by millions of customers each day. At 16 million square feet, the total floor space contained within stations is greater than the commercial office space in many U.S. cities. The system has 277 underground stations, 142 on elevated structures, and 49 on viaduct, embankment, or open-cut structures. Almost all the stations reached their current configuration before 1940.
In 2008, NYC Transit completed a comprehensive condition survey of all stations. The survey rated over 11,000 station components such as stairs, platforms, windscreens, and canopies; of these, approximately 32 percent have backlogged repair needs. Only 82 stations have no significant backlogs.
Based on these findings, NYC Transit has developed a strategic station investment plan that combines more targeted approaches with rehabilitations. In addition to a select number of full rehabilitations, station renewal work is planned on a 20-year basis and selected station element campaigns will accelerate the repair of high priority items especially those impacting passenger safety. This approach is flexible by design, encompassing both campaign repairs to fix selected high-priority station elements plus more targeted projects that simultaneously address all major elements in need of repair within the same station. This strategy enables NYC Transit to quickly address prioritized needs while traditional rehabilitations occur elsewhere in the system. This combined strategy will eliminate all defects in a shorter timeframe and at a lower cost than simply relying on full rehabilitations.
As part of the long-range investment program to provide system accessibility under ADA, NYC Transit is on schedule to complete full accessibility at all 100 of the “Key Stations” by 2020. Additionally, all rehabilitated stations receive accessibility enhancements such as compliant platform edge warning strips and Braille signage. The stations program will continue the Normal Replacement and strategic growth in the use of passenger elevators and escalators along with a reduction in its reliance on gap fillers.
Along with the Normal Replacement of fare equipment, NYC Transit will begin the implementation of the next generation of fare payment equipment, promising to transform travel in the region much like the MetroCard system did when first implemented.
The Proposed 2010-2014 Capital Program - $2.439 billion NYC Transit proposes $2.439 billion for station rehabilitations, renewal work, accessibility investments, and improvements in fare collection, signage, escalators, and elevators.
Station Rehabilitation and Renewal Investments - $1.290 billion The proposed 2010-2014 Capital Program includes the full rehabilitation of 14 stations for $632 million. Nearly all proposed rehabilitation work will be implemented on a line basis at outdoor stations in Brooklyn and the Bronx. Nine of these stations (Smith-9th St. on the Culver line, four stations on the Pelham line, and four stations on the Sea Beach line,) were rescheduled from the 2005-2009 program. An additional five stations from the Sea Beach line have also been added.
Proposed 2010-2014 Capital Program 38 The $658 million planned for renewal work represents the diversification in NYC Transit’s station investment strategy. Twenty-five stations will receive renewal work over the course of the program, which will bring the station into good repair. Such reinvestments are planned to occur on a 20-year cycle. In support of rehabilitation work, separate campaigns are planned to address backlogged repair of ventilators, platform edges, and station stairs at several locations, which will bring those specific elements into good repair on a faster pace. All together, these methods will eliminate backlogged elements in need of repair at a faster pace as compared to a program that relies solely on full rehabilitations.
Accessibility for the Disabled - $498 million NYC Transit is on pace to make 100 stations fully accessible in accordance with ADA standards by 2020. With investments made through 2009, full ADA accessibility at 81 Key Stations will be complete or in progress. The proposed 2010-2014 Capital Program includes ADA investments at eight additional Key Stations. These are: 68th St.-Hunter College, 23rd St./Lexington, and 57th St./Broadway in Manhattan; Kingsbridge Road/Concourse and Hunts Point in the Bronx; Forest Hills-71st Ave. and Ozone Park-Lefferts Blvd. in Queens; and Utica Ave./Fulton in Brooklyn. As an enhancement to full accessibility, NYC Transit will include redundant elevator installations when feasible to further improve the reliability and availability of elevators. NYC Transit also proposes platform edge improvements at Herald Square and boarding area improvements at various stations. The remaining 11 Key Stations will be proposed in the period beyond 2014 but in time to allow for construction and completion before 2020.
Fare Collection - $277 million While the current MetroCard system is still performing well, the time has come for the Normal Replacement of the electronic components in the High Entry/Exit Turnstiles (HEETs) and MetroCard Vending Machines (MVMs). The useful life of the electronic components is significantly shorter (7-10 years) than the metal turnstiles themselves. Along with the Normal Replacement of fare equipment, NYC Transit will begin the implementation of the next generation of fare payment equipment, including the use of contactless “smart chip” payment systems, such as standard bank and credit cards, pre-paid transit payment cards, key-tags and smart phones. This new approach will offer many benefits to the MTA, including increasing bus speeds by shortening the boarding process, reducing labor and cash handling expenses, supporting inter-modal fare payments options and improving customer service through simplified and expanded fare payment options. In addition, 83 new HEETs will be purchased and installed.
Other Station Improvements - $374 million The proposed program includes replacement of other element in stations such as 15 escalators and 21 elevators, fare collection systems and equipment, signage, and other items. The elevator work begins Normal Replacement investments for units initially installed for the purpose of wheelchair access. Other proposed work includes Improvements for the Church St. corridor in Lower Manhattan, new stairs on the north side of the Times Square complex, replacement of station signage throughout the system, improved access at the Grand Central Station complex, and improved scrubber room drainage at four locations.
Proposed 2010-2014 Capital Program 39 NEW YORK CITY TRANSIT TRACK CATEGORY T-605
The NYC Transit rail network consists of 659 miles of mainline track and 1,754 switches. Mainline track has been in good repair since 1991 and mainline switches since 1997. To maintain that condition, NYC Transit has a regular program of Normal Replacement. The useful life of track and switches varies considerably – from 25 to 65 years – depending on factors such as traffic, track type, geometry, and exposure to weather. Generally, the useful life of track is significantly lower on grades and/or sharply curved sections of track than it is on tangent track.
The importance of track and switches to safe train operations is difficult to understate. NYC Transit track is traversed every weekday by hundreds of trains carrying the subway’s five million daily passengers. This heavy usage causes daily wear of the track, which is countered by frequent inspection and maintenance. NYC Transit uses multiple levels of inspection. All mainline tracks are inspected visually by trackwalkers twice weekly. Mainline switches are inspected, tested, and maintained by two-member teams monthly. All aspects of track geometry are measured and recorded four times a year. Rails are scanned for internal defects using either a Sperry rail car or the Track Geometry Cars at least three times per year. In addition, to support the capital replacement program, all track sections are surveyed every four years by an engineering team that estimates the number of years of useful life remaining for the section. The mainline track and switch investment strategy is based on the most recent track and switch condition surveys.
The Proposed 2010-2014 Capital Program - $1.429 billion The proposed 2010-2014 Capital Program includes $1.429 billion for Normal Replacement of over 50 miles of mainline track, 145 mainline switches, and other initiatives detailed below. The work includes the replacement of concreted subway track and prefabricated panel track on elevated and open-cut/at-grade structures. The remaining track work will be in the subway where a concrete invert is poured with embedded ties. This investment pace will keep NYC Transit track and switches in good repair.
The programs include installation of 13 track miles of welded rail, which has significantly lowered occurrences of rail breaks and cracks. This represents the balance of the campaign; the 2014 project concludes NYC Transit’s program of capitally-funded welded rail installation.
Track force account is a series of annual projects funded by dedicated New York City funds for enhancement of the track. This program addresses the obsolete rubber rail seats and container plate assemblies installed in subways between the late 1960s and early 1980s. Other components of the track are also addressed, such as tie blocks, walkways, and jointed rail.
Proposed 2010-2014 Capital Program 40 NEW YORK CITY TRANSIT LINE EQUIPMENT CATEGORY T-606
The subway contains a diversity of electrical and mechanical equipment and support infrastructure along the right-of-way, including 432 track miles of tunnel lighting, 194 ventilation (fan) plants, 230 pump rooms, and deep wells at five locations.
Lighting in subway tunnels enhances safety and aids rescue workers in emergencies. All NYC Transit subway tunnels have lighting, but many rely on incandescent light systems put in when the tunnels were built. Modern systems feature compact fluorescent lamps on both sides of trackways; redundant power sources assure they will function during emergencies. Also, they provide more ambient light than old systems and are more reliable and energy-efficient.
Fan plants enhance passenger safety by directing heat and fumes away from passengers and providing sufficient ventilation to enable safe evacuations. Though newer subways include adequate emergency ventilation systems, much of NYC Transit’s system lacks fans meeting contemporary standards. Most existing fans are undersized and unable to attain the “critical velocity” of air required of new subway systems. Also, many tunnel segments were originally built without fans.
Currently, 57 percent of identified high priority tunnel segments meet new ventilation standards. New or expanded fan plants will be built at the highest priority locations. Work includes building a large enclosure, and installing multi-directional turbine-type fans, mechanical damper systems along the right-of-way, and control systems for remote operation. Additional smaller-scale investments ensure the continued operability of existing fan plants, such as replacement of control systems.
Pumps remove water that collects in tunnels from seepage, storm runoff, and water main breaks. Pump rooms serve all subway tunnels and under-river tubes; 86 percent of pumps are in a State of Good Repair. A pump room typically has two small pumps for regular use and one large pump on standby for flooding situations. Pump room projects may include substantial drain and discharge line repair and structural, electrical and control work, as well as replacing the pumps and motors. NYC Transit also has deep wells in areas with high water tables to extract groundwater and lower the water table below the subway structure, reducing infiltration and protecting its integrity.
The Proposed 2010-2014 Capital Program - $528 million NYC Transit proposes $528 million for line equipment investments, including: • 18 track miles of tunnel lighting on the Culver and Queens Blvd. lines and the 60th St. Connection. • Three fan plants on the Queens Blvd. and 8th Ave. lines. One will replace existing undersized fan plants, and two will protect locations that now have no plants. All of these plants were rescheduled from the 2005-2009 program. • A feasibility study of a new fan plant on the Lexington Ave. line. • Rehabilitation of six pump rooms. • Repair of deep wells on the Crosstown and Nostrand lines.
Proposed 2010-2014 Capital Program 41 NEW YORK CITY TRANSIT LINE STRUCTURES CATEGORY T-607
NYC Transit’s network has 228 miles of line structures, including 136 miles of subway, 70 miles of elevated structures and viaducts, and 22 miles of at-grade alignments. All line structures require periodic investment to preserve their integrity against water damage, corrosion, and normal wear-and-tear.
All types of line structures (subway, elevated, viaduct and at-grade alignments) are primarily threatened by water infiltration and/or corrosion. In addition, vibration and exposure to salt water (viaduct by the ocean) reduce the useful life of line structures. Rehabilitation of structures generally entails waterproofing, grouting, replacing corroded steel work, replacing spalled concrete, and reconstructing drains. Subway tunnels also feature emergency exits, which require comprehensive rehabilitation (there are 543 emergency exits systemwide).
Structural Painting: Steel elevated structures require regular painting to protect against corrosion, extend the life of the structure, and improve neighborhood aesthetics. Two types of painting projects are used to address this requirement: strip-and-repaint and overcoat. Strip- and-repaint work entails shot-blasting old degraded paint completely off the structure to bare steel before applying paint. Overcoat projects entail scraping loose paint and applying paint on top of the existing paint layers. In both cases, the debris from old coatings is collected and disposed of properly.
Structural Enhancements: In response to severe flooding that occurred in August 2007, NYC Transit is undertaking a new initiative to alleviate flooding, such as raising gratings above street level, permanently closing gratings, and installing devices to block gratings in the event of street flooding. In addition, to alleviate bottlenecks and improve throughput at Nostrand Junction and Flatbush Terminal, NYC Transit will commence a detailed study of these locations to determine if major structural modifications are required.
The Proposed 2010-2014 Capital Program - $521 million NYC Transit proposes $521 million for line structure rehabilitation, painting, and enhancements, including: • Phase 1 of subway structural repairs on the 4th Ave. line in Brooklyn • Repairs on 7.3 route miles of elevated structure on the Jamaica line and the Far Rockaway and Rockaway Park viaducts. • Retaining wall and overpass repairs along 6.8 miles of the at-grade Dyre Ave. and Sea Beach lines. • Overcoat painting of 18.5 miles of elevated structures on the Brighton, Broadway-7th Ave., Canarsie, Culver, Jamaica, Rockaway, and White Plains Road lines. • Rehabilitation of 125 emergency exits throughout the subway system • Flooding alleviation at remaining locations in Manhattan. • Study, design, and preparatory work related to potential Nostrand Junction and Flatbush Terminal capacity enhancements.
Proposed 2010-2014 Capital Program 42 NEW YORK CITY TRANSIT SIGNALS AND COMMUNICATIONS CATEGORY T-608
NYC Transit’s signals and communications systems include 728 track miles of mainline signal equipment, an automatic train supervision (ATS) system on the A Division, a rail control center (RCC), a carrier-grade communications network, subway and bus radio systems, and in-station communications applications such as the public address/customer information screen (PA/CIS) and closed circuit television (CCTV) systems.
Signals Signals ensure the safe and efficient movement of trains. There are 242 track miles of signals on the A Division and 486 miles on the B Division. Currently, 71 percent of the signal system is within its 50-year useful life, and the balance is in need of modernization. . A number of interlockings have been modernized in advance of full modernization of signals along a line, so only 13 percent of interlockings are not in a State of Good Repair.
In addition to signals, the other primary NYC Transit signal assets include ATS and the RCC. With continued investment, NYC Transit’s signals have become increasingly automated. Train control has moved from local towers to master towers and now to the RCC, a state of the art facility. The ATS overlay technology provides the critical information on train movements to enable centralized control and provides real-time train arrival information to customers.
Communications To meet the communication needs of a transit system serving more than seven million passengers a day, NYC Transit has an extensive carrier-grade communications network. The network is supported by 475 miles of fiber optic cable, extensive copper telephone cable installations, eight major PBX sites, wireless radio systems for both subways and bus operations, and more than 190 miles of subway antenna cable. Collectively, these assets are critical to providing service, responding to emergencies, enabling state-of-the-art customer communications, as well as administrative operations.
Communication assets also include in-station communications applications such as public address and CCTV systems. With investments through the 2005-2009 Capital Program, 425 stations will have functioning PA systems. There are currently 103 stations with CCTV cameras at turnstile entry points and a variety of other types of CCTV are distributed throughout the system.
Continued upgrades to the data network infrastructure are needed to reduce reliance on third- party carriers and to take full advantage of service operations, customer support, and safety communications applications such as ATS, PA/CIS, and CCTV. Furthermore, components of the network, such as segments of fiber optic cable and copper cable, are reaching the end of their useful life.
Proposed 2010-2014 Capital Program 43 The present subway radio system is nearing the end of its useful life, and due to Federal Communications Commission requirements, the system must migrate from wide-band to narrow-band transmission standards. Moreover, inadequate and deteriorating subway antenna cable must be replaced. These replacement projects will have important operational, security, and safety benefits. These upgrades will be coordinated with the replacement of the bus radio system.
The Proposed 2010-2014 Capital Program - $2.833 billion NYC Transit proposes $2.268 billion for mainline signal modernization investments and $565 million for communication system improvements, for a total of $2.833 billion.
Signal Modernization The proposed 2010-2014 signals program features complete modernization of the Dyre Ave. line including interlockings. The Dyre Ave. project will modernize 9.8 miles of signal equipment and bring the entire A Division signal system into SGR. Seven B Division interlockings are proposed for modernization, including three on the Queens Blvd. line, one on the Culver line, and three on the 6th Ave. line. The replacement of degraded signal cable and various similar projects to address signal deficiencies system-wide are planned. Initial investments for CBTC on the Flushing line were funded in the 2005-2009 Capital Program; the remaining work is proposed in this program, including project support, removal of unneeded conventional signal equipment and conversion of existing R142 cars to CBTC operations. Additionally, the first phase of CBTC installation is planned for the Queens Blvd. line. Lastly, a test track will be developed on a non-revenue segment of the Culver line for integration testing of new technology CBTC signal equipment.
Communications Systems The proposed program features upgrades to the network backbone cable infrastructure, including copper cable, fiber optic cable, and antenna cable. Improvements to communication rooms are proposed; these assets protect and consolidate communications equipment. In addition, with the upcoming completion of the new fiber optic network, a project has been added to begin the cutover of existing phone and data lines onto the new network. Replacement of the subway’s VHF radio system and portable radio units, begun with initial funding in the 2005-2009 Capital Program, will be completed with final investments in this program. In addition, funding is proposed to solve interference issues with the above- and below-ground areas of the Police radio system. Public address systems with connections to the RCC and customer information screens at the last 43 stations in the system will be advanced. Lastly, initial investments are proposed in Supervisory Control and Data Acquisition (SCADA) to monitor power, pump, and other critical support systems.
Proposed 2010-2014 Capital Program 44 NEW YORK CITY TRANSIT TRACTION POWER CATEGORY T-609
NYC Transit consumes 2.2 billion kilowatt-hours of electricity annually, including 1.8 billion kilowatt-hours for train propulsion. The energy is supplied by the local electric utility but is delivered to the subway third rail via NYC Transit substations and power distribution infrastructure.
NYC Transit operates 216 substations, located throughout the subway system. Substations receive high-voltage alternating-current (AC) power from the external electric utility grid and convert it to 600-volt direct current (DC) power for use in train propulsion. To accomplish this conversion, each substation includes one or more transformers (to reduce voltage), rectifiers (to convert from AC to DC), and switchgear (to control the connection to the external power). Power is then transmitted to the third rail by means of the power distribution system, which includes positive and negative cables and circuit breaker houses (CBHs). CBHs are small trackside enclosures, which feed power to the third rail and include remotely-actuated circuit breakers to disconnect power when necessary. There are currently 299 CBHs in service throughout the subway system.
For emergency removal of power from the wayside, alarm units and telephones are placed throughout the NYC Transit system. These Emergency Alarm Units (EAUs) allow NYC Transit personnel to shut off third rail power to a section of track, and also include telephones for emergency communication. There is a total of 2,663 EAUs systemwide.
The power network has received periodic reinvestment for modernization since the 1950s. In prior capital programs, some substations have received comprehensive modernizations, including replacement of all antiquated equipment and rehabilitation of the substation enclosure. Many other substations, however, only received component-based investment to replace selected equipment (particularly, to replace obsolete rectifiers). Many of these substations require Normal Replacement investment to address other components, including some equipment that dates back to the original construction of the subway.
The Proposed 2010-2014 Capital Program - $265 million NYC Transit proposes $265 million for traction power investments, including: • Full modernization of one IND substation in Brooklyn, and initial cable work at another substation in midtown Manhattan. • Repair or replacement of backlogged substation components at various locations, including roofs, enclosures, and hatchways. • Rehabilitation of seven circuit breaker houses at various locations. • Replacement of traction power cables and ducts on the 4th Ave. and Lenox Ave. lines. • Replacement of emergency alarm units.
Proposed 2010-2014 Capital Program 45 NEW YORK CITY TRANSIT SHOPS CATEGORY T-610
Shops are critical to ensure the proper condition, integrity, and safety of the NYC Transit rail car fleet and infrastructure. Modernized shops are especially important for the Scheduled Maintenance System (SMS) and work on high-tech rail cars entering the fleet. NYC Transit has a large number of shops to support the system, including two rail car overhaul shops, 14 maintenance shops, 25 support shops, eight car washers, 45 car-cleaning facilities, and various types of shop equipment. The major overhaul and maintenance shops are used for the inspection, repair, and overhaul of rail cars. The specialty support shops, which include track, signal, infrastructure, and electrical facilities, allow NYC Transit to repair and maintain specific, non-fleet assets by performing a wide variety of functions, including ironwork, signal maintenance, power cable, and track fabrication.
Approximately 39 percent of the shops are in good repair. NYC Transit’s long-term strategy is to provide an adequate and safe work environment at these facilities and improve rail car maintenance capabilities. Investments are required in shops to handle new technology rail cars. Wider work aisles, improved shop equipment, and space for new diagnostic equipment are necessary to address improved safety standards and handle the increasingly complex computer and information systems that are included on the new cars.
The Proposed 2010-2014 Capital Program - $328 million NYC Transit’s proposed 2010-2014 Capital Program includes $328 million to address multiple system-wide shop facilities. Key shop projects include the initial phases of the rehabilitation of the 207th St. Overhaul Shop. The overall rehabilitation project scope was originally intended to be done as a single project in the last program; however, as a cost mitigation strategy, the work has been divided into smaller packages. Creation of a new sub-shop for the overhaul and repair of unitized rooftop railcar air-conditioning (A/C) modules and improvements to the electrical and heating systems are proposed for 207th St. in this program. Work on other elements of 207th St. will continue in the next capital program.
Some of NYC Transit’s maintenance shops will receive select repairs and upgrades. Projects to upgrade the DC power system at the 207th St. maintenance shop and to upgrade the ventilation system at the East New York maintenance shop are proposed. Also, several maintenance shops with backlogged repair needs will receive targeted upgrade work directed at priority needs. A project will survey and address component repairs that cannot wait for more comprehensive investments. The plan also provides for the replacement of certain outdated heavy shop equipment critical to ongoing shop operations.
Proposed 2010-2014 Capital Program 46 NEW YORK CITY TRANSIT YARDS CATEGORY T-611
NYC Transit operates 23 yards located in four boroughs to provide secure storage for both revenue and non-revenue trains and reduce the number of trains stored on the mainline.
This category includes 118 miles of yard track and 41 miles of non-revenue track (with both figures including the distance occupied by 876 yard switches), along with signals, lighting and hydrants at each yard. Approximately 89 percent of yard track, 92 percent of non-revenue track, and 92 percent of yard switches are now in good repair. Approximately 74 percent of the yard signal systems and 61 percent of the yard lighting are in good repair.
The Proposed 2010-2014 Capital Program - $305 million NYC Transit proposes $305 million in yard investments in the 2010-2014 Capital Program. The principal investments in this category are for the replacement of yard track and switches at a total of $83.4 million. Yard track and switch replacement has historically been a lesser priority than mainline work; consequently, a backlog of work exists. This deferred replacement can have repercussions on revenue service by causing delays. To address this, the proposed program will replace approximately 12 miles of yard and non-revenue track at a pace of 2.4 miles per year. This represents an accelerated pace of investment that will eliminate all overdue yard track by 2015, one year outside the program. Additionally, 80 yard switches will be replaced at a pace of 16 per year. At that rate, all overdue switches will be replaced by 2014.
Other work includes the rehabilitation of the relieving platform at the 148 St. yard and stabilization of the relieving platform at the 207th St. yard. Yard security is another area of investment, with projects to replace and/or upgrade fencing at four locations, rehabilitate the lighting at two locations, and install closed circuit television systems at various yards. Lastly, preliminary work is planned to lessen the need to store trains on the mainline during non-peak hours.
Proposed 2010-2014 Capital Program 47 NEW YORK CITY TRANSIT DEPOTS CATEGORY T-612
NYC Transit currently operates 19 depots and two major base shops located throughout New York City to support more than 4,600 buses. In addition, one depot is being rebuilt on the existing site (Clara Hale) and another is being built at a new site (Charleston). Depots are necessary in order to collect revenue from buses, clean and fuel buses in preparation for service, perform routine maintenance and light repairs, and store buses when not in operation. The service capability and design configuration of a depot affect the efficiency of bus operations. Depots should be sized and configured appropriately to provide optimal support to the associated bus fleet. Base shops provide an extension to the maintenance capabilities of depots and perform scheduled bus overhaul/service, remanufacture components, and address other major repairs. All but seven of the facilities are considered to be in good repair. In addition to the shops, the bus system has 46 bus washers, 20 paint booths, and one non- revenue fleet facility.
To support recent and projected future bus fleet growth, NYC Transit’s long-term plan is to construct multiple new bus depots. A new depot is being built at Charleston in Staten Island and a new depot is planned at Jamaica. As existing depots reach the end of their useful lives, NYC Transit will make needed Normal Replacement investments as well. Another significant long-term depot investment need is the cyclical replacement of the bus radio system.
The Proposed 2010-2014 Capital Program – $673 million A total of $673 million is proposed for depot projects. Work to build new or reconstruct existing depots is being progressed in stages; initial phases for several projects totaling $138 million are proposed in this program. Projects include the first phase for the new depot at Jamaica, converting the decommissioned paint shop at the East New York Depot to other depot uses, minor rehabilitation work at three sites, and the demolition of the 126th St Depot and design of a replacement facility (construction of a replacement depot at 126th St. would be funded in the next capital program).
Additional investments of $536 million are planned for projects beyond depot rehabilitation and reconstruction. A project being coordinated with the MTA Bus Company to replace the bus radio system for $343 million is included in this proposed program. This significant investment will provide greater communication capacity for the combined fleet as the radio system is critical to daily bus operations and addressing emergency response capabilities; the project will also replace the Bus Command Center facility. Other projects include the replacement of bus lifts, washers, and heavy depot equipment along with the upgrade of HVAC systems, storage tanks and paint booths. Also, funding is provided in the program for the implementation of three new Bus Rapid Transit routes for roadside AFC equipment and real-time information displays. The purchases of buses that will be used for BRT are located in the Buses category of NYC Transit’s proposed plan. Lastly, NYC Transit (in concert with MTA Bus) proposes to fund development of a system to provide automated real-time bus location and arrival information to bus customers. NYC Transit’s proposed program includes $42 million, which is in addition to $30.6 million in the 2005-2009 program. (The MTA Bus proposed program includes eight million dollars, for a combined total proposed investment of $50 million in 2010-2014.) The initial rollout of this technology would be along existing and planned BRT routes and then begins its implementation to all bus lines.
Proposed 2010-2014 Capital Program 48 NEW YORK CITY TRANSIT SERVICE VEHICLES CATEGORY T-613
NYC Transit owns and operates specialized fleets of non-revenue rubber-tire vehicles and work trains. Work trains are used system-wide and are the backbone of NYC Transits track maintenance program. These vehicles support major construction (capital) and maintenance (operating) work, help to repair assets, and perform other critical services vital to supporting the successful and efficient operations.
The fleets consist of a total of approximately 670 specialized rubber-tire vehicles which are replaced through the capital program. Vehicles include armored trucks, tow trucks, mobile station washer trucks, and other miscellaneous vehicles. NYC Transit’s approximately 460 work trains include diesel locomotives, refuse cars, hopper cars, snow throwers, flat cars, track geometry cars, and other vehicles. Locomotives transport non-propulsion work cars for various track, signal, and electrical projects. These fleets have been in good repair since 1987. It is essential that service vehicles be maintained at a high-level of reliability and availability. Delays or cancellations in the services provided by these vehicles may result in significant customer impacts, project delays, and operational inefficiencies.
The Proposed 2010-2014 Capital Program - $124 million The proposed 2010-2014 Capital Program includes $124 million to purchase new work trains and new non-revenue rubber tire vehicles.
$86 million is allocated for various work trains. Ten locomotives are being purchased to replace the R47s, plus 54 flatcars to replace R72 and R101 flatcars built in the 1980s and scheduled for retirement. Eight snow removal cars built in the 1980s and scheduled for retirement are also being purchased in order to ensure that tracks are kept clear and service is not compromised during winter storms.
$39 million is allocated for the purchase 329 non-revenue rubber tire vehicles to replace vehicles at the end of their useful lives.
Proposed 2010-2014 Capital Program 49 NEW YORK CITY TRANSIT MISCELLANEOUS CATEGORY T-616
This category includes various investments to support the work of the capital program. They include contingency and insurance, management information systems, engineering services, environmental and safety, and non-station facilities.
The Proposed 2010-2014 Capital Program - $677 million The proposed 2010-2014 Capital Program includes $677 million for miscellaneous investments. The program support components included in this category are in scale with previous capital programs. This investment includes insurance, engineering services, scope-development, and the MTA independent engineer to support miscellaneous technical needs of the program.
Other investments include improvements and repairs at assorted facilities including the consolidated revenue facility, the Maspeth warehouse, Livingston Plaza, and many employee facility rooms located in various stations. Certain management information systems such as network infrastructure and WAN/LAN equipment will be addressed. NYC Transit will address various environmental and safety needs, such as asbestos monitoring and removal, installation of fire alarms/sprinklers at various facilities, and environmental soil remediation.
Proposed 2010-2014 Capital Program 50 STATEN ISLAND RAILWAY CATEGORY SIR
Staten Island Railway was created in 1971 when the City of New York purchased the railroad from the Baltimore and Ohio Railroad Company. SIR serves an average of 23,000 weekday riders and includes 23 stations, 64 rail cars, 30 miles of mainline track, 5.1 track miles of yard track, 33 mainline switches, 42 yard switches, three support and maintenance shops, 23 work trains, 29 bridge structures, and five power substations. The overall SIR system is in good repair except for employee facilities, yard infrastructure, and a small number of work trains.
The Proposed 2010-2014 Capital Program - $331 million The proposed 2010-2014 Capital Program includes $331 million for SIR. This proposal includes significant investments in railcars, St. George terminal, and the power system. The headline project is for the replacement of the entire R44 railcar fleet, which has reached the end of its useful life, at an estimated cost of $217 million. At St. George, the first phase of the terminal’s modernization is set to begin with work on the track and signals along with improvements to drainage at the site. The last major project is the initial phase of a staged plan that will address the railway’s aging power infrastructure. The construction of a new substation at Huguenot, the installation of low-resistance composite contact rail, and the rehabilitation of the five existing circuit breaker houses will all occur in this first phase.
Other SIR work includes structural repairs at various stations to keep those locations in good condition and the repair of eight bridges and one culvert along the SIR right-of-way.
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Proposed 2010-2014 Capital Program 52 MTA LONG ISLAND RAIL ROAD
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Proposed 2010-2014 Capital Program 54 MTA LONG ISLAND RAIL ROAD 2010-2014 CAPITAL PROGRAM OVERVIEW
The Long Island Rail Road is the largest and busiest commuter railroad in North America, carrying 87.4 million passengers in 2008. LIRR infrastructure includes 594 miles of main line track, 293 at-grade-crossings and 124 stations on 11 branch lines. On an average weekday, the LIRR carries 302,583 passengers on 732 trains.
In 2008, the LIRR experienced record setting ridership of 87.4 million passengers – the railroad’s highest annual ridership since 1949. It was also a record-setting year for LIRR’s on- time performance (OTP), with 95.14 percent of trains on time, making it the railroad’s highest OTP since modern record keeping began 30 years ago. This same year marked superior fleet performance as well. The Mean Distance Between Failures of the fleet, the distance a rail car travels between breakdowns, has improved from 23,609 miles in 1990 to 132,203 miles in 2008.
Continued capital investment through a quarter-century of fully-funded five-year programs has allowed the LIRR to eliminate deferred maintenance in all asset categories except for Line Structures. Asset inventory databases allow for the tracking and classification of all critical components and form the basis for developing the Normal Replacement portion of the LIRR’s proposed 2010-2014 Capital Program. In addition to these investments - which maintain Long Island Rail Road’s ability to reliably run the current level of service, protecting the legacy of the oldest commuter railroad in the country - a significant portion of the 2010-2014 program is focused on the new LIRR service into Grand Central Terminal (GCT) via the East Side Access project to maximize readiness for its forecasted ridership growth.
THE PROPOSED 2010-2014 CAPITAL PROGRAM
The MTA LIRR’s proposed 2010-2014 Capital Program demonstrates the agency’s ongoing commitment to maintaining and enhancing mobility, economic health, and quality of life in the region. The proposed 2010-2014 Capital Program includes investments of $2.758 billion over the course of the program (Table 5). These investments will maintain LIRR assets in a State of Good Repair through funding of its most essential components - rolling stock, stations, track, communications/signals, power, and shops and yards. In addition, strategic corridor improvements that will support new service to GCT and expand capacity are also included, along with continued investment in bridges/viaducts.
Proposed 2010-2014 Capital Program 55 Table 5 MTA LIRR Proposed 2010-2014 Capital Program by Investment Category ($ in millions)
Proposed Category 2010-2014 Percent Rolling Stock $382 14% Stations 167 6% Track 1,021 37% Line Structures 197 7% Communications and Signals 315 11% Shops and Yards 315 11% Power 190 7% Miscellaneous 173 6% Total $2,758 100% Numbers may not total due to rounding
Primary elements of this investment program include investments to maintain core infrastructure and smart investments that will enhance mobility, customer satisfaction and safety and security.
Investments to Maintain the Core Infrastructure The Long Island Rail Road continues the progress made since the inception of the first Capital Program in 1982, with significant infrastructure investments in the proposed 2010-2014 Capital Program. Investments to maintain the core infrastructure account for almost 60 percent of the proposed 2010-2014 Capital Program, across all asset categories. This intensive level of investment assures that all system components are replaced at the end of their useful life, avoiding the service disruptions and added maintenance expenses that occur when components unexpectedly fail. All LIRR asset categories, with the exception of Bridges and Viaducts, are currently under a Normal Replacement cycle. Maintaining this classification is the goal of projects identified in the Stations, Track, Communications and Signals, Shops and Yards, and Power investment categories. Key projects include:
Advancing Life Cycle Maintenance (LCM) investments at the Hillside Maintenance Complex (HMC) and the Morris Park Complex to enable more a reliable maintenance program, reducing unscheduled repairs and increasing fleet reliability for all EMU and Diesel fleets.
Replacing the aging air conditioning system in the LIRR area of Penn Station, in order to ensure comfortable ambient air temperature for customers and employees
Continuing multiple infrastructure improvement programs such as the Annual Track Program, the continued build out of the Fiber Optic Network and the Normal Replacement of nine substations and one breaker house.
Proposed 2010-2014 Capital Program 56
Smart Infrastructure Investments The MTA Long Island Rail Road has a long history of contributing to the quality of life of area residents. From its founding in 1834, the Long Island Rail Road has been a vital lifeline for Long Island and New York City, leading to the growth and development of the communities it serves and providing a gateway for the economic growth of the region. Today, as an essential component of the region’s transportation infrastructure, the LIRR is looking to provide opportunities for further ridership growth, incorporate modern technology, and improve accessibility for all riders. The proposed 2010-2014 Capital Program includes a variety of such smart investments to enhance service capacity, create new system capabilities and increase customer satisfaction.
Smart Investments in Mobility Close to 75 percent of Nassau and Suffolk County residents who commute to Manhattan for work use the LIRR, and that reliance on public transportation leads to cleaner air, improved mobility, and an all-around better quality of life for residents of this populous region. To remain the vital force in transportation that Long Islanders rely on and to continue contributing to the region’s future growth and well-being, LIRR must prepare for the future. At present, capacity issues at key locations impact LIRR’s ability to respond to market demand. Penn Station, LIRR’s Manhattan terminal, is currently at capacity during many periods of the day. The station’s 21 tracks – shared by the LIRR, Amtrak and New Jersey Transit – carry over 1,000 trains each day, and service growth is simply impossible. The East Side Access project, which will provide the LIRR with a second Manhattan terminal (Grand Central Terminal), will allow direct Long Island Rail Road service to the east side of Manhattan for the first time ever. This enhanced train service will bring Long Island residents closer to their final destination, thus reducing travel time and congestion at Penn Station and the subway lines serving it.
Building upon this, proposed investments in this program support the growing role Long Island Rail Road plays in the transportation of intra-Island riders and commuters working non- traditional hours, as well as leisure travelers taking advantage of the region’s wealth of cultural attractions. This program takes the first steps toward realizing a vision of the 1980s Main Line electrification project – a full second track on the Main Line between Farmingdale and Ronkonkoma which will greatly improve reliability and allow for expanded service in this very busy suburban travel corridor.
Smart Investments in Customer Satisfaction 21st Century Electric Fleet Between 2002 and 2007, the LIRR completed a major fleet replacement effort, retiring the almost 40 year old M-1 electric cars and replacing them with 836 M-7 cars. The state-of-the-art M-7 fleet has proven to be extremely reliable, as demonstrated by the increase in the number of miles traveled prior to unscheduled maintenance. The M-7 car sets the standard for a comfortable 21st century LIRR experience, reflecting feedback received from customer focus groups and incorporating improvements in seating, enhanced lighting, window design, public address systems and restrooms. Auxiliary power units and climate control units were also doubled for greater reliability and comfort and the cars meet all requirements of the Americans with Disabilities Act. Building on these successes, the LIRR will initiate the next phase of its fleet modernization effort in this program to begin replacement of the M-3 electric fleet, which faces a number of service reliability challenges and dated system technology.
Proposed 2010-2014 Capital Program 57 Station and Parking Improvements The last 15 years have seen numerous investments in LIRR stations throughout the system, including installation of elevators and other improvements to make stations wheelchair accessible; renewal of public restrooms, waiting areas, and ticket offices; station plaza areas; platforms; and targeted parking renewal and expansion to maximize availability for LIRR customers.
Among these investments, two of the LIRR’s busiest stations, Jamaica and Flatbush Avenue underwent tremendous transformation during the past five years. As the LIRR’s hub station, Jamaica has long served as the connecting point between 10 LIRR branches and the three Western Terminals (Penn Station, Flatbush Av, and Hunterspoint Av). Since the Port Authority of New York and New Jersey’s JFK AirTrain service began in December 2003, Jamaica Station has also become a busy transfer point for travelers to and from JFK Airport. With recently completed capital investments, Jamaica Station ushers in the 21st century, with a vaulted glass and steel structure, passenger bridges, and new elevators and escalators. The re-imagined Jamaica Station also has new platforms, canopies, lighting, and passenger waiting rooms.
With the renovation of Flatbush Avenue Terminal for LIRR customers to Downtown Brooklyn and Lower Manhattan, customers will enjoy a brighter and more comfortable platform area as a result of new platform tiles, PA system, lighting, staircases, platform seating, and a new tempered air system. The most dramatic change to the station will be the new multi-story glass entry pavilion at the corner of Flatbush Avenue and Hanson Place, providing a much greater community presence for customers entering and exiting the underground complex.
In the last few years, parking investments have been made at a number of key stations, including Mineola, Valley Stream and Ronkonkoma. The Mineola Intermodal Center, located in the heart of Nassau County, opened in October 2006 offering 700 commuter spaces in an attractive new facility immediately south of the station. This new facility, which also houses MTA Long Island Bus bays serving seven bus routes, provides for seamless intermodal travel on MTA trains and buses. Since 1986, over 14,000 parking spaces have been newly built or restored at LIRR stations throughout the system.
With this capital program, LIRR continues to maximize the customer experience with such smart investments as the Kew Gardens station platform extension to allow additional train cars to platform at the station, which reduces dwell times and makes for more efficient LIRR operations between Jamaica and Penn Station, while improving service to this Queens community.
During the 2010-2014 plan period, LIRR will participate in the MTA-wide migration to more advanced fare and toll payment including the use of contactless “smart chip” payment systems, such as standard bank and credit cards, pre-paid transit payment cards, key-tags and smart phones. LIRR will conduct a pilot study and other analyses aimed at allowing customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network.
This program also features $65 million for the development and expansion of commuter parking. The current parking needs for LIRR customers will grow in the future, particularly once East Side Access service opens. Site selection for the new parking facility will target the busiest LIRR electric branches, prioritizing stations also served by multiple bus routes to provide multi- modal transit opportunities. Where possible, consideration will also be given to Transit Oriented Development to partner with the community so that MTA investments can be coordinated with land use policies that encourage compact development and convenient access to the system for its customers.
Proposed 2010-2014 Capital Program 58 Smart Investment in Safety and Security The Long Island Rail Road continues to embrace customer and employee safety as its highest corporate priority. Along with customer awareness and employee safety programs, safety is maintained and enhanced through the timely replacement of aging capital assets to maintain their structural and functional integrity. The proposed 2010-2014 Capital Program demonstrates this commitment through investments to enhance customer and employee safety on trains, in stations and terminals, in yards and employee facilities, and along LIRR’s right-of-way. Most notable is the ongoing renewal work on the Atlantic Avenue Viaduct, with this proposed program funding the final phase which includes the rebuilding of Nostrand Avenue station and the installation of two new ADA elevators. Railroad bridges systemwide will also be restored or replaced, along with continuing Fire and Life Safety improvements for the East River Tunnels.
Security in LIRR terminals and stations and along the right-of-way is closely coordinated with the MTA as well as with other local, state and federal agencies. Continued emphasis is placed on structural hardening, surveillance, and physical barriers - such as fencing - to secure the LIRR system and its assets.
These investments maintain service levels and on time performance. All system components must work reliably in order to continue to deliver the high quality of transportation so vital to the region and its economy for another 175 years.
SYSTEM CONDITION
Investments in its capital assets since 1982 have allowed the Long Island Rail Road to improve its operations, thus providing an invaluable service to the region by ensuring the legacy of the railroad. The MTA’s proposed 2010-2014 Capital Program continues this legacy and looks to the future with smart strategic corridor improvements that will expand capacity, increase levels of service, and support new LIRR service to Grand Central Terminal.
The proposed 2010 – 2014 Capital Program allocates 56 percent of its funding to State of Good Repair and Normal Replacement projects, and 38 percent to smart investments that will also improve the system (System Improvements). Much of this system improvement funding is devoted to preparing for expanded LIRR service to Grand Central Terminal when East Side Access opens. (Figure 3).
Proposed 2010-2014 Capital Program 59 Figure 3 MTA LIRR Proposed 2010-2014 Capital Program by Needs Category
State of Good Repair, 6% Other, 5%
System Improvement, 38%
Normal Replacement, 50%
The MTA is now re-evaluating the program’s characterization of State of Good Repair to more accurately describe the condition of the asset base. Assets are comprised of many components, which have varying normal replacement requirements. These components must be regularly replaced for the total asset to remain in good repair. Future asset inventory updates will evaluate the repair needs of the components in establishing the asset’s overall state of good repair. This approach was recently introduced in the New York City Transit Stations Program, and is applied in certain areas of the LIRR stations program and will be applied to the other agencies as they update their asset inventories.
Previously, LIRR’s Line Structures category was the only asset category identified as not in a state of good repair. This plan will make significant progress on this category with the completion of the work on the Atlantic Viaduct. Regular inspections and maintenance also ensure the safety and operation of these assets. In addition, other assets have components with replacement needs that will be reflected in future asset inventory updates.
Proposed 2010-2014 Capital Program 60 MTA LONG ISLAND RAIL ROAD PROGRAM PLAN
Proposed 2010-2014 Capital Program 61 MTA LONG ISLAND RAIL ROAD ROLLING STOCK CATEGORY L-601
MTA Long Island Rail Road currently has a fleet of 836 M-7 EMU cars, 170 M-3 EMU cars, 45 locomotives (including 22 DM and 23 DE), 134 bi-level coaches, and a fleet of work locomotives and other maintenance rolling stock.
From 2002 to 2007, LIRR rolling stock underwent its most dramatic transformation in over 30 years. The M-1 cars, which entered service in 1968-1972, were decommissioned and 836 new M-7 cars were put into service. The M-7 cars incorporate improvements in lighting, HVAC, and on-board announcements. The reliability of this new fleet has greatly exceeded contract goals, being able to travel hundreds of thousands of miles before unscheduled maintenance.
Another asset vital to service performance is work / protect locomotives. These locomotives are used to transport material, fight icing and fall leaf conditions, and haul disabled trains.
The Proposed 2010-2014 Capital Program - $382 million
M-9 Purchase for M-3 Replacement This project will begin the replacement of up to 84 cars of the LIRR’s aging M-3 electric fleet, which faces a number of service reliability challenges and dated system technology. This earlier generation of electric multiple-unit cars will be replaced with modern M-9 cars, with the worst performing cars replaced first.
DMU Specification Development In addition, LIRR plans to develop a scope and specification for Diesel Multiple Units (DMUs) for selected “scoot-type” service on diesel branches, to address service needs of customers in the LIRR’s non-electrified territory.
Work Locomotive Procurement Finally, this program will purchase as much as 11 of the 30 locomotives needed to replace aging work locomotives that are past their useful lives. The work locomotives are used to apply a de-icing agent to the rails during winter weather conditions, apply sandite during autumn leaf season, and transport materials as part of LIRR infrastructure maintenance.
Proposed 2010-2014 Capital Program 62 MTA LONG ISLAND RAIL ROAD STATIONS CATEGORY L-602
The Long Island Rail Road operates 11 rail branch lines and serves customers at 124 stations in Nassau and Suffolk Counties and New York City. The Stations and Parking Program works to maintain and modernize LIRR stations, focusing on replacing station components like staircases, elevators / escalators, platforms and canopies, as well as restoring station buildings. These projects ensure a safe and comfortable customer environment. As the gateway to the LIRR system, stations play an important role in the LIRR customer experience and an integral role in community identity.
The Long Island Rail Road, currently responsible for 60 percent of the train service into and out of Penn Station, contributes towards capital investment in Penn Station to ensure that this crucial part of the LIRR system continues to function smoothly and serves its role as Long Island’s entry to Manhattan. Because Penn Station is LIRR’s most important and busiest terminal, it is essential that this facility be maintained and improved.
The Proposed 2010-2014 Capital Program – $167 million This proposed program includes $167 million to increase customer satisfaction by providing a comfortable and safe station environment. These projects invest in many station components, including platforms, staircases, shelters, waiting rooms, escalators, elevators, and station parking.
Massapequa and Wantagh Station Platform Replacement Both projects include design, demolition and reconstruction of the station platform and platform waiting room, replacement of the canopy roofing system, along with platform lighting, stairways and escalator. At Massapequa, the existing elevator will be replaced, while at Wantagh, a new elevator will be constructed, making that station wheelchair accessible. The cost for these two projects is $42 million.
Mets / Willets Point Station Renovation This $6 million project will complement planned work in existing programs to provide a station renovation and operational improvements for the LIRR Mets / Willets Point station. Work includes installation of new passenger elevators to connect the north and center platform with the passerelle, infrastructure improvements to allow for train operation from the center platform, installation of tactile warning strips, canopy and stair improvements, along with other station upgrades.
Station Component Replacement Work The LIRR proposes a number of station component replacement projects, including $5 million for the replacement of passenger elevators at Rockville Centre and Woodside stations. Elevators at Woodside have experienced high levels of utilization because they serve both LIRR and NYC Transit customers at this busy station complex. The Woodside elevator selected for replacement connects the street level with the station and thus serves a crucial role in the station’s function and in customer satisfaction. The LIRR will also advance a $16 million East Side Access (ESA) readiness support project to address elevators and infrastructure to support station operations in the LIRR’s future station in Grand Central Terminal. LIRR Penn Station component work includes an $11
Proposed 2010-2014 Capital Program 63 million project intended to replace the air conditioning units which serve the LIRR’s area of Penn Station. Installed as part of the 1994 Penn Station Improvements, the air conditioning units have reached the end of their useful lives and have shown increasing failures. This investment is vital to ensure customer comfort and satisfaction.
Other Station Improvements Also proposed for the 2010-2014 Capital Program is the Kew Gardens station platform extension, allowing more cars to platform at this station, platform and other structural repairs at Hunterspoint Avenue station to maintain a safe environment, and the designs for the replacement of the 1960s platform at Babylon station, including elevators and escalators, as well as a new Republic Station on the Main Line in Suffolk County, to be constructed in a future Capital Program. The total cost for these projects is $13 million.
Smart Card Improvements In the proposed 2010-2014 program, LIRR will advance a pilot program and associated studies for new fare media technology – utilizing smart chip technology as part of an MTA-wide fare technology initiative. The total cost for this project is $10 million.
Parking The proposed 2010-2014 Capital Program includes a $65 million dollar project for the development and expansion of commuter parking through the construction of a multi- story parking garage in order to increase the availability of commuter parking. The LIRR currently has a commuter parking space deficit at its busiest stations, and the need for commuter parking will grow in the future, particularly after direct LIRR service to Manhattan’s East Side becomes available. While parking deck locations have not been determined yet, candidates are Level 1 stations (having more than 6,000 passenger trips per weekday) and Level 2 stations (having between 2,000 and 6,000 passenger trips per weekday) on the busiest electric branches. Priority consideration will be given to stations which are also served by multiple bus routes and other transit connections, in order to provide multi-modal transit opportunities.
In addition, in conjunction with MTA’s Transit Oriented Development (TOD) initiative, the LIRR will, in collaboration with communities and stakeholders, identify feasible development opportunities near stations meeting the above criteria. Properly scaled and designed retail and residential uses near transit can enhance existing communities, providing many benefits including reduced auto-dependency and improved transit convenience. In determining investment priorities, LIRR will evaluate where structured parking could facilitate redevelopment of surface parking lots or other undeveloped sites near transit. This review would be undertaken in the context of station area planning to improve station access including intermodal connections, “kiss and ride” and pedestrian/cycling improvements. In addition, LIRR will identify partnership opportunities such as joint parking, and will evaluate where its investments can best coordinate with local land use initiatives that support TOD and where they can provide the greatest leverage of other public and private sources. LIRR will support the efforts of municipalities in competitive planning grants and undertaking comprehensive station area/downtown planning and zoning studies as part of coordinating local land use with LIRR parking and intermodal investments.
Proposed 2010-2014 Capital Program 64 MTA LONG ISLAND RAIL ROAD TRACK CATEGORY L-603
MTA Long Island Rail Road has 594 miles of main line track and 107 miles of yard track. The track program is focused on economically supporting the safe operation of trains at maximum allowable speed with full Federal Railroad Administration (FRA) compliance, while minimizing the impact of track outages on customers. Track assets are currently maintained through on- going annual track renewal programs, which replace components on a life-cycle basis. The cyclical replacement of track rail components is based on age, condition and physical inspection.
System enhancement initiatives include a project to expand track capacity on the Main Line in Suffolk County, as well as projects to increase train lay-up capacity on some of the railroad’s busiest branches.
Right-of-way (ROW) projects consist of drainage control, track stability/retaining walls, demolitions and fencing, which are intended to improve the physical condition of the ROW, ensuring safe and efficient operation of trains system-wide.
The Proposed 2010-2014 Capital Program - $1,021 million Track investments build upon significant investments in previous programs in full support of LIRR long-term goals, based on a Track Strategy to maintain and upgrade the track system.
Track Program The track program consists of the Normal Replacement of track components, based upon component age and condition. Elements of the Track Program include installation of wood ties (mechanized), rail, wood switches, concrete switches, field welds, surfacing, drainage, rail profiling and track stability along the right of way, grade crossing investments and new construction equipment to support track projects. Total cost in the proposed 2010-2014 Capital Program is $336 million.
Atlantic Branch Half-Ties The track structure in the Atlantic Avenue Tunnel between East New York and Jamaica consists of wood half-ties embedded in a concrete track bed. This project will replace the existing track structure, which has reached the end of its useful life. The current track structure dates to 1940-41, when the tunnel between East New York and Jamaica was constructed. The cost for this project is $40 million.
Merrick / Bellmore Direct Fixation This $37 million project will design and construct for the replacement of the direct fixation track on the viaduct along portions of the Babylon Branch. This type of track system involves track infrastructure fastened directly onto the viaduct structure, which was constructed in the early 1970s and is in need of replacement.
Proposed 2010-2014 Capital Program 65 Right-of-Way Improvements LIRR will also make various right-of-way improvements, including work to address drainage and culvert deficiencies along the ROW, such as replacing concrete sluiceways, installation of leaching basins and some drainpipe replacement. In addition, approximately fifteen miles of high security fencing will be installed at sites which have been identified as priority, based upon site risk assessments and history of trespassers. Finally, a demolition project will remove abandoned structures along the ROW that pose a potential danger to employees and customers and are eyesores in the communities where they are located. These ROW improvement projects total $17 million.
LIRR Strategic Track Enhancements - $584 million
Population forecasts for the New York region project increased population for Nassau, Suffolk and Queens Counties, creating a demand for additional LIRR service. In addition to growth in the LIRR’s core market of commuters traveling between Long Island and Manhattan, the LIRR also anticipates growth in the intra-island and reverse commute markets, reflecting forecasted job growth in Nassau and Suffolk Counties.
There are a number of infrastructure investments which are required to prepare the LIRR for future East Side Access service to Grand Central Terminal. This includes expanding track and yard capacity along the LIRR’s busiest rail corridors: the Main Line, Babylon and Port Washington Branches. Also critical is reconfiguration of track level infrastructure in Jamaica along with the construction of a new platform at Jamaica Station to serve the new Cross- Borough Scoot service between Jamaica and Flatbush Avenue Brooklyn.
Due to operational and fiscal constraints, the proposed 2010 – 2014 Capital Program cannot address all of the railroad’s future infrastructure requirements necessary for reaching the full potential of ESA service to Grand Central Terminal and expanding reverse commute and intra- island train service. In light of this, the LIRR has prioritized investments of the highest importance – infrastructure which is required for East Side Access opening day. These improvements require an investment of approximately $808 million and are included in the 2010-2014 Capital Program. The LIRR remains committed to additional East Side Access related investments including the third track, in future capital programs, corresponding with future increases in service.
Currently, the LIRR does not have the Main Line corridor capacity to accommodate future ridership demands. Insufficient line capacity in strategic locations and other choke points inhibit the operation of additional westbound trains or reverse-peak service to meet current and forecasted travel demand during rush hour periods. The absence of a third track on the Main Line prevents the LIRR from offering robust reverse commute and intra-island service, which would provide regional mobility and strengthen Long Island’s economic competitiveness. The East Side Access project (ESA) provides the foundation to address these shortfalls. However, issues regarding peak direction line haul capacity, simultaneous reverse commutation capacity, and train storage, remain.
Investments in the proposed 2010-2014 Capital Program, combined with those that are funded in the 2005-2009 Capital Program, will accommodate greater train capacity and reliability along the Main Line. Smart investments at critical locations on the Main Line will improve service reliability and operational flexibility along the Main Line in Nassau County, providing near term improvements prior to East Side Access opening day.
Proposed 2010-2014 Capital Program 66 Utilizing Main Line Corridor funds already approved in the 2005-2009 Capital Program, the LIRR will advance initiatives in Nassau County that offer additional capacity and reliability benefits, while also being consistent with future Third Track infrastructure requirements. These near- term improvements, projected in Hicksville, Mineola and Westbury, will reduce congestion in the corridor, speed recovery time following service disruptions, and improve train service reliability.
Under the LIRR’s strategic plan, Main Line Corridor Improvements will incorporate future third track infrastructure elements. The LIRR anticipates undertaking a revised Main Line Corridor environmental review process in the soonest possible timeframe, but no later than the 2015- 2019 Capital Program.
Some of the 2010-2014 Capital Program system enhancements for ESA opening day readiness include:
Double Track Farmingdale to Ronkonkoma - Phase 1 To address current and future travel demand which cannot be accommodated because of infrastructure constraints, the LIRR will expand track capacity on the Main Line. The $138 million Double Track Farmingdale to Ronkonkoma project – Phase 1, would complete design for the entire second track initiative and construct the first segment of a full second track from Ronkonkoma to Central Islip. This will be the first phase in the effort to provide full two track infrastructure between Farmingdale and Ronkonkoma – an area that today is single track (with selected railroad passing sidings).
Jamaica Capacity Improvements Due to the critical location and vital role it plays in the LIRR’s operations, infrastructure investments need to be made in the vicinity of Jamaica Station to increase station throughput in conjunction with service expansion. Current constraints in track and station capacity limit the number of trains which Jamaica station can accommodate during peak periods. By implementing new configurations for the interlockings both east and west of Jamaica station, this complex will be modernized, through a new track layout, new signals, and new higher speed crossover switches. The $400 million Jamaica Capacity infrastructure investments proposed in this capital program will begin to address the operational requirements associated with train service to two Manhattan terminals, while also operating dedicated Brooklyn to Jamaica service, as well as diesel fleet operations between Long Island City Yard and Long Island.
Pocket Track Initiatives LIRR will also advance two pocket track projects in the proposed 2010-2014 Capital Program, totaling $46 million. The Massapequa Pocket Track project will design and construct a new lay-up track east of the Massapequa station on the Babylon Branch to accommodate a 12-car consist to facilitate additional mid-branch train starts, which will improve service and seating availability for customers at central Babylon Branch stations, including future service to Grand Central Terminal. The Great Neck Pocket Track Extension project extends the existing Great Neck Pocket to accommodate a second 12-car train consist, providing additional train storage capacity east of Great Neck Station and increasing service to Great Neck and stations west, including future service to Grand Central Terminal.
These investments will supplement core infrastructure investments in track and signals, preserving the LIRR’s ability to serve as a stimulus to the Long Island and regional economy.
Proposed 2010-2014 Capital Program 67 MTA LONG ISLAND RAIL ROAD LINE STRUCTURES CATEGORY L-604
MTA Long Island Rail Road maintains 30 viaducts and 640 bridges system-wide (including pedestrian, overgrade and undergrade bridges), along with the Atlantic and Bay Ridge Branch Tunnels. In conjunction with Amtrak, the LIRR advances Fire and Life Safety and other improvements within the four East River Tunnels. The long-term Bridge and Viaduct program aims to address backlogged capital renewal and asset investment needs. Currently, the Line Structures asset category is the only LIRR capital program category not currently in a Normal Replacement cycle. This however, does not mean that the asset is in an unsafe condition. It characterizes the level of cost and effort to maintain the asset through the operating budget.
The Proposed 2010-2014 Capital Program - $197 million This program consists of the renewal / replacement of bridges and viaducts, as well as improvements to the East River Tunnels. These investments will allow LIRR to continue its move towards addressing backlogged capital investment in this category.
Atlantic Avenue Viaduct – Phase 2 This $67 million project will complete the viaduct investments initiated during the 2005- 2009 Capital Program. In addition to completing the replacement of steel superstructure components along the length of the viaduct, this project will also restore the elevated Nostrand Avenue passenger station, at the viaduct’s far western end, including the installation of two new elevators to facilitate wheelchair access.
Renewal of Railroad Bridges A number of bridges in Queens, Nassau and Suffolk Counties have been identified for investment. Repairs to these bridges will address elements from damaged retaining walls and undermined bearings, to timber and bracing deterioration. Efforts may include, but are not be limited to: strengthening of the primary bridge members, removal and replacement of bearings, reconstruction of bearing seats, restoration of deck systems, removal of unsound concrete and repair of concrete cracks and spalls. The total investment proposed for these efforts is $39 million.
In addition, construction work will be advanced for two bridge renewal projects totaling $51 million for which design was completed in the 2005-2009 Capital Program. The Shinnecock Canal/North Highway/Montauk Highway Bridge project will renew the Shinnecock Canal Bridge (built in 1931), the Montauk Highway bridge (built in 1929) and the North Highway Bridge (built in 1907). These bridges are located on the Montauk Branch in Hampton Bays, Suffolk County. The Broadway (Port Washington Branch) & 150th St. (Jamaica) project will renew the 150th St. Bridge on the Main Line and Atlantic Branch in Jamaica, which was constructed in 1913, along with the Broadway Bridge on the Port Washington Branch in Elmhurst, Queens, which was constructed in 1915. Finally, the $10 million Colonial Road highway bridge replacement project will replace the Colonial Road overgrade bridge, located in Great Neck on the Port Washington branch. Originally built in 1897, this obsolete structure was not designed to accommodate modern levels of vehicular traffic, and is in deteriorated condition requiring total replacement.
Proposed 2010-2014 Capital Program 68 Bridge and Viaduct Painting In order to continue to address capital investment needs on bridges and viaducts, the railroad will continue the bridge and viaduct painting program established in the 2005- 2009 Capital Program. By addressing past deferred painting, these line structures will be protected from the elements, as painting provides a protective covering in addition to improving the structure’s aesthetics. The cost of this project is $10 million.
East River Tunnels (ERT) As part of the ongoing Fire & Life Safety efforts for the East River Tunnels, the LIRR allocated $20 million in the proposed 2010-2014 Capital Program to replace/restore various systems within the tunnels to address safety and prolong the life of the structures.
Proposed 2010-2014 Capital Program 69 MTA LONG ISLAND RAIL ROAD COMMUNICATIONS AND SIGNALS CATEGORY L-605
The various systems which make up the Communications asset serve three main purposes: communication between LIRR employees, communication with LIRR customers, and security- related assets. These systems are supported by the Communications Backbone. The fiber optic network supports all communication system applications, including Security, Radio, Telephone, etc., in addition to the corporate network.
The Communications Backbone system is the system-wide infrastructure, including fiber optic and copper cable, communication poles, and hardware, which supports various vital communications systems and allows transmission of voice, radio and data between locations within the LIRR service area. Communication between LIRR employees includes the vital voice hardware and telephone systems utilized by the Transportation Department. Communication with LIRR customers includes station public address systems / digital displays. The Communications Asset also includes systems which monitor safety and security of LIRR stations, facilities, and structures, including fire alarms and the Atlantic Avenue Tunnel intrusion detection system.
Communication investments focus on the continued fiber optic network build-out, improvements to radio communications, and security-related investments.
The Long Island Rail Road’s signal infrastructure ensures the safe routing of 732 scheduled trains each weekday. Because of the LIRR’s age and size, the railroad has a very diverse collection of signal types and technologies, ranging from antiquated relay-based systems to modernized microprocessor technology. The LIRR’s signal system includes the track circuit- based automatic speed control system as well as the crossing gate protection infrastructure at highway crossings over railroad tracks.
Signal investments are determined by the Signal Strategy, which considers the age, condition, reliability, and suitability of the equipment. One of the major focuses of the LIRR is to advance the migration towards a centralized train control system, whereby the dispatching and movement of trains would be facilitated from a central location in Jamaica, instead of through a network of locally-controlled towers spread across the LIRR service territory.
The Proposed 2010-2014 Capital Program - $315 million The proposed program advances the efforts of the LIRR’s Communications and Signals Strategies, addressing current and future needs, progressing component replacements and system improvements.
Communications - $64 million The Long Island Rail Road’s proposed 2010-2014 Capital Program includes a $20 million project to continue the multi-program build out of the fiber optic network, installing fiber and fiber optic hardware throughout the LIRR network to facilitate the transmission of data, voice and video data from stations, signal and communication huts, substations, employee facilities, and other key locations.
Proposed 2010-2014 Capital Program 70 This program also includes the first phase of replacement of the private branch exchange (PBX) and wayside phone systems used by LIRR Transportation employees to allow train crew members to communicate with train control towers and the Movement Bureau in Jamaica, as well as continued replacement of communications poles and hardware and deteriorated copper cable infrastructure at various locations along LIRR right-of-way. In addition, the Federal Communication Commission (FCC) – Project 25 Compliance project will continue system migration to a narrow-band radio frequency by constructing new radio towers to increase radio coverage in areas which have been identified as deficient and replacing radios and other infrastructure and equipment to be compatible with the narrow-band frequency. These projects total $28 million.
Finally, this proposed program includes three projects totaling $16 million to: replace the existing radio system head-end, which facilitates radio communication between the Movement Bureau, Towers, and train crews in the field, which has reached the end of its useful life; a Penn Station Radio retrofit project that includes the replacement of deteriorated radiax cable in the East River Tunnels and; a radio cable replacement project to address deteriorating cable in the Atlantic Avenue Tunnel, improving radio communications on the Atlantic Branch.
Signals - $251 million The Long Island Rail Road’s proposed 2010-2014 Capital Program includes funds to advance LIRR’s long-term signal strategy. As part of its ongoing efforts to maintain signal assets, the LIRR has included a $25 million Signal Normal Replacement project to renew and upgrade existing signal component equipment at locations throughout the LIRR system.
Also, targeting one of the most critical needs for signal investment, the $77 million Babylon Interlocking Renewal project will replace aging signal equipment in the vicinity of Babylon Station, including switches, signals, cables and other signal system components.
In order to increase safety and comply with federal mandates, a $100 million project is included to advance Positive Train Control (PTC) readiness investments, which will include wayside and on-board train control elements. This represents only a portion of the investment need. An investment of $400 million for PTC is also established in the MTA Interagency section for both LIRR and MNR, to be defined upon completion in 2010 of the implementation plan, which is funded in the 2005-2009 Capital Program.
One of the LIRR’s most crucial efforts is Centralized Train Control. This proposed program advances the next phase of investments, $40 million, which includes the construction of a new control theater in the Jamaica Central Control (JCC) building. A key focus of this project will be the relocation of the Movement Bureau, which manages train dispatching and train supervision, into the theater. In addition, efforts to advance the migration of towers into the JCC theater will be undertaken. Related to this effort, a $9 million project will upgrade and renew supervisory control hardware at Divide tower in Hicksville.
Proposed 2010-2014 Capital Program 71 MTA LONG ISLAND RAIL ROAD SHOPS AND YARDS CATEGORY L-606
Currently, the Long Island Rail Road operates 25 shops and yards for fleet storage, maintenance and inspection services. With the purchase of M-9 cars to support East Side Access service, it is necessary to construct new train yards to store and maintain the expanded fleet, ensuring that train consists are housed in locations that allow for full rush hour service.
Another key element of the LIRR’s Shops and Yards Strategy is the replacement of Rolling Stock Support Equipment and continued implementation of the Life Cycle Maintenance Program. These investments will allow the LIRR to improve the reliability and productivity of this equipment, enabling the shop personnel to not only maintain the fleet, but also conduct maintenance in the most cost efficient manner possible. This will reduce rolling stock service outages and increase fleet Mean Distance Between Failures. By developing and maintaining a programmed plan for equipment life-cycle management, the LIRR will be able to manage the equipment and required major investments more efficiently, thus reducing downtime, maintenance costs, and increasing service life and reliability.
Employee facilities are an important part of LIRR capital investments. These facilities are multi- functional, encompassing shops and material storage, traditional lockers, lunchroom and office space. The renewal of these facilities will improve the LIRR employee work environment, storage and inventory control, thus maintaining this asset.
The Proposed 2010-2014 Capital Program - $315 million Program highlights include the proposed construction of two new storage yards for the electric fleet, upgrades to the Morris Park facility to support diesel locomotive maintenance, fueling capacity increases at Port Jefferson Yard, renewal of Employee Facilities, and an increase in train storage capacity at Port Washington Yard.
Yard Improvements - $194 million The LIRR proposes to construct a new $86 million electric fleet storage yard on the Huntington / Port Jefferson Branch in order to address current and future shortages of train storage capacity on this branch. Currently, westbound electric trains at Huntington Station begin at a linear track and not a full storage yard. By increasing train capacity, the LIRR would be able to provide more reliable service on the Port Jefferson Branch and prepare for service to Grand Central Terminal.
The $79 million construction of a new Mid-Suffolk Yard would address electric train storage needs east of Ronkonkoma Station, allowing the LIRR to increase service on this heavily traveled branch. This new electric fleet yard is considered a critical component in the LIRR’s preparation for East Side Access service and builds off of anticipated track capacity enhancements along the Main Line, to increase service frequency and reliability.
In addition, to address train storage needs on the Port Washington Branch, a $12 million project will reconfigure the tracks at the Port Washington yard in order to increase the number of cars that can be accommodated. Improvements to this yard would allow the LIRR to meet service demands on this heavily traveled branch, including preparation for
Proposed 2010-2014 Capital Program 72 East Side Access service.
Proposed Yard investments also include an $8 million project to make improvements to the Montauk Diesel Yard to allow for the installation of a timber wall for sound protection, electrical upgrades, wayside power, security fencing and lighting; and a $9 million project to increase diesel fueling capacity in Port Jefferson Yard to improve fleet operations on this diesel branch.
Shop Improvements - $121 million Life Cycle Maintenance Shop and Diesel Locomotive Shop Upgrade efforts, costing $91 million, continue work begun in the 2005-2009 capital program to improve shop facilities to accommodate maintenance and repair of new M-7 EMU’s, M-3 EMU’s and Diesel fleets. The majority of the work effort will be in the support shops at the Hillside Maintenance Complex (HMC) and the Morris Park Complex for diesel locomotives. The Life Cycle Maintenance (LCM) program will allow the LIRR to replace vital components at the end of their useful lives before component failure. In the long term, LCM will result in a more predictable, reliable and stable maintenance program, will reduce unscheduled repairs and increase fleet reliability.
Improvements totaling $15 million are also planned for the facilities at Hillside, including roof repairs and upgrades to the Hillside Maintenance Complex (HMC) Car Shop coil doors. Finally, the proposed program includes a $15 million capital project for restoration and improvement of select employee facilities to address various building systems, including windows, HVAC, plumbing, roofing, doors, alarm systems, and other components.
Proposed 2010-2014 Capital Program 73 MTA LONG ISLAND RAIL ROAD POWER CATEGORY L-607
The majority of the LIRR’s service is in electric territory; electric multiple-unit cars utilize 750 volts of electric traction power that is delivered via the third rail. To provide this traction power, the Long Island Rail Road operates and maintains 108 substations/breaker houses and 328 miles of third rail system-wide. In addition to the traction power system, the Power department also operates and maintains lighting on LIRR station platforms as well as yard and tunnel lighting and emergency generator systems.
The long-term goal of Power-related investments is to continue component replacements necessary to maintain the system and strengthen its reliability and safety. Of particular note, as part of this proposed Capital Program, the Long Island Rail Road will invest substantially in the replacement of traction power substations which have reached the end of their useful lives. Maintaining these assets ensures the safe operation of trains and contains the growth of operating costs.
Relying on industry standards as the basis for component life cycles, Long Island Rail Road has performed asset condition surveys to establish priorities for cyclical Normal Replacement investments. The need to invest in substation replacement became evident following the conclusion of the traction power load study, which utilized a computer simulation model and incorporated physical characteristics, train schedules and train power consumption. This study considered the power needs (focusing on the increased power requirements of the new M-7 electric fleet) of the current system as well as requirements to support projected system growth and expansion. Numerous aging substations need to be replaced and new substations constructed in critical high traffic locations, in order for the LIRR to reliably operate increased train service in the future.
The Proposed 2010-2014 Capital Program - $190 million The proposed 2010-2014 Capital Program will replace traction power substations in Queens and Nassau County that have reached the end of their useful lives. A number of these substations were built in the late 1940s and have been identified as priority replacement. As part of its substation replacement effort, the LIRR will advance the replacement of substations which were originally constructed to accommodate the power needs of the M-1 fleet. One new substation will also be constructed, as identified in the traction power load study. This substation, located in Queens, follows the recommendations of the traction power load study by addressing an area of critical power demand that will accompany the expansion of service with LIRR operations to Grand Central Terminal. The total cost for these substation replacement and new substation construction investments is $142 million.
The proposal also calls for $30 million in traction power investments for the replacement and/or upgrade of sections of third rail protection board and replacement of conventional third rail with aluminum rail, as well as upgrades to third rail cable feeders, third rail disconnect switches, 2000 MCM cable, and negative reactors. Other projects within the power asset category totaling $18 million include replacement of substation batteries, signal power motor generators, substation pilot wires and relays, tunnel lighting, and signal and power pole line replacement.
Proposed 2010-2014 Capital Program 74 MTA LONG ISLAND RAIL ROAD MISCELLANEOUS CATEGORY L-609
Projects in this area provide for costs associated with the support and management of the Capital Program and projects with program-wide applicability such as system-wide environmental remediation, protective liability coverage, independent engineer services, value engineering services, and scope development.
The Proposed 2010-2014 Capital Program - $173 million This allocation is planned to fund miscellaneous projects. Included are: program administration, insurance, scope development and system-wide environmental remediation.
Environmental Remediation - $23 million Environmental remediation efforts include the Yaphank Landfill; chlordane investigation of twenty substations; Smithtown Viaduct remediation of existing soil contamination and replacement of all excavated material with clean-fill; and remediation of contaminated soil and removal of a fuel tank in the Port Jefferson Yard.
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Proposed 2010-2014 Capital Program 76 MTA METRO-NORTH RAILROAD
Proposed 2010-2014 Capital Program 77
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Proposed 2010-2014 Capital Program 78 MTA METRO-NORTH RAILROAD 2010 - 2014 CAPITAL PROGRAM OVERVIEW
MTA Metro-North Railroad celebrated its 25th anniversary in 2008 – 25 years of history-making accomplishments and performance. As one of the largest commuter railroads in the country, Metro-North carried an unprecedented 84.2 million riders in 2008 on the Hudson, Harlem and New Haven Lines east of the Hudson River, and on the Pascack Valley and Port Jervis Lines west of the Hudson River. From an annual ridership of 41 million in 1983, this is an increase of 105 percent. In the last 25 years Metro-North has carried over 1.6 billion customers.
Over this same period, the number of trains Metro-North operates has increased by more than 35 percent, the number of revenue passenger miles is up 76 percent and the fleet size has increased by over 36 percent. On-Time Performance has improved dramatically from 80.5 percent to 97.5 percent. The Mean Distance Between Failures of the fleet, the distance a rail car travels between breakdowns, has improved from 13,341 miles in 1988 to 104,865 miles in 2008. Finally, in this time frame, the railroad improved its Fare to Operating Ratio from 36.9 percent to 59.9 percent by maintaining a critical focus on improving financial performance and operating efficiencies.
Metro-North’s market share of weekday train commuter trips to Manhattan – those that choose to ride the train instead of driving their automobiles - has increased from 70 percent in 1991 to 79 percent in 2007. The increase is even more pronounced for the discretionary travelers (non- commuters). Only 39 percent of these weekday travelers took the train in 1991, while in 2007 the market share was 53 percent.
To enable this transformation, the past 25 years have seen major investments in rolling stock and infrastructure of the railroad with the dedicated funding of the MTA Capital Program. This funding has allowed Metro-North to fulfill its primary mission to provide a safe, clean, comfortable ride to every customer – reliably and on-time nearly 98 percent of the time.
Metro-North’s early focus was on large-scale reinvestment in a system in disrepair, restoring basic infrastructure to reliable condition. Much progress has been made, while protecting past investments and providing targeted improvements that resulted in increased ridership. However, significant repair work remains, particularly in Grand Central Terminal, select line structures, West of Hudson and in Shops and Yards.
THE PROPOSED 2010-2014 CAPITAL PROGRAM
Planned Metro-North investments as defined in the 2010-2029 Twenty Year Needs Assessment total nearly $12 billion through 2029. This level of investment will ensure that the majority of the system is brought into a State of Good Repair by 2029. The proposed 2010-2014 Capital Program prioritizes the first set of these investments and demonstrates the agency’s ongoing commitment to maintaining and enhancing mobility, economic health and quality of life in the region. The proposed 2010-2014 Capital Program includes investments of $1.839 billion over the course of the program (Table 6). These investments will fund its most essential components - rolling stock, stations, track, signals, power, shops and yards, and communications.
Proposed 2010-2014 Capital Program 79
Table 6 details the proposed 2010-2014 Capital Program by asset category and percentage of overall program. Table 6 MTA MNR Proposed 2010-2014 Capital Program by Investment Category ($ in millions)
Proposed Category Percent 2010-2014 Rolling Stock $384 21% GCT, Stations and Parking 293 16% Track and Structures 346 19% Communications and Signals 140 8% Power 127 7% Shops and Yards 449 24% Miscellaneous 100 5% Total $1,839 100% Numbers may not total due to rounding
Primary elements of this investment program include investments to maintain core infrastructure and smart investments that will enhance mobility, customer satisfaction and safety and security as described below (more detailed summaries of the projects are discussed in later sections).
Investments to Maintain the Core Infrastructure Achieving core infrastructure State of Good Repair and protecting past core infrastructure investment remains one of the most critical elements of the proposed 2010-2014 Capital Program. Metro-North must progress critical infrastructure State of Good Repair work while ensuring that all the improvements resulting from the last 25 years of Capital Program work are maintained for future generations. Key projects include:
Advancing the multi-program replacement of the Croton-Harmon Shop, the cornerstone of Metro-North’s long-term shops and yards strategy to upgrade and adequately size shops and yards for storage, maintenance and inspection services.
Continuing multiple infrastructure improvement programs such as the Cyclical Track Program, Mainline/High Speed Turnouts, and Grand Central Terminal Trainshed Structural Repairs.
Smart Infrastructure Investments As a critical element to the region’s transportation infrastructure, the Metro-North system must build on early successes in restoring the basic infrastructure to reliable condition by not only protecting these past investments, but also targeting smart improvements. These smart investments will allow the railroad to continue to provide opportunities for further ridership growth, incorporate modern technology, and improve accessibility for its customers. The proposed 2010-2014 Capital Program includes a variety of such smart investments to enhance service capacity, create new system capabilities, and increase customer satisfaction.
Proposed 2010-2014 Capital Program 80 Investments in Mobility Smart core investments will enhance regional mobility through projects that reduce travel times and increase reliability and dependability throughout all aspects of the railroad. Key Metro- North projects planned to accommodate increasing ridership and expanded service include:
Continuing implementation of Metro-North's Rolling Stock strategy using rolling stock replacement and maintenance programs to modernize and expand the fleet to meet projected ridership demand. Vital fleet modernization efforts include the ongoing M-8 and proposed EMU Replacement procurements to complete replacement the 35-year- old New Haven Line M-2 fleet and begin retiring other older fleets using new high- performance fleets utilizing the lessons of the highly-successful M-7 procurement, while also providing additional capacity for ridership growth on the New Haven Line. Critical Systems Replacement programs will be performed on the New Haven Line’s M-4 and M- 6 fleets to modernize select components and ensure reliability through their remaining useful life.
Expanding station facilities, parking and development of key Strategic Intermodal Facilities. These projects will promote increased rail ridership and revenue as well as meet current and projected customer demands for station and parking access. Stations and parking investments are coordinated with local governments and promote economic development. Where possible, Transit Oriented Development will be considered to partner with the community so that MTA investments can be coordinated with land use policies that encourage compact development and convenient access to the system for its customers.
Continuing extensive traction power improvements. These investments are, essential to meeting the increased power demand on the Hudson and Harlem Lines, maintaining reliable and dependable service and supporting the service growth strategy encompassed in Metro-North’s Service Plan. Substation Bridge 23, an aging AC traction power substation and the only substation that feeds the New York State section of the New Haven Line and is therefore critical to maintaining service reliability, will be replaced with a new substation.
Continuing the multi-program project to replace the aging signal system. These smart investments will equip Metro-North with the latest technology to accommodate current operations which have continued to expand and enable compatibility with future service needs. The next signal system segment to be replaced will be from North White Plains to Brewster.
Investments in Customer Satisfaction Smart core investments are designed to enhance customer satisfaction, improving trip quality, the station environment, customer information and ease of fare payment. Key projects to enhance the customer experience include:
Continuing investment in station facilities, renewing station elements to extend their useful life and maintain these elements in good repair.
Improving customer communications in Grand Central Terminal and at outlying stations by deploying the latest customer information technology to provide real-time performance information including departure time and destination, status, and track to customers and employees at all East of Hudson stations.
Proposed 2010-2014 Capital Program 81 Continuing the investment necessary to bring the Port Jervis Line infrastructure to a State of Good Repair following Metro-North’s lease of the Line from Norfolk Southern in 2002. Track, viaduct and bridge work will continue to be advanced.
MNR will participate in the MTA-wide migration to more advanced fare and toll payment including the use of contactless “smart chip” payment systems, such as standard bank and credit cards, pre-paid transit payment cards, key-tags and smart phones. Metro-North will conduct pilot studies and other analyses during the 2010-2014 plan period aimed at allowing customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network.
Investments in Safety and Security Smart core investments will enhance safety and security, with projects that focus on both customer and employee safety and security. Key projects include:
Continuing the Undergrade Bridge Program – east and west of the Hudson River – as well as the east of Hudson Overhead Bridge Program to progress these bridges to a State of Good Repair.
Continuing investments in emergency preparedness such as CCTV improvements at priority locations under this program.
SYSTEM CONDITION
Since 1982, when the first Capital Program began, Metro-North has committed a total of $6 billion to replace rail car equipment and restore a majority of its infrastructure to a State of Good Repair, establishing a Normal Replacement cycle for its assets and making select system improvements. All obsolete track was replaced by 1986 (with the exception of the more recently acquired Port Jervis Line). The work to bring the Communications and Signals assets to a State of Good Repair was completed by 2000. The Power assets reached a State of Good Repair by the end of the 2000-2004 Capital Program. These assets are in a cycle of Normal Replacement and need continued investment in order to maintain a State of Good Repair and support safe, comfortable and reliable service for Metro-North customers.
In the proposed 2010–2014 Capital Program, due to continued significant need, the majority of the Metro-North investments are dedicated to State of Good Repair and Normal Replacement projects, 89 percent, with seven percent to smart investments which will also improve the system (System Improvements). Much of the system improvement funding is devoted to parking expansion and strategic intermodal facilities. Additional system improvement funds are included for the expansion of Wassaic and Port Jervis Yards. (Figure 4).
Proposed 2010-2014 Capital Program 82
Figure 4 MTA MNR Proposed 2010-2014 Capital Program by Needs Category
Other, 5% System Improvement, State of Good 7% Repair, 31%
Normal Replacement, 58%
The MTA is now re-evaluating the program’s characterization of State of Good Repair to more accurately describe the condition of the asset base. Assets are comprised of many components, which have varying normal replacement requirements. These components must be regularly replaced for the total asset to remain in good repair. Future asset inventory updates will evaluate the repair needs of the components in establishing the asset’s overall state of good repair. This approach was recently introduced in the New York City Transit Stations Program and will be applied to the other agencies as they update their asset inventories.
Previously, Metro-North had four asset categories identified as not in a state of good repair: Shops and Yards, which will largely be addressed by completion of the Harmon Shop complex investments in the next two programs; this program funds Phase IV of the rehabilitation, Stations (including Grand Central Terminal), which include investments in this program; all stations will be maintained to ensure safety, Structures, which in addition to investments in this plan, are inspected regularly with maintenance performed to keep the assets in service safely, and Port Jervis Line Infrastructure, for which Metro-North assumed responsibility under a lease agreement with Norfolk Southern in 2003, thus requiring substantial additional investment; some of those needs are covered in this program. However, other assets have components with replacement needs as well; these will be reflected in future asset inventory updates.
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Proposed 2010-2014 Capital Program 84 MTA METRO-NORTH RAILROAD PROGRAM PLAN
Proposed 2010-2014 Capital Program 85 MTA METRO-NORTH RAILROAD ROLLING STOCK CATEGORY M-601
The goal for the proposed 2010-2014 Capital Program’s $384 million investment in rolling stock is to continue modernization and expansion of the fleet. Upon completion of the delivery of purchases made under the 2005-2009 Capital Program, the revenue fleet available for service will total 1,229 units. This includes 213 push-pull coaches, 870 electric cars, 52 locomotives, and 14 buses for East of Hudson service; and 15 locomotives and 65 coaches available for service on the Port Jervis and Pascack Valley Lines, operated by New Jersey Transit per an agreement among the parties. Through the 2010-2014 investments, Metro-North will continue fleet modernization and expansion efforts to meet ridership growth and enhance the quality of service for railroad customers.
The Proposed 2010-2014 Capital Program Metro-North’s purchase of rolling stock is needed to replace equipment that has reached the end of its useful life and to provide additional seating as ridership continues to grow. Rolling Stock projects total $384 million and represents approximately 21 percent of the program for the 2010-2014 period.
M-8 Procurement Metro-North will complete the purchase of 342 M-8 cars in a joint procurement with CDOT to begin the modernization of the New Haven Line electric multiple unit fleet, two- thirds of which is comprised of M-2 cars originally built in the early 1970s and to accommodate projected New Haven Line ridership growth. This is the second phase of a project begun in the 2005-2009 Capital Program to provide a total of 342 new cars to replace the M-2 fleet and provide seats for ridership growth. Metro-North provided $100 million for this project in the currently approved 2005-2009 Capital Program, which began with an advance of $166 million from CDOT to facilitate the order of the first 300 cars. The total cost in the proposed 2010-2014 Capital Program is $225 million, which includes Metro-North’s repayment of that advance and its share of the final 42 cars to be ordered for New Haven Line service.
EMU Replacement – 30 Cars Funding is allocated in this project to purchase 30 EMU cars for service on the Hudson, Harlem, or New Haven Line. The exact procurement will be based on a rolling stock strategy currently under development jointly with Long Island Rail Road. Total cost for this proposed 2010-2014 Capital Program project is $100 million.
M-4 and M-6 Critical Systems Replacements (CSR) These projects are needed to complete the M-4 CSR which received initial funding in the 2005-2009 Capital Program, and continue a similar program for the M-6 fleet to ensure the reliable performance of this equipment through the end of its useful life. The 54-car M-4 fleet was purchased in 1987, and the 48-car M-6 fleet in 1993. Neither fleet has ever had a significant overhaul program, and key components of these fleets have either reached the end of their useful life, are obsolete, or have become difficult to replace in a cost-effective manner, which significantly degrades current and future reliability. These
Proposed 2010-2014 Capital Program 86 programs will take advantage of technological upgrades now available to significantly improve reliability for the fleet’s remaining life. Metro-North’s total cost in the proposed 2010-2014 Capital Program is $14 million for the M-4 fleet and $22 million for the M-6 fleet.
Purchase of Switcher and Shuttle Locomotives This project provides for the acquisition of five additional 2,000 horsepower diesel locomotives suitable for road and switching service and equipped with head end power (HEP) for shuttle service. The project will complete the program begun in the 2005-2009 Capital Program (with the purchase of eleven similar locomotives) and create a uniform fleet of sixteen diesel locomotives universally suitable for all duties outside Grand Central Terminal. These locomotives will complete the replacement of nineteen unreliable 40-year old to 60-year old units. The uniformity of the new fleet will provide operational flexibility, improve reliability, and standardize maintenance procedures. Total cost in the proposed 2010-2014 Capital Program is $13 million.
Proposed 2010-2014 Capital Program 87 MTA METRO-NORTH RAILROAD STATIONS CATEGORY M-602
There are 86 Metro-North passenger stations in New York State, 74 east of the Hudson River and 12 more west of the Hudson. The long-term objective of Grand Central Terminal, outlying station and parking investments is to achieve a State of Good Repair, improve operations, increase customer satisfaction, and conserve the historic stations along the system. In addition, Metro-North will make progress toward constructing new facilities to accommodate increased ridership and increase access and parking opportunities. These initiatives support local development opportunities as well.
The Proposed 2010-2014 Capital Program Included in Metro-North’s proposed 2010-2014 Capital Program is the continuing renewal of the historic Grand Central Terminal complex, as well as stations on the Hudson, Harlem, and New Haven Lines, and parking and strategic facilities. These projects total $293 million, approximately 16 percent of the total Metro-North Capital Program.
Grand Central Terminal Renewal Projects Renewal of Grand Central Terminal will continue in the proposed 2010-2014 Capital Program with $104 million allocated for Normal Replacement and State of Good Repair projects. Major work continuing from the 2005-2009 Capital Program includes the ongoing structural work on the GCT trainshed and the elevator renewal program. Additional funding is reserved for the Normal Replacement of the terminal’s infrastructure, including GCT/Park Avenue expansion joints, trainshed track structure improvements, leaks remediation (under an Agreement with the City of New York), platform improvements and water conveyance utility improvements.
Harlem Line Stations Improvements The purpose of this project is to invest in key station elements to ensure the stations remain in a State of Good Repair. Work includes repair of platforms, canopies and stairs along with miscellaneous amenities. When completed, this project will improve customer comfort and convenience. Total cost in the proposed 2010-2014 Capital Program is $34 million.
New Haven line Stations improvements – Phase II This $35 million project continues platform and canopy repairs and assorted stair and ramp repairs to meet ADA standards to stations along the New York State portion of the New Haven Line. Work will be completed at Mount Vernon East, Pelham, New Rochelle, Larchmont, Mamaroneck and Harrison.
Proposed 2010-2014 Capital Program 88 Station Building Renewal Funding is allocated to address station building needs throughout the system. Many of Metro-North’s station buildings are historic, built in the late 1800s/early 1900s, and in varied condition. Costs to renovate these structures can often be high because of building age and condition. Under the proposed 2010-2014 Capital Program, Metro- North will implement the following station building projects:
● Poughkeepsie Station Building - Phase II This project will continue the phased approach to improving the historic Poughkeepsie Station building. Repairs began in the 2005-2009 Capital Program. This Phase II project will address prioritized remaining work, including brick repointing, interior wall repairs, fire protection, plumbing, HVAC, and electrical systems. Total cost is $8 million.
● Fordham Station This project will continue the improvements to the Fordham Station begun under the currently approved 2005-2009 Capital Program. The project will allow for the widening of the crowded outbound platform by utilizing land Metro-North seeks to acquire from Fordham University. In addition to a wider platform, the project will also include new canopies and new customer communication systems. The total cost for this project is $13 million.
● Station Building Renewal The purpose of this project is to provide critical improvements to station building elements at various Metro-North station buildings. Work at Hartsdale Station includes: replace existing building roofing system, restore existing windows and doors, and repoint exterior brick façade and repair cracks and spalls. Funding is also included for other outlying stations such as Port Chester and may supplement ongoing work at Poughkeepsie Station and other buildings as well. Funding is also allocated to progress net lease opportunities with private commercial entities if opportunities arise. Total cost is estimated at $10 million.
Customer Communications in Grand Central Terminal This project will improve communications in GCT for customers through the replacement of the current Visual Information system (VIS) with a system that will provide for expansion and allow Metro-North to introduce future technologies that will benefit its customers. Metro-North will pursue advertising opportunities in concert with the improved communications. The proposed 2010-2014 Capital Program includes $5 million for the first phase of the project which will advance design and data room build- out to an industry standard. Ethernet-based fiber plant that will provide increased reliability and support use of multiple display formats for an enhanced customer service will also be advanced. Connecticut Department of Transportation (CDOT) participation will supplement this funding.
Proposed 2010-2014 Capital Program 89 Station Communications Infrastructure This project will improve communications at outlying stations by supporting the roll-out of the latest customer information technology to provide real-time performance information including departure time and destination, status, and track to customers and employees at all East of Hudson stations. Stations improvements will include the installation of new Visual Information System (VIS) displays, upgrade of existing VIS display controllers to Ethernet-based technology that can be used to display enhanced train information and schedules to customers. The proposed 2010-2014 Capital Program includes $24 million for the project, as well as Communications and Signal funding totaling $31 million. Connecticut Department of Transportation (CDOT) participation will supplement this funding.
Smart Card Improvements The $10 million allocated to Smart Card improvements will provide for pilot studies and other analyses during the 2010-2014 plan period aimed at allowing customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network.
Strategic Intermodal Facilities The $45 million Strategic Intermodal Facilities and Parking Expansion project includes monies to implement strategic station and parking investments to construct key intermodal transportation hubs in Metro-North territory. Key candidate locations initially identified for the program include North White Plains, Southeast, Purdy’s and Poughkeepsie. In some cases, Transit Oriented Development (TOD) is the focus of the project, such as Beacon, where Metro-North is working with the City of Beacon to revise zoning rules to allow for TOD. TOD initiatives, joint use of parking facilities and access provided in partnership with developers can enhance Metro-North’s opportunities to expand rail access, grow ridership, reduce capital costs, increase revenues and establish a more sustainable, mixed-use (housing, commercial, etc) station area. Metro- North partners and coordinates with many third party groups to progress these projects such as counties, local towns, communities and private organizations as well as New York State agencies such as the New York State Department of Transportation.
Parking Renewal This $3 million Parking Renewal project invests in select parking facilities to restore them to a State of Good Repair. Work includes: resurfacing; restriping; bringing facilities up to current ADA standards; implementing drainage improvements; improving and replacing lighting, fencing and guard rails; upgrading and adding revenue collection devices, shelters, signage, emergency communications, landscaping and security enhancements.
This project will support continued efforts to attract new riders and increase parking revenues to the Railroad.
Proposed 2010-2014 Capital Program 90 MTA METRO-NORTH RAILROAD TRACK AND STRUCTURES CATEGORY M-603
There are 387 route miles and 795 track miles that constitute the Metro-North system in New York State and Connecticut. Of that amount, 545 miles are electrified. The long-term objective of investments in this area is to maintain the condition of the majority of the existing assets that are in a State of Good Repair and achieve a State of Good Repair for undergrade bridges after 2020. The ongoing renewal of the trackage is essential to providing customers with a safe, reliable, and comfortable ride. To accomplish this, Metro-North has developed a cyclical program of track and turnout renewal and replacement that maintains track structure components and switch facilities in proper operating condition. Similarly, the continued integrity of line structures along the railroad right-of-way is vital to its smooth and safe operation. This includes overhead and undergrade bridges, viaducts, tunnels and retaining walls.
The Proposed 2010-2014 Capital Program A total of $346 million is allocated for track and structures projects, representing approximately 19 percent of the proposed 2010-2014 Capital Program.
Cyclical Track Program – Wood Ties and Surfacing This project provides for the replacement of ties and rail along with cyclical surfacing on the Hudson, Harlem and New York portion of the New Haven Line. The project maintains Metro-North's track in a constant State of Good Repair ensuring that the track structure does not deteriorate, and ensures conformance to Federal Railroad Administration track standards. This program protects the capital investment already made that brought the track infrastructure up to a State of Good Repair, continuing the program undertaken between 1982 and 2009. The scope of work for this project includes the purchase of rail, ties, track ballast and other track materials associated with installation. Total cost in the proposed 2010-2014 Capital Program is $67 million.
Turnout Replacement – Mainline High Speed This project provides for the replacement of interlocking switches at select locations throughout the Metro-North territory in New York State as they reach the end of their useful life. The scope of work for this project includes, for some locations, turnout replacement in kind; and for other locations, improving existing standard turnouts with high-speed turnouts. By installing high-speed turnouts, that territory can accommodate increased speeds. This improvement will result in reduced travel time for Metro-North customers and greater flexibility for the railroad. The project includes a new interlocking at CP109 on the Harlem Line in the Bronx and potential new turnouts at select locations. Total cost in the proposed 2010-2014 Capital Program is $71 million.
Proposed 2010-2014 Capital Program 91 Grand Central Terminal Switch Renewal This project is a continuation to replace the switches located in Grand Central Terminal along with the stick/jointed rail that currently exists at the platform areas. In the upper and lower level of GCT, the high volume of traffic and tight configuration accelerates the wear of the switches. This project provides for the removal of existing switches and the annual renewal of switches within the terminal and tracks in the platform areas. These investments maintain a constant State of Good Repair ensuring that the terminal operation can operate reliably. Total cost in the proposed 2010-2014 Capital Program is $14 million.
Turnout Replacement – Yards and Sidings This project provides for the Normal Replacement of turnouts as they reach the end of their useful life, and for the construction of track improvements at various yard and siding locations in New York State. The turnouts and track replacements are scheduled for the following locations: Mount Vernon West Yard, Mott Haven Yard and Brewster Yard. Total cost in the proposed 2010-2014 Capital Program is $5 million.
West of Hudson Track Improvements This project will replace rail and ties, as well as perform surfacing on selected track areas on the Port Jervis Line. The proposed 2010-2014 Capital Program includes the replacement of 75,000 ties, 100 miles of resurfacing and 6 turnouts; all are at the end of their useful life. Total cost in the proposed 2010-2014 Capital Program is $21 million.
Undergrade and Overhead Bridge Program The focus of these projects is the repair and replacement of bridges over or supporting the railroad’s right-of-way, which are approaching the end of their useful lives, or do not meet current loading standards. The proposed 2010-2014 Capital Program provides new funding for the superstructure replacement of the bridge carrying Track 4 in Croton- on-Hudson, superstructure replacement in Port Chester, and the renewal of approximately eight additional undergrade bridges - three on the Hudson Line, three on the Harlem Line and two on the New Haven Line. The project also includes the consultant inspection, load rating and underwater inspection of all bridges located East of Hudson. Total project cost is $38 million. The Overhead Bridge program includes the Metro-North share of the replacement of the 14th Avenue and 10th Avenue Bridges located in Mount Vernon, N.Y., as well as the repair of multiple bridges. The project also includes design of five overhead bridge projects that will be performed during the following Capital Program. Total project cost is $17 million. Metro-North coordinates and funds the bridge programs with New York State Department of Transportation.
Remove Obsolete Facilities This safety initiative includes demolition and removal of old facilities. This project includes the removal of structures, small and large buildings, abandoned station buildings, signal cases and bungalows, switch machines, and track and signal field equipment and materials. Total cost in the proposed 2010-2014 Capital Program is $3 million.
Proposed 2010-2014 Capital Program 92 Employee Welfare and Storage Facilities This project provides for the upgrade of employee welfare facilities with suitable and adequate conditions and resources. The areas targeted for improvement in this program include locker rooms, bathroom facilities, meal and rest areas, and storage/work spaces in GCT and outlying field locations. Total cost in the proposed 2010-2014 Capital Program is $10 million.
Harlem River Lift Bridge Cable Replacement This project replaces all 128 lift cables connecting the Harlem River Lift Bridge lift spans to the counterweight located at each end of the bridge. The cables have exceeded their useful life but the bridge must be maintained in operable condition as the Harlem River is a navigable waterway subject to the requirements of the U.S. Coast Guard. Total cost for project is $11 million.
Moodna and Woodbury Viaducts – West of Hudson This project continues the State of Good Repair work that began on the Moodna and Woodbury viaducts on the Port Jervis Line under the 2005-2009 Capital Program. On both viaducts, components such as girders, floor beams, connectors, rivets, columns, cover plates and bearings are deteriorated to varying degrees, which require either repair or total component replacement. Total cost in the proposed 2010-2014 Capital Program is $10 million.
Undergrade Bridge Program – West of Hudson This project provides for the continuing design and repair of the undergrade bridges on the Port Jervis Line. There are approximately 80 undergrade bridges on the Port Jervis Line; this project provides for the continuing renewal of structures determined as top priorities based on condition surveys. Total cost in the proposed 2010-2014 Capital Program is $12 million.
Other Track and Structures Projects Additional projects in the proposed 2010-2014 Capital Program include improvements to drainage and undercutting, remediation of rock slopes, rail top culvert work, and inspection and design for improvements to the Otisville Tunnel (West of Hudson). Normal Replacement projects include rebuilding retaining walls, purchase of maintenance of way equipment and rolling stock, replacement of DC substation and signal house roofs, and replacement of undergrade bridge timbers. Safety projects include security fencing along the right-of-way, and replacement of bridge walkways. System improvement projects include the purchase of specialized structures equipment. Approximate cost of all remaining track and structures projects: $51 million.
Proposed 2010-2014 Capital Program 93 MTA METRO-NORTH RAILROAD COMMUNICATIONS AND SIGNALS CATEGORY M-604
There are 387 route miles and 795 track miles that constitute the Metro-North system in New York State and Connecticut. Of that amount, 579 track miles are signaled. The signal system includes 471 miles of cable transmission systems, 59 centralized control systems, and a 223 route-mile signal network. The long-term objective of investments in this area is to replace the aging signal system (wayside and operations control center) with the latest technology to accommodate current operations and provide compatibility for future needs. Over the previous capital programs, Metro-North has invested in a centralized control system and the right-of-way infrastructure to operate it. To protect the past investment and keep the system up to current standards, Metro-North has established a cyclical program to replace and upgrade the elements of the overall signal system. In addition, Metro-North looks to optimize train capacity to accommodate the railroad’s current needs, future service plans and future ridership projections. Metro-North will also make investments in Positive Train Control as required under the Rail Safety Act of 2008.
The Proposed 2010-2014 Capital Program The communications and signals projects total approximately $140 million. This represents 8 percent of the total proposed 2010-2014 Capital Program budget.
Signal System Improvements This project is provided to support Positive Train Control (PTC) readiness throughout Metro-North territory in New York State. An Implementation Plan is being prepared for review and approval by the Federal Railway Administration (FRA). Total cost in the proposed MNR 2010-2014 Capital Program for signal system improvements is $50 million. However, this represents only a portion of the investment need. An investment of $400 million for PTC is also established in the MTA Interagency section for both LIRR and MNR, to be defined upon completion in 2010 of the implementation plan, which is funded in the 2005-2009 Capital Program.
Replace Field PA/Station Connectivity This project will provide real-time customer information to new and existing Visual Information System (VIS) displays at all East of Hudson stations through the installation of new train information/ public address system field equipment, which will connect to a new central Public Address system currently being implemented and funded under the 2005- 2009 Capital Program.
Ethernet-based network connectivity will be provided at each station which will support the new system, provide ticket selling machine data communication upgrades, provide new ticket office workstations at key stations, and allow capability for remote CCTV and elevator monitoring/control. The proposed 2010-2014 Capital Program includes $31 million for the project as well as $24 million included in the station elements. Connecticut Department of Transportation (CDOT) participation will supplement this funding.
Train Indication Infrastructure A new train wheel counter detection system will be installed at each station for accurate
Proposed 2010-2014 Capital Program 94 train tracking in support of the rollout of the latest customer information technology that will provide real-time performance information at all East of Hudson stations. The proposed 2010-2014 Capital Program includes $19 million for the project. Connecticut Department of Transportation (CDOT) participation will supplement this funding.
Other Communications and Signals projects The remainder of the communications and signals projects include replacement of: MNR’s share of federal program to improve signal capacity from Croton-Harmon to Poughkeepsie; fiber/communication and signal cables; the field code system at Mott Haven; track relays on the Harlem and Hudson lines; electric switch machines; high cycle relays; the PBX; mobile/portable radios, rolling stock radios and public address equipment; and radio base station equipment. Total cost of the remaining projects in the proposed 2010-2014 Capital Program is $40 million.
Proposed 2010-2014 Capital Program 95 MTA METRO-NORTH RAILROAD POWER CATEGORY M-605
There are 387 route miles and 795 track miles that constitute the Metro-North system in New York State and Connecticut. Of that amount, 545 track miles are electrified with 256 track miles of DC 3rd rail power and 289 track miles of AC catenary power. The power supply for this system in New York State includes 49 DC substations, seven AC substations and three yard distribution systems. The long-term objective of investments in this area is to maintain the condition of the existing assets and increase traction power capacity to support current service levels and projected service growth over the next 20 years.
The Proposed 2010-2014 Capital Program The proposed 2010-2014 Capital Program allocates $127 million, or approximately 7 percent of the total capital program budget, to power projects. Approximately 60 percent of this budget is allocated to two projects.
Substation Bridge 23 This project will replace the existing Substation Bridge 23 located at Mount Vernon East. This project is necessary as the substation has reached the limit of its electric traction power capacity, is the only feed to the New York State portion of the New Haven Line and also requires replacement to prevent the leakage of potentially hazardous materials. Total cost in the proposed 2010-2014 Capital Program is $36 million.
Harlem/Hudson Power Improvements This project will continue the multi-program phasing of improvements recommended in the Traction Power Study completed under the 2000-2004 Capital Program. These improvements are required to support the future growth in ridership and service and to reduce equipment failures due to low voltage conditions. The traction power system is currently limiting capacity in some locations system-wide, in particular on the Upper Harlem Line. Therefore, this project includes additional funding to complete a combination of substations on the Upper Harlem Line and upgrade circuit breaker houses at 86th St., 110th St., and Claremont Parkway, and complete a Hudson Line siting study to develop recommendations for Hudson Line traction power improvements and to construct new Hudson Line Substations. Power projects and Communications and Signal projects, in combination with track work previously completed, will provide Metro- North with the ability to improve schedule flexibility and to add needed service. Total cost in the proposed 2010-2014 Capital Program is $42 million.
Other Power Projects Other power projects include: renewal of Harlem and Hudson Line substations, replacement of motor alternator power supplies for signal power; Harlem River Lift Bridge breaker houses and motor controls; cyclical replacement of substation batteries; construction of the Park Avenue Tunnel and Viaduct Alarm system; and replacement of sectionalizing switches. Total cost in the proposed 2010-2014 Capital Program of the remaining projects is $49 million.
Proposed 2010-2014 Capital Program 96 MTA METRO-NORTH RAILROAD SHOPS AND YARDS CATEGORY M-606
Metro-North operates 11 shops and/or yard facilities system-wide, including three shops at diesel/electric yards (Brewster, Harmon, Highbridge), two diesel yards East of Hudson (Poughkeepsie and Wassaic) and two diesel yards West of Hudson (Port Jervis and Woodbine), one electric yard at North White Plains, Grand Central Terminal and two yards for non-revenue equipment at MO Tower and Mount Vernon West. The shop and yard facilities provide for fleet storage, maintenance and inspection services. Metro-North’s long-term shops and yards strategy is to upgrade and adequately size these facilities to accommodate additions to the rolling stock fleet (such as the M-7 electric cars), to support the Reliability Centered Maintenance program, to improve On-Time Performance, and to ensure customers are provided with a safe, reliable and comfortable ride. In support of the long-term strategy, Metro-North will continue to replace and upgrade its shop and yard infrastructure at Croton-Harmon yard and other critical locations to meet the demands of the current (and planned) fleet, and support efficient operating and maintenance practices.
The Proposed 2010-2014 Capital Program There are three major projects within the $449 million shops and yards allocation (approximately 24 percent) in the proposed 2010-2014 Capital Program. These projects address the replacement of outmoded facilities at the Croton-Harmon Shop, and improvements at the Wassaic Yard and Port Jervis Yard to expand train storage yard capacity to meet projected demand growth on the Harlem and Port Jervis Lines, respectively.
Croton-Harmon Shop Replacement Continuation of the Harmon shop replacement program will consist of investments to support an expanded fleet of electric and diesel hauled rail cars and provide improved productivity as a result of a more modern and efficient complex that strives to separate maintenance functions and equipment. Phase I (South Diesel Yard) and Phase II (Site Preparation for the Coach and Locomotive Shops) were completed in the 2000-2004 Capital Program; Phase III (Coach and Locomotive Shops and Wheel True Facility) is underway in the 2005-2009 Capital Program. Phase IV will be the focus of the proposed 2010-2014 Capital Program. In Phase IV Metro-North will construct a Support Shop which will be the Mechanical Department’s primary component repair and rebuild facility. Phase IV will also include an assessment to evaluate the existing main shop and make facility improvements required to support the equipment maintenance and inspection programs, with continued emphasis on Reliability Centered Maintenance. This structure will be constructed adjacent to the existing Material Distribution Center to facilitate the movement of parts and material between the two facilities and will maintain space for a number of other campus-wide support functions such as Quality Control, Engineering, Training and Production, and Maintenance Planning. Total cost in the proposed 2010-2014 Capital Program is $414 million.
Proposed 2010-2014 Capital Program 97 Wassaic Yard Improvements Funds are allocated for extension of two yard tracks that will allow both tracks to be used for the storage of full-length through trains, increasing the usable capacity of the yard from 23 to 38 spots to address increases in service demand on the Harlem Line. Total cost in the proposed 2010-2014 Capital Program is $3 million.
Port Jervis Yard Improvements To meet the service plan requirement for two additional trains and longer trains on the Port Jervis Line, this improvement will provide the design of a two track storage yard expansion, and construction of one additional yard storage track and service aisle, an increase to yard spots from 58 to 71. Other supporting services and facilities will be constructed as well. Total cost in the proposed 2010-2014 Capital Program is $7 million.
Other Shop and Yard Improvements Other shop and yard projects will cover various priority needs including potential purchase of land for right-of way and/or yard expansion and potential funding for improvements to Poughkeepsie Yard (with funding partners). Total cost in the proposed 2010-2014 Capital Program for these shop and yard improvements is $25 million.
Proposed 2010-2014 Capital Program 98 MTA METRO-NORTH RAILROAD MISCELLANEOUS CATEGORY M-608
Projects in this area provide for costs associated with the support and management of the Capital Program and projects with program-wide applicability such as system-wide environmental remediation, protective liability coverage, independent engineer services, value engineering services, scope development and security. Total cost in the proposed 2010-2014 Capital Program is $100 million.
Proposed 2010-2014 Capital Program 99
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Proposed 2010-2014 Capital Program 100 MTA BUS COMPANY
Proposed 2010-2014 Capital Program 101
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Proposed 2010-2014 Capital Program 102 MTA BUS COMPANY 2010-2014 CAPITAL PROGRAM OVERVIEW
The MTA Bus Company operates the 10th largest bus fleet in the United States and Canada, serving nearly 400,000 riders daily. With a fleet of over 1,300 buses and approximately 3,400 employees, the agency operates 45 local bus routes serving the Bronx, Brooklyn, and Queens and 35 express bus routes between Manhattan, the Bronx, Brooklyn, and Queens. In 2008, the MTA Bus Company provided approximately 121 million trips to riders. The Bus Company’s round-the-clock service complements and is coordinated with subway, train and bus services provided by other MTA agencies.
MTA Bus was created in September 2004 to merge into one organization the services formerly provided by seven private bus companies under franchise agreements with the City of New York. Those companies included: Command Bus, Green Bus Lines, Jamaica Bus, Liberty Lines, New York Bus Company, Triboro Coach, and Queens Surface. Transition of service began in January 2005 and was completed in February 2006.
MTA Bus inherited a substantial bus fleet and maintenance network, all requiring significant operating and capital improvements. The fleet consisted of 15 different bus models with an average age of over 13 years. The depots varied in condition and age, with several built before the 1950s. MTA Bus operates eight depots, including: Baisley Park, College Point, Eastchester, Far Rockaway, JFK, LaGuardia, Spring Creek, and Yonkers. The City of New York owns three of the depots (College Point, Spring Creek and Yonkers) and leases the others from private owners.
Prior to the creation of the Bus Company, service was irregular, maintenance was substandard, bus reliability was poor, and passengers’ discomfort and dissatisfaction were high. Since assuming control of operations, MTA Bus has already taken many steps to improve customers’ experience and satisfaction.
Improving service - with adjustments in service and schedules, better maintenance, new buses, and upgraded facilities - is a top priority for MTA Bus. Through evaluations of customer demand and operating constraints, MTA Bus has addressed a number of fundamental areas, making improvements in running times, crowding, service frequency, hours of service, and route structure. These efforts have increased ridership 10 percent on weekdays and 14 percent on weekends. A centralized Road Operations Unit, Training Center, and Command Center have been introduced to ensure consistent service.
The agency also has instituted new maintenance practices, including scheduled operation inspections, heavy scheduled overhauls of undercarriage components every three years, exterior bus painting, engine in-chassis overhauls, and other measures. These steps have helped to more than double fleet reliability by increasing its MDBF (mean distance between failures) from 2,154 miles in 2005 to 4,631 miles in 2008.
With approved capital funds to date, the Bus Company is procuring a total of 931 new buses. Through May 2009, 783 new buses have entered the fleet, including 475 high-capacity coaches for express service and 308 hybrid-electric standard buses for local service. An additional 81 hybrid-electric standard buses and 22 express buses are on order and are expected to enter
Proposed 2010-2014 Capital Program 103 service by 2010. Another 45 standard buses will be procured in 2009 and delivered in 2010. The new buses have enabled retirement of overage and unreliable fleets and reduced the fleet average age to approximately seven years. In the process, the MTA Bus fleet has become more environmentally friendly with the introduction of low-emission technology, such as hybrid- electric propulsion and ultra-low sulfur fuel.
The Bus Company has also made numerous initial improvements and repairs to facilities. These include: asbestos abatement, electrical repairs, regulatory testing and repairs, select structural modifications and equipment replacement to accommodate new buses, installation of tailpipe exhausts, upgrade of paint booths, battery rooms and fire protection systems, and replacement of depot roofs and ventilation systems.
Though these efforts have yielded much success, more is needed and the proposed capital program builds on these successes.
THE PROPOSED 2010-2014 CAPITAL PROGRAM The MTA Bus Company’s proposed 2010-2014 Capital Program, totaling $325 million, provides the resources needed to restore, replace, and modernize significant portions of the agency’s fleet and infrastructure. Table 7 identifies these investments by asset category.
Table 7 MTA Bus Proposed 2010-2014 Capital Program by Investment Category ($ in millions)
Proposed Category 2010-2014 Percent Bus Company Projects: - Buses $212 65% - Facilities and Equipment 95 29% - Program Administration 17 5% Total $325 100% Numbers may not total due to rounding
Bus fleet and depots are the core of MTA Bus’ service. Highlights of the plan follow.
Bus Fleet The proposed 2010-2014 Capital Program includes $212 million to purchase a total of 290 new buses, including: 37 high capacity express buses, 72 articulated buses and 181 standard buses. MTA Bus will expand the fleet to meet ridership demands, and diversify the fleet with new types of buses to better meet different types of services. Of the total to be purchased, 17 buses are intended for growth and the remainder will replace overage buses. Given current funding levels in the proposed 2010-2014 Capital Program, however, the number of overage buses at the end of the 5-year period will be approximately 65 buses, or 5 percent of the total fleet.
Facilities and Equipment The proposed 2010-2014 Capital Program includes $95 million for facility and equipment
Proposed 2010-2014 Capital Program 104 investments. This includes upgrading bus washers and HVAC systems, installing a new elevator at College Point, providing a new green roof at Far Rockaway, improving security, and providing a new apron at JFK depot, as well as purchasing depot equipment and service vehicles. It also includes upgrading CNG systems at Spring Creek and College Point and modifying Baisley Park and JFK to support the new articulated buses that will be assigned there. Development of a system is proposed (in concert with NYC Transit) to provide real-time bus location and arrival information to customers.
Program Administration Funds totaling $17 million are set aside for in-house staff support of the projects proposed in the 2010-2014 Capital Program.
SYSTEM CONDITION Figure 5 illustrates the mix of investments by needs category in the proposed 2010-2014 Capital Program. The program continues the MTA Bus emphasis on achieving and maintaining a State of Good Repair by devoting over 80 percent of the funding to replacing fleet and restoring facilities.
Figure 5 MTA Bus 2010-2014 Capital Program by Needs Category
State of Good Repair 17%
Other Normal Replacement 11% 65%
System Improvement 7%
Prior to MTA Bus assuming control of operations, the knowledge of the condition of the facilities was based on a 2002 visual survey of the private bus lines’ assets and facilities. That study did not include new technology requirements, power upgrades or structural assessments. In general, as cited in the survey and compounded by the increase in service, all MTA Bus locations appeared inadequately sized for the fleet and require extensive repairs and upgrades to accommodate the fleet and personnel. New depots, central maintenance facilities and fleet storage locations are necessary, especially in light of expected population and economic growth in the City. A comprehensive equipment replacement program is necessary. Major structural renovations are required in each facility. In addition to the issues raised by the survey’s visual findings, ongoing environmental issues are present at a number of locations. While these areas have begun to be addressed with allocations approved in the 2005-2009 Capital Program and those proposed in this program, more facility upgrades and rehabilitations will be required.
Proposed 2010-2014 Capital Program 105
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Proposed 2010-2014 Capital Program 106 MTA BUS COMPANY PROGRAM PLAN
Proposed 2010-2014 Capital Program 107 MTA BUS COMPANY BUS COMPANY PROJECTS CATEGORY U-603
The MTA Bus Company operates the 10th largest bus fleet in the United States and Canada, serving nearly 400,000 riders daily. The fleet of 1,327 buses operates on 45 local bus routes serving the Bronx, Brooklyn, and Queens and 35 express bus routes between Manhattan, the Bronx, Brooklyn, and Queens. As of the Spring of 2009, the fleet consisted of 740 standard buses for local service, and 106 standard buses and 481 high capacity buses for express service. Maintaining a normal cycle of bus replacement is critical for service reliability and the ongoing infusion of new technologies and improved environmental standards. The Bus Company’s fleet strategy is to achieve and continue a Normal Replacement cycle based on a 12-year useful life for buses and to invest in new buses and clean fuel technologies such as hybrid-electric to reduce emissions. The average age of the fleet is approximately seven years.
The fleet operates out of eight depots. These include: Baisley Park, College Point, Eastchester, Far Rockaway, JFK, LaGuardia, Spring Creek, and Yonkers. The City of New York owns three of the depots (College Point, Spring Creek and Yonkers) and leases the others from private owners. The facilities are needed to collect revenue from buses, clean and fuel buses in preparation for service, perform routine maintenance and repairs, and store buses when not in operation. In addition to the maintenance areas, the depots have 13 bus washers and three paint booths.
The Proposed 2010-2014 Capital Program The proposed 2010-2014 Capital Program includes a total of $325 million, including: $220 million for bus purchases, $87 million for facility and equipment projects, and $17 million for program administration. A total of 290 new buses will be ordered. These include 72 articulated ($66 million) and 181 standard ($131 million) buses for local service, and 37 high capacity coaches ($24 million) for express service. Total growth, in terms of “standard bus equivalents (SBEs), is approximately 4 percent as compared to the current fleet.
Facility improvements of $87 million feature upgrading bus washers and HVAC systems, installing a new elevator at College Point, and providing a new green roof at Far Rockaway. Upgrading the CNG systems at Spring Creek and College Point is also included as well as improving security at various locations. Baisley Park and JFK depots will be modified to support new articulated buses, which are being introduced into the fleet and will be assigned there. In addition, a variety of depot equipment and non-revenue vehicles will be procured to support operations, such as tow trucks, bucket trucks, forklifts, etc. Lastly, in concert with NYC Transit, MTA Bus proposes eight million dollars to fund development of a system to provide automated real-time bus location and arrival information to bus customers. (NYC Transit’s proposed program includes $42 million, for a combined total proposed investment of $50 million in 2010- 2014.)
Proposed 2010-2014 Capital Program 108 MTA-WIDE SECURITY AND SAFETY
Proposed 2010-2014 Capital Program 109 MTA-WIDE SECURITY AND SAFETY 2010 -2014 CAPITAL PROGRAM OVERVIEW
In the wake of the September 11, 2001 terrorist attacks on the World Trade Center, the MTA initiated a comprehensive review of its infrastructure to determine how to best protect its customers and key assets from a terrorist incident. Security experts defined critical vulnerabilities and determined appropriate protective strategies. The result of these efforts was the implementation of a multi-faceted program including operating and capital investments. The capital investments included hardening vulnerable assets and implementing the networks and equipment necessary to conduct targeted surveillance, control access, stop intrusion and provide command and control systems to support incident response. MTA began implementing these investments in the 2000-2004 Capital Program and will continue to progress this program in subsequent programs using Federal funds. While the program is being implemented, continuing police presence supplements these efforts. In addition, the program of investments and policing programs are constantly recalibrated and vulnerabilities reassessed based on up- to-the-minute security intelligence. As recognized in a recent NYS Comptroller’s report, the overall security environment has been enhanced with the completion of many capital security improvements and the implementation of these other policing initiatives.
In the area of safety, the new Federal Rail Safety Improvement Act of 2008 (RSIA), which was passed on October 16, 2008 in response to some fatal train accidents on other properties, requires installation of Positive Train Control (PTC) on all commuter railroad main-line tracks. PTC is a technology that is capable of preventing train-to-train collisions, over-speed derailments, and injuries to workers as the result of unauthorized incursions by a train. The Act requires the development of an implementation plan by April 2010 and full implementation of PTC on main-line tracks by December 31, 2015. FRA is in the process of finalizing regulations to implement the Act. The Railroads have included funds for the development plan and some initial design work in their 2005 to 2009 Capital Programs; they have also included funds in their proposed core 2010-2014 Capital Program to upgrade signals that are required to support the PTC application. Given the extraordinary investment required to fulfill the requirements of this unfunded mandate, this category includes funds to implement PTC in compliance with RSIA. While initial estimates of cost for PTC are about $125 million higher than the allocation supported within this capital program, MTA will aggressively pursue Federal grants to fund the remaining need as well as to offset costs included in this program. . Table 8 MTA-wide Security and Safety Proposed 2010-2014 Capital Program ($ in millions)
Proposed Category 2010-2014 Capital Security Projects $250 Capital Safety Projects 400 Total $650
Proposed 2010-2014 Capital Program 110 Capital Security Projects: The 2000-2004 Capital Program allocated $591 million for a program to advance an initial set of capital investments addressing the highest priority vulnerabilities, including $144 million of grant support from the Department of Homeland Security (DHS). Subsequent funding allocations, including capital program amendments have increased MTA funding to support these projects to a total of $842 million, including an additional $80 million of DHS grant support. The 2005-2009 Capital Program originally allocated $495 million to fund the next phase of projects with the intent to pursue funding from Homeland Security and other federal sources. However, the federal level of support for Phase II, $87 million, has been significantly lower than provided in Phase I. As a result, MTA added $141 million of its own funds to progress $228 million of critical work. For the 2010-2014 Capital Program, the MTA is proposing a $250 million security program to continue addressing capital security needs. This program will advance the next group of projects identified for investment. The MTA will continue to vigorously pursue funding from Homeland Security and other federal sources to fund these projects. In the absence of federal funds, alternate funding sources will be sought.
Capital Safety Projects: The 2010-2014 Capital Program proposes a $400 million capital safety program to support implementation of FRA-mandated Positive Train Control. This program, in conjunction with railroad core program PTC-readiness investments, provides resources to meet the current December 31, 2015 implementation deadline. While initial estimates of cost for PTC are about $125 million higher than the allocation supported within this capital program, MTA will aggressively pursue Federal grants to fund the remaining need as well as to offset costs included in this program.
Proposed 2010-2014 Capital Program 111
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Proposed 2010-2014 Capital Program 112 MTA-WIDE SECURITY AND SAFETY PROGRAM PLAN
Due to the sensitive nature of the security effort, the proposed 2010-2014 Capital Program identifies a single budgetary reserve for $250 million, which will be used to progress the next group of projects.
A single budgetary reserve of $400 million for PTC is also established, to be defined upon completion in 2010 of the implementation plan, which has been funded in the 2005-2009 capital program.
Proposed 2010-2014 Capital Program 113
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Proposed 2010-2014 Capital Program 114 MTA INTERAGENCY
Proposed 2010-2014 Capital Program 115
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Proposed 2010-2014 Capital Program 116 MTA INTERAGENCY 2010-2014 CAPITAL PROGRAM OVERVIEW
The interagency section of the program includes several categories of investment that benefit the MTA family of agencies. It includes investments for the MTA Police, MTA Planning and MTA Headquarters.
The MTA’s police department was included for the first time in the MTA’s capital program as a separate investment category in the 2005-2009 Capital Program; it had previously been included in the agencies’ capital programs. The MTA Police Department was consolidated in 1998 from separate departments at the Long Island Rail Road and Metro-North Railroad and subsequently added the Staten Island Rapid Transit Police in 2005. The proposed 2010-2014 Capital Program continues to fund the capital needs for the MTA Police Department, including a new headquarters facility, district offices and the police radio system, as a separate investment category in this section. (See Table 9)
Additionally, this section of the capital plan budgets for a number of MTA-wide integrated initiatives, including rehabilitation of MTA facilities to support the MTA-wide integrated systems business service center initiative and consolidate various inter-agency leaseholds and an allocation for Planning studies to support the MTA’s capital program.
Table 9 MTA Interagency Proposed 2010-2014 Capital Program ($ in millions)
Proposed Category 2010-2014 MTA Police Department $85 MTA Business Service Center and Facilities Rehabilitation 259 MTA Planning Initiatives 56 Total $400
Proposed 2010-2014 Capital Program 117
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Proposed 2010-2014 Capital Program 118 MTA INTERAGENCY PROGRAM PLAN
Proposed 2010-2014 Capital Program 119 MTA INTERAGENCY MTA POLICE DEPARTMENT CATEGORY N-610
The MTA Police Department is responsible for ensuring the safety and security of MTA’s customers, employees, and facilities throughout the MTA service area. The service area encompasses over 4,400 square miles covering 14 counties in New York and Connecticut. On January 1, 1998, the MTA consolidated the police forces of the LIRR and Metro-North Railroad under the jurisdiction of the MTA Police. Subsequently, the Staten Island Rapid Transit Police was added to MTA Police on June 1, 2005. Prior to the consolidation, capital improvements associated with police needs at these Operating Agencies were addressed as part of the respective agency capital programs. Building upon the work begun with the 2005-2009 Capital Program, the MTA PD 2010 -2014 Capital Program will continue to assist the MTA Police to accomplish its mission of providing safety/security throughout the MTA network.
The Proposed 2010-2014 Capital Program The MTA Police Department’s proposed 2010-2014 Capital Program includes projects to invest in facilities and communication systems to allow the Police to effectively protect our customers and the overall transportation system (Table 10).
Table 10 MTA Police Department Proposed 2010-2014 Capital Program by Investment ($ in millions)
Proposed Project 2010-2014 Staten Island District Office $12 Nassau County District Office 13 Public Safety Radio - Phase 2 60 Total $85 Numbers may not total due to rounding
Staten Island District Office: District 9 The MTA Police Department will work with the Staten Island Railway (SIR) to construct a facility on Staten Island to be used as the District 9 Office. Currently, MTA Police personnel for this district share space with personnel at an existing SIR Maintenance of Way facility. The space allocated for police personnel does not provide adequate facilities to operate an effective District Office, resulting in overcrowding and use of other police facilities outside MTA’s jurisdiction to complete necessary functions. Total cost in the proposed 2010-2014 Capital Program is $12 million.
Proposed 2010-2014 Capital Program 120 Nassau County District Office: District 2 The MTA Police Department will work with MTA Real Estate to secure property and construct a facility in Nassau County to be used as the District 2 Office. As a result of the pending sale of the Mineola facility, personnel for this district currently report out of mobile trailers located in Garden City on Commercial Avenue. The trailers and land where they are located is costly to rent and does not provide adequate facilities required to operate an effective district office. Total cost in the 2010 -2014 Capital Program is $13 million.
Public Safety Radio – Phase 2 The goal of this investment is to have a dedicated MTA Police public safety radio system, built seamlessly to ensure system-wide radio coverage, allowing future interoperability among participating agencies and standardization of one system for the MTA Police. The 2005-2009 Capital Program included $45 million to fund design and early construction work intended to integrate the MTA police radio system with the New York State Wireless Network. However, with the future of this statewide system uncertain, alternative approaches for integrating the MTA Police system are being evaluated; design and construction will be advanced upon completion of this evaluation. The proposed 2010-2014 Capital Program adds $60 million to support this next phase of this project.
Proposed 2010-2014 Capital Program 121 MTA INTERAGENCY BUSINESS SERVICE CENTER / FACILITIES REHABILITATION CATEGORY N-611
In April 2005 the MTA board commissioned the consulting firm Booz Allen Hamilton to assess the feasibility of implementing a shared services organization across the MTA and its operating agencies. The areas reviewed include Finance, Human Resources and Information Technology. The study concluded that the MTA could realize efficiencies by streamlining back-office processes into a Business Service Center. The Center could achieve substantial long term savings.
In 2009 MTA undertook to implement the Business Service Center plan with $45 million in contracts funded from the 2005-2009 Capital Program to extend the Metro-North and MTA Headquarter PeopleSoft Platform through out the MTA. To complete this work, an additional $75 million is required in the 2010-2014 program.
The MTA’s Business Service Center will be located in the former NYC Transit headquarters building at 370 Jay St. in Brooklyn (418,000 square feet). This building offers the MTA an opportunity to satisfy a number of its office space needs, both short and long term; since the building is largely unoccupied, it enables the gradual occupancy needed for the planned ramp up of the shared services initiative and will also allow MTA to reprogram other MTA leased spaces such as 180 Livingston St., 3300 Northern Blvd.and 340 Flatbush Avenue. To meet the above described needs, the building will require a full interior (gut) rehabilitation as well as the replacement of the façade and all windows. The expected cost for this project is $184 million.
Table 11 MTA Business Service Center/Facilities Rehabilitation Proposed 2010-2014 Capital Program by Investment ($ in millions)
Proposed Project 2010-2014 MTA Business Service Center $75 Jay St. Building Rehabilitation 184 Total $259
Proposed 2010-2014 Capital Program 122 MTA INTERAGENCY MTA PLANNING INITIATIVES CATEGORY N-612
The proposed 2010-2014 Capital Program includes funds for various planning initiatives to support ongoing research and analytical activities in support of the MTA’s Long Range Planning Framework which identifies long term capital transportation needs and solutions to address those needs. Budgeted activities include:
• $13 million is allocated for Modeling and Surveys for compliance with federal planning guidelines and upgrading MTA’s travel model: o Maintaining and upgrading MTA's ridership model used to identify the need and conceptual scope for the MTA’s network expansion projects and other key initiatives. In the past this model supported the development of the Second Avenue Subway, East Side Access and the #7 Extension projects which are now all underway. This model will be used for all future network expansion planning and analysis as well as other critical MTA planning initiatives. o Conducting travel surveys to remain eligible for New Starts funding (each survey costs between $2 and $3 million). o Strategic planning evaluations responding to short and long term policy questions, such as new regional rail initiatives and analyses of regional trends
• This program also includes $13 million in planning funds to initiate or continue research into travel corridors in need of congestion relief and greater connectivity as identified in the MTA Twenty Year Needs Assessment: o Queens Blvd. Corridor Study o Staten Island North Shore Corridor Study o Staten Island West Shore Corridor Study o Regional Bus Study
• Finally, this program also includes $30 million for the MTA share to complete the Tappan Zee Bridge Rail Study, progressed jointly with the New York State Department of Transportation and the New York State Thruway Authority. This will cover the work necessary to complete the draft and final environmental impact statements and achieve an FTA record of decision (ROD) for both the highway and transit strategies in the corridor.
Table 12 MTA Planning Initiatives Proposed 2010-2014 Capital Program by Investment ($ in millions) Proposed Project 2010-2014 MTA Long Range Core Planning Support $13 MTA Long Range Corridor Planning Support 13 Tappan Zee Bridge Rail Study 30
Total: $56
Proposed 2010-2014 Capital Program 123
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Proposed 2010-2014 Capital Program 124 MTA CAPITAL CONSTRUCTION COMPLETING CURRENT EXPANSION PROJECTS
Proposed 2010-2014 Capital Program 125
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Proposed 2010-2014 Capital Program 126 MTA CAPITAL CONSTRUCTION 2010-2014 CAPITAL PROGRAM OVERVIEW
In July 2003, the MTA Board authorized creation of the MTA Capital Construction Company (MTACC) as a new subsidiary with the specific mission to plan, design, and construct major MTA system expansion and security projects for the operating agencies. Since that time, the MTACC’s expansion portfolio has focused on the construction of East Side Access, which will bring Long Island Rail Road commuters into Grand Central Terminal; and the initial phase of a new Second Avenue Subway, which will relieve the pressure on New York City Transit’s overcrowded Lexington Avenue Line and improve access to downtown Manhattan. In addition, the MTACC has been responsible for the construction of several other large scale projects. The extension of the #7 subway line to support the redevelopment of the far West Side of Manhattan is funded by the City of New York and is carried in its entirety in the 2005-2009 Capital Program. The construction of a new subway terminal at South Ferry and the construction of the Fulton St. Transit Center are largely federally funded, although local funds have also been provided to complete each of these. Finally, MTACC is responsible for the implementation of inter-agency security investments.
Since the MTA 2005-2009 Capital Program was first approved, these key projects have seen significant progress. Full Funding Grant Agreements have been secured for both East Side Access and the Second Avenue Subway, ensuring the receipt of $3.9 billion in financial support from the federal government. Ground has been broken to construct the first phase of the Second Avenue Subway, as well as the #7 line extension. East Side Access also reached project milestones when two massive tunnel boring machines (TBM) recently completed excavation of four tunnel tubes in Manhattan. Work has also begun on the new caverns to be mined under Grand Central Terminal.
While these and other noteworthy accomplishments have moved these two projects toward completion, last year the MTA launched a comprehensive review in reaction to growing costs and delays. The process began with a 30-day review in March 2008 with the assistance of the retiring head of the MTA’s Capital Construction Company. This review yielded revised budgets and timetables for each project but also made clear, by identifying a risk reserve, that a more comprehensive study was necessary to fully understand new risks associated with an overheated construction market and the limited pool of contractors available for such large, complex projects.
The MTA’s comprehensive review is now complete. The MTA Capital Construction Company, the Office of Construction Oversight (OCO) and the Independent Engineering Consultant (IEC) have fully reviewed the cost and schedule and allocated the risk contingencies as necessary to the project budgets.
Proposed 2010-2014 Capital Program 127 Concurrent with this review, the Federal Transit Administration has been independently evaluating the costs and schedules of these projects based on risks identified by virtue of lessons learned on mega projects nationwide; their review is still ongoing. While these reviews have resulted in differing estimates as described below, both have identified a range of risks as well as mitigation and management strategies for controlling cost and schedule.
MTA and FTA SAS and ESA Review Results:
Both MTA and FTA now believe that it is prudent to consider the costs and schedule of mega projects as ranges that bracket the lower and higher cost and schedule scenarios for each project and accordingly we have each developed risk-based ranges. While more work is pending between MTA and FTA staffs, the MTA has gone a step further than the FTA and developed a specific budget and schedule based on risk mitigation opportunities. Based on our ability to mitigate risks contained within the range, the MTA has defined a budget and schedule within the range for each project that we have confidence we can manage to and deliver. The results based on this approach are summarized on the charts below:
Proposed 2010-2014 Capital Program 128
MTA expects to continue to work with FTA on their ongoing evaluation in order to agree on a mitigation strategy for each project that will align FTA’s range with each project’s MTA budget and schedule. FTA has indicated that MTA can achieve its budget estimate with the implementation of new integrated decision-making processes.
Management Plan to Mitigate Risks:
To manage to and deliver the new budgeted cost and schedule for each project, MTA will do the following:
• Address cost increases since last March in this proposed Capital Program by allocating some of the reserves previously identified in the March 2008 review to the projects and by mitigating some of the identified costs immediately.
• Expand the risk reviews conducted by the OCO and the IEC to cover every significant contract for these projects, with a focus on identifying and then monitoring all available risk mitigation opportunities in order to ensure that the budget does not move higher up in the range.
Proposed 2010-2014 Capital Program 129 • Immediately implement the risk identification, rating and prioritization analyses as recommended by FTA in the areas of:
o requirements; o design and pre-construction; o project delivery; o early construction with a focus on geotechnical/utility/environmental risks; o mid-range construction; and o start-up / substantial completion of construction.
• Expedite agreement with FTA on a mitigation strategy for each project, including implementation of integrated decision-making processes, to align FTA and MTA cost and schedule. Monitor management conformance with mitigation strategies and processes and evaluate the timeliness and effectiveness of their implementation.
These efforts will track each component of these projects more closely and will allow CCC to respond before cost increases and delays are incurred.
While completion of these projects presents challenges, the revised budgeted costs for these projects are fully funded in this Capital Program; the 2010–2014 Capital Program proposes to award all contracts needed to complete the first phase of the Second Avenue Subway and East Side Access. Table 13 sets forth the funding commitment necessary to accomplish this work. With this fuller understanding of the project costs, risks and mitigation strategies associated with these “mega” construction projects, CCC can adhere to these budgets and schedules despite difficult conditions. The FTA’s assistance in identifying mitigation strategies will also ensure the delivery of these projects, which are critical to our region’s transportation network.
Proposed 2010-2014 Capital Program 130 THE PROPOSED 2010-2014 CAPITAL PROGRAM The proposed 2010-2014 Capital Program includes funding required to complete Phase 1 of the Second Avenue Subway, the East Side Access Project, regional investments to support the East Side Access improvements and enhance travel quality, an ESA rolling stock and liability reserve and miscellaneous project costs. A total of $5.739 billion is proposed.
Table 13 MTACC Proposed 2010-2014 Capital Program By Investment Category ($ in millions)
Funding In Prior Project Capital Proposed Project Program(s) 2010-2014 Total Second Avenue Subway (Phase I) $2,964 $1,487 $4,451 East Side Access 4,374 2,954 7,328 Regional Investments 0 401 401 ESA Rolling Stock and Liability Reserve 0 697 697 Miscellaneous 91 200 291
Total $7,429 $5,739 $13,168
Numbers may not total due to rounding
Proposed 2010-2014 Capital Program 131
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Proposed 2010-2014 Capital Program 132 MTA CAPITAL CONSTRUCTION PROGRAM PLAN
Proposed 2010-2014 Capital Program 133 MTA CAPITAL CONSTRUCTION SECOND AVENUE SUBWAY CATEGORY G-610
The purpose of the full-length Second Avenue Subway (SAS) is to address the problems and deficiencies in access and mobility associated with an overburdened transit infrastructure that is struggling to accommodate existing customers as well as new customers from the continuing growth of Manhattan’s East Side.
The East Side is densely populated with residential, retail, and commercial office use. Every day, more than two million people travel in the area that would be served by a full-length Second Avenue Subway as they commute to and from work. Over three-quarters of people working in the area use the subway, bus, rail, or ferry to get to and from their jobs during rush hours.
NYC Transit’s Lexington Avenue subway is the only north-south route serving the East Side. Carrying more passengers than any other subway line in the United States, the “Lex” alone carries 1.3 million riders each weekday, which is greater than the ridership of the entire transit systems in San Francisco, Chicago, and Boston combined.
The Lexington Avenue service operates significantly above guideline capacity during peak hours, resulting in overcrowded trains, congested stations, and delays for customers. During the morning peak hour, 29 southbound trains per hour are scheduled to run on the Lexington Ave. express line. However, due to the frequent congestion south of 125th St., only 25 or fewer trains depart Grand Central-42nd St. during the peak hour. Because of excessive congestion, travel times are markedly longer than at other times, reducing service levels.
In addition, because the Lexington line is the only route serving most of the East Side, residents and workers often have to contend with poor access and long walks to and from the subway.
The Second Avenue Subway will address all of these issues, providing additional service and access to the East Side’s dense residential, commercial and retail populations, and relieving overcrowding and service limitations currently experienced on the Lexington Avenue line by hundreds of thousands of people who travel to, from, and through the East Side of Manhattan.
Project Description The goal of the project is to relieve crowding and improve reliability on the Lexington line and to improve mobility for commuters on Manhattan’s East Side and throughout New York City and the metropolitan area. Numerous alternatives have been developed and analyzed for a new Second Avenue Subway since it was first conceived in the 1920s. The project is the result of the MTA’s MESA (Manhattan East Side Alternatives) major investment study and subsequent environmental impact statements.
Proposed 2010-2014 Capital Program 134 Specific project construction details for the full length SAS include: th • Construction of a two-track 8.5 mile subway line from 125 St. to Lower Manhattan rd • Connection to the rest of the subway system via the 63 St. line • Construction of 16 new, fully accessible subway stations th • Construction of new transfers with other MTA services, including 125 St. (serving Metro- North and NYC Transit passengers) and Grand St. Other transfers are being evaluated for 55th, 42nd, 14th, and Houston Sts.
The full-length Second Avenue Subway will provide two new subway services. One will operate along the full length of the route between 125th St. and Hanover Square. The other will operate along Second Ave. from 125th St. to 63rd St., then travel west along the existing 63rd St. line and join the Broadway (N/R/Q/W) line via an existing connection and serve express stations along 7th Ave. and Broadway before crossing the Manhattan Bridge to Brooklyn. Passengers traveling to Lower Manhattan on this line can transfer to local services for destinations south of Canal St.
The project will be implemented to provide for four operational phases. These could potentially overlap and include: 1) 105th St. to 62nd St., including connection to the 63rd St. line; 2) 125th St. to 105th St.; 3) 62nd St. to Houston St.; and 4) Houston St. to Hanover Square. The MTACC is currently progressing Phase 1, which extends from 105th St. and Second Avenue to 63rd St. and Third Avenue with new stations along Second Avenue at 96th, 86th, 72nd and new entrances to the existing Lexington Ave./63 St. Station at 63rd St. and Third Avenue. By 2030, SAS Phase I is projected to carry 191,000 riders.
The total project cost for Phase I of the Second Avenue Subway is estimated to be $4.451 billion with a Revenue Service date of December 2016.
Prior Program Highlights/Accomplishments
The 1995-1999 Capital Program • Funded the MESA (Manhattan East Side Alternatives) study.
The 2000-2004 Capital Program The 2000-2004 Capital Program included $1.05 billion to complete planning and environmental studies, begin design, acquire real estate, and begin construction of the initial contracts of the first phase of the project. Major highlights include: • Started preliminary engineering for all phases in December 2001. P.E. for Phase 1 was completed in May 2004. • Completed Draft Environmental Impact Statement in March 2003 • Completed the Final Environmental Impact Statement in April 2004 with FTA approval. • Received Record of Decision from FTA in July 2004. • Awarded Contract One: construction of tunnels for two tracks using a tunnel boring machine from 92nd St. to 62nd St. A tunnel section built in the 1970s between 96th St. and 105th St. will be incorporated into the work, and will provide for train storage. March 2007 • Reached a Full Funding Grant Agreement with the FTA for $1.300 billion in November 2007 • Began acquisition of required real estate interests.
The 2005-2009 Capital Program The 2005-2009 Capital Program contains $1.914 billion to continue Phase 1 construction. Major highlights include: • Completed design of Phase 1. th • Awarded contracts to build the structural cavern for the 96 St. station (May 2009) and
Proposed 2010-2014 Capital Program 135 relocate utilities in the 86th St. Station area (July 2009). nd th • Contracts for structural work for new stations at 72 St. and 86 St. rd • Rehabilitation of the existing 63 St. Station. • Begin installing the necessary systems and equipment to operate the new line, including signals, pumps, lighting, and fans.
The Proposed 2010-2014 Capital Program The proposed 2010-2014 Capital Program contains $1.487 billion to complete construction of Phase 1. All elements of project management, design, construction management, insurance, and real estate necessary to support construction are also funded. The program includes the following major construction elements: th th nd • Installing finishes and equipment in the three new stations at 96 St., 86 St., and 72 St. th rd • Completing installation of track and systems from 105 St. to 63 St.
Funds totaling $2.964 billion have been allocated in the MTA’s 2000-2004 and 2005-2009 Capital Programs. The balance of funds required to complete Phase 1 are being requested in this program. The SAS project Federal Full Funding Grant Agreement approved in November 2007 will provide $1.3 billion in federal new starts funds. Through June 2009 the project has committed almost $1.5 billion and expended $720 million.
Proposed 2010-2014 Capital Program 136 MTA CAPITAL CONSTRUCTION EAST SIDE ACCESS CATEGORY G-609
Improved access between the Long Island transportation corridor (Suffolk, Nassau and Queens counties) and the East Side of Manhattan is recognized as a critical transportation link in the New York Metropolitan region. The roadways, transit system, and Pennsylvania Station, which serve this area, have reached their capacity and restrict travel options for residents and commuters in the region. The creation of direct LIRR service from the Long Island/Queens corridor into Grand Central Terminal (GCT) will have a number of significant regional transportation benefits. They include providing the LIRR with more opportunities to maintain and capture a greater share of the Long Island/Queens-to-Manhattan commuter market by offering more services and better reliability into Penn Station. Furthermore, after completion, ESA is expected to provide more than 160,000 rides per day. The travel time savings and convenience of the new service will directly benefit the 76,000 daily customers who will use the new terminal as well as provide a significant benefit to the over 30,000 daily customers who currently arrive at Penn Station on overcrowded trains.
Project Description The East Side Access Project will connect the Long Island Rail Road’s Port Washington and Main Lines to a new station at GCT. The connection will be made by constructing seven miles of new tunnels (3.5 miles in each direction) beginning in Queens, going under Amtrak’s Sunnyside Yard, connecting to the lower level of the existing 63rd St. tunnel, and traveling under Park Ave. in Manhattan to reach GCT. Tail tracks under Park Avenue will extend to 38th St.
Specific project construction details include: • Construction of a new LIRR station at GCT • Construction of a new concourse and entrances at GCT • Construction of a new mid-day storage yard in Queens • Complete construction and reconfiguration of LIRR’s Harold Interlocking, including boring soft ground tunnels in Queens under Sunnyside Yard • Reconstruction of a portion of Yard A for storing trains that serve GCT • Complete excavation of tunnels in Manhattan using Tunnel Boring machines
The total project cost for bringing the LIRR to GCT is estimated to be $7.328 billion with a Revenue Service date of September 2016.
Major milestones and forecasts Start Preliminary Design March 1999 Obtain Record of Decision May 2001 Start Early Construction Activities September 2001 Award TBM Tunneling July 2006 Award of the FFGA December 2006 Complete Construction September 2016 Begin Revenue Service to GCT September 2016
Proposed 2010-2014 Capital Program 137 Prior Program Highlights/Accomplishments
The 1995-1999 Capital Program The 1995-1999 Capital Program included $157.7 million to fund preliminary engineering, preparation of the final environmental impact statement and early construction activities of ESA.
The 2000-2004 Capital Program The 2000-2004 Capital Program included $1.5 billion of ESA funds and $33.5 million in non- ESA funds to continue design and to begin construction of major elements of the project. This included the following: • Clean-up and preparation of the existing LIRR yards in Sunnyside, Queens and excavation of the existing 63rd St. tunnel bellmouth structure. This work is completed. • Construction of a new Metro-North Railroad Highbridge maintenance facility and storage yard in the Bronx, replacing MNR’s Madison Avenue Yard in GCT. This work is completed. • Construction of the Arch St. LIRR Maintenance and Repair facility for the rail cars that will support LIRR’s GCT service. This work is completed. • Major demolition, civil and structural work and relocation of existing MNR tracks in the GCT Madison Avenue Yard in preparation of future construction of a passenger concourse for LIRR passengers. This work is on-going. • Open-cut excavation adjacent to the existing Sunnyside Yard in Queens and construction of permanent tunnel structures. This work is on-going. rd • Excavation of tunnels and station caverns in Manhattan from the existing 63 St. tunnel at 2nd Ave. to the new station at GCT. This work is on-going. • Procurement underway of long lead materials for force account construction at Harold Interlocking and construction of new interlockings.
The 2005-2009 Capital Program The 2005-2009 Capital Program contains $2.672 billion in ESA funds and $10.5 million funded directly in the LIRR capital program to continue major construction elements. All elements of project management, design, construction management, insurance, and real estate necessary to support construction are also funded. The program includes the following major construction elements: • Construction of the new tunnels in Manhattan • Construction and fit-out of the new LIRR concourse and mezzanines at GCT • Begin the reconfiguration of the Harold Interlocking • Construction of bored tunnels under Sunnyside Yard and Harold Interlocking in Queens • Purchase/acquisition of required real estate interests
The Proposed 2010-2014 Capital Program The proposed 2010-2014 Capital Program contains $2.954 billion in ESA funds to complete the construction and begin revenue service in 2016. All elements of project management, design, construction management, and insurance necessary to support construction are also funded. The program includes the following major construction elements: • Construction and fit-out of the new LIRR concourse and mezzanines at GCT • Construction of new entrances for LIRR customers at Grand Central Terminal • Reconfiguration of the Harold Interlocking and yard lead • Construction of a mid-day storage yard in Queens for rolling stock • Construction of ventilation, track, power, signals and ancillary systems • Procurement of electric rail cars for opening day service (some rolling stock costs are
Proposed 2010-2014 Capital Program 138 included in the reserve described later in this section pending a full simulation of opening day fleet needs)
The scope of the East Side Access project remains unchanged. Funds totaling $4.374 billion have been allocated in the MTA’s 1995-1999, 2000-2004 and 2005-2009 Capital Programs. The balance of funds required to complete the project is being proposed in this program. The ESA project Federal Full Funding Grant Agreement approved in December 2006 will provide $2.632 billion in federal new starts funds. Through June 2009, the project has committed $2.7 billion and expended almost $1.6 billion.
Proposed 2010-2014 Capital Program 139 MTA CAPITAL CONSTRUCTION REGIONAL INVESTMENTS CATEGORY G-614
Regional Investments In the course of designing the East Side Access project, the MTA identified $401 million in additional investments to be progressed concurrently with East Side Access in this capital program in order to achieve ESA revenue service. These investments, while not required to meet the ESA project objectives, are necessary to meet the operational flexibility of the LIRR, Amtrak and New Jersey Transit within Harold Interlocking and Sunnyside yard and contribute to the long term growth potential in the region.
Regional investments include work at Harold interlocking, serving the busiest passenger rail corridor in the United States. The introduction of ESA service will result in an additional 24 trains in the peak hour traveling through this already busy interlocking. The MTA’s Metro-North Railroad is also assessing the feasibility of bringing trains from the Hudson Valley and Connecticut through Harold to Penn Station. Recognizing the long term regional benefit of building an operationally “robust” complex through Harold interlocking that would accommodate the future needs of the LIRR, Amtrak, N.J. Transit and MNR, regional investments will provide critical operational flexibility for all the railroads to meet their long term service plans. Proposed investments include: an East Bound Reroute, which eliminates existing train conflicts between Amtrak and LIRR and increases speeds heading east and north; a West Bound Reroute, which will allow Amtrak and MNR to travel through the Harold complex without conflicting with trains heading into or out of Penn Station; and a Loop Track Interlocking, which allows flexibility for access to both Penn Station and the Mid-day Storage yard and increases capacity and speeds for Amtrak and NJT entering Sunnyside Yard.
Regional investments also include the purchase of a small number of LIRR cars to support ESA growth. Construction of an LIRR Sunnyside Station in Queens will be funded by regional investments in the next capital program.
Proposed 2010-2014 Capital Program 140 MTA CAPITAL CONSTRUCTION ESA ROLLING STOCK AND LIABILITY RESERVE CATEGORY G-615
The new East Side Access service is estimated to require a fleet of 172 rail cars to meet opening day service needs. However, a full simulation of the opening day service plan is needed from LIRR to confirm the optimal operating plan and the full fleet need. This simulation will need to evaluate service in the context of the capacity enhancements proposed by LIRR as part of their proposed 2010-2014 Capital Program (including Jamaica enhancements— signal upgrades and interlocking reconfigurations, infrastructure to facilitate new Cross-Borough Scoot service between Jamaica and Brooklyn; yard enhancements, such as new Mid-Suffolk and Huntington / Port Jefferson branch yards; pocket tracks at strategic locations on the Port Washington and Babylon branches and construction of a full second track from Ronkonkoma to Central Islip as the first phase a complete Double Track on the Main Line from Farmingdale to Ronkonkoma). This reserve includes $463 million in funding for 110 rail cars (in addition to $202 million included within the project budget for 50 cars and $50 million for 12 growth cars in Regional Investments) pending completion of this simulation and the subsequent confirmation of the opening day fleet need. Any constraints identified by this simulation could reduce the total opening day service and associated fleet need. The investment will remain in the reserve as provisional funding pending the results of the above simulation. (See Table 14)
The reserve also includes funding to address final court awards or settlements for real estate acquisitions associated with all of the mega projects.
Table 14 ESA Rolling Stock and Liability Reserve Proposed 2010-2014 Capital Program By Investment ($ in millions)
Proposed Project 2010-2014 Rolling Stock Reserve $463 Liability Reserve 234
Total: $697
Proposed 2010-2014 Capital Program 141
MTA CAPITAL CONSTRUCTION MISCELLANEOUS CATEGORY G-616
A key objective of the new MTA Capital Construction Company is to establish a cost efficient program management structure to oversee and manage the MTA system expansion projects. The structure will maximize the sharing of expertise and support services from project sponsor agencies and avoid redundancies and duplication of functions between agencies.
To accomplish this, MTA Capital Construction Company established an organization of core management personnel. Project support for planning, design and construction management is also provided by staff that is matrixed from the sponsor operating agencies and MTA headquarters. MTA Capital Construction Company established consistent procedures, standards and guidelines that are applied to all the projects under its management.
The 2000-2004 and 2005-2009 Capital Programs The preceding capital program includes $91 million to manage these projects and for incidental project costs not eligible for federal reimbursement, and for work related to restoration of Lower Manhattan transportation facilities.
The Proposed 2010-2014 Capital Program The proposed 2010-2014 Proposed Capital Program includes $200 million for these functions. MTACC will continue major construction and design of the MTA’s system expansion projects and implementation of the system-wide safety program. All major underground construction contracts will be awarded by the end of 2009. There will be four tunnel boring machines in operation in Manhattan and two more machines in procurement for construction of tunnels in Queens. Funds have been budgeted for MTACC staff, the provision of company-wide construction support from specialty contractors, independent engineering oversight, legal support, environmental, archeological and other specialty engineering resources and miscellaneous project-related costs. Such expenditures are non-project specific or may not be eligible for reimbursement by the Federal Transit Administration and will be funded through MTACC Administration. Remaining funds have been budgeted for testing and safety services, claims and disputes resolution, reimbursement of NYCT for administrative support staff and services, and other project office costs such as communications and supplies.
Proposed 2010-2014 Capital Program 142 MTA BRIDGES AND TUNNELS
Proposed 2010-2014 Capital Program 143
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Proposed 2010-2014 Capital Program 144 MTA BRIDGES AND TUNNELS 2010-2014 CAPITAL PROGRAM OVERVIEW
MTA Bridges and Tunnels operates seven bridges and two tunnels that form essential links for vehicular highway transportation in the New York City metropolitan area. In 2008, the nine crossings generated close to $1.3 billion in toll revenue and over the last five years have carried an average of nearly 300 million annual vehicle trips. With more than half of its toll revenue dedicated to mass transit operations, Bridges and Tunnels performs a unique and vital function in support of regional transportation. The proposed 2010-2014 Capital Program is shaped by detailed analyses of long-term needs based upon bridge and tunnel inspections and condition ratings of the various bridge and tunnel elements. The program demonstrates the agency’s ongoing commitment to both maintain the structural integrity of its facilities and to enhance mobility, economic health, and the quality of life in the region. It is built around two major themes: maintaining the core infrastructure and smart infrastructure investments, the latter of which includes projects that will help improve mobility, customer satisfaction, safety and security.
THE PROPOSED 2010-2014 CAPITAL PROGRAM
Bridges and Tunnels’ capital program totals $2.508 billion over the next five years (Table 15). The most significant investment needs have been identified in the category of Roadways and Decks ($1.75 billion or 70 percent of the five-year plan) with major deck replacement/rehabilitation programs at six facilities scheduled to begin or continue during this period. The entire program builds upon investments made in the current and past capital programs and fits into a master plan developed for each facility.
Table 15 MTA B&T Proposed 2010-2014 Capital Program by Investment Category ($ in millions)
Proposed Category 2010-2014 Percent Structures $289 12% Roadways & Decks 1,750 70% Toll Plazas & ITS 117 5% Utilities 182 7% Buildings & Sites 133 5% Miscellaneous 38 2% Total $2,508 100% Numbers may not total due to rounding
Investments to Maintain the Core Infrastructure The replacement of aging facility components constitutes by far the bulk of the capital program, ensuring that the facilities stay in a State of Good Repair. To determine its most immediate structural needs, B&T’s seven bridges and two tunnel facilities undergo periodic, comprehensive
Proposed 2010-2014 Capital Program 145 condition inspections. The bridges are inspected every two years, in accordance with the New York State Biennial Bridge Inspection Program. In addition, separate underwater and substructure inspections are periodically performed and in-house engineering staff assesses the overall condition of all B&T facilities on an ongoing basis. Unlike bridges, federal and state mandated inspection cycles are not specified for tunnels; however, regular tunnel inspections are being carried out by B&T. A 2007 Peer Review of B&T’s Bridge and Tunnel Inspection processes through the MTA’s Independent Engineer contract commended B&T on the thoroughness of these inspection protocols.
In the 2005-2009 Capital Program, Bridges and Tunnels continued to rehabilitate and replace aging equipment and facility components. A design to upgrade the electrical systems at the Queens Midtown Tunnel is underway. At the Brooklyn Battery Tunnel facility, modernization work at the Manhattan, Brooklyn and Governor’s Island ventilation buildings addressed priority architectural and structural needs on the buildings’ facade and interior floor slabs and walls. The rehabilitation of the deck and superstructure is in progress at the Cross Bay Bridge while structural steel repairs on the deck are being carried out at the Marine Parkway Bridge. The lower level deck rehabilitation at the Henry Hudson Bridge is underway which will completely replace the northern approach structure, lower level deck and sidewalk, drainage system and roadway lighting.
At the Bronx-Whitestone Bridge, the replacement of the elevated and on-grade approaches in the Bronx is currently in progress. At the Throgs Neck Bridge, the replacement of the concrete deck of the Queens approach is being carried out, the Queens abutment and wing walls are being rehabilitated and the roadway lighting and drainage system are being replaced. At the Verrazano-Narrows Bridge, the replacement of the lower level approach decks in Brooklyn and Staten Island and the Lily Pond Ave. Bridge has been completed.
At the Robert F. Kennedy Bridge, the phased rehabilitation program that began in 1997 continues with improvements to the facility roadways and decks, including the replacement of the roadway deck and median barrier from the Bronx toll plaza to the Bronx approach structure, the Queens to Manhattan ramp, the East River suspended span and the Queens viaduct. A multi-construction staged project involving removal of the roadway deck, replacement of the Harlem River lift span from abutment to abutment with steel orthotropic decks, and removal of the center median and side barrier was completed in 2005. In the 2005-2009 Capital Program, portions of the roadway deck and median barrier on the Randall’s and Wards’ Island viaduct were replaced and the construction of an entrance ramp to Ward’s Island is nearing completion.
In preparing the proposed 2010-2014 Capital Program, B&T utilized the inspection results to develop a State of the System Assessment and 2010-2029 Twenty Year Needs Assessment for each facility. The condition of critical bridge and tunnel elements were analyzed and the resulting evaluations were a key factor in determining B&T’s near and long term needs and the group of projects that comprise the proposed capital program. The major projects include work at the four major bridges: Robert F. Kennedy, Verrazano-Narrows, Bronx-Whitestone and Throgs Neck.
The reconstruction/rehabilitation of the Bronx toll plaza deck, superstructure and substructure, as well as new tollbooths and canopies and a new ramp to and from Randall’s/Wards’ Island will be carried out at the Robert F. Kennedy Bridge. A project is planned at the Verrazano Narrows Bridge to rehabilitate the decks on the upper level suspended spans which will remove and replace the existing concrete deck with an orthotropic deck, replace the median and outside parapet walls with new concrete barriers, and replace roadway joints. The second phase of
Proposed 2010-2014 Capital Program 146 construction work that is currently underway on the Bronx approach of the Bronx-Whitestone Bridge will continue, focusing on replacing the elevated approaches and reconstructing the on- grade roadway and end ramp concrete decks on the Queens approach of the bridge. At the Throgs Neck Bridge, the first phase of construction to replace the decks on the anchorage, tower and suspended spans, including structural reinforcement and seismic retrofits of the superstructure, will be carried out in the 2010-2014 timeframe.
Core infrastructure work will also be carried out at other facilities. Major projects include the rehabilitation of tunnel ventilation buildings; upgrade of electrical systems and repairs to the ceilings and walls at the Brooklyn Battery and Queens Midtown Tunnels; rehabilitation of the substructure at both the Cross Bay and Marine Parkway Bridges; and replacement of the sidewalk, curb stringers and toll plaza deck on the upper level of the Henry Hudson Bridge.
Detailed summaries of the 2010-2014 projects are discussed in later sections.
Smart Infrastructure Investments
Investments in Mobility No project in B&T’s history has done more to improve regional mobility and the overall economic competitiveness of the region than E-ZPass. Bridges and Tunnels was a founding member of the E-ZPass Interagency Group (IAG), originally comprised of toll authorities in New York, New Jersey and Pennsylvania and now including 25 agencies in 14 states. The IAG’s goal was a compatible electronic toll collection system for the entire region. This goal has been achieved and all members provide inter-operability among agencies for their customers. By the end of 2008, 74 percent of B&T’s traffic (and 87 percent of commercial vehicles) were using E- ZPass. Over three million tags are in active use today with weekday market share often exceeding 80 percent at most facilities during peak hours. It is estimated, based on recent traffic data, that E-ZPass saves the average weekday commuter more than 40 hours of waiting time annually and that the reduction in toll plaza waiting time saves an estimated 12 million gallons of fuel each year.
In the 2010-2014 Capital Program, the MTA will begin transitioning to new fare and toll payment methods focused on the customer using a single account linked to a smart card or an E-ZPass to ride the entire MTA rail and road network. B&T will participate in the development efforts of this initiative, particularly as it relates to providing additional opportunities for customers to establish and replenish E-ZPass accounts. In addition, with technological advancements in the area of toll collection developing and a national trend emerging as other similar properties consider new alternatives, B&T is currently studying the possibility of implementing All- Electronic (video) Tolling on its facilities. In July 2009, both the North Texas Tollway Authority and the E-470 Toll Road in Colorado implemented All-Electronic tolling on major toll highway facilities – the largest implementations to date in the United States. Several other major American toll roads have announced plans to implement all-electronic tolling in the future. The results of the study, which is expected to be completed in 2010, as well information gained from other agencies who have implemented or are studying such systems, will help inform B&T’s decision-making as it moves forward to design or construct new toll plazas at several facilities as part of this program. The funds currently included in B&T’s program for design or construction of toll plazas at several facilities are expected to be sufficient for either option (All Electronic Tolling or traditional designs with barriers).
Since the implementation of E-ZPass in 1995, B&T has also made smart investments in Intelligent Transportation Systems (ITS). For instance, TRANSMIT readers have been installed
Proposed 2010-2014 Capital Program 147 at almost all facilities and the older readers at the Robert F. Kennedy and the Verrazano- Narrows Bridges are being upgraded. These readers anonymously detect E-ZPass tags in passing vehicles in order to measure general vehicular speeds on particular segments of roadway. Similarly, real-time roadway weather conditions can be obtained and shared with other agencies due to Roadway Weather Information Systems (RWIS) that have been installed at several facilities. B&T customers can also now access videos which monitor traffic conditions at all of B&T’s facilities via the Webcam on the MTA’s website. Variable Message Signs (VMS) have also been installed at B&T facilities, enabling real-time traveler information on traffic and roadway conditions to be shared throughout the region, enhancing regional mobility and helping to ensure the most efficient use of the regional transportation network. Variable speed limit signs installed at the Throgs Neck Bridge (and being installed at other facilities) allow the Authority to quickly change speed limits based on changing traffic and road conditions, helping to reduce accidents. In addition, the installation of rotating prism signs on the toll booth canopies of the Robert F. Kennedy Bridge – Manhattan plaza, Queens Midtown and Brooklyn- Battery Tunnels identifies if the lane is an E-ZPass or cash lane, improving traffic safety and flow at the plazas.
In the 2010-2014 program, B&T will continue to implement smart investments in ITS. With the E-ZPass system now almost 15 years old, the existing, original power and communications cables will be replaced or upgraded to increase the data capacity of the entire system and allow B&T to add new ITS features. The TRANSMIT system at B&T will be expanded to provide additional capacity for gathering travel time and incident information and extra nodes for integration with the regional TRANSMIT network. Similarly, the installation and upgrade of Roadway Weather Information Systems (RWIS) will continue at the Brooklyn Battery and Queens Midtown Tunnels, and the Robert F. Kennedy, Verrazano-Narrows, Bronx-Whitestone and Throgs Neck Bridges. Approximately 20 older VMS signs will also be replaced with new more modern signs at several crossings, enhancing B&T’s ability to communicate information to its customers. In addition, B&T continues to upgrade the fiber network at its facilities, which is a backbone for communications and implementation of ITS devices and systems. Currently, a design for upgrading the fiber infrastructure at the RFK is underway, planned for completion by December 2009. Planning is also underway to upgrade the fiber network at the Throgs Neck Bridge.
Investments in Customer Satisfaction Capital construction projects are planned and designed to minimize the impact on motorists and the surrounding communities. B&T is committed to maintaining the highest quality of service for its customers even while major construction work is ongoing. While many of these projects impose potentially significant burdens and constraints on maintaining efficient operations during construction, the end result of most of these facility improvements enhance the system and provide better ways for customers to gain access and travel through B&T facilities.
In previous capital programs, B&T made significant investments in projects that improved customer satisfaction, such as the Marine Parkway Bridge rehabilitation of the roadway deck, which replaced the entire roadway, widened the traffic lanes and installed a permanent center median. The project included a new steel roadway grating on the lift span and two truss spans that improved the ride and safety for customers as well as improvements to the bridge’s lighting and electrical systems, which included suggestions from the community.
Other recent smart customer-focused investments include Queens Midtown and Brooklyn- Battery Tunnels work to increase the reliability and visibility of tunnel traffic control systems and improve overall visibility by installing new transition zone lighting systems, and replacing and
Proposed 2010-2014 Capital Program 148 cleaning the wall tiles, which restored the tunnels’ aesthetic appearance and enhanced reflectivity. Increased vertical clearance and improved overheight detection and traffic signs and signals at the Queens Midtown Tunnel have assisted in reducing the overheight vehicle incidents and the resulting disruption and safety impacts.
At the Robert F. Kennedy Bridge, the Ward’s Island/Randall’s Island Viaduct roadway deck was replaced and widened and a new entrance ramp from the Bronx to Wards’ Island will soon be opened, which will help alleviate traffic congestion at the toll plaza. A new pedestrian ramp from Queens to Wards’ Island was also completed allowing the surrounding community to access Wards’ and Randall’s Islands by foot or bicycle. The new and rehabilitated roadway decks of the Bronx-Whitestone Bridge have resulted in an improved ride for customers and traffic flow also has been improved for customers at several B&T toll plazas by grouping toll lanes by payment method and widening lanes. Similar efforts to improve traffic flow will continue in the proposed 2010-2014 Capital Program as part of the replacement of the Henry Hudson Bridge upper level toll plaza, and the replacement of the Bronx toll plaza of the Robert F. Kennedy Bridge as well as, design for new toll plazas at the Bronx-Whitestone and Verrazano-Narrows Bridges.
Other customer oriented investments in the 2010-2014 program include projects that improve access to B&T facilities and/or address community issues. At the Verrazano-Narrows Bridge, the eastbound and westbound ramps and the eastbound mainline will be rehabilitated and the toll booths in the eastbound direction will be removed, addressing long-standing community concerns. In addition, a design for the widening and relocation of the approach ramps from the Belt Parkway to the Verrazano-Narrows Bridge will be carried out, a project that will ultimately relocate the existing upper level left lane exit ramp to the right lane and potentially allow for the establishment of a continuous bus/HOV lane from the SIE to the Gowanus Expressway. At the Bronx-Whitestone Bridge, the obsolete necklace lighting system will be replaced, a major aesthetic attribute that is important to both to the surrounding community and B&T. Finally, in response to community requests in the Rockaways bicycle path improvements will be carried out at the Cross Bay Bridge facility.
Investments in Safety and Security Safety of the facilities is addressed through regular maintenance of capital assets and specific projects that improve the characteristics of roadway surfaces and physical elements such as lane widths, median barriers, seismic retrofit improvements, lighting and toll plaza configurations. Other investments have been or will be made to improve the reliability and flexibility of systems and services at the facilities, enabling facility staff to respond to major events more quickly and effectively.
In the 2010-2014 period the tunnel electrical and ventilation systems will be replaced or upgraded to improve system monitoring and control. The existing switchgear will also be replaced with new automatic transfer switches, feeders and external connections for generators which will further safeguard tunnel operation during partial or complete power outage emergencies at the tunnels.
Other key investments are: a new fire standpipe system that has been installed on the suspended span of the Bronx-Whitestone Bridge, with similar work to be carried out as part of the deck replacement project planned on the approach roadways under the proposed 2010- 2014 Capital Program; new fire safety systems are being installed at the Cross Bay Bridge and Henry Hudson Bridge lower level roadway as part of the current program; and the fire standpipe system at the Verrazano-Narrows bridge will be replaced in the 2010-2014 program. In
Proposed 2010-2014 Capital Program 149 addition, B&T will install Weigh-In-Motion (WIM) systems at four major facilities: the Bronx- Whitestone, Robert F. Kennedy, Throgs Neck and Verrazano Narrows Bridges. These systems are comprised of equipment to monitor, detect, and collect data on all vehicles and will permit overweight vehicles to be detected and stopped before they cross the bridge structure(s).
In other safety initiatives, under deck access platforms will be installed at several bridges to improve access and enhance the safety of bridge inspectors and maintenance staff. At the Bronx-Whitestone Bridge, motorized bridge traveler units have been installed under the 2005- 2009 program to enhance accessibility, inspection and maintenance of the bridge’s suspended spans. Finally, to further ensure the structural integrity of the bridges, seismic retrofits have been routinely incorporated into the larger bridge deck replacement/rehabilitation projects whenever possible. This work will continue at the Robert F. Kennedy, Bronx-Whitestone, Throgs Neck, Verrazano-Narrows and Henry Hudson Bridges in the 2010-2014 program.
More detailed summaries of the proposed 2010-2014 projects are discussed in later sections.
SYSTEM CONDITION
MTA Bridges and Tunnels developed its first multi-year capital program in 1989. More than half of its facilities are currently over 65 years old. Even with regular maintenance, the structures and mechanical components of the bridges and tunnels eventually need replacement from the combined effects of traffic loads and environmental exposure. As the components reach the end of their useful lives, they require a higher level of capital investment just to keep them structurally sound. Anticipating this need, Bridges and Tunnels has increased capital spending from $10-$15 million per year prior to 1989, to approximately $250 million annually (inflated to year of commitment) in the most recent five-year program. Over the 2010-2014 plan period, the average annual commitments will increase to approximately $469 million (inflated to year of commitment). Figure 6 MTA B&T Proposed 2010-2014 Capital Program by Needs Category
System Other, 2% Improvement, 3%
Normal Replacement, 95%
Proposed 2010-2014 Capital Program 150
Approximately 95 percent of B&T’s proposed 2010-2014 Capital Program is allocated for the Normal Replacement of assets that have reached or exceeded their expected useful life (Figure 6). An additional three percent is for system improvement work. Normal Replacement work will ensure that the facilities remain a safe and reliable means of transportation for Bridges and Tunnels’ customers. The system improvement projects are intended to enhance customer safety, enable customers to proceed through the toll plaza more efficiently and/or continue improvement of the workplace for Bridges and Tunnels employees.
To inform these investments, MTA Bridges and Tunnels evaluates all of its assets based on the condition of the asset components.
Proposed 2010-2014 Capital Program 151
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Proposed 2010-2014 Capital Program 152 MTA BRIDGES AND TUNNELS PROGRAM PLAN
Proposed 2010-2014 Capital Program 153 MTA BRIDGES AND TUNNELS STRUCTURES CATEGORY D-601
Generally, the structural improvements on Bridges and Tunnels bridges address either the components of the superstructure, i.e., that part of the bridge above the foundation such as the suspension system and roadway deck supporting system, or the substructure, i.e., those elements which support the superstructure such as anchorages, piers, abutments and the foundations themselves. As components of both the superstructure and/or the substructure deteriorate over time and reach the end of their useful lives, investments must be made or the bridge will lapse into a state of disrepair requiring much larger capital investments in the future.
The Proposed 2010-2014 Capital Program Projects planned in the proposed 2010-2014 Capital Program under the category of structures total $289 million and comprise twelve percent of the total 5-year program. Major projects include:
Throgs Neck Bridge: Suspended Span Deck Repairs Recent Biennial Inspections revealed needs that must be addressed in various structural steel members. The scope of work planned includes necessary repairs or replacements to structural steel members of the suspended spans including gusset plates, deteriorated stringers, lateral bracings, stiffening and floor truss elements. The total cost proposed in the 2010-2014 Capital Program is $48 million.
Cross Bay Bridge: Substructure and Underwater Rehabilitation Work The scope for this project includes rehabilitation of delaminated spalled and unsound concrete on the all substructure elements such as the piles, pile caps, abutments, pier columns, pier caps and beams, and other substructure members. This project will also provide scour protection to the substructure, as necessary, and other substructure elements such as the north abutment, left wing wall and right embankment of the main line. Total cost proposed in the 2010-2014 Capital Program is $36 million.
Robert F. Kennedy Bridge: Miscellaneous Steel & Concrete Rehabilitation of the Manhattan Approach and Ramps The rehabilitation and replacement of the roadway deck and support structure of the Manhattan Approach and Ramps is scheduled to begin in 2020. However, based on the most recent inspections, the condition of some of the approach ramp elements needs to be addressed at this time. This project will complete the necessary interim steel repairs and concrete rehabilitation work until the Manhattan approach and ramps can be replaced under future capital programs. Total cost proposed in the 2010-2014 Capital Program is $34 million.
Proposed 2010-2014 Capital Program 154 Queens-Midtown Tunnel: Tunnel Walls and Ceiling Repairs including Leak Control This project will continue work that was previously carried out under the 1992-1999 capital program. The various tunnel structural elements have continued to age with some portions of the elements approaching the need for rehabilitation. This project will design and perform the first phase of construction for the tunnel’s ceramic tile wall and ceiling metal veneer panels. The concrete catwalk will also be addressed with the consideration of a complete new surface for the full length of the tunnel. Total cost proposed in the 2010-2014 Capital Program is $29 million.
Queens-Midtown Tunnel: Entrance & Exit Plazas Structural Rehabilitation This project will design and construct the first phase of a rehabilitation to repair the Queens plaza to address plaza deficiencies identified in the most recent tunnel inspections. The three plazas will also be repaved and plaza sidewalks and concrete gutters will be rehabilitated. Total cost proposed in the 2010-2014 Capital Program is $20 million.
Verrazano Narrows Bridge: Steel Repair and Concrete Rehabilitation - Belt Parkway Ramps; Rehabilitation of storm water drainage systems This project will address needs identified in the most recent biennial inspection, including repairs to various elements of the floor and truss members and replacement of deteriorated rivets with heavy duty bolts on various bridge components. Spalling concrete on parapets, piers and sidewalks will also be repaired with pedestals and bearings cleaned, replaced or re-set as required. Storm water drainage system components will also be rehabilitated or replaced as required. Total cost proposed in the 2010-2014 Capital Program is $19 million.
Brooklyn-Battery Tunnel: Miscellaneous Tunnel Ceiling Repairs This project will continue work that was previously carried out under the 1992-1999 capital program. Work will include the replacement of tunnel ceiling veneer panels, selected repairs to tunnel ceiling concrete panels, concrete liner repairs and, miscellaneous leak repairs. Total cost proposed in the 2010-2014 Capital Program is $16 million.
Marine Parkway Bridge: Substructure and Underwater Work and Scour Protection This project will address needs identified in the most recent biennial inspection, for the concrete substructure. A diving inspection will be performed to inspect the piers and evaluate their structural integrity. Upon completion of the inspection and repairs, a bridge piers and scour protection restoration program would be instituted to protect the substructure from being undermined by the flow and ebb action. Total cost proposed in the 2010-2014 Capital Program is $16 million.
Proposed 2010-2014 Capital Program 155 MTA BRIDGES AND TUNNELS ROADWAYS AND DECKS CATEGORY D-602
The rehabilitation of bridge and tunnel roadways, decks, approaches and drainage systems ranges from resurfacing, which requires removing the top layer of deteriorated concrete and then re-covering to smooth out the riding surface, to total replacement of the roadway deck in which the steel support system is reconstructed. Drainage system projects are designed to convey runoff of heavy rains away from the supporting structures of the bridge or tunnel. Investments in roadways and decks that are reaching the end of their useful lives not only help ensure a safer trip for customers using the facilities, but they forestall the need for more extensive work that would entail long term lane closings and greatly reduce throughput on the facilities.
The Proposed 2010-2014 Capital Program Deck replacement/rehabilitation work represents the highest level of investments planned in the 2010-2014 program ($1,750 million or 70 percent of the total program) and continues to carry out work identified in Facility Master Plans and begun in previous capital programs. While this represents a significant level of work, the agency, as in the past, will schedule this work to minimize disruption of bridge and tunnel traffic. Major projects in this category of work are:
Robert F. Kennedy Bridge: Reconstruction of the Bronx Toll Plaza Deck, Superstructure and Substructure Rehabilitation, New Tollbooths and Ramp, Utility Relocation and the design for the Manhattan Toll Plaza Deck This work is part of the overall Robert F. Kennedy Bridge Rehabilitation program that began in 1997. The design for the Bronx Toll Plaza Reconstruction was carried out under the 2000-2004 and 2005-2009 Capital Programs. This project will address the rehabilitation and replacement needs of the Bronx toll plaza deck area, toll booths and canopies, as well as the construction of a new ramp to and from Randall’s/Wards’ Island. Similar work planned for the Manhattan Toll Plaza area will be designed as part of this project, with the construction phase to be carried out in the 2015-2019 time period. The final design and construction decisions regarding this project will be informed by B&T’s All-Electronic (video) Tolling study (expected to be completed in 2010). Total cost proposed in the 2010-2014 Capital Program is $558 million.
Verrazano-Narrows Bridge: Rehabilitation of Upper Level Decks on Suspended Spans This project continues work begun in previous capital programs. Conceptual design was carried out in the 2000-2004 program followed by a full design and the first phase of construction (relocation of utilities) under the 2005-2009 program. In the 2010-2014 time frame, the second construction phase will be carried out and will involve the removal and replacement of the existing concrete deck in the upper level suspended span with an orthotropic deck, replacement of the median and outside parapet walls with new concrete barriers, replacement of roadway joints, suspended span drainage system and sign structures. The upper level and lower level lighting system, including the tower floodlights will also be replaced, as well as elements of the fire standpipe system. The replacement of the bridge communication system that operates the lighting controls, emergency communications, closed circuit television, lane indicators on gantries, fire standpipe controls, weather reporting system, and other communication devices is also
Proposed 2010-2014 Capital Program 156 part of this project. Another aspect of this project is the widening of the active roadway by eliminating the elongated curbs adjacent to the existing median and side barriers. This will allow for a wider roadway that will potentially improve BUS/HOV access across the VN Bridge. Total cost proposed in the 2010-2014 Capital Program is $412 million.
Bronx-Whitestone Bridge: Elevated and On-Grade Queens Approach Structure Replacement The design for this project was carried out in the 2000-2004 Capital Program and construction work on the Bronx approach is in progress under the 2005-2009 Capital Program. This project in the 2010-2014 program is for similar work on the Queens approach that will replace the elevated approaches and reconstruct the on-grade roadway and end ramp concrete decks. Full replacement of the approach structures will include replacement of the fire standpipe main and installing risers, replacement of the power and communication systems and installation of new roadway lighting. Total cost proposed in the 2010-2014 Capital Program is $292 million.
Verrazano-Narrows Bridge: Rehabilitation of Toll Plaza East and West Bound Ramps and Toll Booth Replacement Under this project, the eastbound and westbound ramps and the eastbound mainline will be rehabilitated, and the eastbound toll booths will be removed. The eastbound roadway will be constructed to meet current AASHTO standards. New traffic interchange work will be carried out in and around the toll plaza. New entrance ramps onto the Staten Island Expressway (SIE) in the eastbound direction to the new SIE bus lane will be constructed. Design for the new westbound toll plaza will also be carried out as part of this project. As discussed above in regard to the Robert F. Kennedy Bridge, the final design and construction for this project will be informed by the results of B&T’s All-Electronic Tolling study, Total cost proposed in the 2010-2014 Capital Program is $113 million.
Throgs Neck Bridge: Seismic Retrofit and Replacement of Concrete Fill Steel Grid Suspended Span Decks and Fire Standpipe Design and the first phase of construction for the deck replacement on suspended spans will be performed under this project. The new deck will permit the future implementation of a seventh lane with a moveable median barrier. The project will also contain initial construction elements including utility relocations, underdeck traveler system installation, and roadway lighting replacement. The deck will be designed to meet the higher load criteria for current and anticipated commercial traffic volumes crossing the TNB on the I- 295 corridor. Total cost proposed in the 2010-2014 Capital Program is $97 million.
Proposed 2010-2014 Capital Program 157 MTA BRIDGES AND TUNNELS TOLL PLAZAS & TRAFFIC MGMT/SAFETY SYSTEMS CATEGORY D-603
Bridges and Tunnels is undertaking projects to expand and improve the condition of the toll plazas at Bronx-Whitestone and Henry Hudson bridges. This needs category encompasses components of the bridge toll plaza, including the tollbooths and islands, lighting and utilities, and approaches. With the exception of the usual rehabilitation work, investments in this category are typically viewed as a system improvement, which will enhance safety and enable customers to proceed through the toll plazas more quickly.
Most of the Traffic Management and Safety Systems (TMSS) now in place and planned over the next 10 to 20 years, utilize Intelligent Transportation Systems (ITS). ITS encompasses a broad range of diverse technologies including information gathering and processing and communications and control systems to improve transportation management and safety. Integrating and using these technologies at B&T facilities enhances safety and security, improves customer service, and fosters economic growth in the region. The utilization of ITS also increases the efficiency of facility operations and minimizes the need for construction of new facilities by improving capacity utilization.
The Proposed 2010-2014 Capital Program Toll Plaza Improvements and Traffic Management/Safety Systems comprise $117 million. As several projects in this category move forward, the results of B&T’s All-Electronic (video) Tolling study will be utilized to inform design and construction decisions. Project highlights in this category of work include:
Henry Hudson Bridge: Upper Level Toll Plaza Deck This project will replace the existing upper level toll plaza. The toll plaza booths, canopy, toll collection equipment, utilities, electrical services, HVAC System and toll plaza roadway lighting will also be replaced. The plaza will be reconfigured so that service options are grouped in a way that best serves the customer. Total cost proposed in the 2010-2014 Capital Program is $45 million.
Bronx-Whitestone Bridge: Toll Plaza Reconstruction (Design) This project is for the preliminary design efforts that will lead to reconstruction of the toll plaza and will involve widening and standardizing widths of the toll lanes, and reconfiguring the toll plaza so that the different types of service options are grouped in a way that best serves the customer. Total cost proposed in the 2010-2014 Capital Program is $3 million.
Traffic Management and Safety Systems B&T plans to continue to implement various initiatives in the ITS area during the 2010- 2014 time frame. They include advanced weather information systems for use in gathering real-time information including temperature, wind speed and direction at most facilities; construction of an extensive fiber optic network and installation of CCTV cameras at several facilities; upgrading the systems at the operations centers with advanced technologies. As part of these initiatives, B&T will replace power and communication infrastructure for the E-ZPass system at each of its toll plazas. Also included is $2 million for pilot studies and other analyses during the 2010-2014 period,
Proposed 2010-2014 Capital Program 158 aimed at allowing customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network.
Other key ITS systems such as traffic detection and sensor technologies for better data collection, response and clearance of incidents and efficient facility and traffic management will be designed and implemented, enhancing regional mobility and investments in customer satisfaction. One of the goals in the proposed 2010-2014 ITS Program is to complete the deployment of these key systems and make them fully operational. Efforts to interconnect with the regional ITS systems will also continue. Total cost proposed in the 2010-2014 Capital Program is $55 million.
Agency-Wide: Weigh-In-Motion (WIM) Systems The project will install system equipment to monitor, detect, and collect data on all vehicles. The system will determine overall vehicle weight, individual axle loading, vehicle length, speed, and compile related data, including event time & date, vehicle photos, etc. Ideally the system and the facility geography will permit overweight vehicles to be detected and stopped before they cross the bridge structure(s). Under this project facility WIM systems will be installed in 26 lanes throughout four facilities: the Bronx- Whitestone, Robert F. Kennedy, Throgs Neck and Verrazano-Narrows Bridges. Total cost proposed in the 2010-2014 Capital Program is $14 million.
Proposed 2010-2014 Capital Program 159 MTA BRIDGES AND TUNNELS UTILITIES CATEGORY D-604
Investments in utilities include the replacement, rehabilitation or upgrade of the mechanical, electrical and lighting systems, as well as tunnel ventilation equipment. The long-term objective of investments in these areas is to improve operational efficiency by replacing worn out parts and equipment and/or enhance customer safety.
The Proposed 2010-2014 Capital Program Work in this category constitutes mostly Normal Replacement work totaling $182 million or 7 percent of the total program and include the following projects:
Brooklyn Battery Tunnel: Rehabilitation of Tunnel Ventilation and Electrical Systems One of the major goals for the Brooklyn Battery Tunnel is to ensure that the electrical and ventilation systems continue to meet current standards and expectations relating to emergency operations and improved systems monitoring and control. The rehabilitation of supply fans, supply fan housings, and related components is included in this project. The existing obsolete switchgear will be replaced to greatly enhance the flexibility and reliability of the tunnel’s electrical power system. Newly installed generators will be placed on an automatic transfer switching system and new tunnel feeders will be installed to complete the emergency power portion of the project. This will advance tunnel life safety systems by ensuring that tunnel power can be maintained, per tunnel safety standards, and eliminating power downtime in the event of power failure requiring the need for emergency power. A similar replacement of obsolete electrical switchgear will be implemented at the Queens Midtown Tunnel. Total cost proposed in the 2010- 2014 Capital Program is $62 million.
Queens Midtown Tunnel: Tunnel Ventilation Building Electrical Upgrade (Construction) This project will replace the existing electrical switchgear and the fan motor control equipment for the tunnel ventilation fans at both ventilation buildings. In addition to replacing the switchgear, two other new features will be added to safeguard tunnel operation during partial or complete power outage emergencies. One feature is the new automatic transfer switches between different switchgear sections and the other is new external connections for portable diesel generators. Total cost proposed in the 2010- 2014 Capital Program is $59 million.
Agency-Wide: Advanced Traveler Information Systems This project continues installations of variable message signs across B&T facilities. Approximately 20 older VMS signs will be replaced with new VMS at several crossings. The work will include a study for new VMS locations, necessary support gantries, electrical, communication links, maintenance and protection of traffic, foundation work, structural steel, approval from local authorities. Total cost proposed in the 2010-2014 Capital Program is $20 million.
Proposed 2010-2014 Capital Program 160 Verrazano-Narrows Bridge: Rehabilitation of Substation #1 This project plans to replace five medium voltage breakers and four medium voltage switches. The rehabilitation will be designed to meet all Con Edison requirements. The new design/relays will have flexibility for proper coordination with all down stream devices and Con Edison breaker settings. Total cost proposed in the 2010-2014 Capital Program is $15 million.
Bronx-Whitestone Bridge: Necklace Lighting Replacement This project will replace the unreliable necklace lighting of the Bronx-Whitestone Bridge with more energy efficient lighting. In addition to providing improved security lighting for the main part of the suspension system, the necklace lighting is a major aesthetic attribute. Total cost proposed in the 2010-2014 Capital Program is $11 million.
Marine Parkway Bridge: Programmable Logic Controller, Electrical & Mechanical Rehabilitation The operation of the lift span is dependent on the proper function of the electrical and mechanical machinery of the bridge which is controlled by the Programmable Logic Controller (PLC). This project will design and carry out the rehabilitation and repairs necessary to the controller, electrical and mechanical machinery. Total cost proposed in the 2010-2014 Capital Program is $9 million.
Queens Midtown Tunnel: Controls/Communication System Room and Related Work (Design) This project will design the expansion of the existing Supervisory Control Systems in the Facility Control Centers to incorporate all of the necessary functions such as ventilation and power system control and monitoring. The expanded Signal Control System will be connected to other tunnel and operational systems for control and monitoring. These systems include: traffic control and signaling, variable message signs, traffic speed sensors, radio rebroadcast, overheight detection, drainage pumps, tunnel lighting, and digital CCTV recording. Total cost proposed in the 2010-2014 Capital Program is $4 million.
Proposed 2010-2014 Capital Program 161 MTA BRIDGES AND TUNNELS BUILDINGS AND SITES CATEGORY D-605
Related assets include service buildings, ventilation buildings and garages. The ongoing objective of investments in this area is to enhance the efficiency of the bridge and tunnel operations by maintaining a Normal Replacement cycle for the components of each building and by improving employee working conditions.
The Proposed 2010-2014 Capital Program Work in this category comprises $133 million or five percent of the total program. Included in this category are the construction of new buildings and shops to accommodate tenants that need to be relocated as a result of the deck replacement projects at the Robert F. Kennedy Bridge. The major projects are:
Robert F. Kennedy Bridge: Construction of the New Combined Service Building, Shops and Warehouse To advance the reconstruction of the toll plazas, it is necessary to relocate several facilities from their current locations under the Manhattan Toll Plaza. A new service building will be constructed to combine the two existing service buildings, shops and warehouse. B&T has entered into an agreement with New York City Department of Parks and Recreation to utilize the area next to the bridge to build the new combined service building. Total cost proposed in the 2010-2014 Capital Program is $104 million.
Brooklyn Battery Tunnel: Service Building Rehabilitation and Expansion and Replacement of Service Building Heating Plant This project will provide design and construction services for the expansion and modernization of the service building. The expanded and renovated service building will be expanded in its present location with element of work to include architectural, structural, mechanical/HVAC, electrical, and plumbing, including the replacement of the service building heating plant. In addition, this project will address the expansion of the space over the maintenance service garage. This phase includes the design and construction for the expansion of space over the maintenance service garage. Total cost proposed in the 2010-2014 Capital Program is $13 million.
Verrazano-Narrows Bridge: Rehabilitation and Expansion of Service Building (Design) This project will progress a design to expand the service building to accommodate office space for the Facility Engineer’s staff and Facility Management personnel, as well as a Customer Service area. In addition, bathroom facilities, locker rooms, storage rooms, and the existing garage will be expanded. Boilers and HVAC equipment will also be replaced. Total cost proposed in the 2010-2014 Capital Program is $7 million.
Proposed 2010-2014 Capital Program 162 MTA BRIDGES AND TUNNELS MISCELLANEOUS CATEGORY D-606
Projects in this area provide for costs associated with the support and management of the capital program. The proposed 2010-2014 Capital Program contains $38 million for projects with program-wide applicability such as protective liability coverage, independent engineer services, value engineering services, scope development and NYC traffic enforcement agent support.
Proposed 2010-2014 Capital Program 163
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Proposed 2010-2014 Capital Program 164 PROGRAM PROJECT LISTINGS
Proposed 2010-2014 Capital Program 165
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Proposed 2010-2014 Capital Program 166 New York City Transit SUBWAY CARS T - 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 NEW SUBWAY CARS 01 123 A Division Railcars SI 412.0.0 .0 .0 .0 412.0 02 200 B Division Railcars NR 542.0.0 .0 .0 .0 542.0 03 140 B Division Railcars NR .0.0 379.4 .0 .0 379.4 Element Total 01 $954.0 $.0 $379.4 $.0 $.0 $1,333.4
Category Total 601 $954.0$.0 $379.4 $.0 $.0 $1,333.4
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 167 New York City Transit BUSES T - 603 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 BUS REPLACEMENT 01 Purchase 285 Standard Buses NR198.4 .0 .0 .0 .0 198.4 02 195 Articulated Buses NR166.9 .0 .0 .0 .0 166.9 03 97 Express Buses NR66.0 .0 .0 .0 .0 66.0 04 321 Paratransit Vans NR26.4 .0 .0 .0 .0 26.4 05 330 Standard Buses NR.0 239.5 .0 .0 .0 239.5 06 238 Articulated Buses NR.0 208.5 .0 .0 .0 208.5 07 109 Express Buses NR.0 77.2 .0 .0 .0 77.2 08 284 Paratransit Vans NR.0 24.3 .0 .0 .0 24.3 09 130 Standard Buses NR.0 .0 97.9 .0 .0 97.9 10 95 Express Buses NR.0 .0 70.2 .0 .0 70.2 11 330 Standard Buses NR.0 .0 250.1 .0 .0 250.1 12 105 Articulated Buses NR.0 .0 95.9 .0 .0 95.9 13 423 Paratransit Vans NR.0 .0 37.7 .0 .0 37.7 14 80 Express Buses NR.0 .0 .0 61.4 .0 61.4 15 156 Articulated Buses NR.0 .0 .0 166.2 .0 166.2 16 330 Standard Buses NR.0 .0 .0 259.6 .0 259.6 17 289 Paratransit Vans NR.0 .0 .0 26.8 .0 26.8 Element Total 02 $457.7 $549.5 $551.8 $514.0 $.0 $2,073.0
Category Total 603 $457.7$549.5 $551.8 $514.0 $.0 $2,073.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 168 New York City Transit PASSENGER STATIONS T - 604 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
04 FARE COLLECTION 01 MetroCard Normal Replacement NR30.0 12.7 30.0 .0 .0 72.7 02 Purchase and Install 83 HEETs SI4.6 .0 .0 .0 .0 4.6 05 SmartCard Implementation SI60.0 .0 140.0 .0 .0 200.0 Element Total 04 $94.6 $12.7 $170.0 $.0 $.0 $277.3
07 STATION ESCALATORS/ELEVATORS 01 Repl 3 Escalators S Manhattan SGR.0 24.7 .0 .0 .0 24.7 02 Repl 10 Escalators Lex Av 63 NR.0 80.0 .0 .0 .0 80.0 03 Repl 2 Escal Roosevelt Av QBL SGR.0 .0 14.3 .0 .0 14.3 04 Repl 11 Hydraulic Elevators NR.0 .0 48.4 .0 .0 48.4 05 Repl 10 Hydraulic Elevators NR.0 .0 .0 61.1 .0 61.1 Element Total 07 $.0 $104.7 $62.6 $61.1 $.0 $228.5
11 STATION REHABILITATION 01 Rehab Smith-9 Sts CUL SGR42.5 .0 .0 .0 .0 42.5 02 Rehab 20 Av SEA SGR.0 .0 43.7 .0 .0 43.7 03 Rehab 8 Av SEA SGR.0 .0 51.5 .0 .0 51.5 04 Rehab Fort Hamilton Pkwy SEA SGR.0 .0 57.7 .0 .0 57.7 05 Rehab 18 Av SEA SGR.0 .0 53.8 .0 .0 53.8 06 Rehab Kings Hwy SEA SGR.0 .0 53.3 .0 .0 53.3 07 Rehab New Utrecht Av SEA SGR.0 .0 56.0 .0 .0 56.0 08 Rehab Bay Parkway SEA SGR.0 .0 60.1 .0 .0 60.1 09 Rehab Avenue U SEA SGR.0 .0 56.5 .0 .0 56.5 10 Rehab 86 St SEA SGR.0 .0 45.1 .0 .0 45.1 11 Rehab Buhre Av PEL SGR.0 .0 28.6 .0 .0 28.6 12 Rehab Middletown Rd PEL SGR.0 .0 27.6 .0 .0 27.6 13 Rehab Zerega Av PEL SGR.0 .0 27.6 .0 .0 27.6 14 Rehab Castle Hill Av PEL SGR.0 .0 28.3 .0 .0 28.3 Element Total 11 $42.5 $.0 $589.9 $.0 $.0 $632.4
12 STATION RENEWAL 01 Station Work 4 Av CUL SGR13.7 .0 .0 .0 .0 13.7 02 Station Renewal Work 25 Stns SGR.0 50.0 60.0 70.0 70.0 250.0 03 Ventilator Rehabilitations SGR12.0 16.0 25.0 25.0 25.0 103.0 04 Platform Edge Repair/Rehab SGR17.0 25.0 34.0 34.0 34.0 144.0 05 Station Stair Repair/Rehab SGR13.0 19.0 27.0 27.0 27.0 113.0 06 Station Work Pelham Bay Pk PEL NR.0 .0 9.1 .0 .0 9.1 07 Station Ceilings Pilot Ph 1 SGR.0 .0 25.0 .0 .0 25.0 Element Total 12 $55.7 $110.0 $180.1 $156.0 $156.0 $657.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 169 New York City Transit PASSENGER STATIONS T - 604 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
13 DISABLED ACCESSIBILITY 01 ADA Forest Hills-71 Av QBL SI33.4 .0 .0 .0 .0 33.4 02 Imprv Platform Edges 34 St BWY SI7.0 .0 .0 .0 .0 7.0 03 Imprv Platform Edges 34 St 6AV SI6.8 .0 .0 .0 .0 6.8 04 Pltfrm Boarding Areas Var Locs SI11.0 .0 11.7 .0 .0 22.7 05 Rsrv ADA Redundancy Increment SI100.0 .0 70.0 .0 .0 170.0 06 ADA Kingsbridge Rd BXC SI.0 28.8 .0 .0 .0 28.8 07 ADA 68 St-Hunter College LEX SI.0 67.2 .0 .0 .0 67.2 08 ADA Utica Av FUL SI.0 27.8 .0 .0 .0 27.8 09 ADA Hunts Point Av PEL SI.0 28.2 .0 .0 .0 28.2 10 ADA 23 St LEX SI.0 .0 27.1 .0 .0 27.1 11 ADA 57 St BWY-BMT Ph 2 SI.0 .0 37.3 .0 .0 37.3 12 ADA Ozone Pk-Lefferts Blvd LIB SI.0 .0 41.7 .0 .0 41.7 Element Total 13 $158.2 $152.0 $187.8 $.0 $.0 $497.9
14 OTHER STATION IMPROVEMENTS 01 Station Signage 2010 NR3.0 .0 .0 .0 .0 3.0 02 Station Railings SGR5.0 .0 .0 .0 .0 5.0 03 Water Condition Remedy SGR.0 7.2 .0 .0 .0 7.2 04 Scrubber Room Drainage 4 Loc SGR.0 4.0 .0 .0 .0 4.0 05 Grand Central - Access Impr SI.0 .0 20.4 .0 .0 20.4 06 Times Square: North End Stairs SGR.0 .0 23.9 .0 .0 23.9 07 Station Signage 2012 NR.0 .0 3.2 .0 .0 3.2 08 Station Condition Survey #2 NR.0 .0 .0 .0 8.2 8.2 09 Church St Corridor Improv NR.0 .0 .0 70.0 .0 70.0 Element Total 14 $8.0 $11.3 $47.5 $70.0 $8.2 $145.1
Category Total 604 $359.1$390.7 $1,237.9 $287.1 $164.2 $2,439.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 170 New York City Transit TRACK T - 605 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 TRACK REHABILITATION 01 2010 Mainline Track Repl NR184.7 .0 .0 .0 .0 184.7 02 2010 Track Force Account NR35.0 .0 .0 .0 .0 35.0 03 2010 Welded Rail SI10.7 .0 .0 .0 .0 10.7 04 2011 Mainline Track Repl NR.0 188.9 .0 .0 .0 188.9 05 2011 Track Force Account NR.0 35.0 .0 .0 .0 35.0 06 2011 Welded Rail SI.0 11.0 .0 .0 .0 11.0 07 2012 Mainline Track Repl NR.0 .0 190.0 .0 .0 190.0 08 2012 Track Force Account NR.0 .0 35.0 .0 .0 35.0 09 2012 Welded Rail SI.0 .0 11.4 .0 .0 11.4 10 2013 Mainline Track Repl NR.0 .0 .0 196.1 .0 196.1 11 2013 Track Force Account NR.0 .0 .0 35.0 .0 35.0 12 2013 Welded Rail SI.0 .0 .0 11.9 .0 11.9 13 2014 Mainline Track Repl NR.0 .0 .0 .0 205.4 205.4 14 2014 Track Force Account NR.0 .0 .0 .0 35.0 35.0 15 2015 Mainline Track Repl DES NR.0 .0 .0 .0 2.0 2.0 16 2014 Welded Rail SI.0 .0 .0 .0 3.7 3.7 Element Total 02 $230.4 $234.9 $236.4 $243.1 $246.1 $1,190.9
03 SWITCH REPLACEMENT 01 2010 Mainline Switch Repl NR43.9 .0 .0 .0 .0 43.9 02 2011 Mainline Switch Repl NR.0 44.9 .0 .0 .0 44.9 03 2012 Mainline Switch Repl NR.0 .0 46.7 .0 .0 46.7 04 2013 Mainline Switch Repl NR.0 .0 .0 48.9 .0 48.9 05 2014 Mainline Switch Repl NR.0 .0 .0 .0 51.2 51.2 06 2015 Mainline Switch Repl DES NR.0 .0 .0 .0 2.9 2.9 Element Total 03 $43.9 $44.9 $46.7 $48.9 $54.1 $238.5
Category Total 605 $274.4$279.8 $283.1 $291.9 $300.2 $1,429.4
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 171 New York City Transit LINE EQUIPMENT T - 606 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 TUNNEL LIGHTING 01 Tun Ltg 11 St Portal-Qns Plaza SGR11.0 .0 .0 .0 .0 11.0 02 Tun Ltg 4 Av-Church Av CUL SGR36.8 .0 .0 .0 .0 36.8 03 Tun Ltg Roosevelt Av-36 St QBL SGR.0 .0 76.4 .0 .0 76.4 Element Total 02 $47.8 $.0 $76.4 $.0 $.0 $124.1
03 VENTILATION FACILITIES 01 Vent Plant: 55 St / 8AV SGR.0 .0 98.2 .0 .0 98.2 02 New Vent Plnt Study LEX s/o GC SGR.0 2.1 .0 .0 .0 2.1 03 Vent Plant: Mulry Square 8AV SGR.0 .0 108.5 .0 .0 108.5 04 Vent Plant: 46 St QBL SGR.0 .0 90.4 .0 .0 90.4 05 New Fan Controls 26 Loc SGR.0 .0 .0 15.8 .0 15.8 Element Total 03 $.0 $2.1 $297.1 $15.8 $.0 $315.1
04 PUMPING FACILITIES 01 Deep Wells Rehab NOS NR14.6 .0 .0 .0 .0 14.6 02 Deep Wells Rehab XTN NR.0 .0 13.7 .0 .0 13.7 03 Pumps 4 Loc PEL JER LNX SGR.0 .0 39.4 .0 .0 39.4 04 Pumps 2 Loc Manhattan Midtown SGR.0 .0 21.0 .0 .0 21.0 Element Total 04 $14.6 $.0 $74.1 $.0 $.0 $88.7
Category Total 606 $62.3$2.1 $447.6 $15.8 $.0 $527.9
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 172 New York City Transit LINE STRUCTURES T - 607 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
03 LINE STRUCTURE REHABILITATION 01 Flood Mitigation 148 St Yard SI34.3 .0 .0 .0 .0 34.3 02 Rehab Emergency Exits 125 Loc NR12.6 .0 20.1 .0 .0 32.8 03 Culver Viaduct Ph 3: Underside SGR19.5 .0 .0 .0 .0 19.5 04 Rpr Viaduct FAR RKY/RKY PK NR46.6 .0 .0 .0 .0 46.6 05 Rpr Cypress Hills-130 St JAM NR30.6 .0 .0 .0 .0 30.6 06 Demolish Abandoned Structures SGR15.2 .0 .0 .0 .0 15.2 07 Ovrct Steel Bridges & Wye RKY SGR6.1 .0 .0 .0 .0 6.1 08 Ovrct 15 Bridges BRT SGR9.9 .0 .0 .0 .0 9.9 09 Ovrct Portal-E180 St WPR SGR.0 36.0 .0 .0 .0 36.0 10 Nostrand-Flatbush Study/Design SI.0 .0 10.7 .0 .0 10.7 11 Flood Mitigation 6 Loc Mnhattn SI.0 .0 45.1 .0 .0 45.1 12 Sea Beach Line Retaining Wall NR.0 .0 42.1 .0 .0 42.1 13 Dyre Av Structure Repairs SGR.0 .0 10.0 .0 .0 10.0 14 Ovrct E Pkwy-Cypress Hills JAM SGR.0 .0 28.1 .0 .0 28.1 15 Ovrct Dyckman St to 215 St BW7 SGR.0 .0 16.1 .0 .0 16.1 16 Repair Pacific-59 St 4AV Ph 1 SGR.0 .0 .0 30.0 .0 30.0 17 Ovrct Church Av Portal-W 8 CUL SGR.0 .0 .0 51.4 .0 51.4 18 Ovrct Cypress Hills-130 St JAM SGR.0 .0 .0 31.2 .0 31.2 19 Ovrct Bway Jct-New Lots Av CNR SGR.0 .0 .0 .0 25.4 25.4 Element Total 03 $174.8 $36.0 $172.2 $112.6 $25.4 $521.0
Category Total 607 $174.8$36.0 $172.2 $112.6 $25.4 $521.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 173 New York City Transit SIGNALS & COMMUNICATIONS T - 608 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
03 SIGNAL MODERNIZATION 01 Signal Control Line Mods Ph 4 NR25.2 .0 .0 .0 .0 25.2 02 Messenger Brackets BRT NR1.2 .0 .0 .0 .0 1.2 03 Interlocking Church Av CUL SGR246.1 .0 .0 .0 .0 246.1 04 Solid State Signal Equp 14 Loc NR6.8 .0 29.0 .0 .0 35.8 05 CBTC Flushing R142 Conversions SGR77.5 .0 .0 .0 .0 77.5 06 CBTC Flushing Support/Removals SGR54.2 .0 .0 70.4 .0 124.6 07 ST Signal Enhncmts LEX Ph 2 SI28.3 .0 .0 21.8 .0 50.1 08 Stop Cable Replacement Ph 4 NR.0 22.8 .0 .0 .0 22.8 09 Interlocking 71 Av QBL SGR.0 191.4 .0 .0 .0 191.4 10 Interlocking Union Tpke QBL SGR.0 171.4 .0 .0 .0 171.4 11 CBTC Signals Test Tk CUL Ph. 2 SI.0 84.6 .0 .0 .0 84.6 12 Signal Control Line Mods Ph 5 NR.0 .0 26.8 .0 .0 26.8 13 2 Intrlckings/Signal Mods DYR SGR.0 .0 265.0 .0 .0 265.0 14 Interlocking Roosevelt Av QBL SGR.0 .0 115.5 .0 .0 115.5 15 Interlocking: 34 St 6AV SGR.0 .0 221.9 .0 .0 221.9 16 Interlocking: West 4 St 6AV SGR.0 .0 230.6 .0 .0 230.6 17 ATS-B Train Monitoring Des/Plt SI.0 .0 25.0 .0 .0 25.0 18 Signal Key-By Circuit Mod Ph 3 NR.0 .0 .0 28.0 .0 28.0 19 CBTC QBL West Ph 1 SGR.0 .0 .0 125.0 .0 125.0 21 Interlocking Jay St 6AV SGR.0 .0 .0 .0 199.6 199.6 Element Total 03 $439.3 $470.2 $913.7 $245.2 $199.6 $2,268.1
06 COMMUNICATIONS SYSTEMS 01 Fiber Optic Cable Repl Ph 1 SGR.0 .0 30.0 .0 .0 30.0 02 Appl Cutover to SONET Ph 1 NR10.0 .0 15.0 .0 .0 25.0 03 Police Radio TDI & Enhncmnts SGR20.3 .0 35.7 .0 .0 56.0 04 PA/CIS 43 Stations SGR46.0 .0 .0 .0 .0 46.0 05 Comm Rm Upgrade/Expansion Ph 1 SI20.0 .0 .0 .0 .0 20.0 06 Portable Radio Unit Repl NR12.1 .0 .0 .0 .0 12.1 07 Copper Cable Upgrade/Repl Ph 2 SGR.0 15.0 .0 .0 .0 15.0 08 VHF Radio Sys - Option (B-Div) SGR.0 202.7 .0 .0 .0 202.7 09 Communication Room HVAC Ph 2 SGR20.0 .0 .0 .0 .0 20.0 10 PBX Upgrade NR.0 .0 14.2 .0 .0 14.2 11 SCADA Systems Pilot/Design SI.0 .0 11.8 .0 .0 11.8 13 Antenna Cable Upgrde/Repl Ph 1 SGR.0 .0 .0 31.4 .0 31.4 14 PA/CIS: 21 Stations FLS NR.0 .0 .0 37.8 .0 37.8 15 Copper Cable Upgrade/Repl Ph 3 SGR.0 .0 .0 15.0 .0 15.0 16 Communication Room HVAC Ph 3 SGR.0 .0 .0 27.6 .0 27.6 Element Total 06 $128.4 $217.7 $106.8 $111.8 $.0 $564.7
Category Total 608 $567.7$687.9 $1,020.5 $357.0 $199.6 $2,832.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 174 New York City Transit TRACTION POWER T - 609 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 SUBSTATIONS 01 5 Substation Enclosures SGR23.5 .0 .0 .0 .0 23.5 02 Modernize 10th St Substation SGR29.5 .0 .0 .0 .0 29.5 03 Underground SS Hatchways Ph 2 SGR.0 15.7 .0 .0 .0 15.7 04 Central Substation Cables SGR.0 .0 20.0 .0 .0 20.0 05 Rehab 5 IRT Subst Roofs/Encl SGR.0 .0 .0 14.8 .0 14.8 06 Underground SS Hatchways Ph 3 SGR.0 .0 .0 17.0 .0 17.0 Element Total 02 $53.1 $15.7 $20.0 $31.8 $.0 $120.5
04 POWER DISTRIBUTION 01 Duct Bank 141 St-148 St LNX NR26.5 .0 .0 .0 .0 26.5 02 Reh CBH 292/293 Albermarle NOS SGR7.0 .0 .0 .0 .0 7.0 03 Repl Emergncy Telephones Pilot NR.0 5.7 .0 .0 .0 5.7 04 Rehab CBH #74 & 74A JAM SGR.0 .0 24.1 .0 .0 24.1 05 Rehab CBH #403 Vanderbilt FLS SGR.0 .0 14.5 .0 .0 14.5 06 Rehab CBH #146 Prospect Pk BRT NR.0 .0 7.1 .0 .0 7.1 07 Replace Emergency Alarms Ph 1 NR.0 .0 .0 21.1 .0 21.1 08 Negatives: 59 St-Pacific 4AV NR.0 .0 30.6 .0 .0 30.6 09 Rehab CBH #275 Pearl St CLK SGR.0 .0 .0 .0 8.1 8.1 Element Total 04 $33.5 $5.7 $76.3 $21.1 $8.1 $144.6
Category Total 609 $86.5$21.4 $96.3 $52.9 $8.1 $265.1
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 175 New York City Transit SHOPS T - 610 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
04 MAINTENANCE SHOPS 01 207 St O/H Shop A/C Shop SGR.0 .0 157.8 .0 .0 157.8 02 207 St O/H Shop Electrical SGR33.1 .0 .0 .0 .0 33.1 03 207 St O/H Shop Heating Plant SGR21.0 .0 .0 .0 .0 21.0 04 207 St Maint Shop DC Pwr Upgrd SGR.0 .0 26.6 .0 .0 26.6 05 ENY Maint Shop Ventilation SGR8.5 .0 .0 .0 .0 8.5 06 Rehab C.I. Power Centers #2 #3 NR.0 15.4 .0 .0 .0 15.4 07 DCE Shops: Priority Repairs SGR5.0 .0 48.1 .0 .0 53.1 08 Repl Heavy Shop Equipment NR.0 .0 12.9 .0 .0 12.9 Element Total 04 $67.6 $15.4 $245.4 $.0 $.0 $328.4
Category Total 610 $67.6$15.4 $245.4 $.0 $.0 $328.4
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 176 New York City Transit YARDS T - 611 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 YARD IMPROVEMENTS 01 Yard Lighting Jerome Pelham SGR.0 15.0 .0 .0 .0 15.0 02 Relieving Pltfrm 207 St Yd Ph1 SGR.0 .0 5.0 .0 .0 5.0 03 Relieving Platform 148 St Yd SGR.0 .0 10.6 .0 .0 10.6 04 Yard Fencing Priority 2: 4 Loc NR.0 .0 20.8 .0 .0 20.8 05 Yard CCTV Ph 2 SI.0 .0 18.0 .0 .0 18.0 06 Jamaica Yard Expansion Ph 1 SI.0 .0 .0 152.0 .0 152.0 Element Total 02 $.0 $15.0 $54.4 $152.0 $.0 $221.4
05 YARD TRACK REHABILITATION 01 2010 Yard Track Repl SGR5.9 .0 .0 .0 .0 5.9 02 2011 Yard Track Repl SGR.0 6.0 .0 .0 .0 6.0 03 2012 Yard Track Repl SGR.0 .0 6.3 .0 .0 6.3 04 2013 Yard Track Repl SGR.0 .0 .0 6.6 .0 6.6 05 2014 Yard Track Repl SGR.0 .0 .0 .0 6.9 6.9 06 2015 Yard Track Repl DES SGR.0 .0 .0 .0 .1 .1 Element Total 05 $5.9 $6.0 $6.3 $6.6 $7.0 $31.8
06 YARD SWITCH REPLACEMENT 01 2010 Yard Switch Repl SGR9.4 .0 .0 .0 .0 9.4 02 2011 Yard Switch Repl SGR.0 9.6 .0 .0 .0 9.6 03 2012 Yard Switch Repl SGR.0 .0 10.0 .0 .0 10.0 04 2013 Yard Switch Repl SGR.0 .0 .0 10.4 .0 10.4 05 2014 Yard Switch Repl SGR.0 .0 .0 .0 10.9 10.9 06 2015 Yard Switch Repl DES NR.0 .0 .0 .0 1.3 1.3 Element Total 06 $9.4 $9.6 $10.0 $10.4 $12.2 $51.6
Category Total 611 $15.3$30.6 $70.7 $169.0 $19.2 $304.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 177 New York City Transit DEPOTS T - 612 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
03 DEPOT REHAB AND RECONSTRUCTION 02 I/H Mini-Rehabs 3 Depots NR.0 .0 27.8 .0 .0 27.8 03 Jamaica: New Depot Ph 1 SI.0 .0 .0 75.0 .0 75.0 04 126 St Depot Demol Envir Dsgn NR.0 .0 .0 25.0 .0 25.0 05 Rehab/Conver ENY Paint Shop NR.0 .0 .0 10.0 .0 10.0 Element Total 03 $.0 $.0 $27.8 $110.0 $.0 $137.8
04 DEPOT IMPROVEMENTS 01 Paint Booth Air Sys 7 Depots NR10.0 .0 .0 .0 .0 10.0 02 Bus Rapid Transit - 3 Routes SI25.0 .0 .0 .0 .0 25.0 03 Repl Bus Radio Sys: Radios/Fac NR.0 .0 342.7 .0 .0 342.7 05 IVN: 9 Depots SI5.2 .0 .0 .0 .0 5.2 06 10 Bus Washers KB GH MV CS NR21.6 .0 .0 .0 .0 21.6 07 Property: Kingsbridge Depot SI.0 5.0 .0 .0 .0 5.0 08 Paint Appl Sys FP Zerega NR.0 1.7 .0 .0 .0 1.7 09 Tank Upgrades Jam FP NR.0 .0 2.6 .0 .0 2.6 10 Upgrade HVAC 4 Depots NR.0 15.3 .0 .0 .0 15.3 11 Depot Equipment Replacement NR.0 .0 15.9 .0 .0 15.9 12 Parking Lot Dvlpmnt Jam Grand NR.0 .0 5.2 .0 .0 5.2 13 ADEPT System (Paratransit) NR.0 .0 7.2 .0 .0 7.2 14 Automated Fuel Mgt Sys Upgrade NR.0 .0 .0 2.5 .0 2.5 15 Bus Lift Replacement NR.0 .0 .0 14.3 .0 14.3 16 8 Bus Washers ENY FB UP YK NR.0 .0 .0 19.4 .0 19.4 17 Real Time Customer Information SI.0 21.0 .0 21.0 .0 42.0 Element Total 04 $61.8 $43.0 $373.6 $57.2 $.0 $535.6
Category Total 612 $61.8$43.0 $401.4 $167.2 $.0 $673.4
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 178 New York City Transit SERVICE VEHICLES T - 613 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 SERVICE VEHICLES 01 110 Non Rev Veh Purchases NR13.2 .0 .0 .0 .0 13.2 02 Purchase 54 Flatcars NR.0 .0 .0 35.4 .0 35.4 03 Purchase 8 Auger Snowthrowers NR9.5 .0 .0 .0 .0 9.5 04 Purchase 10 Locomotives NR40.7 .0 .0 .0 .0 40.7 05 118 Non Rev Veh Purchases NR.0 13.9 .0 .0 .0 13.9 06 101 Non Rev Veh Purchases NR.0 .0 11.5 .0 .0 11.5 Element Total 02 $63.4 $13.9 $11.5 $35.4 $.0 $124.2
Category Total 613 $63.4$13.9 $11.5 $35.4 $.0 $124.2
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 179 New York City Transit MISC./EMERGENCY T - 616 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 MISCELLANEOUS 01 Capital Revolving Fund 20105.0 .0 .0 .0 .0 5.0 02 Capital Revolving Fund 2011.0 5.0 .0 .0 .0 5.0 03 Capital Revolving Fund 2012.0 .0 5.0 .0 .0 5.0 04 Capital Revolving Fund 2013.0 .0 .0 5.0 .0 5.0 05 Capital Revolving Fund 2014.0 .0 .0 .0 5.0 5.0 06 Insurance Deductible5.0 .0 5.0 .0 5.0 15.0 07 APPL Insurance Premium1.4 1.4 1.4 1.4 1.5 7.1 Element Total 02 $11.4 $6.4 $11.4 $6.4 $11.5 $47.1
04 MANAGEMENT INFORMATION SYSTEMS 01 CPICS Technology Conversion NR2.5 .0 .0 .0 .0 2.5 02 NYCT-Wide SAN/Disaster Recov SI8.8 .0 9.3 .0 .0 18.1 03 Enterprise Sec Ntwrk Infrastr SI10.4 .0 .0 .0 .0 10.4 04 WAN/LAN Equipment Repl Ph 1 NR.0 .0 9.6 .0 .0 9.6 Element Total 04 $21.7 $.0 $18.9 $.0 $.0 $40.6
05 ENGINEERING SERVICES 01 Boring Services BK Q SI NR2.4 .0 .0 .0 .0 2.4 02 Boring Services M Bx NR2.0 .0 .0 .0 .0 2.0 03 Test Pits Contract NR5.0 .0 .0 .0 .0 5.0 04 MTA Independent Engineer Cnslt NR3.9 3.9 3.9 3.9 9.7 25.3 05 G.O. Support Traffic Checkers NR12.0 .0 18.0 .0 .0 30.0 06 2010 Value Engineering Svcs NR2.0 .0 .0 .0 .0 2.0 07 Engineering Services NR3.6 3.6 3.6 3.6 3.6 18.0 08 Construction Support Svcs Rsrv2.3 .0 2.5 .0 .0 4.8 09 Scope Development10.0 10.0 10.0 10.0 10.0 50.0 10 Design Reserve.0 13.9 .0 69.0 .0 82.9 11 Concrete Batch Plant 2012 NR.0 .0 1.3 .0 .0 1.3 12 Concrete Cylinder Testing 2012 NR.0 .0 .8 .0 .0 .8 13 Boring Services M / Bx NR.0 .0 .0 2.0 .0 2.0 14 Boring Services BK / Q / SI NR.0 .0 .0 1.7 .0 1.7 15 Test Pits Contract NR.0 .0 .0 .0 5.6 5.6 Element Total 05 $43.2 $31.4 $40.0 $90.2 $28.9 $233.7
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 180 New York City Transit MISC./EMERGENCY T - 616 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
06 ENVIRONMENTAL AND SAFETY 01 Asbestos Abatement: Priority 7 NR5.0 .0 .0 .0 .0 5.0 02 Asbestos Removal NR8.3 .0 .0 .0 .0 8.3 03 Asbestos / Lead Air Monitoring NR7.2 .0 .0 .0 .0 7.2 04 Asbestos Disposal NR.0 2.5 .0 .0 .0 2.5 05 Sprinkler Alarm Systems 12 EFR NR.0 30.0 .0 .0 .0 30.0 06 Fire Alarm 207 St O/H Shop NR.0 11.0 .0 .0 .0 11.0 07 Groundwater / Soil Remediation NR.0 6.5 .0 .0 .0 6.5 08 Consult Svcs UST/ Remediation NR.0 6.0 .0 .0 .0 6.0 09 Asbestos Removal NR.0 .0 .0 9.7 .0 9.7 10 Asbestos / Lead Air Monitoring NR.0 .0 .0 9.1 .0 9.1 11 Fire Alarm Systems 16 Loc NR.0 .0 .0 .0 40.8 40.8 12 Consult Svcs UST/ Remediation NR.0 .0 .0 .0 6.5 6.5 Element Total 06 $20.5 $56.0 $.0 $18.8 $47.3 $142.6
07 EMPLOYEE FACILITIES 01 Money Rm Perimeter Ltg Upgrade SI4.8 .0 .0 .0 .0 4.8 02 Jay Street Systems Ph 1 NR10.0 .0 .0 .0 .0 10.0 03 Signal Tower Hardening NR10.0 .0 .0 .0 .0 10.0 04 EFR: Jay St FUL SGR.0 .0 .0 12.3 .0 12.3 05 EFR: RTO Chambers St NAS SGR7.1 .0 .0 .0 .0 7.1 06 Maspeth Warehouse Repairs NR.0 .0 10.0 .0 .0 10.0 07 Perim Hardning RCC,130 Liv Plz NR12.0 .0 .0 .0 .0 12.0 08 Livingston Plz Emrg Gen Upgrd SGR.0 .0 .0 10.4 .0 10.4 09 Facility Roof Repair/Repl Ph 3 SGR.0 13.7 .0 .0 .0 13.7 10 EFR West 4th St 8AV SGR.0 4.1 .0 .0 .0 4.1 11 AFC Equip Maint Qrtrs 8 Av SEA SGR.0 .0 2.0 .0 .0 2.0 12 Upgrade Power at RCC and PCC NR.0 .0 23.1 .0 .0 23.1 13 (ICC) EFR: 207 St / 8AV SGR.0 .0 6.7 .0 .0 6.7 14 EFR Imp Workforce Dvlpmt Fac NR.0 .0 35.0 .0 .0 35.0 15 EFR Rehab 9 Loc XTN SGR.0 .0 7.5 .0 .0 7.5 16 8 AFC Office Upgrade 5 Depots SGR.0 .0 3.0 .0 .0 3.0 17 Livingston Plaza Repairs NR.0 .0 .0 23.6 .0 23.6 18 Replace Currency Counters NR.0 .0 .0 3.5 .0 3.5 19 Facility Roof Repair/Repl Ph 4 SGR.0 .0 .0 14.9 .0 14.9 Element Total 07 $43.9 $17.8 $87.2 $64.6 $.0 $213.5
Category Total 616 $140.5$111.6 $157.6 $180.0 $87.7 $677.5 TOTAL PROGRAM $3,285.1 $2,181.9 $5,075.3$2,183.0 $804.6 $13,529.9
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 181 Staten Island Railway STATEN ISLAND RAILWAY S- 607 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 SIR: MISCELLANEOUS 01 SIR Station Structural Repairs NR 13.5.0 .0 .0 .0 13.5 02 SIR Rehab 8 Bridges, 1 Culvert NR 28.4.0 .0 .0 .0 28.4 03 St George Track/Sig Repl Ph I SGR .0.0 15.0 .0 .0 15.0 04 80 Railcars NR .0.0 216.8 .0 .0 216.8 05 New Substation: Huguenot SI .0.0 31.5 .0 .0 31.5 06 Rehab Circuit Breaker Houses NR .0.0 .0 11.8 .0 11.8 07 Composite Contact Rail NR .0.0 .0 14.2 .0 14.2 Element Total 01 $41.9 $.0 $263.3 $26.0 $.0 $331.2
Category Total 607 $41.9$.0 $263.3 $26.0 $.0 $331.2 TOTAL PROGRAM $41.9 $.0 $263.3$26.0 $.0 $331.2
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 182 NYCT AGENCY SUMMARY
Commitments ($ in millions)
Total AGENCY 2010 2011 2012 2013 2014 All Years
TOTAL NYCT PROGRAM $3,285.1 $2,181.9 $5,075.3$2,183.0 $804.6 $13,529.9 TOTAL SIR PROGRAM $41.9 $.0 $263.3$26.0 $.0 $331.2 TOTAL $3,327.0 $2,181.9 $5,338.6 $2,209.0 $804.6 $13,861.0
TOTAL MTA $3,327.0 $2,181.9 $5,338.6 $2,209.0 $804.6 $13,861.0 CAPITAL PROGRAM
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 183
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Proposed 2010-2014 Capital Program 184 Long Island Rail Road ROLLING STOCK L - 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 REVENUE EQUIPMENT MA M-9 Procurement - 84 cars NR .0355.9 .0 .0 .0 355.9 MB DMU Specification Development SI .02.8 .0 .0 .0 2.8 MC Work Locomotives NR .0.0 23.0 .0 .0 23.0 Element Total 01 $.0 $358.7 $23.0 $.0 $.0 $381.7
Category Total 601 $.0$358.7 $23.0 $.0 $.0 $381.7
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 185 Long Island Rail Road STATIONS L - 602 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
04 STATION AND BUILDINGS UA Repl Babylon Sta Platform Des NR.0 .0 2.1 .0 .0 2.1 UB Repl Massapequa Sta Platform NR2.0 .0 18.3 .0 .0 20.3 UC Repl Wantagh Station Platform NR2.1 19.1 .0 .0 .0 21.2 UD Kew Gardens Platform Extension SI4.5 .0 .0 .0 .0 4.5 UE ESA / GCT Support SI.0 .0 .0 .0 15.5 15.5 UF Mets/Willets Pt Sta Renovation NR6.2 .0 .0 .0 .0 6.2 UG Hunterspoint Station Renewal NR.0 2.5 .0 .0 .0 2.5 UH Elevator Replacement Program NR.5 .0 4.5 .0 .0 5.0 UJ Design New Republic Station SI.0 .0 3.5 .0 .0 3.5 UK Smart Card Improvements SI.0 2.0 8.0 .0 .0 10.0 Element Total 04 $15.3 $23.6 $36.4 $.0 $15.5 $90.8
05 PARKING U1 Intermodal Facility Developmnt SI.0 6.5 .0 58.5 .0 65.0 Element Total 05 $.0 $6.5 $.0 $58.5 $.0 $65.0
06 PENN STATION VL Penn Station HVAC NR1.1 .0 9.9 .0 .0 11.0 Element Total 06 $1.1 $.0 $9.9 $.0 $.0 $11.0
Category Total 602 $16.4$30.1 $46.3 $58.5 $15.5 $166.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 186 Long Island Rail Road TRACK L - 603 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 ANNUAL TRACK REHAB PROGRAM TA 2010 Annual Track Program NR67.9 .0 .0 .0 .0 67.9 TB 2011 Annual Track Program NR.0 67.0 .0 .0 .0 67.0 TC 2012 Annual Track Program NR.0 .0 68.0 .0 .0 68.0 TD 2013 Annual Track Program NR.0 .0 .0 68.0 .0 68.0 TE 2014 Annual Track Program NR.0 .0 .0 .0 65.5 65.5 TF Construction Equipment NR4.8 .0 1.7 .5 .0 7.0 TG Atlantic Branch 1/2 ties NR2.5 .0 37.5 .0 .0 40.0 TH Merrick/Bellmr Direct Fixation NR1.0 25.3 10.5 .0 .0 36.8 TJ ROW - Culverts NR.5 .5 .5 .5 .5 2.5 TK ROW - Drainage Control NR.7 .7 .7 .7 .7 3.5 TL ROW - Fencing SI1.6 1.6 1.6 1.6 1.6 8.0 TM ROW - Demolitions NR.0 .6 .3 .3 .3 1.5 TN ROW -Track Stability/Ret Walls NR.3 .3 .3 .3 .3 1.5 Element Total 01 $79.3 $96.0 $121.1 $71.9 $68.9 $437.2
04 OTHER TRACK IMPROVEMENTS TU Jamaica Capacity Imprvmnts Ph1 SI.0 10.0 130.0 135.0 125.0 400.0 TV Massapequa Pocket Track SI2.0 .0 17.6 .0 .0 19.6 TW Extend Great Neck Pocket Track SI.0 20.0 6.1 .0 .0 26.1 TX Second Track Farm to KO Ph1 SI.0 6.9 .0 131.0 .0 137.9 Element Total 04 $2.0 $36.9 $153.7 $266.0 $125.0 $583.6
Category Total 603 $81.3$132.9 $274.8 $337.9 $193.9 $1,020.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 187 Long Island Rail Road LINE STRUCTURES L - 604 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 BRIDGES BB Bridge Program SGR6.8 .0 10.0 11.0 11.0 38.8 BC Repl Colonial Rd Hwy Bridge SGR.0 10.0 .0 .0 .0 10.0 BD 150th St-Jamaica&Broadway / PW SGR.0 .0 26.0 .0 .0 26.0 BE Const 3 Montauk Branch Bridges SGR25.0 .0 .0 .0 .0 25.0 BF Atlantic Ave Viaduct - Ph IIb SGR6.7 60.0 .0 .0 .0 66.7 BG Bridge Painting Program SGR2.0 2.0 2.0 2.0 2.0 10.0 Element Total 01 $40.5 $72.0 $38.0 $13.0 $13.0 $176.5
02 TUNNELS BP ERT Fire and Life Safety NR20.0 .0 .0 .0 .0 20.0 Element Total 02 $20.0 $.0 $.0 $.0 $.0 $20.0
Category Total 604 $60.5$72.0 $38.0 $13.0 $13.0 $196.5
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 188 Long Island Rail Road COMMUNICATIONS AND SIGNALS L - 605 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 COMMUNICATIONS IMPROVEMENTS L1 Fiber Optic Network NR.0 10.0 10.0 .0 .0 20.0 L2 PBX-Wayside Phone Rplcmnt Ph1 NR2.1 2.1 2.1 2.1 2.1 10.5 L3 Repl Comm. Pole/Copper Plant NR1.4 1.4 1.4 1.4 1.4 7.0 L4 Radio Coverage Improvements SI.5 2.0 2.0 2.9 2.9 10.3 L6 PennSt RadioRetrfit/ERT Antenn NR1.3 5.2 .0 .0 .0 6.5 L7 Atlantic Ave Tunnel Cable Repl NR.0 1.7 1.7 1.7 .0 5.1 L8 Radio System Head End Replcmt NR.4 1.0 1.0 1.0 .9 4.3 Element Total 01 $5.7 $23.4 $18.2 $9.1 $7.3 $63.7
02 SIGNAL IMPROVEMENTS LA Positive Train Control (PTC) SI29.3 70.7 .0 .0 .0 100.0 LB Signal Normal Replacement Prog NR5.0 5.0 5.0 5.0 5.0 25.0 LC Babylon Interlocking Renewal NR7.7 14.7 54.1 .0 .0 76.5 LD Supervisory Control & RTU NR1.9 1.9 1.9 1.8 1.8 9.3 LE Centralized Train Control SI10.0 12.2 4.1 13.7 .0 40.0 Element Total 02 $53.9 $104.5 $65.1 $20.5 $6.8 $250.8
Category Total 605 $59.6$127.9 $83.3 $29.6 $14.1 $314.5
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 189 Long Island Rail Road SHOPS AND YARDS L - 606 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 SHOPS AND YARDS YA Shop Reconfig & LCM Infrastr NR10.4 .0 .0 .0 .0 10.4 YB Hillside Facility Roof Renewal NR.0 6.0 .0 .0 .0 6.0 YC Hillside Maintenance Facility NR.0 .0 6.0 .0 .0 6.0 YD HMC Car Shop Coil Door Upgrade NR.0 2.5 .0 .0 .0 2.5 YE Diesel Locomotive Shop Upgrade NR.0 .0 80.7 .0 .0 80.7 YJ Port Jeff Fuel Capacity Incr SI.9 .0 8.4 .0 .0 9.3 YK Montauk Yard Improvements SI.0 .8 .0 7.6 .0 8.4 YL Port Washington Yard Reconfig SI1.5 1.5 9.1 .0 .0 12.1 YM NewHuntingtn/PtJeff ElectrYard SI.0 .0 10.5 .0 75.0 85.5 YN New Mid Suffolk Electric Yard SI.0 2.0 5.9 .0 71.3 79.2 Element Total 01 $12.8 $12.8 $120.6 $7.6 $146.3 $300.1
04 EMPLOYEE FACILITIES YT Employee Facilities Renewal NR.0 6.0 3.0 3.0 3.0 15.0 Element Total 04 $.0 $6.0 $3.0 $3.0 $3.0 $15.0
Category Total 606 $12.8$18.8 $123.6 $10.6 $149.3 $315.1
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 190 Long Island Rail Road POWER L - 607 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 POWER AA Substation Replacements NR10.0 25.0 85.0 .0 .0 120.0 AB Substation Battery Replacement NR.8 .0 .0 .0 .0 .8 AC Signal PowerMotorGeneratorRepl NR.2 1.8 .0 .0 .0 2.0 AD Substa Pilot Wire & Relay Repl NR2.0 .0 .0 .0 .0 2.0 AE 3rd Rail - 2000 MCM Cable NR2.5 .0 .0 .0 .0 2.5 AF 3rd Rail - Disconnect Switches NR1.0 .0 .0 .0 .0 1.0 AG 3rd Rail - Protection Board NR3.2 2.0 2.0 2.0 .0 9.2 AH 3rd Rail - Aluminum Rail NR5.6 .0 5.3 .0 .0 10.9 AJ Atlantic Ave Tunnel Lighting NR.0 .0 .7 .0 6.3 7.0 AK Signal Power Line Replacement NR2.0 1.0 .0 .0 .0 3.0 AL Power Pole Line Replacement NR3.0 .0 .0 .0 .0 3.0 AM New Substations SI.0 .0 5.0 17.1 .0 22.1 AN 3rd Rail Feeder Cable Upgrade NR1.5 1.0 .0 .0 .0 2.5 AP Negative Reactor Upgrade NR2.0 2.0 .0 .0 .0 4.0 Element Total 01 $33.8 $32.8 $98.0 $19.1 $6.3 $190.0
Category Total 607 $33.8$32.8 $98.0 $19.1 $6.3 $190.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 191 Long Island Rail Road MISCELLANEOUS L - 609 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
04 MISCELLANEOUS N3 Chlordane Remed-20 Substations NR.0 .0 .8 7.7 .0 8.5 N4 Yaphank Landfill Remediation NR.9 8.2 .0 .0 .0 9.1 N5 Pt Jeff Yard Fuel RemedSupport NR.3 2.1 .0 .0 .0 2.4 N6 Smithtown Viaduct Remediation NR.0 .0 .3 2.9 .0 3.2 NA Program Administration25.6 26.4 27.2 28.3 28.3 135.8 NB Program Development.0 .0 5.5 1.4 1.4 8.3 NC Insurance .2.2 .2 .2 .2 1.0 ND Independent Engineer.9 .9 .9 .8 .8 4.3 Element Total 04 $27.9 $37.8 $34.9 $41.3 $30.7 $172.6
Category Total 609 $27.9$37.8 $34.9 $41.3 $30.7 $172.6 TOTAL PROGRAM $292.3 $811.0 $721.9$510.0 $422.8 $2,758.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 192 Metro-North Railroad ROLLING STOCK M- 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 REVENUE EQUIPMENT 01 M-4 Critical Systems Repl NR13.8 .0 .0 .0 .0 13.8 02 M-6 Critical Systems Repl NR8.8 .0 13.6 .0 .0 22.4 03 EMU Replacement - 30 cars NR74.3 .0 25.7 .0 .0 100.0 04 M-8 NHL Purchase - 300/42 NR225.0 .0 .0 .0 .0 225.0 Element Total 01 $321.9 $.0 $39.3 $.0 $.0 $361.2
02 MISCELLANEOUS 01 Shuttle/Switcher Locomotives NR.0 .0 13.1 .0 .0 13.1 02 Rolling Stock Retrofit-Signals NR10.0 .0 .0 .0 .0 10.0 Element Total 02 $10.0 $.0 $13.1 $.0 $.0 $23.1
Category Total 601 $331.9$.0 $52.4 $.0 $.0 $384.3
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 193 Metro-North Railroad STATIONS M- 602 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 GRAND CENTRAL TERMINAL 01 GCT Trainshed/Tunnel Structure NR7.7 .8 22.7 4.2 1.1 36.5 02 Park Ave Tunnel Renewal NR.0 .0 7.5 .0 .0 7.5 03 GCT/Park Avenue Exp. Joints NR.0 .0 2.0 .0 .0 2.0 04 GCT Trainshed Track Structure NR.0 .0 3.0 .0 .0 3.0 05 GCT Leaks Remediation - D/C SGR.0 .0 13.0 .0 .0 13.0 06 GCT Elevator Renewal Ph.4 NR1.5 .0 6.0 .0 .0 7.5 07 GCT Platform Improvements NR.0 .0 3.0 .0 .0 3.0 08 GCT Water Conveyance Systems NR.0 2.0 25.4 .0 .0 27.4 09 Customer Communications - GCT NR.0 1.0 3.5 .0 .0 4.5 10 GCT Recycling Facility SI.0 .0 .0 .0 7.5 7.5 Element Total 01 $9.2 $3.8 $86.1 $4.2 $8.6 $111.9
02 OUTLYING STATIONS 01 Poughkeepsie Station Building NR.0 1.0 6.5 .0 .0 7.5 02 Fordham Station Improvements NR.0 13.0 .0 .0 .0 13.0 03 Harlem Line Station Renewal NR.0 3.0 30.8 .0 .0 33.8 04 Station Bldg Renewal/Net Lease NR1.0 .0 9.0 .0 .0 10.0 06 New Haven Line Stations-Ph II NR.0 .0 34.9 .0 .0 34.9 07 Smart Card Improvements SI2.6 .0 7.6 .0 .0 10.2 08 Station Communications Infra NR6.3 .0 17.8 .0 .0 24.0 Element Total 02 $9.9 $17.0 $106.5 $.0 $.0 $133.3
03 PARKING 01 Parking Renewal SGR.0 .0 3.0 .0 .0 3.0 02 Strategic Facilities SI2.6 5.1 5.6 27.6 4.1 45.0 Element Total 03 $2.6 $5.1 $8.6 $27.6 $4.1 $48.0
Category Total 602 $21.7$25.9 $201.2 $31.8 $12.7 $293.3
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 194 Metro-North Railroad TRACK AND STRUCTURES M- 603 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 TRACK 01 Cyclical Track Program NR13.0 13.0 13.0 13.6 14.3 66.9 02 Turnouts: Mainline/High Speed NR12.0 21.4 13.6 10.0 14.0 71.0 03 GCT T.O./Switch Renewal NR2.8 1.2 4.0 2.8 2.9 13.6 04 Turnouts: Yards/Sidings NR1.4 .8 1.6 .8 .8 5.4 05 M of W Equipment/Rolling Stock NR2.0 2.0 2.0 2.0 2.0 10.0 06 Cyclical Repl. Insulated Joint NR1.0 1.0 1.0 1.0 1.0 5.0 07 Rock Slope Remediation SGR2.0 .0 5.0 .0 .0 7.0 08 Drainage and Undercutting NR.0 .0 10.0 .0 .0 10.0 09 Rebuild Retaining Walls NR1.5 .0 3.5 .0 .0 5.0 Element Total 01 $35.7 $39.5 $53.7 $30.1 $35.0 $193.9
02 STRUCTURES 01 Replace Timbers Undergrade Br. NR.9 .5 1.0 .7 .7 3.7 02 Renew Culverts/Railtop Culvert NR1.2 .6 .6 .6 .6 3.6 03 Right-of-Way Fencing NR.5 .5 .5 .3 .3 2.0 04 DC Substation/Signal House NR.5 .5 .5 .5 .5 2.5 05 Bridge Walkways Installation NR.7 .4 .4 .5 .5 2.5 06 Remove Obsolete Facilities NR.5 .5 .6 .7 .7 3.0 07 Specialized Structures Equip. NR.9 .0 .0 .0 .0 .9 08 Replace Sidewalk Canopies NR.2 .1 .1 .1 .1 .6 09 Employee Welfare & Storage Fac NR2.0 2.0 2.5 2.5 1.0 10.0 10 Replace/Repair Undergrade Br. SGR3.2 5.8 11.2 15.0 2.3 37.5 11 Harlem River Lift Bridge Cable NR.7 .2 9.2 .2 .2 10.5 12 Overhead Bridge Program-E of H SGR.9 2.0 4.5 2.7 7.0 17.1 13 Catenary Painting/Rehab Cat St NR.5 .0 3.5 .0 .0 4.0 14 Park Ave Via. Direct Fixation NR.0 .0 1.8 .0 .0 1.8 15 Beacon Line Undergrade Bridge NR.0 .0 2.0 .0 .0 2.0 Element Total 02 $12.7 $13.1 $38.4 $23.7 $13.9 $101.8
03 WEST OF HUDSON INFRASTRUCTURE 01 West of Hudson Track Program NR4.2 4.2 4.3 4.0 4.5 21.2 02 West of Hudson Improvements NR.8 .8 .8 .8 .8 3.8 03 Moodna/Woodbury Viaduct SGR6.5 .0 3.5 .0 .0 10.0 04 Otisville Tunnel Renewal SGR.0 .0 3.0 .0 .0 3.0 05 WoH Replace/Renew Undergr. Br. SGR1.4 1.0 2.0 5.2 2.4 11.9 Element Total 03 $12.8 $6.0 $13.6 $9.9 $7.7 $49.9
Category Total 603 $61.2$58.5 $105.7 $63.7 $56.6 $345.6
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 195 Metro-North Railroad COMMUNICATIONS AND SIGNALS M- 604 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 COMMUNICATIONS AND SIGNALS 01 Signal System Improvements NR10.0 40.0 .0 .0 .0 50.0 02 Replace Fiber/C&S Cables NR1.0 .0 3.9 3.9 .0 8.8 03 Replace Field Code System - MO NR.4 .5 .5 .4 .0 1.8 04 Crossing Upgrades - Phase 2 NR1.0 1.0 .0 .0 .0 2.0 05 CTC/SCADA Intrusion Testing NR.4 .0 .4 .0 .0 .7 06 Refurb/Replace Elec. Sw Machin NR.2 .1 .3 .2 .2 1.0 07 Design/Replace Track Relay H&H NR.4 .2 .2 .2 .2 1.2 08 Replace High Cycle Relays NR.3 .3 .3 .3 .3 1.3 09 C&S Maint. Management System NR.4 .5 .0 .0 .0 .9 10 PBX Replace/Upgrade NR.4 1.1 1.5 .0 .0 2.9 11 Mobile/Portable Radios NR.0 .0 .2 .2 .0 .4 12 Rolling Stock Radios & PA's NR.0 .1 .3 .2 .0 .5 13 Radio Base Station Replacement NR.5 1.0 .0 .0 .0 1.5 14 Repl Field PA/StationConnectiv SI.5 .0 30.2 .0 .0 30.7 15 Train Indication Infrastructur NR.0 .0 18.6 .0 .0 18.6 16 Radio Freq Rebanding (incl CT) NR.7 2.2 2.2 .0 .0 5.0 17 Upper Hudson Improvements SI12.5 .0 .0 .0 .0 12.5 Element Total 01 $28.5 $46.9 $58.4 $5.2 $.7 $139.7
Category Total 604 $28.5$46.9 $58.4 $5.2 $.7 $139.7
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 196 Metro-North Railroad POWER M- 605 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 POWER 01 Substation Bridge 23 - Const NR36.0 .0 .0 .0 .0 36.0 02 Renewal H&H Substations -Const NR3.0 3.0 3.0 3.0 3.0 15.0 03 H & H Lines Power Improvements SGR22.0 4.6 .4 14.7 .0 41.6 04 Replace Motor Alternators NR.0 .0 5.0 .0 .0 5.0 05 Replace Substation Batteries NR.2 .2 .2 .2 .2 1.0 06 Park Ave Tunnel&Viaduct Alarm NR.0 .0 7.5 .0 .0 7.5 07 Repl HRLB Breaker Hses/Cntrls NR13.6 .0 .0 .0 .0 13.6 08 Repl 3rd Rail Sec Switches NR1.2 1.2 1.2 1.2 1.2 6.0 09 Repl 3rd RailBrackets-PATunnel NR.3 .3 .3 .3 .3 1.3 Element Total 01 $76.3 $9.3 $17.5 $19.3 $4.7 $127.0
Category Total 605 $76.3$9.3 $17.5 $19.3 $4.7 $127.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 197 Metro-North Railroad SHOPS AND YARDS M- 606 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 SHOPS AND YARDS 01 Harmon Shop - Phase IV Const. SGR36.0 4.3 373.2 .0 .0 413.5 02 Wassaic Yard Expansion - D/C SI.0 .0 3.0 .0 .0 3.0 03 Other Shops/Yards Renewal NR.0 .0 10.5 14.5 .0 25.0 04 Port Jervis Yard Expansion SI7.3 .0 .0 .0 .0 7.3 Element Total 01 $43.3 $4.3 $386.7 $14.5 $.0 $448.8
Category Total 606 $43.3$4.3 $386.7 $14.5 $.0 $448.8
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 198 Metro-North Railroad MISCELLANEOUS M- 608 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MISCELLANEOUS 01 Systemwide Lead/Asb Abatement SGR1.0 .0 2.0 1.0 1.0 5.0 02 Environmental Remediation SGR.4 .0 .8 .4 .4 2.0 03 Railroad Protective Liability.8 .8 .8 .8 .9 4.2 04 Independent Engineer1.5 1.5 1.5 1.5 1.6 7.7 05 Program Administration8.0 8.5 9.0 9.5 10.0 45.0 06 Program Scope Development2.3 2.3 2.3 2.3 2.3 11.6 07 OCIP .0.0 19.9 .0 .0 19.9 08 SystemwideSecurity Initiatives SI.0 .6 4.4 .0 .0 5.0 Element Total 01 $14.1 $13.8 $40.8 $15.6 $16.2 $100.3
Category Total 608 $14.1$13.8 $40.8 $15.6 $16.2 $100.3 TOTAL PROGRAM $576.9 $158.7 $862.6$150.1 $90.8 $1,839.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 199
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Proposed 2010-2014 Capital Program 200 CRR AGENCY SUMMARY
Commitments ($ in millions)
Total AGENCY 2010 2011 2012 2013 2014 All Years
TOTAL LIRR PROGRAM $292.3 $811.0 $721.9$510.0 $422.8 $2,758.0 TOTAL MNR PROGRAM $576.9 $158.7 $862.6$150.1 $90.8 $1,839.0 TOTAL $869.2 $969.7 $1,584.5 $660.1 $513.6 $4,597.0
TOTAL MTA $869.2 $969.7 $1,584.5 $660.1 $513.6 $4,597.0 CAPITAL PROGRAM
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 201
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Proposed 2010-2014 Capital Program 202 MTA Bus Company BUS COMPANY PROJECTS U - 603 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
02 BUS COMPANY PROJECTS 01 Program Administration .04.1 4.3 4.4 4.6 17.4 02 Design/Construction Mgmt .04.1 4.3 4.4 4.6 17.4 04 Security Improvements SI .06.1 .0 6.1 .0 12.2 05 Depot Equipment SGR .03.3 5.0 3.3 3.4 15.0 06 Service Vehicles SGR .0.0 .0 4.6 .0 4.6 07 New Elevator CP SGR .0.0 .0 2.2 .0 2.2 08 New Apron JFK SGR .06.5 .0 .0 .0 6.5 09 Renewable Energy-Green Roof FR SI .0.0 .0 2.4 .0 2.4 10 5 New Bus Washers SC CP SGR .0.0 .0 .0 6.5 6.5 11 New HVAC SC CP SGR .0.0 .0 .0 6.5 6.5 12 CNG Upgrade/Conversion SC CP SGR .0.0 .0 5.0 .0 5.0 13 Depot Mods for Artics BP JFK SGR .0.0 6.1 .0 .0 6.1 14 Storeroom Expansion: Var Locs SGR .0.0 .0 3.0 .0 3.0 15 83 Standard Buses 2010 NR 50.9.0 .0 .0 .0 50.9 16 64 Standard Buses 2011 NR .046.3 .0 .0 .0 46.3 17 34 Standard Buses 2012 NR .0.0 25.9 .0 .0 25.9 18 37 Express Buses 2012 NR .0.0 23.6 .0 .0 23.6 19 72 Artics 2012 NR .0.0 65.5 .0 .0 65.5 20 Real Time Customer Information SI .08.0 .0 .0 .0 8.0 Element Total 02 $50.9 $78.4 $134.6 $35.5 $25.6 $325.0
Category Total 603 $50.9 $78.4 $134.6$35.5 $25.6 $325.0 TOTAL PROGRAM $50.9 $78.4 $134.6$35.5 $25.6 $325.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 203
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Proposed 2010-2014 Capital Program 204 CORE AGENCY SUMMARY
Commitments ($ in millions)
Total AGENCY 2010 2011 2012 2013 2014 2015 All Years
TOTAL NYCT PROGRAM $3,285.1 $2,181.9 $5,075.3 $2,183.0 $804.6$0.0 $13,529.9
TOTAL SIR PROGRAM $41.9 $.0 $263.3 $26.0 $.0$0.0 $331.2
TOTAL $3,327.0 $2,181.9 $5,338.6 $2,209.0 $804.6 $0.0 $13,861.0
TOTAL LIRR PROGRAM $292.3 $811.0 $721.9 $510.0 $422.8$0.0 $2,758.0
TOTAL MNR PROGRAM $576.9 $158.7 $862.6 $150.1 $90.8$0.0 $1,839.0
TOTAL $869.2 $969.7 $1,584.5 $660.1 $513.6 $0.0 $4,597.0
TOTAL BUS PROGRAM $50.9 $78.4 $134.6 $35.5 $25.6$0.0 $325.0
TOTAL $50.9 $78.4 $134.6 $35.5 $25.6 $0.0 $325.0
TOTAL MTA $4,247.0 $3,229.9 $7,057.7 $2,904.6 $1,343.7$0.0 $18,783.0 CAPITAL PROGRAM
* Represents values less than $50,000 205 Proposed 2010-2014 Capital Program
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Proposed 2010-2014 Capital Program 206 Security and Safety MTA-WIDE SECURITY AND SAFETY E - 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MTA-WIDE SECURITY AND SAFETY 01 Capital Security Reserve SI50.0 50.0 50.0 50.0 50.0 250.0 02 Capital Safety Reserve SI152.0 248.0 .0 .0 .0 400.0 Element Total 01 $202.0 $298.0 $50.0 $50.0 $50.0 $650.0
Category Total 601 $202.0 $298.0 $50.0$50.0 $50.0 $650.0 TOTAL PROGRAM $202.0 $298.0 $50.0$50.0 $50.0 $650.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 207
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Proposed 2010-2014 Capital Program 208 MTA Interagency MTA POLICE DEPARTMENT N - 610 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MTA PD PROJECTS 02 Staten Island District Office NR.0 .0 12.0 .0 .0 12.0 03 Nassau County District Office NR13.0 .0 .0 .0 .0 13.0 04 Public Safety Radio - Phase 2 SI.0 .0 60.0 .0 .0 60.0 Element Total 01 $13.0 $.0 $72.0 $.0 $.0 $85.0
Category Total 610 $13.0 $.0 $72.0$.0 $.0 $85.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 209
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Proposed 2010-2014 Capital Program 210 MTA Interagency MTA BSC / FACILITIES REHAB N - 611 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MTA BSC / FACILITIES REHAB 01 MTA Business Service Center SI29.8 .0 45.2 .0 .0 75.0 02 Jay Street Building Rehab NR73.6 .0 110.4 .0 .0 184.0 Element Total 01 $103.4 $.0 $155.6 $.0 $.0 $259.0
Category Total 611 $103.4 $.0 $155.6$.0 $.0 $259.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 211
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Proposed 2010-2014 Capital Program 212 MTA Interagency MTA PLANNING N - 612 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MTA PLANNING INITIATIVES 01 Core Planning Support SI2.6 2.6 2.6 2.6 2.6 13.0 02 Corridor Planning Support SI2.6 2.6 2.6 2.6 2.6 13.0 03 Tappan Zee Bridge Rail Study SI6.0 6.0 6.0 6.0 6.0 30.0 Element Total 01 $11.2 $11.2 $11.2 $11.2 $11.2 $56.0
Category Total 612 $11.2 $11.2 $11.2$11.2 $11.2 $56.0 TOTAL PROGRAM $127.6 $11.2 $238.8$11.2 $11.2 $400.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 213
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Proposed 2010-2014 Capital Program 214 Capital Construction Company EAST SIDE ACCESS G - 609 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 EAST SIDE ACCESS 01 Program Management NE .07.0 9.0 7.5 14.7 38.2 02 Engineering NE .0.0 33.6 .0 .0 33.6 03 MTA Management NE .07.0 9.5 8.7 22.7 47.9 04 Force Account Support NE .0.0 5.4 .0 .0 5.4 05 Manh Structures 1-MNR ForcAcct NE .08.6 7.7 .0 .0 16.3 06 Track & 3rd Rail NE 28.5.0 86.7 .0 .0 115.2 07 Communication & Controls NE .050.0 93.3 .0 .0 143.3 08 Tunnel Vent & Facility Power NE .050.0 162.4 .0 .0 212.4 09 Traction Power NE .040.0 19.6 .0 .0 59.6 10 Signals NE .0.0 114.9 .0 .0 114.9 11 OCIP NE 15.015.0 15.0 13.7 .0 58.7 12 55th St. Ventilation Facility NE 73.4.0 .0 .0 .0 73.4 13 Construction Management NE 14.837.2 49.5 34.5 62.4 198.3 14 GCT Concrse&Facilities NE .0235.2 .0 .0 .0 235.2 15 Vertical Circulation Elements NE 20.043.9 40.0 .0 .0 103.9 16 General Conditions NE .06.0 .0 7.0 2.4 15.4 17 Manh Structures 2 NE 10.090.8 336.2 .0 .0 437.1 18 Harold Interlocking ForceAcct NE 28.238.6 52.8 33.5 41.3 194.5 19 Harold Misroute (TCA) NE .0.0 13.2 .0 .0 13.2 20 Plaza Substation & Structures NE 244.9.0 .0 .0 .0 244.9 21 Mid-Day Storage Yard Facility NE .0.0 182.0 .0 .0 182.0 22 Harold Structures - Part 2A NE .0.0 12.2 .0 .0 12.2 23 Harold Structures - Part 3A NE 72.0.0 .0 .0 .0 72.0 24 Harold Structures - Part 3B NE .0.0 36.2 .0 .0 36.2 25 Amtrak Access & Protection NE .05.1 3.0 .6 4.4 13.0 26 LIRR Access & Protection NE .06.9 3.9 .7 13.7 25.2 27 System Testing & Commissioning NE .0.0 50.0 .0 .0 50.0 28 Rolling Stock Procurement NE .0.0 202.0 .0 .0 202.0 Element Total 01 $506.9 $641.3 $1,538.2 $106.2 $161.5 $2,954.0
Category Total 609 $506.9 $641.3 $1,538.2$106.2 $161.5 $2,954.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 215 Capital Construction Company FULL LENGTH SECOND AVE SUBWAY G - 610 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 FULL LENGTH SECOND AVE SUBWAY 01 2B/C: Shell/Finishes/MEP 96 St NE.0 256.2 198.7 .0 .0 454.9 02 4C: Station Finishes/MEP 72 St NE.0 .0 289.8 .0 .0 289.8 03 5B: Mining/Lining 86 St NE.0 270.1 .0 .0 .0 270.1 04 5C: Station Finishes/MEP 86 St NE.0 .0 .0 290.0 .0 290.0 05 6: Power Signal MEP Comm Track NE.0 .0 104.0 .0 .0 104.0 97 OCIP NE.0 .0 5.0 5.0 8.0 18.0 98 Real Estate NE.0 6.0 5.8 .0 .0 11.8 99 Reserve NE.0 13.0 35.5 .0 .0 48.5 Element Total 01 $.0 $545.3 $638.8 $295.0 $8.0 $1,487.1
Category Total 610 $.0 $545.3 $638.8$295.0 $8.0 $1,487.1
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 216 Capital Construction Company REGIONAL INVESTMENTS G - 614 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 REGIONAL INVESTMENTS 01 WBBP & EBRR F/A Connections NE6.8 5.1 18.4 12.0 7.8 50.1 02 Sunnyside Station NE.5 .5 .0 .0 .0 1.1 03 W. Bnd By-Pass/E. Bnd Re-Rte NE167.9 .0 88.6 .0 .0 256.5 04 Loop Interlocking NE.0 .0 33.6 .0 .0 33.6 05 Amtrak Buildings NE9.7 .0 .0 .0 .0 9.7 06 Rolling Stock Procurement NE.0 .0 50.0 .0 .0 50.0 Element Total 01 $184.9 $5.6 $190.7 $12.0 $7.8 $401.0
Category Total 614 $184.9 $5.6 $190.7$12.0 $7.8 $401.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 217 Capital Construction Company ESA RS / LIABILITY RESERVE G - 615 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 ESA RS / LIABILITY RESERVE 01 Rolling Stock Reserve NE.0 .0 463.0 .0 .0 463.0 02 Liability Reserve NE46.8 46.8 46.8 46.8 46.8 234.0 Element Total 01 $46.8 $46.8 $509.8 $46.8 $46.8 $697.0
Category Total 615 $46.8 $46.8 $509.8$46.8 $46.8 $697.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 218 Capital Construction Company MISCELLANEOUS G - 616 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
01 MISCELLANEOUS 01 Misc Engineering/Prog Support NE40.0 40.0 40.0 40.0 40.0 200.0 Element Total 01 $40.0 $40.0 $40.0 $40.0 $40.0 $200.0
Category Total 616 $40.0 $40.0 $40.0$40.0 $40.0 $200.0 TOTAL PROGRAM $778.6 $1,279.0 $2,917.5$500.0 $264.1 $5,739.2
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 219
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Proposed 2010-2014 Capital Program 220 Bridges and Tunnels Structures D - 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
AW Agency-Wide 98 TunnelVulnerability: BBT & QMT NR 3.1.0 .0 .0 .0 3.1 Element Total AW $3.1 $.0 $.0 $.0 $.0 $3.1
BB Brooklyn-Battery Tunnel 56 Misc. Tunnel Ceiling Repairs NR .0.0 .0 .6 15.7 16.3 Element Total BB $.0 $.0 $.0 $.6 $15.7 $16.3
BW Bronx-Whitestone Bridge 07 Tower Pier & Fender Protection NR 1.31.3 6.6 .0 .0 9.2 14 Misc Structural Rehabilitation NR .02.2 .0 11.4 .0 13.6 84 Cable Investigation/Monitoring NR .02.9 7.1 .0 .0 10.0 Element Total BW $1.3 $6.4 $13.7 $11.4 $.0 $32.8
CB Cross-Bay Bridge 09 Substructure & Underwater Work NR 35.5.0 .0 .0 .0 35.5 Element Total CB $35.5 $.0 $.0 $.0 $.0 $35.5
HH Henry Hudson Bridge 81 Repl Lower Lvl South Approach NR 8.2.0 .0 .0 .0 8.2 Element Total HH $8.2 $.0 $.0 $.0 $.0 $8.2
MP Marine Parkway Bridge 06 Substr&Underwater/ScourProtect NR 2.4.0 13.6 .0 .0 16.0 16 Miscellaneous Steel Repairs NR .0.0 1.3 .0 .0 1.3 Element Total MP $2.4 $.0 $15.0 $.0 $.0 $17.4
QM Queens Midtown Tunnel 18 Entr&Exit Plazas Struct Rehab NR .02.9 .0 .0 17.0 19.9 40 Tunnel Wall & Ceiling Repairs NR .010.2 .0 .0 18.5 28.7 Element Total QM $.0 $13.1 $.0 $.0 $35.5 $48.6
RK Robert F. Kennedy Bridge 23 Misc Rehab-Manh Approach Ramps NR 3.2.0 31.2 .0 .0 34.4 Element Total RK $3.2 $.0 $31.2 $.0 $.0 $34.4
TN Throgs Neck Bridge 52 Miscellaneous Structural Rehab NR 5.1.0 .0 7.1 .0 12.3 60 Anchorage Dehumidification NR .0.5 2.6 .0 .0 3.1 85 Suspended Span Deck Repair NR 48.0.0 .0 .0 .0 48.0 Element Total TN $53.1 $.5 $2.6 $7.1 $.0 $63.3
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 221 Bridges and Tunnels Structures D - 601 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
VN Verrazano-Narrows Bridge 34 VNB Main Cable Testing NR.0 .0 .0 .0 5.2 5.2 35 Steel Repair & Concrete Rehab NR.0 19.1 .0 .0 .0 19.1 36 Tower/Suspended Span Seismic NR.0 .0 .0 4.7 .0 4.7 Element Total VN $.0 $19.1 $.0 $4.7 $5.2 $29.0
Category Total 601 $106.9 $39.1 $62.4$23.8 $56.4 $288.6
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 222 Bridges and Tunnels Roadways and Deck D - 602 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
BB Brooklyn-Battery Tunnel 28 RehabTunnel Walls / Drainage NR.0 .7 3.8 1.5 55.8 61.8 54 Repl BrooklynPlaza Struct Slab NR.0 .0 2.1 19.2 .0 21.4 Element Total BB $.0 $.7 $6.0 $20.7 $55.8 $83.2
BW Bronx-Whitestone Bridge 89 Deck Repl Elev&OnGradeApproach NR8.0 22.4 261.8 .0 .0 292.2 Element Total BW $8.0 $22.4 $261.8 $.0 $.0 $292.2
CB Cross-Bay Bridge 19 Ped Sidewalk/BikePath Imprvmts SI.0 1.0 .0 .0 .0 1.0 Element Total CB $.0 $1.0 $.0 $.0 $.0 $1.0
HH Henry Hudson Bridge 10 UpperLvl Sidewlk/CurbStringers NR42.9 .0 .0 .0 .0 42.9 Element Total HH $42.9 $.0 $.0 $.0 $.0 $42.9
MP Marine Parkway Bridge 21 Rehab Rockaway Pt Overpass NR1.2 5.4 .0 .0 .0 6.6 Element Total MP $1.2 $5.4 $.0 $.0 $.0 $6.6
RK Robert F. Kennedy Bridge 65 DeckRepl:Brx/ManhRampsTollPlza NR47.7 .0 510.6 .0 .0 558.2 74 Replace T-48 Wearing Surface NR2.6 .0 30.9 .0 .0 33.5 75 Manh Toll Plaza Rehab /Repairs NR6.9 39.5 .0 .0 .0 46.4 Element Total RK $57.2 $39.5 $541.4 $.0 $.0 $638.1
TN Throgs Neck Bridge 49 SeismicRetrofit/Repl Susp Span NR11.3 .0 85.5 .0 .0 96.7 82 Rehab Orthotropic Deck Phase B NR52.6 .0 .0 .0 .0 52.6 Element Total TN $63.9 $.0 $85.5 $.0 $.0 $149.3
VN Verrazano-Narrows Bridge 03 Toll Plaza E & W Bound Ramps NR104.7 5.0 3.0 .0 .0 112.7 80 Rehab Upper Lvl Suspended Span NR412.4 .0 .0 .0 .0 412.4 84 Widening of Belt Parkway Ramps NR12.0 .0 .0 .0 .0 12.0 Element Total VN $529.1 $5.0 $3.0 $.0 $.0 $537.1
Category Total 602 $702.2 $73.9 $897.7$20.7 $55.8 $1,750.4
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 223 Bridges and Tunnels Toll Plazas D - 603 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
AW Agency-Wide 35 Weather Information Systems SI.0 .2 .8 .0 .0 1.0 36 Installation of CCTV/Fiber Opt NR.9 11.3 .0 .0 .0 12.2 42 Wireless Communications SI.0 .4 .0 1.9 .0 2.3 47 Digital Video Surveillance Sys NR1.3 .0 .0 .0 .0 1.3 48 2nd Generation E-ZPass In-Lane SI.0 1.3 11.9 11.8 .0 25.0 52 Adv Traffic Detection/Mgt Sys SI.0 1.1 3.5 .0 .0 4.6 53 Weigh In Motion Systems SI1.8 11.9 .0 .0 .0 13.7 54 Regional Integration SI.0 2.9 .0 .0 .0 2.9 57 Advanced Traffic Mgt Systems SI.0 .7 .0 2.8 .0 3.5 62 Smart Card Development SI.0 .0 2.0 .0 .0 2.0 Element Total AW $3.9 $29.9 $18.2 $16.4 $.0 $68.5
BW Bronx-Whitestone Bridge 12 New Toll Plaza SI.0 3.0 .0 .0 .0 3.0 Element Total BW $.0 $3.0 $.0 $.0 $.0 $3.0
HH Henry Hudson Bridge 85 Upper Level Toll Plaza Deck NR.0 45.0 .0 .0 .0 45.0 Element Total HH $.0 $45.0 $.0 $.0 $.0 $45.0
Category Total 603 $3.9 $77.9 $18.2$16.4 $.0 $116.5
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 224 Bridges and Tunnels Utilities D - 604 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
AW Agency-Wide 80 Advanced Traveler Info Systems SI.0 2.2 .0 17.9 .0 20.1 Element Total AW $.0 $2.2 $.0 $17.9 $.0 $20.1
BB Brooklyn-Battery Tunnel 45 Tunnel Ventilation Sys Rehab NR62.3 .0 .0 .0 .0 62.3 Element Total BB $62.3 $.0 $.0 $.0 $.0 $62.3
BW Bronx-Whitestone Bridge 15 Necklace Lighting NR1.3 .0 9.5 .0 .0 10.8 Element Total BW $1.3 $.0 $9.5 $.0 $.0 $10.8
MP Marine Parkway Bridge 03 PLC and Mechanical Rehab NR.0 1.5 .0 7.9 .0 9.5 Element Total MP $.0 $1.5 $.0 $7.9 $.0 $9.5
QM Queens Midtown Tunnel 30 TunnelVent Bldg Electr Upgrade NR.0 1.8 57.6 .0 .0 59.5 81 Controls/Communication System NR.0 .0 4.4 .0 .0 4.4 Element Total QM $.0 $1.8 $62.0 $.0 $.0 $63.8
VN Verrazano-Narrows Bridge 82 Substation #1 Rehabilitation NR.0 15.1 .0 .0 .0 15.1 Element Total VN $.0 $15.1 $.0 $.0 $.0 $15.1
Category Total 604 $63.6 $20.7 $71.5$25.8 $.0 $181.6
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 225 Bridges and Tunnels Buildings and Sites D - 605 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
AW Agency-Wide 12 Hazardous Material Abatement NR1.0 1.9 1.9 1.9 1.9 8.7 Element Total AW $1.0 $1.9 $1.9 $1.9 $1.9 $8.7
BB Brooklyn-Battery Tunnel 21 Service Bldg Rehab & Expansion NR.5 1.3 .0 2.3 8.4 12.6 Element Total BB $.5 $1.3 $.0 $2.3 $8.4 $12.6
RK Robert F. Kennedy Bridge 34 New Service Building (SWSB) NR9.9 94.3 .0 .0 .0 104.2 Element Total RK $9.9 $94.3 $.0 $.0 $.0 $104.2
VN Verrazano-Narrows Bridge 01 Rehab/ Expand Service Building NR1.5 .0 .0 .0 5.7 7.2 Element Total VN $1.5 $.0 $.0 $.0 $5.7 $7.2
Category Total 605 $12.9 $97.4 $1.9$4.2 $16.0 $132.5
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 226 Bridges and Tunnels Miscellaneous D - 606 Commitments ($ in millions)
ELEMENT Needs Total DESCRIPTION/PROJECT Code 2010 2011 2012 2013 2014 All Years
AW Agency-Wide 15 MTA Independent Engineer.6 .6 .6 .6 1.4 3.9 18 Protective Liability Insurance.8 .8 .8 .8 .8 3.9 21 Program Administration2.9 2.9 2.9 2.9 2.9 14.3 22 Miscellaneous.6 .6 .6 .6 .6 3.1 28 Scope Development2.0 .9 .9 1.0 1.0 6.0 85 Traffic Enforcement Support7.3 .0 .0 .0 .0 7.3 Element Total AW $14.1 $5.8 $5.8 $5.9 $6.7 $38.3
Category Total 606 $14.1 $5.8 $5.8$5.9 $6.7 $38.3 TOTAL PROGRAM $903.6 $314.9 $1,057.6$97.0 $134.9 $2,508.0
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 227
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Proposed 2010-2014 Capital Program 228 ALL AGENCY SUMMARY
Commitments ($ in millions)
Total AGENCY 2010 2011 2012 2013 2014 All Years
Total New York City Transit $3,327.0 $2,181.9 $5,338.6 $2,209.0 $804.6 $13,861.0
Total Long Island Rail Road $292.3 $811.0 $721.9 $510.0 $422.8 $2,758.0
Total Metro-North Railroad $576.9 $158.7 $862.6 $150.1 $90.8 $1,839.0
Total MTA Bus Company $50.9 $78.4 $134.6 $35.5 $25.6 $325.0
Core Sutotal $4,247.0 $3,229.9 $7,057.7 $2,904.6 $1,343.7 $18,783.0
Total Security and Safety $202.0 $298.0 $50.0 $50.0 $50.0 $650.0
Total MTA Interagency $127.6 $11.2 $238.8 $11.2 $11.2 $400.0
Total Capital Construction Company $778.6 $1,279.0 $2,917.5 $500.0 $264.1 $5,739.2
Total 2010-2014 CPRB Program $5,355.2 $4,818.1 $10,264.1 $3,465.8 $1,669.0 $25,572.2
Total Bridges and Tunnels $903.6 $314.9 $1,057.6 $97.0 $134.9 $2,508.0
Total 2010-2014 CAPITAL PROGRAM $6,258.9 $5,133.0 $11,321.6 $3,562.8 $1,803.9 $28,080.2
* Represents values less than $50,000
Proposed 2010-2014 Capital Program 229 MTA Capital Program Status Report through December 31, 2009 January CPOC Monthly Report
2 – 1 Table of Contents
¾ 2009 Summary: Commitments and Completions
¾ Appendices:
¾ Status Of 2009 Agency Commitments and Completions
¾ 2005-2009 Capital Program Historical Progress
¾ Status of Overall MTA Capital Programs • 2005-2009 • 2000-2004 • 1992-1999
¾ Status of MTA Capital Program Funding • 2005-2009 • 2000-2004 • 1992-1999
2 – 2 2009 Summary: Commitments & Completions
2 – 3 MTA Capital Program 2009 Commitment Summary
2009 2009 Variance Percent 2009 Variance Percent Plan Budgeted (Plan-Budgeted) of Plan Actuals (Plan-Actual) of Plan
New York City Transit $3,149 $1,945 $1,204 62% $1,843 $1,305 59%
Long Island Rail Road $323 $303 $20 94% $307 $16 95%
Metro-North Railroad $296 $232 $64 78% $228 $68 77%
Capital Construction $2,235 $1,754 $481 78% $2,212 $23 99% Company
Bridges & Tunnels $122 $32 $91 26% $28 $95 23%
Bus Company $68 $32 $35 48% $24 $44 35%
Police $11 $7 $4 64% $2 $9 15%
MTA Interagency $45 $45 $0 100% $45 $0 100%
MTA Total $6,248 $4,350 $1,899 70% $4,688 $1,560 75%
2 – 4 2009 Commitment Summary: By Performance $ in Millions
Commitments Against Plan NYCT LIRR MNR MTA CC B&T MTA Bus Plan $3,149 $323 $296 $2,235 $122 $68 Actual Commitments $1,843 $307 $228 $2,212 $28 $24 Total Changes Against Plan ($1,306) -41% ($16) -5% ($68) -23% ($23) -1% ($95) -77% ($44) -65% Planned Commitments ($1,316) -42% ($36) -11% ($76) -26% ($513) -23% ($92) -75% ($43) -63% Not Made by Year-End
Low Bids ($137) -4% ($18) -6% ($16) -5% ($91) -4% ($2) -2% ($3) -5% Changes
High Bids $22 1% $21 6% $6 2% $300 13% $1 1% $2 3%
Projects Added $61 2% $18 5% $8 3% $280 13% $2 1% $0 0%
Scope Change $64 2% $0 0% $9 3% $0 0% ($3) -3% $0 0%
2 – 5 MTA Capital Program 2009 Completion Summary
2009 2009 Variance Percent Plan Actuals (Plan-Actual) of Plan
New York City Transit $2,728 $2,329 $399 85%
Long Island Rail Road $340 $399 ($59) 117%
Metro-North Railroad $547 $484 $63 88%
Capital Construction $932 $543 $389 58% Company
Bridges & Tunnels $491 $446 $45 91%
Bus Company $0 $0 0 N/A
Police $1 $1 0 96%
MTA Interagency $0 $0 0 N/A
MTA Total $5,040 $4,202 $837 83%
2 – 6 MTA All Agency: Actual / Forecasted Commitments as of December 31, 2009
2009 Annual Goal $6,248.5 2009 Annual Forecast $4,688.2 YTD Goal $6,248.5 YTD Actual $4,688.2 75.0% YTD Budgeted Value $4,350.0 69.6% Left to Commit $0.0 $7,000 $6,248.5 $6,000
$5,000 $4,688.2 $4,350.0 $4,000
$3,000 ($ in Millions) in ($ $1,878.3 $1,976.5 $1,736.1 $2,000 $1,493.6 $1,512.7 $1,363.8 $1,212.1 $1,276.3 $865.6 $808.9 $1,000 $634.0 $528.5
$0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
2 – 7 MTA All Agency: Completions as of December 31, 2009
2009 Annual Goal: $5,039.5 2009 Actual: $4,202.0 83.4%
$5,500 $5,039.5 $5,000
$4,500 $4,202.0 $4,000
$3,500
$3,000
$2,500 $2,085.0
($ in Millions) in ($ $2,000 $1,471.2 $1,493.0 $1,500 $1,320.0
$864.0 $933.4 $1,301.0 $1,000 $1,129.2 $550.0 $524.9 $500 $246.6 $343.3 $265.6 $306.9 $277.8 $304.4 $339.3 $346.4 $0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual / Forecast 2009 Goal (Rolling Stock) Actual / Forecast (Rolling Stock)
2 – 8 Appendices
Appendix 2 – 9 2009 Agency Commitments & Completions
Appendix 2 – 10 MTA NYC Transit: Actual/Forecast Commitments as of December 31, 2009
2009 Annual Goal $3,148.6 2009 Annual Forecast $1,843.1 YTD Goal $3,148.6 YTD Actual $1,843.1 58.5% YTD Budgeted Value $1,944.9 61.8% Left to Commit $0.0
$3,148.6 $3,200
$2,800
$2,400 $1,944.9 $2,000 $1,843.1
$1,600
($ in Millions) in ($ $1,200 $1,032.1 $960.8 $885.7 $908.3 $787.9 $800 $581.4 $601.5 $420.4 $400 $279.4 $279.2 $96.8 $103.5 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 11 MTA NYC Transit: Status of Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Track and Switch Replacement Program (2009) $258.0 $258.0 Jan-09 Jan-09 A Rehab (5) Far Rockaway Line Stations - Beach 67 St to Beach 25 St $84.7 $84.0 Jan-09 Jan-09 A Modernize Interlockings: Lex Av, 5Av/ QBL $155.3 $155.3 Jan-09 Jan-09 A a Rehab (3) Rockaway Park Branch Stations - 90th St, 98th St, 105th St $51.5 $51.5 Jan-09 Jan-09 A b Culver Viaduct Phase II & Interlocking $313.0 $257.5 Mar-09 Mar-09 Ac Vent Plant: Jackson Ave - QBL $76.0 $76.0 Jun-09 Jun-09 Ad Jay St Substation: DC Feeders / CBH #579 $31.7 $31.7 Jul-09 Jul-09 Ad Rehab 3 IRT Power Substation Enclosures $11.7 $11.7 Jul-09 Jul-09 Ad Rehab (5) Pelham Line Stations - Parkchester to Whitlock $121.8 $130.7 Apr-09 Aug-09 Ae Rehab (7) West End Line Stations and Structure - Bay 50 St to 71 St $136.1 $136.1 Aug-09 Aug-09 Ad Gap Fillers Union Sq Ph 3: Local Platfrm $23.8 $23.8 Aug-09 Aug-09 Ad Rehab (5) West End Line Stations and Structure - 62 St to 9th Ave $99.9 $99.9 Aug-09 Aug-09 Ad Induction Loops: 642 Booths $13.4 $13.4 Aug-09 Aug-09 Ad E. 180th Station Rehab & ADA: WPR Line $81.2 $61.4 Apr-09 Sep-09 Af Yard Fencing: Priority I: 2 Locations $12.2 $12.2 Sep-09 Sep-09 Ad Purchase 23 "A" Division Subway Cars $75.4 $75.4 Jul-09 Mar-10 h CBTC: Install CBTC: Flushing Line $347.5 $378.8 Jul-09 Apr-10 l Purchase 90 Low Floor CNG Buses $61.8 $51.6 Sep-09 Apr-10 g Reconstruct Clara Hale Depot $299.4 $299.4 Dec-09 Jul-10 j VHF Radio System Upgrade (Phase1) $74.0 $102.9 Dec-09 Jul-10 k Purchase 151 Express Buses $110.9 $93.7 Dec-09 Sep-10 i
* Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Appendix 2 – 12 MTA NYC Transit: Status of Major Commitments as of December 31, 2009
Notes: (a) Budget increased from $123M (December 2008 estimate) to $155M (January 2009 estimate) to reflect additional scope and higher bid cost of the awarded contract. The $155M became the 2009 Goal value. (b) Budget decreased from $60M (December 2008 estimate) to $51M (January 2009 estimate), reflecting good bid savings. The $51M became the 2009 Goal value.
(c) Budget reduced reflecting good bid savings.
(d) New Project. Funded with American Recovery and Reinvestment Act (ARRA); reflected in Goal and Actual at award.
(e) Bid opening postponed to April 15th due to bidders request.
(f) Award was held pending resolution of the 10% Element problem by CPRB. Budget reduced reflecting good bid savings.
(g) Clarifications requested by potential bidders required changes to the technical specifications. Proposals were received in late November, but review of the proposals and completion of the RFP process were impacted by involvement of the same Procurement staff in another contract review. The current expectation is to go to the March Board. Project cost decreased because the initial plan called for the purchase of 110 Articulated buses. The current plan is for the purchase of 90 CNG buses.
(h) Award was rescheduled to coordinate with Flushing CBTC. It is expected to have the Flushing car procurement package on the February Board agenda, for a March 2010 award (i) Award schedule was extended mostly due to issues related to the availability of engines as well as structural warranties of potential new vendors. In addition, award of the project is re-scheduled to the second half of 2010 due to funding constraints resulted from the delayed plan approval.
(j) Project award was delayed pending approval of conceptual design and legal review of specifications. These activities are expected to be completed in Janaury prior to issuance of Request For Proposals (RFP). (k) Due to funding constraints, the project was split into base and option. The option is funded in the 2010-2014 program. In addition, Risk Analysis was delayed but completed in November. RFP was issued on November 23rd with a proposals due date in late January 2010. The project's budget was reduced in October 2008 through Board action from $101 million to $74 million to pay for a budget shortfall in the Brighton Line Stations project. The current estimate of $103 million merely reflects the full cost of this phase.
(l) Bid opening for the Flushing CBTC was extended due to an arbitration issue involving one of the potential bidders and a bid protest by another potential bidder. More recently, the bid opening was rescheduled to early February due to extensive submission requirements. Project cost increased due to the scope addition of 7/West CBTC Extension.
Appendix 2 – 13 MTA NYC Transit: Completions as of December 31, 2009
2009 Annual Goal: $2,728.2 2009 Actual: $2,329.1 (85.4% of Goal)
$3,200
$2,800 $2,728.2
$2,400 $2,329.1
$2,000
$1,600
($ in Millions)($ $1,200 $1,061.6 $1,250.3 $916.6 $1,073.8 $800 $636.3 $592.1 $530.0 $438.2 $443.9 $438.6 $400 $342.2 $307.0 $241.5 $261.7 $301.9 $273.2 $299.2 $297.3 $0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual 2009 Goal (Rolling Stock) Actual (Rolling Stock)
Appendix 2 – 14 MTA NYC Transit: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Purchase 620 R160 "B" Div Cars: (YTD plan = 430; accepted = 430) $885.6 $885.6 Various Various A a Purchase 382 R160 "B" Div Cars: (YTD plan = 80; accepted =160) $176.6 $353.1 Various Various A b Station Rehab & ADA: Chambers Street / Broadway/7th Ave $35.7 $35.7 Mar-09 Apr-09 A c Replace 10 Escalators: Parsons Blvd - Archer Ave $33.7 $33.7 May-09 May-09 A Subway Tunnel Rehab: Whitehall St - Canal St / Broadway $31.4 $31.4 May-09 May-09 A Pumping Facilities: 10 Locations / Queens Boulevard $41.0 $44.9 Aug-09 Jul-09 A Tunnel Lighting & Subway Rehab: 207 St - 168 St / 8th Ave $71.7 $71.7 May-09 Oct-09 Ad Tunnel Lighting Rehab: 42 St - 96 St / Broadway/7th Ave $39.7 $42.6 Nov-09 Dec-09 Ae Track and Switch Replacement Program (2009) $258.0 $258.0 Dec-09 Dec-09 A Antenna Cable Replacement Phase II NR $49.4 $49.4 Dec-09 Feb-10 i Columbus Circle Stations Complex $100.5 $110.7 Nov-09 Apr-10 f Charleston Annex Depot $133.1 $140.7 Dec-09 Jun-10 g Data Network (Sonet & IRT-ATM) $201.1 $209.3 Jul-09 Aug-10 h
* Forecast is equal to the project's most recently validated estimate at completion (EAC).
Note: Bolded notes refers to those projects that slip past 2009.
Appendix 2 – 15 MTA NYC Transit: Status of Major Completions as of December 31, 2009
Notes: a) All 620 cars have been accepted. b) A total of 160 cars were accepted vs. 80 cars planned in 2009. c) Substantial completion was delayed to correct operational problems with elevator door revealed during testing. d) Work was behind schedule due to unavailability of weekend G.O.'s and reduced track access during week night G.O.'s. e) Project was delayed due to reduced and/or canceled weeknight and weekend G.O.'s. Work was completed in December. f) Completion delay of one month from March to April 2010 due to additional work related to procurement of laminated safety glass for exposed trusses, replacement of ejector under Broadway Island stairs, and replacement of three corroded structural columns embedded in concrete. Prior delays were due to additional work at the Broadway Island structural steel, bearing walls, and steel stairs which required extensive repair and/or replacement. Additionally, more time is needed to procure additional floor and wall tiles as quantities have been depleted or submittals for approval are pending. Additional $9.6 million due to unanticipated changes in the Broadway Island and Trump Plaza as well as other Additional Work Orders including support costs. g) Contractor’s slow progress in enclosing the building was a major cause of the delay. The contractor has since accelerated the construction but can not meet the original schedule. In addition, obtaining easement rights and DEP’s final approval for the installation of the sanitary and storm sewer lines caused delays. Easements have been obtained and all changes required by DEP have been completed. Recently, the project’s completion was moved by one month due to a change in the perimeter fence requirements. Project Cost increased by $7.6 million due to additional work orders ($3.1 million) mainly for perimeter security fence, temporary storm water basin, sheeting material and relocation of water main. Additional ($4.5 million) needed to extend CCM contract and for additional support costs resulted from the extended construction duration.
h) Claim settlement discussions concluded with an agreement on a completion schedule of August 2010. i) Completion schedule was extended based on available G.O. piggyback opportunities, work train and connectors.
Note: Bolded notes refers to those projects that slip past 2009.
Appendix 2 – 16 MTA Long Island Rail Road: Actual / Forecasted Commitments as of December 31, 2009
2009 Annual Goal $322.9 2009 Annual Forecast $307.2 YTD Goal $322.9 YTD Actual $307.2 95.1% YTD Budgeted Value $302.5 93.7% Left to Commit $0.0 $400
$350 $322.9 $307.2 $302.5 $300
$250
$195.9 $200 $189.7
$146.6 $150 ($ in Millions) $101.0 $100 $68.0 $67.6 $47.3 $42.2 $42.7 $50 $27.9 $1.0 $2.5 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 17 MTA Long Island Rail Road: Status of Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Program Administration $25.8 $26.7 Jan-09 Jan-09 A 2009 Annual Track Program $53.1 $53.9 Feb-09 May-09 A Ronkonkoma Parking Lot $1.9 $1.9 Mar-09 Feb-09 A Jamaica Interlocking Reconfiguration Study $5.1 $5.3 Apr-09 Apr-09 A Bridge Painting $6.0 $2.9 May-09 Aug-09 Ad Jamaica Central Control Building Fitout - Phase 2B $5.8 $3.3 Jun-09 Jul-09 Ae Great Neck Elevators $2.5 $2.1 Jul-09 Jun-09 A Babylon Train Wash $20.4 $26.1 Jul-09 Aug-09 Af Life Cycle Maintenance Shop $38.1 $40.3 Jul-09 Sep-09 Ag Bridge Abutments & Retaining Walls on PW Branch $17.5 $15.4 Aug-09 Sep-09 Ah Merrick, Bellmore, & Massapequa Park Escalators $3.1 $0.0 Sep-09 Jan-10 Fc Powell Creek Bridge & Hog Island Channel Bridge $11.6 $20.1 Sep-09 Sep-09 Ai Woodhaven Blvd Bridge & Queens Blvd Bridge $15.7 $0.0 Oct-09 Jul-10 Fa Atlantic Ave Viaduct - Phase 2A $75.8 $75.8 Aug-09 Aug-09 Ab
* Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Appendix 2 – 18 MTA Long Island Rail Road: Status of Major Commitments as of December 31, 2009
Notes: a) The bids received significantly exceeded the budget. The project scope will be reduced and a new procurement will be initiated. b) New project funded with American Recovery and Reinvestment Act (ARRA); reflected in Goal and Actual Amounts. c) Delay due to additional time required for the procurement process. d) Planned for January 2010 due to limited resources and available track outages. e) Decrease due to favorable bids. f) Increase due to actual construction award amount, cost escalation and an increase in project duration and support requirements; projected funded with American Recovery and Reinvestment Act (ARRA). g) Delay due to additional time required for the procurement process. h) Commitment made in September 2, 2009. i) Increase due to additional number and size of piles, complexity of construction with restricted access as well as limited competition.
Appendix 2 – 19 MTA Long Island Rail Road: Completions as of December 31, 2009
2009 Annual Goal: $340.3 2009 Actual: $399.1 (117.3% of Goal) $450
$399.1 $400
$340.3 $350
$300 $265.6 $250
$200 ($ in Millions) $150 $115.0 $118.7 $100 $59.5 $66.6 $47.2 $52.8 $50 $14.2 $0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual / Forecast 2009 Goal (Rolling Stock) Actual / Forecast (Rolling Stock)
Appendix 2 – 20 MTA Long Island Rail Road: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Jamaica Interlockings $13.5 $13.5 Jan-09 Jan-09 A Third Rail Cable Replacement $5.4 $5.9 Jan-09 Jan-09 A Richmond Hill Improvements $22.9 $22.9 Mar-09 Mar-09 A Long Island City Yard - Phase 2 $17.6 $18.0 Mar-09 Mar-09 A Broadway Station Platform Rehabilitation $13.6 $12.5 May-09 Jun-09 A Valley Stream Station Rehabilitation $6.2 $6.8 Jun-09 Oct-09 Aa Third Rail System - Composite Rail $20.4 $20.4 Jun-09 Sep-09 Ab Seaford Station Platform Replacement $13.2 $13.9 Jul-09 Jul-09 A Atlantic Terminal $101.2 $105.5 Jul-09 Dec-09 Ac Communications Pole Line Replacement $7.2 $7.2 Oct-09 Sep-09 A Babylon Branch Stair Replacement $4.2 $3.6 Dec-09 Dec-09 A ROW - Drainage Control $5.5 $0.0 Dec-09 Jun-10 Fd Amott Culvert $7.1 $7.1 Dec-09 Nov-09 A Valley Stream Interlocking $36.0 $36.6 Dec-09 Oct-09 Ae 2009 Annual Track Program $53.1 $53.9 Dec-09 Dec-09 A
* Forecast is equal to the project's most recently validated estimate at completion (EAC).
Notes: a) Delay due to HVAC installation and clearance issues as well as slower than anticipated progress by the Contractor. b) Delay due to availability of track outages. c) Delay due to testing of Building Systems and the phased transition into the new Entry Pavillion. d) Delay due to the availability of resources. e) Rescheduled to coincide with the cutover planned for the weekend of October 24.
Appendix 2 – 21 MTA Metro-North Railroad: Actual / Forecasted Commitments as of December 31, 2009
2009 Annual Goal $296.2 2009 Annual Forecast $228.2 YTD Goal $296.2 YTD Actual $228.2 77.1% YTD Budgeted Value $232.2 78.4% Left to Commit $0.0 $350
$296.2 $300
$232.2 $250 $228.2
$200
$150 $136.3 ($ in Millions) $92.6 $90.4 $100 $81.7 $82.0 $85.4
$46.0 $50 $31.8 $30.4 $29.4 $25.8 $24.8
$0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 22 MTA Metro-North Railroad: Status of Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast** Notes 2009 Cyclical Track Program $11.3 $11.3 Mar-09 Jun-09 A a NHL Station Improvements - Port Chester/Rye $28.7 $16.9 May-09 Jun-09 A b West of Hudson Locomotives $7.2 $6.1 Jun-09 Aug-09 A c GCT Facility Rehabilitation $17.8 $22.0 Jun-09 Aug-09 A d Harlem and Hudson Lines Power Improvements $42.1 $0.4 Jul-09 (*) TBD e Cortlandt Parking and Access Improvements $30.4 $28.6 Sep-09 Sep-09 Af Turnouts Main Line/High Speed $7.2 $2.5 Sep-09 (*) Sep-09 Ag Bronx Stations/Capacity Improvements $9.4 $6.9 Oct-09 (*) Jan-10 h Drainage and Undercutting Program $7.0 $5.0 Oct-09 (*) Jan-10 i Signal System Replacement (MN Share) $25.1 $20.0 Oct-09 (*) Jan-10 j M4 Remanufacture Program $7.8 $0.0 Dec-09 TBD k Tarrytown Station Improvements $37.8 $37.8 Jun-09 Jun-09 Al GCT Elevators $7.7 $7.7 Jun-09 Jun-09 Al Poughkeepsie Station Improvements - Window/Doors $4.6 $4.6 Aug-09 Aug-09 Am
* Date represents last month of multi commitments ** Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Appendix 2 – 23 MTA Metro-North Railroad: Status of Major Commitments as of December 31, 2009
Notes: a) 2009 Cyclical Track Program – Commitment approval was delayed from the goal award date of March 2009 to June 2009 due to the release of the grant funding by the FTA.
b) NHL Station Improvements - Pt Chester/Rye - Bids for construction were significantly lower than budgeted. Contract executed on June 30, 2009. c) West of Hudson Locomotives- Negoitations for Best and Final Offer took longer than expected. As a result, contract award was delayed from June 2009 to August 2009. Actual budget is lower than the goal due favorable cost proposal.
d) GCT Facility Rehabilitation – 1) Project funded through the American Recovery and Reinvestment Act (ARRA); reflected into Goal and Actual at award. 2) Scope refinement has delayed the RFP process. As a result the award of the facility work was delayed from June 2009 to August 2009. MNR has notified the contractor in December 2009 to elect an option in the design/build contract. Actual budget exceeds the goal amount due to added scope to the base project and refinement of the Engineers Estimate.
e) Harlem and Hudson Line Power Improvements - Bids received were favorable for award by December 31, 2009, award was delayed with current program funding pending the uncertainties in the 2010-2014 Capital Program. If Metro-North would have awarded this contract, overall commitment performance would have been approximately 90% verse the actual overall finish of 77%.
f) Cortlandt Parking and Access Improvements - Actual budget is lower than the goal due to favorable bids. g) Turnouts Main Line/High Speed - The goal amount has been reduced due to the work at CP223 (between Rye Station and Harrison Station) and CP153 (south of the Southeast Station) being rescheduled to the next Capital Program.
h) Bronx Stations/Capacity Improvements - MNR review for selection of consultant for design of CP109 interlocking was completed in November 2009. Contract award signoff for design of CP109 is in process ($1.2m).
i) Drainage and Undercutting Program – The goal award date of October 2009 for drainage improvements between Mott Haven and Fordham Station has slipped due to NYCDEP permitting review period. Contract signoff is in process ($2.0m).
j) Signal System Replacement – The goal award date of October 2009 has slipped for the New Haven signal cable installation due to the increased length of time necessary to negotiate a fair price with the signal contractor on the pre-wired wayside signal houses for this project. Installation of signal cable is being staged slightly ahead of delivery of the wayside signal locations so that the vital cable will not sit in the field unused for any length of time. Contract signoff for construction of cable installation is in process ($5.1m).
k) M4 Remanufacture Program - Awaiting CDOT funding. Full share of CDOT funding has not yet been approved. An actual start date has yet to be determined.
l) Project funded through the American Recovery and Reinvestment Act (ARRA); reflected into Goal and Actual at award. m) Project funded through the American Recovery and Reinvestment Act (ARRA); reflected into Goal and Actual at award; adjusted for commitment of Force Account supports costs
Appendix 2 – 24 MTA Metro-North Railroad: Completions as of December 31, 2009
2009 Annual Goal: $547.1 2009 Actual: $483.7 (88.4% of Goal) $600 $547.1
$500 $483.7 $461.0
$413.7 $400
$300 ($ in Millions)($ $200
$100 $49.1 $62.6 $19.5 $13.8 $4.0 $7.1 $5.1 $1.1 $55.5 $4.0 $5.0 $4.5 $5.2 $41.9 $39.4 $50.7 $0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual / Forecast 2009 Goal (Rolling Stock) Actual / Forecast (Rolling Stock)
Appendix 2 – 25 MTA Metro-North Railroad: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes 2008 Cyclical Track Program $10.9 $10.9 Mar-09 Mar-09 A Yankee-E.153 Street Station (MN Share) $53.0 $53.0 Aug-09 Aug-09 A Vital Processor System GCT $6.5 $6.5 Nov-09 Mar-10 a CTC Systems $30.0 $30.0 Dec-09 Jan-10 c M2 Car Remanufacture (MN Share) $36.0 $36.0 Dec-09 Dec-09 A Harmon Shop Replacement (MN Share) $357.3 $350.3 Dec-09 Aug-09 Ab
* Forecast is equal to the project's most recently validated estimate at completion (EAC). Notes:
a) Vital Processor System GCT - Unanticipated extended factory testing of the touch screen local panels has delayed shipment. As a result, project completion has slipped from completion goal of November 2009 to March 2010. b) Harmon Shop Replacement (MNR Share) - MNR elected not to exercise all options therefore substantial completion was obtained on August 31, 2009. Project budget was reduced to remove surplus funds.
c) CTC Systems - Achieving substantial completion of the control center space renovations is pending completion of electrical tie-ins, commissioning of the fire alarm and suppression systems, and interface to the GCT Building Management System. Coordinating schedule for testing and installation of these systems resulted in slipping completion goal date of December 2009 to January 2010
Note: Bolded notes refers to those projects that slip past 2009.
Appendix 2 – 26 MTA Capital Construction: Actual / Forecasted Commitments as of December 31, 2009
2009 Annual Goal: $2,234.9 2009 Annual Forecast: $2,211.5 YTD Goal: $2,234.9 YTD Actual: $2,211.5 (99.0% of YTD Goal) YTD Budgeted Value: $1,754.2 (78.5% of YTD Goal) Left to Commit: $0.0 $2,800
$2,400 $2,234.9 $2,211.5
$2,000 $1,754.2
$1,600
$1,200 $1,102.8 ($ in Millions) in ($ $806.4 $848.2 $800 $567.4 $494.4 $440.1 $436.5 $369.4 $371.9 $400 $174.1 $164.7 $158.6
$0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 27 MTA Capital Construction: Major 2009 Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes East Side Access Harold CILs (VH051A) $30.9 $30.9 Mar-09 Mar-09 A 44th St Demolition & 245 Park Ave Entrance(CM004) $43.6 $42.8 Apr-09 Jul-09 A Queens Bored-Tunnels & Structures (CQ031) $489.9 $694.1 Apr-09 Sep-09 Aa Harold Structures Part 2 (CH054A) $51.0 $22.9 Apr-09 Jul-09 Ab Northern Boulevard Crossing (CQ039) $61.1 $89.2 Jun-09 Dec-09 Ac Systemwide Materials (VS099) $35.0 $0.0 Dec-09 Dec-09 Ad Real Estate (Various) $89.1 $52.3 Dec-09 (**) Dec-09 (**) Ah 38th St Ventilation Excavation and Structure (CM012) $35.0 $20.5 Jun-09 Oct-09 Ai Facility Power and Tunnel Ventilation (CS081) $50.0 $0.0 Dec-09 2011 j
Second Avenue Subway 96th Street Station - Site Work and Heavy Civil $328.8 $348.2 Feb-09 May-09 Ag 86th Street Station - Open Cuts and Utilities Relocation $50.8 $42.8 Jun-09 Jul-09 Ae Real Estate (Various) $177.0 $69.5 Dec-09 Dec-09 Ah Fulton Street Transit Center FSTC - A/C Mezz & J/M/Z Vertical Circulation $211.9 $159.0 Nov-09 Jul-09 Af FSTC - Real Estate (Settlements) $44.4 $0.0 Jun-09 TBD k South Ferry Terminal Station Peter Minuit Plaza, Bollards, and Sewer Work $20.6 $22.7 Mar-09 Apr-09 A * Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed. ** Date represents last month of multiple commitments.
Appendix 2 – 28 MTA Capital Construction: Major 2009 Commitments as of December 31, 2009
Notes: a) The MTA Board approved contract award in June and MTACC made the actual award in September following the resolution of a bid protest filed with the FTA.
b) Decrease due to favorable market conditions, reflecting efficiencies realized by the winner bidder already performing similar work in the vicinity, and a change in how force account support is budgeted and committed.
c) The MTA Board approved award of this RFP contract in October. The award value is significantly higher than plan because of market conditions and risk as reflected in contractor contingencies applied to excavation and temporary support activities.
d) Partial commitment for material to be procured through the use of ARRA funds; balance of commitment has been moved to 2010.
e) The bid opening date for this contract was delayed at the bidders' requests. MTACC received a low bid below the engineer's estimate and awarded the contract in July.
f) The A/C package was advanced and procured through a low bid rather than a request-for-proposal process to take advantage of available federal stimulus funds. MTACC awarded the contract in July. MTACC also awared the 4/5 Station Rehabilitation contract over the summer (August) to take advantage of stimulus funding. g) The contract award was greater than the goal amount due to difficult market condition at the time of the procurement. h) Partial commitment reflects pace of negotiation of action needed for future construction. i) Awarded at an amount less than projected and progressed under the Manhattan Structures contract(s) (CM009/CM019) j) Procurement approach under evaluation to determine the project benefits of combining multiple systems contracts into one large contract. k) Relfects MTA's on-going appeal regarding settlements
Appendix 2 – 29 MTA Capital Construction: Completions as of December 31, 2009
2009 Annual Goal: $932.0 2009 Actual: $543.1 (58.3% of Goal)
$1,000 $932.0
$800
$600 $543.1 $489.0 $473.0
$378.7 $400 ($ Millions) in
$200
$32.2 $32.5 $32.1 $36.9 $0.6 $0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual / Forecast
Appendix 2 – 30 MTA Capital Construction: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes South Ferry South Ferry Terminal Structure $291.2 $290.8 Apr-09 Sep-09 A a Battery Place Vent Plant: Enclosure $25.0 $25.0 Apr-09 Sep-09 A a South Ferry Terminal Finishes/System $147.4 $147.3 Apr-09 Sep-09 A b Battery Place Vent Plant: Equipment/Finishes $10.0 $10.0 Apr-09 Sep-09 A b Peter Minuit Plaza and Bollards $20.6 $22.7 Dec-09 May-10 c
* Forecast is equal to the project's most recently validated estimate at completion (EAC).
Notes: a) MTACC delayed substantial completion to develop a comprehensive settlement of open issues with the contractor and a long-term leak remediation plan. b) The new South Ferry Terminal Station opened to customer service on March 16. Work between that time and September included only items that did not affect customer service. c) MTACC has pushed out the substantial completion date due the impact of unexpected site conditions, changes in design plans, and the seasonal timing requirements of the landscaping work.
Appendix 2 – 31 MTA Bridges and Tunnels: Commitments as of December 31, 2009
2009 Annual Goal: $122.5 2009 Annual Forecast: $27.6 YTD Goal: $122.5 YTD Actual: $27.6 22.5% YTD Budgeted Value: $32.0 26.1% $140 Left to Commit: $0.0
$122.5 $120
$100
$80 $76.8
$60 ($ in Millions) in ($
$40 $37.6 $32.0 $27.6
$20 $13.8 $8.9 $8.9 $9.1 $5.2 $6.0 $2.1 $4.9 $4.4 $4.2 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual/Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 32 MTA Bridges and Tunnels: Status of Major Commitments as of December 31, 2009
Project Budget ($ in Millions) Award Date Actual /
2009 Goal Forecast* 2009 Goal Actual / Forecast Notes Robert F. Kennedy Bridge: Rehab of Building 104 - TB59 $67.3 $0.0 Mar-09 2010 a Construction Bronx Whitestone Bridge: Concrete Anchorage Repairs - BW97 $6.8 $5.2 Aug-09 Dec-09 A d Construction Robert F. Kennedy Bridge: Misc Steel and Concrete TB64 $6.0 $4.5 Sep-09 May-Dec-09 A b (TB64C) - Construction Queens Midtown Tunnel: Service & FE Building Rehab - QM01 $11.3 $0.0 Sep-09 2010 c Construction * Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Notes: a) In the December 2008 report, the award for TB59 was forecast for February 2009. Subsequently the prospective bidders have requested and were granted a time extension for submittal of bids. Budget also revised to reflect 100% design estimate for construction. Bids were received in February, however the low bidder has responsibility issues. This project has been deferred and will be re- evaluated. b) TB64C broken into six (6) tasks that was awarded between May and December 2009. c) QM01 is now forecast for 2010. Its scope has been revised to a design-build pre-engineered building to be constructed in 2010. d) Commitment award was delayed to December 2009 due to time required to finalize design.
Appendix 2 – 33 MTA Bridges and Tunnels: Completions as of December 31, 2009
2009 Annual Goal: $491.3 2009 Actual: $446.3 (90.8% of Goal)
$491.3 $500 $446.3
$400
$294.7 $300 $280.2
($ in Millions) $200 $131.5 $114.3
$100 $65.1 $51.8
$0.0 $0.0 $0 1Q 2Q 3Q 4Q YTD
2009 Goal 2009 Actual/Forecast
Appendix 2 – 34 MTA Bridges and Tunnels: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date Project Actual / Actual /
2009 Goal Forecast* 2009 Goal Forecast Notes Marine Parkway Bridge: Structural Steel Repairs - MP02 $22.0 $20.8 Apr-09 Apr-09 A Construction All Facilities: Toll Registry Systems Replacement - AW41 $9.1 $8.9 Jun-09 Jun-09 A Construction Robert F. Kennedy Bridge: Replace Deck-RI Viaduct - TB64 $257.8 $250.5 Jun-09 Jun-09 A Construction Robert F. Kennedy Bridge: Anchorage Rehab and TB66 $21.1 $21.3 Jul-09 Oct-09 Aa Dehumid - Construction Throgs Neck Bridge: Suspended Span Cable Rewrap - TN85 $15.6 $15.4 Aug-09 Aug-09 A Construction Verrazano Narrows Bridge: Rehabilitation of Approach - VN17 $90.2 $87.1 Aug-09 Aug-09 A Construction Bronx Whitestone Bridge: Critical Panel Unwrapping - BW85 $6.7 $6.2 Nov-09 Jul-09 A Construction b Brooklyn Battery Tunnel: Rehabilitation of Ventilation - BB80 $32.5 $30.5 Dec-09 Dec-09 A Construction Robert F. Kennedy Bridge: Deck Rpl: Bronx Plaza & RI - TB65 Design $24.7 $24.9 Dec-09 2010 c * Forecast is equal to the project's most recently validated estimate at completion (EAC).
Notes: a) TB66 was delayed to October 2009 due to a power outage and Operational lane closure restrictions.
b) BW85 was completed early because of additional resources provided by the contractor on the painting of the 2 bridge towers
c) TB65 is forecast for 2010 pending completion of the All Electronic Tolling system (AET) review.
Note: Bolded notes refers to those projects that slip past 2009.
Appendix 2 – 35 MTA Bus: Actual / Forecasted Commitments as of December 31,2009
2009 Annual Goal: $67.6 2009 Annual Forecast: $23.9 YTD Goal: $67.6 YTD Actual: $23.9 35.4% YTD Budgeted Value: $32.2 47.6% Left to Commit: $0.0 $80
$70 $67.6
$60
$50
$40 $32.2 $28.2 $30 ($ in Millions) in ($ $23.6 $23.9 $20.2 $20 $17.0 $10.0 $12.0 $10 $5.8 $6.9 $0.0 $0.0 $0.0 $0.0 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 36 MTA Bus: Status of Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Engineering Construction Management Services $5.0 $5.0 Feb-09 May-09 A b Misc Design Consultant Services $5.0 $5.0 Feb-09 May-09 A d New Roof and Ventilation System at LGA $10.2 $7.0 Jun-09 May-09 A New Roof and Ventilation System at FR $4.7 $6.9 Jun-09 Oct-09 A a, e New Roof and Ventilation at Baisley Park $7.3 $7.3 Aug-09 Feb-10 Fa New Roof and Ventilation at Eastchester Maintenance Bldg $3.1 $3.1 Jun-09 Mar-10 Fa Upgrade Parking Lot at JFK & Baisley Park $10.2 $10.2 Jun-09 Apr-10 Fa Facility & Fleet Assessment $2.5 $2.5 Jul-09 Jun-10 Fa Electrical Upgrade Emergency Generators 6 Depots $13.9 $13.9 Aug-09 Sep-10 Fc Additional Fuel Capacity: BP, JFK & LG $3.0 $8.7 Oct-09 Oct-10 Fa Security Upgrade: College PT,Eastchester & Yonkers $2.8 $2.8 Dec-09 Oct-10 Fa
* Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Notes: a) Forecast dates were revised as the result of input received at the first MTABC's Quarterly meeting with the FTA, which was held in January after the annual goal was set. b) Engineering Construction Management Services was delayed due to longer than expected time to complete contract negotiations.
c) Electrical upgrade emergency generators 6 Depots was pushed back out 2010 due to greater than expected efforts to conduct surveys and complete designs. d) Misc Design Consulting Services award was delayed in the processing of documentation e) New Roof and Ventilation System at FR, the lowest bidder for this project was disqualified, resulting in a new forecasted date.
Appendix 2 – 37 MTA Police Department: Actual / Forecasted Commitments as of December 31,2009
2009 Annual Goal: $10.9 2009 Annual Forecast: $1.7 YTD Goal: $10.9 YTD Actual: $1.7 15.4% YTD Budgeted Value: $7.1 65.3% Left to Commit: $0.0 $12 $10.9
$9
$7.1 $7.1 $7.1
$6 ($ in Millions) $3.1 $3 $1.7 $1.7
$0.7 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast Budgeted Value
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 38 MTA Police Department: Status of Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Merrick Facility-Construction $0.6 $1.0 Jun-09 2010 a Public Safety Radio Consultants-Specs & Design $7.1 $1.7 Sep-09 Sep-09 A b K9 Facility Property Acquisition $2.5 $1.0 Apr-09 2010 c K-9 Facility Design $0.7 $0.7 Nov-09 2010 d
* Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Notes: a) June: due to an earlier delay in receiving 100% design start date re-forecast to August upon receipt of plans. August: Project moved to 2010 to allow for mitigating unanticipated site conditions.
b) January: Radio Project Review has been completed and a new phased schedule has been established for this project. August: First Phase delayed to complete a full system asset inventory and needs assessment. September: Phase I system inventory underway
c) January: MTAPD was searching for alternate locations for this Facility; planned to receive one appraisal for a location in February February: MTAPD received one proposal and are currently reviewing it. April: Previous proposal not viable; the MTAPD is still currently looking for a location for the new K-9 facility. August: Site identified. However, the assessments and acquisition processes will not be completed to make the purchase prior to 2010.
d) August: Design effort moved to 2010 due to delay in the K-9 Property Acquisition.
Appendix 2 – 39 MTA Police Department: Completions as of December 31, 2009
2009 Annual Goal: $0.6 2009 Actual: $0.6 (100% of Goal) $1
$1
$0.6 $0.6 $0.6 $0.6 $1
$0 ($ in Millions)($
$0
$0 1Q 2Q 3Q 4Q YTD
2009 Goal Actual / Forecast 2009 Goal (Rolling Stock) Actual / Forecast (Rolling Stock)
Appendix 2 – 40 MTA Police Department: Status of Major Completions as of December 31, 2009
Budget ($ in Millions) Completion Date
Project Actual / Unallocated 2009 Goal 2009 Goal Actual / Forecast Forecast* Contingency Notes Emergency Service Units (3) $0.6 $0.6 $0.0 Feb-09 Aug-09 A a
* Forecast is equal to the project's most recently validated estimate at completion (EAC).
Notes: a) January: MTAPD received 1 ESU Unit and planned to receive the other 2 units in February to complete the project. February: Acceptance of two remaining ESU Vehicles moved to March 2009 due to a Manufacturer's recall on the truck's engine with the vendor making all necessary repairs. March: MTAPD has received two vehicles and planned to receive the final vehicle in April. April: MTAPD has received two vehicles and the Vendor is finishing the punch list for the third vehicle, re-forecast to June June: extended to September due to vendor delays.
Appendix 2 – 41 MTA Interagency Financial Systems Upgrade: Actual/Forecast Commitments as of December 31, 2009
2009 Annual Goal: $45.0 2009 Annual Forecast: $45.0 YTD Goal: $45.0 YTD Actual: $45.0 (100% of YTD Goal) YTD Budgeted Value: $45.0 (100% of YTD Goal) Left to Commit: $0.0 $100
$80
$60
$45.0 $45.0 $45.0 $45.0 $45.0 $45.0
$40 ($ in Millions)
$20
$0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0 1Q 2Q 3Q 4Q YTD
2009 Annual Goal Actual / Forecast* Budgeted Value**
Note: Budgeted value is the value in the current 5-year plan.
Appendix 2 – 42 MTA Interagency Financial Systems Upgrade: Major Commitments as of December 31, 2009
Budget ($ in Millions) Award Date
Project Actual / 2009 Goal 2009 Goal Actual / Forecast Forecast* Notes Business Service Center $42.0 $42.0 Mar-09 Mar-09 A Consultant QA / QC $3.0 $3.0 Mar-09 Mar-09 A
* Forecast is equal to the most current engineer’s estimate at award for a project that is scheduled to be committed.
Notes:
Appendix 2 – 43 2005-2009 Capital Program Historical Progress
Appendix 2 – 44 Historical Progress Since 2005
Charts apply to all projects committed or completed for a five year period and funded in multiple capital programs.
Commitment and completion charts reflect full-year for all amounts, except 2009, which reflects both full-year and year-to-date amounts.
Rolling stock commitments and completions are included within NYC Transit, LIRR, MNR and Bus Company amounts.
Rolling stock completions are reported on a prorated basis that reflects the value of vehicles that have been accepted for revenue service. Therefore, the full value of a specific rolling stock project may be reported over the course of more than one year.
Appendix 2 – 45 MTA Capital Program Commitments: 2005 Thru December 2009 $ in Millions
All Agencies
$9,000 $7,572 $7,500 $6,633 $6,247 $6,434 $6,248 $6,000 $4,929 $4,688 $4,245 $4,500 $3,791 $3,866
$3,000
$1,500
$0 2005 2006 2007 2008 2009 YTD
Goal Actual Current Yr Forecast Appendix 2 – 46 MTA Capital Program Commitments: 2005 Thru December 2009 $ in Millions
NYC Transit $5,000
$4,000 $3,385 $3,029 $3,099 $3,149 $3,000 $2,305 $2,405 $1,843 $2,000 $1,629 $1,581 $1,243 $1,000
$0 2005 2006 2007 2008 2009 YTD
Capital Construction $5,000
$4,000 $3,530
$3,000 $2,718 $2,474 $2,235 $2,042 $2,141 $2,212 $2,000 $1,367 $1,036 $1,000 $614
$0 2005 2006 2007 2008 2009 YTD
Goal Actual Current Yr Forecast Appendix 2 – 47 MTA Capital Program Commitments: 2005 Thru December 2009 $ in Millions
Long Island Rail Road Metro-North Rail Road
$900 $900
$750 $750 $711 $649 $599 $617 $600 $600
$411 $450 $369 $450 $344 $323 $290 $314 $307 $305 $296 $293 $266 $300 $250 $300 $252 $228 $171 $137 $150 $150
$0 $0 2005 2006 2007 2008 2009 YTD 2005 2006 2007 2008 2009 YTD
Bridges and Tunnels Bus Company $500 $500 $424
$400 $352 $347 $400 $324 $289 $304 $300 $300 $245
$200 $200 $121 $140 $122 $115 $115 $100 $80 $68 $28 $100 $64 $37 $24 $0 $0 $0 $0 2005 2006 2007 2008 2009 YTD 2005 2006 2007 2008 2009 YTD
Goal Actual Current Yr Forecast Appendix 2 – 48 MTA Capital Program Completions: 2005 Thru December 2009 $ in Millions
All Agencies
$5,600 $5,040
$4,800 $4,390 $4,170 $4,183 $4,202 $4,028 $4,000 $3,663 $3,396 $3,342 $3,200 $2,621 $2,400 ($ in Millions)
$1,600
$1,301 $1,129 $800 $979 $1,028 $1,004 $918 $865 $814 $885 $913
$0 2005 2006 2007 2008 2009 YTD
Goal Actual Rolling Stock Goal Rolling Stock Actual Appendix 2 – 49 MTA Capital Program Completions: 2005 Thru December 2009 $ in Millions
NYC Transit
$3,600
$3,005 $3,000 $2,743 $2,728 $2,645 $2,567 $2,329 $2,400 $2,290
$1,959 $1,949
$1,800 $1,618
$1,200 $1,250 $1,074 $986 $885 $600 $734 $603
$110 $52 $170 $172 $0 2005 2006 2007 2008 2009 YTD
Capital Construction
$3,600
$3,000
$2,400
$1,800
$1,200 $869 $932 $590 $543 $600 $244 $241 $291 $160 $122 $209 $0 2005 2006 2007 2008 2009 YTD
Goal Actual Rolling Stock Goal Rolling Stock Actual Appendix 2 – 50 MTA Capital Program Completions: 2005 Thru December 2009 $ in Millions
Long Island Rail Road Bridges and Tunnels
$1,200 $1,073 $600 $491 $1,000 $916 $500 $446 $800 $678 $400 $562 $600 $300 $399 $234 $520 $224 $476 $500 $340 $340 $400 $432 $278 $204 $200 $151 $148 $147 $119 $112 $200 $82 $79 $100 $0 $70 $70 $0 2005 2006 2007 2008 2009 YTD 2005 2006 2007 2008 2009 YTD Metro-North Rail Road
$1,200 Bus Company
$1,000 $600 $800 $500 $545 $547 $600 $475 $484 $361 $400 $400 $324 $165 $153 $300 $200 $272 $253 $77 $81 $18 $51 $204 $204 $141 $141 $20 $8 $29 $55 $0 $200 $122 2005 2006 2007 2008 2009 YTD $93 $100 $61 $61 $16 $0 $0 $0 $0 2005 2006 2007 2008 2009 YTD
Goal Actual Rolling Stock Goal Rolling Stock Actual Appendix 2 – 51 Status of Overall MTA Capital Programs
Appendix 2 – 52 MTA 2005 – 2009 Capital Program
Appendix 2 – 53 Status of MTA 2005-2009 Capital Program Thru December 2009
$ in Millions
TOTAL 2005-2009 PROGRAM
Plan $24,364
C o mmit ment s $18,776
Expenditures $11,047
Completed $4,767
Closed $2,415
$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000
Note: Plan totals adjusted to reflect addition of ARRA stimulus funding.
Appendix 2 – 54 Status of MTA 2005-2009 Capital Program Thru December 2009
$ in Millions
NYC Transit
Plan $11, 6 2 7
Co mmit ment s $9,912
Expendit ures $6,182
Completed $3,401
Closed $1,729
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Capital Construction
Plan $7,394
Co mmit ment s $4,434
Expendit ures $1,697
Completed $34
Closed $17
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Note: Plan totals adjusted to reflect addition of ARRA stimulus funding.
Appendix 2 – 55 Status of MTA 2005-2009 Capital Program Thru December 2009
$ in Millions Bridges and Tunnels
Plan $1,2 09
Commitments $1,096
Expenditures $740
Completed $31 Closed $28
$0 $500 $1,000 $1,500 $2,000 $2,500
Long Island Rail Road
Plan $2,309
Commitments $1,865
Expenditures $1,368
Completed $755
Closed $407
$0 $500 $1,000 $1,500 $2,000 $2,500
Metro-North Railroad
Plan $1,482
Commitments $1,357
Expenditures $1,00 9
Completed $54 1
Closed $2 24
$0 $500 $1,00 0 $1,50 0 $2,00 0 $2,500
Note: Plan totals adjusted to reflect addition of ARRA stimulus funding.
Appendix 2 – 56 Status of MTA 2005-2009 Capital Program Thru December 2009
$ in Millions
Interagency
Plan $198
Commitments $91
Expenditures $47
Completed $6
Closed $9
$0 $25 $50 $75 $100 $125 $150 $175 $200 $225
Bus Company
Plan $145
Commitments $22
Expenditures $3
Completed $0
Closed $0
$0 $25 $50 $75 $100 $125 $150 $175 $200 $225
Note: Plan totals adjusted to reflect addition of ARRA stimulus funding.
Appendix 2 – 57 MTA 2000 – 2004 Capital Program
Appendix 2 – 58 Status of MTA 2000-2004 Capital Program Thru December 2009
$ in Millions
TOTAL 2000-2004 PROGRAM
Plan $21,417
Commitme nts $20,769
Expenditures $19,284
Completed $14,774
Closed $11,041
$0 $5,000 $10,000 $15,000 $20,000 $25,000
Appendix 2 – 59 Status of MTA 2000-2004 Capital Program Thru December 2009
$ in Millions
NYC Transit
Plan $10,453
Co mmit ment s $10,335
Expendit ures $9,993
Completed $9,040
Closed $6,561
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000
Capital Construction
Plan $5,021
Co mmit ment s $4,650
Expendit ures $3,652
Completed $1,234
Closed $4 81
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000
Appendix 2 – 60 Status of MTA 2000-2004 Capital Program Thru December 2009
$ in Millions
Bridges and Tunnels Long Island Rail Road
Plan $999 Plan $1,2 69
Commitments $971 Commitments $1,263
Expendit ures $922 Expend it ures $1,232
Completed $902 Completed $1,025
Closed $559 Closed $1,0 30
$0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000
Metro-North Railroad Commuter Rolling Stock
Plan $897 Plan $1,793
Commitments $8 94 Commitments $1,821
Expendit ures $882 Expenditures $1,816
Completed $799 Completed $1,095
Closed $746 Closed $1,115
$0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000
Appendix 2 – 61 Status of MTA 2000-2004 Capital Program Thru December 2009
$ in Millions Bus Company
Plan $501
Commitment $474
Expenditure $437
Completed $374
Closed $272
$0 $100 $200 $300 $400 $500 $600
Planning/Customer Service Plan $234
Commitments $119
Expenditures $105
Completed $61
Closed $68
$0 $100 $200 $300 $400 $500 $600
WTC Recovery
Plan $249
Commitments $244
Expenditures $243
Completed $244
Closed $209
$0 $100 $200 $300 $400 $500 $600
Appendix 2 – 62 MTA 1992 – 1999 Capital Program
Appendix 2 – 63 Status of MTA 1992-1999 Capital Program Thru December 2009
$ in Millions
TOTAL 1992-1999 PROGRAM
Plan $18,130
Commitme nts $17,985
Expenditures $17,941
Completed $17,786
Closed $15,655
$0 $4,000 $8,000 $12,000 $16,000 $20,000
Appendix 2 – 64 Status of MTA 1992-1999 Capital Program Thru December 2009
$ in Millions
NYC Transit
Plan $12,720
Commitments $12,643
Exp end it ures $12,609
Completed $12,613
Closed $10,468
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Capital Construction
Plan $158
Commitments $158
Exp end it ures $157
Completed $0
Closed $86
$0 $200 $400 $600 $800 $1,000 $1,200 $1,400
Appendix 2 – 65 Status of MTA 1992-1999 Capital Program Thru December 2009
$ in Millions Bridges and Tunnels
Plan $1,137
Co mmit ment s $1,136
Expendit ures $1,135
Completed $1,136
Closed $1, 116
$0 $400 $800 $1,200 $1,600 $2,000 $2,400 $2,800
Long Island Rail Road
Plan $2,494
Co mmit ment s $2,427
Expendit ures $2,423
Completed $2,424
Closed $2,380
$0 $400 $800 $1,200 $1,600 $2,000 $2,400 $2,800
Metro-North Railroad
Plan $1,621
Co mmit ment s $1,621
Expendit ures $1,617
Completed $1,612
Closed $1,605
$0 $400 $800 $1,200 $1,600 $2,000 $2,400 $2,800
Appendix 2 – 66 MTA 1982 – 1991 Capital Program
Appendix 2 – 67 Status of 1982-1991 MTA Capital Program Thru December 2009
$ in Millions
TOTAL 1982-1991 PROGRAM
Plan $15,396
Commitments $15,353
Expenditures $15,349
Completed $15,352
Closed $15,315
$0 $3,000 $6,000 $9,000 $12,000 $15,000 $18,000
NOTE: Total 1982-1991 program includes $92.5m not assigned to individual agencies.
Appendix 2 – 68 Status of 1982-1991 MTA Capital Program Thru December 2009
$ in Millions NYC Transit
Plan $11, 6 0 9
Co mmit ment s $11, 56 6
Expendit ures $11, 56 4
Completed $11, 56 5
Closed $11,550
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Long Island Rail Road
Plan $2,049
Co mmit ment s $2,048
Expendit ures $2,047
Completed $2,048
Closed $2,035
0 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Metro-North Railroad
Plan $1,646
Co mmit ment s $1,646
Expendit ures $1,646
Completed $1,646
Closed $1,646
$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Appendix 2 – 69 Status of MTA Capital Program Funding
Appendix 2 – 70 Status of MTA 2005-2009 Funding Capital Program Funding Thru December 2009
$ in Millions
Funding Receipts 2005-2009 Through In Through MTA WIDE (Does not include B&T) Plan Nov-2009 Dec-2009 Dec-2009 Federal Formula and Flexible Funds $5,251.5 $5,239.2 $0.0 $5,239.2 Federal New Start 3,286.2 726.6 0.0 726.6 Federal Security 352.3 97.9 0.0 97.9 Federal Other 2.0 4.7 0.0 4.7 Federal ARRA - Stimulus 647.8 647.8 0.0 647.8 City of New York 407.3 316.3 0.0 316.3 City #7 Line Extension Funds 2,100.0 717.0 22.9 739.9 City Match for Buses 27.6 12.4 0.0 12.4 Operating to Capital 32.1 10.8 0.0 10.8 Asset Sales, Carryover, and Program Income * 1,091.9 436.0 10.5 446.5 LaGuardia Airport - Board Approved 69.7 0.0 0.0 0.0 LaGuardia Airport - New Initiatives 134.8 0.0 0.0 0.0 State Transportation Bond Act 1,450.0 284.5 0.0 284.5 MTA Bonds 3,162.2 2,266.1 0.0 2,266.1 Bonds from New Sources 5,100.0 1,042.4 0.0 1,042.4 Other** 40.1 39.8 9.8 49.6
Total 2005-2009 Program Funding$ 23,155.4 $ 11,841.5 $ 43.2 $ 11,884.7
Total 2005-2009 Program Budget$ 23,155.3
* Program Income includes receipts thru November 2009.
Appendix 2 – 71 Status of MTA 2000-2004 Funding Capital Program Funding Thru December 2009
$ in Millions
Funding Receipts 2000-2004 Through In Through MTA WIDE (Does not include B&T) Plan Nov-2009 Dec-2009 Dec-2009 Federal Title III $4,127.7 $4,121.0 $0.0 $4,121.0 Federal Title I 291.7 291.7 0.0 291.7 Federal New Start 600.0 575.5 0.0 575.5 Federal Other 1,498.6 1,498.6 0.0 1,498.6 Federal ARRA - Stimulus 266.9 266.9 0.0 266.9 City of New York 450.9 462.4 0.0 462.4 City Match for Buses 46.1 46.1 0.0 46.1 Coliseum 140.4 140.4 0.0 140.4 Program Income 312.8 312.8 0.0 312.8 TBTA Investment Income 88.8 88.8 0.0 88.8 CDOT Admin Assets Reimbursement 18.3 18.3 0.0 18.3 MNR Operating Savings Transfer 10.3 10.3 0.0 10.3 LIRR Operating 16.5 0.0 0.0 0.0 Operating to Capital PAYG 194.1 147.1 0.0 147.1 Debt Restructuring 4,523.2 4,523.2 0.0 4,523.2 * MTA Bonds 7,061.2 7,029.0 0.0 7,029.0 Insurance Recovery for WTC Damage 248.9 248.9 0.0 248.9 Asset Leasing 172.7 173.4 0.0 173.4 Other (includes Carryover) 349.2 349.3 0.0 349.3
Total 2000-2004 Program Funding $ 20,418.2 $ 20,303.7 $ - $ 20,303.7
Total 2000-2004 Program Budget$ 20,418.2
Appendix 2 – 72 Status of MTA 1992-1999 Funding Capital Program Funding Thru December 2009
$ in Millions
Funding Receipts 1992-1999 Through In Through MTA WIDE (Does not include B&T) Plan Nov-2009 Dec-2009 Dec-2009 Federal Title III $4,466.7 $4,466.7 $0.0 $4,466.7 Federal Title I 528.2 528.2 0.0 528.2 Federal New Start 45.7 45.7 0.0 45.7 Route 9A/ Westway Trade-in 524.7 524.7 0.0 524.7 State of New York 104.5 104.5 0.0 104.5 City of New York 1,472.8 1,472.8 0.0 1,472.8 Municipal Assistance Corporation 649.9 649.9 0.0 649.9 MTA Bonds 6,500.0 6,500.0 0.0 6,500.0 Investment Income 1,106.1 1,106.1 0.0 1,106.1 Pay-As-You-Go Capital 696.2 696.2 0.0 696.2 Asset Sales & Leasing 258.2 258.2 0.0 258.2 Operating to Capital 229.2 229.2 0.0 229.2 Nassau County 237.5 237.5 0.0 237.5 Other (includes Carryover) 173.3 173.3 0.0 173.3
Total 1992-1999 Program Funding $ 16,993.0 $ 16,993.0 $ - $ 16,993.0
Total 1992-1999 Program Budget $16,993.0
Appendix 2 – 73